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supply chain management global

Supply Chain Management From Vision To Implementation Pearson New International Edition Stanley E. Fawcett; Lisa M. Ellram; Jeffrey A. Ogden - Solutions

3. Visit www.microsoft.com and learn more about Microsoft’s project management software. Write a 1-page paper discussing how this application may be superior to the calculations/methods discussed in this supplement.
2. Visit www.project.net and write a 1-page paper discussing how this application may be useful to project management.
1. Visit www.pmi.org and write a 1-page paper summarizing additional information that you learned about the project management tools discussed in this chapter.
9. A project has the following activities, precedence relationships, and time estimates: Prede- Most Activity cessor Optimistic Pessimistic Likely A none 8 10 10 B A 20 25 22 C A 14 21 17 DB 5 9 8 E C 3 42 15 F D, E 21 87 45a. Compute the mean and variance for each of the activities.b. Draw a
8. Compute the mean and variance for each of the following activities: Activity Optimistic Pessimistic Most Likely A 5 10 7 B 3 21 15 C 18 32 25 D 9 11 10 E8 8 8 F 1 10 6 G 45 95 60 H 12 15 13 I 7 11 9 J 22 80 60
7. A project has the following activities, times, and precedence relationships: Activity Time (Months) Preceding Activities A 2 none B 8 none C 3 none D6 B E5 C F 4 B, A G 1 D, E H2 C I 2 F, G J 7 D, C, A K 3 J, I L 6 B, H, I M1 D N 5 K, La. Draw a precedence diagram for the project.b. Compute the
6. Suppose that the following additional information is available for the project in question 5. How much would it cost to shorten the project by 5 days? Which activities would you shorten and by how much? Normal Crash Time Time Activity (Days) Cost (Days) Cost A 15 $450 10 $850 B 5 $300 2 $350 C
5. A project has the following activities, times, and precedence relationships: Activity Time (Days) Preceding Activities A 15 none B5 A C 21 A D9 A E 12 B, Da. Draw a precedence diagram for the project.b. Compute the earliest start times, earliest finish times, latest start times, latest finish
4. A project has the following activities, times, and precedence relationships: Preceding Activity Time (Weeks) Activities A 15 none B 5 none C 21 A D 9C E 12 C F 7 D, E, Ba. Draw a precedence diagram for the project.b. Compute the earliest start times, earliest finish times, latest start times,
3. A project has the following activities, times, and precedence relationships: Activity Time (Weeks) Preceding Activities A 3 none B 5 none C 3 none D 4 A, B E 8 A, B F 2 D, Ea. Draw a precedence diagram for the project.b. Calculate the earliest start and finish times for each of the activities.
2. Determine the earliest start, earliest finish, latest start, latest finish, and slack times for each of the activities in the project shown in Figure 8.
1. A project has the following activities, times, and precedence relationships: Activity Time (Weeks) Preceding Activities A 3 none B5 A C3 A D4 B E8 C F 2 D, Ea. Draw a precedence diagram for the project.b. Calculate the earliest start and finish times for each of the activities.
5. What further information would you request to assist you in analyzing the cheese sauce supply chain?
4. Identify any areas for improvement in the cheese sauce supply chain.
3. Lillian contacted the supplier of the cheese sauce to get the bill of materials for the cheese sauce, as shown in Table 3. Note that there is also information to particular questions that Lillian had asked this sup- plier at the top of the BOM. Draw as much of the SC map for the cheese sauce as
2. Where should Lillian begin with mapping this supply chain, and why?
1. Evaluate the applicability of each of the four approaches to supply chain design (SCOR, supply chain evolution, nature of the product or service, or life cycle) to Lillian’s analysis of the macaroni and cheese supply chain.
9. Describe the key steps in SC pipeline mapping, with an emphasis on how to analyze the supply chain for improvement opportunities.
8. Discuss at least three reasons why an organization would engage in SC mapping.
5. Define DFX. Describe how it relates to SC design. 6. Describe the SC design and evolution approach presented by Charles Fine. 7. Is there one right approach to supply chain design? Justify your answer.
4. List the key steps in process mapping. Describe the role each step plays in the mapping process.
3. Explain why managers map processes. Identify at least five questions that a manager would answer through the use of a process map.
2. Describe taking a class at a university as a process. Be sure to include the inputs, the transformation, and the output(s).
1. Discuss the importance of SC design to an organization’s success.
1. Use the Internet to locate the approximate latitude and longitude of the following cities and then find the center-of-gravity location. Dallas, Texas Atlanta, Georgia Boston, Massachusetts Orlando, Florida Salt Lake City, Utah Denver, Colorado 2. Use the Internet to research global positioning
5. An electronics company has retail outlets in seven cities across the United States. Rather than servicing these outlets directly from its factory in Philadelphia, the company has decided to establish a distribution center in a more central location. Using the data in the following table,
4. John is the manager of a local warehouse that stores apples, oranges, bananas, pears, peaches, and plums. The storage areas for these different fruits are located throughout the warehouse, as shown in the following diagram. When the warehouse was constructed, the builders forgot to install an
3. Using the equations in the Transportation Rate Differences section of the supplement, find the center-of-gravity location for the following data. North– Rate $/ East–West South Annual TonLocation Coordinate Coordinate Tons Mile Store 1 3 5 200 $1.63 Store 2 1 4 200 $1.63 Store 3 4 3 200
2. Using the equations in the Unequal Shipment Size section of the supplement, find the center-of-gravity location for the following data.East–West North–South Annual Location Coordinate Coordinate Tons Store 1 3 5 300 Store 2 1 4 300 Store 3 4 3 300 Store 4 1 2 300 Store 5 2 1 300
1. Using the basic center-of-gravity approach, find the center of the following locations. Location Location 4 1 5 Vertical Coordinate 3 2 Location 3 Location Location Location 6 5 2 1 0 1 2 3 Horizontal Coordinate 50
3. Suggest a presentation format to help Debbie’s team deliver a thought-provoking presentation.
2. How could Debbie use SWOT analysis to create a compelling case for their environmental scan?
1. Where should Debbie begin? What can she do between now and the first day on the job?
8. From the business press, identify a company making a global SC network design decision. What are the primary issues the company is evaluating? How do they compare to the issues discussed in the chapter?
7. Identify the six rules of globalization. How does each affect decision making and competitiveness in the industry in which you would like to work?
6. Discuss the three primary forces driving globalization. What do you think will happen to each of these forces over the next decade? How will these changes affect globalization?
5. What are the three most important forces affecting the industry in which you would like to work? How are these forces changing the rules of competition in this industry?
4. Identify 10 forces that are changing today’s competitive landscape. Based on your observations, what are the three most important forces affecting each of the following industries: automotive, biotechnology, computer, grocery retail, and pharmaceutical? Are these forces transitory or
3. Define environmental scanning. Imagine you have just been given the responsibility to design your company’s scanning program. What would an effective scanning program look like? What pitfalls would you want to be sure to avoid? Be specific.
2. Define ownership (vertical) and relationship (virtual) integration and compare their advantages and disadvantages.
1. Why is SCM a strategic initiative and a valued contributor to company success?
15. Mr. Rhoads’s supplier has agreed to give him a 10 percent discount on orders of 1,000 or more helmets. Should he take advantage of this discount? Why or why not?
14. Given the EOQ calculated in exercise 11, determine the number of orders Mr. Rhoads would place each year for helmets and the time interval between orders.
13. Using the EOQ, what is the annual cost for storing the helmets?
12. Using the EOQ, what is the annual cost for ordering the helmets?
11. Find Mr. Rhoads’s EOQ for the helmets.
10. Charlene has the option of buying in quantities of 4,000 at a price of $95 per unit. Should she take advantage of this option? Why or why not? Use the following information to answer exercises 11 through 15. Mr. John Rhoads, owner of a bicycle shop in Tempe, Arizona, sells 12,000 model XT4
9. At what inventory level should Charlene place an order?
8. What is the annual carrying cost?
7. What is the annual order cost?
6. What is the economic order quantity?
5. Suppose a company’s carrying costs are 25 percent. If it costs $15 to buy 1 unit of inventory from a supplier and the average inventory level is 250 units, what is the company’s total annual carrying cost? Use the following information to answer exercises 6 through 10. Charlene Baker,
4. Suppose it costs an organization $53 to hold 1 unit of inventory for 1 year. If the organization’s order size is 3,000 units, what is its total annual carrying cost?
3. If each of the orders in exercise 2 costs the company $200, what are the company’s annual ordering costs?
2. If a company has an annual demand of 50,000 units and orders 400 units per order, how many orders are placed during a year?
1. Given a constant daily demand of 40 units and a lead time of 4 days, what should the reorder point be?
2. When should orders for inventory be placed?
1. How much inventory should the organization order?
2. Calculate the MSE and MAD for the following actual and forecasted prices. Year Actual Price Forecasted Price 1 $385 $387 2 $392 $395 3 $388 $390 4 $378 $373 5 $375 $372 6 $372 $369 7 $365 $365 8 $367 $365 3. Calculate the MSE and MAD for the following actual and forecasted prices.Month Actual
1. Calculate the MSE and MAD for the following actual and forecasted data. Year Actual Demand Forecasted Demand 1 4,800 5,000 2 5,200 5,100 3 5,000 4,900 4 5,500 4,700 5 4,500 4,800 6 6,000 4,200 7 4,200 5,000 8 4,000 3,500 9 4,700 4,200 10 3,300 4,900
4. Using linear regression, develop a forecast for month 9 for the following data: Month Warehouse Space Requirements (square feet) 1 15,525 2 16,750 3 17,250 4 18,000 5 18,257 6 18,785 7 19,280 8 19,575 The sad truth about forecasts is that they are almost always wrong. It is very difficult to
3. Use linear regression to develop a forecast for week 50 for the following data: Week Raw Material Requirements 42 480 43 525 44 395 45 750 46 628 47 299 48 805 49 586
2. Use the slope and intercept functions in Excel to forecast the raw material price for week 20 using linear regression. Week Raw Material Price (per pound) 1 $3.85 2 $3.72 3 $3.88 4 $3.80 5 $3.95 6 $3.82 7 $3.78 8 $3.75 9 $3.81 10 $3.87 11 $3.86 12 $3.84 13 $3.88 14 $3.91 15 $3.92
1. Enter the data from the preceding example into Excel and use the slope and intercept functions to calculate the slope and intercept portions of the previous equation.
2. Search the Internet for at least three jobs that involve forecasting. Write a brief summary of each of these types of jobs.
1. Search the Internet for at least three companies that provide forecasting help to businesses. What ser- vices are offered by these companies?
3. The following table provides information on the raw material requirements for a manufacturing firm. Actual Raw Forecasted Raw Material Material Week Requirements Requirements 42 480 500 43 525 44 395 45 750 46 628 47 299 48 805 49 586a. Forecast the raw material requirements for weeks 43 through
2. Calculate the forecasts for years 2 through 6 using the data in the following table and .5. Year Actual Sales Forecasted Sales 1 $25,000 $27,000 2 $32,000 3 $48,000 4 $57,000 5 $62,000
1. Calculate the forecasts for periods 21 through 26 using the data in the following table and an exponential smoothing constant of 0.645. Period Actual Price Forecasted Price 21 $1.97 $2.00 22 $2.15 23 $2.05 24 $2.09 25 $2.12
4. A local pest-control company is considering the purchase of a new truck. The decision will rest partly on the anticipated mileage to be driven next year. The miles driven during the past 5 years are as follows: Year Mileage 1 35,000 2 27,000 3 32,000 4 33,000 5 29,000a. Use a weighted 3-year
3. Monthly sales for hammers at a local hardware store were as follows: Month Sales January 27 February 28 March 29 April 31 May 35 June 32a. Forecast July sales using a 6-month weighted average using .1, .1, .1, .2, .2, and 3, with the heaviest weights applied to the most recent months.b. Forecast
2. Using the data from exercise 1, calculate a 3-period weighted moving average forecast for period 6 using the following weights: most recent = 0.6, second most recent = 0.2, third most recent = 0.2.
1. Calculate a 5-period weighted moving average fore- cast for period 6 using the following data and corre- sponding weights: Period Price Weight 1 $125.47 0.1 2 $165.26 0.1 3 $105.14 0.2 4 $129.91 0.2 5 $141.33 0.4
6. T-shirt sales for the past 8 months at a hotel gift shop were as follows: Month T-Shirts Sold May 523 June 819 July 757 August 692 September 543 October 558 November 423 December 398a. Forecast the number of t-shirt sales for January using a 2-month moving average.b. Forecast the number of
5. A local grocery store recorded sales over the past 6 months as follows: Month Sales January $27,500 February $28,300 March $26,700 April $29,200 May $31,400 June $30,500a. Forecast sales for July using a 2-month moving average.b. Forecast sales for July using a 3-month moving average.c. Forecast
4. Suppose that a company’s stock prices for the past 5 days were as follows. Calculate a 3-day and 5-day moving-average forecast for the stock price on day 6. Day Stock Price 1 $15.94 2 $16.01 3 $16.27 4 $16.08 5 $16.15
3. Using the 3-week moving-average forecast from the previous example, calculate the 3-week movingaverage forecast for week 8.
2. Using the data from the previous example, calculate the moving-average forecast for week 8 using a 6-week moving average.
1. Using the data from the previous example, calculate the moving-average forecast for week 8 using a 4-week moving average.
2. Identify the appropriate analyses for each option: What information is needed? What issues should be considered?
1. For each source of inefficiency, what are Jim’s options? What policies and procedures could help eliminate the inefficiencies?
8. Identify five ways companies can work more closely to achieve efficient management of the purchasing, production, and logistics activities that are so critical to managing the supply chain’s physical flow.
7. Discuss the movement and storage roles of logistics management. Why did Gus Pagonis claim, “In logistics, if you go an hour without a screw-up, you’ve had a great day”?
6. Describe the difference between the operational characteristics of products and services. Which lean principles are applicable to service operations? Which are not? Why?
5. Discuss the critical production management decision areas. How has lean management affected each of these decision areas? Identify the three greatest impediments to lean operations.
4. Describe the purchasing process. What are the key steps in the process? How might greater SC integration affect each step? How can technology be used to streamline the process?
3. What is the Supply Chain Council? Describe the characteristics of the SCOR model. Identify the strengths and weaknesses in the SCOR approach.
2. Think of a couple of occasions when you were dissatisfied with a product you purchased. Where did the breakdown in the management of the physical flow occur that caused your dissatisfaction?
1. Explain how the management of purchasing, production, and logistics processes affects customer satisfaction.
7. An investment will produce $2,900 3 years from now. What is the present value of the investment if the interest rate is 10 percent? 8. Roger Johnson has been asked to evaluate two different product development projects. After some investigation, he determines that they have the following costs:
6. The initial cost of an investment in a new product is $85,000 and the cost of capital is 10 percent. The estimated return is $18,000 per year for 9 years. What is the net present value of the investment?
5. A wind turbine company is thinking of developing a new turbine, the XP9. The company estimates that creating the XP9 will require an initial investment of $125,000 today, $250,000 of engineering related costs at the end of the first year, and $49,000 of marketing costs at the end of the second
4. Using a cost of capital of 12 percent, calculate the net present value of the following project: Cash Expenses Cash Incomes Year or Costs or Revenues 0 $75,250 1 $125,000 2 $100,000 3 $1,275 $75,000 4 $50,000
3. What is the net present value of an investment that costs $50,000 and has a salvage value of $25,000? The annual profit from the investment is $15,000 each year for 5 years. The cost of capital at this risk level is 15 percent.
2. What is the value of $12,000 5 years from now assuming an interest rate of 20 percent?
1. What is the net present value of a $25,000 payment 3 years from now assuming a cost of capital of 12 percent?
3. Could the target costing process be helpful here? Explain why or why not, providing specific reasons.
2. What are the specific changes that need to occur at Time Flies to get the new product development process in general, and this product in particular, back on track?
1. If you were Bill, where would you begin? What steps should he follow to be sure that he has not missed any of the key points?
8. Identify several of the risks in new product and service development. Present a plan to reduce or eliminate these risks.

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