$1.$ Using the past seven months' data $as$ the benchmark, measure the clinic$s$ performance. What indicators will you use $in$ your computation and why?

$2.$ What $is$ the main trade$-$off $in$ inventory management illustrated $by$ John and Lily?

$3.$ How would you convince John $to$ set $an$ economically viable service level target for non$-$life$-$saving medical supplies?

$4.$ Suppose the clinic implements the continuous review system. What $is$ the $Re-$Order Quantity that optimizes the total cost $of$ ownership? What $is$ the $Re-$Order Point for $97\mathrm{.}5\%$ and $99\%$ service levels respectively?

$5.$ Suppose the clinic implements the continuous review system with a target service level $of99\%.$ What $is$ the average stock? How does this continuous review system compare $to$ the one with $97\mathrm{.}5\%$ service level?

$6.$ Suppose the clinic implements the periodic review system. What $is$ the Order quantity $-$ Order$-Up-To-$Level $(OUL)$ for $97\mathrm{.}5\%$ and $99\%$ service levels respectively?

$7.$ Suppose the clinic implements the periodic review system with a target service level $of99\%.$ What $is$ the average stock? How does this continuous review system compare $to$ the one with $97\mathrm{.}5\%$ service level?

$8.$ What are the pros and cons $of$ the continuous and periodic review systems? Which one would you recommend and why?

$9.$ What could explain the action $of$ Lily $to$ order more stocks than usual? What are the risks associated with designing $an$ inventory management system without engaging with the stakeholders who understand the supply and demand patterns?

$10.$ What $is$ the impact $of$ the service level target $on$ stock quantity and cost? What service level would you recommend and why?