Please answer: 1. What are the differences between sales and operations planning (S&OP) and budgeting?

2. Some experts argue that the sales and operations management process ought to be done only on exception, that is, only when conditions have changed enough to warrant re-planning. Others argue it should be done on a periodic basis and when required by exception. What is your view?

3. Describe the major inputs and output of each of the following: a) Sales and Operations Planning, and B) Master Production Scheduling.

4. The text stresses that the Master Production Schedule is not a forecast. Explain the difference between a forecast and the Master Production Schedule.

5. Using the Master Production Schedule grid below, calculate the Projected Available Balance for each Quarter and determine what quarter(s) require a Master Production Schedule receipt.

Beginning Inventory = 30 units

Production Quantity/Lost Size = 80 units

	Quarter 1	Quarter 2	Quarter 3	Quarter 4
Forecast	20	70	70	20
Projected Available Balance
Master Production Schedule

6. Available to Promise Calculations

7. Utilizing the grid below, calculate the Projected Available Balance for each period and the Available to Promise using the Discrete Method.

Beginning inventory = 45 units

Production Quantity/Lot Size = 50 units

	1	2	3	4	5	6	7	8
Forecast	20	20	20	30	30	30	30	30
Actual Customer Orders	13	8	20
Projected Available Balance
Available to Promise
Master Production Schedule

8. Utilizing the grid below, calculate the Projected Available Balance for each period and the Available to Promise using the Cumulative Method.

Beginning inventory = 45 units

Production Quantity/Lot Size = 50 units

	1	2	3	4	5	6	7	8
Forecast	20	20	20	30	30	30	30	30
Actual Customer Orders	13	8	20
Projected Available Balance
Available to Promise
Master Production Schedule