Book: Operations and Supply Chain Management Jacobs & Chase 14e
A manager is trying to decide whether to buy one machine or two. If only one is purchased and demand proves to be excessive, the second machine -can be purchased later. Some sales will be lost, however, because the lead time for producing this type of machine is 6 months. In addition, the cost per machine will be lower if both are purchased at the same time. The probability of low demand is estimated to be 0.20. The after-tax net present value of the benefits from purchasing the two machines together is $90,000 if demand is low and $180,000 if demand is high.
If one machine is purchased and demand is low, the net present value is $120,000. If demand is high, the manager has three options. Doing nothing has a net present value of $120,000; subcontracting, $160,000; and buying the second machine, $140,000.
In: Operations Management
Suppose that you and two other students are working on a team research project for a course you are all taking. To complete the project, you expect that the three of you will need to work together on reviewing related literature for about two days. Then, you will divide the work into three parts: collecting financial data (5 days), writing the text of the paper (5 days), and preparing the figures and tables (2 days). Then the team will work together in assembling and editing the paper (5 days).
a. Assuming that none of the work can be done in parallel (i.e., collecting data must precede writing, which must precede preparing figures and tables), how many days will it take to complete your research project?
number of days ?
b. Ideally, the work would be best accomplished serially (as in question “a” above) so that all information created in one task is available for the processing of the next task. However, assuming for the moment that collecting data, writing text, and preparing figures and tables can be done in parallel (i.e., each task can be done by a different team member independently and simultaneously), how many days will it take to complete your research project?
number of days?
In: Operations Management
the company is Southwest airlines
identify strategic alternatives that create value for
the company. which ones are focused on internal growth and what do
they offer to the company? what are the drawbacks of these
strategies? which ones are focused on external growth and what do
they offer the company? what are the drawbacks of these
strategies?
how would you use a decision matrix to identify the leading alternative?
explain how you determined the values used to distinguish between
each option. what about the matrix, if anything, may be limiting in
its use value to an analyst or decision maker?
In: Operations Management
1 What is the role of socialization in women’s and men’s “choice” of occupations and how do these relationships affect sex segregation and the wage gap?
In: Operations Management
Respond to the following in a minimum of 175 words:
In: Operations Management
Please indicate your evaluation of the candidate for the following questions, and briefly explain your reason for each evaluation:
Able to meet deadlines? YES NO Reason: Able to work under pressure? YES NO Reason: Friendly? YES NO Reason: Reliable? YES NO Reason: Easy-going? YES NO Reason: Able to use technology? YES NO Reason: Professional appearance? YES NO Reason: 2. Would you re-employ this person in your organization in the future? (If no, please provide details on a separate sheet.) YES NO 3. Do you have any doubts about this person’s suitability on the job? (If yes, please provide details on a separate sheet.) YES NO 4. Please confirm your contact information and relationship to the candidate:
Your name: Your company: Your job title:
How do you know the candidate? ___________________________________
In: Operations Management
BUSINESS PLAN ASSIGNMENT
1. The Business Plan project (for a new business) is to be completed and submitted on Day 15. Most days will allow time for in class work plan. However, it will still be necessary to do other work on it. The assignment is worth 30% of the course grade.
2. The Business Plan must be based on a new business you would like to establish. It should be detailed and comprehensive. You may use the sample plans provided in the Entrepreneurship textbook and in the MyEntrepreneurshipLab. You will also be provided access to the LivePlan online software for creating the business plan. Your new business could be a service, retail, or manufacturing function. It could combine 2 of these or even all 3 but remember, KEEP YOUR BUSINESS SMALL AND SIMPLE.
Instructions for your Business Plan Assignment
1. The plan’s maximum is 25-40 (depending on the size of the business) double-spaced pages with no more than 8-10 pages of exhibits or Appendix.
2. The plan must include an Executive summary, Table of Contents, Mission, Vision and Culture, Company Summary, Market Analysis Summary, Strategy and Implementation Summary, Management and Operations Summary, Financial Plan, Funding Request and Exit Strategy. Appendices including: Sales Forecast, Personnel Plan, General Assumptions, Pro Forma Profit and Loss, Pro Forma Cash flow, Pro Forma Balance Sheet, Resumes, Fact Sheet and complete list of references.
3. It should include a detailed marketing plan that identifies the principal target market(s), its size, location and all demographic and psychographic characteristics. Students should also identify and growth trends in the market and provide appropriate statistical information to support that conclusion. Detailed sections are required on the needs filled by the product or service offering, market research conducted, pricing methods and the proposed promotional programs and distribution system.
4. The plan should also include a detailed financial plan linked to the requirements and objectives of the marketing plan. This section must cover the business’ first five years and include monthly statements (income, cash flow and balance sheet for Year 1, quarterly statements for Year 2 and annual statements for Year 3-5. Optimistic and pessimistic forecasts should be included as well.
5. Financial methods and the scheduled amounts.
6. An exit or harvest strategy for the business.
7. Identification of the key attributes and skills brought to the business by each team member who will be active in the business and description of how these will be of benefit to the business.
8. Delineation of a medium to long-term growth strategy for the business, i.e., expansion and diversification plans.
9. A brief description of the human resources, ethical and social policies of the business.
Students will be required to make a 40-minute presentation of their plan. Students will be evaluated on their creativity, enthusiasm, use of audio-visual aids (PowerPoint is strongly recommended) and public speaking skills.
In: Operations Management
You are the manager, supervisor, director in charge.
The student will start their own airline company. The student will then: Determine the vision of the company as a start-up. Next, what key moves will the student make to strive to be number one in the industry. Lastly, what different challenges may you encounter and what will be some of the solutions you will implement.
The case study analysis paper must contain the following sections:
Briefly summarize the key facts, scope and aspects of the case.
Summarize your findings and recommendations.
In: Operations Management
Are gambling/wagering agreements sanctioned by Governmental Public Policies? Explain
In: Operations Management
Please answer two last questions that are bold.
Be sure you have access to the “Big Data Exercise” excel file. This file will contain data for a list of questions. The “Questions” sheet should show you a list of questions. The “Data” sheet will have the collected data points from the questions. The top row of that sheet will indicate the question number from the other sheet. Please keep in mind that the “Big Data Exercise” file is in no way a representation of Big Data used in the real world.
Feel free to manipulate and organize the data to help you answer the following questions. You will use the data to create graphs or charts to support your statements. You can also sort, filter, group, etc the data as well. The goal of this assignment is to extrapolate useful information, patterns, and find relationships.
Review the “Big Data Exercise” file carefully. Using a minimum of 3 levels data points (questions) what type of services or product would you be able to create that you would sell to these people:
What is this product/service? How and why would people use it? Explain.
One possible product to sell to customers would be a dessert and candy store. The store would likely be small and run by 3-6 employees and customers would come to the store as a family or parents would come for their kids to buy delicious, flavorful candies.
What are these data points (questions) (3 Minimum) you used to come up with this business?
How old are you?
Do you like spicy food?
Do you currently have a paying job?
How many siblings do you have?
Do you like salty or sweet snacks?
Do you still live with your parents?
How many dependents (children) that lives with you.
In: Operations Management
Question 1: You manage the cost of a meal for a shelter. You have three menu items to serve: chicken, carrot and potato. You must meet minimum nutritional requirements for the meal while managing cost:
Chicken Carrot Potato
Cost $/kg $8.25 $2.85 $3.75
Calories cal/kg 1430 410 1990
Fiber g/kg 5.0 37.0 28.0
Protein g/kg 170 9 29
You are to decide how many kg of chicken, carrots and potato to serve to minimize the cost to the shelter.
You are constrained by each meal must provide a minimum of 650 calories, 15 grams of fiber and 35 grams of protein.
Each meal must include at least 0.05 kg of each item.
What is the cost? Use Solver to to optimize this related set of equations.
This is a linear programming/optimization problem. Follow the pattern of solution shown in the lesson to solve this problem. PLEASE USE EXCEL!
In: Operations Management
1- The low-cost provider has an advantage where product offerings in a market are similar and more-or-less interchangeable. Why is this? In a differentiation strategy, would one expect higher margins or lower margins, and what are some common bases of differentiation? What does it mean to say that a company strategy is “stuck in the middle”?
2- When a company looks at its portfolio of businesses in a BCG analysis, it probably sees no value in having “dogs” in the portfolio, but a balance in the other three sectors would be valuable. Why would some constituent businesses in each of the other three quadrants (star, cash cow, question mark) be desirable?
3- For a football season, how might a college enhance the experience for a number of groups of fans by offering “multiple strategies”?
In: Operations Management
Jim Watanabe was in his new car, driving down I-5
on his way to work. He dreaded the phone call he
knew he was going to have to make.
The original go-live date for a pilot implementation
of Petrie’s Electronics’s new customer relationship
management (CRM) system was July 31. That was only six weeks away,
and Jim knew there was no way
they were going to be ready. The XRA CRM they were
licensing turned out to be a lot more complex than
they had thought. They were behind schedule in implementing it.
Sanjay Agarwal, who was a member of
Jim’s team and who was in charge of systems integration for
Petrie’s, wanted Jim to hire some consultants.with XRA experience
to help with implementation.
So far, Jim had been able to stay under budget, but
missing his deadlines and hiring some consultants
would push him over his budget limit.
It didn’t help that John Smith, the head of marketing, kept
submitting requests for changes to the original specifications for
the customer loyalty program. As
specified in the project charter, the new system was supposed to
track customer purchases, assign points for
cumulative purchases, and allow points to be redeemed
for “rewards” at local stores. The team had determined
that those rewards would take the form of dollars-off
coupons. Customers who enrolled in the program
would be given accounts that they could access from
Petrie’s website. When they signed on, they could check
their account activity to see how many points they had
accumulated. If they had earned enough points, they
were rewarded with a coupon. If they wanted to use the
coupon, they would have to print it out on their home
printers and bring it in to a store to use on a purchase.
The team had decided long ago that keeping everything
electronic saved Petrie’s the considerable costs of printing and
mailing coupons to customers.
But now marketing had put in a change request that
would give customers a choice of having coupons
mailed to them automatically or printing them from
the website at home. This option, while nice for customers, added
complexity to the XRA system implementation, and it added to the
costs of operation. Jim
had also learned yesterday from the marketing representative on his
team, Sally Fukuyama, that now Smith
wanted another change. Now he wanted customers to
be able to use the coupons for online purchases from
Petrie’s website. This change added a whole new layer
of complexity, affecting Petrie’s existing systems for
ordering online, in addition to altering yet again the
implementation of the XRA CRM.
As if that wasn’t enough, Carmen Sanchez was now
telling Jim that she would not be ready to let the team
pilot the system in her Irvine store. Carmen was saying her store
would not be ready by the end of July.
Maybe that wouldn’t matter, since they were going to
miss the go-live date for the pilot. But Carmen was
hinting she would not be ready for months after that.
It seemed as if she didn’t want her store to be used for
the pilot at all. Jim didn’t understand it. But maybe he
should try to find another store to use as the pilot site.Jim was
almost at his exit. Soon he would be at the
office, and he would have to call Ella Whinston and
tell her the status of the project. He would have to tell
her that they would miss the go-live date, but in a way
it didn’t matter since he didn’t have a pilot location to
go live at. In addition to going over schedule, he was
going to have to go over budget, too. He didn’t see any
way they would be ready for the pilot anytime close to
when they had scheduled, unless he hired the consultants Sanjay
wanted. And he would have to stop the
latest change request filed by marketing. Even more
important, he would have to keep the rumored change
request, about using coupons for online purchases,
from being submitted in the first place.
Maybe, just maybe, if he could hire the consultants,
fight off the change requests, and get Carmen to cooperate, they
might be ready to go live with a pilot in
Irvine on October 15. That gave him four months to
complete the project. He and the team were going to
have to work hard to make that happen.
Jim realized he had missed his exit. Great, he
thought, I hope it gets better from here.
Question:
Information systems development projects are said to fail if they are late, go over budget, or do not contain all of the functionality they were designed to have. Is the customer loyalty program a failure? Justify your answer. If not, how can failure be prevented? Is it important to avert failure? Why or why not?
In: Operations Management
1. Discuss the advantages and disadvantages of the introduction of computers in a local pharmacy:
(a) from the pharmacist’s point of view
(b) from the customer’s point of view
2 Currently, physicians learn about medications from pharmaceutical representatives who bring samples and educate about the drugs they are representing. How would you prevent pharmaceutical companies from influencing what medications doctors dispense to their patients?
In: Operations Management
Oat milk ( introduction), Electric Cars (growth), and Paper Maps (Decline) are three products in different stages of the Product Life Cycle. What marketing strategies would you suggest to companies with each of these products?
In: Operations Management