Questions
1. Insomnia, a coffee bean broker, has 4 warehouses from which it can ship to 3...

1. Insomnia, a coffee bean broker, has 4 warehouses from which it can ship to 3 main buyers. The demand for coffee beans at buyer 1 is 800 pounds, at buyer 2 it is 1000, and at buyer 3 it is 500. Each warehouse holds an inventory of 2000 pounds of coffee beans. The warehouses can only ship coffee beans in full pounds. Given the transportation costs below, they need to determine how product should be shipped between the warehouses and the retailers in order to minimize total cost.

From

To Buyer

To Buyer To Buyer
Warehouse 1 2 3
1 8 10 7
2 6 4 9
3 3 5 6
4 5 2 4

Transportation Costs ($)

a. Write a formulation for this problem, following the 4 Step approach. (Include this in your submission too)

b. Carry work over to Excel and solve via Excel Solver and report on findings:

• What is the total cost?

• How many units should be shipped between each warehouse and buyer pair?

In: Operations Management

Write 1 to 3 paragraph to answer this question: What labor standards regarding safety, working conditions,...

Write 1 to 3 paragraph to answer this question:

What labor standards regarding safety, working conditions, overtime, and the like, should Nike hold foreign factories to: those prevailing in that country, those prevailing in the United States, or something in between?

In: Operations Management

Write a paper about how “ Free study application “ is aligned with developing trends among...

Write a paper about how “ Free study application “ is aligned with developing trends among each: social, environmental, technological, economic and political ) and how this topic connects to the world future vision.

Please each topic in a paragraph.

In: Operations Management

in law and public affairs, what are the implications of delegated legislation, write in one double...

in law and public affairs, what are the implications of delegated legislation, write in one double spaced page

In: Operations Management

Describe and discuss the dangers of small businesses. • Identify the top three reasons YOU think...

Describe and discuss the dangers of small businesses. • Identify the top three reasons YOU think small businesses struggle. • State your reasoning behind your selection of the issues. • Present your ideas for dealing with those issues.

In: Operations Management

1. Orange Inc., is a manufacturer of computer keyboards. Requirements over a typical six-month period are...

1. Orange Inc., is a manufacturer of computer keyboards. Requirements over a typical six-month period are as follows; (Questions 1,2,3)

Month

January

February

March

April

May

June

Forecasted Demand

200

300

400

400

200

300

Cost and other Information

Inventory holding cost

Back ordering cost

Wages

Hiring cost

Lay off cost

Production rate

Beginning Number of employees

$1/unit/month

$2/unit/

month

$1000/worker/

employee

$400/worker

$250/worker

100/worker/

month

4 in the beginning of January

If a Chase strategy is applied, what is the total cost of the production plan, including the cost of regular wages, hiring and layoffs?

Use the following Table as a reference to calculate the total cost for this plan.                                           

Month

January

February

March

April

May

June

Forecasted Demand                        

200

300

400

400

200

300

Produce

Number of Employees Needed

Number of employees hired

Number of employees laid off

Group of answer choices

21,600

21,200

20,200

18,650

18,000

18,250

2. Orange Inc., is a manufacturer of computer keyboards. Requirements over a typical six-month period are as follows; (Questions 1,2,3)

Month

January

February

March

April

May

June

Forecasted Demand

200

300

400

400

200

300

Cost and other Information

Inventory holding cost

Back ordering cost

Wages

Hiring cost

Lay off cost

Production rate

Beginning Number of employees

$1/unit/month

$2/unit/

month

$1000/worker/

employee

$400/worker

$250/worker

100/worker/

month

4 in the beginning of January

What would be the production rate per month for a level strategy?

Group of answer choices

400

300

200

250

350

3. Orange Inc., is a manufacturer of computer keyboards. Requirements over a typical six-month period are as follows; (Questions 1,2,3)

Month

January

February

March

April

May

June

Forecasted Demand

200

300

400

400

200

300

Cost and other Information

Inventory holding cost

Back ordering cost

Wages

Hiring cost

Lay off cost

Production rate

Beginning Number of employees

$1/unit/month

$2/unit/

month

$1000/worker/

employee

$400/worker

$250/worker

100/worker/

month

4 in the beginning of January

If a level strategy is applied, what is the total cost of the production plan, including the cost of regular wages, hiring and layoffs, inventory holding and back ordering?

Month

January

February

March

April

May

June

Forecasted Demand                          

200

300

400

400

200

300

Produce

Inventory

Number of Employees Needed

Number of employees hired

Number of employees laid off

Group of answer choices

18,650

21,600

18,250

21,200

18,000

20,200

In: Operations Management

In inventory management, economic order quantity (EOQ) is the order quantity that minimizes the total holding...

  1. In inventory management, economic order quantity (EOQ) is the order quantity that minimizes the total holding costs and ordering costs. It is one of the oldest classical production scheduling models.

Requirements:

Discuss the EOQ Model using an quantitative example computation with interpretation of the solution.

2. The B. N. Thayer and D. N. Thaht Computer Company sells a desktop computer that is popular among gaming enthusiasts. In the past few months, demand has been relatively consistent, although it does fluctuate from day to day. The company orders the computer cases from a supplier. It places an order for 5,000 cases at the appropriate time to avoid stockouts. The demand during the lead time is normally distributed, with a mean of 1,000 units and a standard deviation of 200 units. The holding cost per unit per year is estimated to be $4.

Requirements:

a. How much safety stock should the company carry to maintain a 95% service level?

b. What is the reorder point?

c. What would the total annual holding cost be if this policy is followed

The answer should Include: Computations, Evaluation, and Recommendation

In: Operations Management

Determine the best distribution (minimum transportation costs) from suppliers A, B, C, and D to the...

Determine the best distribution (minimum transportation costs) from suppliers A, B, C, and D to the five outlets Dallas, Phoenix, Portland, Montreal, and Orlando.

Two-stage distribution problem: RIFIN Company has recently developed a new
method of manufacturing a type of chemical. The method involves refining a certain
raw material that can be obtained from four overseas suppliers, A, B, C, and D, who
have access to the four ports at Vancouver, Boston, Miami, and San Francisco,
respectively. RIFIN wants to determine the location for plants that will refine the
material. Once refined, the chemical will be transported via trucks to five outlets
located in Dallas, Phoenix, Portland, Montreal, and Orlando.

After an initial study, the choice of location for RIFIN's refineries has been narrowed
down to Denver, Atlanta, and Pittsburgh. Assume that one unit of the raw material is
required to make one unit of the chemical. The amount of raw material that can be
obtained from suppliers A, B, C, and D and the amount of chemical required at the
five outlets are given in the following table (a). The cost of transporting the raw
material from each port to each potential refinery and the cost of trucking the
chemical to outlets are provided in tables (b) and (c), respectively. Determine the
locations of RIFIN's refining plants, the capacities at these plants, and the distribution
pattern for the raw material and processed chemical.

(a) Supply and demand for four sources and five outlets

Raw Material Source Supply Outlet Demand
A 1000 Dallas 900
B 800 Phoenix 800
C 800 Portland 600
D 700 Montreal 500
Orlando 500

(b) Inland raw material transportation cost

From/To Denver Atlanta Pittsburgh
Vancouver 4 13 9
Boston 8 8 5
Miami 12 2 9
San Francisco 11 11 12

(c) Chemical trucking cost

From/To Dallas Phoenix Portland Montreal Orlando
Denver 28 26 12 30 30
Atlanta 10 22 23 29 8
Pittsburgh 18 21 23 18 21

In: Operations Management

What would a potential new price/payment method be that could be revolutionary? If a company is...

  1. What would a potential new price/payment method be that could be revolutionary?
  2. If a company is operating at a deficit, but has happy customers, what would the best strategy be to make money?
  3. Why should a company’s pricing strategy reflect their core values ?
  4. Should consumers make it a point to review a company’s core values before investing?

Product pricing is one of the most important determinants of company success. A product’s market price must account for numerous competitive factors, including research and development costs, target market size, lifetime customer value, marketing and acquisition costs, and competitive positioning. Yet for all the complexity involved in determining ideal pricing, a Chargebee and ProfitWell survey of software founders and executives found that companies spend an average of just 12 hours on their pricing. Not 12 hours for each product — just 12 hours total in the history of the company.

One reason for the disconnect between pricing’s impact and the time invested could be difficulty in understanding pricing strategies. As recently explained in a guide by Cobloom, the software as a service market employs a variety of pricing models (e.g., flat rate, usage based and tiered), strategies (e.g., free trials) and psychological pricing tactics that impact how buyers process pricing information. Such psychological tactics include tricks like charm pricing (featuring amounts that end in nine, such as $39 instead of $40) and decoy pricing that places an obviously less desirable option among three bundled packages to increase the perceived value of the other options.

While these strategies might seem obvious or purposefully deceptive, they continue to be used, because they work. Research has found that decoy pricing generates additional revenue. And if you think no one falls for charm pricing, guess again. A famous study by researchers at the University of Chicago and MIT found that an item of clothing marked $39 outsold identical items priced at $44 or even $34.
As CFO, I focus on developing pricing that supports customer acquisition and long-term fiscal stability. But as part of a purpose-driven leadership team, our product pricing is also viewed through the lens of our corporate values considering shared customer value and sustainability. While we are absolutely driven by revenue, we also gut check our decisions against core company values. Below are some of these values and how they can help your company’s own pricing strategy.

1. Put customer value first.

Many of the widely used technology pricing strategies focus heavily on company revenue and internal metrics rather than end-user value. As an example, many companies take the simplified approach of calculating their product development and production costs and then adding their desired margin, and they use that information to set pricing. Unfortunately, this model is based entirely on internal metrics that have no connection to customer preference, price sensitivity or even competitive pricing. Another widely used example is pay-per-feature pricing. This model relies on a core set of features to entice new customers and adds charges as users evolve and want more advanced functionality. While it offers companies a reliable growth channel, this kind of pricing tends to create resentment with users who are paying for a product and can’t access all of its features.

Putting customer value first requires an innovative, research-based approach to understanding how end users will be using your product, as well as flexibility in designing pricing structures to take into account different product usage rates and feature consumption between departments and locations. Some examples of innovation in pricing include companies such as Amazon Web Services, Uber or Airbnb with prices based on actual usage. The only drawback to this approach is it can lead to higher-than-expected bills when customers need to add capacity or service during popular or “surge” time frames. And while these strategies might work for the vendor, research indicates consumers and technology buyers prefer the simplicity and predictability of flat-rate pricing
2. Keep your pricing promises.

In 2011, Netflix lost 800,000 customers after an unexpected price hike and service change. Based on backlash, the company quickly reversed the change. Earlier this year, history repeated itself as new subscriber acquisition slowed and Netflix announced a new price increase, followed immediately by a stock price plummet and the loss of more than 126,000 subscribers. Customers usually don’t react well to paying more without a significant increase in features, usability or overall value — a lesson many freemium-driven companies are finding out the hard way. Although there are some success stories, such as Spotify’s impressive freemium-to-paid conversion rate, sticking with your pricing strategy in the long term can be as important as the strategy itself when it comes to customer retention.

3. Lead; don’t follow.

Most new companies founded today will enter a market with existing competition. As a leader focused on consumer value, I would challenge you to do your customer research and set your initial pricing based entirely on your unique offering and reason for being. Only then look at the rest of the market and determine how your choice will support or ensure success. When our company launched conference-calling services more than 20 years ago, there was significant competition in the space charging hundreds of dollars per month to deliver services to big corporate clients. Our founder looked at the market from the consumer point of view and found a way to deliver services for free while still generating revenue from carrying calls on our network. Other examples of pricing leadership include Slack, one of the pioneers of charging based on active users, and Creately’s albeit-short-lived “pay whatever you want” experiment.

No single decision can have a more far-reaching effect on company success than pricing. But pricing decisions should always be considered holistically as part of a long-term, value-based model. Pricing strategies that leverage who you are as a company and what you value create a foundation of mutual benefit that helps everyone from your customers and partners to your shareholders and employees.

In: Operations Management

in laws and public affairs, what are the implications of delegated legislation in one double spaced...

in laws and public affairs, what are the implications of delegated legislation in one double spaced page?

In: Operations Management

in law and pubic affairs what are the statutory interpretation, write in one double spaced page...

in law and pubic affairs what are the statutory interpretation, write in one double spaced page ?

In: Operations Management

in laws and public affairs, in legislative power what are the statutory interpretation write in one...

in laws and public affairs, in legislative power what are the statutory interpretation write in one double spaced page

In: Operations Management

At the annual meeting of the HR division at a financial services firm, the vice president...

At the annual meeting of the HR division at a financial services firm, the vice president of HR noted that pay compression was a problematic phenomenon for certain jobs for which there was high demand, but low supply. This problem was especially acute for jobs in data analytics and marketing. In addition, the VP of HR noted that the company needs to be careful about how much it spends in compensation next year, as profits were down last year. The vice president of HR has hired you as a compensation consultant to help them to formulate an action plan for dealing with this situation. What would you say in this situation about potential solutions to the problem?

a. Give a 20% pay increase to the highest 20% of workers.

b. Institute a 10% pay reduction for the bottom 20% of employees in terms of pay.

c. Reward high performance and merit worthy employees with large pay increases.

d. Give all employees a 10% across the board pay increase.

In: Operations Management

Explain the specific types of benchmarking listed; Strategic benchmarking                               &nbsp

Explain the specific types of benchmarking listed;

  1. Strategic benchmarking                                                                        (2 marks)
  2. Functional benchmarking                                                                     (2 marks)
  3. Process benchmarking                                                                         (2 marks)

Please type the answer

In: Operations Management

Turner developed Preventive Maintenance Optimisation (PMO) over nine steps as a program to improve Reliability Centered...

  1. Turner developed Preventive Maintenance Optimisation (PMO) over nine steps as a program to improve Reliability Centered Maintenance (RCM) in mature industries. Select any three steps from this PM Optimisation program, explaining how each can offer improvements to a maintenance program.                                                                                             

Please type answer

In: Operations Management