W4 - Cincinnati Seasoning

W4 – Cincinnati Seasonings Current Supply Chain Design and Simulation Results  What were the main things you needed to do to get the expanded company supply chain to run for 30 days? To expand the company’s supply chain to run for 30 days I had to add two new stores. One store is located in Chicago and the second one is located in Columbus. (see below picture of the new added stores). In the process of adding these stores, new rotes had to be added and existing ones had to change to ensure the correct amount of seasoning was picked up and delivered to the stores. In addition to the routes, a new truck had to be added to deliver product to the new Chicago store.

 What were the biggest problems/challenges you encountered and how did you respond to them? The biggest problems originally encountered were at the new Chicago and Columbus stores where the deliveries are not quite perfect. As per below screen shots, the new stores have a stair-step pattern which means that the deliveries are not well organized. Chicago Store Columbus Store In addition to this, the inventory at the Seasonings Factory is going up and the inventory at the Seasonings DC is going down. To fix this issue, we have to increase the deliveries from the factory. Seasoning Factory Seasonings DC  What is the cost and amount of inventory that has built up in the supply chain?

s Factory - Spicy Cube s DC - Spicy Cube e Store - Spicy Cube s Store - Spicy Cube Store - Spicy Cube Store - Spicy Cube s Store - Spicy Cube Day 0 0 0 0 0 0 0 0 Day 1 0 440 100 70 20 110 40 Day 2 0 770 200 140 40 220 80 Day 3 0 1100 300 210 60 330 120 Day 4 0 1540 400 280 60 440 120 Day 5 0 1870 500 350 80 550 160 Day 6 0 2200 600 420 100 660 200 Day 7 0 2640 700 490 120 770 240 Day 8 0 2970 800 560 120 770 240 Day 9 0 3300 900 630 140 880 280 Day 10 0 3740 1000 700 160 990 320 Day 11 0 4070 1100 770 180 1100 360 Day 12 0 4400 1200 840 180 1210 360 Day 13 0 4840 1200 910 200 1320 400 Day 14 0 5170 1300 1050 220 1430 440 Day 15 0 5500 1400 1120 240 1540 480 Day 16 0 5940 1500 1190 240 1650 480 Day 17 0 6270 1600 1260 260 1760 520 Day 18 0 6600 1700 1330 280 1870 560 Day 19 0 7040 1800 1400 300 1870 600 Day 20 0 7370 1900 1470 300 1980 600 Day 21 0 7700 2000 1540 320 2090 640 Day 22 0 8140 2100 1610 340 2200 680 Day 23 0 8470 2200 1680 360 2310 720 Day 24 0 8800 2300 1750 360 2420 720 Day 25 0 9240 2400 1820 380 2530 760 Day 26 0 9570 2500 1890 400 2640 800 Day 27 0 9900 2600 1960 420 2750 840 Day 28 0 10230 2600 2030 420 2860 840 Day 29 0 10670 2700 2100 440 2860 880 Day 30 0 11000 2800 2170 460 2970 920 Day 31 0 11330 2900 2240 480 3080 960 Day 32 0 11770 3000 2310 480 3190 960 Day 33 0 12100 3100 2380 500 3300 1000 Day 34 0 12430 3200 2450 520 3410 1040  In addition to inventory, what are other sources of cost in supply chain operations?

Other sources of cost in the supply chain operations is the on-hand inventory which would take up cost for holding it in the warehouse: On- hand report Facilit y Seasoning s Factory - Spicy Cube Seasoning s DC - Spicy Cube Louisville Store - Spicy Cube Indianapoli s Store - Spicy Cube Ft Wayne Store - Spicy Cube Chicago Store - Spicy Cube Columbu s Store - Spicy Cube Day 0 940 3660 400 230 780 200 30 Day 1 850 3760 400 230 780 210 40 Day 2 870 3750 400 230 780 220 50 Day 3 890 3800 400 230 780 230 60 Day 4 800 3900 400 230 760 240 30 Day 5 820 3890 400 230 760 250 40 Day 6 840 3990 400 230 760 260 50 Day 7 750 4150 400 230 760 270 60 Day 8 770 4140 400 230 740 170 30 Day 9 790 4130 400 230 740 180 40 Day 10 810 4230 400 230 740 190 50 Day 11 720 4280 400 230 740 200 60 Day 12 740 4370 400 230 720 210 30 Day 13 760 4470 300 230 720 220 40 Day 14 670 4460 300 300 720 230 50 Day 15 690 4510 300 300 720 240 60 Day 16 710 4610 300 300 700 250 30 Day 17 620 4710 300 300 700 260 40 Day 18 640 4700 300 300 700 270 50 Day 19 660 4860 300 300 700 170 60 Day 20 570 4850 300 300 680 180 30 Day 21 590 4840 300 300 680 190 40 Day 22 610 4940 300 300 680 200 50 Day 23 520 4920 300 300 680 210 60 Day 24 540 4910 300 300 660 220 30 Day 25 560 5010 300 300 660 230 40 Day 26 470 5000 300 300 660 240 50 Day 27 490 5260 300 300 660 250 60 Day 28 510 5250 200 300 640 260 30 Day 29 420 5350 200 300 640 160 40 Day 30 440 5340 200 300 640 170 50 Day 31 460 5390 200 300 640 180 60 Day 32 370 5490 200 300 620 190 30 Day 33 390 5480 200 300 620 200 40 Day 34 410 5470 200 300 620 210 50 Additionally, another source of cost would be the running cost of the vehicles.