Complete the MPS record below for an end item. (Enter your responses as integers. A response of "0" is equivalent to being not applicable.)Order Policy: 100 unitsLead Time: 2 weeksQuantityon Hand: 80Week12345678910Forecast2525354525204555Customer orders2530711(booked)Projected on-handinventoryMPS quantity

Answered: Complete the MPS record below for an…

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter2: Introduction To Spreadsheet Modeling

Section: Chapter Questions

Problem 20P: Julie James is opening a lemonade stand. She believes the fixed cost per week of running the stand...

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Case Study Controlling inventory is one of Wheeled Coach’s toughest problems. Operating according to a strategy of mass customization and responsiveness, management knows that success is dependent on tight inventory control. Anything else results in an inability to deliver promptly, chaos on the assembly line, and a huge inventory investment. Wheeled Coach finds that almost 50% of the cost of every ambulance it manufactures is purchased materials. A large proportion of that 50% is in chassis (purchased from Ford), aluminum (from Reynolds Metal), and plywood used for flooring and cabinetry construction (from local suppliers). Wheeled Coach tracks these A inventory items quite carefully, maintaining tight security/control and ordering carefully so as to maximize quantity discounts while minimizing on-hand stock. Because of long lead times and scheduling needs at Reynolds, aluminum must actually be ordered as much as 8 months in advance In a crowded ambulance industry in which it is the…
• What is the Reorder Point (ROP)? • What is the fill rate? What is the average inventory? • What is the average flow time? Given Data: Coefficient of variation (CV) = 0.24 Average weekly demand = 540 units Standard deviation = 130 units Lead time=2 Lot size = 1641 Safety inventory: NORMSINV(0.95) = 1.64 Standard deviation * sqrt(2) * 1.64 130*√√2*1.64 301.51 301 = 301 units
QUESTION 2 When used effectively, S&OP Planning does not require cross-functional collaboration. O True False
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The president of Hill Enterprises, Terri Hill, projects the firm's aggregate demand requirements over the next 8 months as follows: 2,200 January 1,400 May February 1,600 June 2,200 March April 1,800 1,800 July August 1,800 1,400 Her operations manager is considering a new plan, which begins in January with 200 units of inventory on hand. Stockout cost of lost sales is $100 per unit. Inventory holding cost is $25 per unit per month. Ignore any idle-time costs. The plan is called plan C. Plan C: Keep a stable workforce by maintaining a constant production rate equal to the average gross requirements excluding initial inventory and allow varying inventory levels. Conduct your analysis for January through August.
14. Financial aspects apparently manages the proficient assignment of scant products. Where does shortage fit in the round stream model?
This question is based on the following information pertaining to material Pogi: Usage 50 – 100 lbs. per day Lead time 8 – 12 days Size of the order 600 lbs. No. of days in a year 340 What is the average stock level? A. 1,250 B. 1,200 C. 1,000 D. 9252. What is the maximum stock level? 2,500 2,000 1,400 1,2003. What is the minimum stock level? 450 800 850 1,000 4. What is the re-order level? 1,200 1,600 1,750 1,800
QUESTION 2 Based on the information given below, compute the planned order releases and projected on hand balances for part A, P and M. Graph 1: Bill of Materials (BOM) J (2) Y (3) P (2) B M Table 2: Materials Requirement for Part A, P and M Part A Week 1 2 3 4 5 6. Gross requirement Scheduled receipts Projected on-hand inventory Net Requirements Planned order receipts Planned order releases Quantity = 50, Lead Time = 2, Safety Stock = 0 20 10 20 50 25 Part P Week 1 2 4 Gross requirement Scheduled receipts Projected on-hand inventory Net Requirements Planned order receipts Planned order releases Quantity = Lot-for-Lot, Lead Time = 1, Safety Stock = 30 60 100 %3D
pls some assistance :((
Case Study Controlling inventory is one of Wheeled Coach’s toughest problems. Operating according to a strategy of mass customization and responsiveness, management knows that success is dependent on tight inventory control. Anything else results in an inability to deliver promptly, chaos on the assembly line, and a huge inventory investment. Wheeled Coach finds that almost 50% of the cost of every ambulance it manufactures is purchased materials. A large proportion of that 50% is in chassis (purchased from Ford), aluminum (from Reynolds Metal), and plywood used for flooring and cabinetry construction (from local suppliers). Wheeled Coach tracks these A inventory items quite carefully, maintaining tight security/control and ordering carefully so as to maximize quantity discounts while minimizing on-hand stock. Because of long lead times and scheduling needs at Reynolds, aluminum must actually be ordered as much as 8 months in advance. In a crowded ambulance industry in which it is the…
Please do not give solution in image format thanku
Please do not give solution in image format thanku

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