Sarasota Go Karts (SGK) is a firm that manufactures racing go-karts (fictitious) in Sarasota Florida.They produce a low-volume, premium product used by those who race go-karts. In total, they produceand sell around 300 go-karts per year. They offer five different models, although some furthercustomization can be added upon request. They sell their products directly to the consumer, who canvisit their small showroom at their manufacturing plant if they are in the area. However, the majority ofgo-kart orders are placed via their website or the phone, and are then shipped to the customer.Over the years, SGK has ran into a number of problems. First is their inventory levels. Their finishedgoods inventory is substantial, at any one time they have between 250-300 finished go-karts on hand.This is because they want to have an inventory of all five go-kart models on hand at any point in time,and they produce each model in a batch of 50 units at a time. They also have substantial work in processinventory, as well as raw materials inventory. A few years ago, they had a problem with a supplier of thewheels for their go-karts, causing production to cease for 2 weeks. After that, they started keepingenough raw materials inventory so that they could continue to produce go-karts for 4 months even withno supplier deliveries of raw materials. This way, they are less reliant on their many suppliers. Thesubstantial work in process inventory was a deliberate decision as well. In the past, they have had adifficult time finding qualified workers, such as welders, to build their go-karts. Thus, if a worker quitsthey may not have enough qualified workers to complete a given step in the production process. Thework in process inventory allows them more time to hire someone for the needed position, withoutforcing production to cease.Managers at SGK believe that adopting lean management principles might be helpful in improving someof the problems they are experiencing. They have enlisted your help to provide some suggestions forchanges they could make that are consistent with the principals of lean operations, and could improvetheir effectiveness and/or lower their costs. Provide at least six recommendations (be as specific aspossible) for SGK that are consistent with the principles/building blocks of lean operations. Makesure and explain these completely and what benefit they would provide SGK. Finally, discuss whatrisks SGK might face in implementing your recommendations.

Name: Sarasota Go Karts (SGK) is a firm that manufactures racing go-karts (
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Description: Sarasota Go Karts (SGK) is a firm that manufactures racing go-karts (fictitious) in Sarasota Florida.They produce a low-volume, premium product used by those who race go-karts. In total, they produceand sell around 300 go-karts per year. They offer

Foundation (Leadership) - Lean Agile Management applies for the drawn-out development and…

Business

Operations Management

ey produce a low-volume, premium product used by those who race go-karts. In total, they produce d sell around 300 go-karts per year. They offer five different models, although some further astomization can be added upon request. They sell their products directly to the consumer, who can isit their small showroom at their manufacturing plant if they are in the area. However, the majority of go-kart orders are placed via their website or the phone, and are then shipped to the customer. Over the goods inventory is substantial, at any one time they have between 250-300 finished go-karts on hand. This is because they want to have an inventory of all five go-kart models on hand at any point in time, and they produce each model in a batch of 50 units at a time. They also have substantial work in process inventory, as well as raw materials inventory. A few years ago, they had a problem with a supplier of the wheels for their go-karts, causing production to cease for 2 weeks. After that, they started keeping years, SGK has ran into a number of problems. First is their inventory levels. Their finished

ey produce a low-volume, premium product used by those who race go-karts. In total, they produce d sell around 300 go-karts per year. They offer five different models, although some further astomization can be added upon request. They sell their products directly to the consumer, who can isit their small showroom at their manufacturing plant if they are in the area. However, the majority of go-kart orders are placed via their website or the phone, and are then shipped to the customer. Over the goods inventory is substantial, at any one time they have between 250-300 finished go-karts on hand. This is because they want to have an inventory of all five go-kart models on hand at any point in time, and they produce each model in a batch of 50 units at a time. They also have substantial work in process inventory, as well as raw materials inventory. A few years ago, they had a problem with a supplier of the wheels for their go-karts, causing production to cease for 2 weeks. After that, they started keeping years, SGK has ran into a number of problems. First is their inventory levels. Their finished

Purchasing and Supply Chain Management

6th Edition

ISBN:9781285869681

Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

Publisher:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

ChapterC: Cases

Section: Chapter Questions

Problem 5.1SC: Scenario 3 Ben Gibson, the purchasing manager at Coastal Products, was reviewing purchasing...

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Scenario 3 Ben Gibson, the purchasing manager at Coastal Products, was reviewing purchasing expenditures for packaging materials with Jeff Joyner. Ben was particularly disturbed about the amount spent on corrugated boxes purchased from Southeastern Corrugated. Ben said, I dont like the salesman from that company. He comes around here acting like he owns the place. He loves to tell us about his fancy car, house, and vacations. It seems to me he must be making too much money off of us! Jeff responded that he heard Southeastern Corrugated was going to ask for a price increase to cover the rising costs of raw material paper stock. Jeff further stated that Southeastern would probably ask for more than what was justified simply from rising paper stock costs. After the meeting, Ben decided he had heard enough. After all, he prided himself on being a results-oriented manager. There was no way he was going to allow that salesman to keep taking advantage of Coastal Products. Ben called Jeff and told him it was time to rebid the corrugated contract before Southeastern came in with a price increase request. Who did Jeff know that might be interested in the business? Jeff replied he had several companies in mind to include in the bidding process. These companies would surely come in at a lower price, partly because they used lower-grade boxes that would probably work well enough in Coastal Products process. Jeff also explained that these suppliers were not serious contenders for the business. Their purpose was to create competition with the bids. Ben told Jeff to make sure that Southeastern was well aware that these new suppliers were bidding on the contract. He also said to make sure the suppliers knew that price was going to be the determining factor in this quote, because he considered corrugated boxes to be a standard industry item. Is Ben Gibson acting legally? Is he acting ethically? Why or why not?
Scenario 3 Ben Gibson, the purchasing manager at Coastal Products, was reviewing purchasing expenditures for packaging materials with Jeff Joyner. Ben was particularly disturbed about the amount spent on corrugated boxes purchased from Southeastern Corrugated. Ben said, I dont like the salesman from that company. He comes around here acting like he owns the place. He loves to tell us about his fancy car, house, and vacations. It seems to me he must be making too much money off of us! Jeff responded that he heard Southeastern Corrugated was going to ask for a price increase to cover the rising costs of raw material paper stock. Jeff further stated that Southeastern would probably ask for more than what was justified simply from rising paper stock costs. After the meeting, Ben decided he had heard enough. After all, he prided himself on being a results-oriented manager. There was no way he was going to allow that salesman to keep taking advantage of Coastal Products. Ben called Jeff and told him it was time to rebid the corrugated contract before Southeastern came in with a price increase request. Who did Jeff know that might be interested in the business? Jeff replied he had several companies in mind to include in the bidding process. These companies would surely come in at a lower price, partly because they used lower-grade boxes that would probably work well enough in Coastal Products process. Jeff also explained that these suppliers were not serious contenders for the business. Their purpose was to create competition with the bids. Ben told Jeff to make sure that Southeastern was well aware that these new suppliers were bidding on the contract. He also said to make sure the suppliers knew that price was going to be the determining factor in this quote, because he considered corrugated boxes to be a standard industry item. As the Marketing Manager for Southeastern Corrugated, what would you do upon receiving the request for quotation from Coastal Products?
15-8
A Limited is a manufacturer of china plates. Its costs include the following: Payments to plate painters. The painters each receive a basic wage and then are paid a fixed sum for each completed plate that passes the firm’s quality checks. Managing director’s salary Cost of china clay used in production Royalty payable to designer. The designer receives £30 for production runs of up 1000, £60 for production runs of up to 2000, and so on Depreciation of delivery vehicle” “Required: Classify each of these costs as: variable, fixed, stepped or semi-variable"
Joint Products Choi Company manufactures two skin care lotions, Smooth Skin and Silken Skin,from a joint process. The joint costs incurred are $420,000 for a standard production run that generates 180,000 pints of Smooth Skin and 120,000 pints of Silken Skin. Smooth Skin sells for $2.40 perpint, while Silken Skin sells for $3.90 per pint.Required1. Assuming that both products are sold at the split-off point, how much of the joint cost of each production run is allocated to Smooth Skin using the relative sales value method?2. If no separable costs are incurred after the split-off point, how much of the joint cost of each productionrun is allocated to Silken Skin using the physical measure method method?3. If separable processing costs beyond the split-off point are $1.40 per pint for Smooth Skin and $0.90 perpint for Silken Skin, how much of the joint cost of each production run is allocated to Silken Skin usinga net realizable value method?4. If separable processing costs beyond the…
Annie bought one dozen smartphones for 200,000 pesos with a discount of 5%. She sold half dozen at a price of 18,000 pesos per unit. However, a new model of smartphone became available in the market, so she sold the remaining half dozen at 12,000 pesos each unit. What was her profit or loss? Compute the following requirements: a. Gross profit rate b. Operating profit margin rate c. Net profit margin rate d. Return on investment
The local supermarket buys lettuce each day to ensure really fresh produce. Each morning any lettuce that is left from the previous day is sold to a dealer that resells it to farmers who use it to feed their animals. This week the supermarket can buy fresh lettuce for $4.00 a box. The lettuce is sold for $16.00 a box and the dealer that sells old lettuce is willing to pay $2.50 a box. Past history says that tomorrow's demand for lettuce averages 252 boxes with a standard deviation of 34 boxes. How many boxes of lettuce should the supermarket purchase tomorrow? (Round your answer to the nearest whole number.)
The local supermarket buys lettuce each day to ensure really fresh produce. Each morning any lettuce that is left from the previous day is sold to a dealer that resells it to farmers who use it to feed their animals. This week the supermarket can buy fresh lettuce for $11.00 a box. The lettuce is sold for $25.00 a box and the dealer that sells old lettuce is willing to pay $3.00 a box. Past history says that tomorrow's demand for lettuce averages 265 boxes with a standard deviation of 42 boxes. How many boxes of lettuce should the supermarket purchase tomorrow? (Use Excel's NORMSINV() function to find the Z-score. Round intermediate calculations to four decimal places. Round your answer to the nearest whole number.) Number of boxes ( ? )
The local supermarket buys lettuce each day to ensure really fresh produce. Each morning, any lettuce that is left from the previous day is sold to a dealer that resells it to farmers who use it to feed their animals. This week, the supermarket can buy fresh lettuce for $9.00 a box. The lettuce is sold for $17.00 a box and the dealer that sells old lettuce is willing to pay $5.00 a box. Past history says that tomorrow's demand for lettuce averages 258 boxes with a standard deviation of 41 boxes. How many boxes of lettuce should the supermarket purchase tomorrow? (Use Excel's NORM.S.INV() function to find the z value. Round your answer to the nearest whole number.) Number of boxes
Glams Touch is a budding cosmetics family business in Sekondi. The owners, Baaba Benson and Bernard Benson, must ensure that they judiciously use the store space available. They have never kept detailed inventory or sales records. They immediately place new items on the shelves as soon as shipment of goods arrives.Invoices from suppliers are only kept for tax purposes. During sales, they record the items numbers and the total amount received at the cash register. The owners use their own judgment in identifying items that need to be reordered. Baaba and Bernard rely on their own judgment in deciding the cosmetics that need to be restocked.Analyse the business implication of this situation. In your view, how could information systems be utilized to assist the Bensons manage Glams Touch. Enumerate some data that should be captured by the systems and what information outputs are to be churned out from the system.
Copper Kettle Catering (CKC) is a full-service catering company that provides services ranging from box lunches for picnics or luncheon meetings to large wedding, dinner, or office parties. Established as a lunch delivery service for offices in 1972 by Wayne and Janet Williams, CKC has grown to be one of the largest catering businesses in Raleigh, North Carolina. The Williams’s divide customer demand into two categories: deliver only and deliver and serve. The deliver-only side of the business delivers boxed meals consisting of a sandwich, salad, dessert, and fruit. The menu for this service is limited to six sandwich selections, three salads or potato chips, and a brownie or fruit bar. Grapes and an orange slice are included with every meal, and iced tea can be ordered to accompany the meals. The overall level of demand for this service throughout the year is fairly constant, although the mix of menu items delivered varies. The planning horizon for this segment of the business is…
Retailers Warehouse (RW) is an independent supplier of household items to department stores. RW attempts to stock enough items for a 98 percent service probability. A stainless steel knife set is one item it stocks. Demand (2,400 sets per year) is relatively stable over the entire year. Whenever new stock is ordered, a buyer must assure that numbers are correct for stock on hand and then phone in a new order. The total cost involved to place an order is about $5. RW i gures that holding inventory in stock and paying for interest on borrowed capital, insurance, and so on, add up to about $4 holding cost per unit per year.Analysis of the past data shows that the standard deviation of demand from retailers is about four units per day for a 365-day year. Lead time to get the order is seven days.a. What is the economic order quantity?b. What is the reorder point?