If seasonal variations are present, is their incorporation into MRP fairly simple or fairly difficult?Explain briefly.
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If seasonal variations are present, is their incorporation into MRP fairly simple or fairly difficult?
Explain briefly.
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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?snip
- PROBLEM-3) The Sales&Operations (S&OP) process is designed to produce a plan that all departmentswithin the organization, as well as suppliers to the organization, can work. The process is also sometimes referred toas sales, inventory, and operations planning (SIOP) to emphasize the important role that inventory can play as abuffer between sales planning and operations planning. The S&OP department of the XYZ company, that producesKLM products, estimates the sales over the next six years in thousands of packages will be as follows: Assume that each worker stays on the job for at least one year and XYZ currently has eight workers. XYZ estimatesthat they will have 600000 packages on hand at the end of the current year. Assume that, on average, eachworker is paid TL 60000 per year and is responsible for producing 80000 packages. Inventory costs have beenestimated to be 20 KRS per package per year, and shortages are not allowed. XYZ estimates that it costs TL 2500for each…OQ13OQ14
- Article: Planning for Holiday Shipping at FedEx FedEx started as Federal Express in 1971 and made its first delivery in 1973 with 14 aircrafts and 389 employees, successfully delivering 186 packages.50 The company was founded by Frederick W. Smith who first presented his idea for the shipping company in a term paper for a business class at Yale University in 1964. Smith did not do well on the paper as his professor did not see the need for overnight package deliveries. But more than 45 years later, Smith has clearly proved his professor wrong. FedEx now employs more than 325,000 employees and uses its 652 aircraft and more than 100,000 trucks to ship on average 10.5 million packages a day in over 220 countries. Managing such a large enterprise with so much complexity clearly requires effective planning. Similar to other shipping companies, FedEx engages in significant planning to prepare for Christmastime deliveries, the company’s peak season. FedEx typically meets with major…3. The MPS planner at Murphy Motors uses MPS time-phased records for planning end-item pro- duction. The planner is currently working on a schedule for the P24, one of Murphy's top-selling motors. The planner uses a production lot size of 70 and a safety stock of 5 for the P24 motor. Week On hand 30 30 30 1 2 3 4 5 6 7 8 40 40 40 45 45 13 8 4 Item: P24 Forecast Orders Projected available balance 20 Available-to-promise MPS a. Complete the MPS time-phased record for product P24. b. Can Murphy accept the following orders? Update the MPS time-phased record for accepted orders. Amount 40 Order Desired Week 1 4 2 6 3 30 2 4 25 3 30 4882 7623On Week a) Item: P24 hand 1 2 3 4 5 6 7 8 Forecast 30 30 30 40 40 40 45 45 Customer Orders 13 8 4 PAB 20 Available to Promise MPS b) Determine if each customer order will be accepted. Order Amount Week Accept (Y/N) 1 40 2 30 3 4 30 25 462M 3 Update the MPS time-phased record for accepted orders. Item: P24 Forecast Customer Orders Problem 3: The MPS planner at Murphy Motors uses MPS time-phased records for planning end-item production. The planner is currently working on a schedule for the P24, one of Murphy's top-selling motors. The planner uses a production lot size of 70 and a safety stock of 5 for the P24 motor. a) Complete the MPS time-phased record for product P24. Use the table on the left. b) Determine if Murphy Motors can accept each of the following customer orders. Update the MPS time- phased record for accepted orders. Order 1234 Amount 40 Desired Week 4 30 30 25 623 8 4 On Week hand 1 2 3 4 5 6 30 30 30 40 40 40 74 45 45 PAB 20 Available to Promise MPS On hand = 20