OM6 ONLINE-LMS INTEGRATED ACCESS
6th Edition
ISBN: 9781337118323
Author: Collier
Publisher: CENGAGE L
expand_more
expand_more
format_list_bulleted
Question
Chapter 12, Problem 2PA
Summary Introduction
Interpretation: Average Inventory value needs to be calculated based on the given information.
Concept Introduction: Inventory turnover helps in finding how many numbers of times a company must purchase inventory over a specified period to sustain in the market.
Expert Solution & Answer
Want to see the full answer?
Check out a sample textbook solutionStudents have asked these similar questions
Josh Smith, the materials manager at a retail store, has determined that a particular product experienced 5 turns last year, with an annual sales volume of $15 million. What was the average inventory value for this product last year?
$2.5 million
$2.75 million
$3 million
$5 million
Demand of Hairdryer from January to July
Month
Demand
January
2800
February
2870
March
2968
April
3000
May
3100
Jun
3150
July
3400
a). Calculate forecast future demand for May, June, July and August by using 3 months simple moving average.
b) Determine TWO (2) consequences if the company produce supply more than the customer demand.
c) In your opinion, provide ONE (1) perspective you will look into supplier before made a decision to select a supplier.
Tinker's 2020 cost of goods sold was $750,000 and 2019 cost of goods sold was $770,000. The inventory at the end of 2020 was $188,000 and $208,000 at the end of 2019. What was Tinker's inventory turnover during 2020?
Group of answer choices
A)3.79
b)3.99
C)3.84
D)3.89
E)None of the above
Chapter 12 Solutions
OM6 ONLINE-LMS INTEGRATED ACCESS
Knowledge Booster
Learn more about
Need a deep-dive on the concept behind this application? Look no further. Learn more about this topic, operations-management and related others by exploring similar questions and additional content below.Similar questions
- 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?arrow_forwardScenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?arrow_forwardScenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.arrow_forward
- Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?arrow_forwardGreat American Inc. (GA), a California based construction company, has been buying wooden floor plate from Davidson Supply (DS) for the last 3 years. Mr. Gordon Shuttle, the GA Purchasing Director, so far, is satisfied with DS services, including product quality and on-time delivery services. Due to the keen competition in the industry in recent year, GA management decided to review DS’s overall supply performance.a) What kinds of challenges that GA should consider? b) If GA decides not to use DS’s supply in future, what will be GA’s otheroptions? c) What kinds of risks GA may face if taking such options?arrow_forwardK and Q Beverages Ltd started off twenty years ago as a small dealer making non alcoholic beverages in Nairobi from just two products at the time, the firm has expanded in its product portfolio and now boasts of six products in various stages of the product life cycle, and a considerable share of the market share. Over that period, some of the products introduced did not survive and ended up failing soon after introduction, which has been very costly to the company. The company has realized that proper branding and packaging are key in product development and management. With an illustration, discuss the product life cycle as is applicable to King and K and Q Beverages Ltd, clearly showing the key decisions to be taken for products at each stagearrow_forward
- K and Q Beverages Ltd started off twenty years ago as a small dealer making non alcoholic beverages in Nairobi from just two products at the time, the firm has expanded in its product portfolio and now boasts of six products in various stages of the product life cycle, and a considerable share of the market share. Over that period, some of the products introduced did not survive and ended up failing soon after introduction, which has been very costly to the company. The company has realized that proper branding and packaging are key in product development and management. a. Discuss the branding and packaging issues that K and Q Beverages Ltd should focus on in order to remain competitivearrow_forwardPlease no written by hand solutions QUESTION 10 10. "Enter our competition and you could win your share of R500 online shopping voucher for yourself AND a R10 000 voucher towards a Women's empowerment NGO of your choice!" Mrs Jacobs entered the competition above at Mr Price and won a R500 voucher. With R500, she can either buy a handbag, a pair of shoes, a pair of jeans or jacket. She already has a jacket, and she does not want new shoes. She would like a pair of jeans but decides to buy a handbag. What is her opportunity cost? a)R500 voucher. b) Handbag C)Pair of shoes. d)Pair of jeans.arrow_forward11.4 Given the following data, calculate the average demand and the standard deviation. Period 1 2 3 st 4 5 67 8 9 10 Total Actual Demand 1700 2100 1900 2200 2000 1800 2100 2300 2100 1800 Deviation Deviation Squaredarrow_forward
- X1= 29000 X2= 5 I need a clear step by step answer please :)arrow_forwardGive an example of CPFR?arrow_forwardThe Ashton Furniture Company manufactures coffee tablesand chest of drawers. Last year the company’s cost ofgoods sold was $3,700,000, and it carried inventory of oak,pine, stains, joiners, and brass fixtures, work-in-process offurniture frames, drawers and wood panels, and finishedchests and coffee tables. Its average inventory levels for a52-week business year were as follows. Determine the number of inventory turns and the days ofsupply for the furniture company. Raw Materials Average Inventory Unit CostOak 8000 $6.00Pine 4500 4.00Brass fixtures 1200 8.00Stains 3000 2.00Joiners 900 1.00Work-in-ProcessFrames 200 $30Drawers 400 10Panels 600 50Chests 120 110Tables 90 90Finished GoodsChests 300 $500Coffee tables 200 350arrow_forward
arrow_back_ios
SEE MORE QUESTIONS
arrow_forward_ios
Recommended textbooks for you
- Purchasing and Supply Chain ManagementOperations ManagementISBN:9781285869681Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. PattersonPublisher:Cengage Learning
Purchasing and Supply Chain Management
Operations Management
ISBN:9781285869681
Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson
Publisher:Cengage Learning
Forecasting 2: Forecasting Types & Qualitative methods; Author: Adapala Academy & IES GS for Exams;https://www.youtube.com/watch?v=npWni9K6Z_g;License: Standard YouTube License, CC-BY
Introduction to Forecasting - with Examples; Author: Dr. Bharatendra Rai;https://www.youtube.com/watch?v=98K7AG32qv8;License: Standard Youtube License