OPERATIONS MANAGEMENT
OPERATIONS MANAGEMENT
14th Edition
ISBN: 9781260619577
Author: Stevenson
Publisher: MCG
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Chapter 1.9, Problem 1RQ

There is a huge demand in the United States and elsewhere for affordable women’s clothing. Low-cost clothing retailers such as Spain’s Zara and Sweden’s H&M are benefiting from their ability to quickly get mass-produced, trendy new fashions to store shelves white some less-agile competitors like Macy’s and Gap struggle to achieve the same results. A key factor for the ague retailers is their nearness to low-cost producers In Romania and Turkey, which greatly shortens transportation time. American retailers often source from China, but increasing wages there and the longer distance lessen their ability to take advantage of quickly introducing new low-cost fashions.

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What possible solutions do you see for competitors such as Macy’s and Gap?

Source: Based on Roya Wolverson, “Need for Speed Glamorizing Cheap Fashion Costs More than You Think” Time, August 6, 2012, p. 18.

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Can you guys help me with this? Thank you! Here's the question: Compared to the CONSTRAINT model, how has the network changed? How do you plan to add contingency to your network? Please answer this throughly Here's the what-if scenario: Assume that Dallas plant has lost power. It cannot serve the DCs anymore and has to remain locked indefinitely. Re-optimize the network considering this new constraint. Here's the scenario comparison analysis:  Scenario Constraint Scenario vs What-if Scenario Summary In comparing the Constraint Scenario to the What-if Scenario, a few key differences highlight the efficiencies evident in the supply chain. Firstly, the total cost in the Constraint Scenario is lower at $7,424,575.45, while the What-if Scenario incurs a total cost of $7,486,369.12, resulting in a cost delta of $61,793.67. Additionally, although both scenarios exhibit the same average service time of 0.72 days, the What-if Scenario has a more favorable average end-to-end service time of 2.41…

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