OM (with OM Online, 1 term (6 months) Printed Access Card)
6th Edition
ISBN: 9781305664791
Author: David Alan Collier, James R. Evans
Publisher: Cengage Learning
expand_more
expand_more
format_list_bulleted
Concept explainers
Question
Chapter 6, Problem 6PA
Summary Introduction
Interpretation: The X and Y coordinate of a facility needs to be determined based on given information using the Centre of Gravity method.
Concept Introduction: The Center of Gravity method is useful in determining suitable facility locations by keeping in mind the market demand and transportation costs.
Expert Solution & Answer
Want to see the full answer?
Check out a sample textbook solution
Students have asked these similar questions
Requirement:
Show your calculation
Dumfries
Newcastle
up
Isle of Man
United Kingdore
Scarborough
Cardin
09
Trent
In the anyLogistix Tutorial assigned, students performed a Greenfield Analysis (GFA).
What does GFA mean? What were the main inputs into the model that you either
entered by hand or imported via the provided spreadsheet (hint: there were two of
them)? The picture above shows a sample of a GFA experiment output. Explain what
the output is showing here. What does this mean for a supply chain network
designer?
The next higher-level analysis, network optimization considers constraints that
would add complexity to the GFA and possibly create a different configuration. What
are some of the constraints that go beyond what was considered in GFA?
Develop a network showing the origin nodes, destinations, arcs, cost per arc, supply, and
demand.
Match the correct answer to each question.
Warehouse
A
B
C
D
City E City F City G City H Warehouse Supply.
0.51
0.21 0.52 0.41 4000
Question 1
0.31
Question 2
0.56
0.43
0.35
0.41 0.28
City Demand 4,400 3,000 6,500 4,700
Match the correct answer to the following questions:
1. What is the supply constraint for Warehouse D?
2. What demand constraint for City H?
0.32 0.54 0.33 4000
0.54 0.34 0.52 6300
6000
[Choose ]
[Choose ]
>
>
Chapter 6 Solutions
OM (with OM Online, 1 term (6 months) Printed Access Card)
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 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_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 should Sharon do in this situation?arrow_forward
- A manager received an analysis of several cities being considered for a new office complex. The data (10 points maximum) are as follows: Factor Business services Community services Real estate cost Construction costs Cost of living Taxes Transportation A с Thus, Location Score A A B с Thus, 17 17 17 8 6 4 3 2 8 9 B 6 6 Click here for the Excel Data File a. If the manager weights the factors equally, how would the locations stack up in terms of their composite factor rating scores? 8 7 7 19 19 19 5 7 is/are the best. C 6 7 7 6 8 b. If business services and construction costs are given weights that are double the weights of the other factors, how would the locations stack up? is/are best and 4 8 is/are least desirable.arrow_forwardThe owner of a fast-food franchise has exclusive rights to operate in a medium sized metropolitan area. Currently, the owner has one outlet open, which has proved very popular, often with lines of waiting customers. Thus, the owner is considering opening additional outlets in the area. You are engaged as a consultant to advise the owner on the following: -What key Factors should the owner be aware of before making a final decision? -What trade-offs would there be in opening one additional site versus opening several additional sites?arrow_forwardShow your calculationarrow_forward
- Problem 12-15 (Algo) Given the data shown below, calculate the slope and intercept using simple linear regression. (Round your intermediate calculations and final answers to 1 decimal place.) Period: Demand: 1 2 3 4 5 6 22 29 42 50 54 61 Slope Interceptarrow_forward(A) Determine the total number of future trips generated in all zone? This table shows Number of currant Household and currant trips Zone A Zone B Zone C No. of No. of No. of person/Household = person/Household = person/Household = Auto/ Household 1 2-3 >3 No. of No. of No. of No. of No. of No. of Н.Н trips Н.Н trips Н.Н trips 1100 220 1500 600 1800 1080 1 950 380 1200 600 120 90 >1 80 100 200 300 50 80 This table shows Number of future Household Zone A Zone B Zone CTH No. of No. of No. of Auto/ Household person/Household = person/Household = person/Household 1 2-3 >3 3000 5000 6000 1 1500 4000 800 >1 300 700 200arrow_forwardLancelot’s Barbecue makes its sauce using an old family recipe. Due to overwhelming response on its Instagram account in January 2020, it decides to sell directly to the public and is considering four locations. Two months later, the world shuts down due to the Covid-19 pandemic and Lancelot’s fails to produce a single bottle of its sauce. Which location would have been ideal for making no sauce? Cost Data Abilene Beaumont Conroe Dalhart Fixed costs $180,000 $220,000 $235,000 $265,000 Direct material cost per unit $10.50 $10.00 $10.00 $9.25 Direct labor cost per unit $3.90 $4.00 $2.75 $3.45 Overhead per unit $1.10 $1.00 $1.50 $1.20 Transportation cost per unit $1.10 $0.80 $1.25 $0.90 a. Dalhart b. Beaumont c. Conroe d. Abilenearrow_forward
- Discuss the competitor’s services for each of the following competitor business below that is located in Negril Jamaica and compare it with the soon to be Dream Team Bed and Breakfast & Concierge Service that is now planning to open for business. List of competitor businesses; Solet's Paradise Guest House Negril Jamaica Fay Guest House The Westender Innarrow_forwardRead the scenario below and answer the questions that follow: Well-Designed is a kiddies clothing company, based in the Northern Cape, South Africa. They design their products locally and send those designs and quantities per item to a manufacturer in China, who produces and sends the products to South Africa for Well-designed to distribute. The business has been expanding steadily in the last five years, but more significantly in the last two years, since they have started selling some of their products in Botswana and Lesotho, through retailers there. They have recently partnered with a Zimbabwean retailer, who has given a year’s worth of orders, for a wide range of products Q.1.1 Contrast between the weighted moving average or customer surveys as a forecasting tool and make a justified recommendation on the best choice for WellDesigned. Note: make a choice and provide at least two application points to support the choice in forecasting method. Q1.2 Examine how procurement can…arrow_forwardA World Heritage Case Mount Kinabalu was declared a World Heritage Site in the year 2000. It has long been popular with domestic as well as foreign visitors. Tourists come to Mount Kinabalu not only to climb Mount Kinabalu (with 4,095 meters the highest mountain in South-East Asia), but also to visit the Poring Hot Springs and other local attractions and, specifically for the domestic visitors, to enjoy the temperate climate. Temperatures vary from 15 to 24 degrees at the park's headquarters at 1,563 meters. The number of both domestic and international visitor arrivals to Sabah has been rising steadily over the last years (refer to table 1). As one of the main attractions in Sabah, Mount Kinabalu receives an increasing number of tourists. Table 1: Visitor Arrivals to Sabah Year International Arrivals Domestic Arrivals Total Arrivals | 2018 1,316,567 2,517,846 3,834,413 2017 1,235,178 2,449,556 3,684,734 2016 1,128,776 2,299,132 3,427,908 2015 978,426 2,197,800 3,176,226 Source: Sabah…arrow_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