Operations Management
Operations Management
13th Edition
ISBN: 9780135173626
Author: HEIZER, Jay, RENDER, Barry, Munson, Chuck
Publisher: Pearson,
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Chapter A, Problem 11P

The University of Miami bookstore stocks textbooks in preparation for sales each semester. It normally relies on departmental forecasts and preregistration records to determine how many copies of a text are needed. Preregistration shows 90 operations management students enrolled, but bookstore manager Vaidy Jayaraman has second thoughts, based on his intuition and some historical evidence. Vaidy believes that the distribution of sales may range from 70 to 90 units, according to the following probability model:

Chapter A, Problem 11P, The University of Miami bookstore stocks textbooks in preparation for sales each semester. It

This textbook costs the bookstore $82 and sells for $112. Any unsold copies can be returned to the publisher, less a restocking fee and shipping, for a net refund of $36.

  1. a. Construct the table of conditional profits.
  2. b. How many copies should the bookstore stock to achieve highest expected value?
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Please help with the attached Capstone proposal Requirements:
Long term capacity plans and how to properly make decisions regarding long-term planning Long-term capacity plans cover periods longer periods of time. These plans are suitable for large businesses that want to scale their operations with a proven strategy for achieving production targets and meeting customer demands. Long-term capacity plans consider other factors apart from the productive requirements of the company. How important is it, in your mind, to properly make decisions regarding long-term capacity planning?  How does this decision impact the present and future profitability of an organization?  Be specific and give examples.
In addition to the Amazon case study you provided, I'm curious if you've encountered other examples of companies successfully applying Little's Law to enhance their supply chain risk management practices. For instance, have you seen organizations use queuing theory to assess the potential ripple effects of disruptions, stress-test their contingency plans, or identify critical control points that require heightened monitoring and agility? Please provide a reference
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