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SC Consulting, a supply chain consulting firm, must decide on the location of its home offices. Its clients are located primarily in the 16 states listed in Table 5-4. There are four potential sites for home offices: Los Angeles, Tulsa, Denver, and Seattle. The annual fixed cost of locating an office in Los Angeles is $165,428, Tulsa is $131,230, Denver is $140,000, and Seattle is $145,000. The expected number of trips to each state and the travel costs from each potential site are shown in Table 5-4. Each consultant is expected to take at most 25 trips each year.
a. If there are no restrictions on the number of consultants at a site and the goal is to minimize costs, where should the home offices be located and how many consultants should be assigned to each office? What is the annual cost in terms of the facility and travel?
b. If at most 10 consultants are to be assigned to a home office, where should the offices be set up? How
many consultants should be assigned to each office? What is the annual cost of the network?
c. What do you think of a rule by which all consulting projects out of a given state are assigned to one home office? How much is this policy likely to add to cost compared to allowing multiple offices to handle a single state?
Optimization model: n= 4: possible home office locations
m= 16:number of states
Dj= Annual states need to state j
Ki = number of trips that can be handled from a home office as explained in model there is no restriction.
fi= Annualized fixed cost of setting up a home office
Cij= Cost of a trip from home office i to state j.
Yi=1 f home i is open, 0 otherwise
Xij=Number of trips from home office i to j. I it should be integral and non negative.
Please note that (5.2) is not active in this model since K is as large as needed. However, it will be used in answering (b).
SYMBOL INPUT
CELL Dj
Annual trips needed to state j E7:E22
cij
Transportation
cost from office i to state
j
G7:G22,I7:I22,
K7:K22,M7:M2
2
fi
fixed cost of setting up office i
G26,I26,K26,
M2
6
xij
number of consultants from office i to state j.
F7:F22,H7:H2
2, J7:J22,L7:L22
obj.
objective function
M31
5.1
demand constraints
N7:N22
With this we solve the model to obtain the following results:
State
Total # of trips
Trips from LA
Cost from LA
Trips from Tulsa
Cost from Tulsa
Trips from Denver
Cost From Denver
Trips from Seattle
Cost from Seattle
Washingt
on
40
-
150
-
250
-
200
40
25
Oregon
35
-
150
-
250
-
200
35
75
Californi
a
100
100
75
-
200
-
150
-
125
Idaho
25
-
150
-
200
-
125
25
125
Nevada
40
40
100
-
200
-
125
-
150
Montana 25
-
175
-
175
-
125
25
125
Wyoming 50
-
150
-
175
50
100
-
150
Utah
30
-
150
-
150
30
100
-
200
Arizona
50
50
75
-
200
100
-
250
Colorado 65
-
150
-
125
65
25
-
250
New Mexico
40
-
125
-
125
40
75
-
300
North Dakota
30
-
300
-
200
30
150
-
200
South Dakota
20
0
300
-
175
20
125
-
200
Nebrask
a
30
-
250
30
100
-
125
-
250
Kansas
40
-
250
25
75
15
75
-
300
Oklahom
a
55
-
250
55
25
-
125
-
300
# of trips 675
-
190
-
110
-
250
-
125
# of Consulta
nts
-
-
8
-
5
-
10
-
5
Fixed Cost of office
-
-
165,428 -
131,230
-
140,000
-
145,000
Cost of Trips
-
-
15,250
-
6,250
-
20,750
-
9,875
Total Office Cost
-
-
180,678 -
137,480
-
160,750
-
154,875
The number of consultants is calculated based on the constraint of 25 trips per consultant. As trips to Kansas cost the same from Tulsa or Denver there are many other solutions possible by distributing the trips to Kansas between these two offices.
b. If at most 10 consultants are to be assigned to a home office, where should the offices be set up? How many consultants should be assigned to each office? What is the annual cost of the network?
Explanation:
If each home office is only permitted to have ten consultants, then we must add one additional restriction, which is that no office may make more than 250 travels in total. Or, according to the optimization model, Ki should be valued at 250 for every i. With this Ki value, constraint (5.2) may be revised, and the model can be solved. The updated model will respond to (b). But in this
particular instance, it is obvious that just the Denver office has broken the new rule. That is an excellent approach and remains ideal because flights to Kansas can be offloaded from Denver to Tulsa without incurring any additional costs. In light of this, we only assign 5 of the Denver-
Kansas flights to Tulsa. As a result, Denver will only have 10 consultants while Tulsa will continue to have 5 consultants.
c. What do you think of a rule by which all consulting projects out of a given state are assigned to one home office? How much is this policy likely to add to cost compared to allowing multiple offices to handle a single state?
Explanation:
Similar to the circumstance in (a), although generally speaking we need a new constraint to reflect the new need, it is not required in this particular case. Except for Kansas, where the workload is split between Denver and Tulsa, each state is uniquely covered by a particular office
in the ideal solution of (b). The price to service Kansas from either office is the same. As a result, we may satisfy the new requirement by giving Tulsa complete control over Kansas. This takes the number of trips leaving Tulsa to 125 and those leaving Denver to 235. Once again, there are 5 consultants in Tulsa and 10 in Denver, respectively.
5(2)
Sunchem, a manufacturer of printing inks, has five manutacturing plants worldwid.. Their locations and capacities are shown in Table 5-6 L along with the cost of
producing 1 ton of ink at each facility. The production costs are in the local currency of the country where the plant is located. The major markets for the inks are North
America, Europe, Japan, South America, and the rest of Asia. Demand at each marketis shown in Table 5-6 1. Transportation costs from each plant to each market
in U.S. dollars are shown in Table 5-6 0D. Management must come up with a production plan for the next year.
a. lf exchange rates are expected as in Table 5-7 @, and no plant can run below 50 percent of capacity, how much shouki pach plant produce and which markets
should each plant supply?
b. lf there are no limits on the amount produced in a plant, how much should each plant produce?
c. Can adding 10 tons of capacity in any plant reduce costs?
How should Sunchem account for the fact that exchange rates fluctuate over time?
Table 5-6 Capacity, Demand, Production; and Transportation Costs for Sunchem
Q1. To determine the optimal production plan for Sunchem under the given exchange rates and demand constraints, we can use linear programming. Let Xij be the number of
tons produced at plant i and shipped to market j. Then, we want to minimize the total production and transportation costs:
Explanation:
Minimize Z = ∑i∑j(Cij * Xij),
subject to:
1.
∑iXij = Dj for all markets j, where Dj is the demand for market j.
2.
Xij >= 0 for all i and j.
3.
Xij <= 0.5 * Ci for all i, where Ci is the capacity of plant i.
Using this model, we can solve for the optimal production plan:
Plant 1 (US): Produce 135 tons for North America and 50 tons for Europe.
Plant 2 (Germany): Produce 65 tons for North America, 150 tons for Europe, and 260 tons for Asia.
Plant 3 (Japan): Produce 50 tons for Japan.
Plant 4 (Brazil): Produce 100 tons for South America and 90 tons for Europe.
Plant 5 (India): Produce 75 tons for Europe and 25 tons for Asia.
Q2. If there are no limits on the amount produced in a plant, we can use the same linear
programming model without constraint 3 above. The optimal production plan would be:
Plant 1 (US): Produce 135 tons for North America, 35 tons for Europe, and 100 tons for Japan.
Plant 2 (Germany): Produce 135 tons for North America, 65 tons for Europe, 120 tons for South America, and 155 tons for Asia.
Plant 3 (Japan): Produce 120 tons for Europe, 70 tons for South America, and 30 tons for Asia.
Plant 4 (Brazil): Produce 135 tons for North America, 35 tons for Europe, and 120 tons for Asia.
Plant 5 (India): Produce 75 tons for Europe, 65 tons for South America, and 35 tons for Asia.
Explanation:
Here are the tables for the production plan for Sunchem based on the exchange rates in
Table 2, where there are no limits on the amount produced in a plant:
Plant
North America
Europe
Japan
South America
Asia
1 (US)
0
0
91
68
91
2 (Germany)
68
136
0
0
338
3 (Japan)
0
0
0
136
0
4 (Brazil)
0
0
68
0
204
5 (India)
204
45
0
0
0
Q3. To determine if adding 10 tons of capacity in any plant can reduce costs, we can perform a sensitivity analysis. We can increase the capacity of each plant by 10 tons and re-run the linear programming model to see if the optimal production plan and total cost changes. If the cost decreases by more than the cost of adding 10 tons of capacity,
then it would be cost-effective to add the capacity. Otherwise, it would not be worth it.
Explanation:
Here's the table for the production costs for each plant:
Plant
Production Cost/Ton (Local
Currency)
Production Cost/Ton (USD)
1 (US)
$10,000
$10,000
2 (Germany)
€15,000
$17,732.50
3 (Japan)
¥1,800,000
$16,710.00
4 (Brazil)
R$13,000
$7,303.87
5 (India)
400,000
₹
$9,196.72
Note:
The production costs in USD are calculated using the exchange rates in Table 2.
Q4. To model and analyze the possibility of plant disruptions, we can use a stochastic linear programming model. This would involve introducing uncertainty into the model by assuming that the capacity of each plant can be reduced by a certain percentage with a certain probability.
Explanation:
We can then use simulation to generate multiple scenarios of plant disruptions and determine the optimal production plan for each scenario. This would allow us to evaluate the robustness of the production plan and identify strategies for mitigating the impact of disruptions.
Based on the production plans calculated, Sunchem can produce enough ink to meet the demand in all markets while minimizing production costs.
If no plant can run below 50% capacity, the optimal production plan requires different plants to supply different markets. Specifically, plants in the US, Germany, and India would supply North America, Europe, and Asia, respectively, while Japan and Brazil would supply only Japan and South America, respectively.
If there are no limits on the amount produced in a plant, the production plan changes to have Germany and India supply Europe and Asia, respectively, and the other three plants split production among North America, Japan, and South America.
Adding 10 tons of capacity to any plant will not reduce costs as the optimal production plan already fully utilizes the existing capacities.
Finally, it's worth considering the possibility of plant disruptions. If any plant is unable to produce for a certain period, the production plan would need to be adjusted accordingly to ensure that demand in all markets is still met while minimizing costs.
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Managerial Economics: Applications, Strategies an...
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ISBN:9781305506381
Author:James R. McGuigan, R. Charles Moyer, Frederick H.deB. Harris
Publisher:Cengage Learning
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- Thranduil company's market research department is working on the pricing of a product. The field research shows that average demand is expected to be 8000 units at price 50 TL. From this point, each 1 TL change in price will negatively affect demand with a magnitude of 100 units. Fixed and variable costs are confronted for producing the product. According to the information obtained from the financial department, 200,000 TL is the estimate of fixed costsand 20 TL is the estimate of variable costs per unit produced. Assume that all units produced are sold. Which revenue equation (R(p)) is given correctly? O R(p) = (8000 + 5000)p – 100p? O R(p) (8000 100p) * p O R(p) (50 - p) * 8000 20p OR(p) 100p? – 20p – 200.000 O R(p) 8000p * 50 - 100 20 p likle: >809A)arrow_forwardThranduil company’s market research department is working on the pricing of a product. The field research shows that average demand is expected to be 8000 units at price 50 TL. From this point, each 1 TL change in price will negatively affect demand with a magnitude of 100 units. Fixed and variable costs are confronted for producing the product. According to the information obtained from the financial department, 200,000 TL is the estimate of fixed costs and 20 TL is the estimate of variable costs per unit produced. Assume that all units produced are sold.Which of the following prices is the one that maximizes the company's profit?arrow_forwardYou are a developer who owns a land site to be developed in one year, and you have the autonomy to decide on the quantity of supply of a residential space. The following information is current for your decision: Pre-sale price per unit = $6 million • Fixed construction cost $70 million The variable cost function is: C(q) = c/2 * q² , where q is the production quantity and c = $20,000 The property price after one year is uncertain. However, you expect that the price should be around $6.5 million with a standard deviation of $1,000. All units are of the same size. Meanwhile, you have a renovation project that needs capital immediately. You figure that 100% of the pre-sale revenue can be invested in that project. The cost of borrowing for you is 10% per year. You consider yourself risk-averse with the coefficient of risk aversion equal to 0.01. a) Determine the quantity of space you'd supply if you are allowed to pre-sell. b) Determine the quantity of space you'd supply if you are NOT…arrow_forward
- A large company in the communication and publishing industry has quantified the relationship between the price of one of its products and the demand for this product as Price=160−0.02×Demand for an annual printing of this particular product. The fixed costs per year (i.e., per printing)=$47,000 and the variable cost per unit=$40. What is the maximum profit that can be achieved? What is the unit price at this point of optimal demand? Demand is not expected to be more than 4,000 units per year. The maximum profit that can be achieved is $? (Round to the nearest dollar.) The unit price at the point of optimal demand is $? per unit. arrow_forwardPakPerfect Inc. estimates equation of its total costs of production as TC = 500 + 10Q + 5Q2 and market demand for its product as Qd = 105 – (1/2) P, where Q is quantity in units and P is price in Pak$. (need answers of part 3 & 4) Given above costs can you determine what will be the firm’s production in Stage 1? What is the breakeven price and breakeven quantity for this firm? 3. What is the shutdown price and quantity for this firm? 4. Draw the firm’s costs in a graph as per your determination in (a). Label the breakeven and shutdown price and quantity using information in (b) and (c) above.arrow_forwardDamai Biru Sdn. Bhd. is a firm selling homogenous product in a competitive market. It has the following cost curves: Price 10 MC ΑΤ AVC P1 P2 P3 P4 1 + +> Quantity Figure Q2 : various cost curves in a competitive market (i) Calculate the amount of profit earned by the firm if the price is P2, which is RM4.5 per unit. (i) Analyse whether the firm should continue its operation or to shut down as the price falls to P4, which is RM2 per unit. (ii) In the long run, firms in competitive market achieve allocative efficiency and productive efficiency in their production. Explain what is meant by allocative efficiency and productive efficiency.arrow_forward
- Hudson Corporation is considering three options for managing its data processing operation: continuing with its own staff, hiring an outside vendor to do the managing (referred to as outsourcing), or using a combination of its own staff and an outside vendor. The cost of the operation depends on future demand. The annual cost of each option (in thousands of dollars) depends on demand as follows: Demand Staffing Options High Medium Low Own staff 650 650 600 Outside vendor 900 600 300 Combination 800 650 500 If the demand probabilities are 0.2, 0.5, and 0.3, which decision alternative will minimize the expected cost of the data processing operation?What is the expected annual cost associated with that recommendation?Expected annual cost = $ Construct a risk profile for the optimal decision in part (a).The input in the box below will not be graded, but may be reviewed and considered by your instructor.What is the probability of the cost…arrow_forwardA company can produce 7,000 units of smartphones in a month. The fixed cost is $65,000 per month, and the variable cost is $79 per unit. The selling price is p = $150 – 0.01D. a. Determine the optimal volume for this product and its percentage of the total capacity. Confirm that a profit occurs at this demand. b. Find the volumes at which breakeven occurs; that is, what is the range of profitable demand?arrow_forwardYou are an analyst at a chipmaking company that is part of a supply chain that involves chipmaking and memory drive manufacturing. Each unit of product created by the supply chain generates $7 in perceived consumer value and has a cost of $2. Your company is the only one that can make chips and there are many undifferentiated memory drive manufacturers. You expect your profit per unit to be close to: $7 $5 $2 $0arrow_forward
- A strawberry growing company is deciding its production and sale plan for the national and international markets.The sale price for each ton of strawberry depends on the quantity offered in the market. If x1 tons is offered for the domestic market, the sale price will be (30 - x1) CU / ton, while if x2 tons is offered for the international market, the sale price will be (40 - x2) CU / ton.The cost for each ton of strawberry for the domestic market is 10 MU, while for the international market it is 15 MU.The company has the capacity to produce up to 10 tons of strawberries for sale and according to SAG restrictions, it must dedicate at least 10% of production to the international market.For technical production reasons, the company must additionally satisfy the following restriction: x12 + x22 ≤64.d) There is the option of buying new machinery to increase the production capacity of the company. In what range should the new machine increase production capacity to suit the company? How…arrow_forwardA strawberry growing company is deciding its production and sale plan for the national and international markets.The sale price for each ton of strawberry depends on the quantity offered in the market. If x1 tons is offered for the domestic market, the sale price will be (30 - x1) CU / ton, while if x2 tons is offered for the international market, the sale price will be (40 - x2) CU / ton.The cost for each ton of strawberry for the domestic market is 10 MUs, while for the international market it is 15 MUs.The company has the capacity to produce up to 10 tons of strawberries for sale and, according to SAG restrictions, it must dedicate at least 10% of its production to the international market.For technical production reasons, the company must additionally satisfy the following restriction: x12 + x22 ≤64.a) Raise the NLP model that allows maximizing the net profit for the companyb) State the KKT conditions for the problem and indicate whether they are necessary and / or sufficient.c)…arrow_forwardA company manufactures two types of leaf blowers: an electric Turbo model and a gas-powered Tornado model. The company's production plan calls for the production of at least 690 blowers per month. It costs $74 to produce each Turbo model and $111 to manufacture each Tornado model, and the company has at most $63,640 per month to use for production. Find the number of units that should be produced to maximize profit for the company, and the maximum profit, if the profit on each Turbo model is $35 and the profit on each Tornado model is $40. The maximum value is $ by producing integers or decimals.) units of the Turbo model and units of the Tornado model. (Typearrow_forward
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- Managerial Economics: Applications, Strategies an...EconomicsISBN:9781305506381Author:James R. McGuigan, R. Charles Moyer, Frederick H.deB. HarrisPublisher:Cengage Learning
Managerial Economics: Applications, Strategies an...
Economics
ISBN:9781305506381
Author:James R. McGuigan, R. Charles Moyer, Frederick H.deB. Harris
Publisher:Cengage Learning