Fine Fruit Cake Company Case Study

The main goal of the Cookies unit was to solve the Unit Problem. The unit problem introduced us to the Woos, the owners of a cookie bakery. The Woos want to find the most profitable combination of plain and iced cookies to bake and sell in their store. We were given several constraints for this problem. According to the Woo’s recipes, a dozen normal cookies requires one pound of cookie dough, and a dozen iced cookies requires .7 pounds of cookie dough. The Woo family only has 110 pounds of cookie dough in stock, which will affect the number of cookies that can be made. The iced cookies also need icing, obviously. A dozen of iced cookies required .4 pounds of icing and the Woos only have 32 pounds of icing in stock.

The required Volume at a retail price of Cr. 6.85 to give the same profit impact = 86,700 / 1.95 = 44,461.54 kg.

Imagine that you have decided to open a small ice cream stand on campus called "Ice-Campusades." You are very excited because you love ice cream (delicious!) and this is a fun way for you to apply your business and economics skills! Here is the first month's scenario--you order the same number (and the same variety) of ice creams each day from the ice cream suppliers, and your ice creams are always marked at $1.50 each. However, you notice that there are days when ice creams remain unsold but other days when there are not enough ice creams for the number of customers.

Any business, no matter what, is going to fail if the product is not of good quality. You wouldn’t watch a poor quality movie, or eat a meal that wasn’t to your taste. So a business needs to work hard to ensure that their produce is of high quality, and Bakers Delight does so by making their products fresh and in good environments. Through quality food, Bakers Delight has stayed, and remained Australia’s most successful

In the case of more than 3 dozens of cookies we have to consider the fact that the mixing bowl can only hold for up to three dozens of cookies. Thus, we have 12+4*(2+1+2)+1=33 min of valuable time with costs of ((33/60)*L)/4=0,1375. So the maximum is reached when we produce up to 3 dozens, but we should give discounts on 3+ orders, too.

There is more adequate to use different method for calculation. Materials budget based on mashing not number of bottles. In January there is 2 mashing per month, but since February until June is 3 each month.

The plant has the ovens, the vats, the prep areas, and the packaging conveyor belts that will be needed to produce the goods to fulfill the new contracts. This plant will have five times the baking production capacity as the current Cambridge plant. A small fleet of trucks, most with refrigeration units, was also included in the package deal so the new plant will not be contracting with a trucking company to get their goods to customers.

The RemyCake bakery created a cohesive team and an established clientele and became a staple within the community. Their exemplary customer service and the charismatic presence of their founders created a unique work and customer environment. However, with the recent retirement of the RemyCake bakery founder, a number of issues have arisen. Our Task Force identified the origin of their organizational issues. The following summary addresses and provides solutions for the RemyCake Bakery’s issues of ineffective leadership style, lack of organizational hierarchy, under-developed employee training program, and poor communication at all levels.

e) Maintenance contracts - Maintenance costs should be included as incremental cash flows because they could change the NPV of the project if the maintenance costs are significantly different for each of the different projects.

This is because, when the condition of the current market is not doing well, some strategy in considering the increase in the foods price, introducing a new dish should be limited due to the less or limited spending of the customers. The best option to secure and have a constant business growth during these time is to have more promotions and value set meal to attract the customers.

Our main prospect for growth is to expand operations by opening a brick and mortar establishment, which is our current main priority and goal. A brick and mortar establishment would allow us to remove these constraints and allow us to grow exponentially. If we have already accomplished so much by only being out selling three nights per week and on Food Truck Fridays, it should not be hard to imagine the success we could possess by having a retail location. By having this retail location with seating area, we can have fixed operating hours every day. Customers can also enjoy their meal inside without any concern of how the weather is outside. In addition, we would have a bigger kitchen area to have much more food preparations that will enable us to serve more

Thus, cost per dozen of labor is decreasing. This can be applied to orders of more than two dozens as well. Hence, Kristen 's Cookie Company can give discounts to customers giving orders of more than one dozen because of the economies of scale as shown above.

Summary: Bimbo is one of the world's leading baking companies. Founded in Mexico, Bimbo is a house-hold name in its native country. Today, the company's wide product range includes sliced breads, buns, cookies, snack cakes, pre-packaged foods, tortillas, salted snacks and confectionery products. Profitability in Mexico is optimal, partly due to its vending distribution through small, independent mom-and-pop stores. In addition, its product development and incorporation of a wrapping system that’s allows consumers to see and feel the freshness of the product has created a competitive advantage in comparison to its consumers which had used wax materials for years. A broad portfolio of products enables

This method did not account for any specific cost arising from the complexity, diversity or other production related specifics of the product line. In contrary, the time-driven ABC approach does account for all the nuances of each product line. From the table can also be inferred that the practical capacity is not totally used since at the end there is a total of $28,288 of unused resources. Table 3 summarizes the capacity utilization of various resources.

Second, there is a lack of functional and quality staffs at the shop. In fact, this shop just has two full-time workers including the shop manager and no confectioner, so it has to relies on confectionery distribution from Oita main shops, and this can affect adversely the storage of fresh cakes . A few of those doing part-time job are often unpunctual, which also has a positive effect on the productivity of the shop. Finally, the business of Kamegawa shop is limited as a result of lacking cooking space.