that they get to order only once because of long supplier lead times). First they determine a forecast for an item and then they have a process for converting that forecast into an order quantity. Questions 1. How significant (quantitatively) of a problem is the mismatch between supply and demand for L.L. Bean? From the first page of the case we have an estimate of $11 million cost of lost sales and backorders and $10 million associated with having too much of the wrong inventory. These costs
Tiffany Henault March 3rd, 2015 Quan901-CH2 Forecasting Lost Sales Case Study Section I: Summary Carlson Department store suffered heavy damage from a hurricane on August 31. As a result the store was closed for four months, September through December. Carlson is in dispute with its insurance company regarding the lost sales for the length of time the store was closed. Section II: Problem Identification Two issues to address are the amount of sales Carlson department store would have made if there had
market. It was estimated that in 2006 forecast would peak with 63% penetration rate for digital cameras in the US. After 2006, the growth rate was expected to fall negative. Product lives for digital cameras had been shortened. While an average life was between 17 and 22 months, high-end, feature packed products had the shortest life cycle. However, the manufacturing lead-time for digital cameras was long. Taking Leitax for
might have just lost the sale if the customer does not want a substitute colored sweater. This is the part of the continuous problem that L.L. Bean, Inc. has with item forecasting and inventory management. Working in a catalog business really helps companies to capture demand, but the problem most companies have is matching demand with supply. Every sale that is generated for L.L. Bean is by customers that want a particular item and if that item is not available, they lose the sale. Customer behavior
a) Starting with week 2 and ending with week 11, forecast registrations using the naive forecasting method. [2] b) Starting with week 3 and ending with week 11, forecast registration using a two-week moving average. [3] c) Starting with week 5
camera delayed (cost: $19.5 million), another outsold its inventory (costs: $4.5million) and a third model reported sluggish sales ($2.5million). To compensate, Leitax extended the life of an existing model and made a mad scramble to find product and customers but the most costumers preferred to wait for the delayed camera. These
Objectives of SAP F&R:- Products supply are mainly based on customer demand which changes for each individual product at individual location. This makes to forecast and optimization a difficult task where estimating demand and ordering goods is not desirable even if it is possible. In order to manage inventory, optimize return of investments solution which can optimize Supply chain demand and planning is needed. SAP Forecasting and Replenishment uses sophisticated optimization and automation capabilities
beyond 50% between the forecast and the actual demand. Besides the mean value shows that there is a 9% bias meaning that on average the actual is always 9% above the forecast. It should be noticed as well that there distribution is skewed to the left with higher values
Dermavescent Laboratories, Inc. Case Study Analysis BUA 417 Marketing Management Date 2015 Abstract A manufacturer of women’s shaving gel, Dermavescent Laboratories has enjoyed market success since the spring of 1991. In 2005, their sales were over $3 million, and according to market research and studies, a potential size change and package update could provide additional income opportunity. Study group Tan Soup has reviewed the current situation, analysis, alternatives, and recommendations
2. 13% of the entire company sales are generated from just a single east coast store location. There is significant potential to develop this channel of the business and they should invest into researching and opening additional store locations. 3. The forecasting process is a bottom up approach in that they forecast only at the lowest item level, which is the color. As Barbara Hamaluk mentioned there should be an intermediate forecast higher up in the aggregate hierarchy at the