Simulation Analysis Report On Erie 's Operation Performance Essay

The purpose of this paper is assessing my strategy and decisions in the simulation Biz Café. Then, I will give my results and explain how I got there. However, there were many factors involved creating these results. In this simulation, everything was left up to me to decide how to run my new coffee shop. There were big decisions at the beginning you had to make to create the overall theme of your business. Then, I was to hire employees, buy goods, and act on specials decisions or react to good or bad customer reactions. This, I will explain more in the following paragraphs.

Our team operated and managed the Littlefield Technologies facility over the span of 1268 simulated days. Our team finished the simulation in 3rd place, posting $2,234,639 in cash at the end of the game. We did intuitive analysis initially and came up the strategy at the beginning of the game. And then we applied the knowledge we learned in the class, did process analysis and modified our strategies according to the performance results dynamically. We have reinforced many of the concepts and lessons learned in class and had a better understanding of the operation of the Littlefield Technologies facility and how certain modifications would affect the throughput and lead time.

Our initial strategy to split the strategic decisions per region created company instability in the first couple of BSG simulation years. We found that a single regional misalignment could cause a significant impact on the overall performance of the company. After the first couple years of decisions, the team decided to work together to analyze the previous year’s results and reach a consensus on the next year’s strategic goals and the decisions necessary to reach our competitive goals.

Recently, Tricia-Mart opened new branches to its existing ones. The management are keen on improving efficiency and services of the company. There are many ways in which this improvement can be done using simulation software: higher quality and efficiency from capital assets, better management of inventory, higher return on asset, this list is endless. But some of these improvements could be made without simulation, so the real question is ‘Why use simulation instead of another method such as real life experimentation?’

The team should do this by seeking to know the progress of their competitors. The trend of the competitors would help to understand the markets they are serving, the existing gaps, the planned products and pricing strategies. At this stage in the product life cycle, the company might consider to engage in expansion. Before making the decision to expand, it is critical to ensure that the company gets into something that will differentiate it from its competitors. Looking at competitors will help the team know some of the strategies they used when faced with similar situation and even avoid making mistakes. Any new product launched should build on what the previous product did better and bring about an improvement.

Since quarter one was the first quarter of this simulation, I was unaware of how difficult it was going to be to make all the different decisions. Firstly, I had to choose a Company name. Because I was selling computers, I thought that the name “Dev-Tech” was a perfect fit being that this simulation was about development and technology. Next, I had to choose a target segment. I knew going into this simulation that it would be better to invest in the more expensive goods as it would benefit me in the end. The segment that didn’t care about price was Mercedes, so that is the segment that I made my first priority.

The overall strategy undertaken by the team while investing in R&D was to tackle two major issues: price and energy density which represented the desired features required by customers.

We are team Baldwin, and we used two main strategies while playing Capsim. We focused on being broad cost leaders, and we were aggressive. During the practice rounds, we did not do well because of our lack of knowledge of the simulation and also did not really take the time to make appropriate decisions. When the real decisions started, we wanted to be broad cost leaders; dominant in all segments of the market, which included: Baker, Bead, Bid, Bold and Buddy. We were profitable, because we were competing against the other teams in all segments of the market. For this reason, we were able to compete against everyone and had captured 25.75% of the market share at the end of decision six. Additionally, we used an aggressive strategy; one of

Typically, our firms performance objectives was to be sustainable and profitable as a business while at the same time achieving customer satisfaction for our main consumer segments; singles, family, and enterprisers and value seekers. Our generic marketing strategy was focused around a balance of cost leadership, and product differentiation. Cost leadership was employed strategically for our economy and family car, executed with emphasis on efficiency and safety. In period one, our firm was positioned positively and strong; sales were at a profitable level of $20,516.

The third table is to outline some of the activities we might find at each stage of the marketing process; this is brief summary of the importance of the different stages.

This assignment evaluates the performance of team Baldwin around the success in managing the company over five rounds of the simulation. The assessment will be focused on the round analysis areas with key attention on inventory, profit and contribution margin, emergency loans, and stock price. In addition, the assignment reflects on the areas of improvement and how the team could have developed effectiveness in addressing these key areas in round analysis.

A successful competitive strategy focus on creating value to customers, by efficiently use and integrate of these components.

The customer simulation exercise of Minnesota Micromotors Inc, was a very intriguing one. It exposed me to a variety of moving pieces that enable a successful business performance across different objectives and parameters.

The purpose of this session long project is to run a simulation over an 18 year period and analyze the possible outcomes during the simulation. We will have 4 decision points; Decision 1: For years 2008 – 2012, Decision 2: For years 2013 – 2017, Decision 3: For years 2018 -2022 and Decision 4: for years 2023 – 2025. With each decision point, we will look how the simulation impacted profits, market share and module price.

Codman & Shurtleff is a subsidiary of Johnson & Johnson which supplied hospitals and surgeons worldwide with over 2,700 products for surgery. Codman is now facing a profit shortfall of two million. A series of actions was decided in order to recover the shortfall, while the decisions made were somehow not aligned with J&J’s group philosophy. Codman managers decided to cut budgets of R&D expenditure which might have negative effects on the long term performance of the firm. The management of Codman ought to choose a better way that has a positive effect on operations in the long run and use a formal process, “stage gate”, in new product development.