M&L Manufacturing makes various components for printers and copiers. In addition to supplying these items to a major manufacturer, the company distributes these and similar items to office supply stores and computer stores as replacement parts for printers and desktop copiers. In all, the company makes about 20 different items. The two markets (the major manufacturer and the replacement market) require somewhat different handling. For example, replacement products must be packaged individually whereas products are shipped in bulk to the major manufacturer. The company does not use forecasts for production planning. Instead, the operations manager decides which items to produce and the batch size, based on orders and the amounts in inventory. The products that have the fewest amounts in inventory get the highest priority. Demand is uneven, and the company has experienced being overstocked on some items and out of others. Being understocked has occasionally created tensions with the managers of retail outlets. Another problem is that prices of raw materials have been creeping up, although the operations manager thinks that this might be a temporary condition. Because of competitive pressures and falling profits, the manager has decided to undertake a number of changes. One change is to introduce more formal forecasting procedures in order to improve production planning and inventory management. With that in mind, the manager wants to begin forecasting for two products. These products are important for several reasons. First, they account for a disproportionately large share of the company’s profits. Second, the manager believes that one of these products will become increasingly important to future growth plans; and third, the other product has experienced periodic outof- stock instances. The manager has compiled data on product demand for the two products from order records for the previous 14 weeks. These are shown in the following table
M&L Manufacturing makes various components for printers and
copiers. In addition to supplying these items to a major manufacturer,
the company distributes these and similar items to office
supply stores and computer stores as replacement parts for
printers and desktop copiers. In all, the company makes about
20 different items. The two markets (the major manufacturer
and the replacement market) require somewhat different handling.
For example, replacement products must be packaged
individually whereas products are shipped in bulk to the major
manufacturer.
The company does not use forecasts for production planning.
Instead, the operations manager decides which items to produce
and the batch size, based on orders and the amounts in inventory.
The products that have the fewest amounts in inventory get the
highest priority. Demand is uneven, and the company has experienced
being overstocked on some items and out of others. Being
understocked has occasionally created tensions with the managers
of retail outlets. Another problem is that prices of raw materials
have been creeping up, although the operations manager
thinks that this might be a temporary condition.
Because of competitive pressures and falling profits, the manager
has decided to undertake a number of changes. One change
is to introduce more formal
improve production planning and inventory management.
With that in mind, the manager wants to begin forecasting for
two products. These products are important for several reasons.
First, they account for a disproportionately large share of the
company’s profits. Second, the manager believes that one of these
products will become increasingly important to future growth
plans; and third, the other product has experienced periodic outof-
stock instances.
The manager has compiled data on product demand for the
two products from order records for the previous 14 weeks. These
are shown in the following table.
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