Mega-Mart, a discount store chain, is to build a new store in Rock Springs. The parcel of land the company has purchased is large enough to accommodate a store with 140,000 square feet of floor space. Based on marketing and demographic surveys of the area and historical data from its other stores, Mega-Mart estimates its annual profit per square foot for each of the store's departments to be as shown in the following table. Each department must have at least 15,000 square feet of floor space, and no department can have more than 20% of the total retail floor space. Men's, women's, and children's cloth- ing plus housewares keep all their stock on the retail floor; however, toys, electronics, and auto supplies keep some items (such as bicycles, televisions, and tires) in inventory. Thus, 10% of the total retail floor space devoted to these three departments must be set aside outside the retail area for stocking inventory. Mega-Mart wants to know the floor space that should be devoted to each department to maximize profit. a. Formulate a linear programming model for this problem. b. Solve this model by using the computer. Department Men's clothing Women's clothing Children's clothing Toys Housewares Electronics Auto supplies Profit per ft.² $4.25 5.10 4.50 5.20 4.10 4.90 3.80
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- Seas Beginning sells clothing by mail order. An important question is when to strike a customer from the companys mailing list. At present, the company strikes a customer from its mailing list if a customer fails to order from six consecutive catalogs. The company wants to know whether striking a customer from its list after a customer fails to order from four consecutive catalogs results in a higher profit per customer. The following data are available: If a customer placed an order the last time she received a catalog, then there is a 20% chance she will order from the next catalog. If a customer last placed an order one catalog ago, there is a 16% chance she will order from the next catalog she receives. If a customer last placed an order two catalogs ago, there is a 12% chance she will order from the next catalog she receives. If a customer last placed an order three catalogs ago, there is an 8% chance she will order from the next catalog she receives. If a customer last placed an order four catalogs ago, there is a 4% chance she will order from the next catalog she receives. If a customer last placed an order five catalogs ago, there is a 2% chance she will order from the next catalog she receives. It costs 2 to send a catalog, and the average profit per order is 30. Assume a customer has just placed an order. To maximize expected profit per customer, would Seas Beginning make more money canceling such a customer after six nonorders or four nonorders?Solve Problem 1 with the extra assumption that the investments can be grouped naturally as follows: 14, 58, 912, 1316, and 1720. a. Find the optimal investments when at most one investment from each group can be selected. b. Find the optimal investments when at least one investment from each group must be selected. (If the budget isnt large enough to permit this, increase the budget to a larger value.)Lemingtons is trying to determine how many Jean Hudson dresses to order for the spring season. Demand for the dresses is assumed to follow a normal distribution with mean 400 and standard deviation 100. The contract between Jean Hudson and Lemingtons works as follows. At the beginning of the season, Lemingtons reserves x units of capacity. Lemingtons must take delivery for at least 0.8x dresses and can, if desired, take delivery on up to x dresses. Each dress sells for 160 and Hudson charges 50 per dress. If Lemingtons does not take delivery on all x dresses, it owes Hudson a 5 penalty for each unit of reserved capacity that is unused. For example, if Lemingtons orders 450 dresses and demand is for 400 dresses, Lemingtons will receive 400 dresses and owe Jean 400(50) + 50(5). How many units of capacity should Lemingtons reserve to maximize its expected profit?
- The Pigskin Company produces footballs. Pigskin must decide how many footballs to produce each month. The company has decided to use a six-month planning horizon. The forecasted monthly demands for the next six months are 10,000, 15,000, 30,000, 35,000, 25,000, and 10,000. Pigskin wants to meet these demands on time, knowing that it currently has 5000 footballs in inventory and that it can use a given months production to help meet the demand for that month. (For simplicity, we assume that production occurs during the month, and demand occurs at the end of the month.) During each month there is enough production capacity to produce up to 30,000 footballs, and there is enough storage capacity to store up to 10,000 footballs at the end of the month, after demand has occurred. The forecasted production costs per football for the next six months are 12.50, 12.55, 12.70, 12.80, 12.85, and 12.95, respectively. The holding cost incurred per football held in inventory at the end of any month is 5% of the production cost for that month. (This cost includes the cost of storage and also the cost of money tied up in inventory.) The selling price for footballs is not considered relevant to the production decision because Pigskin will satisfy all customer demand exactly when it occursat whatever the selling price is. Therefore. Pigskin wants to determine the production schedule that minimizes the total production and holding costs. Can you guess the results of a sensitivity analysis on the initial inventory in the Pigskin model? See if your guess is correct by using SolverTable and allowing the initial inventory to vary from 0 to 10,000 in increments of 1000. Keep track of the values in the decision variable cells and the objective cell.The Pigskin Company produces footballs. Pigskin must decide how many footballs to produce each month. The company has decided to use a six-month planning horizon. The forecasted monthly demands for the next six months are 10,000, 15,000, 30,000, 35,000, 25,000, and 10,000. Pigskin wants to meet these demands on time, knowing that it currently has 5000 footballs in inventory and that it can use a given months production to help meet the demand for that month. (For simplicity, we assume that production occurs during the month, and demand occurs at the end of the month.) During each month there is enough production capacity to produce up to 30,000 footballs, and there is enough storage capacity to store up to 10,000 footballs at the end of the month, after demand has occurred. The forecasted production costs per football for the next six months are 12.50, 12.55, 12.70, 12.80, 12.85, and 12.95, respectively. The holding cost incurred per football held in inventory at the end of any month is 5% of the production cost for that month. (This cost includes the cost of storage and also the cost of money tied up in inventory.) The selling price for footballs is not considered relevant to the production decision because Pigskin will satisfy all customer demand exactly when it occursat whatever the selling price is. Therefore. Pigskin wants to determine the production schedule that minimizes the total production and holding costs. As indicated by the algebraic formulation of the Pigskin model, there is no real need to calculate inventory on hand after production and constrain it to be greater than or equal to demand. An alternative is to calculate ending inventory directly and constrain it to be nonnegative. Modify the current spreadsheet model to do this. (Delete rows 16 and 17, and calculate ending inventory appropriately. Then add an explicit non-negativity constraint on ending inventory.)The Pigskin Company produces footballs. Pigskin must decide how many footballs to produce each month. The company has decided to use a six-month planning horizon. The forecasted monthly demands for the next six months are 10,000, 15,000, 30,000, 35,000, 25,000, and 10,000. Pigskin wants to meet these demands on time, knowing that it currently has 5000 footballs in inventory and that it can use a given months production to help meet the demand for that month. (For simplicity, we assume that production occurs during the month, and demand occurs at the end of the month.) During each month there is enough production capacity to produce up to 30,000 footballs, and there is enough storage capacity to store up to 10,000 footballs at the end of the month, after demand has occurred. The forecasted production costs per football for the next six months are 12.50, 12.55, 12.70, 12.80, 12.85, and 12.95, respectively. The holding cost incurred per football held in inventory at the end of any month is 5% of the production cost for that month. (This cost includes the cost of storage and also the cost of money tied up in inventory.) The selling price for footballs is not considered relevant to the production decision because Pigskin will satisfy all customer demand exactly when it occursat whatever the selling price is. Therefore. Pigskin wants to determine the production schedule that minimizes the total production and holding costs. Modify the Pigskin model so that there are eight months in the planning horizon. You can make up reasonable values for any extra required data. Dont forget to modify range names. Then modify the model again so that there are only four months in the planning horizon. Do either of these modifications change the optima] production quantity in month 1?
- Mary is planning to do two part-time jobs, one in the retail store ABC and the other in the restaurant LMNO, to earn tuition. She decides to earn at least $120 per week. In ABC, she can work 5 to 12 hours a week, and in LMNO, she can work 4 to 10 hours a week. The hourly wages of ABC and LMNO are $6 per hour and $8 per hour, respectively. When deciding how long to work in each place, Mary hopes to make a decision based on work stress. According to reviews on the Internet, Mary estimates that the stress levels of ABC and LMNO are 1 and 2 for each hour of working, respectively (stress levels are between 1 and 5; a large value means a high work stress which may cause work and life imbalance). Since stress accumulates over time, she assumes that the total stress of working in any place is proportional to the number of hours she works in that place. (a)How many hours should Mary work in each place per week? State verbally the objective, constraints and decision…Formulate an LP model for the following problems.1. Bernadette intends to invest up to ₱50,000 in either Best Fund, or a time deposit orboth. The Best Fund pays 8% per year and the time deposit pays 9%. Because theBest Fund is riskier than the time deposit, so she intends to put at most ₱30,000 intothe time deposit and at least ₱10,000 into the Best Fund. How much should she allotto each investment in order to maximize her returns?A chocolate maker has contracted to operate a small candy counter in a fashionable store. To startwith, the selection of offerings will be intentionally limited. The counter will offer a regular mixof candy made up of equal parts of cashews, raisins, caramels, and chocolates, and a deluxe mixthat is one-half cashews and one-half chocolates, which will be sold in one-pound boxes. In addition, the candy counter will offer individual one-pound boxes of cashews, raisins, caramels, andchocolates.A major attraction of the candy counter is that all candies are made fresh at the counter. However, storage space for supplies and ingredients is limited. Bins are available that can hold theamounts shown in the table.IngredientCapacity(pounds per day)Cashews 120Raisins 200Caramels 100Chocolates 160In order to present a good image and to encourage purchases, the counter will make at least 20boxes of each type of product each day. Any leftover boxes at the end of the day will be removedand given to a…
- Gerald Glynn manages the Michaels Distribution Center. After careful examination of his database information, he has determined the daily requirements for part-time loading dock personnel. The distribution center operates 7 days a week, and the daily part-time staffing requirements areDay M T W Th F S SuRequirements 6 3 5 3 7 2 3Find the minimum number of workers Glynn must hire. Prepare a workforce schedule for these individuals so that each will have two consecutive days off per week and all staffing requirements will be satisfied. Give preference to the S–Su pair in case of a tie.Rand Enterprises is considering a number of investment possibilities. Specifically, each investment under consideration will draw on the capital account during each of its first three years, but in the long run, each is predicted to achieve a positive net present value (NPV). Listed here are the investment alternatives, their net present values, and their capital requirements, and all figures are in millions of dollars. In addition, the amount of capital available to the investments in each of the next three years is predicted to be $20 million, $12 million, and $20 million, respectively. Project One-PhaseExpansion Two-PhaseExpansion TestMarket AdvertisingCampaign BasicResearch PurchaseEquipment NPV 5.0 8.1 11.6 5.3 10.4 4.2 Year 1 Capital 3.6 3.0 7.2 2.4 6.0 1.2 Year 2 Capital 1.2 4.2 4.8 1.8 1.2 0.6 Year 3 Capital 4.8 4.2 6.0 2.2 4.8 1.1 In addition, the following constraints have to be met: a. The expansion investments are mutually exclusive and only one of…