Schneider Logistics Company has built a new warehouse in Columbus, Ohio, to facilitate the consolidation of freight shipments to customers in the region. George Schneider must determine how many teams of dock workers he should hire to handle the cross-docking operations and the other warehouse activities. Each team costs $5,000 a week in wages and overhead. Extra capacity can be subcontracted at a cost of $8,000 a team per week. Each team, whether in-house or subcontracted, can satisfy 200 labor hours of work a week. The labor hour requirements for the new facility are uncertain. Management has estimated the following probabilities for the requirements: Requirements (hours/wk) 200 400 600 Number of teams 1 2 3 Probability 0.20 0.50 0.30 How many teams should Schneider hire?

Schneider Logistics Company has built a new warehouse in Columbus, Ohio, to facilitate the consolidation of freight shipments to customers in the region. George Schneider must determine how many teams of dock workers he should hire to handle the cross-docking operations and the other warehouse activities. Each team costs $5,000 a week in wages and overhead. Extra capacity can be subcontracted at a cost of $8,000 a team per week. Each team, whether in-house or subcontracted, can satisfy 200 labor hours of work a week. The labor hour requirements for the new facility are uncertain. Management has estimated the following probabilities for the requirements: Requirements (hours/wk) 200 400 600 Number of teams 1 2 3 Probability 0.20 0.50 0.30 How many teams should Schneider hire?

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter6: Optimization Models With Integer Variables

Section: Chapter Questions

Problem 64P

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Located in the picturesque Berkshire Mountains of Western Massachusetts, Ski Butternut has been a family-owned, family-oriented ski destination for more than 50 years. The resort includes 22 trails for downhill skiing and snowboarding, two terrain parks for riding, and a dedicated area for snow tubing. Although Ski Butternut hosts some non-ski events during summer and fall, its business goes into high gear when snowy weather arrives, bringing skiers and riders from across Massachusetts, Connecticut, New York, and New Jersey. Matt Sawyer, Ski Butternuts director of marketing, says the primary target market has always been families with young children who are seeking affordable skiing. Everything from the snack-bar menus to the ski-shop merchandise is presented with families in mind. So that parents can have fun in the snow without worry, the resort has a Childrens Center for children who are too young to ski or have no interest. Fifth-graders are invited to ski for free when accompanied by an adult who buys an adult lift ticket. The resort also created two terrain parks for young snowboarders who were clamoring for a more exciting riding experience. Without the terrain parks, Sawyer says, these boarders would have asked their parents to take them to competing mountains in Vermont. Ski Butternuts research shows that first-timers are a particularly important segment, because they tend to have a strong allegiance to the resort where they learn to ski. First-timers typically visit the resort seven times before seeking out more challenging mountains. As a result, Ski Butternut has made teaching first-timers to ski or snowboard one of its specialties. For this market, the resort bundles ski or board rentals, lift tickets, and also offers a wide range of individual and group lessons for all ages and abilities at a value price. Because Ski Butternut has trails for different skill levels, beginners can challenge themselves by changing trails within the resort once they feel confident. Ski Butternut also targets seniors and college students. Knowing that weekends are the busiest period, the resort offers special midweek prices to attract seniors who have free time to ski on weekdays. College students are particularly value-conscious, and they often travel to ski resorts as a group. As a result, Ski Butternut offers weekend and holiday discounts to bring in large numbers of students who would otherwise ski elsewhere. Thanks to Facebook, Twitter, and other social media, students quickly spread the word about special pricing, which enhances Ski Butternuts ability to reach this key segment. In addition, the resort highlights discount pricing for families when targeting specific segments, such as scout troops, military personnel, emergency services personnel, and members of local ski clubs. Another segment Ski Butternut has selected for marketing attention is ski racers. The resort features professional coaching, lessons, and programs for ski racers in the age group of 8 to 20. Sawyer notes that these ski racers are extremely dedicated to training, which means theyre on the slopes as often as possible, a positive for the resorts attendance and revenue. To stay in touch with racers, Ski Butternut has a special website and a dedicated Facebook page. Sawyer conducts up to 1,200 customer surveys every year to better understand who his customers are and what they need. He also compares the results with skiers who visit mountains of a similar size in other areas. Digging deeper, he analyzes data drawn from the ski shops rental business to build a detailed picture of customers demographics, abilities, and preferences. Based on this research, he knows that the typical family at Ski Butternut consists of two children under age 18 who ski or ride, and at least one parent who skis. Because they can obtain so much information from and about their customers, Sawyer and his team are able to make better decisions about the marketing mix for each segment. By better matching the media with the audience, they get a better response from advertising, e-mail messages, and other marketing communications. As one example, they found that 15 percent of the visitors to Ski Butternuts website were using a smartphone to access the site. Sawyer has now created a special version of the site specifically for mobile use and created a text-message contest to engage skiers who have smartphones.16 Of the four categories of variables, which one seems to be the most central to Ski Butternuts segmentation strategy, and why?
Located in the picturesque Berkshire Mountains of Western Massachusetts, Ski Butternut has been a family-owned, family-oriented ski destination for more than 50 years. The resort includes 22 trails for downhill skiing and snowboarding, two terrain parks for riding, and a dedicated area for snow tubing. Although Ski Butternut hosts some non-ski events during summer and fall, its business goes into high gear when snowy weather arrives, bringing skiers and riders from across Massachusetts, Connecticut, New York, and New Jersey. Matt Sawyer, Ski Butternuts director of marketing, says the primary target market has always been families with young children who are seeking affordable skiing. Everything from the snack-bar menus to the ski-shop merchandise is presented with families in mind. So that parents can have fun in the snow without worry, the resort has a Childrens Center for children who are too young to ski or have no interest. Fifth-graders are invited to ski for free when accompanied by an adult who buys an adult lift ticket. The resort also created two terrain parks for young snowboarders who were clamoring for a more exciting riding experience. Without the terrain parks, Sawyer says, these boarders would have asked their parents to take them to competing mountains in Vermont. Ski Butternuts research shows that first-timers are a particularly important segment, because they tend to have a strong allegiance to the resort where they learn to ski. First-timers typically visit the resort seven times before seeking out more challenging mountains. As a result, Ski Butternut has made teaching first-timers to ski or snowboard one of its specialties. For this market, the resort bundles ski or board rentals, lift tickets, and also offers a wide range of individual and group lessons for all ages and abilities at a value price. Because Ski Butternut has trails for different skill levels, beginners can challenge themselves by changing trails within the resort once they feel confident. Ski Butternut also targets seniors and college students. Knowing that weekends are the busiest period, the resort offers special midweek prices to attract seniors who have free time to ski on weekdays. College students are particularly value-conscious, and they often travel to ski resorts as a group. As a result, Ski Butternut offers weekend and holiday discounts to bring in large numbers of students who would otherwise ski elsewhere. Thanks to Facebook, Twitter, and other social media, students quickly spread the word about special pricing, which enhances Ski Butternuts ability to reach this key segment. In addition, the resort highlights discount pricing for families when targeting specific segments, such as scout troops, military personnel, emergency services personnel, and members of local ski clubs. Another segment Ski Butternut has selected for marketing attention is ski racers. The resort features professional coaching, lessons, and programs for ski racers in the age group of 8 to 20. Sawyer notes that these ski racers are extremely dedicated to training, which means theyre on the slopes as often as possible, a positive for the resorts attendance and revenue. To stay in touch with racers, Ski Butternut has a special website and a dedicated Facebook page. Sawyer conducts up to 1,200 customer surveys every year to better understand who his customers are and what they need. He also compares the results with skiers who visit mountains of a similar size in other areas. Digging deeper, he analyzes data drawn from the ski shops rental business to build a detailed picture of customers demographics, abilities, and preferences. Based on this research, he knows that the typical family at Ski Butternut consists of two children under age 18 who ski or ride, and at least one parent who skis. Because they can obtain so much information from and about their customers, Sawyer and his team are able to make better decisions about the marketing mix for each segment. By better matching the media with the audience, they get a better response from advertising, e-mail messages, and other marketing communications. As one example, they found that 15 percent of the visitors to Ski Butternuts website were using a smartphone to access the site. Sawyer has now created a special version of the site specifically for mobile use and created a text-message contest to engage skiers who have smartphones.16 What role do geographic variables play in Ski Butternuts segmentation and targeting?
Located in the picturesque Berkshire Mountains of Western Massachusetts, Ski Butternut has been a family-owned, family-oriented ski destination for more than 50 years. The resort includes 22 trails for downhill skiing and snowboarding, two terrain parks for riding, and a dedicated area for snow tubing. Although Ski Butternut hosts some non-ski events during summer and fall, its business goes into high gear when snowy weather arrives, bringing skiers and riders from across Massachusetts, Connecticut, New York, and New Jersey. Matt Sawyer, Ski Butternuts director of marketing, says the primary target market has always been families with young children who are seeking affordable skiing. Everything from the snack-bar menus to the ski-shop merchandise is presented with families in mind. So that parents can have fun in the snow without worry, the resort has a Childrens Center for children who are too young to ski or have no interest. Fifth-graders are invited to ski for free when accompanied by an adult who buys an adult lift ticket. The resort also created two terrain parks for young snowboarders who were clamoring for a more exciting riding experience. Without the terrain parks, Sawyer says, these boarders would have asked their parents to take them to competing mountains in Vermont. Ski Butternuts research shows that first-timers are a particularly important segment, because they tend to have a strong allegiance to the resort where they learn to ski. First-timers typically visit the resort seven times before seeking out more challenging mountains. As a result, Ski Butternut has made teaching first-timers to ski or snowboard one of its specialties. For this market, the resort bundles ski or board rentals, lift tickets, and also offers a wide range of individual and group lessons for all ages and abilities at a value price. Because Ski Butternut has trails for different skill levels, beginners can challenge themselves by changing trails within the resort once they feel confident. Ski Butternut also targets seniors and college students. Knowing that weekends are the busiest period, the resort offers special midweek prices to attract seniors who have free time to ski on weekdays. College students are particularly value-conscious, and they often travel to ski resorts as a group. As a result, Ski Butternut offers weekend and holiday discounts to bring in large numbers of students who would otherwise ski elsewhere. Thanks to Facebook, Twitter, and other social media, students quickly spread the word about special pricing, which enhances Ski Butternuts ability to reach this key segment. In addition, the resort highlights discount pricing for families when targeting specific segments, such as scout troops, military personnel, emergency services personnel, and members of local ski clubs. Another segment Ski Butternut has selected for marketing attention is ski racers. The resort features professional coaching, lessons, and programs for ski racers in the age group of 8 to 20. Sawyer notes that these ski racers are extremely dedicated to training, which means theyre on the slopes as often as possible, a positive for the resorts attendance and revenue. To stay in touch with racers, Ski Butternut has a special website and a dedicated Facebook page. Sawyer conducts up to 1,200 customer surveys every year to better understand who his customers are and what they need. He also compares the results with skiers who visit mountains of a similar size in other areas. Digging deeper, he analyzes data drawn from the ski shops rental business to build a detailed picture of customers demographics, abilities, and preferences. Based on this research, he knows that the typical family at Ski Butternut consists of two children under age 18 who ski or ride, and at least one parent who skis. Because they can obtain so much information from and about their customers, Sawyer and his team are able to make better decisions about the marketing mix for each segment. By better matching the media with the audience, they get a better response from advertising, e-mail messages, and other marketing communications. As one example, they found that 15 percent of the visitors to Ski Butternuts website were using a smartphone to access the site. Sawyer has now created a special version of the site specifically for mobile use and created a text-message contest to engage skiers who have smartphones.16 How is Ski Butternut applying behavioristic variables in its segmentation strategy? Explain your answer.
The Winston Company has four distribution centers (A, B, C, and D) that require 40,000, 60,000, 30,000, and 50,000 gallons of de-ionized water, respectively, per month for cleaning its long-haul trucks. Three de-ionized water wholesalers (1, 2, and 3) indicated their willingness to supply as many as 50,000, 70,000, and 60,000 gallons, respectively. The total cost (shipping plus price) of delivering 1,000 gallons of de-ionized water from each wholesaler to each distribution center is shown in the following table: Distribution Center Wholesaler A B C D 1 $1.30 $1.40 $1.80 $1.60 2 $1.30 $1.50 $1.80 $1.60 3 $1.60 $1.40 $1.70 $1.50 Determine the optimal solution. Show that all capacities have been exhausted and that all demands can be met with this solution. (use below table format, numbers are generic, erase them) Distribution Center Supply Wholesaler A B C D 1 xx xx x x 400-200-150-50=0 2…
The Winston Company has four distribution centers (A, B, C, and D) that require 40,000, 60,000, 30,000, and 50,000 gallons of de-ionized water, respectively, per month for cleaning their long-haul trucks. Three de-ionized water wholesalers (1, 2, and 3) indicated their willingness to supply as many as 50,000, 70,000, and 60,000 gallons, respectively. The total cost (shipping plus price) of delivering 1,000 gallons of de-ionized water from each wholesaler to each distribution center is shown in the following table: Distribution Center Wholesaler A B C D 1 $1.30 $1.40 $1.80 $1.60 2 $1.30 $1.50 $1.80 $1.60 3 $1.60 $1.40 $1.70 $1.50 a. Determine the optimal solution. Show that all capacities have been exhausted and that all demands can be met with this solution. b. What is the total cost of the solution?
Adirondack Paper Mills, Inc. operates paper plants in Augusta, Maine, andTupper Lake, New York. Warehouse facilities are located in Albany, New York, and Portsmouth, New Hampshire. Distributors are located in Boston, New York, and Philadelphia. The Augusta plant has a capacity of 300 units and the Tupper Lake plant has a capacity of 100 units. Boston has a demand of 150 units, New York has a demand of 100 units, and Philadelphia has a demand of 150 units. The unit transportation costs (in dollars) for shipments from the two plants to the two warehouses are presented in Table 4 and those from the two warehouses to the threedistributors are presented in Table 5. Table 4: Problem 1.10aPlant/Warehouse Albany PortsmouthAugusta 7 5Tupper Lake 3 4 Table 5: Problem 1.10bWarehouse/Distributor Boston New York PhiladelphiaAlbany…
Solve the following problem: The Krampf Lines railway company specializes in coal handling. On Saturday, Krampf had empty cars at the following towns in the quantities indicated: Town Supply of cars Morgantown 35 Youngstown 60 Pitsburg 25 By Monday, the following towns will need cars as follows: Town Demand for cars Coal Valley 30 Coal town 45 Coal junction 25 Coalsburg 20 The result is shown in the table below. To From Coal Valley Coal town Coal junction Coalsburg Morgantown 50 30 60 70 Youngstown 20 80 10 90 Pitsburg 100 40 80 30 Required: Minimize total miles over which cars are moved to new locations regarding the following: Formulate as a linear programming. Use North-West corner method to obtain the total shipment cost of coal cars.
A company currently ships products from 5 plants to 4 warehouses. The company is considering the option of closing down one or more plants. This would increase distribution cost but perhaps lower overall cost. What plants, if any, should the company close? Transportation Costs (per 1000 products) Plant 1 Plant 2 Plant 3 Plant 4 Plant 5 Warehouse 1 $4,000 $2,000 $3,000 $2,500 $4,500 Warehouse 2 $2,500 $2,600 $3,400 $3,000 $4,000 Warehouse 3 $1,200 $1,800 $2,600 $4,100 $3,000 Warehouse 4 $2,200 $2,600 $3,100 $3,700 $3,200 Demand from warehouses are: Demand Warehouse 1 15,000 Warehouse 2 18,000 Warehouse 3 14,000 Warehouse 4 20,000 Capacity of plants are: Plant 1 Plant 2 Plant 3 Plant 4 Plant 5…
fertilizer manufacturer has to fulfill supply contracts to its two main customers (650 tons to Customer A and 800 tons to Customer B). It can meet this demand by shipping existing inventory from any of its three warehouses. Warehouse 1 (W1) has 400 tons of inventory onhand, Warehouse 2 (W2) has 500 tons, and Warehouse 3 (W3) has 600 tons. The company would like to arrange the shipping for the lowest cost possible, where the per-ton transit costs are as follows: W 1 W 2 W 3 Customer A $7.50 $6.25 $6.50 Customer B $6.75 $7.00 $8.00 Write the objective function and the constraint in equations. Let Vij= tons shipped to customer i from warehouse j, and so on. For example, VA1=tons shipped to customer A from warehouse W1. This exercise contains only parts b, c, d, e, and f. Part 2 b) The objective function for the LP model =
utey Barber Salon is a trendy barber salon that is located in a densely populated city called Maple. Demand for the services offered by the salon is fairly high. It offers services such as haircuts, hair styling, scalp massaging and conditioning treatment, straight razor and wet shave, beard sculpting, facials and hair colouring. In addition to these services provided, the salon sells premium hair products to customers. The salon has the ability to produce a maximum of 20,000 haircuts and hairstyling per year. Demand for haircuts and hairstyling over the last five years can be seen in the following table:-Year Demand for haircuts and hairstyling2017 11,5002018 12,2002019 13,4002020 14,0002021 14,500Although the business does not have a written vision and mission statement, it is clear in the minds of management what they want to achieve and what they would like to be in the future.Currently, customers can walk in at anytime to be served. At times, customers have to wait in line for a…
Sunco Oil produces oil at two wells. Well 1 canproduce up to 150,000 barrels per day, and well 2 canproduce up to 200,000 barrels per day. It is possible toship oil directly from the wells to Sunco’s customersin Los Angeles and New York. Alternatively,Sunco could transport oil to the ports of Mobile andGalveston and then ship it by tanker to New Yorkor Los Angeles. Los Angeles requires 160,000 barrelsper day, and New York requires 140,000 barrels perday. The costs of shipping 1000 barrels betweenvarious locations are shown in the file P05_55.xlsx,where a blank indicates shipments that are not allowed.Determine how to minimize the transport costs inmeeting the oil demands of Los Angeles and New York.
A retail chain has 8 stores in a region supplied from 3 supply sources. Trucks have a capacity of 25,000 units and cost $1,200 per load plus $48 per delivery. The cost of holding one unit in inventory at retail for a year is $1.5. The managers will set up milk runs from suppliers to retail stores. Assume that all trucks travel full. Suppliers are considering whether to run a milk run to 2 stores or 4 stores on each truck. Which network should be chosen if annual sales for each product at each retail store are 150,000 units?