OPERATIONS AND SUPPLY CHAIN MANAGEMENT
9th Edition
ISBN: 9781119448037
Author: Russell
Publisher: WILEY
expand_more
expand_more
format_list_bulleted
Concept explainers
Videos
Textbook Question
Chapter 13, Problem 2.1CP
The Texas Gladiators Apparel Store
The Texas Gladiators won the Super Bowl last year. As a result, sportswear such as hats, sweatshirts, sweatpants, and jackets with the Gladiators’ logo are popular. The Gladiators operate an apparel store outside the football stadium. It is near a busy highway, so the store has heavy customer traffic throughout the year, not just on game days. In addition, the stadium has high school or college football and soccer games almost every week in the fall, and baseball games in the spring and summer. The most popular single item the stadium store sells is a red and silver baseball-style cap with the Gladiators’ logo on it. The cap has an elastic headband inside it, which conforms to different head sizes. However, the store has had a difficult time keeping the cap in stock, especially during the time between the placement and receipt of an order. Often customers come to the store just for the hat; when it is not in stock, customers are upset, and the store management believes they tend to go to other competing stores to purchase their Gladiators’ clothing. To rectify this problem, the store manager, Jessica James, would like to develop an inventory control policy that would ensure that customers would be able to purchase the cap 99% of the time they asked for it. Jessica has accumulated the following demand data for the cap for a 30-week period. (Demand includes actual sales plus a record of the times a cap has been requested but not available and an estimate of the number of times a customer wanted a cap when it was not available but did not ask for it.)
The store purchases the hats from a small manufacturing company in Jamaica. The shipments from Jamaica are erratic, with a lead time of 20 days.
In the past, Ms. James has placed an order whenever the stock got down to 150 caps. What level of service does this reorder point correspond to? What would the reorder point and safety stock need to be to achieve the desired service level? Discuss how Jessica James might determine the order size of caps and what additional, if any, information would be needed to determine the order size.
Expert Solution & Answer
Want to see the full answer?
Check out a sample textbook solution
Students have asked these similar questions
The Texas Gladiators won the Super Bowl last year. As a result, sportswear such as hats, sweatshirts, sweatpants, and jackets with the Gladiator’s logo are popular. The Gladiators operate an apparel store outside the football stadium. It is near a busy highway, so the store has heavy customer traffic throughout the year, not just on game days. In addition, the stadium has high school or college football and soccer games almost every week in the fall, and baseball games in the spring and summer. The most popular single item the stadium store sells is a red and silver baseball style cap with the Gladiators’ logo on it. The cap has an elastic headband inside it, which conforms to different head sizes. However, the store has had a difficult time keeping the cap in stock, especially during the time between the placement and receipt of an order. Often customers come to the store just for the hat; when it is not in stock, customers are upset, and the store management believes they tend to go…
The Sofaworld Company purchases upholstery materialfrom Barrett Textiles. The company uses 45,000 yards ofmaterial per year to make sofas. The cost of ordering material from the textile company is $1,500 per order. It costsSofaworld $0.70 per yard annually to hold a yard of material in inventory. Determine the optimal number of yards ofmaterial Sofaworld should order, the minimum total inventory cost, the optimal number of orders per year, and theoptimal time between orders.
Kris Lee, the owner and manager of the Quality Hardware Store, is reassessing his inventory policy for hammers. He sells an average of 50 hammers per month, so he has been placing an order to purchase 50 hammers from a wholesaler at a cost of $20 per hammer at the end of each month. However, Kris does all the ordering for the store himself and finds that this is taking a great deal of his time. He estimates that the value of his time spent in placing each order for hammers is $75.
What would the unit holding cost for hammers need to be for Kris' current inventory policy to be optimal according to the basic EOQ model? What is this unit holding cost as a percentage of the unit acquisition cost?
What is the optimal order quantity if the unit holding cost actually is 20 percent of the unit acquisition cost? What is the corresponding value of TVC? What is TVC for the current inventory policy?
If the wholesaler typically delivers an order of hammers in 5 working days (out of 25 working…
Chapter 13 Solutions
OPERATIONS AND SUPPLY CHAIN MANAGEMENT
Ch. 13.S - Prob. 1QCh. 13.S - How are steady-state results achieved in a...Ch. 13.S - Prob. 3QCh. 13 - Describe the difference between independent and...Ch. 13 - Distinguish between a fixed-order-quantity system...Ch. 13 - Discuss customer service level for an inventory...Ch. 13 - Explain the ABC inventory classification system...Ch. 13 - Identify the two basic decisions addressed by...Ch. 13 - Describe the major cost categories used in...Ch. 13 - Explain how the order quantity is determined using...
Ch. 13 - What are the assumptions of the basic EOQ model,...Ch. 13 - How are the reorder point and lead lime related in...Ch. 13 - Describe how the production quantity model differs...Ch. 13 - How must the application of the basic EOQ model be...Ch. 13 - Why do the basic EOQ model variations not include...Ch. 13 - In the production quantity EOQ model, what would...Ch. 13 - Explain in general terms how a safety stock level...Ch. 13 - Explain the difference between a single-stage...Ch. 13 - AV City stocks and sells a particular brand of...Ch. 13 - AV City (Problem 13.1) assumed with certainty that...Ch. 13 - A firm is faced with the attractive situation in...Ch. 13 - The Sofaworld Company purchases upholstery...Ch. 13 - The Wallace Stationery Company purchases paper...Ch. 13 - The Ambrosia Bakery makes calms for freezing and...Ch. 13 - The EastCoasters Bicycle Shop operates 364 days a...Ch. 13 - The Chemeo Company uses a highly toxic chemical in...Ch. 13 - The Food Place Supermarket stocks Munehkin...Ch. 13 - Kroft Foods makes cheese to supply to stores in...Ch. 13 - The Shotz Brewery produces an ale that it stores...Ch. 13 - Tradewinds Imports is an importer of ceramics from...Ch. 13 - JAL Trading is a Hong Kong manufacturer of...Ch. 13 - In Problem 12.1 in Chapter 12, the Hartley-Davis...Ch. 13 - In Problem 12-2 in Chapter 12, Carpel City orders...Ch. 13 - In Problem 12.47 in Chapter 12, Delaplane...Ch. 13 - The Paramount Paper company produces paper from...Ch. 13 - Kellys Tavern serves Shamrock draft beer to its...Ch. 13 - The daily demand for Ironcoat paint at the Top...Ch. 13 - IM Systems assembles microcomputers from genetic...Ch. 13 - IM Systems assembles microcomputers from generic...Ch. 13 - KVS Pharmacy fills prescriptions fen a popular...Ch. 13 - Food Place Market stocks frozen pizzas in a...Ch. 13 - The Mediterranean Restaurant stocks a red Chilean...Ch. 13 - The Aztec Company stock a variety of parts and...Ch. 13 - The EastCoasters Bicycle Shop stocks bikes;...Ch. 13 - Tara McCoy is the office administrator for the...Ch. 13 - The concession stand at the Shelby High School...Ch. 13 - The Instant Paper Clip Office Supply Company...Ch. 13 - The Texas Gladiators Apparel Store The Texas...Ch. 13 - Pharr Foods Company Pharr Foods Company produces a...
Additional Business Textbook Solutions
Find more solutions based on key concepts
The schedule Dr. Barr set up worked well at the clinic where she was a resident. What are some of the reasons w...
Operations Management, Binder Ready Version: An Integrated Approach
3. Prepare the case for an optimistic sales manager that you should move ahead with the FMS now.
Operations Management
Create an Excel spreadsheet on your own that can make combination forecasts for Problem 18. Create a combinatio...
Operations Management: Processes and Supply Chains (12th Edition) (What's New in Operations Management)
The best fits using exponential smoothing, trend analysis, and linear regression for the given data. Introducti...
Principles of Operations Management: Sustainability and Supply Chain Management (10th Edition)
What is precedent, and how does it affect common law?
Business in Action
Create an Excel spreadsheet on your own that can make combination forecasts for Problem 18. Create a combinatio...
Operations Management: Processes and Supply Chains (11th Edition)
Knowledge Booster
Learn more about
Need a deep-dive on the concept behind this application? Look no further. Learn more about this topic, operations-management and related others by exploring similar questions and additional content below.Similar questions
- 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?arrow_forwardLocated 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.arrow_forwardPM Computers assembles personal computers from generic components. It purchases its color monitors from a manufacturer in Taiwan; thus, there is a long and uncertain lead time for receiving orders. Lead time is normally distributed, with a mean of 25 days and a standard deviation of 10 days. Daily demand is also normally distributed, with a mean of 2.5 monitors and a standard deviation of 1.2 monitors. Determine the safety stock and reorder point corresponding to a 90% service level.arrow_forward
- Beach Republic Bank operates a network of automated teller machines (ATMs). Cash withdrawals at a particular ATM average approximately $80 per transaction. The average number of withdrawals per ATM is 120 per week. The bank estimates that it costs about $100 to fill the ATM each time regardless of the amount of cash that is added to the machine. Assume that the cost of capital for the bank is 10%, and there are 52 weeks in a year. What is the optimal cash filling policy and the associated total inventory ordering and holding cost? Suppose that the standard deviation of weekly number of withdrawals is 20 and the lead time to fill an ATM is half a week (3.5 days), how much cash should the bank allocate to an ATM to be 99% confident of not running out of money between deliveries? Given the information from parts a and b, what would the cost savings be for reducing the number of ATMs from 100 to 20? Discuss the pros and cons of pooling the cash inventory in this context.…arrow_forwardCraftwood Furniture Company is a U.S.–based furniture manufacturer that offshored all of its actual manufacturing operations to China about a decade ago. It set up a distribution center in Hong Kong, from which the company ships its items to the United States on container ships. The company learned early on that it could not rely on local Chinese freight forwarders to arrange for sufficient containers for the company’s shipments, so it contracted to purchase containers from a Taiwanese manufacturer and then sell them to shipping companies at the U.S. ports the containers are shipped to. Craftwood needs 715 containers each year. It costs $265 to hold a container at its distribution center, and it costs $6,000 to process and receive an order for the containers. The cost of not having sufficient containers and delaying a shipment is $14,000 per container. Determine the optimal order size, minimum total annual inventory cost, and maximum shortage level.arrow_forwardFormulate a problem and make a solution using the Single-Period inventory models with probability demand.arrow_forward
- You are in charge of purchases at the student-run used-book supply program at your college, and you must decide how many introductory calculus, history, and marketing texts should be purchased from students for resale. Due to budget limitations, you cannot purchase more than 700 of these textbooks each semester. There are also shelf-space limitations: Calculus texts occupy 2 units of shelf space each, history books 1 unit each, and marketing texts 5 units each, and you can spare at most 1,200 units of shelf space for the texts. If the used book program makes a profit of $20 on each calculus text, $8 on each history text, and $16 on each marketing text, how many of each type of text should you purchase to maximize profit?arrow_forwardThe University Bookstore at Tech stocks the required textbook for Management Science 2405. The demand for this text is 1,200 copies per year. The cost of placing an order is $350, and the annual carrying cost is $2.75 per book. If a student requests the book and it is not in stock, the student will likely go to the privately owned Tech Bookstore. It is likely that the student will not buy books at the University Bookstore in the future; thus the shortage cost to the University Bookstore is estimated to be $45 per book. Determine the optimal order size, the maximum shortage level, and the total inventory cost.arrow_forwardSolve the following problem Retail managament Digital Stereo systems stocks a certain digital playback device that costs $700 to stock and has annual sales of 250 units. The cost to place an order is $100, carrying cost rate is $15 per unit per year. A) Company the optimal inventory policy, specifying the maximum inventory level, the percentage of sales that can be met from stock on hand, and the maximum number of units on backorder.arrow_forward
- Square City Appliance orders four types of washing machines. Table 7 gives the annual demand, purchasing cost, and annual holding cost (as a percentage of purchase cost), and the fixed cost of ordering a product. Determine an ordering policy that minimizes the sum of fixed and holding costs. Each time an order is delivered, a $10,000 cost is incurred. Determine an ordering policy to minimize annual cost of meeting demand. TABLE 7 Product 1 Product 2 Product 3 Product 4 Annual demand 10,000 3,000 4,000 500 Unit purchasing cost $400 $300 $200 $900 Holding cost percentage .2 .2 .2 .2 Product order cost $1,000 $1,000 $1,000 $1,000 Step-by-step solution Step 1 of 3 Square city appliance orders four types of washing machines. The annual demand, purchasing cost and annual holding cost (as a percentage of purchase cost) and the fixed cost of ordering a product are given in the table below. Also each time an order is…arrow_forwardAnswer the given question with a proper explanation and step-by-step solution. An E-commerce firm has four regional fulfillment centers (warehouses). Weekly demand for an item (Product_A) at each warehouse is random and is normally distributed with a mean of 10,000 per week and a standard deviation of 2,000 units per week. Product_A’s unit cost is $10. The inventory holding cost of the company is 25% per year. Assume 50 weeks per year. Each replenishment order from the supplier of Product_A costs $1,000, which includes the costs associated with placing the order, transportation, receiving, inspection, and put-away labor expenses. The replenishment lead time from the supplier is 1 week. The company’s service level goal is 95% (probability of having sufficient inventory to meet demand). On average, how long does a unit of inventory spend in the warehouse before being sold? Hint: Think Little's Law 2.5 weeks 6.6 weeks 5.3 weeks 1.3 weeksarrow_forwardRed Lip Cherry (RLC) is a local retailer of cherries. During the cherry seasons, daily demand follows a normal distribution with a mean of 100 pounds and a standard deviation of 10 pounds. RLC purchases its cherries from a local orchard for $12 per pound and sells them for $20 per pound. At the end of business day, any remaining cherries will be sold to a producer of cherry juice for $10 per pound. What is the optimal service level to set? What is the optimal ordering quantity (corresponding to the optimal service level in Q29)?arrow_forward
arrow_back_ios
SEE MORE QUESTIONS
arrow_forward_ios
Recommended textbooks for you
Inventory Management | Concepts, Examples and Solved Problems; Author: Dr. Bharatendra Rai;https://www.youtube.com/watch?v=2n9NLZTIlz8;License: Standard YouTube License, CC-BY