Reorder point

Stanford University Graduate School of Business rev. September 2002 Managing Customer Responsiveness at Littlefield Technologies Background Littlefield Technologies (LT) has developed another DSS product. The new product is manufactured using the same process as the product in the assignment “Capacity Management at Littlefield Technologies” — neither the process sequence nor the process time distributions at each tool have changed. The LT factory began production by investing most of its

Day 50 Decision: The first thing we did before Day 50 was analyze the current lead times in the system to understand how efficiently it was running. We saw that when demand hit its peak figures over the first 50 days, the production process lead time took over 2 days. We took this to mean that we could not effectively meet the requirements for any contract other than the $750 per job contract one. In trying to understand where the bottleneck in our process was, we looked at the utilization figures

Compute this figure for Supplier A and Supplier B. Days till shutdown = Reorder Points / Daily Usage Supplier A: 117 / (1500/360) = 29 Days Supplier B: 234 / (1500/360) = 57 Days 6. The cost of carrying inventories has been calculated using the current cost of bank loans (see Table 2). Do you think this is the appropriate

| Jen Poe | | | | | | | BUS657 Corporate Managerial Finance | | | | | | | | | | | | | Week #5 | | | | | | | Assignment - Chapter 22 Mini - Case | | | | | | | | | | | | | | | | | | | 1)      Calculate BB's current cash conversion cycle. | | | | | | | | | | | | | BB's Ratios: | | | | | | | Average Age of Inventory | $842,020 / [(0.57 *$43,803,000) /365] | | 12.31 | days | | Average Collection Period | $3,240,222/($43

Business Inventory Control Meghan Farrar, Amanda May, Nancy Dinges, Scott Moore and Bianca Holmes American Public University Introduction “Inventory is one of the most expensive and important assets to many companies, representing as much as 50% of total invested capital. Managers have long recognized that good inventory control is crucial” (Render et al, 2011). Therefore, it is really no surprise that companies place such a high importance on inventory control. An analysis

Management wanted to use this information to objectively determine: 1) the optimal reorder point, and once this was fixed, 2) to compute the optimal quantity of cases to order each time. In addition to the objectives stated above, management wished to evaluate an alternate mode and methods of transportation. The company could stop the

Greek Grill (G3) asked our group to help them solve the problem since after getting a SOM class we are able to determine methods towards solutions of Operational Management problems. The solution can be found by getting to know what is the current reorder point and order quantity by using the EOQ (Economic Order Quantity) inventory model . Cost cutting is essential as the store doesn 't get enough customers that are interested in the dessert and coffee products that are offered in store. Yogurt is used

Plaza, the Logistics Park of Zaragoza Author’s Name H. Wayne Huizenga School of Business and Entrepreneurship LOG 5010 - International Transport & Logistics Term The Logistics Plaza of Zaragoza is the largest logistic park in Europe. It is a ten-year project that started in 2000, which is now at the middle of its completion. There are not many articles on logistic parks up till now because it is a very recent development. Generally, logistic activities would grow around strategic

ev ev Littlefield Simulation Report: Team A Ending Cash Balance: $1,915,226 (6th Place) Return On Investment: 549% ROI=Final Cash-Day 50 Cash-PP&E ExpenditurePP&E Expenditure→ 1,915,226-97,649-280,000280,000=549% Analysis of the First 50 Days The Littlefield Technologies management group hired Team A consulting firm to help analyze and improve the operational efficiency of their Digital Satellite Systems receivers manufacturing facility. Upon the preliminary meeting with Littlefield

MEMORANDUM FOR RECORD SUBJECT: Landstuhl Regional Medical Center Supply Processes 1. Current OPS: Currently many clinics and wards within the hospital have no form of a supply accounting system. The last point of accounting for CL VIII (medical supply) or CL II (office supply) is when it leaves the Supply Chain Management Branch (SCMB) warehouse. Once distributed to the clinics and wards, it is the responsibility of each section to manually account for their stock. Unfortunately, once in their