exit one optionCMDTYPE getCmdType(const char cmd).docx

// exit
// one option
CMDTYPE getCmdType(const char *cmd)
{
if (strcmp(cmd, "exit") == 0)
return EXIT;
if (strcmp(cmd, "cd") == 0)
return CD;
if (strcmp(cmd, "pwd") == 0)
return PWD;
if (strcmp(cmd, "echo") == 0)
return ECHO;
return CMD;
}
// second option

void exit()
{
if('$1' == 'exit')
{
$2 $3;
$1;
}
else if('$3' == 'exit' )
{
$1 $2;
$2;
}
}
// pipelining
void pipes(int a, char * pipes[100], int size)
{

char* p1[10] // variable for command 1
int num = 0; // integer for amount of pipes
int n1 = 0; // interger for command 1 array
int n2 = 0; // integer for command 2 array
int n3 = 0; // integer for command 3 array
int status; // for status
pid_t pd, pd2, pd3; //variables for pid to be forked
for (int i=0; i<size; i++) //size of command line input
{
if(strcmp(pipes[i], "|") == 0) // if the pipe is found
{
num++; //increment the counter
}
else if(num == 0) // if no pipe found
{

p1[n1] = pipes[i]; //place the command and argument into
p1
n1++; // incrementing place in command 1 array
}
else if(num == 1) // if 1 pipe is found
{
p2[n2] = pipes[i]; //place the command and argumemnt
into p2
n2++; //increment place in command 2 array
}
else if (num == 2) // if 2 pipes are found
{
p3[n3] = pipes[i]; //place the command and argumemnt
into p3
n3++; //increment place in command 3 array
}
} // end of for loop
p1[n1] = NULL; //setting the place in the array to NULL

int dir1[2], dir2[2]; // integers for directing
pipe(dir1); //pipe
pipe(dir2); //pipe
pd = fork(); // first fork for command 1
if(pd == 0)
{
dup2(dir1[1] , 1); // duplicate write end of p1->p2 pipe
stdout
close(dir1[0]);
close(dir1[1]);
close(dir2[0]);
close(dir2[1]);

execvp(p1[0], p1); //execute command p1
}
else if(pd>0) //the parent
{
pd2 = fork(); // fork second chil to execute grep
if(pd2 == 0)
{
dup2(dir1[0], 0); // duplicate read end of p1->p2 to stdin
of p2
if(a == 2) // if second pipe was found
{
dup2(dir2[1], 1);
}
//close bothe ends of all created dir pipes
close(dir1[0]);
close(dir1[1]);
close(dir2[0]);

close(dir2[1]);
}
else if(pd2 > 0)
{
if(a == 2)
{
pd3 = fork();
if(pd3 == 0)
{
dup2(dir2[0], 0);
//close bothe ends of all created dir pipes
close(dir1[0]);
close(dir1[1]);
close(dir2[0]);

close(dir2[1]);
}
else if(pd3<0) // if error
{
perror("FORK FAILURE");
}
}
else
{
wait( (int *)0);
}
}
esle
{
}

} // end of else if(pd>0)
else
{
}
// only the parent gets here and close all the pipes and wait for
the 3 children to finish
close(dir1[0]);
close(dir1[1]);
close(dir2[0]);
close(dir2[1]);
for (int i = 0; i<(a+1); i++)
{
wait(&status); // waiting for the status
}

} // end of void pipelining
Managing
Inventories
Chapter 9
Copyright ©2016 Pearson Education, Limited.
9-‹#›
What is a Inventory Management?
Inventory Management
The planning and controlling of inventories to meet the
competitive priorities of the organization.
9-‹#›
2
What is Inventory?
Inventory
A stock of materials used to satisfy customer demand or to
support the production of services or goods.
9-‹#›

Inventory Trade-Offs
Scrap flow
Inventory level

Output flow of materials
Input flow of materials
Figure 9.1
9-‹#›
4
Pressures for Small Inventories
Inventory holding cost

Cost of capital
Storage and handling costs
Taxes
Insurance
Shrinkage
Pilferage
Obsolescence
Deterioration
9-‹#›
5
Pressures for Large Inventories
Customer service
Ordering cost
Setup cost
Labor and equipment utilization
Transportation cost
Payments to suppliers
9-‹#›
6
Types of Inventory
Accounting Inventories
Raw materials
Work-in-process

Finished goods
9-‹#›
7
Types of Inventory
Figure 9.2
9-‹#›
8
Types of Inventory
Operational Inventories
Cycle Inventory
Safety Stock Inventory
Anticipation Inventory
Pipeline Inventory
9-‹#›
Cycle Inventory
Lot sizing principles
The lot size, Q, varies directly with the elapsed time (or cycle)
between orders.

The longer the time between orders for a given item, the greater
the cycle inventory must be.
Average cycle inventory = =
Q + 0
2
Q
2
9-‹#›
Cycle Inventory
Copyright ©2013 Pearson Education
09- 11
d = Average demand per time period = Q/P
= slope of the consumption linear function
9-‹#›
Safety Stock Inventory
Anticipation Inventory
09- 12
Safety stock inventory is surplus inventory that protects against
uncertainties in demand, lead time, and supply changes.
Inventory used to absorb uneven rates of demand or supply,
which businesses often face, is referred to as anticipation
inventory

9-‹#›
Pipeline Inventory
Average demand during lead time = DL
Average demand per period = d
Number of periods in the item’s lead time = L
Pipeline inventory = DL = dL
Assume that every period P we order a quantity Q.
The pipeline inventory is Q during L and 0 during P-L.
The average inventory is therefore:
[Q⨯L+0⨯(P-L)]÷[L+(P-L)] = (Q/P) L = dL
9-‹#›
Example 9.1
A plant makes monthly shipments of electric drills to a
wholesaler in average lot sizes of 280 drills. The wholesaler’s
average demand is 70 drills a week, and the lead time from the
plant is 3 weeks. The wholesaler must pay for the inventory
from the moment the plant makes a shipment. If the wholesaler
is willing to increase its purchase quantity to 350 units, the
plant will give priority to the wholesaler and guarantee a lead
time of only 2 weeks. What is the effect on the wholesaler’s
cycle and pipeline inventories?

9-‹#›
Example 9.1
The wholesaler’s current cycle and pipeline inventories are
Cycle inventory = = 140 drills
Q
2
(70 drills/week)(3 weeks)
= 210 drills
Pipeline inventory = DL = dL =
9-‹#›
Example 9.1
The wholesaler’s cycle and pipeline inventories if they accept
the new proposal
(70 drills/week)(2 weeks)
= 140 drills
Pipeline inventory = DL = dL =
Cycle inventory = = 175 drills
Q
2
9-‹#›

Inventory Reduction Tactics
Cycle inventory
Reduce the lot size
Reduce ordering and setup costs and allow Q to be reduced
Increase repeatability to eliminate the need for changeovers
Safety stock inventory
Place orders closer to the time when they must be received
Improve demand forecasts
Cut lead times
Reduce supply uncertainties
Rely more on equipment and labor buffers
PL = primary lever
SL = secondary lever
9-‹#›
Inventory Reduction Tactics
Anticipation inventory
Match demand rate with production rates
Add new products with different demand cycles
Provide off-season promotional campaigns
Offer seasonal pricing plans
Pipeline inventory
Reduce lead times
Find more responsive suppliers and select new carriers
Change Q in those cases where the lead time depends on the lot
size

9-‹#›
What is an ABC Analysis?
A stock-keeping unit (SKU) is an individual item or product
that has an identifying code and is held in inventory somewhere
along the supply chain.
ABC analysis is the process of dividing SKUs into three classes,
according to their dollar usage, so that managers can focus on
items that have the highest dollar value.
See Solved Problem 2
09- 19
9-‹#›
What is an ABC Analysis?
ABC Analysis
The process of dividing SKUs into three classes, according to
their dollar usage, so that managers can focus on items that
have the highest dollar value.
10
20
30
40
50
60
70
80
90
100

Percentage of SKUs
Percentage of dollar value
100 —
90 —
80 —
70 —
60 —
50 —
40 —
30 —
20 —
10 —
0 —
Class C
Class A
Class B
Figure 9.4
9-‹#›

Economic Order Quantity
The lot size, Q, that minimizes total annual inventory holding
and ordering costs
Five assumptions
Demand rate is constant and known with certainty.
No constraints are placed on the size of each lot.
The only two relevant costs are the inventory holding cost and
the fixed cost per lot for ordering or setup.
Decisions for one item can be made independently of decisions
for other items.
The lead time is constant and known with certainty.
9-‹#›
21
Economic Order Quantity
Don’t use the EOQ
Make-to-order strategy
Order size is constrained
Modify the EOQ
Quantity discounts
Replenishment not instantaneous
Use the EOQ
Make-to-stock strategy with relatively stable demand.
Carrying and setup costs are known and relatively stable

9-‹#›
22
Calculating EOQ
Inventory depletion (demand rate)
Receive order
1 cycle
On-hand inventory (units)
Time
Q
Average
cycle
inventory
Q
2
Figure 9.5

9-‹#›
23
Calculating EOQ
Annual holding cost
Annual holding cost =(Average cycle inventory)
Total costs =Annual holding cost
+ Annual ordering or setup cost
Annual ordering cost = (Number of orders/Year)
Annual ordering cost
Total annual cycle inventory cost
9-‹#›
24
Annual cost (dollars)
Lot Size (Q)
Holding cost
Ordering cost

Total cost
Calculating EOQ
Figure 9.6
9-‹#›
25
Calculating EOQ
Total annual cycle-inventory cost
where
C = total annual cycle-inventory cost
Q = lot size (in units)
H = holding cost per unit per year
D = annual demand (in units)
S = ordering or setup costs per lot
C = (H) + (S)
Q
2
D
Q
9-‹#›
26
Example 9.2

A museum of natural history opened a gift shop which operates
52 weeks per year.
Top-selling SKU is a bird feeder.
Sales are 18 units per week, the supplier charges $60 per unit.
Ordering cost is $45.
Annual holding cost is 25 percent of a feeder’s value.
Management chose a 390-unit lot size.
What is the annual cycle-inventory cost of the current policy of
using a 390-unit lot size?
Would a lot size of 468 be better?
9-‹#›
27
Example 9.2
We begin by computing the annual demand and holding cost as
D =
H =
C = (H) + (S)
Q
2
D
Q
The total annual cycle-inventory cost for the alternative lot size
is
= ($15) + ($45)
= $2,925 + $108 = $3,033
390
2

936
390
The total annual cycle-inventory cost for the current policy is
(18 units/week)(52 weeks/year) = 936 units
0.25($60/unit) = $15
C =
($15) + ($45) = $3,510 + $90 = $3,600
468
2
936
468
9-‹#›
28
Example 9.2
3000 –
2000 –
1000 –
0 –
||||||||
50100150200250300350400
Lot Size (Q)
Annual cost (dollars)

Current
Q
Current
cost
Lowest
cost
Best Q (EOQ)

Total cost
= (H) + (S)
Q
2
D
Q
Ordering cost = (S)
D
Q
Holding cost = (H)
Q
2
Figure 9.7
9-‹#›
29
Calculating EOQ
The EOQ formula:
EOQ =
2DS
H

TBOEOQ = (12 months/year)
EOQ
D
Time Between Orders (TBO):
9-‹#›
30
Example 9.3
For the bird feeders in Example 9.2, calculate the EOQ and its
total annual cycle-inventory cost. How frequently will orders be
placed if the EOQ is used?
Using the formulas for EOQ and annual cost, we get
EOQ = =
2DS
H
= 74.94 or 75 units
2(936)(45)
15
9-‹#›
31

Example 9.3
Below shows that the total annual cost is much less than the
$3,033 cost of the current policy of placing 390-unit orders.
Figure 9.8
9-‹#›
32
Example 9.3
When the EOQ is used, the TBO can be expressed in various
ways for the same time period.
TBOEOQ =
EOQ
D
TBOEOQ = (12 months/year)
EOQ
D
TBOEOQ = (52 weeks/year)
EOQ
D
TBOEOQ = (365 days/year)
EOQ
D
= = 0.080 year
75

936
= (12) = 0.96 month
75
936
= (52) = 4.17 weeks
75
936
= (365) = 29.25 days
75
936
9-‹#›
33
Application 9.1
Suppose that you are reviewing the inventory policies on an $80
item stocked at a hardware store. The current policy is to
replenish inventory by ordering in lots of 360 units. Additional
information is:
D = 60 units per week, or 3,120 units per year
S = $30 per order
H = 25% of selling price, or $20 per unit per year
What is the EOQ?
EOQ = =
2DS
H

= 97 units
2(3,120)(30)
20
9-‹#›
Current PolicyEOQ Policy
Application 9.1
What is the total annual cost of the current policy (Q = 360),
and how does it compare with the cost with using the EOQ? Q =
360 unitsQ = 97 unitsC = 3,600 + 260C = $3,860C =
(360/2)(20) + (3,120/360)(30)C = 970 + 965C = $1,935C =
(97/2)(20) +
(3,120/97)(30)
9-‹#›
Application 9.1
What is the time between orders (TBO) for the current policy
and the EOQ policy, expressed in weeks?
TBO360 =
TBOEOQ =
(52 weeks per year) = 6 weeks
360
3,120
(52 weeks per year) = 1.6 weeks
97
3,120

9-‹#›
Managerial Insights from the EOQ SENSITIVITY ANALYSIS
OF THE EOQParameterEOQParameter ChangeEOQ
ChangeCommentsDemand↑↑Increase in lot size is in proportion
to the square root of D.Order/ Setup Costs↓↓Weeks of supply
decreases and inventory turnover increases because the lot size
decreases.Holding Costs↓↑Larger lots are justified when
holding costs decrease.
Table 9.1
2DS
H
2DS
H
2DS
H
9-‹#›
37
Continuous Review System
Continuous review (Q) system
Reorder point system (ROP) and fixed order quantity system
Tracks inventory position (IP)

Includes scheduled receipts (SR), on-hand inventory (OH), and
back orders (BO)
Inventory position =On-hand inventory + Scheduled receipts
– Backorders
IP = OH + SR – BO
9-‹#›
38
Time
On-hand inventory
TBO
TBO
L
L
TBO

L
Order
placed
Order
placed
Order
placed
IP
IP
IP
R
Q
Q

Q
OH
OH
OH
Order
received
Order
received
Order
received
Order
received
Figure 9.9
Selecting the Reorder Point
When Demand and Lead Time are Constant
9-‹#›
39

Example 9.4
Demand for chicken soup at a supermarket is always 25 cases a
day and the lead time is always 4 days. The shelves were just
restocked with chicken soup, leaving an on-hand inventory of
only 10 cases. No backorders currently exist, but there is one
open order in the pipeline for 200 cases. What is the inventory
position? Should a new order be placed?
R =Total demand during lead time = (25)(4) = 100 cases
= 10 + 200 – 0 = 210 cases
IP = OH + SR – BO
9-‹#›
Application 9.2
The on-hand inventory is only 10 units, and the reorder point R
is 100. There are no backorders and one open order for 200
units. Should a new order be placed?
IP = OH + SR – BO =
10 + 200 – 0 = 210
R = 100
Decision: Place NO new order
9-‹#›
41
Continuous Review Systems
Time
On-hand inventory

TBO1
TBO2
TBO3
L1
L2
L3
R
Order
received
Q
Order
placed
Order
placed

Order
received
IP
IP
Q
Order
placed
Q
Order
received
Order
received
0
IP
Figure 9.10

Selecting the Reorder Point When Demand is Variable and Lead
Time is Constant
9-‹#›
42
Example 9.5
A distribution center (DC) in Wisconsin stocks Sony plasma TV
sets. The center receives its inventory from a mega warehouse
in Kansas with a lead time (L) of 5 days. The DC uses a reorder
point (R) of 300 sets and a fixed order quantity (Q) of 250 sets.
Current on-hand inventory at the end of Day 1 is 400 sets. There
are no scheduled receipts (SR) and no backorders (BO). All
demands and receipts occur at the end of the day.
Determine when to order using a Q system
9-‹#›
Example 9.5DayDemandOHSRBOIPQ150 400234567
400 + 0 = 400
340 + 0 = 340
250 after ordering
260 < R before ordering
60
80
40
75
55
95
260 + 250 = 510 after ordering

260
220
145
90
0
340
250 due
Day 8
250
250
250
220 + 250 = 470
145 + 250 = 395
90 + 250 = 340
250+ 250 = 500
after ordering
0 + 250 – 5 = 245 < R before ordering
250 due
Day 12
5
9-‹#›
Example 9.5DayDemandOHSRBOIPQ891011121314
195 + 250 = 445
150 + 250 = 400
250
120 + 250 = 370
45
30
50
60
40

50
120
70
70 – 60 + 250
= 260
260 – 40 = 220
170
195 – 45 = 150
250
250 after
ordering
250
70 + 250 = 320
220 + 250 = 470
250
260 < R before ordering
250 due
Day 17
170 + 250 = 420
250
250
50
0 + 250 – 50 -5 = 195
9-‹#›
Example 9.5
The demands at the DC are fairly volatile and cause the reorder
point to be breached quite dramatically at times.

9-‹#›
Selecting the reorder point with variable demand and constant
lead time
Reorder point=Average demand during lead time
+ Safety stock
= dL + safety stock
where
d= average demand per week (or day or months)
L = constant lead time in weeks (or days or months)
9-‹#›
47
Choosing a Reorder Point
Choose an appropriate service-level policy
Determine the distribution of demand during lead time
Determine the safety stock and reorder point levels
9-‹#›
48

Step 1: Service Level Policy
Service Level (Cycle Service Level) – The desired probability
of not running out of stock in any one ordering cycle, which
begins at the time an order is placed and ends when it arrives in
stock.
Protection Interval – The period over which safety stock must
the user from running out of stock.
9-‹#›
Specify mean and standard deviation
Standard deviation of demand during lead time
σdLT = σd2L = σd L
Step 2: Distribution of Demand during Lead Time
9-‹#›
50
σd = 15
+
75

Demand for week 1
σdlt = 25.98
225
Demand for 3-week lead time
+
75
Demand for week 2
σd = 15
=
75
Demand for week 3
σd = 15
Figure 9.11
9-‹#›
51

Average demand during lead time
Cycle-service level = 85%
Probability of stockout
(1.0 – 0.85 = 0.15)
zσdLT
R
Figure 9.12
9-‹#›
52
Step 3: Safety Stock and Reorder Point
Safety stock = zσdLT
where
z =number of standard deviations needed to achieve the cycle-
service level
σdLT =stand deviation of demand during lead time
Reorder point = R = dL + safety stock

9-‹#›
53
Example 9.6
Let us return to the bird feeder in Example 9.3.
The EOQ is 75 units.
Suppose that the average demand is 18 units per week with a
standard deviation of 5 units.
The lead time is constant at two weeks.
Determine the safety stock and reorder point if management
wants a 90 percent cycle-service level.
Safety stock = zσdLT = 1.28(7.07) =
9.05 or 9 units
Reorder point= d L + Safety stock =
2(18) + 9 = 45 units
9-‹#›
54
Application 9.3
Suppose that the demand during lead time is normally
distributed with an average of 85 and σdLT = 40. Find the
safety stock, and reorder point R, for a 95 percent cycle-service
level.
Safety stock = zσdLT =

Find the safety stock, and reorder point R, for an 85 percent
cycle-service level.
R = Average demand during lead time + Safety stock
R = 85 + 66 = 151 units
1.645(40) = 65.8 or 66 units
1.04(40) = 41.6 or 42 units
R = 85 + 42 = 127 units
9-‹#›
Selecting the Reorder Point When Demand and Lead Time are
Variable
Safety stock = zσdLT
+ Safety stock
=d L + Safety stock
9-‹#›
56
Example 9.7

The Office Supply Shop estimates that the average demand for a
popular ball-point pen is 12,000 pens per week with a standard
deviation of 3,000 pens.
The current inventory policy calls for replenishment orders of
156,000 pens.
The average lead time from the distributor is 5 weeks, with a
standard deviation of 2 weeks.
If management wants a 95 percent cycle-service level, what
should the reorder point be?
9-‹#›
57
Example 9.7
(1.65)(24,919.87)
=41,117.79 or 41,118 pens
We have d = 12,000 pens, σd = 3,000 pens, L = 5 weeks,
and σLT = 2 weeks
σdLT = L σd2 + d 2σLT2 =
(5)(3,000)2 + (12,000)2(2)2
= 24,919.87 pens
Reorder point = d L + Safety stock=
(12,000)(5) + 41,118
=101,118 pens

9-‹#›
58
Two-Bin system
A visual system version of the Q system in which a SKU’s
inventory is stored at two different locations.
Calculating Total Q System Costs
Total cost =Annual cycle inventory holding cost
+ Annual ordering cost
+ Annual safety stock holding cost
C = (H) + (S) + (H) (Safety stock)
Q
2
D
Q
9-‹#›
59
Advantages of the Q System

The review frequency of each SKU may be individualized.
Fixed lot sizes can results in quantity discounts.
The system requires low levels of safety stock for the amount of
uncertainty in demands during the lead time.
9-‹#›
Application 9.5
The Discount Appliance Store uses a continuous review system
(Q system). One of the company’s items has the following
characteristics:
Demand = 10 units/week (assume 52 weeks per year)
Ordering or setup cost (S) = $45/order
Holding cost (H) = $12/unit/year
Lead time (L) = 3 weeks (constant)
Standard deviation in weekly demand = 8 units
Cycle-service level = 70%
9-‹#›
61
Application 9.5
What is the EOQ for this item?
D =
EOQ = =
2DS

H
= 62 units
2(520)(45)
12
What is the desired safety stock?
σdLT = σd L =
8 3 = 14 units
0.525(14) = 8 units
9-‹#›
62
Application 9.5
What is the desired reorder point R?
R =
What is the total annual cost?
3(10) + 8 = 38 units
($12) + ($45) + 8($12) = $845.42
62
2
520
62

C =
9-‹#›
63
Application 9.5
Suppose that the current policy is Q = 80 and R = 150. What
will be the changes in average cycle inventory and safety stock
if your EOQ and R values are implemented?
Reducing Q from 80 to 62
Cycle inventory reduction = 40 – 31 = 9 units
Safety stock reduction = 120 – 8 = 112 units
Reducing R from 150 to 38
9-‹#›
64
Periodic Review System (P)
Fixed interval reorder system or periodic reorder system
Four of the original EOQ assumptions maintained
No constraints are placed on lot size
Holding and ordering costs
Independent demand
Lead times are certain and supply is known

9-‹#›
65
Periodic Review System (P)
P
P
T
L
L
L
Protection interval

Time
On-hand inventory
IP3
IP1
IP2
Order
placed
Order
placed
Order
placed
Order
received
Order
received
Order
received
IP
IP
IP
OH
OH

Q1
Q2
Q3
Figure 9.13
9-‹#›
Example 9.8
Refer to Example 9.5
Suppose that the management want to use a Periodic Review
System for the Sony TV sets. The first review is scheduled for
the end of Day 2. All demands and receipts occur at the end of
the day. Lead time is 5 Days and management has set T = 620
and P = 6 days.
Determine how much to order (Q) using a P System.
9-‹#›

400
340 before ordering
280
260 + 280 = 540
60
80
40
75
55
95
260
220
145
90 + 280 – 95 = 275
90
340
620 – 340 = 280 due Day 7
280
280
280
220 + 280 = 500
145 + 280 = 425
90 + 280 = 370
400
280 after
ordering
270 + 0 = 275
9-‹#›

340 + 0 = 340 before ordering
395
150 + 395 = 545
45
30
50
60
40
50
150
100
40
40 + 395 – 40 = 395
345
180
620 – 225 = 395 due Day 13
395
395
100 + 395 = 495
40 + 395 = 435
395 + 0 = 395
225
180 + 395 = 575
395
275 after
ordering
395 after
ordering
225 + 0 = 225 before ordering
620 – 345 = 275 due Day 19
9-‹#›

Example 9.8
The P system requires more inventory for the same level of
protection against stockouts or backorders.
9-‹#›
Periodic Review System
Selecting the time between reviews, choosing P and T
Selecting T when demand is variable and lead time is constant
IP covers demand over a protection interval of P + L
The average demand during the protection interval is d(P + L),
or
T = d (P + L) + safety stock for protection interval
Safety stock = zσP + L , where σP + L =
9-‹#›
71
Example 9.9
Again, let us return to the bird feeder example.
Recall that demand for the bird feeder is normally distributed
with a mean of 18 units per week and a standard deviation in

weekly demand of 5 units.
The lead time is 2 weeks, and the business operates 52 weeks
per year. The Q system called for an EOQ of 75 units and a
safety stock of 9 units for a cycle-service level of 90 percent.
What is the equivalent P system?
Answers are to be rounded to the nearest integer.
9-‹#›
Example 9.9
We first define D and then P. Here, P is the time between
reviews, expressed in weeks because the data are expressed as
demand per week:
D =
(18 units/week)(52 weeks/year) = 936 units
P = (52) =
EOQ
D
(52) = 4.2 or 4 weeks
75
936
9-‹#›
Example 9.9
We now find the standard deviation of demand over the
protection interval (P + L) = 6:
For a 90 percent cycle-service level z = 1.28:
Safety stock = zσP + L =
1.28(12.25) = 15.68 or 16 units

We now solve for T:
= (18 units/week)(6 weeks) + 16 units = 124 units
T = Average demand during the protection interval + Safety
stock
= d (P + L) + safety stock
9-‹#›
Application 9.6
The on-hand inventory is 10 units, and T is 400. There are no
back orders, but one scheduled receipt of 200 units. Now is the
time to review. How much should be reordered?
IP = OH + SR – BO
The decision is to order 190 units
= 10 + 200 – 0 = 210
T – IP =
400 – 210 = 190
9-‹#›
75
Selecting the Target Inventory Level When Demand and Lead
Time are Variable
Simulation
Systems Based on the P System
Single-Bin System
Optional Replenishment System

Calculating Total P System Costs
C = (H) + (S) + HzσP + L
dP
2
D
dP
9-‹#›
Advantages of the P System
It is convenient because replenishments are made at fixed
intervals.
Orders for multiple items from the same supplier can be
combined into a single purchase order.
The inventory position needs to be known only when a review is
made (not continuously).
9-‹#›
Application 9.7
Return to Discount Appliance Store (Application 9.5), but now
use the P system for the item.
Previous information:
Demand = 10 units/wk (assume 52 weeks per year) = 520
EOQ = 62 units (with reorder point system)

Lead time (L) = 3 weeks
Standard deviation in weekly demand = 8 units
z = 0.525 (for cycle-service level of 70%)
9-‹#›
Application 9.7
Reorder interval P, if you make the average lot size using the
Periodic Review System approximate the EOQ.
P = (EOQ/D)(52) =
(62/520)(52) = 6.2 or 6 weeks
Safety stock
Target inventory
T = 10(6 + 3) + 13 = 103 units
T = d(P + L) + safety stock for protection interval
9-‹#›
Application 9.7
Total cost
C = (H) + (S) + HzσP + L
dP
2
= ($12) + ($45) + (13)($12) = $906.00
10(6)

2
520
10(6)
9-‹#›
Solved Problem 1
A distribution center experiences an average weekly demand of
50 units for one of its items.
The product is valued at $650 per unit. Average inbound
shipments from the factory warehouse average 350 units.
Average lead time (including ordering delays and transit time)
is 2 weeks.
The distribution center operates 52 weeks per year; it carries a
1-week supply of inventory as safety stock and no anticipation
inventory.
What is the value of the average aggregate inventory being held
by the distribution center?
9-‹#›
81
Solved Problem 1Type of InventoryCalculation of Average
InventoryCycleSafety stockAnticipationPipeline
1-week supply
None
Q

2
=
350
2
= 175 units
= 50 units
dL = (50 units/week)(2 weeks)
Average aggregate inventory
Value of aggregate inventory
= 100 units
= 325 units
= $650(325)
= $211,250
9-‹#›
82
Solved Problem 2
Booker’s Book Bindery divides SKUs into three classes,
according to their dollar usage. Calculate the usage values of
the following SKUs and determine which is most likely to be
classified as class A.SKU NumberDescriptionQuantity Used per
YearUnit Value ($)1Boxes5003.002Cardboard
(square feet)18,0000.023Cover stock10,0000.754Glue
(gallons)7540.005Inside covers20,0000.056Reinforcing tape
(meters)3,0000.157Signatures150,0000.45

9-‹#›
83
Solved Problem 2SKU NumberDescriptionQuantity Used per
YearUnit Value ($)Annual Dollar Usage
cing tape
81,310
9-‹#›
Solved Problem 2
Figure 9.14
9-‹#›
Solved Problem 2
Figure 9.14
9-‹#›

86
Solved Problem 3
Nelson’s Hardware Store stocks a 19.2 volt cordless drill that is
a popular seller. Annual demand is 5,000 units, the ordering
cost is $15, and the inventory holding cost is $4/unit/year.
a.What is the economic order quantity?
b.What is the total annual cost for this inventory item?
a. The order quantity is
EOQ = =
2DS
H
2(5,000)($15)
$4
= 37,500 = 193.65 or 194 drills
b.The total annual cost is
C = (H) + (S) =
Q
2
D
Q
($4) + ($15) = $774.60
194
2
5,000
194

9-‹#›
87
Solved Problem 4
A regional distributor purchases discontinued appliances from
various suppliers and then sells them on demand to retailers in
the region. The distributor operates 5 days per week, 52 weeks
per year. Only when it is open for business can orders be
received. The following data are estimated for the countertop
mixer:
9-‹#›
88
Solved Problem 4
What order quantity Q, and reorder point, R, should be used?
What is the total annual cost of the system?
If on-hand inventory is 40 units, one open order for 440 mixers
is pending, and no backorders exist, should a new order be
placed?
9-‹#›
Solved Problem 4

a.Annual demand is
The order quantity is
D= (5 days/week)(52 weeks/year)(100 mixers/day)
= 26,000 mixers/year
EOQ = =
2DS
H
2(26,000)($35)
$9.40
= 193,167 = 440.02 or 440 mixers
9-‹#›
Solved Problem 4
The standard deviation of the demand during lead time
distribution is
A 92 percent cycle-service level corresponds to z = 1.41
σdLT = σd L =
30 3 = 51.96
1.41(51.96 mixers) = 73.26 or 73 mixers
Reorder point (R) = Average demand during lead time + Safety
stock
= 300 mixers + 73 mixers = 373 mixers
With a continuous review system, Q = 440 and R = 373

100(3) = 300 mixers
9-‹#›
Solved Problem 4
b.The total annual cost for the Q systems is
C = (H) + (S) + (H)(Safety stock)
Q
2
D
Q
C = ($9.40) + ($35) + ($9.40)(73) =
$4,822.38
440
2
26,000
440
c.Inventory position =On-hand inventory + Scheduled receipts
– Backorders
40 + 440 – 0 = 480 mixers
Because IP (480) exceeds R (373), do not place a new order
9-‹#›
92

Solved Problem 5
Suppose that a periodic review (P) system is used at the
distributor in Solved Problem 4, but otherwise the data are the
same.
a.Calculate the P (in workdays, rounded to the nearest day) that
gives approximately the same number of orders per year as the
EOQ.
b.What is the target inventory level, T? Compare the P system
to the Q system in Solved Problem 4.
c.What is the total annual cost of the P system?
d.It is time to review the item. On-hand inventory is 40 mixers;
receipt of 440 mixers is scheduled, and no backorders exist.
How much should be reordered?
9-‹#›
93
Solved Problem 5
a. The time between orders is
P = (260 days/year) =
EOQ
D
(260) = 4.4 or 4 days
440
26,000

9-‹#›
Solved Problem 5
The OM Solver data below shows that T = 812 and safety stock
= (1.41)(79.37) = 111.91 or about 112 mixers.
The corresponding Q system for the counter-top mixer
requires less safety stock.
Figure 9.15
9-‹#›
Solved Problem 5
c.The total annual cost of the P system is
C = ($9.40) + ($35) + ($9.40)(1.41)(79.37)
100(4)
2
26,000
100(4)
= $5,207.80
d.Inventory position is the amount on hand plus scheduled
receipts minus backorders, or
40 + 440 – 0 = 480 mixers
The order quantity is the target inventory level minus the
inventory position, or
Q = T – IP =
An order for 332 mixers should be placed.
812 mixers – 480 mixers = 332 mixers

9-‹#›
Solved Problem 6
Grey Wolf Lodge is a popular 500-room hotel in the North
Woods. Managers need to keep close tabs on all room service
items, including a special pine-scented bar soap. The daily
demand for the soap is 275 bars, with a standard deviation of 30
bars. Ordering cost is $10 and the inventory holding cost is
$0.30/bar/year. The lead time from the supplier is 5 days, with a
standard deviation of 1 day. The lodge is open 365 days a year.
a.What is the economic order quantity for the bar of soap?
b.What should the reorder point be for the bar of soap if
management wants to have a 99 percent cycle-service level?
c.What is the total annual cost for the bar of soap, assuming a Q
system will be used?
9-‹#›
Solved Problem 6
a.We have D = (275)(365) = 100,375 bars of soap; S = $10; and
H = $0.30. The EOQ for the bar of soap is
EOQ = =
2DS
H
2(100,375)($10)
$0.30
= 6,691,666.7 = 2,586.83 or 2,587 bars

9-‹#›
Solved Problem 6
(5)(30)2 + (275)2(1)2 = 283.06 bars
(2.33)(283.06) = 659.53 or 660 bars
(275)(5) + 660 = 2,035 bars
9-‹#›
Solved Problem 6
c.The total annual cost for the Q system is
Q
2
D
Q
C = ($0.30) + ($10) + ($0.30)(660) =
$974.05
2,587
2
100,375
2,587

9-‹#›
L
P
d
+
s
(
)
(
)
units
13
or
12.6
3
6
8
0.525
=
+
=
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Corn50x51x52xChinese53x1Chillimushroompaneerckmutton54x
265paneerck55x3Manchurianvegpaneerckmutton56x4Fried
Ricevegpaneerckmutton57x5Noodleschili
garlichakkasingaporeschezwan58x6Lolipopck59xck60xContinen
tal Chinese61x1Orange paneerck62x2Lemonpaneerck63x3Gen
Tsopaneerck64x4Sesamepaneerck65x5Teriyakipaneerck66x6Chi
lipaneerck67x7Kung Paopaneerck67.5x8Cashew
paneerck68xContinental West69x1Pasta
Arribiatavegck70x2Pasta
Alfredovegck73x3Sizzlervegck74x4Lemon
Chicken75x5Mushroom Chicken76xTandoor77x1Paneer
Tikka78x2Mushroom Tikka79x3Soya Afghan Chaap80x4Garlic
Tikkahalffull81x5Afghanihalffull82x6Malaihalffull83x7Barraha
lffull84x8Tikkahalffull85x9Tangdihalffull86x10Chicken Seekh
Kabobhalffull87x11Tandoorihalffull88x12Hariyalihalffull89x13
Tandoori Aloo90x14Paneer Malai91x15Paneer
Hariyali92x16Adana Kabobckmutton9217Mutton Seekh
Kabob93xIndian Non-Veg94x1Chatkarack (h|f)mutton
(h|f)95x2Butterck (h|f)96x3Kali Mirchck (h|f)mutton
(h|f)97x4Curryck (h|f)mutton (h|f)98x5Masalack (h|f)mutton
(h|f)100x7Karahick (h|f)mutton (h|f)101x8Handick (h|f)mutton

(h|f)102x9Mutton Roghan Joshmutton (h|f)102.1x10Bhoona
Goshtmutton (h|f)102.1x11Tambda Rassa Redck (h|f)mutton
(h|f)102.1x12Pandhra Rassa Whiteck (h|f)mutton
(h|f)103xIndian Veg104x1Aloo Zeera105x2Mix Veg106x3Dum
Aloo107x4Aloo Matar108x5Daalfrymakhani109x6Chana
Masala110x7Kofta Curry111x8Malai Kofta112x113x114xIndian
Paneer115x1Karahi Paneer116x2Handi Paneer117x3Paneer
Dopyaza118x4Paneer Lababdaar119x5Paneer
Pasanda120x6Paneer Tikka Masala121x7Matar
Paneer122x8Shahi Paneer123x124x125xNaan / Roti /
Rice126x1Roti127x2Rumali128x3NaanKashmiri, Butter Naan,
CK Keema, Mutton Keema, Plain, 129x4ParathaAloo, Paneer,
Mix Veg130x5lachha131x6ChurriPlain, Aloo, Paneer, Mix
Veg132x7Afghani134x9Plain Rice135x10Zeera
Rice136x11Mattar Rice137x12Kaju Rice138x13Kashmiri
Rice139x14Veg Biryani140x15Non-Veg
Biryanick141x142xRaita / Salad143x1Mix Raita144x2Bhoondi
Raita145x3Pineapple Raita146x4Kachumber Salad147x5Green
Salad148x6Punjabi
Salad149xDessert150x1Brownieganacheicecream151x2Banana
Split152x3Cookieregularchocolateoatmeal153x4Ice
Cream154xCold Drinks155x1Mojito156x2Orange
157x3Masala158x4Water159xHot
Drinks160x1Cappachino161x2Latte162x3Machiato
PrepTypeMenuIngredientPrepTimeBrothCK
BrothChowChowmeinBoilChowChowmeinfryChowPastaBoilckC
hickenKeemackCKlolipopckCKwingsckCKGrillckCK
CubeckCK Breast MarinateckCK Breast ckCK fingerfingerckCK
Sabutfullck fryCK KeemaFryTandoorTandoorMutton
KeemaFryDaalIndianArhaar BoilDaalIndianRajma Kali Daal
ChanaBoilDairyBBQYogurt+cucumber+jalapenoGreekFlourTan
doorAataGhoondaFlourTandoorBesanGhoondaFlourTandoorKha
sta
DoughGhoondaFlourTandoor/ChineseMaidaGhoondaFlourRollPi
ta BreadPanFlourChineseSpring Roll Wet
MixGravyIndianBrown GravyGravyTandoorBrown

MarinadeMarinateGravyIndianRed GravyGravyIndianWhite
GravyGravyTandoorWhite
MarinadeMarinateHydarateIndianRajma Kali Daal
ChanaHydrateHydarateIndianRice basmatiHydarateIndianRice
SellakoftaIndianMalai KoftakoftaIndianVeg
KoftaMasalaIndianMasalaChoppedMasalaTandoorMasala
TandoorDryMasalaTandoorMasala
TandoorRoastMasalaIndianStar AniseGrindAllAllMutton
KeemaPakodaChineseMushroomPakodaPaneerPaneerCubePanee
rPaneerFine
ChopPaneerPaneerPakodaPaneerPaneerFryPaneerPaneerPasanda
CutPaneerPaneerTikka CutPaneerPaneerMashRiceIndianRice
basmatiBoilRiceChineseRice
SellaBoilSauceBBQSauceSauceButterMeltedSauceChili
SauceSauceSauceChilli OilOilSauceChipotleSauceSauceCilantro
YougurtSauceSauceDynamiteSauceSauceGarlic
ButterMeltedSauceGreen SauceSauceSauceMayo
SauceSauceSauceMint FreshSauceSauceMomo
SauceSauceSaucePeanut Dumpling sisterSauceSaucePizza
SauceSauceSauceRanch WhiteSauceSauceRed ColorSauceSpicy
TomatoSauceSauceSweet Chilli SauceSauceSauceTeriyaki
SauceSauceTandoorTandoorSoya Chaap
BoilTandoorTandoorSoya Chaap MasalaVegVegBlack
MushroomHydrateVegVegBread
CrumbsDryVegVegCabbageFine
ChopVegVegCabbageJulienneVegVegCabbageQuarterVegVegC
abbageQuarter LrgVegVegCarrotFine
ChopVegVegCarrotJulienneVegVegCarrotCubeVegVegCucumbe
r PickleVegVegDhaniyaFine ChopVegVegGarlicFine
ChopVegVegGarlicCrushVegVegGarlicFryVegVegGarlic
SliceVegVegGingerLong
SliceVegVegGingerJulienneVegVegGinger Fine
ChopVegVegGinger GarlicPasteVegVegGreen BeansFine
ChopVegVegGreen BeansJulienneVegVegGreen BeansMix
VegVegVegGreen ChilliFine ChopVegVegGreen ChilliLong
SliceVegVegGreen PepperFine ChopVegVegGreen

PepperSliceVegVegGreen
PepperQuarterVegAllHerbWashVegVegMushroomFine
ChopVegVegMushroomQuarterVegVegMushroomSliceVegVeg
MushroomfryVegVegMushroomPakodaVegVegMushroomFullV
egVegOnionFine
ChopVegVegOnionQuarterVegVegOnionHalfVegVegOnionSlice
VegVegOnionLrg SliceVegVegOnionFryVegVegOnionSaute
SarsonVegVegOnionRingVegVegPotatoFingerVegVegPotatoCu
beVegVegPotatoWedgeVegVegPotatohalfVegVegPotatoHalf
DownVegVegPotatoDum AlooVegVegRed
ChilliHydrateVegVegRoasted PeanutFryVegVegSpring
OnionFine ChopVegVegSpring OnionJulienneVegVegSpring
Onion StemHalfVegVegSweet Potato WedgeAllAllMix
VegVegVegTomatoBoilVegVegTomatoGrindVegVegTomatoFin
e
ChopVegVegTomatoQuarterVegVegTomatoSliceVegVegTomato
Puree FreshVegVegVegWashzlivezliveBaby CornLong
SliceLivezlivezliveCashewRoastLivezlivezliveColeslawLivezliv
ezliveCucumber
SliceLivezlivezliveDhaniyaGarnishlivezlivezliveGhee Tomato
Puree ButterTadkaLivezlivezlivePaneerLong
SliceLivezlivezliveRaitaLivezlivezliveSaladLiveSauceSauceVin
egaretteSauceTandoorTandoorCoalTandoorTandoorGreen
MarinadeMarinateTandoorTandoorRed
MarinadeMarinateAllTandoor/BBQGarlic ButterGarlic
BreadGarlic BreadMarinara Sauce
IngredientS.No.VendorTypeNameName
(hindi)FrequencyQtyUnitPriceTotal1BakeryBreadBread
Crumbs5pkt02BakeryBreadBrioche BunSweet
BunDaily20pcs03BakeryBreadGarlic
Bread40pcs04BakeryBreadHot Dog
Bun20pcs05BakeryBreadSesame BunTill
Bun100pcs06CKCKCK breast2.5kg07CKCKCK
Keema10kg08CKCKCK legs12pcs09CKCKCK
Sabut25pcs010CKCKCK Thigh011CKCKCK
wings3kg012DairyMilk ProductAmul Cream

LiquidDaily3pcs013DairyMilk ProductButter
100gmDaily12pcs014DairyMilk ProductCheese
SliceDaily2pkt015DairyMilk ProductChenna016DairyMilk
ProductCream CheeseDaily2box017DairyMilk
ProductDalda5kg018DairyMilk ProductGhee
Desi3kg019DairyMilk ProductKhoyaDaily1Kg020DairyMilk
ProductMilkDaily2.5kg021DairyMilk ProductMozarella Cheese
500gDaily1pkt022DairyMilk
ProductPaneerDaily6kg023DairyMilk
ProductYogurtDahiDaily5kg024GoodbakeryFrozenHot Dog
CKWeekly 2pkt025GoodbakeryGeneralBrown
Sugar2kg026GoodbakeryHerbMint
Dry5bottle027GoodbakerySauceGreen curry
paste50028GoodbakeryHerbRosemary5bottle029GoodbakeryFro
zenHot Dog Mutton030GoodbakeryFrozenHot Dog
Veg031GoodbakeryHerbThyme
5bottle032GoodbakeryNoodlesWai Wai
packall10pcs1010033GoodbakerySauceAmerican
Mustard1bottle696934GoodbakerySauceBBQ
Sauce1bottle035GoodbakerySauceCapisco
Chilli5bottle036GoodbakerySauceHP
Sauce5bottle037GoodbakerySauceTom Yum
paste60038GoodbakerySauceMarinara
Sauce1bottle039GoodbakerySauceTeriyaki
Sauce2bottle15030040GoodbakerySauceWorchestire
Sauce5bottle4522541GuptaNoodlesNoodlesChowmein6pkt042G
uptaSauceGreen Chilli Sauce Calcutta043GuptaSauceGreen
Chili Sachet3pkt044GuptaSauceGreen Chilli
Sauce2can045GuptaSauceKetchup
Sachet3pkt046GuptaSauceMayonnaise
White5pkt047GuptaSauceSoya
Sauce2can048GuptaSauceTomato
Sauce3can049GuptaSauceVinegar2can050Khateeb BhaiVeg
FreshEggDaily3carton051MuttonMuttonMutton
Chop052MuttonMuttonMutton
Boneless1kg053MuttonMuttonMutton

Keema6kg054PlasticGeneralSilver Container
large100pcs055PlasticGeneralSilver Container
small100pcs056PlasticGeneralSauce
container100pcs057PlasticGeneralIndian Plastic
Tall100pcs058PlasticGeneralIndian Plastic
Small100pcs059PlasticGeneralCarry Bag
Large100pcs060PlasticGeneralSauce Panni for Veg
Packing100pcs061PlasticGeneralBrown Bag
Large100pcs062PlasticGeneralCarry Bag
Small100pcs063RationMasalaBombay Biryani
Masala064PlasticGeneralRubber
Band100pcs065RationMasalaChanna Ashok Masala
066PlasticGeneralBrown Bag
Small100pcs067RationCannedBaby
Corn5can068RationCannedCherry2can069RationConfectionaryC
hips070RationDaalChola071RationCannedFruit
Cocktailtandoor5can072RationCannedPineapple5can073RationC
annedSweet Corn Can5can074RationCannedCoconut
milk075RationCerealNutrella
Crushed5pkt076RationMasalaCoconut powder
wet077RationCerealCornflakes078RationFlourCornmeal079Plas
ticGeneralDisposable Plate Big080PlasticGeneralDisposable
Spoon/fork081PlasticGeneralDisposable Plate
Small082RationColorGreen Color1can083RationColorRed
Color5can084RationColorYellow
Color5can085RationCondimentAchaar Mix
5kg1can086RationCondimentBhoondi500gm087RationCondime
ntGulab
Jal2bottle088RationCondimentHoneyShahed2kg089RationCondi
mentItar5pcs090RationCondimentKevda2bottle091RationDaalD
aal Arhar5kg092RationDaalDaal Chana5kg093RationDaalDaal
Rajma5kg094RationDaalDaal Urud Black
Sabud5kg095RationDaalMix5kg096RationDried
FruitCashewKaju1Tin097RationDried
FruitKishmish500gm098RationDried VegMushroom
Black1pkt099RationFlourAll purpose

FlourMaida1bori0100RationMasalaKadi
Patta0101RationFlourArrarote1bori0102RationFlourBesanBesan
10kg0103RationFlourFlourAtta1bori0104RationGeneralCling
Foil 722pcs0105RationGeneralSilver Foil
722pcs0106RationGeneralTooth
pick10pcs0107RationMasalaKhus Khus0108RationGeneralWax
Paper1Roll0109RationGeneralJhuna
Steel5pcs0110RationGeneralJhuna
Plastic5pcs0111RationMasalaLemon
Powder0112RationGeneralNirma5kg0113RationGeneralDuster
Kitchen 12x1220pcs0114RationSauceMayonnaise
Red0115RationGeneralDuster Pocha
18x1820pcs0116RationGeneralPocha
24x244pcs0117RationGeneralSeekh
Broom3pcs0118RationGeneralphenyl5ltr0119RationCerealOats
Powder0120RationCerealOats sabud0121RationCannedOlive
Black0122RationCannedOlive
Green0123RationMasalaAjinamoto10pkt0124RationMasalaBaki
ng Powder250gm0125RationMasalaBlack
Pepper1kg0126RationSaucePasta
Sauce0127RationMasalaChicken Ashok Masala
100gm10pcs0128RationSaucePizza
Sauce0129RationMasalaChicken MDH Masala
100gm5pcs0130RationMasalaCinnamon Powder
Keva5bottle0131RationMasalaCinnamon
Sabud250gm0132RationMasalaCoconut powder
dry3kg0133RationMasalaDeghi Mirch
100gm10pcs0134RationMasalaDhaniya Powder
100gm10pcs0135RationMasalaDhaniyah
Sabud1kg0136RationMasalaElaichi
500gm0137RationMasalaElaichi
Bari500gm0138RationMasalaElaichi
Powder250gm0139RationMasalaGaram Masala
100gm10pcs0140RationMasalaSicuan0141RationMasalaGarlic
Powder keva3bottle0142RationMasalaSindhi Biryani Masala
0143RationMasalaHaldi2kg0144RationMasalaJaifal250gm0145

RationMasalaJavitri250gm0146RationMasalaKala
Namak1kg0147RationMasalaKashmiri Mirch
100gm10pcs0148RationMasalaKasturi
Methi1kg0149RationMasalaKhara Masala Sabud
Mix500gm0150RationMasalaKhatai500gm0151RationMasalaKit
chen
King10pkt0152RationMasalaLong250gm0153RationMasalaMag
az5kg0154RationMasalaMeat Ashok Masala
100gm10pcs0155RationMasalaZeera
Shahi0156RationMasalaOregano Powder5bottle0157Spl Veg
FreshVeg FreshBasil Fresh0158Spl Veg
FreshFrozenGalanga0159Spl Veg FreshVeg FreshKaafir
lime0160Spl Veg FreshHerbLemon
Grass0161RationMasalaOregano
Sachet1pkt0162RationMasalaRaita Masala
100gm5pcs0163RationMasalaRed Chilli Powder2kg0164Spl
Veg FreshVeg FreshTofu0165Spl Veg FreshVeg
FreshZucchini0166RationMasalaRed Chilli Sachet1pkt0167Veg
FreshVeg FreshBrinjal 0168Veg FreshVeg
FreshBrocolli0169RationMasalaRed Dry
Chilli5kg0170RationMasalaSabzi Ashok Masala
100gm10pcs0171RationMasalaSalt10kg0172RationMasalaSalt
Pink5bottle0173RationMasalaStar AniseStar
Phool500gm0174RationMasalaSugar5kg0175RationMasalaTej
Pata250gm0176RationMasalaWhite
Pepper1kg0177RationMasalaWhite SesameSafed
Till1kg0178RationMasalaYeast1bottle0179RationMasalaZeera1
kg0180RationOilMustard Oil bail koluKarwa
Tel5ltr0181RationOilOlive
Oil1bottle800800182RationOilRefined
Oil3Tin0183RationOilSesame
Oil1bottle0184RationRiceBasmati Rice
25kg1bori0185RationRiceRice Double Pigeon
25kg1bori0186RationRiceStaff
Rice1bori0187RationSauceLemon
Juice10bottle0188RationSauceTomato Puree5pkt0189Spl Veg

FreshHerbBasil5bottle0190Spl Veg FreshSpl Veg
FreshLettuce1pc0191Spl Veg FreshVeg
FreshMushroom12pkt0192Spl Veg FreshVeg FreshSoya
Chaap1.5kg0193Veg FreshVeg FreshBeans5kg0194Veg
FreshVeg FreshCabbagePata Ghobi20pcs0195Veg FreshVeg
FreshCapsicum Green12kg0196Veg FreshVeg
FreshCarrot10kg0197Veg FreshVeg FreshCoriander
Fresh3kg0198Veg FreshVeg FreshCucumber10pcs0199Veg
FreshVeg FreshGarlic5kg0200Veg FreshVeg
FreshGinger5kg0201Veg FreshVeg FreshGreen Chilli
Fresh2kg0202Veg FreshVeg FreshGreen Peas 5kg1pkt0203Veg
FreshVeg FreshLemon 3kg0204Veg FreshVeg FreshMint
FreshPodina3kg0205Veg FreshVeg FreshOnion25kg0206Veg
FreshVeg FreshOrange2kg0207Veg FreshVeg
FreshPotatoAloo20kg0208Veg FreshVeg FreshRed Chilli
Fresh1kg0209Veg FreshVeg FreshSpring OnionHara
Pyaaz2kg0210Veg FreshVeg FreshTomato
Fresh15kg0PlasticGeneralDisposable Bowl0siracha0
Ration
Serving
PlatesS.No.CategoryNamePriceQtyTotal1SoupBowl482SoupTra
y483SoupSpoon484Momo/Spring/etcRectangle Plate
M150/2005TandoorRectangle Plate
L126Chow/wai/hcpChowmein Plate507Chutney Bowl
S150/2008Chutney Bowl M1009CH/ContiCHIFried Rice /
Noodle Bowl7210Tray2011Indian Karai612Indian
Handi1213Indian Dish4814Roti Basket2415Service
Spoon7216Biryani Bowl17Raita Bowl1218Salad
Plate1219Spoon7220Fork7221Knife1222Staff Thali1223Plate
Haddi1224Plate4825Glass48
Serving
PackingNameTypeSilver Container largeSilver Container
smallSauce containerIndian Plastic TallIndian Plastic

SmallCarry Bag LargeSauce Panni for Veg PackingBrown
BagCarry Bag SmallRubber Band
Nice Touch Hygiene
Nice Touch Hygiene is a company which produces tissues and
supplies hygienic products like sanitizers, hand wash, waste
baskets, cleaning equipment and chemicals. They are the
distributers of TTS Italy and an exclusive distributer of Jofel
Dispensers. Nice Touch produces a large variety of tissues; such
as face tissues, wet tissues, toilet papers, hand towels etc. The
main objective of the company is to produce quality products
and create a value in the minds of their customers. Nice Touch
serves both the B2B and B2C customers.
B2B customers: Facility management, cleaning companies,
retailers as well as other selective tissue company brands by
producing tissues to be sold under their respective brands.
B2C customers: Five-star, three star and four-star hotels,
restaurants.
The above customers which the company serves now are called
away from home market, which means these are the products
which customers cannot get from a grocery store or
hypermarkets for personal use. The products are supplied with a
contract of two years with their customers
Future Goals (entering home market)
Nice Touch has plans of entering the home market, making their
products available to customers, by supplying it to the grocery
stores and hypermarkets. By entering this market, they will be
exposed to various threats due to high competition. The target
segments for this market are both the premium customers and
the economy customers. The company will approach the
premium customers with specially designed and well-presented
tissue boxes and the economy customers will be presented with
simple tissue boxes with smaller size tissues without
compromising on the quality, making it available for the
customers at a lower price.
Cost structure

· Salaries of 60 staff
· Machine depreciation and maintenance
· Rent (one showroom and two stores)
Promotional activities
Offering gifts and vouchers annually to the employees of the
businesses where Nice Touch Products are bought and used, to
enhance customer relations.
Marketing
· Advertisements
· Personal selling
Competition
· Gulf Paper Industry
· Jasoor Factory
· National Paper Industry.
Flash Rent a car WLL.
Flash rent a car provides rentals of a large variety of vehicles;
Sedans, SUV’s, Pick up’s, vans and Buses. These rentals are
provided to the customers with or without drivers based on their
requirements. The company provides quality services by
providing their customers with on time car maintenance and
replacement of cars in case of accidents or car breakdowns. The
firm provides vehicles of Toyota, KIA, Honda and Nissan.

The firm focuses on B2C, there are different types of services
they offer, which are:
· Spot rentals for Individuals: Spot rental means renting out to
individuals on day to day basis. The car will be rented out by
securing an advance and the passport of the individuals.
· Monthly/Weekly: Renting vehicle to customers on weekly or
monthly basis according to customer demand.
· Car leasing to companies: Providing vehicles on annual bases
or with a contract of two years.
Customer Complaints
Customer care is a very important factor in this industry since
the firms with better customer service has the competitive
advantage. The complaints received by the customers are
normally regarding vehicle breakdown or vehicle problems and
the complaints should be dealt with no time delay by
replacement or fixing the complaints. The operations
department of Flash Rent a Car is always available to the
customer’s, resolving customer complaints.
Offers
· Commission on reference
· Discount on long term contracts
Variables/ factors considered in pricing
· Market study
· Vehicle price
· Cost of maintenance
· Resale value
Marketing
· Advertisements- Qatar Living, Facebook, Newspapers and
WhatsApp, Emails.
· Website- Is an identity of the firm, it helps people to get their
contacts details, location and the services they offer.
· Direct Sales- visiting clients
CRM- customized software for vehicle tracking.
Other Income
As per the law in Qatar, rent a car companies can only rent out
cars which are less than five years old. After five years these

cars will be sold which is another income for the company.
PROJECT GUIDELINES
The guidelines below will be updated whenever deemed
necessary. General
Project Subjects
· The ultimate purpose of the project is to show the ability of
the students to link the concepts studied in the chapter 9 with
the real‐world.
· The subject of the project must be clearly related to the
selected chapter. It does not have to cover the whole chapter,
but it is expected to relate to the most important concept(s) in
the chapter. The subject is also expected to be relevant to Qatar.
· Each group a case project (please note that the case project is
different from the case analysis). o
· o A case is a description and a resolution of a problem related
to some of the concepts in the chapter. The ideal is to have a
real problem (from a real situation); but it is acceptable to
invent an imaginary one as long as it is realistic. The problem
can also be based on a case from the literature (which must be
duly cited).
· The case is necessarily related to Qatar
Important Notes
All groups are expected to:
· Read these guidelines very carefully before starting the
project.
· Read the whole chapter (especially the examples and the
cases) in the book (not just rely on the slides) before starting
the project.
· Include in the presentation as well as in the report a title page
that provides: o Course name, course code and section number
o Chapter number and title o Title of the project o Name and ID
number of each student in the group (the names have to be in

the same order as the presentation; the first name is that of the
student that presents the first part, the second name is that of
the student that presents second, etc…)
o Date of the presentation
· Make the presentation file (whether video or slides) available
to the instructor and the students at least 12 hours before the
start of the class.
· Limit the presentation, in terms of time, to around 15 to 20
minutes.
· Have all the students of the group participate equally in the
presentation and in answering the questions.
· 750‐1,000 words for case projects.
· Submit the report using SafeAssign no later than one week
after the presentation (Only one student in each group should
submit the project on behalf of the entire group)
· Tell whether the same project has been or will be used for a
different course (Failing to provide this information will be
considered as plagiarism).
· Provide the references for the data in order to ensure
verifiability thereof. Grading Criteria
· The presentation is out of 7 points while that of the report is
out of 5.
· The grading scheme for the group presentation is as follows:
Criterion
Weightage
How successful were the students in describing the application
of some of the chapter concepts in a real‐world organization?
100
How good was the delivery? How clear, how organized, and
how coherent was it?
10
How informative was the video? How clear was it? How
understandable was it? How interesting and how original was it?
30
To what extent is the video related to the chapter? How
successful were the students in proving their ability to

effectively explain the concepts studied in the chapter?
30
· The grading scheme for the report is as follows:
Criterion
Weightage
How successful were the students in describing the application
of some of the chapter concepts in a real‐world organization?
100
How well‐written, clear, organized, and coherent is the report?
15
To what extent does the report explain the video?
15
To what extent does the report show the relation of the video to
the chapter?
20 Case Projects
Deliverables
This type of project has two deliverables: a presentation and a
report.
· Both the presentation and the report must include two major
parts (clearly separated): o The problem: This part is a
description of the problem faced by the organization from the
perspective of non‐technical persons.
o The solution: This part is the solution proposed by the group
to the problem. It is like a technical report to be presented to
the company.
· In the presentation part, the students introduce their project,
present their slides (see Appendix B), and answer the questions
of the other students and the instructor.
· The report is a Word document whose content must introduce
the organization, describe the project, explain how the data
were obtained, and provide the references. However, the most
two important parts are the presentation of the problem and the
solution proposed.
Grading Criteria

· The presentation is out of 5 points while that of the report is
out of 7.
· The grading scheme for the group presentation is as follows:
Criterion
Weightage
How successful were the students in proving their ability to
effectively apply the concepts studied in the chapter to a
real‐world situation?
100
How good was the delivery? How clear, organized, and coherent
was the presentation?
10
How pertinent are the data? How reliable are they? How
realistic is the problem? To what extent is it related to Qatar?
How interesting and how original is the problem? To what
extent is it related to the chapter?
20
How suitable is the solution? How convincing is it? To what
extent was the course helpful in finding the solution?
20
· The grading scheme for the report is as follows:
Criterion
Weightage
How successful were the students in proving their ability to
effectively apply the concepts studied in the chapter to a real‐
world situation?
100
How well‐written, clear, organized, and coherent is the report?
25
How pertinent are the data? How reliable are they? How
realistic is the problem? To what extent is it related to Qatar?
How interesting and how original is the problem? To what
extent is it related to the chapter?
20
How suitable is the solution? How convincing is it? To what
extent was the course

25
helpful in finding the solution?
Appendix A: Group Work Contribution Policy
· To ensure more equity in the grading of group works (projects,
cases, etc…), each group with variation in the contribution of
its members is required to complete the contribution form.
· This form is not required if all the members of the group agree
that they contributed equally to the work.
· The grade of each member within the group depends on his/her
contribution.
· The sum of all the contributions must equal 100%.
· Although it is better to reach a consensus, this may not be
possible all the time. In such a case, the group can submit more
than one form with one being completed by two or three
students, for example, while the other one being completed by
the other member(s) of the group. However, no student is
allowed to approve more than one form.
· The form has to be sent by email by one of the students of the
group the same day of the submission of the work on Bb. The
student who sends the form is required to copy (cc) all the
students who approved it.
· If the members of the group agree on getting the same grade
they don’t have to complete any contribution form.
· The contribution form is as provided below:
Project Contribution Form
Student Number
Student Name
Contribution in %

Total
100% Appendix B: Dynamic Delivery
For a dynamic delivery, the students presenting their project
should try to:
· Avoid overloaded slides; try to have 10 to 15 slides, 5 to 10
bullets per slide, and 5 to 10 words per bullet.
· Stand up tall and straight, stand on both feet, and move
naturally, but not too much.
· Gesture when appropriate.
· Speak naturally and conversationally.
· Use an outline for the presentation.
· Have their notes ready, but not to depend on them.
· Use short sentences for emphasis, longer sentences for
explanation and discussion.
· Be dynamic in their delivery.
· Talk to the audience communicatively (establishing eye
contact).
Profit Crisis in the Restaurant Business
A leading Pakistani Cuisine Restaurant in Qatar, Qutba, faced
issues with cash flow and profitability. Further investigation
with the restaurant owner revealed poor inventory management
and wastage. While trying to salvage the situation, the
restaurant owner tried various methods to tackling inventory
management issues but always ended up affecting the quality of
the food. Reverting back the quality, reduced the profits and
created cash flow problems. The specific issues faced by the
restaurant owner are discussed below
Issues related to Inventory control and wastage faced by the
restaurant are as follows:
1. Issues with availability of fresh produce, meats and poultry:
The vegetable markets and wholesaler of meats and poultry are
at a far distance from the restaurant location and operate within

certain hours. The delivery schedule from the wholesalers are
limited and are not able to provide on demand.
2. Issues with wastage at end of service: The restaurant faced
issues with having to throw both cooked and fresh ingredients at
end of service every night. Being a full service restaurant, a
long menu leads to having to prepare for every item on the
menu. The demand however cannot be accurately predicted.
While there is an element of process while preparing the final
product, it is continuous and short. The inventory cannot be
divided into raw material, work in progress and finished good.
This is especially the case due to the fact that this is not a
“McDonald” style, quick service restaurant. Every dish is
prepared fresh on order. Analyzing the restaurant industry in
Qatar, especially in context of material availability and
logistics, the type of inventory category it falls under is
operational inventory.
Since the inventories lead time is one day for almost all
ingredients, cycle and pipeline categories do not fit in the
restaurant industry. However, Safety and Anticipatory
inventories need to be stocked for emergency or unexpected
demand. Since this is a “make to order” restaurant and there is
no significant ordering costs, Economic Order Quantity does not
particularly apply in this scenario.
With the above constraints in mind, an ABC analysis was
recommended to accurately stock and create the possibility for
repeatability of ingredients. The list of inventory items and the
costs was analyzed to find items for closets attention and
tightest control. With this information, four areas of
improvements was recommended to the restaurant owner as
follows:
1. Sales Forecast: It was recommended to analyze daily sales
from previous years in an attempt to create a weekly forecast.
Similarly, Analyze months with greater sales and special
occasions like New Years, Ramadhan and Eid holidays. The
sales forecast will help identify the quantity of ingredients to be
ordered. To do this, recipe management is necessary.

2. Recipe Management: An as accurate as possible, every
ingredient for every item on the menu needs to be calculated.
The idea is to as accurately as possible maintain inventory, in
an effort to avoid wastage but at the same time maintain the
quality levels.
3. Mass Order discounts: Negotiate mass order discounts with
vendors and wholesalers to reduce unit cost on ingredients
while keeping in mind storage cost, wastage and freshness of
the produce.
4. Re-Order levels: In an effort to reduce the complexity of
calculating when to re-order, create bins of the size of
appropriate stock that needs to be maintained. Create visual
markers to accommodate lead times for all ingredients.
The above recommendations will provide fruit only when they
are constantly reviewed for effectiveness and efficiency. Every
business has its own set of quality standards, customer
satisfaction standards and expectation of profits. The restaurant
industry is particularly challenging due to the fact that entry
barriers are minimum and what is in fashion today may not be
the choice of customers tomorrow. The additional challenge is
Pakistani/Indian cuisine is that they have an extensive menu.
The extensive menu is extremely ingrained into the psychology
of the customers. This results into a downward spiral for
restaurants, where they are trying desperately to create profits,
while the inventories eat up the profits.

My suggestion about the case formation
First part of the case
1. We can start the case with the problems that are directed by
the restaurants in general and their need to fresh food and
because food generally has a specific expiration date ... I wrote
already two up but we can add more e important questions for
the case : 1 - the quantity we need to provide 2 - when we need
to provide
2. Also one of the problems: pressure of small inventions and
The points on page 340 We can apply which suitable for the
restaurants
3. Also we can talk about the type of inventory. In the
restaurants
*The second part*:
Solution
s / Be the answer to quantity and time ..
I think it is possible to analyze the Excel sheet and see the more
requested dishes in the restaurant and its components .. and
choose it as an example of the solution to the restaurant.

We can choose a technique or more of the operational
inventories ...Or EOQ if they are used for the restaurant!
Or continue review system In this case, I think the second type
for the demands to be Variable or the third for the Demands and
the time are Variable Or we can use the Q system
I think this is the most appropriate way to calculate them and to
know the quantitative result and the time we need each request
...
*Note*:
The Excel is the one in which it is written, in which the
invoices are as an example of the dimension, and in it the
ingredients for some dishes ... so be the source of analysis of
the data for us because we give it to Dr ..
#include <string.h>
void StoreInputToChar2DArray(char str[], char args[][100],
char seperator)
{

int startIndexCopy = 0; // Starting index of str to start
copying string into args[]
int indexToCopyTo = 0; // Which index of args[] to copy to
int lastIndex = 0; // Know when to start copying string for
each space sepearted strings
int charFound = 0;
int lastWasSpace = 0;
// Begin processing user input
for(int i = 0; i < strlen(str)+1; i++)
{
// Copy everytime a char is found
if(str[i] == seperator)
{

if(indexToCopyTo == 0)
{
strncpy(args[indexToCopyTo], str+startIndexCopy, i-
lastIndex);
strcat(args[indexToCopyTo], "0");
// Remove spaces before and after string
int lastCharIndex;
for(int j = strlen(args[indexToCopyTo])-1; j >= 0; j--
)
{
if(args[indexToCopyTo][j] == ' ')

{
args[indexToCopyTo][j] = '0';
}
else
{
lastCharIndex = j;
break;
}
}
int removeSpaceSpot = 0;
int endStartSpace = 0;

for(int j = 0; j < lastCharIndex+1; j++)
{
if(args[indexToCopyTo][j] != ' ')
{
endStartSpace = 1;
}
if(endStartSpace == 1)
{
args[indexToCopyTo][removeSpaceSpot] =
args[indexToCopyTo][j];
removeSpaceSpot++;
}

if(j == lastCharIndex)
{
args[indexToCopyTo][removeSpaceSpot] = '0';
}
}
}
else
{
lastIndex-1);

int lastCharIndex;
)
{
{
}
else
{
lastCharIndex = j;

break;
}
}
{
{
endStartSpace = 1;

}
{
removeSpaceSpot++;
}
{
}
}

}
indexToCopyTo++;
startIndexCopy = i+1;
lastIndex = i;
charFound = 1;
}
// Also copy the last string
if(str[i] == '0')
{
if(charFound == 1)
{

lastIndex-1);
int lastCharIndex;
)
{
{
}

else
{
lastCharIndex = j;
break;
}
}
{

{
endStartSpace = 1;
}
{
removeSpaceSpot++;
}
{

}
}
}
else
{
lastIndex);
int lastCharIndex;

)
{
{
}
else
{
lastCharIndex = j;
break;
}

}
{
{
endStartSpace = 1;
}

{
removeSpaceSpot++;
}
{
}
}
}
indexToCopyTo++;

lastIndex = i;
}
}
// Put "0" as the last element to know when to stop searching
array
strcpy(args[indexToCopyTo],"0");
return;
}
void StoreInputToChar2DArray2(char str[], char args[][100],
char seperator)
{

int startIndexCopy = 0; // Starting index of str to start
copying string into args[]
int indexToCopyTo = 0; // Which index of args[] to copy to
int lastIndex = 0; // Know when to start copying string for
each space sepearted strings
int spaceFound = 0;
// Begin processing user input
for(int i = 0; i < strlen(str)+1; i++)
{
// Copy everytime a char is found
if(str[i] == seperator && str[i+1] != ' ')
{

if(indexToCopyTo == 0)
{
lastIndex);
indexToCopyTo++;
spaceFound = 1;
}
else
{
lastIndex-1);
indexToCopyTo++;

spaceFound = 1;
}
lastIndex = i;
}
if(str[i] == seperator && str[i+1] == ' ')
{
lastIndex += 1;
}
// Also copy the last string

if(str[i] == '0')
{
if(spaceFound == 1)
{
lastIndex-1);
indexToCopyTo++;
}
else
{
lastIndex);

indexToCopyTo++;
}
lastIndex = i;
}
}
// Put "/0" as the last element to know when to stop searching
array
strcpy(args[indexToCopyTo], "0");
return;
}

void ClearCharArrays(char args[][100], char* args2[], char
str[], int strSize)
{
for (int i = 0; i < 100; i++)
{
memset(args[i], 0, sizeof(args[i]));
}
memset(str, 0, sizeof(char) * strSize);
for (int i = 0; i < 100; i++)
{
args2[i] = '0';
}

return;
}
#ifndef HEADER_H
#define HEADER_H
#include <stdio.h>
#include <stdlib.h>
#include <string.h>
#include <unistd.h>
#include <fcntl.h>
#include <sys/wait.h>

#include <sys/types.h>
#include <sys/file.h>
void StoreInputToChar2DArray(char str[], char args[][100],
char seperator); // Seperate the commands seperated by a
semicolon
void StoreInputToChar2DArray2(char str[], char args[][100],
char seperator); // Converts each command into a 2d array
void ClearCharArrays(char args[][100], char* args2[], char
str[], int strSize); // Clear character arrays for next user input
#endif
#include "header.h"

int main()
{
while(1)
{
char args[100][100]; // Semicolon seperated input goes
here
char str[512]; // Read in input into here
pid_t pid; // For executing commands with a child
process
int usedChild = 0; // Flag for checking if child process
was used for command
int numArrEle = 0; // For keeping track of how many
space sepearted strings there are in a command

// Ask and take in user input
printf("prompt> ");
fgets(str, 513, stdin);
// Removes the newline character from fgets
int ln = strlen(str)-1;
if (str[ln] == 'n')
{
str[ln] = '0';
}
StoreInputToChar2DArray(str, args, ';'); // Seperate
semicolon seperated input

// Run loop based on number of commands and execute
each one
for(int i = 0; i < 100; i++)
{
// Don't run command if it's whitespace
if(strcmp(args[i], "0") == 0)
{
continue;
}
char args2[100][100]; // Passed into the exec()
functions, after converting to char pointer array
char* args3[100]; // This is what is passed into the

exec() functions
StoreInputToChar2DArray2(args[i], args2, ' '); //
Seperate space seperated input
// Store 2d array into the char pointer array
for (int j = 0; j < 100; j++)
{
if (strcmp(args2[j], "0") == 0) // Let's us know when
to stop searching array
{
numArrEle = j;
args3[j] = NULL;
break;

}
args3[j] = args2[j];
}
// Run built in "cd" command
if(strcmp(args3[0], "cd") == 0)
{
if(args3[1] == NULL)
{
char argument[50] = "/home/";
char* name = getenv("USER");
strcat(argument, name);

if(chdir(argument) == -1)
{
perror("chdir error");
}
}
else
{
if(chdir(args3[1]) == -1)
{
perror("chdir error");
}
}

}
// Run I/O redirection
else if(numArrEle > 2 && (strcmp(args3[numArrEle-2],
">") == 0 || strcmp(args3[numArrEle-2], "<") == 0))
{
// Output redirection
if(strcmp(args3[numArrEle-2], ">") == 0)
{
// Open file descriptor
int fd = open(args3[numArrEle-1],
O_RDWR|O_CREAT, 0644);
int stdOut = dup(1);

if(fd == -1 || stdOut == -1)
{
perror("open error");
exit(EXIT_FAILURE);
}
dup2(fd, 1);
close(fd);
args3[numArrEle-2] = NULL;
// Now run command and output to file
pid = fork();
usedChild = 1;

if (pid > 0)
{
// Wait for child process to finish before
prompting user for input again
wait((int*)0);
}
else if (pid == 0)
{
// Command is executed using execvp()
if (execvp(args3[0], args3) == -1)
{
printf("%s: command not foundn",

args2[0]);
break; // Break child process so it won't
loop
}
}
else
{
perror("fork errorn");
}
// Restore stdout
dup2(stdOut, 1);
close(stdOut);

}
// Input redirection
else if(strcmp(args3[numArrEle-2], "<") == 0)
{
// Open file descriptor
int fd = open(args3[numArrEle-1],
O_RDWR|O_TRUNC|O_CREAT, 0644);
int stdIn = dup(0);
if(fd == -1 || stdIn == -1)
{
perror("open error");
exit(EXIT_FAILURE);

}
dup2(fd, 0);
close(fd);
args3[numArrEle-2] = NULL;
// Now run command using file as input
pid = fork();
usedChild = 1;
if (pid > 0)
{

wait((int*)0);
}
else if (pid == 0)
{
{
printf("%s: command not foundn",
args2[0]);
break; // Break child process so it won't
loop
}
}

else
{
}
// Restore stdout
dup2(stdIn, 0);
close(stdIn);
}
}
// Run all other commands
else

{
pid = fork();
usedChild = 1;
if (pid > 0)
{
wait((int*)0);
}
else if (pid == 0)
{

{
printf("%s: command not foundn", args2[0]);
break; // Break child process so it won't loop
}
}
else
{
}
}
// Clear arrays
int strSize = strlen(args[i]);

ClearCharArrays(args2,args3,args[i],strSize);
}
if (pid == 0 && usedChild == 1)
{
usedChild = 0;
break;
}
memset(str, 0, sizeof(str));
}

return 0;
}
BACKGROUND
A shell provides a command-line interface for users. It
interprets user commands and
executes them. Some shells provide simple scripting terms, such
as if or while, and
allow users to make a program that facilitates their computing
environment. Under the
hood, a shell is just another user program. The file /bin/bash is
an executable file for
the bash shell. The only thing special about your login shell is
that it is listed in your
login record so that /bin/login (i.e., the program that prompts
you for your
password)
knows what program to start when you log in. If you run "cat
/etc/passwd", you will

see the login records of the machine.
PROGRAM DESCRIPTION
GROUP COLLABORATIVE PORTION
In this assignment, you will implement the shell “engine” as the
“group” component,
where all members are responsible for the following
functionality:
A Command-Line Interpreter, or Shell
Your shell should read the line from standard input (i.e.,
interactive mode) or a
file (i.e., batch mode), parse the line with command and
arguments, execute the
command with arguments, and then prompt for more input (i.e.,
the shell prompt)
when it has finished.
1. Interactive Mode
In interactive mode, you will display a prompt (any string of
your choosing)
and the user of the shell will type in a command at the prompt.
2. Batch Mode
In batch mode, your shell is started by specifying a batch file on
its command
line. The batch file contains the list of commands that should be
executed. In

batch mode, you should not display a prompt, but you should
echo each line
you read from the batch file back to the user before executing it.
You will need to use the fork() and exec() family of system
calls. You may
2 of 8
not use the system() system call as it simply invokes the
system’s /bin/bash
shell to do all of the work.
You may assume that arguments are separated by whitespace.
You do not have
to deal with special characters such as ', ", , etc. However, you
will need to
handle the redirection operators (< and >) and the pipeline
operator (|), which
will be specified in the “individual” portion of this assignment.
Each line (either in the batch file or typed at the prompt) may
contain multiple
commands separate with the semicolon (;) character. Each
command separated

by a ; should be run sequentially, but the shell should not print
the next prompt
or take more input until all of these commands have finished
executing (the
wait() or waitpid() system calls may be useful here).
You may assume that the command-line a user types is not
longer than 512
bytes (including the 'n'), but you should not assume that there
is any restriction
on the number of arguments to a given command.
INDIVIDUAL PORTION
In this assignment, each member of the group will implement
the following components
as defined below. This means that the individual group member
responsible for each
portion MUST commit in GitLab the code that supports their
responsible area.
Built-In Commands

Every shell needs to support a number of built-in commands,
which are functions
in the shell itself, not external programs. Shells directly make
system calls to
execute built-in commands, instead of forking a child process to
handle them.
Each group member is expected to implement 1 of the following
built-in
commands.
Note that the expectation for this assignment assumes that a
group contains 4
students, but if, for some reason, a team has only 3 students,
then only 3 of the
following built-in commands would need to be supported (i.e., 1
for each group
member).
1. Add a new built-in cd command that accepts one optional
argument, a
directory path, and changes the current working directory to
that directory. If
no argument is passed, the command will change the current
working
directory to the user’s HOME directory. You may need to
invoke the chdir()

system call.
2. Add a new built-in exit command that exits from the shell
itself with the
exit() system call. It is not to be executed like other programs
the user
types in. If the exit command is on the same line with other
commands, you
should ensure that the other commands execute (and finish)
before you exit
your shell.
These are all valid examples for quitting the shell:
prompt> exit
3 of 8
prompt> exit; cat file1
prompt> cat file1; exit
3. Add a new built-in path command that allows users to show
the current

pathname list, append one pathname, or remove one pathname.
In your shell
implementation, you may keep a data structure to deal with the
pathname list.
If you do not use execle() or execve() that allows you to execute
with
your own environment variables, you will need to add it to the
“real” PATH
environment variable for executables in the path to work
correctly. The initial
value of path within your shell shall be the pathname list
contained in the
PATH environment variable. Implement the path command as
follows:
set. It should
show pathnames separated by colons. For example,
"/bin:/user/bin".
may

assume that only one pathname is added at a time.
- ./bin removes the pathname to the path variable. You
may
assume that only one pathname is removed at a time.
You may assume that there are no duplicate pathnames present,
being
added, or being deleted. You will restore your PATH
environment variable to
its original state (i.e., before your shell was invoked) when the
user exits your
shell.
4. Add a new built-in myhistory command that lists the shell
history of
previous commands run in your shell (not the bash shell). Note
that this does
not have to work with the up-arrow key as in bash, but only
with a new
myhistory command run inside your shell. You may not make
use of the

history built-in command, but instead keep track of your history
of
commands in some sort of data structure. Your myhistory built-
in command
should support a history of 20 most recent commands (i.e., this
means that
the 21st command will overwrite the 1st command, for
example). Your
myhistory command should support a couple flags: -c to clear
your
myhistory list by deleting all entries, and -e
<myhistory_number> to
execute one of your twenty myhistory commands in your list.
Redirection, Pipelining, Signal Control, and Alias Support:
1. Extend your shell with I/O redirection (mandatory for teams
of 3 or 4)
When you start a command, there are always three default file
streams open:
stdin (maps input from the keyboard by default), stdout (maps

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