Chapter 5
144 PART II + Designing the Supply Chain Network
Travel Costs ($)
State Los Angeles Tulsa Denver Seattle Number
of Trips
Washington 150 250 200 25
40
Oregon 150 250 200 75
35
California 75 200 150 125
100
Idaho 150 200 125 125
25
Nevada 100 200 125 150
40
Montana 175 175 125 125
25
Wyoming 150 175 100 150
50
Utah 150 150 100 200
30
Arizona 75 200 100 250
50
Colorado 150 125 25 250
65
New Mexico 125 125 75 300
40
North Dakota 300 200 150 200
30
South Dakota 300 175 125 200
20
Nebraska 250 100 125 250
30
Kansas 250 75 75 300
40
;c Oklahoma 250 25 125 300 55
Each consultant is expected to take at most 25 trips each year.
(a) If there are no restrictions on the number of consultants at a site and the goal is to m
ini-
mize costs. where should the home offices be located and how many consultant
s should
be assigned to each office? What is the annual cost in terms of the facility and tr
avel?
(b) If, at most, 10 consultants are to be assigned to a home office, where should the
offices be set up? How many consultants should be assigned to each office?
What is
the annual cost of this network?
(c) What do you think of a rule by which all consulting projects out of a giv
en state are
assigned to one home office? How much is this policy likely to add to cost co
m-
pared to allowing multiple offices to handle a single state?
2. Dry lee, Inc., is a manufacturer of air conditioners that has seen its demand
grow significantly.
The company anticipates nationwide demand for the year 2006 to be 180,
000 units in the
South, 120,000 units in the Midwest, 110,000 units in the East, and 100,000 un
its in the West.
Managers at Dry lee are designing the manufacturing network and have selec
ted four poten-
tial sites-New York, Atlanta, Chicago, and San Diego. Plants could have a ca
pacity of either
200,000 or 400,000 units. The annual fixed costs at the four locations are sho
wn in Table 5-6,
New York Atlanta Chicago San Diego
Annual-fixed cost
of 200,000 plant $6 million $5.5 million $5.6 million
$6.1 million
Annual fixed cost
of 400,000 plant $10 million $9.2 million $9.3 million
$10.2 million
East $211 $232 $238
$299
South $232 $212 $230
$280
Midwest $240 $230 $215
$270
West $300 $280 $270
$225
-- ---
Chapter 5
Chapter 11
Chapter 13
Supply Chain Management
STRATEGY, PLANNING, AND OPERATION
F i f t h E d i t i o n
Sunil Chopra
Kellogg School of Management
Peter Meindl
Kepos Capital
Boston Columbus Indianapolis New York San Francisco Upper Saddle River
Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto
Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo
Editorial Director: Sally Yagan
Editor in Chief: Donna Battista
Senior Acquisitions Editor: Chuck Synovec
Editorial Project Manager: Mary Kate Murray
Editorial Assistant: Ashlee Bradbury
Director of Marketing: Maggie Moylan.
A Self Sustainable Community (Human Settlement) comprising all the activity to a range of Human Scale within the neighborhood interdependent to government or policies.
A Self Sustainable Community (Human Settlement) comprising all the activity to a range of Human Scale within the neighborhood interdependent to government or policies.
Analysis of hotel design and recommendation for improvements. A case of DORSE...junaid ahmed
This case study provide the deep understanding about the issues of the design quality in hotel and how these issues can influecne on customer. also provide the recommendation for imporvements
Analysis of hotel design and recommendation for improvements. A case of DORSE...junaid ahmed
This case study provide the deep understanding about the issues of the design quality in hotel and how these issues can influecne on customer. also provide the recommendation for imporvements
BUSINESS INTELLIGENCE AND ANALYTICS RAMESH SHARDA DU.docxfelicidaddinwoodie
BUSINESS INTELLIGENCE
AND ANALYTICS
RAMESH SHARDA
DURSUN DELEN
EFRAIM TURBAN
TENTH EDITION
.•
TENTH EDITION
BUSINESS INTELLIGENCE
AND ANALYTICS:
SYSTEMS FOR DECISION SUPPORT
Ramesh Sharda
Oklahoma State University
Dursun Delen
Oklahoma State University
Efraim Turban
University of Hawaii
With contributions by
J.E.Aronson
Tbe University of Georgia
Ting-Peng Liang
National Sun Yat-sen University
David King
]DA Software Group, Inc.
PEARSON
Boston Columbus Indianapolis New York San Francisco Upper Saddle River
Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto
Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo
Editor in Chief: Stephanie Wall
Executive Editor: Bob Horan
Program Manager Team Lead: Ashley Santora
Program Manager: Denise Vaughn
Executive Marketing Manager: Anne Fahlgren
Project Manager Team Lead: Judy Leale
Project Manager: Tom Benfatti
Operations Specialist: Michelle Klein
Creative Director: Jayne Conte
Cover Designer: Suzanne Behnke
Digital Production Project Manager: Lisa
Rinaldi
Full-Service Project Management: George Jacob,
Integra Software
Solution
s.
Printer/Binder: Edwards Brothers Malloy-Jackson
Road
Cover Printer: Lehigh/Phoenix-Hagerstown
Text Font: Garamond
Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook
appear on the appropriate page within text.
Microsoft and/ or its respective suppliers make no representations about the suitability of the information
contained in the documents and related graphics published as part of the services for any purpose. All such
documents and related graphics are provided "as is" without warranty of any kind. Microsoft and/or its
respective suppliers hereby disclaim all warranties and conditions with regard to this information, including
all warranties and conditions of merchantability, whether express, implied or statutory, fitness for a particular
purpose, title and non-infringement. In no event shall Microsoft and/or its respective suppliers be liable for
any special, indirect or consequential damages or any damages whatsoever resulting from loss of use , data or
profits, whether in an action of contract, negligence or other tortious action, arising out of or in connection
with the use or performance of information available from the services.
The documents and related graphics contained herein could include technical inaccuracies or typographical
errors. Changes are periodically added to the information here in. Microsoft and/or its respective suppliers may
make improvements and/or changes in the product(s) and/ or the program(s) described herein at any time.
Partial screen shots may be viewed in full within the software version specified.
Microsoft® Windows®, and Microsoft Office® are registered trademarks of the Microsoft Corporation in the U.S.A.
and other countries. This book is not .
BUSINESS INTELLIGENCE AND ANALYTICS RAMESH SHARDA DUTawnaDelatorrejs
BUSINESS INTELLIGENCE
AND ANALYTICS
RAMESH SHARDA
DURSUN DELEN
EFRAIM TURBAN
TENTH EDITION
.•
TENTH EDITION
BUSINESS INTELLIGENCE
AND ANALYTICS:
SYSTEMS FOR DECISION SUPPORT
Ramesh Sharda
Oklahoma State University
Dursun Delen
Oklahoma State University
Efraim Turban
University of Hawaii
With contributions by
J.E.Aronson
Tbe University of Georgia
Ting-Peng Liang
National Sun Yat-sen University
David King
]DA Software Group, Inc.
PEARSON
Boston Columbus Indianapolis New York San Francisco Upper Saddle River
Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto
Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo
Editor in Chief: Stephanie Wall
Executive Editor: Bob Horan
Program Manager Team Lead: Ashley Santora
Program Manager: Denise Vaughn
Executive Marketing Manager: Anne Fahlgren
Project Manager Team Lead: Judy Leale
Project Manager: Tom Benfatti
Operations Specialist: Michelle Klein
Creative Director: Jayne Conte
Cover Designer: Suzanne Behnke
Digital Production Project Manager: Lisa
Rinaldi
Full-Service Project Management: George Jacob,
Integra Software
Solution
s.
Printer/Binder: Edwards Brothers Malloy-Jackson
Road
Cover Printer: Lehigh/Phoenix-Hagerstown
Text Font: Garamond
Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook
appear on the appropriate page within text.
Microsoft and/ or its respective suppliers make no representations about the suitability of the information
contained in the documents and related graphics published as part of the services for any purpose. All such
documents and related graphics are provided "as is" without warranty of any kind. Microsoft and/or its
respective suppliers hereby disclaim all warranties and conditions with regard to this information, including
all warranties and conditions of merchantability, whether express, implied or statutory, fitness for a particular
purpose, title and non-infringement. In no event shall Microsoft and/or its respective suppliers be liable for
any special, indirect or consequential damages or any damages whatsoever resulting from loss of use , data or
profits, whether in an action of contract, negligence or other tortious action, arising out of or in connection
with the use or performance of information available from the services.
The documents and related graphics contained herein could include technical inaccuracies or typographical
errors. Changes are periodically added to the information here in. Microsoft and/or its respective suppliers may
make improvements and/or changes in the product(s) and/ or the program(s) described herein at any time.
Partial screen shots may be viewed in full within the software version specified.
Microsoft® Windows®, and Microsoft Office® are registered trademarks of the Microsoft Corporation in the U.S.A.
and other countries. This book is not ...
BUSINESS INTELLIGENCE AND ANALYTICS RAMESH SHARDA DUjenkinsmandie
BUSINESS INTELLIGENCE
AND ANALYTICS
RAMESH SHARDA
DURSUN DELEN
EFRAIM TURBAN
TENTH EDITION
.•
TENTH EDITION
BUSINESS INTELLIGENCE
AND ANALYTICS:
SYSTEMS FOR DECISION SUPPORT
Ramesh Sharda
Oklahoma State University
Dursun Delen
Oklahoma State University
Efraim Turban
University of Hawaii
With contributions by
J.E.Aronson
Tbe University of Georgia
Ting-Peng Liang
National Sun Yat-sen University
David King
]DA Software Group, Inc.
PEARSON
Boston Columbus Indianapolis New York San Francisco Upper Saddle River
Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto
Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo
Editor in Chief: Stephanie Wall
Executive Editor: Bob Horan
Program Manager Team Lead: Ashley Santora
Program Manager: Denise Vaughn
Executive Marketing Manager: Anne Fahlgren
Project Manager Team Lead: Judy Leale
Project Manager: Tom Benfatti
Operations Specialist: Michelle Klein
Creative Director: Jayne Conte
Cover Designer: Suzanne Behnke
Digital Production Project Manager: Lisa
Rinaldi
Full-Service Project Management: George Jacob,
Integra Software
Solution
s.
Printer/Binder: Edwards Brothers Malloy-Jackson
Road
Cover Printer: Lehigh/Phoenix-Hagerstown
Text Font: Garamond
Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook
appear on the appropriate page within text.
Microsoft and/ or its respective suppliers make no representations about the suitability of the information
contained in the documents and related graphics published as part of the services for any purpose. All such
documents and related graphics are provided "as is" without warranty of any kind. Microsoft and/or its
respective suppliers hereby disclaim all warranties and conditions with regard to this information, including
all warranties and conditions of merchantability, whether express, implied or statutory, fitness for a particular
purpose, title and non-infringement. In no event shall Microsoft and/or its respective suppliers be liable for
any special, indirect or consequential damages or any damages whatsoever resulting from loss of use, data or
profits, whether in an action of contract, negligence or other tortious action, arising out of or in connection
with the use or performance of information available from the services.
The documents and related graphics contained herein could include technical inaccuracies or typographical
errors. Changes are periodically added to the information herein. Microsoft and/or its respective suppliers may
make improvements and/or changes in the product(s) and/ or the program(s) described herein at any time.
Partial screen shots may be viewed in full within the software version specified.
Microsoft® Windows®, and Microsoft Office® are registered trademarks of the Microsoft Corporation in the U.S.A.
and other countries. This book is not sp ...
BUSINESS INTELLIGENCE AND ANALYTICS RAMESH SHARDA DUChereCoble417
BUSINESS INTELLIGENCE
AND ANALYTICS
RAMESH SHARDA
DURSUN DELEN
EFRAIM TURBAN
TENTH EDITION
.•
TENTH EDITION
BUSINESS INTELLIGENCE
AND ANALYTICS:
SYSTEMS FOR DECISION SUPPORT
Ramesh Sharda
Oklahoma State University
Dursun Delen
Oklahoma State University
Efraim Turban
University of Hawaii
With contributions by
J.E.Aronson
Tbe University of Georgia
Ting-Peng Liang
National Sun Yat-sen University
David King
]DA Software Group, Inc.
PEARSON
Boston Columbus Indianapolis New York San Francisco Upper Saddle River
Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto
Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo
Editor in Chief: Stephanie Wall
Executive Editor: Bob Horan
Program Manager Team Lead: Ashley Santora
Program Manager: Denise Vaughn
Executive Marketing Manager: Anne Fahlgren
Project Manager Team Lead: Judy Leale
Project Manager: Tom Benfatti
Operations Specialist: Michelle Klein
Creative Director: Jayne Conte
Cover Designer: Suzanne Behnke
Digital Production Project Manager: Lisa
Rinaldi
Full-Service Project Management: George Jacob,
Integra Software
Solution
s.
Printer/Binder: Edwards Brothers Malloy-Jackson
Road
Cover Printer: Lehigh/Phoenix-Hagerstown
Text Font: Garamond
Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook
appear on the appropriate page within text.
Microsoft and/ or its respective suppliers make no representations about the suitability of the information
contained in the documents and related graphics published as part of the services for any purpose. All such
documents and related graphics are provided "as is" without warranty of any kind. Microsoft and/or its
respective suppliers hereby disclaim all warranties and conditions with regard to this information, including
all warranties and conditions of merchantability, whether express, implied or statutory, fitness for a particular
purpose, title and non-infringement. In no event shall Microsoft and/or its respective suppliers be liable for
any special, indirect or consequential damages or any damages whatsoever resulting from loss of use, data or
profits, whether in an action of contract, negligence or other tortious action, arising out of or in connection
with the use or performance of information available from the services.
The documents and related graphics contained herein could include technical inaccuracies or typographical
errors. Changes are periodically added to the information herein. Microsoft and/or its respective suppliers may
make improvements and/or changes in the product(s) and/ or the program(s) described herein at any time.
Partial screen shots may be viewed in full within the software version specified.
Microsoft® Windows®, and Microsoft Office® are registered trademarks of the Microsoft Corporation in the U.S.A.
and other countries. This book is not sp ...
BUSINESS INTELLIGENCE AND ANALYTICS RAMESH SHARDA DU.docxjasoninnes20
BUSINESS INTELLIGENCE
AND ANALYTICS
RAMESH SHARDA
DURSUN DELEN
EFRAIM TURBAN
TENTH EDITION
.•
TENTH EDITION
BUSINESS INTELLIGENCE
AND ANALYTICS:
SYSTEMS FOR DECISION SUPPORT
Ramesh Sharda
Oklahoma State University
Dursun Delen
Oklahoma State University
Efraim Turban
University of Hawaii
With contributions by
J.E.Aronson
Tbe University of Georgia
Ting-Peng Liang
National Sun Yat-sen University
David King
]DA Software Group, Inc.
PEARSON
Boston Columbus Indianapolis New York San Francisco Upper Saddle River
Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto
Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo
Editor in Chief: Stephanie Wall
Executive Editor: Bob Horan
Program Manager Team Lead: Ashley Santora
Program Manager: Denise Vaughn
Executive Marketing Manager: Anne Fahlgren
Project Manager Team Lead: Judy Leale
Project Manager: Tom Benfatti
Operations Specialist: Michelle Klein
Creative Director: Jayne Conte
Cover Designer: Suzanne Behnke
Digital Production Project Manager: Lisa
Rinaldi
Full-Service Project Management: George Jacob,
Integra Software
Solution
s.
Printer/Binder: Edwards Brothers Malloy-Jackson
Road
Cover Printer: Lehigh/Phoenix-Hagerstown
Text Font: Garamond
Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook
appear on the appropriate page within text.
Microsoft and/ or its respective suppliers make no representations about the suitability of the information
contained in the documents and related graphics published as part of the services for any purpose. All such
documents and related graphics are provided "as is" without warranty of any kind. Microsoft and/or its
respective suppliers hereby disclaim all warranties and conditions with regard to this information, including
all warranties and conditions of merchantability, whether express, implied or statutory, fitness for a particular
purpose, title and non-infringement. In no event shall Microsoft and/or its respective suppliers be liable for
any special, indirect or consequential damages or any damages whatsoever resulting from loss of use, data or
profits, whether in an action of contract, negligence or other tortious action, arising out of or in connection
with the use or performance of information available from the services.
The documents and related graphics contained herein could include technical inaccuracies or typographical
errors. Changes are periodically added to the information herein. Microsoft and/or its respective suppliers may
make improvements and/or changes in the product(s) and/ or the program(s) described herein at any time.
Partial screen shots may be viewed in full within the software version specified.
Microsoft® Windows®, and Microsoft Office® are registered trademarks of the Microsoft Corporation in the U.S.A.
and other countries. This book is not sp ...
Root Cause Analysis, 17 - 18 September 2014 Dubai, UAE360 BSI
Root Cause Analysis (RCA) is a methodology for finding and correcting the most important reasons for performance problems. It is different from troubleshooting and problem-solving as these disciplines typically seek solutions to specific difficulties, whereas RCA is directed at underlying issues.
Root Cause Analysis (RCA) is designed to provide the participant with the knowledge, skills and tools to begin the process of root cause assessment using selection methods and tools to complete an exploration of factors contributing to an incident.
Loss-producing events may have multiple causes and require a comprehensive approach to finding ways to break the chain of causation. Participants will gain the
ability to use RCA tools to identify potential problems and issues, complete an
analysis, and effectively communicate results and recommendations for action
planning.
BENEFITs:
Course participants will be able to :
- Develop and implement a structured incident investigations program
- Initiate and conduct an investigation
- Apply causal factor and root cause analysis for investigating process and non-process incidents
- Develop appropriate recommendations to address root causes at various levels to avoid future incidents
- Learn how to structure reports
- Practise your new skills via actual industry examples and workshops
Who should attend:
Vice Presidents, Directors, General Managers, Safety Managers, Supervisors and Engineers, HSE Professionals and Safety Auditors, Site/Plant/Factory/Operations Managers, Maintenance Engineers and Managers, Process Reliability & Quality Control Staff, Facilities Management & Training Managers
For full details, kindly download the PDF brochure or contact kris@360bsi.com
Chapter 10 Modeling and Analysis Heuristic Search Methods EstelaJeffery653
Chapter 10: Modeling and Analysis: Heuristic Search
Methods and Simulation
Learning Objectives
• Explain the basic concepts of simulation and when to
use it
• Understand the concepts and applications of different
types of simulation
• Explain what is meant by Monte Carlo and discrete
event simulation
Simulation
• Simulation is the “appearance” of reality
• It is often used to conduct what-if analysis on the
model of the actual system
• It is a popular DSS technique for conducting
experiments with a computer on a comprehensive
model of the system to assess its dynamic behavior
• Often used when the system is too complex for other
DSS techniques
Application Case 10.3
Simulating Effects of Hepatitis B
Interventions
Questions for Discussion
1. Explain the advantage of operations research methods such
as simulation over clinical trial methods in determining the
best control measure for Hepatitis B.
2. In what ways do the decision and Markov models provide
cost-effective ways of combating the disease?
3. Discuss how multidisciplinary background is an asset in
finding a solution for the problem described in the case.
4. Besides healthcare, in what other domain could such a
modeling approach help reduce cost?
Major Characteristics of Simulation
• Imitates reality and captures its richness both in
shape and behavior
• “Represent” versus “Imitate”
• Technique for conducting experiments
• Descriptive, not normative tool
• Often to “solve” [i.e., analyze] very complex
systems/problems
• Simulation should be used only when a numerical
optimization is not possible
Advantages of Simulation
• The theory is fairly straightforward
• Great deal of time compression
• Experiment with different alternatives
• The model reflects manager’s perspective
• Can handle wide variety of problem types
• Can include the real complexities of problems
• Produces important performance measures
• Often it is the only DSS modeling tool for non-structured problems
Disadvantages of Simulation
• Cannot guarantee an optimal solution
• Slow and costly construction process
• Cannot transfer solutions and inferences to solve other problems
(problem specific)
• So easy to explain/sell to managers, may lead to overlooking
analytical solutions
• Software may require special skills
Simulation Methodology
Steps:
1. Define problem 5. Conduct experiments
2. Construct the model 6. Evaluate results
3. Test and validate model 7. Implement solution
4. Design experiments
Simulation Types
• Probabilistic/Stochastic vs. Deterministic Simulation
• Uses probability distributions
• Time-dependent vs. Time-independent Simulation
• Monte Carlo technique (X = A + B)[A, B, and X are all
distributions]
• Discrete Event vs. Continuous Simulation
• Simulation Implementation
• Visual Simulation and/or Object-Oriented Simulation
Visual Interactive Simulation (VIS)
• Visual interactive modeling (VIM), also called Visual
Inte ...
Could you increase your knowledge—and raise your grade—i.docxfaithxdunce63732
Could you increase your knowledge—
and raise your grade—if you…
…used an online tutorial that assisted you with Access
and Excel skills mapped to this book?
…learned to use Microsoft’s SharePoint, the number one
organizational tool for file sharing and collaboration?
…had flashcards and student PowerPoints
to prepare for lectures?
Visit , a valuable tool
for your student success and your
business career.
www.myMISlab.com
www.myMISlab.com
INTEGRATING BUSINESS WITH TECHNOLOGY
By completing the projects in this text, students will be able to demonstrate business knowledge, application
software proficiency, and Internet skills.These projects can be used by instructors as learning assessment tools
and by students as demonstrations of business, software, and problem-solving skills to future employers. Here
are some of the skills and competencies students using this text will be able to demonstrate:
Business Application skills: Use of both business and software skills in real-world business applications.
Demonstrates both business knowledge and proficiency in spreadsheet, database, and Web page/blog creation
tools.
Internet skills: Ability to use Internet tools to access information, conduct research, or perform online
calculations and analysis.
Analytical, writing and presentation skills: Ability to research a specific topic, analyze a problem, think
creatively, suggest a solution, and prepare a clear written or oral presentation of the solution, working either
individually or with others in a group.
Business Application Skills
BUSINESS SKILLS
Finance and Accounting
Financial statement analysis
Pricing hardware anrj software
Technology rent vs. buy decision
Total Cost of Ownership (TCO) analysis
Analyzing telecommunications services anrj costs
Risk assessment
Retirement planning
Capital budgeting
Human Resources
Employee training and skills tracking
Job posting database and Web page
Manufacturing and Production
Analyzing supplier performance and pricing
Inventory management
Bill of materials cost sensitivity analysis
Sales and Marketing
Sales trend analysis
SOFTWARE SKILLS
Spreadsheet charts
Spreadsheet formulas
Spreadsheet downloading and formatting
Spreadsheet formulas
Spreadsheet formulas
Spreadsheet formulas
Spreadsheet charts and formulas
Spreadsheet formulas and logical functions
Spreadsheet formulas
Database design
Database querying and reporting
Database design
Web page design and creation
Spreadsheet date functions
Database functions
Data filtering
Importing data into a database
Database querying and reporting
Spreadsheet data tables
Spreadsheet formulas
Database querying and reporting
CHAPTER
Chapter 2*
Chapter 10
Chapter 5
Chapter 5*
Chapter 7
Chapter 8
Chapter 11
Chapter 14
Chapter 14*
Chapter 13*
Chapter 15
Chapter 2
Chapter 6
Chapter 12*
Chapter 1
Customer reservation system
Improving marketing decisions
Customer profiling
Customer service analysis
Sales lead and.
I was invited to Melbourne, Australia, to give a talk to business people on the topic of business models.
watch the full video of the talk here:
http://business-model-design.blogspot.com/2007/08/speaking-engagement-on-business-models.html
Final Research Case AnalysisTopic Implementing Cybersecurity .docxtjane3
Final Research Case Analysis
Topic: Implementing Cybersecurity in the Energy Sector
Imagine you have been hired as a security consultant for EnergyA which is an electric utility company based in the USA. The company has several locations in the U.S and is responsible for supplying a large portion of electricity for the Southeastern region in the U.S.
You have been charged with overseeing the implementation of cybersecurity best practices for EnergyA. In this course, you examined 10 design and security principles in the context of national and critical infrastructure protection. Identify any three security principles and evaluate and discuss how it can be applied to EnergyA.
Your case analysis needs to minimally address the following
· The relevance of cybersecurity in the energy sector
· Existing research on cybersecurity practices in the energy sector
· Why you are focusing on the specific three security principles
· For each security principle, identify its relevance in the energy sector
· For each security principle, identify how the principle can be implemented
· For each security principle, identify challenges presented in implementing it
· Discussion that connects your entire analysis with the topic and future principles of cybersecurity in the energy sector
Your research paper should be minimally 8 pages (double space, Font - Georgia with font size 12). The research paper needs cite at least 4 peer reviewed journal/book references.
The bibliography should be included as a separate page and is not part of the 8 page requirement. Student assignments will be run through Safe Assignment. Please ensure to check the safe assignment result prior to submitting.
You will have the chance to submit your assignment up to two times. So please submit earlier than the due date so you can check your safe assign score. If your safe assign score is more than 10 percent, you need to check your paper and make the needed updates and submit again. Text that are copied directly from outside sources without being in quotes is considered plagiarism. Please refer to the University’s academic integrity policy. If there is text in your paper from outside sources that are not referenced and in quotes, you will not receive a grade for the assignment and will be referred to the department.
The research paper should include the following components.
· Title Page (Not part of the minimum 8 page requirement)
· Abstract (quick overview in your own words of the entire content of your paper, limited to 200-350 words)
· Introduction (1-2 pages, relevance of cybersecurity in the energy sector)
· Literature Review (2-4 pages, describes the research papers that you find in reference to the topic of cybersecurity in the energy sector)’
· Cybersecurity Implementation (Why you are focusing on the specific three security principles; For each security principle, identify its relevance in the energy sector; For each security principle, identify how the principle can be imp.
Similar to Chapter 5144 PART II + Designing the Supply Chain Netw.docx (20)
Chapter 8 - Children of alcoholics often display characteristic tr.docxrobertad6
Chapter 8 - Children of alcoholics often display characteristic traits: (1) the "hero" who attempts to replace the dysfunctional parent by overachieving, or (2) the "jester" who compensates for a lack of parental guidance by being mischievous and unruly. Which role did Beethoven play in his family? What is the evidence for your choice? 100+ words
Chapter 9 - Discuss the way travel might have affected composers (for example, Mendelssohn). If you have been outside the U.S., or even taveled far within the U.S., what effect did it have on you? 100+ words
.
Chapter 8 - Review the Siemens AG case study. Note the importan.docxrobertad6
Chapter 8 - Review the Siemens AG case study. Note the importance of understanding the interrelationships amongst all the senior leaders at every location. Pay special attention to Figure 8.1 and Figure 8.2. Note how the corporate CIO should engage with each of the regional leaders. Why is this important? (Information Technology and Organizational Learning)
The above submission should be one-page in length and adhere to APA formatting standards.
.
Chapter 7Victimology and Patterns of VictimizationThe a.docxrobertad6
Chapter 7:
Victimology and Patterns of Victimization
The authors discuss the meaning of genocide, criminology’s aversion of the topic, and assertions of the United States’ own participation in it. Through reviewing a brief U.S. history, the authors argue that genocide stemming from the treatment of Native Americans throughout history should not be written off as radical conspiracy. Likening American Indian reservations to inner cities, a connection is made provoking questions between the historical treatment of African Americans and genocide.
Chapter 8: Lawmaking and the Administration of Criminal Law
This Chapter analyzes the impact that class, race, and gender have on shaping laws and the lawmaking process. Although criminal law is thought to be an objective measure of harm, it is instead the direct result of our political process headed by a powerful few, where money and privilege reign. The authors explain that the laws that shape our reality and perceptions of what is criminal serve the interests of the influential ruling class at the expense of the underclasses.
Discuss
one
of the following (Write Minimum of 250 words):
1. You learned in Chapter 7 that certain victims are valued above others. Why do you think that is? How do you think that impacts the U.S Criminal Justice System?
OR
2. According to Chapter 8, minorities are the labor pool that is regulated through punishment. How is this analysis relevant in criminal justice today?
.
Chapter 7Thinking and IntelligenceFigure 7.1 Thinking .docxrobertad6
Chapter 7
Thinking and Intelligence
Figure 7.1 Thinking is an important part of our human experience, and one that has captivated people for centuries.
Today, it is one area of psychological study. The 19th-century Girl with a Book by José Ferraz de Almeida Júnior, the
20th-century sculpture The Thinker by August Rodin, and Shi Ke’s 10th-century painting Huike Thinking all reflect the
fascination with the process of human thought. (credit “middle”: modification of work by Jason Rogers; credit “right”:
modification of work by Tang Zu-Ming)
Chapter Outline
7.1 What Is Cognition?
7.2 Language
7.3 Problem Solving
7.4 What Are Intelligence and Creativity?
7.5 Measures of Intelligence
7.6 The Source of Intelligence
Introduction
Why is it so difficult to break habits—like reaching for your ringing phone even when you shouldn’t, such
as when you’re driving? How does a person who has never seen or touched snow in real life develop an
understanding of the concept of snow? How do young children acquire the ability to learn language with
no formal instruction? Psychologists who study thinking explore questions like these.
Cognitive psychologists also study intelligence. What is intelligence, and how does it vary from person
to person? Are “street smarts” a kind of intelligence, and if so, how do they relate to other types of
intelligence? What does an IQ test really measure? These questions and more will be explored in this
chapter as you study thinking and intelligence.
In other chapters, we discussed the cognitive processes of perception, learning, and memory. In this
chapter, we will focus on high-level cognitive processes. As a part of this discussion, we will consider
thinking and briefly explore the development and use of language. We will also discuss problem solving
and creativity before ending with a discussion of how intelligence is measured and how our biology
and environments interact to affect intelligence. After finishing this chapter, you will have a greater
appreciation of the higher-level cognitive processes that contribute to our distinctiveness as a species.
Chapter 7 | Thinking and Intelligence 217
7.1 What Is Cognition?
Learning Objectives
By the end of this section, you will be able to:
• Describe cognition
• Distinguish concepts and prototypes
• Explain the difference between natural and artificial concepts
Imagine all of your thoughts as if they were physical entities, swirling rapidly inside your mind. How is it
possible that the brain is able to move from one thought to the next in an organized, orderly fashion? The
brain is endlessly perceiving, processing, planning, organizing, and remembering—it is always active. Yet,
you don’t notice most of your brain’s activity as you move throughout your daily routine. This is only one
facet of the complex processes involved in cognition. Simply put, cognition is thinking, and it encompasses
the processes associated with perception, knowledge, problem solving, judgment, langu.
Chapter 7 2. How does a false positive alarm differ from a f.docxrobertad6
Chapter 7
2. How does a false positive alarm differ from a false negative alarm? From a security perspective, which is less desirable?
3.
How does a network-based IDPS differ from a host-based IDPS?
14.
What is an open port? Why is it important to limit the number of open ports to those that are absolutely essential?
Chapter 8
3.
What is a cryptographic key, and what is it used for? What is a more formal name for a cryptographic key?
4.
What are the three basic operations in cryptography?
9.
What are the components of PKI?
.
Chapter 7 covers Corporate Information Security and Privacy Regu.docxrobertad6
Chapter 7 covers Corporate Information Security and Privacy Regulation. Specifically, the Sarbanes Oxley Act of 2002 was passed as a result of the Enron scandal. Give a short synopsis of the Enron scandal and then provide a short synopsis of SOX.
Answer the question with a short paragraph, between 250 and 350 words. Brevity is a virtue. That is why you are limited to 350 words. If you can't present your hypothesis in 350 words or less then it is too complicated.
Remember that when you state a fact if you don't provide a reference, it is not a fact but rather an opinion.
submit it by 2/16/2020 at 4:59 PM EST
.
Chapter 7The Problem of EvilOf all the objections to theism pr.docxrobertad6
Chapter 7
The Problem of Evil
Of all the objections to theism presented by atheists, the most celebrated and oft-rehearsed, by far, is the problem of evil and suffering. Debates about evolution and the like notwithstanding, most reflective theists would likely agree that objections to belief in God posed by the occurrence of evil and suffering present a far more serious challenge than do objections from science. (In fact, one of the most popular lines of objection to theistic evolution is really a version of the problem of evil; it asks, How could a perfectly loving God employ a means of creation that proceeds by way of the systematic destruction of the weakest and most vulnerable creatures?) A distinction must be drawn, however, between the problem of evil as a philosophical objection to religious belief and the problem as a concerned question.
Some philosophers have put forward arguments from evil which purport to show that God does not exist or that belief in God is unreasonable. To such philosophical attacks, philosophical responses are appropriate. However, many people—believers and nonbelievers alike—are bothered by evil. When they are faced with suffering, on their own part or on the part of others, they may pose an agonizing Why? A philosophical argument is often the last thing such a person wants to hear; such an argument may appear irritatingly superficial or even callous. The person wants compassion and empathy, and the proper response may simply be to listen and try to share the other’s grief and questions. At such times the problem of evil calls more for pastoral care than for philosophical debate.
The philosophical problem of evil, on the other hand, can be posed briefly and sharply. It appears to many people that a perfectly good, all-knowing and all-powerful being, were he to exist, would not allow the kinds or quantity of evil and suffering that exists in our world. The underlying assumption of this argument is the intuition—common to many atheists and theists alike—that a good being eliminates evil as far as it is able to. God, being omniscient, should be aware of every instance of evil and suffering; being perfectly good, he would presumably want to eliminate all evil; being omnipotent, he should be able to do just that. If there were a God, therefore, one would expect not to find any evil in the world. Since one does find evil—and quite a bit of it—God must not exist. In this way, the existence of evil and suffering is thought to undermine the rationality of belief in God.
Types of Evil, Versions of the Problem and Types of Responses
The evils in the world which this argument takes as its basis are usually divided into two types. Moral evil is all the evil which is due to the actions of free, morally responsible beings. Murders, rapes and the hunger caused by social injustice would be examples of moral evil. Natural evil (or nonmoral evil) is all the evil that is not (or at least does not appear to be) due to the actions.
CHAPTER 7The CPU and MemoryThe Architecture of Comp.docxrobertad6
CHAPTER 7:
The CPU and Memory
The Architecture of Computer Hardware, Systems Software & Networking:
An Information Technology Approach
5th Edition, Irv Englander
John Wiley and Sons 2013
PowerPoint slides authored by Angela Clark, University of South Alabama
PowerPoint slides for the 4th edition were authored by Wilson Wong, Bentley University
CPU and MemoryEvery instruction executed by the CPU requires memory accessPrimary memory holds program instructions and dataSecondary storage is used for long term storageData is moved from secondary storage to primary memory for CPU execution
Copyright 2013 John Wiley & Sons, Inc.
7-*
Copyright 2013 John Wiley & Sons, Inc.
CPU: Major ComponentsALU (arithmetic logic unit)Performs calculations and comparisonsCU (control unit)Performs fetch/execute cycle
Accesses program instructions and issues commands to the ALU
Moves data to and from CPU registers and other hardware componentsSubcomponents:
Memory management unit: supervises fetching instructions and data from memory
I/O Interface: sometimes combined with memory management unit as Bus Interface Unit
Copyright 2013 John Wiley & Sons, Inc.
7-*
Copyright 2013 John Wiley & Sons, Inc.
*
System Block Diagram
Copyright 2013 John Wiley & Sons, Inc.
7-*
Copyright 2013 John Wiley & Sons, Inc.
*
The Little Man Computer
Copyright 2013 John Wiley & Sons, Inc.
7-*
Copyright 2013 John Wiley & Sons, Inc.
*
Concept of RegistersSmall, permanent storage locations within the CPU used for a particular purposeManipulated directly by the Control UnitWired for specific functionSize in bits or bytes (not in MB like memory) Can hold data, an address, or an instructionHow many registers does the LMC have?What are the registers in the LMC?
Copyright 2013 John Wiley & Sons, Inc.
7-*
Copyright 2013 John Wiley & Sons, Inc.
*
RegistersUse of RegistersScratchpad for currently executing program
Holds data needed quickly or frequentlyStores information about status of CPU and currently executing program
Address of next program instruction
Signals from external devicesGeneral Purpose RegistersUser-visible or program-visible registersHold intermediate results or data values, e.g., loop countersEquivalent to LMC’s calculatorTypically several dozen in current CPUs
Copyright 2013 John Wiley & Sons, Inc.
7-*
Copyright 2013 John Wiley & Sons, Inc.
*
Special-Purpose RegistersProgram Counter Register (PC)Also called instruction pointer (IP)Instruction Register (IR)Stores instruction fetched from memoryMemory Address Register (MAR)Memory Data Register (MDR) Status RegistersStatus of CPU and currently executing programFlags (one bit Boolean variable) to track conditions like arithmetic carry and overflow, power failure, internal computer error
Copyright 2013 John Wiley & Sons, Inc.
7-*
Copyright 2013 John Wiley & Sons, Inc.
*
Register OperationsStores values from other locations (registers and memory)Addition and subtractionShift or rotate dataT.
Chapter 7QUESTION 1. Which of the following is defin.docxrobertad6
Chapter 7
QUESTION 1
.
Which of the following is defined as the persistnce of learning over time, through the encoding, storage and retrieval of memory?
.
memory
long-term memory
short-term memory
sensory memory
.
10 points
QUESTION 2
.
Which of the following refers to the processing of information outside of conscious awareness?
.
sensory memory
short-term memory
automatic processing
working memory
.
10 points
QUESTION 3
.
Behaviors such as texting and driving home would be considered...
.
explicit memories
automatic processing
implicit memories
working memory
.
10 points
QUESTION 4
.
Which of the following pieces of memory would you not process automatically?
.
Where your bed and dresser are in your room
A new acquaintances address
The location of your PSY110 classroom
How to spell your name
.
10 points
QUESTION 5
.
Cramming has actually been shown to be an effective method of learning new information.
.
True
.
False
.
10 points
QUESTION 6
.
Mood can be a retrieval cue.
.
True
.
False
.
10 points
QUESTION 7
.
Which of the following brain structures is responsible for temporarily holding memories until they can be moved to storage?
.
basal ganglia
frontal lobe
cerebellum
hippocampus
.
10 points
QUESTION 8
.
Which of the following brain structures is most involved with you learning motor movements such as how to ride a bike?
.
brain stem
basal ganglia
frontal lobe
hippocampus
.
10 points
QUESTION 9
.
If you have to take a foreign language at Valpo and you took a foreign language in high school, you would benefit from taking the same language at Valpo as you did in high school because you would benefit most from which of the following?
.
Recall
Relearning
Recognition
.
10 points
QUESTION 10
.
This very multiple choice question, which is asking you to identify previously learned material, requires you to make use of which of the following skills?
.
relearning
recall
recognition
.
Chapter 2
QUESTION 1
.
Neurons are...
.
basic building blocks of the nervous system
extensions of the cell body that receive messages
extensions of the cell body that send messages
a nerve impulse
.
10 points
QUESTION 2
.
Everything psychological is simultaneously biological
.
True
.
False
.
10 points
QUESTION 3
.
Brain plasticity allows us to adapt to new environments
.
True
.
False
.
10 points
QUESTION 4
.
The nervous system consists of...
.
the sympathetic and the parasympathetic nervous systems
the brain and spinal cord
the central nervous system and the peripheral nervous system
.
10 points
QUESTION 5
.
Neurotransmitters...
.
include serotonin and dopamine and affect behaviors and emotions
are electrical impulses in the brain
the form of communication between motor neurons and sensory neurons
are natural opiates released in response to pain
.
10 p.
Chapter 7One pageAPA stylePlease comment on the followin.docxrobertad6
Chapter 7
One page
APA style
Please comment on the following statement regarding our current educational system and examples of practices
:
"
It
is a cardinal precept of the newer school of education that the
beginning of instruction shall be made with the experience learners
already have; that this experience and the capacities that have been
developed during its course provide the starting point for all further
learning" (Dewey, 1938, p. 88
).
(
one page- deadline will be
Friday
.
CHAPTER 7
Managing Financial Operations
Revenue cycle (billing and collections)
Receivables management
Cash and marketable securities management
Inventory (supply chain) management
Operational monitoring and control
Copyright 2009 Health Administration Press
7 - ‹#›
Financial Operations
Financial operations involves the day-to-day oversight of such tasks as billing and collections (revenue cycle), cash management, and inventory management.
The specifics are highly dependent on the type of provider (e.g., hospital versus medical practice versus nursing home).
Thus, the focus here is on fundamental concepts as opposed to details.
Copyright 2009 Health Administration Press
7 - ‹#›
The Revenue Cycle
The revenue cycle is defined as all activities associated with billing and collecting for services.
In general, revenue cycle management should ensure that
patients are properly categorized by payer,
correct and timely billing takes place, and
correct and timely payment is received.
The revenue cycle includes the activities listed on the next slide.
Copyright 2009 Health Administration Press
7 - ‹#›
The Revenue Cycle (cont.)
Before-service activities:
Insurance verification
Certification of managed-care patients
Patient financial counseling
At-service activities:
Insurance status verification
Service documentation/claims production
After-service activities:
Claims submission
Third-party follow-up (if needed)
Denials management
Payment receipt and posting
Monitoring and reporting:
Monitoring
Review and improvement
Copyright 2009 Health Administration Press
7 - ‹#›
The Revenue Cycle (cont.)
In revenue cycle management, each of the identified activities is closely monitored to ensure that
the correct amount of reimbursement is collected on each patient,
reimbursements are collected as quickly as possible, and
the costs associated with the revenue cycle are minimized consistently with rapid and correct collections.
Two important keys to good revenue cycle management are information technology and electronic claims processing.
Copyright 2009 Health Administration Press
7 - ‹#›
Receivables Management
If a service is provided for cash, the revenue is immediately received.
If the service is provided on credit, the revenue is not received until the receivable is collected.
Receivables management, which falls under the general umbrella of the revenue cycle, is extremely important to healthcare providers.
Why?
Copyright 2009 Health Administration Press
7 - ‹#›
Accumulation of Receivables
Suppose Valley Clinic contracts with an insurer whose patients use $2,000 in services daily and who pays in 40 days.
The clinic will accumulate receivables at a rate of $2,000 per day.
However, after 40 days, the receivables balance will stabilize at $80,000:
Receivables = Daily sales × Average collection period
= $2,000
× 40
= $80,000
Copyright 2009 Health Administration Press
7 - ‹#›
Cost of Carrying Receiva.
CHAPTER 7Primate BehaviorWhat is Meant By Behavior.docxrobertad6
CHAPTER 7
Primate Behavior
What is Meant By Behavior?
• Anything organisms do that involves action in response to
internal or external stimuli.
• The response of an individual, group, or species to its
environment.
• Such responses may or may not be deliberate and they
aren't necessarily the results of conscious decision
making.
Ecological Perspective
• Pertains to relationships between organisms and
all aspects of their environment
• Temperature
• Predators
• Vegetation
• Availability of food and water
• Types of food
• Disease organisms
• Parasites
Behavioral Ecology
Focuses on the relationship between behaviors,
natural environment, and biological traits of the
species.
Based on the assumption that animals, plants, and
microorganisms evolved together.
Behaviors have evolved through the operation of
natural selection, or
Some behaviors are influenced by genes and are
subject to natural selection the same way physical
characteristics are.
The Evolution of Behavior
Behavior constitutes a phenotype
Individuals whose behavioral phenotypes increase
reproductive fitness pass on their genes at a faster
rate.
Genes do not code for specific behaviors, but they do
code for biological factors that impact behavior, i.e.
hormone levels, intelligence
Species vary in their limits and potentials for learning
and behavioral flexibility, set by genetic factors.
Natural selection acts on genetic factors shaped by
ecological, the same as it does physical
characteristics
Social Structure
• The composition, size, and sex ratio of a group of
animals.
• The social structure of a species is, in part, the
result of natural selection in a specific habitat, and
it guides individual interactions and social
relationships.
Why Are Primates Social?
• Group living exposes animals to competition with other group
members, so why not live alone?
• Costs of competition are offset by the benefits of predator
defense provided by associating with others.
• Group living evolved as an adaptive response to a number of
ecological variables.
Some Factors That Influence Social Structure
• Body Size
• Larger animals are better able to retain heat and their overall energy
requirements are less than for smaller animals
• This means they need fewer calories per unit of body weight.
Some Factors That Influence Social Structure
• Metabolism
• The chemical processes within cells that break down nutrients and release
energy for the body to use.
• Basal Metabolic Rate (BMR) and Diet
• Smaller animals generally have a higher BMR than larger ones.
• This means smaller primates require an energy-rich diet high in protein,
fats, and carbohydrates (fruit, and insects).
Some Factors That Influence Social Structure
• BMR and Diet
• Nutritional needs have evolved along with BMR and body size
• Benefits are considered in terms of energy (calories) obtained from food
.
Chapter 7Medical Care Production and Costs(c) 2012 Cengage.docxrobertad6
Chapter 7
Medical Care Production and Costs
(c) 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Short-Run Production Function of the Representative Medical Firm
Assumptions of short-run production:
Medical firm produces a single output of medical services, q
Only two medical inputs exist: nurse-hours, n, and a composite capital good, k
Quantity of capital is fixed at some amount
(c) 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Short-Run Production Function of the Representative Medical Firm
Medical firm faces an incentive to produce as efficiently as possible
Medical firm possesses perfect information regarding the demands for its product
(c) 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Short-Run Production Function of the Representative Medical Firm
Production function:
Identifies different ways nurse-hours & capital can be combined
To produce various levels of medical services
(c) 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Short-Run Production Function of the Representative Medical Firm
Each level of output produced by -
Several different combinations of the nurse and capital inputs
Each combination – assumed to be technically efficient – maximum amount of output that is feasible given the state of technology
(c) 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Short-Run Production Function of the Representative Medical Firm
Law of diminishing marginal productivity
At first, total output increases at an increasing rate
After some point, it increases at a decreasing rate
Total product curve, TP
Depicts total output produced by different levels of the variable input, holding all other inputs constant
(c) 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classro.
CHAPTER 7FriendshipTHE NATURE OF FRIENDSHIPFRIENDSHIP ACROSS T.docxrobertad6
CHAPTER 7
Friendship
THE NATURE OF FRIENDSHIPFRIENDSHIP ACROSS THE LIFE CYCLEDIFFERENCES IN FRIENDSHIPFRIENDSHIP DIFFICULTIESFOR YOUR CONSIDERATIONCHAPTER SUMMARY
I get by with a little help from my friends. John Lennon
Take a moment and think about your two best friends. Why are they such close companions? Why do you think of them as friends? You probably like but don't love them. (Or, at least, you're not “in love” with them, or you'd probably think of them as more than just “friends.”) You've probably shared a lot of good times with them, and you feel comfortable around them; you know that they like you, too, and you feel that you can count on them to help you when you need it.
Indeed, the positive sentiments you feel toward your friends may actually be rather varied and complex. They annoy you sometimes, but you're fond of them, and because they're best friends, they know things about you that no one else may know. You like to do things with them, and you expect your relationship to continue indefinitely. In fact, if you look back at the features that define intimacy (way back on page 2), you may find that your connections to your best friends are quite intimate, indeed. You may have substantial knowledge of them, and you probably feel high levels of trust and commitment toward them; you may not experience as much caring, interdependence, responsiveness, and mutuality as you do with a romantic partner, but all three are present, nonetheless.
So, are friendships the same as but just less intimate than our romantic partnerships? Yes and no. Friendships are based on the same building blocks of intimacy as romances are, but the mix of components is usually different. Romances also have some ingredients that friendships typically lack, so their recipes do differ. But many of the elements of friendships and romances are quite similar, and this chapter will set the stage for our consideration of love (in chapter 8) by detailing what it means to like an intimate partner. Among other topics, I'll describe various features of friendship and question whether men and women can be “just friends.”
Page 214
THE NATURE OF FRIENDSHIP
Our friendships are indispensable sources of pleasure and support. One study of unmarried young adults found that over one-third of them (36 percent) considered a friendship to be their “closest, deepest, most involved, and most intimate” current relationship (Berscheid et al., 1989). A larger proportion (47 percent) identified a romantic relationship as their most important partnerships, but friendships were obviously significant connections to others. And they remain so, even after people marry. Another study that used an event-sampling procedure1 to track people's interactions found that they were generally having more fun when they were with friends than when they were alone or with family members, including their spouses. The best times occurred when both their spouses and their friends were present, but if it was one or.
Chapter 7
Food, Nutrition & Obesity Policy
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
1
Identifying the Problem: Obesity & Its Consequences
Obesity = excessive body fat/bodyweight
BMI—a ratio of weight to height, calculated as kilograms divided by meters squared
Categorize an individual as obese = BMI ≥30
In children, obesity refers to a BMI greater than, or equal to, the 95th percentile
Obesity is a major risk factor for:
Type 2 diabetes, cardiovascular disease, and hypertension
Greater risk for additional comorbid health conditions, including stroke, arthritis, nonalcoholic fatty liver disease, kidney disease, and mental health problems related to social stigma
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
2
Identifying the Problem: Obesity & Its Consequences
Disparities
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
3
Identifying the Problem: Obesity & Its Consequences
Disparities: Children
Between 1980 and 2004, obesity prevalence tripled among children aged 2 to 19 years increasing from 6% to 19%
Overall prevalence has remained fairly stable since 2004
2011–2012 = 17% of children obese
Hispanic children have the highest obesity prevalence, followed by: non-Hispanic Black and non-Hispanic White children
Black children are more likely to be severely obese than are White children
Trends indicate the most pronounced increase of severe obesity in White female and Black male children
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
4
Identifying the Problem: Obesity & Its Consequences
Disparities: Adults
More prevalent in non-Hispanic Blacks and Hispanics
Exists at the highest rate among all adults aged 40 to 59 years
Gender- and income-based obesity-related disparities exist among all racial and ethnic groups
Most pronounced among non-Hispanic Black women across all age categories
Higher income non- Hispanic Black and Mexican American men have slightly higher obesity prevalence rates than those with lower incomes
Adults in rural areas are significantly more likely to be obese than those in urban areas
WHY?
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
5
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
6
Identifying the Problem: Obesity & Its Consequences
The Costs of Obesity
$315.8 billion was spent on adult obesity-related direct healthcare costs in 2010
Majority of expenses resulting from the treatment of comorbid health conditions, particularly type 2 diabetes
Medicare and Medicaid spending would see decreases of 8.5% and 11.8% if obesity-related costs were removed from the analysis
Obesity-related absenteeism translates to an estimated cost of $8.65 billion per year in lost productivity
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
7
Identifying the Problem: Obesity & Its Consequences
Obesogenic Environment
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
8
https://youtu.be/5Rm7E2e1Su8
Identifying the Problem: Obesity & Its Consequences
Obesogenic Environment.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Chapter 5144 PART II + Designing the Supply Chain Netw.docx
1. Chapter 5
144 PART II + Designing the Supply Chain Network
Travel Costs ($)
State Los Angeles Tulsa Denver Seattle Number
of Trips
Washington 150 250 200 25
40
Oregon 150 250 200 75
35
California 75 200 150 125
100
Idaho 150 200 125 125
25
Nevada 100 200 125 150
40
Montana 175 175 125 125
25
Wyoming 150 175 100 150
50
2. Utah 150 150 100 200
30
Arizona 75 200 100 250
50
Colorado 150 125 25 250
65
New Mexico 125 125 75 300
40
North Dakota 300 200 150 200
30
South Dakota 300 175 125 200
20
Nebraska 250 100 125 250
30
Kansas 250 75 75 300
40
;c Oklahoma 250 25 125 300 55
Each consultant is expected to take at most 25 trips each year.
(a) If there are no restrictions on the number of consultants at a
site and the goal is to m
ini-
mize costs. where should the home offices be located and how
many consultant
s should
3. be assigned to each office? What is the annual cost in terms of
the facility and tr
avel?
(b) If, at most, 10 consultants are to be assigned to a home
office, where should the
offices be set up? How many consultants should be assigned to
each office?
What is
the annual cost of this network?
(c) What do you think of a rule by which all consulting projects
out of a giv
en state are
assigned to one home office? How much is this policy likely to
add to cost co
m-
pared to allowing multiple offices to handle a single state?
2. Dry lee, Inc., is a manufacturer of air conditioners that has
seen its demand
grow significantly.
The company anticipates nationwide demand for the year 2006
to be 180,
000 units in the
South, 120,000 units in the Midwest, 110,000 units in the East,
and 100,000 un
its in the West.
Managers at Dry lee are designing the manufacturing network
4. and have selec
ted four poten-
tial sites-New York, Atlanta, Chicago, and San Diego. Plants
could have a ca
pacity of either
200,000 or 400,000 units. The annual fixed costs at the four
locations are sho
wn in Table 5-6,
New York Atlanta Chicago San Diego
Annual-fixed cost
of 200,000 plant $6 million $5.5 million $5.6 million
$6.1 million
Annual fixed cost
of 400,000 plant $10 million $9.2 million $9.3 million
$10.2 million
East $211 $232 $238
$299
South $232 $212 $230
$280
Midwest $240 $230 $215
$270
West $300 $280 $270
$225
-- ---
5. Chapter 5
Chapter 11
Chapter 13
Supply Chain Management
STRATEGY, PLANNING, AND OPERATION
F i f t h E d i t i o n
Sunil Chopra
Kellogg School of Management
Peter Meindl
Kepos Capital
Boston Columbus Indianapolis New York San Francisco Upper
Saddle River
Amsterdam Cape Town Dubai London Madrid Milan Munich
7. Many of the designations by manufacturers and sellers to
distinguish their products are claimed as trademarks. Where
those designations appear in this book, and the publisher was
aware of a trademark claim, the designations have been
printed in initial caps or all caps.
Library of Congress Cataloging-in-Publication Data
Chopra, Sunil,
Supply chain management : strategy, planning, and operation /
Sunil Chopra, Peter Meindl.—5th ed.
p. cm.
ISBN-13: 978-0-13-274395-2 (alk. paper)
ISBN-10: 0-13-274395-7 (alk. paper)
1. Marketing channels—Management. 2. Delivery of goods—
Management. 3. Physical distribution of goods—
Management. 4. Customer services—Management. 5. Industrial
procurement. 6. Materials management.
I. Meindl, Peter. II. Title.
HF5415.13.C533 2013
658.7—dc23
2011037269
10 9 8 7 6 5 4 3 2 1
ISBN 10: 0-13-274395-7
ISBN 13: 978-0-13-274395-2
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9. Dedication
I would like to thank my colleagues at Kellogg for all that I
have learned from
them about logistics and supply chain management. I am
grateful for the love
and encouragement my parents, Krishan and Pushpa, and sisters,
Sudha and
Swati, have always provided during every endeavor in my life. I
thank my
children, Ravi and Rajiv, for the joy they have brought me.
Finally, none of this
would have been possible without the constant love, caring, and
support of my
wife, Maria Cristina.
—Sunil Chopra
I would like to thank three mentors—Sunil Chopra, Hau Lee,
and Gerry
Lieberman—who have taught me a great deal. Thank you also to
my parents
and sister for their love, and to my sons, Jamie and Eric, for
making me smile
and teaching me what life is truly all about. Most important, I
thank my wife,
Sarah, who makes life wonderful and whom I love with all of
my heart.
—Pete Meindl
10. ABOUT THE AUTHORS
SUNIL CHOPRA
Sunil Chopra is the IBM Distinguished Professor of Operations
Management and
Information Systems at the Kellogg School of Management. He
has served as the interim
dean and senior associate dean for curriculum and teaching, and
the codirector of the
MMM program, a joint dual-degree program between the
Kellogg School of Management
and the McCormick School of Engineering at Northwestern
University. He has a Ph.D. in
operations research from SUNY at Stony Brook. Prior to joining
Kellogg, he taught at
New York University and spent a year at IBM Research.
Professor Chopra’s research and teaching interests are in supply
chain and logistics
management, operations management, and the design of
telecommunication networks.
He has won several teaching awards at the MBA and Executive
programs of Kellogg.
He has authored more than 40 papers and two books.
He has been a department editor for Management Science and
an associate editor for
Manufacturing & Service Operations Management, Operations
Research, and Decision
Sciences Journal. His recent research has focused on
understanding supply chain risk and
devising effective risk mitigation strategies. He has also
consulted for several firms in the area of
supply chain and operations management.
11. PETER MEINDL
Peter Meindl is with Kepos Capital. Previously, he was a
research officer with Barclays
Global Investors, a consultant with the Boston Consulting
Group and Mercer Management
Consulting, and the director of strategy with i2 Technologies.
He holds a Ph.D., M.S., B.S.,
and B.A. from Stanford, and an M.B.A. from the Kellogg
School at Northwestern.
The first edition of this book won the prestigious Book of the
Year award in 2002 from the
Institute of Industrial Engineers.
CONTENTS
Preface x
Part I Building a Strategic Framework to Analyze Supply
Chains
Chapter 1 UNDERSTANDING THE SUPPLY CHAIN 1
1.1 What Is a Supply Chain? 1
1.2 The Objective of a Supply Chain 3
1.3 The Importance of Supply Chain Decisions 4
1.4 Decision Phases in a Supply Chain 6
1.5 Process Views of a Supply Chain 8
12. 1.6 Examples of Supply Chains 13
1.7 Summary of Learning Objectives 17
Discussion Questions 17 • Bibliography 18
Chapter 2 SUPPLY CHAIN PERFORMANCE: ACHIEVING
STRATEGIC
FIT AND SCOPE 19
2.1 Competitive and Supply Chain Strategies 19
2.2 Achieving Strategic Fit 21
2.3 Expanding Strategic Scope 32
2.4 Challenges to Achieving and Maintaining Strategic Fit 34
2.5 Summary of Learning Objectives 36
Discussion Questions 36 • Bibliography 37
Chapter 3 SUPPLY CHAIN DRIVERS AND METRICS 38
3.1 Financial Measures of Performance 38
3.2 Drivers of Supply Chain Performance 41
3.3 Framework for Structuring Drivers 43
3.4 Facilities 44
3.5 Inventory 47
3.6 Transportation 49
3.7 Information 51
3.8 Sourcing 54
13. 3.9 Pricing 56
3.10 Summary of Learning Objectives 58
Discussion Questions 59 • Bibliography 59
� CASE STUDY: Seven-Eleven Japan Co. 60
� CASE STUDY: Financial Statements for Wal-Mart Stores
Inc. 66
iv
Part II Designing the Supply Chain Network
Chapter 4 DESIGNING DISTRIBUTION NETWORKS
AND APPLICATIONS TO ONLINE SALES 68
4.1 The Role of Distribution in the Supply Chain 68
4.2 Factors Influencing Distribution Network Design 69
4.3 Design Options for a Distribution Network 73
4.4 Online Sales and the Distribution Network 86
4.5 Distribution Networks in Practice 99
4.6 Summary of Learning Objectives 100
Discussion Questions 101 • Bibliography 101
� CASE STUDY: Blue Nile and Diamond Retailing 102
Chapter 5 NETWORK DESIGN IN THE SUPPLY CHAIN 108
5.1 The Role of Network Design in the Supply Chain 108
5.2 Factors Influencing Network Design Decisions 109
14. 5.3 Framework for Network Design Decisions 114
5.4 Models for Facility Location and Capacity Allocation 116
5.5 Making Network Design Decisions in Practice 132
5.6 Summary of Learning Objectives 133
Discussion Questions 134 • Exercises 134 • Bibliography 139
� CASE STUDY: Managing Growth at SportStuff.com 139
� CASE STUDY: Designing the Production Network at
CoolWipes 141
Chapter 6 DESIGNING GLOBAL SUPPLY CHAIN
NETWORKS 143
6.1 The Impact of Globalization on Supply Chain Networks 143
6.2 The Offshoring Decision: Total Cost 145
6.3 Risk Management in Global Supply Chains 148
6.4 Discounted Cash Flows 152
6.5 Evaluating Network Design Decisions Using Decision Trees
153
6.6 To Onshore or Offshore: Evaluation of Global Supply Chain
Design Decisions Under Uncertainty 161
6.7 Making Global Supply Chain Design Decisions Under
Uncertainty in Practice 170
6.8 Summary of Learning Objectives 170
Discussion Questions 171 • Exercises 171
• Bibliography 173
15. � CASE STUDY: BioPharma, Inc. 174
� CASE STUDY: The Sourcing Decision at Forever Young 176
Part III Planning and Coordinating Demand and Supply
in a Supply Chain
Chapter 7 DEMAND FORECASTING IN A SUPPLY CHAIN
178
7.1 The Role of Forecasting in a Supply Chain 178
7.2 Characteristics of Forecasts 179
Contents v
7.3 Components of a Forecast and Forecasting Methods 180
7.4 Basic Approach to Demand Forecasting 181
7.5 Time-Series Forecasting Methods 183
7.6 Measures of Forecast Error 193
7.7 Selecting the Best Smoothing Constant 195
7.8 Forecasting Demand at Tahoe Salt 197
7.9 The Role of IT in Forecasting 203
7.10 Risk Management in Forecasting 204
7.11 Forecasting in Practice 205
7.12 Summary of Learning Objectives 205
16. Discussion Questions 206 • Exercises 206
• Bibliography 208
� CASE STUDY: Specialty Packaging Corporation, Part A 208
Chapter 8 AGGREGATE PLANNING IN A SUPPLY CHAIN
211
8.1 The Role of Aggregate Planning in a Supply Chain 211
8.2 The Aggregate Planning Problem 213
8.3 Aggregate Planning Strategies 215
8.4 Aggregate Planning Using Linear Programming 216
8.5 Aggregate Planning in Excel 224
8.6 Building a Rough Master Production Schedule 226
8.7 The Role of IT in Aggregate Planning 227
8.8 Implementing Aggregate Planning in Practice 228
8.9 Summary of Learning Objectives 228
Discussion Questions 229 • Exercises 229
• Bibliography 231
� CASE STUDY: Specialty Packaging Corporation, Part B 231
Chapter 9 SALES AND OPERATIONS PLANNING:
PLANNING SUPPLY
AND DEMAND IN A SUPPLY CHAIN 234
9.1 Responding to Predictable Variability in the Supply Chain
234
9.2 Managing Supply 235
17. 9.3 Managing Demand 237
9.4 Implementing Sales and Operations Planning in Practice 244
9.5 Summary of Learning Objectives 245
Discussion Questions 245 • Exercises 246
• Bibliography 248
� CASE STUDY: Mintendo Game Girl 248
Chapter 10 COORDINATION IN A SUPPLY CHAIN 250
10.1 Lack of Supply Chain Coordination and the Bullwhip
Effect 250
10.2 The Effect on Performance of Lack of Coordination 252
10.3 Obstacles to Coordination in a Supply Chain 254
10.4 Managerial Levers to Achieve Coordination 258
10.5 Continuous Replenishment and Vendor-Managed
Inventories 263
10.6 Collaborative Planning, Forecasting, and Replenishment
264
vi Contents
10.7 Achieving Coordination in Practice 267
10.8 Summary of Learning Objectives 269
Discussion Questions 269 • Bibliography 270
18. Part IV Planning and Managing Inventories in a Supply Chain
Chapter 11 MANAGING ECONOMIES OF SCALE IN A
SUPPLY CHAIN:
CYCLE INVENTORY 271
11.1 The Role of Cycle Inventory in a Supply Chain 271
11.2 Estimating Cycle Inventory–Related Costs in Practice 274
11.3 Economies of Scale to Exploit Fixed Costs 276
11.4 Economies of Scale to Exploit Quantity Discounts 289
11.5 Short-Term Discounting: Trade Promotions 300
11.6 Managing Multiechelon Cycle Inventory 305
11.7 Summary of Learning Objectives 307
Discussion Questions 308 • Exercises 308
• Bibliography 310
� CASE STUDY: Delivery Strategy at MoonChem 311
Appendix 11A: Economic Order Quantity 313
Chapter 12 MANAGING UNCERTAINTY IN A SUPPLY
CHAIN: SAFETY
INVENTORY 314
12.1 The Role of Safety Inventory in a Supply Chain 314
12.2 Determining the Appropriate Level of Safety Inventory 316
12.3 Impact of Supply Uncertainty on Safety Inventory 327
12.4 Impact of Aggregation on Safety Inventory 329
12.5 Impact of Replenishment Policies on Safety Inventory 341
19. 12.6 Managing Safety Inventory in a Multiechelon Supply
Chain 344
12.7 The Role of IT in Inventory Management 345
12.8 Estimating and Managing Safety Inventory in Practice 346
12.9 Summary of Learning Objectives 347
Discussion Questions 348 • Exercises 348
• Bibliography 351
� CASE STUDY: Managing Inventories at ALKO Inc. 351
� CASE STUDY: Should Packaging be Postponed to the DC?
353
Appendix 12A: The Normal Distribution 354
Appendix 12B: The Normal Distribution in Excel 355
Appendix 12C: Expected Shortage Cost per Cycle 356
Appendix 12D: Evaluating Safety Inventory for Slow-Moving
Items 357
Chapter 13 DETERMINING THE OPTIMAL LEVEL OF
PRODUCT
AVAILABILITY 358
13.1 The Importance of the Level of Product Availability 358
13.2 Factors Affecting Optimal Level of Product Availability
359
13.3 Managerial Levers to Improve Supply Chain Profitability
370
20. Contents vii
13.4 Setting Product Availability for Multiple Products Under
Capacity Constraints 384
13.5 Setting Optimal Levels of Product Availability in Practice
386
13.6 Summary of Learning Objectives 387
Discussion Questions 388 • Exercises 388
• Bibliography 390
Appendix 13A: Optimal Level of Product Availability 391
Appendix 13B: An Intermediate Evaluation 391
Appendix 13C: Expected Profit from an Order 392
Appendix 13D: Expected Overstock from an Order 393
Appendix 13E: Expected Understock from an Order 394
Appendix 13F: Simulation Using Spreadsheets 394
Part V Designing and Planning Transportation Networks
Chapter 14 TRANSPORTATION IN A SUPPLY CHAIN 397
14.1 The Role of Transportation in a Supply Chain 397
14.2 Modes of Transportation and Their Performance
Characteristics 399
14.3 Transportation Infrastructure and Policies 403
21. 14.4 Design Options for a Transportation Network 406
14.5 Trade-Offs in Transportation Design 411
14.6 Tailored Transportation 420
14.7 The Role of IT in Transportation 422
14.8 Risk Management in Transportation 423
14.9 Making Transportation Decisions in Practice 424
14.10 Summary of Learning Objectives 424
Discussion Questions 425 • Exercises 425 • Bibliography 426
� CASE STUDY: Designing the Distribution Network for
Michael’s
Hardware 426
Part VI Managing Cross-Functional Drivers in a Supply Chain
Chapter 15 SOURCING DECISIONS IN A SUPPLY CHAIN 428
15.1 The Role of Sourcing in a Supply Chain 428
15.2 In-House or Outsource 430
15.3 Third- and Fourth-Party Logistics Providers 436
15.4 Using Total Cost to Score and Assess Suppliers 439
15.5 Supplier Selection—Auctions and Negotiations 441
15.6 Contracts, Risk Sharing, and Supply Chain Performance
444
15.7 Design Collaboration 455
22. 15.8 The Procurement Process 457
15.9 Designing a Sourcing Portfolio: Tailored Sourcing 459
15.10 Risk Management in Sourcing 460
15.11 Making Sourcing Decisions in Practice 461
viii Contents
Contents ix
15.12 Summary of Learning Objectives 462
Discussion Questions 463 • Exercises 463
• Bibliography 464
Chapter 16 PRICING AND REVENUE MANAGEMENT IN A
SUPPLY
CHAIN 466
16.1 The Role of Pricing and Revenue Management in a Supply
Chain 466
16.2 Pricing and Revenue Management for Multiple Customer
Segments 468
16.3 Pricing and Revenue Management for Perishable Assets
475
16.4 Pricing and Revenue Management for Seasonal Demand
481
16.5 Pricing and Revenue Management for Bulk and Spot
23. Contracts 481
16.6 Using Pricing and Revenue Management in Practice 483
16.7 Summary of Learning Objectives 485
Discussion Questions 485 • Exercises 486
• Bibliography 487
Chapter 17 INFORMATION TECHNOLOGY IN A SUPPLY
CHAIN 488
17.1 The Role of IT in a Supply Chain 488
17.2 The Supply Chain IT Framework 490
17.3 Customer Relationship Management 491
17.4 Internal Supply Chain Management 492
17.5 Supplier Relationship Management 493
17.6 The Transaction Management Foundation 494
17.7 The Future of IT in the Supply Chain 495
17.8 Risk Management in IT 496
17.9 Supply Chain IT in Practice 497
17.10 Summary of Learning Objectives 498
Discussion Questions 498 • Bibliography 498
Chapter 18 SUSTAINABILITY AND THE SUPPLY CHAIN 500
18.1 The Role of Sustainability in a Supply Chain 500
18.2 The Tragedy of the Commons 502
24. 18.3 Key Metrics for Sustainability 504
18.4 Sustainability and Supply Chain Drivers 505
18.5 Closed-Loop Supply Chains 508
18.6 Summary of Learning Objectives 508
Discussion Questions 509 • Bibliography 509
Subject Index 510
x
PREFACE
This book is targeted toward an academic as well as a
practitioner audience. On the academic side, it
should be appropriate for M.B.A. students, engineering master’s
students, and senior undergraduate
students interested in supply chain management and logistics. It
should also serve as a suitable
reference for both concepts as well as methodology for
practitioners in consulting and industry.
NEW TO THIS EDITION
The fifth edition has focused on building on the changes that
were incorporated in the fourth
edition. We have also added changes based on specific reviewer
feedback that we believe
significantly improve the book and its use by faculty and
students.
• We have added several new mini-cases throughout the book.
25. New cases appear in Chapters
3, 5, 6, 12, and 14. Information in other cases has been updated
to be current.
• For numerical examples discussed in the book, we have
spreadsheets that students can use
to understand the concept. The spreadsheets provide the details
of the example discussed,
but are live which allows the student to try different what-if
analyses. These spreadsheets
are available at www.pearsonhighered.com/chopra.
• In Chapter 3, we have added a section on financial metrics and
ratios and linked these
to the different supply chain drivers and metrics. This chapter
allows a faculty member to
position the supply chain management as it directly impacts the
financial performance of
the firm. We have also added a supporting mini-case with which
students can dig into
Walmart’s financials in detail.
• We have enhanced Chapter 6, which focuses on designing
global supply chains. In particular,
we have included a detailed example in Section 6.6 that looks at
the onshoring/offshoring
decision as a real option in the context of uncertainty. A mini-
case has also been included in
the chapter to look at the offshoring/onshoring decision.
• Supply chain coordination (Chapter 17 in the fourth edition) is
now part of the module on
“Planning and Coordinating Demand and Supply in the Supply
Chain.” Based on reviewer
feedback, we decided it was appropriate to include the
collaboration and coordination
26. discussions with the forecasting and sales and operations
planning discussions.
• In Chapter 7, we have enhanced the discussions on forecast
errors and selecting the best
smoothing constant.
• In Chapter 8, we have enhanced the discussions on identifying
the aggregate unit and then
disaggregating the aggregate plan.
• In Chapter 9, we now have a spreadsheet that allows students
to work through the entire sales
and operations planning process for the example presented.
Spreadsheets are available that
allow students to build every table shown in Chapters 7–9.
• In Chapter 11, we have added numerical examples supporting
the entire discussion on
the rationale for quantity discounts. Supporting spreadsheets are
provided for students.
• In Chapter 12, we added numerical examples supporting the
value of postponement
discussion and a mini-case investigating a decision to
potentially postpone packaging.
• In Chapter 13, we have also enhanced and highlighted the
discussion on tailored postponement.
• In Chapter 14, we have enhanced the quantitative examples
which support the qualitative
discussion on the design of transportation networks. Students
will also have live spreadsheets
available to use with these examples. A mini-case at the end of
the chapter allows students to
27. dig even deeper into the quantitative factors in transportation
network design.
• In Chapter 15, we have enhanced the discussion on risk
sharing and supply chain contracts.
Students will also have live spreadsheets with which they can
evaluate different risk-
sharing options. The chapter also contains an enhanced
discussion of tailored sourcing
when designing a supplier portfolio.
www.pearsonhighered.com/chopra
Preface xi
• A new Chapter 18 focuses on sustainability and the supply
chain.
• We have added current examples throughout the book with a
particular focus on bringing
in more global examples.
The book has grown from a course on supply chain management
taught to second-year
M.B.A. students at the Kellogg School of Management at
Northwestern University. The goal
of this class was to cover not only high-level supply chain
strategy and concepts, but also to
give students a solid understanding of the analytical tools
necessary to solve supply chain
problems. With this class goal in mind, our objective was to
create a book that would develop
an understanding of the following key areas and their
interrelationships:
28. • The strategic role of a supply chain
• The key strategic drivers of supply chain performance
• Analytic methodologies for supply chain analysis
Our first objective in this book is for the reader to learn the
strategic importance of good supply
chain design, planning, and operation for every firm. The reader
will be able to understand how
good supply chain management can be a competitive advantage,
whereas weaknesses in the
supply chain can hurt the performance of a firm. We use many
examples to illustrate this idea and
develop a framework for supply chain strategy.
Within the strategic framework, we identify facilities,
inventory, transportation, information,
sourcing, and pricing as the key drivers of supply chain
performance. Our second goal in the book
is to convey how these drivers may be used on a conceptual and
practical level during supply chain
design, planning, and operation to improve performance. We
have included a case on Seven-Eleven
Japan that can be used to illustrate how the company uses
various drivers to improve supply chain
performance. For each driver of supply chain performance, our
goal is to provide readers with prac-
tical managerial levers and concepts that may be used to
improve supply chain performance.
Utilizing these managerial levers requires knowledge of analytic
methodologies for supply
chain analysis. Our third goal is to give the reader an
understanding of these methodologies.
Every methodological discussion is illustrated with its
application in Excel. In this discussion,
we also stress the managerial context in which the methodology
29. is used and the managerial
levers for improvement that it supports.
The strategic frameworks and concepts discussed in the book
are tied together through a
variety of examples that show how a combination of concepts is
needed to achieve significant
increases in performance.
FOR INSTRUCTORS
The following supplements are available to adopting instructors.
Instructor’s Resource Center
REGISTER. REDEEM. LOGIN. At
www.pearsonhighered.com/irc, instructors can access a variety
of print, media, and presentation resources that are available
with this text in downloadable,
digital format. For most texts, resources are also available for
course management platforms such
as Blackboard, WebCT, and Course Compass.
NEED HELP? Our dedicated Technical Support team is ready to
assist instructors with questions
about the media supplements that accompany this text. Visit
http://247.pearsoned.com/ for answers
to frequently asked questions and toll-free user support phone
numbers. The supplements are avail-
able to adopting instructors. Detailed descriptions are provided
on the Instructor’s Resource Center.
INSTRUCTOR’S SOLUTIONS MANUAL This manual is
offered in Microsoft Word, and contains
sample syllabi, chapter lecture notes, and solutions to all the
end-of-chapter questions. The solu-
tion spreadsheets are provided in Microsoft Excel. Where
30. applicable, both the Excel and Word
solutions are provided. It is available for download at
www.pearsonhighered.com/chopra
http://247.pearsoned.com/
www.pearsonhighered.com/irc
www.pearsonhighered.com/chopra
xii Preface
TEST ITEM FILE The file contains true/false questions,
multiple-choice questions, and essay/prob-
lem questions. It is available for download at
www.pearsonhighered.com/chopra
POWERPOINT SLIDES These slides provide the instructor with
individual lecture outlines to
accompany the text. The slides include many of the figures and
tables from the text. These
lecture notes can be used as is, or professors can easily modify
them to reflect specific presentation
needs. They are available for download at
www.pearsonhighered.com/chopra
FOR STUDENTS
The following material is available to students at
www.pearsonhighered.com/chopra:
• Spreadsheets for numerical examples discussed in the book.
These provide the details of
the example discussed, but are live and allow the student to try
different what-if analyses.
• Spreadsheets that allow students to build every table shown in
31. Chapters 7–9.
ACKNOWLEDGMENTS
We would like to thank the many people who helped us
throughout this process. We thank
the reviewers whose suggestions significantly improved the
book, including Iqbal Ali of the
University of Massachusetts, Amherst; Ming Ling Chuang of
Western Connecticut State
University; Chia-Shin Chung of Cleveland State University;
Phillip G. Cohen of San Jacinto
College North Campus; Sime Curkovic of Western Michigan
University; Chunxing Fan of
Tennessee State University; Srinagesh Gavirneni of Cornell
University; Richard Germain of the
University of Louisville; Dr. Michael R. Godfrey of University
of Wisconsin, Oshkosh; Scott E.
Grasman of the Missouri University of Science & Technology;
Jatinder (Jeet) Gupta of
the University of Alabama, Huntsville; James K. Higginson of
the University of Waterloo
(Ontario); James K. Ho of University of Illinois at Chicago;
Patrick Jeffers of Iowa State
University; Mehdi Kaighobadi of Florida Atlantic University;
Alireza Lari of Fayetteville State
University; Bryan Lee of Missouri Western State College;
Jianzhi (James) Li of University
of Texas–Pan American; Arnold Maltz of Arizona State
University; Daniel Marrone of SUNY
Farmingdale; Charles Munson of Washington State University;
James Noble of
the University of Missouri, Columbia; William Roach of
Washburn University; Subroto Roy
of the University of New Haven; Effie Stavrulaki of
Pennsylvania State University; Scott Thorne
32. of Southeast Missouri State University, Frenck Waage of the
University of Massachusetts;
Chongqi Wu of California State University, East Bay, Boston;
and Kefeng Xu of University of
Texas at San Antonio.
We are grateful to the students at the Kellogg School of
Management who suffered
through typo-ridden drafts of earlier versions of the book.
Specifically, we thank Christoph
Roettelle and Vikas Vats for carefully reviewing several
chapters and solving problems at the
end of the chapters in early editions. We would also like to
thank our editor, Chuck Synovec,
and the staff at Prentice Hall, including Clara Bartunek,
production project manager; Anne
Fahlgren, executive marketing manager; Mary Kate Murray,
senior project manager; and
Ashlee Bradbury, editorial assistant, for their efforts with the
book. Finally, we would like to
thank you, our readers, for reading and using this book. We
hope it contributes to all of your
efforts to improve the performance of companies and supply
chains throughout the world. We
would be pleased to hear your comments and suggestions for
future editions of this text.
Sunil Chopra
Kellogg School of Management Northwestern University
Peter Meindl
Kepos Capital
www.pearsonhighered.com/chopra
33. www.pearsonhighered.com/chopra
www.pearsonhighered.com/chopra
1
� � �
1
Understanding the
Supply Chain
LEARNING OBJECTIVES
After reading this chapter, …
S. Desa, CSE 171B/270B
02/27/2020
HW#7CSE 171B/270B, MOT II: Homework 7Facilities,
Network, and Transportation Design
Reading: (Please do readings in parallel with the homework
problems): SCM, 4th Edition, Chapter 4 (Designing Distribution
Networks…), Chapter 5 (Network Design in a SC), Chapter 13
(Transportation in a SC) and Chapter 14 (Sourcing
Decisions…).
---------------------------------------------------------------------------
-----------------------------------------------------------------
Homework Problems:
Due: Thursday, 12 March, 2020
Qualitative Problems (do require quantitative reasoning as
appropriate):
1. Transportation in a SC: D12.2, D13.5
2. Network Design in a SC: D5.1, D5.4, D5.6
Quantitative Problems:
3. Safety Inventory: Exercise 11.5 (re-assigned from HW #6)
34. 4. Safety Inventory (Aggregation): Exercises 11.7, 11.8
5. SC Facilities/Network Optimization for SunOil: Work
through the SunOil Case Study in Chapter 5 (4th Edition) using
Excel and Solver
6. Facilities Design for Dry Ice, Inc.: Exercise 5.2
7. Transportation for Books-on-Line: Exercise 13.2 (Books-on-
Line)
8. (CSE 270B only) Aggregate Planning. (Before starting this
problem, read and complete Problem 4 in HW # 6.) Attempt to
formulate, and then solve, using Excel Solver, the aggregate
planning problem for the “Red Tomato Company”. This problem
is developed and solved in the chapter titled “Aggregate
Planning in a SC.”
---------------------------------------------------------------------------
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Project: SCM Integration and Final Report
· Simulate your product’s supply chain and examine various
scenarios using your integrated software.
· Align and integrate your high-level strategies with the detailed
implementations of each driver.
· Develop the proper SC management guidelines for your firm’s
products, as well as a user’s manual for your software module.
· Create an outline of the final report, and then compile the
final report. The final report should include a table of contents,
a 1-2 page meaningful executive summary up-front, an
introduction, and a conclusion/lessons learned section at the
end. The final report should also include the project activity
sheets for all the team meetings on each phase of the project.
· Each team member must create a very specific 1-2 page
“write-up” for the final report clearly explaining her/his
“aggregated” contribution to the project over the course of the
quarter, in particular, but not limited to, the following issues:
high-level objectives of your particular work on the project,
your work-plan/work-process; implementation details; results;
conclusions; connection to other parts of the project. This
35. explanation will be an important part of the individual’s project
grade.
· Final Project Report is due on Thursday, March 12, or
Tuesday, March 17, or Thursday, March 19, 2020.
Page 1 of 1
tim125-225-winter2014-hw7.doc
Weichih Sun
3/14/17
TIM 125
Homework 7
Problems
Estimated Time
Actual Time
Problem 1
1 Hour
1 Hour
Problem 2
1 Hour
1 Hour
Problem 3
2 Hours
1.5 Hours
Problem 4
3 Hours
2.5 Hours
Problem 5
2 Hours
1.5 Hours
Problem 6
3 Hours
3 Hours
Problem 7
4 Hours
3.5 Hours
36. Qualitative Problems
1. Transportation
Step 1: Define the Problem
1. Consider two products with the same margin carried by a
retail store. Any leftover units of one product are worthless.
Leftover units of the other product can be sold to outlet stores.
Which product should have a higher level of availability? Why?
2. What transportation challenges does online grocer Peapod
face? Compare transportation costs at online grocers and
supermarket chains.
Step 2: Create a Plan
1. Determine which product should have a higher level of
availability
2. Research and describe the challenges online grocer Peapod
faces
Step 3: Execute the Plan
1. Determine which product should have a higher level of
availability
The leftover units of a product which become worthless at
the end of the selling season should have a higher level of
product availability than the leftover units of the other product
that can be sold to outlet stores because unsold items for this
product are useless and no salvage value. Maintaining higher
level of availability for this product will help a firm match
demand uncertainty and maximizes profits.
2. Research and describe the challenges online grocer Peapod
faces
Peapod is responsible for congestion in the releasing area
and has to bear a high-priced outbound transportation costs.
These kinds of facilities were not available with traditional
grocers. Peapod delivers its items in trucks that are climate
controlled. These kinds of trucks should be offered with the
incentive facilities for peak and off-peak seasons for the goods
to be delivered at the right time to the customers. Customers are
aware of the transportation constituent of their purchase and
37. Peapod can encourage customers to purchase products of a
higher amount. Peapod and traditional grocers need to pay
inbound transportation charges for their merchandise. There
does not seem to be a large margin in this unless a trader has a
market share to gain cost benefits.
Step 4: Check your Work
Using the book as reference and reading over the chapters. I can
be sure my assumptions made for this answer are correct with
minimal amounts of error.
2. Facilities/Network Design
Step 1: Define the Problem
1. How do the location and size of warehouses affect the
performance of a firm such as Amazon.com? What factors
should Amazon.com take into account when making this
decision?
2. Amazon.com has built new warehouses as it has grown. How
does this change affect various cost and response times in the
Amazon.com supply chain?
3. Consider a firm such as Dell, with very few production
facilities worldwide. List the pros and cons of this approach and
why it may or may not be suitable for the computer industry.
Step 2: Create a Plan
1. How do location and size of warehouses affect Amazon.com
performance and what factors should be taken into account
when making these decisions?
2. How does new warehouses affect Amazon.com response time
and costs?
3. What are the pros and cons of having very few production
facilities worldwide?
Step 3: Execute the Plan
1. How do location and size of warehouses affect Amazon.com
performance and what factors should be taken into account
when making these decisions?
Responsiveness and efficiency of any company depends
upon its size and location of warehouses. It was a time when
Amazon used to run its bookstore with only one warehouse,
38. which was established in Seattle. This warehouse was not
capable of meeting the demands of customers as they were
ineffective in delivering the products at given time. Due to
single warehouse, its cost increases with less responsiveness of
customers. Since the time, they supplemented warehouses in
different locations for distribution purpose, their demand
increased at faster rate. This spreading of warehouses helped
the customers to get products on time due to proximity of
warehouses, where shipment can be done from locations nearer
to the customer. Amazon should work on areas underserved,
which can prove to be profitable, responsive and efficient from
the company’s point of view.
2. How does new warehouses affect Amazon.com response time
and costs?
With the change in figure of locations, facilities and
capacities, there is a change in logistic and facility cost.
Amazon’s cost increases with increase in the warehouses at
different locations. This cost includes inventory, facility and
logistics cost. This result in higher fixed cost that can be
utilized for diminishing transportation cost. Fixed cost can be
reduced by scattering the warehouses at different locations for
distribution purpose, which helps in adding the responsiveness
at same expenditure or same responsiveness at less cost.
Inventory cost can be reduced by distributing the warehouses at
different locations. Inventory costs also changes with an
increased number of warehouses.
3. What are the pros and cons of having very few production
facilities worldwide?
The greatest benefit the Dell has is that it can be located in
a large number of countries, which will help in reducing facility
cost by removing tariffs and lessening risk of demand and
exchange rate. The biggest drawback with Dell is its lack of
responsiveness from customers. Customers wait for their order,
because they know that it will take enough time to proceed.
Orders are further delated when shipped from other production
facilities. Orders are further delayed when shipped form other
39. production facilities that are listed on the web site. Cost of
shipping may be an area of concern for customers, but they
worth provided by Dell is quite high that this shipping cost
seems negligible.
Step 4: Check your Work
Using the book as a reference and the information we learned
from lectures. I can say that the answers I have put for these
discussion questions are correct.
Quantitative Problems
3. Chapter 11: Exercise 11.5
Step 1: Define the Problem
1. Return to the Sam’s Club store in Exercise 4. Assume that the
supply lead time from HP is normally distributed, with a mean
of 2 weeks and a standard deviation of 1.5 weeks. How much
safety inventory should Sam’s Club carry if it wants to provide
a CSL of 95 percent? How does the required safety inventory
change as the standard deviation of lead time is reduced from
1.5 weeks to zero in intervals of 0.5 weeks?
Step 2: Create a Plan
1. Determine how much safety inventory should Sam’s Club
carry if it wants to provide a CSL of 95 percent. How does the
required safety inventory change as standard deviation of lead
time is reduced from 1.5 to zero in intervals of 0.5 per week
Step 3: Execute the plan
Given information
Average demand per period, D = 250
Standard deviation of demand per period, σD = 150
Lead time, L = 2 weeks
Reorder point, ROP = 600
Lot size, Q = 1,000
Cycle service level, CSL = 0.95
Standard deviation of lead time, sL = 1.5 weeks
1. Determine how much safety inventory should Sam’s Club
carry if it wants to provide a CSL of 95 percent. How does the
required safety inventory change as standard deviation of lead
time is reduced from 1.5 to zero in intervals of 0.5 per week
40. Standard deviation of lead time 1.5 weeks
Expected demand during L periods, DL = L x D = 2 x 250
= 500
Standard deviation of demand during lead time = σL = =
= = 430.842
Safety inventory, ss = = 1.65 x 431 = 708.672
Safety inventory of 709 HP printers should be carried by
Sam’s Club
Standard deviation of lead time 1 week
σL = = = = 327.871
Safety inventory, ss = = 1.65 x 328 = 539.300
Safety inventory of 539 HP printers should be carried by
Sam’s Club
Standard deviation of lead time 0.5 week
Standard deviation of demand during lead time = σL = =
= = 246.221
Safety inventory, ss = = 1.65 x 246 = 404.997
Safety inventory of 405 HP printers should be carried by
Sam’s Club
Standard deviation of lead time 0 week
Standard deviation of demand during lead time = σL = =
= = 212.123
Safety inventory, ss = = 1.65 x 212 = 348.708
Safety inventory of 349 HP printers should be carried by
Sam’s Club
Step 4: Check your Work
Using the book as reference for formulas as well as using
lecture notes. I believe that the numbers I have calculated for
the safety inventory is correct
4. Safety Inventory (Aggregation)
Step 1: Define the Problem
1. Epson produces printers in its Taiwan factory for sale in
Europe. Printers sold in different countries differ in terms of the
power outlet as well as the language of the manuals. Currently,
Epson assembles and packs printers for sale in individual
countries. This distribution of weekly demand in different
41. countries is normally distributed, with means and stand
deviations as shown in Table 11-6. Assume demand in different
countries to be independent. Given that the lead time from the
Taiwan factory is eight weeks, how much safety inventory does
Epson require in Europe if it targets a CSL of 95 percent?
Epson decides to build a central DC in Europe. It will ship base
printers (without power supply) to the DC. When an order is
received, the DC will assemble power supplies, add manuals,
and ship the printers to the appropriate country. The base
printers are still to be manufactured in Taiwan with a lead time
of eight weeks. How much saving of safety inventory can Epson
expect as a result?
2. Return to the Epson data in Exercise 7. Each printer costs
Epson $200, and the holding cost is 25 percent. What saving in
holding cost can Epson expect as a result of building the
European DC? If final assembly in the European DC adds $5 to
the production cost of each printer, would you recommend the
move? Suppose that Epson is able to cut the production and
delivery lead time from its Taiwan factory to four weeks using
good information systems. How much savings in holding cost
can Epson expect without the European DC? How much savings
in holding cost can the firm expect with the European DC?
Step 2: Create a Plan
1. Assume demand in different countries to be independent.
Given that the lead time from the Taiwan factory is eight weeks,
how much safety inventory does Epson require in Europe if it
targets a CSL of 95 percent? Epson decides to build a central
DC in Europe. It will ship base printers (without power supply)
to the DC. When an order is received, the DC will assemble
power supplies, add manuals, and ship the printers to the
appropriate country. The base printers are still to be
manufactured in Taiwan with a lead time of eight weeks. How
much saving of safety inventory can Epson expect as a result?
2. What saving in holding cost can Epson expect as a result of
building the European DC? If final assembly in the European
DC adds $5 to the production cost of each printer, would you
42. recommend the move? Suppose that Epson is able to cut the
production and delivery lead time from its Taiwan factory to
four weeks using good information systems. How much savings
in holding cost can Epson expect without the European DC?
How much savings in holding cost can the firm expect with the
European DC?
Step 3: Execute the Plan
1. Assume demand in different countries to be independent.
Given that the lead time from the Taiwan factory is eight weeks,
how much safety inventory does Epson require in Europe if it
targets a CSL of 95 percent?
Demand during lead time, DL = D x L
Standard deviation of demand during lead time, σL =
k = number of countries
Safety inventory, ss =
Weekly Demand for Epson Printers in Europe
Country
Mean Demand
Standard Deviation
Lead time
Demand during lead time, DL
Std of demand during lead time, σL
Safety inventory, ss
France
3,000
2,000
8
24,000
5,656.85
9,304.70
Germany
4,000
44. 48,384
The amount of safety inventory that Epson requires in Europe
with a CSL of 95 percent is 48,384 units
Epson decides to build a central DC in Europe. It will ship base
printers (without power supply) to the DC. When an order is
received, the DC will assemble power supplies, add manuals,
and ship the printers to the appropriate country. The base
printers are still to be manufactured in Taiwan with a lead time
of eight weeks. How much saving of safety inventory can Epson
expect as a result?
First we would have to calculate the variance of standard
deviation by square rooting each country standard deviation of
demand. Then taking the sum of each countries variance and
finding the average. Then we calculate the standard deviation of
average demand, . Then we can calculate the value of central
demand, . Finally, we can calculate the safety inventory, ss =
Weekly demand for Epson printers in Europe
Country
Mean Demand
Standard deviation of demand
Variance
Average of demand
Standard deviation of average demand,
Value of central demand,
Safety inventory, ss
France
3,000
2,000
46. 2,560,000
Portugal
1,000
800
640,000
UK
4,000
2,400
5,760,000
If Epson decides to build a central DC in Europe the company
needs to maintain a safety inventory of 20,861 units.
2. What saving in holding cost can Epson expect as a result of
building the European DC?
We know that the safety inventory with decentralized
distribution is 48,384 units and safety inventory with
centralization is 20,861 units.
Savings = (SSwithoutDC + SSwithDC) x unit cost x holding rate
Savings = (48,384 – 20,681) x 200 x 0.25 = $1,385,150 savings
with a distribution center
If final assembly in the European DC adds $5 to the production
cost of each printer, would you recommend the move?
Increase in total cost = weekly demand x 52 weeks x
increased amount
47. Increase in total cost = 16,500 x 52 x 5 = $4,290,000
Since the increase in cost is more than the savings it is not
recommend to move
Suppose that Epson is able to cut the production and delivery
lead time from its Taiwan factory to four weeks using good
information systems. How much savings in holding cost can
Epson expect without the European DC? How much savings in
holding cost can the firm expect with the European DC?
Weekly Demand for Epson Printers in Europe
Country
Mean Demand
Standard Deviation
Lead time
Demand during lead time, DL
Std of demand during lead time, σL
Safety inventory, ss
France
3,000
2,000
4
12,000
4,000
6,600
Germany
4,000
2,200
4
16,000
4,400
7,260
Spain
2,000
1,400
49. distribution center
Weekly demand for Epson printers in Europe
Country
Mean Demand
Standard deviation of demand
Variance
Average of demand
Standard deviation of average demand,
Value of central demand,
Safety inventory, ss
France
3,000
2,000
4,000,000
329,333.33
1,814.75
4,445
14,669
Germany
4,000
51. Savings = (SS8weeks – SS4weeks) x unit cost x holding rate
Savings = (20,684 – 14,669) x 200 x 0.25 = $300,750 savings
with a distribution center
Step 4: Check your Work
Using the book as a reference for formulas on how to solve for
the savings and other equations as well as using lecture notes to
calculate the needed information. I believe that the numbers I
have calculated are correct.
5. SC Facilities/Network Optimization for SunOil
Step 1: Define the Problem
1. Work though the SunOil Case Study in Chapter 5 (4th
Edition) using Excel and Solver
Step 2: Create a Plan
1. Work though the SunOil Case Study using Excel and Solver
Step 3: Execute the Plan
1. Work though the SunOil Case Study using Excel and Solver
Cost and Demand Data for SunOil
This shows annual demand for each of the give regions. Cell D5
shows that it costs $92,000 to produce 1 million units in North
America and sell them to South America.
Inputs for capacitated plant location are:
n = number of potential plant locations/capacity (each level of
capacity will count as a separate location)
m = number of markets or demand points
Dj = annual demand from market j
Ki = potential capacity of plant i
fi = annualized fixed cost of keeping factory i open
cij = cost of producing and shipping one unit from factory i to
market j (cost includes production, inventory, transportation,
and tariffs)
yi = 1 if plant i is open, 0 otherwise
xij = quantity shipped from plant i to market j
52. Spreadsheet Area for Decision Variables
The decision variables determine the amount produced in a
supply region and shipped to a demand region.
Constraint and Object Function
Cells B22:B26 contain the capacity constraints and cells
B28:F28 contain the demand constraints. The object function is
shown in cell B31 and measure the total fixed cost plus the
variable cost of operating the network
Optimal Regional Network Configuration for SunOil
This shows that lowest-cost network will have facilities in
South America, Asia and Africa. Further, a high-capacity plant
should be planned in each region. The plant in South America
meets the North American demand, whereas the European
demand is met from plants in Asia and Africa
Step 4: Check your Work
Carefully going through each step of the SunOil Case Study the
implementations is all correct. Except for the fact that I have
unknown decimal values in some of the cells. The answer still
came out the be correct so I assume that Excel Solver did
something that made it like that.
6. Facility Design for Dry Ice, Inc.
Step 1: Define the Problem
1. DryIce, Inc., is a manufacture of air conditioners that has
seen its demand grow significantly. The company anticipates
nationwide demand for the year 2006 to be 180,000 units in the
South, 120,000 units in the Midwest, 110,000 units in the East,
and 100,000 units in the West. Managers at DryIce are
designing the manufacturing network and have selected four
potential sites – New York, Atlanta, Chicago, and San Diego.
Plants could have a capacity of either 200,000 or 400,000 units.
The annual fixed costs at the four locations are shown in table
5-6, along with the costs of producing and shipping an air
conditioner to each of the four markets. Where should DryIce
53. build its factories and how large should they be?
Step 2: Create a Plan
1. Determine from the data given where DryIce should build its
factories and how large they should be
Step 3: Execute the Plan
1. Determine from the data given where DryIce should build its
factories and how large they should be
Inputs:
n = number of plant locations per capacity
m = number of demand points
Dj = annual demand from market j
Ki = potential capacity of plant i
fi = fixed costs associated with keeping plant i
cij = the production and transportation cost from site i to region
j
Using Excel and Solver
From the results we can see that building plants at Chicago and
San Diego of capacity 100,000 and 410,000 respectively will be
able to fulfill the demand at minimum cost. The annual total
cost in terms of plants and transportation is $168,290,000.
Step 4: Check your Work
Using the book and lecture notes as a guide and reference. And
following steps on using excel solver from the book. I can
assume that the numbers that has been created by solver is
correct.
7. Transportation for Books-on-Line
Step 1: Define the Problem
1. Books-on-Line, an online bookseller, charges its customers a
shipping charge of $4 for the first book and $1 for each
additional book. The average customer order contains four
books. Books-on-Line currently has one warehouse in Seattle
and ships all orders from there. For shipping purposes, Books-
on-Line divides the United States into three zones – Wester,
Central, and Easter. Shipping costs incurred by Books-on-Line
54. per customer order is $2 within the same zone, $3 between
adjacent zones, and $4 between nonadjacent zones. Weekly
demand from each zone is independent and normally
distributed, with a mean of 50,000 and a standard deviation of
25,000. Each book costs on average $10, and the holding cost
incurred by Books-on-Line is 25 percent. Books-on-Line
replenishes inventory every week and aims for a 99.7 percent
CSL. Assume a replenishment lead time of one week. A
warehouse is designed to carry 50 percent more than the
replenishment order + safety stock. The fixed cost of a
warehouse is $200,000 + x, where x is its capacity in books.
The weekly operating cost of a warehouse is $0.01y, where y is
the number of books shipped. Books-on-Line is planning its
network strategy. Which zones should have warehouses? Detail
all costs involved.
Step 2: Create a Plan
1. Create a detailed structure for Books-on-Line for which zone
they should have warehouses
Step 3: Execute the Plan
1. Create a detailed structure for Books-on-Line for which zone
they should have warehouses
Given information
Weekly mean demand, Dm = 50,000
Standard deviation, = 25,000
Holding Cost, h = 0.25
Replenishment lead time, L = 1 week
Reorder interval, T = 1 week
Cycle service level, CSL = .997
Average cost per book, p = $10
Fixed cost = 200,000 + x
Weekly Operating cost = 0.01y
Warehouses only in the Western Zone
50,000 books are shipped to each zone from the Western zone
Safety inventory, ss = = 2.76 x = 168,267
Shipment cost for each zone differs
Cost of shipment from Western zone to Eastern zone is $4 per
55. order = 50,000 x 4/4 = 50,000
Cost of shipment from Western zone to Central zone is $3 per
order = 50,000 x 3/4 = 37,500
Cost of shipment from Western zone to Western zone is $2 per
order = 50,000 x 2/4 = 25,000
Since the warehouse can carry 50 percent more than the
replenishment order + safety inventory. We can calculate this
by (200,000 + 1.5 x (168,267 + 150,000))/52 = 13,027
We can calculate weekly operating cost by, 0.01(150,000) =
1,500
Cycle inventory cost = = / 52 = 3,606
Safety inventory cost = ss x hC = 168,267 x .25 x 10 /52 =
8,090
The total weekly cost of setting up the warehouse only in the
Western zone is $138,722
Eastern
Central
Western
Eastern
0
0
0
Central
0
0
0
Western
50,000
50,000
50,000
Total Zone Demand
50,000
50,000
50,000
57. 1,500
Weekly cycle inventory cost
3,606
Weekly safety inventory cost
8,090
Total weekly cost
50,000
37,500
51,222
Warehouse only in the Central Zone
50,000 books are shipped to each zone from the Central zone
Safety inventory, ss = = 2.76 x = 168,267
Shipment cost for each zone differs
Cost of shipment from Central zone to Eastern zone is $3 per
order = 50,000 x 3/4 = 37,500
Cost of shipment from Central zone to Central zone is $2 per
order = 50,000 x 2/4 = 25,000
Cost of shipment from Central zone to Western zone is $2 per
order = 50,000 x 3/4 = 37,500
Since the warehouse can carry 50 percent more than the
replenishment order + safety inventory. We can calculate this
58. by (200,000 + 1.5 x (168,267 + 150,000))/52 = 13,027
We can calculate weekly operating cost by, 0.01(150,000) =
1,500
Cycle inventory cost = = / 52 = 3,606
Safety inventory cost = ss x hC = 168,267 x .25 x 10 /52 =
8,090
The total weekly cost of setting up the warehouse only in the
Central zone is $126,222
Eastern
Central
Western
Eastern
0
0
0
Central
50,000
50,000
50,000
Western
0
0
0
Total Zone Demand
50,000
50,000
50,000
Safety Inventory
168,267
60. Weekly cycle inventory cost
3,606
Weekly safety inventory cost
8,090
Total weekly cost
37,500
51,222
37,500
Warehouse in each Zone
50,000 books are shipped to each zone from each zone
Safety inventory, ss = = 2.76 x = 97,149
Shipment cost for each zone differs
Cost of shipment from Eastern zone to Eastern zone is $3 per
order = 50,000 x 2/4 = 25,000
Cost of shipment from Central zone to Central zone is $2 per
order = 50,000 x 2/4 = 25,00
Cost of shipment from Western zone to Western zone is $2 per
order = 50,000 x 2/4 = 25,000
Since the warehouse can carry 50 percent more than the
replenishment order + safety inventory. We can calculate this
by (200,000 + 1.5 x (97,149 + 50,000))/52 = 8,091
We can calculate weekly operating cost by, 0.01(50,000) = 500
Cycle inventory cost = = / 52 = 1,202
Safety inventory cost = ss x hC = 97,149 x .25 x 10 /52 = 4,671
The total weekly cost of setting up the warehouse in each zone
is $118,390
63. Total weekly cost
39,463
39,463
39,463
Since the total cost of setting up warehouse in each zone is the
lowest, it is recommended to have warehouse in each zone.
Step 4: Check your Work
Using the book as a reference for formulas and step by step
from examples. I can say that the numbers I have calculated are
correct.