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Vivian Capulong
Rachel Fong
Sam Kim
John Vincent Reyes
Shane Stiller
Winter 2015
T.I.M. 125 : Supply Chain
Management and Software
Kiwi Company
The Forange

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Table Of Contents
I. Executive Summary ​……………………………………………………………….……...​2
II. Supply Chain Network ​……………………………………………………………….…​3
III. Competitive Strategy ​……………………………………………………...…….…….​4
IV. Supply Chain Strategy ​………………………………………………………….……..​4
V. Supply Chain Drivers ​……………………………………………………………….…​6
VI. Product Lifecycle Model ​……………………………………………………………..​9
VII. Market Analysis ​……………………………………………………………….………...​11
VIII. Demand Forecasting ​……………………………………………………………….……​12
IX. Cycle Inventory ​……………………………………………………………….………...​13
X. Safety Inventory ​……………………………………………………………….……….​14
XI. Facilities​……………………………………………………………….………………...​16
A. Capacitated Plant Model
XII. Transportation ​…………………………………………………………...….…………..​17
XIII. SCM Software ​……………………………………………………...……….….…………..​18
A. Screenshots of each tab
B. User manual
C. Different scenarios
XIV. Conclusions and Lessons Learned ​………………………………………………..​25
XV. Group Member Reflections ​…………………………………………………….……..​26
XVI. Final Project Outline ​………………………………………………………………..​31
XVII. Appendix (Phases 1­4) ​..................................................................................................​32

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I. Executive Summary
Kiwi Incorporated’s goals of innovation and development of the latest and greatest in
wearable, incognito, and hands­free technology has led to the breakthrough of the Forange. Now
Kiwi Inc. is focusing on managing its supply chain network by developing a supply chain
strategy focused on responsiveness. We developed our strategy by identifying our competitive
strategy and our zone of strategic fit for our supply chain.
In order to achieve this, Kiwi Incorporated’s competitive strategy is one of focus with the
hopes of targeting consumers to amass a large portion of the market upon entry. As such we
predict our product will have an implied demand uncertainty (IDU) that is between somewhat
uncertain and high IDU because our product is neither a newer version of existing products nor is
it a disruptively new product. We intend for our performance to be responsive as opposed to
efficient. Thus our zone of strategic fit demonstrates our supply chain strategy’s focus on being
responsive with a somewhat high IDU.
Kiwi Inc. has a very sophisticated supply chain network as numerous suppliers provide
different raw materials. These raw materials are then used to manufacture the actual components
which will be used to assemble the final product. The Forange will be assembled in our own
assembly plant and then sent to our various distributors who will then dispense inventory to our
retailers. This way the product will reach as many customers as possible. The supply chain
strategy of Kiwi Incorporated is thus a responsive one that is driven by many factors which
include facilities, transportation, inventory, and information.
Our facilities are high in number and located in various places so that we can lower the
amount of time it takes to transport components from suppliers to manufacturers and from there
to assemblers. Transportation is key since materials need to be shipped from facility to facility.
In order to be responsive we must be able to transport our goods in a timely manner thus we
intend to use multiple methods including trucks, trains, and air freighters. Inventory management
is extremely important in being responsive because we need to be able to meet customer demand
as time goes on; therefore we need to replenish inventory as it depletes or risk being unable to
provide our customers with our product. As for information, we need to communicate across the
supply chain network so as to keep each phase in the loop in terms of inventory management.
Kiwi Incorporated has automated much of the supply chain management process through
its software. To help manage the supply chain network, we developed a software to be used by
Kiwi Inc. This software takes data parameters and uses them in order to forecast demand based
on historical data, determines cycle and safety inventory, finds optimal locations of facilities as
well as the number of facilities, and finally determines the best mode of transportation based on
calculated transportation costs. This software will make the company more efficient by providing
employees with an automated tool to find relevant information.
In conclusion, we have developed a high­level supply chain network accompanied by the
software to manage that network efficiently.

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II. Supply Chain Network
Kiwi Inc. has several suppliers in order to accumulate the best materials and components
for our product. These materials are gathered in our many factories to be turned into components
for our product, the Forange. For instance, it takes many materials such as glass and silicon just
to manufacture the screens of the Forange. Similarly the camera of our product requires glass,
silicon, and a lens to manufacture. These and other components are taken from our
manufacturing plants and then used to assemble the final product in our own factories. We then
ship our products to our various distributors to reach the most customers through their many
retailers.

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III. Competitive Strategy
There are three competitive strategies that tech companies usually fall under and they are
cost leadership, differentiation, and focus. Kiwi company falls in focus. We believe that we have
a very unique product that is like nothing else on the market but we are still aiming for a specific
group of people and we do not want our products to be extremely expensive. When first entering
the market we will be a focus company that targets consumers and enterprise customers first.
Then as we gain a foothold we will move from focus to differentiation with a very high end and
expensive product.
IV. Supply Chain Strategy
1. Performance: Responsiveness/Efficiency Spectrum
Our company has a complex manufacturing process, which places us in the responsiveness area
of a SC. When our company finds a problem with our product, we would have to find a new resource for
materials if the initial material used failed to function properly, such as the touchscreen or armband. This
would require our company to spend several months in order to find a solution and respond to customer
needs.
2. Implied Demand Uncertainty (IDU): IDU Spectrum
Our company falls in between somewhat uncertain IDU and high IDU, but leaning more towards
a high IDU, because our product is not exactly a newer version of existing products, and we have
developed a completely new product but not a disruptive one. Our product is a combination of the
products of a smartphone, tablet, and smartwatch. We have not quite improved the functionalities of these
products, but we have combined them to create a new innovative technology for customers in need of an
incognito device.

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Zone of Strategic Fit
Above is a chart that combines the IDU spectrum with the responsiveness / efficiency
spectrum in efforts to define a zone of strategic fit. Since low cost means high efficiency, the
chart tells us that the zone of strategic fit has a high IDU (highly uncertain supply and demand)
and a highly responsive supply chain.

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V. Supply Chain Drivers
1. Facilities
a. Number
We will need at least one warehouse for every retailer serviceable by truck, and
an additional warehouse for every additional 10 retailers in the area. We will need a
manufacturing facility for every component described in the supply chain network, and a
dedicated warehouse to store raw materials. We will also need a warehouse to store
completed components while they accumulate for transportation to the assembler. We
will need a large warehouse for the assembler to store completed Foranges as they wait to
be distributed to warehouses around the world, before being issued to retailers in need of
a restock.
b. Location
Warehouses will need to be strategically placed, based on the function they serve.
Warehouses which serve as storages for raw materials must be located adjacently to their
relevant manufacturing facility. While warehouses that store completed components or
Foranges waiting to be transported to either the assembler or another warehouse should
be located by either the facility that produced it or the plane/trains station that will
transport it long distance. Warehouses that store Foranges to be distributed by truck must
be strategically located between the retailers it services. The assembling facilities will be
located in a region with cost efficient labor, and preferably near a large worldwide
plane/boat distributor to reduce transportation costs.
c. Function
We will need a variety of warehouses serving specific purposes. Warehouses for
storing raw materials needed for manufacturing facilities will need to meet certain

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conditions depending on the material they are housing. Warehouses for storing completed
components or Foranges will need to be equipped with security, and designed to be
compatible with transportation by truck. An assembling facilities will be needed to piece
together the final completed components into the Forange, as well as smaller assembling
facilities for complex components. Lastly we will also need retail facilities to sell the
product to our users.
d. Capacity
Our warehouses will vary in capacity depending upon their designated purpose.
Warehouses that serve as raw materials for manufacturing will not need to be as large as
the assemblers warehouse whom will store completed Foranges or components. The
warehouses that will serve to restock their designated retailers can be small and hold only
enough stock for a quarter or two. The manufacturer facilities that produce components
from raw materials will be especially large in order to refine the materials into
components. The assembler facilities don't need to be as large, just have an efficient
assembly line to put pieces together. Lastly our retail facilities will have designated
capacity based upon what they prefer, best buy has large ones while there are also online
retailers whom will require no store front.
2. Transportation
a. Modes of transportation
We intend to use many modes of transportation in order to get our supplies to
where they need to be. For instance, we will use trucks, trains, and freighters by both air
and sea to transport our goods from our assembly plant to our distributors. We will use
similar methods to procure component materials from our various suppliers. Depending
on the locations of the suppliers, our best option would be to use air and sea freighters to
transport these raw materials to our manufacturers in order to produce the actual
components of our product. We will then transport these components to our assembly
factories via trucks.
b. Routes
Kiwi Inc. hopes to cut down the amount of travel time our products and
components take by utilizing the most efficient methods of transportation from location
to location. For example, we will use air and sea freighters to ship in raw materials from
overseas which we will use in our manufacturing plants. We will then use the most direct
routes to distribute these materials to our assembly plants via train and trucks. Further we
will continue to use trucks to transport our finished products from the assembly plants to
our various distributors. These routes allow our transports to deliver their goods as
efficiently and as responsively as possible.

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c. Scheduling
The schedule for the transportation of our goods is as follows. Firstly, we will
ship in our raw materials from overseas via air freighters and sea freighters, which we
believe will optimistically take 4­6 weeks in order to receive all of our supplies after we
place our orders. Then we will transport these raw materials using trains and trucks in
order to get them to our manufacturing plants. We hope this process will take no longer
than 2 weeks. Once the components have been manufactured from the raw materials, we
plan on transporting them to our assembly plants using trucks in the span of 1­2 weeks.
After we’ve assembled the final products we will transport them to our distributors using
trucks and we anticipate the last of our products will be delivered from us over the course
of 1 week. Once the distributors have our product, we believe the Forange will reach
retailers and thus customers in less than a week depending on the location of the retailers.
3. Inventory
Managing inventory levels is crucial to the success of a supply chain. In order for our
company to maintain sufficient levels of stock, we must calculate proper safety inventory levels
and reorder points for our various facilities. To make sure we have the proper amount of
inventory balanced between efficiency and responsiveness we will communicate with suppliers
to determine lead times and costs. Once we know how much stock to hold onto, we can calculate
helpful decision making tools such as cycle inventory, or we can target our fill rate. By planning
for what levels we want to meet, we can reach that goal in a more cost effective manner. Our
inventory software will seeks to mitigate the amount of manual calculations or adjustments our
managing team must make. Once software is implemented that can easily take in a new value for
desired fill rate or CSL we can reverse calculate automatically how that affects the safety
inventory, optimal lot size and or re­order points. Another important purpose of the inventory
software is to aid in the exposure of crucial data to other segments of the company. By increasing
clarity throughout the supply chain, inventory levels won't have a chance to fall so low because
management can keep an eye on it.
4. Information
Information systems be used to make the SC both very responsive and very efficient.
Information systems are the backbone of supply chain operations in that we need these systems
to track the entire supply chain and find out when we need to update our supply chain.
Information systems can keep track of products as they are being transported from the
warehouses to the manufacturing plants. IS can be used to keep track of inventory in the
warehouses as they are coming in and out. Finally, IS will be used to determine customer
demand and forecast future demand and quickly relay this information so that the supply chain
can update quickly and efficiently.

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VI. Product Lifecycle Model
This is our Product Life Cycle for wearable technology. We obtained our numbers from
historical data of the smartwatch. Our graph portrays that at first, smartwatches in general did not
sell well as it was a new product but is slowly gaining momentum as it enters its fourth year.
Our history shows that we have a high IDU but now our IDU has decreased at year 4 in
comparison. Over the next few years, as wearable technology progresses in its life cycle, its IDU
will continue to decrease until it reaches “maturity”, then increase.
Introduction:
This stage is typically the most expensive stage for our company considering we will be
launching a new product. Since we will be trying to get our product out in the market, the size
will be small and there will not be a huge demand for the product yet. Other factors such as
marketing and research and development will be costly.

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Growth:
The growth stage is where our company should be making the most profit once our
product has been advertised out into the market. With more awareness, the size of the market
will begin to increase along with customer demand. This will lead our manufacturers to reduce
their costs and become more efficient. Our company will need to continue to advertise the
product in a successful way to keep bringing in customer demand. An increase in competition
will happen in this case.
Maturity:
The mature stage is when our company will have maximized efficiency in the supply
chain. At this point in our products life cycle it will be tough to acquire new customers without
increasing marketing expenditures because grasping new customers is tough once the market is
saturated. At this stage the market as a whole will experience the highest profits, however
individual companies will start to see their market shares decrease and profits lowered as
customers are stolen. A benefit to a market in this stage is that the production process will have
reached a highly efficient state and there will continue to be improvements, further increasing
profitability for those companies who can continue to grasp customers. Strong marketing
campaigns and diverse product features will contribute strongly to a companies success in a
mature market.
Decline:
The decline stage is the final stage of the product life cycle. We will be able to continue
making a profit as long as our company reduces the cost to produce by finding alternatives for
manufacturing. During this time it will also be difficult to maintain the market because other
newer products will emerge and the product that was just released will then become outdated.
Another factor is that after the growth and maturity stages of the product life cycle, that is when
consumers who already had a demand for the product have also acquired the product so that has
also lead to the decline.

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VII. Market Analysis
Revenue Map:
Historical Data of smartwatches:
2012: 0.3 Million Units
2013: 1.23 Million Units
2014: 7.44 Million Units
Smartwatch prediction in 2015: 10.8 million units
Our product, the Forange, is set to be a replacement for current consumer electronic
devices. It is aimed to be a combination of a tablet, smartphone, and smart watch. In order to
analyze the market for our product, we analyzed historical data from each of these products but
ultimately decided to draw mostly from the data we found on smart watches because of how new
they are to the market as well as how quickly the industry is growing. From its introduction in
2012, the smart watch industry has exponentially grown from a sales volume of only a meager
0.3 million units sold to a whopping 7.44 million sold in 2014. For 2015, our prediction of the
sales volume for smart watches is 10.8 million. Thus, the prediction for our product we estimate
to be around 8 million, and from that since we wouldn’t have complete market dominance we
aim to sell about 6.1 million units.

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VIII. Demand Forecasting
From above, you can see the forecasted demand for the next year for our product using a
static method of forecasting. In order to save space, we decided to only show one of the methods
here. However, the other methods of demand forecasting were used and are displayed below.

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IX. Cycle Inventory
Year 1
Sleeve
Demand : 300,000
Shipping Cost : $400
Holding Cost : .2
Cost per Unit : $3
Annual Cycle Inventory for Sleeves : 10,000
Screen
Demand : 300,000
Shipping Cost : $400
Holding Cost : .2
Cost per Unit : $15
Annual Cycle Inventory for Screens : 4,500
Processor
Demand : 300,000
Shipping Cost : $400
Holding Cost : .2
Cost per Unit : $275
Annual Cycle Inventory for Processors : 1,000
Battery
Demand : 300,000
Shipping Cost : $400
Holding Cost : .2
Cost per Unit : $10
Annual Cycle Inventory for Batteries : 5,500
Explanation: We obtained the demand for the first year from our demand forecast which was
300,000 units. The shipping cost was obtained from doing research about how much it would
cost suppliers to ship wearable technology. We assumed the holding cost was 20% so the value
for h = 0.2. The cost per unit was obtained from doing research online for the price of obtaining
each material.

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X. Safety Inventory
Terminology
Optimal Lot Size: (Q​L​)​i​
* ​
= sqrt ((D​i​S​i​ 2) / (h​i​C​i​))
Cycle Inventory: (Q​L​)​i​
*​
/ 2
D​W​ = expected weekly demand
Q​L ​ = lot size
T = replenishment time
L = supplier lead time
ROP = (D​L​)​M​ ­ ss = re­order point
(D​L​)​M​ = LD​W​ = expected demand during time period
ss = ROP ­ (D​L​)​M​ = safety stock/inventory
Sleeve
D​W = 5,769.23 → 5,770 units
Q​L = 20,000 units
T = 24.33 → 25 days
L = 2 weeks
ROP = 12,148 units
(D​L​)​M = 11,540 units
ss = 607.14 → 608 units
D​W​ was found as the quotient of the annual demand and the number of weeks in a year;
so 300,000 divided by 52 came out to 5,770 whole units. The lot size was found using the
formula: where D is annual demand, S is shipping cost, h is holding cost, and CL Q = √2DS/hC
is cost per unit. The replenishment time was found as the quotient of the number of days in a
year and the number of shipments in a year, which was found as the quotient between annual
demand and lot size. The supplier lead time was predicted as 2 weeks. The reorder point was
found as the sum of expanded demand during time T and the safety stock. The expanded demand
during time T was found as the product of weekly demand and the number of weeks of supplier
lead time. For the sleeve it was 5,770 units multiplied by 2 weeks to get 11,540 units. The safety
stock was found as the difference between demand during the time period T­L and the stock left
from the lot size after subtracting the expected demand during time T. So we found the demand
during the time period T­L to be 9,067.14 minus the difference between a lot size of 20,000 units
and an expected demand of 11,540 units, which was 8,460, and thus had 607.14 as our end
result.

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Screen
D​W = 5,770 units
Q​L = 8,944.27 → 8,945 units
T = 10.88 → 11 days
L = 2 weeks
ROP = 11,663 units
(D​L​)​M = 11,540 units
ss = 122.14 → 123 units
Processor
D​W = 5,770 units
Q​L = 2,088.93 → 2,089 units
T = 2.54 → 3 days
L = 2 weeks
ROP = 11,924 units
(D​L​)​M = 11,540 units
ss = 383.86 → 384 units
Battery
D​W = 5,770 units
Q​L = 3,464.10 → 3,465 units
T = 4.22 → 5 days
L = 2 weeks
ROP = 12,197 units
(D​L​)​M = 11,540 units
ss = 656.43 → 657 units

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XI. Facilities
Capacitated Plant Location Model
After solving our capacitated plant location model for our product, we will have plant
locations mainly in North America and Asia. Our demand is the highest in those two regions.
This results in our objective function cost being $10,034.4. Since we will have a low plant in
North America and a high plant in Asia, these locations can help us improve the efficiency and
responsiveness for our supply chain in our main regions.

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XII. Transportation
Above is a chart that displays the components of total transportation costs from which
mode of transportation such as land, air, sea, etc. to the cycle and safety inventory costs of each
lot size. The optimal choice would be to choose ​air transit with a lot size of 1,000 units​ because
not only is the transportation cost low per 100 kg, but also the total cost is lower in comparison.
With this optimal choice, it will also be a good balance between efficiency and responsiveness.
Lower transportation costs would be beneficial and cost efficient for our company.

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XIII. SCM Software
Screenshots and Software User Manual
1. Once our user has opened the excel workbook they can navigate to the Homepage. From
the Homepage several buttons will be displayed, one for Demand Forecasting, Cycle
Inventory, Facilities and Transportation.

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2. Upon selecting the first button, Demand Forecasting the user will be prompted with a
userform to enter a smoothing constant for alpha, beta and gamma. After the constants have been
entered the user will be redirected to a new spreadsheet, Demand Forecasting that will display the

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results for Static Forecasting, 4 point moving average, Simple exponential smoothing, holt's
model and winters model.
3. Upon selecting the second button, Cycle Inventory, the user will be redirected to the
spreadsheet Cycle Inventory which will display the reorder point, safety stock and lot size for the
screen, sleeve, processor and battery.

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4. Upon selecting the third button, Facilities, the user will be redirected to the spreadsheet
Facilities which displays the results from the capacitated plant model. This information can be
used to help the manager decide if a plant in a certain region is necessary.
5. Upon selecting the fourth button, the user will be redirected to the transportations
spreadsheet, displaying useful information such as the cost of railway versus a truck, or an air
freight.

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Data Screenshots
Static Forecasting
Winter’s Model

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Cycle Inventory, Facilities, and Transportation

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XIV. Conclusions and Lessons Learned
With the amount of market and product research that we have done, we have been able to come
up with a clear plan for our project Forange. Our goal after these last two quarters of development is to
release a game changing device that frees up our users and does so at as low of an expense as possible.
Our supply chain strategy focuses on reducing costs, because responsiveness is less critical for the
early stages of our product life cycle, we will aim to create relationships with the supplier whom offer the
greatest discounts. We have done a considerable amount of product development and research to make
sure that the Forange will be able to meet expectations and perform as intended. We mainly focused on
other similar products such as the smartwatch, tablet, and smartphones. Since our product is a
combination of these products, we made sure to do include additions to make it more suitable for
wearable forearm technology.
Since we know the main pieces of our product are expensive we will aim to establish
well­developed relationships with those suppliers and secure a lower lead time as the product life cycle
ages. We aim to target the consumer, enterprise and military market segments since this is an advanced,
incognito, and wearable technology. Our product will include core technology for multiple functionalities
and entertainment, with sensitive sensors to be adaptable to the user’s movements.
The main issues with our product is maintaining a consistent aggregation from all our suppliers,
by maintaining low transportation costs we can meet our goals of increasing the demand for our product
as well as our customer use base. Once our product enters the growth stage of its life cycle we can be sure
that aggregation will be honed to perfection and from that point on the necessity is reducing costs. By
focusing on locating the lowest cost suppliers regardless of lead times we are preparing for the growth life
cycle by taking risk in the initial stage. After reviewing our project plan, our product will be very
innovative and desirable and we expect to see a high number of users so that we will be able to make a
huge change in the wearable technology industry.
Throughout this course we learned how to design a supply chain for our medium sized company.
We also learned how to do other things such as Microsoft Visual Basic and various other Excel
techniques. As a group we learned how to work around each other’s schedules and find time to be able to
work on it. Other things that we learned are more specific such as how to find where to put facilities, what
kinds of transportation we should use, and how much cycle inventory we should have.
Finally, we learned how all of these things came together in the very end through this group
project.

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XV. Group Member Reflections
Vivian Capulong
These past two quarters working with my group has been an overall great and valuable
experience since we all get along very well. Each of us have drawn from our own strengths that
we have used in our project. After getting familiar with each other’s schedules, it became easier
to meet up frequently and when we were unable to meet in person, we would video chat online to
stay on task and work properly, no matter how late we had stay up. As a group, we collaborated
on everything, and everyone in the group had a say in important matters. Though some people
were in charge of working on some concepts, each member helped out with each task so that the
whole group was on the same page as to where our progression stands. Everyone was always
willing to work and willing to contribute, which made the project very enjoyable for all of us.
Individually, I helped with the zone of strategic fit and did research on the supply chain
drivers such as facilities and transportation, along with the cycle and safety inventory. We were
able to use one of my versions of the demand forecasting and apply it to our project demand.
Though I was unable to attend the bi­weekly meetings with Tyler and Subhas due to schedule
conflicts, my group kept me up to date on what needed to be finished. While John and Shane
worked on developing the software and Visual Basic, Rachel, Sam, and I worked on the
spreadsheets. With the work split up, I did a lot of research on how to implement the formulas
into the spreadsheets, such as the Capacitation Location Model, but it was more or less trial and
error. Our group had developed a solid framework and outline on what needed to be done. The
skills that we have learned and developed in TIM 105 have definitely carried with us throughout
this quarter, and it has made working together not only easier, but definitely enjoyable. With
that said, our group produced a final document that represents our product properly.

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Rachel Fong
After working with my group since last quarter, this project has been enjoyable since we
all have a great connection. Most of this was done when we met up frequently to discuss the
research and work that we have done over the course of this quarter. In the beginning of the
project we have worked on the supply chain network and IDU spectrums together up until we
reached the facilities, transportation, and software development stages. I helped research the
materials and retailers that our product would use and made the connections in our network with
the relationship between the suppliers and customers. I also helped research the demand for the
different parts that make up our product. This was used in order to help with our demand
forecasting as well as our market analysis to determine how much revenue our company could
make. I typed some of the descriptions for the Product Life Cycle for growth, and maturity. Once
we got to the cycle inventory, Shane and I calculated the main products that we will be using to
create our wearable technology product in our cycle inventory. We used Alibaba in order to get
the values of the price for each supply and we took the demand from the first year in our demand
forecasting model. Afterwards when we had to work on Facilities, Transportation, and Software
development, we split each part so that at least 2­3 of us would work together on a certain part.
Sam, Vivian, and I worked on Facilities and Transportation together, and Vivian and I worked on
the Capacitated Plant Location Model. We spent a few days doing some research for the product
and transportation costs for each region to transport the supplies to each other. After that we
found the demand and fixed costs and use the Solver in excel to find the optimized cost. This
resulted in having a facility in North America and Asia. Working together like this helped the
process of completing each task go by faster rather than having the entire group work on one part
at a time. This allowed us to be more efficient and work one on one with each other. Each group
member put in an equal amount of work into completing the phases of the project as well as this
final report.

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Sam Kim
Collaborating with my group has been a very enjoyable experience over the course of
these last two quarters. For the most part we worked on everything together; in fact, up until we
split up to work on creating the software/facilities and transportation I believe we worked on
everything as a group. Everyone was cooperating and willing to help everyone else with any and
all parts they had difficulty with. It has been a great learning experience being able to work with
this amazing group of people as we have truly worked as a team. I believe we have each gained a
lot of knowledge about how to work efficiently in a group and how to communicate and
cooperate effectively. I personally believe that I was the weakest link of the group as I was often
late to meetings, however, each of us, including myself, put a lot of work into this project and
effectively worked together. As I look over this final project as a whole, I see every part I
personally contributed to but cannot take much credit for doing anything as an individual. I did a
lot of writing for this group but would not have been able to write any of it if it had not been for
my group providing accurate data and information which I used to write explanations and
summaries. Once again, most of the work done we completed as a group. We worked together to
complete each phase and make it the best version of it that we could. It was not until phase 3 that
the group worked less collaboratively. This was done because half of the group was focused on
creating the Visual Basic program for the other half of the group to use in order to make our job
easier. I was a part of the half which was focusing on the cycle inventory, safety inventory,
facilities, and transportation aspects as opposed to working on the Visual Basic program directly.
Even when we were working on separate parts of the project, we still communicated as a group
and did our best to work together. I firmly believe that our group worked extremely well together
to create a final product of high quality through our joint efforts.

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John Vincent Reyes
I am extremely happy with the group that I was paired up with for this group project. I
believe we work well together and we genuinely enjoyed each other’s company. Everyone was
willing to work hard on the project and we never had any issues with people slacking off. With
that said this is what I worked on the project: For the first half of the project we all worked
collectively on phases 1­2. That means we worked on the preliminary project proposal together. I
personally did the Gantt, PERT, and Design Development Matrix and helped putting together the
Supply Chain Network with Shane. Then for phase 1 I helped a lot on the competitive strategy
and supply chain strategy. We designed how high our IDU and Responsiveness should be and
created the zone of strategic fit on the graph. For Phase 2 I helped create the product life­cycle
model. I then set­up the MIT beer game for our group to play, creating the online version as well
as the paper version.
For phase 3 and 4 is when our group separated into 2. Me and Shane would work on the
supply chain software while Vivian, Sam, and Rachel would work on cycle inventory, safety
inventory, facilities, and transportation. That’s not to say that we didn’t help them with that stuff
but our focus was mainly on the software side of things. I actually made a mistake and made the
software much more complex than it had to be when that’s not what our group was looking for
so all that work was for nothing. But besides that once we had the necessary sheets for the cycle,
safety, and stuff, it was easy for me and Shane to code in Visual Basic what had to be done. We
both worked on it equally and got it done quickly.
We were able to finish the final report within a couple of hours on Sunday and I made
sure that we did so in an efficient and quick manner. All in all I believe that we didn’t have any
problems as a group and it was a pleasure working with my groupmates for this quarter and last.

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Shane Stiller
The expanse of this project beginning with last quarter was an enjoyable and informative
experience. My group and I all worked thoroughly to produce high quality material in an
efficient and organized manner. We frequently met as group, both in person or through online
sources when our schedules did not permit. We worked together on all the beggining parts of this
project, starting with the supply chain network we produced a descriptive image showing the
process of stuff starting from supplies to manufacturing to assembly to distributor to retailer.
Than we went on to developed a competitive strategy based on what we had last quarter, this
competitive strategy pushes us to target consumers and enterprise customers as a priority. We
decided a supply chain strategy to have between somewhat responsive SC and highly responsive
SC and an implied demand uncertainty between somewhat uncertain and highly uncertain. Our
zone of strategic fit was determined to be on the upper right hand corner, showing a high
responsive and a high IDU. After that we went on to define our supply chain drivers, i worked on
transportation and helped with facilities, we determined that our facilities is crucial to have a
balance between key locations and capacity size efficiency. We also all worked on product
lifecycle, i tended to aid more in the development of diagrams then with the organization of our
team or the writing. After that we moved on to determine our market analysis, since we all had
working forecasting sheets we each helped construct the workbook we used for Forange. Once
we got to inventories we split up the workload to increase efficiency. Rachel, Sam, Vivian and I
worked on completing the safety/cycle inventories while John implemented the software. After
that point I aided John in developing the software for facilities/transportation while Vivian Sam
Rachel worked on the spreadsheets. As for the final report we all worked very progressively as a
group in person to create an organized document, each of us broke off and edited/added to the
final document. On the final report i worked on the user manual for the software, helped bring
over information from the other phases in an organized manner, and conclusions.

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XVI. Final Project Outline
Final Project Outline
1. Cover Page
2. 1 Table of Contents
3. 1 Page Executive Summary
4. Supply Chain Network (with brief description)
5. Competitive Strategy
6. Supply Chain Strategy
7. Supply Chain Drivers
8. Product Lifecycle Model
9. Market analysis (with revenue map)
10. Demand Forecast
11.Cycle Inventory
12.Safety Inventory
13.Facilities (Capacitated Plant Model)
14.Transportation
15.SCM Software
a. Screenshots of each tab
b. Different scenarios
16. Conclusions and Lessons learned
17.1 page write up from each group member
18. Final Project Outline
19. Appendix (Phases 1­4)

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XVII.
Appendix
(Phases 1­4)