The document provides instructions for playing a board game that simulates a soda supply chain. Each player represents a different part of the supply chain - retailer, wholesaler, distributor, or factory. Players take turns fulfilling orders, tracking inventory and backorders, and placing new orders. The goal is to minimize total inventory holding costs and backorder shortage costs. The game aims to teach participants about the challenges of coordinating a multi-echelon supply chain with variable demand and shipping delays.
Glass Bottles and Glass Jars Sourcing Project Case Study John William
Here is a case study by Dragon Sourcing on Glass Bottles and Glass Jars Sourcing Project from the Glassware category of Food & Beverage sector for the year 2019 covering China, India, Poland, Czech Republic. For details contact: www.dragonsourcing.com/
Glass Bottles and Glass Jars Sourcing Project Case Study John William
Here is a case study by Dragon Sourcing on Glass Bottles and Glass Jars Sourcing Project from the Glassware category of Food & Beverage sector for the year 2019 covering China, India, Poland, Czech Republic. For details contact: www.dragonsourcing.com/
Root Cause Analysis for labelling NC - AG - LinkedIn Profile.pdfAdrian Garcia
This document contains an example of a full root cause analysis investigation report for a non-conformity regarding a pack labelling incident affecting quality and legality of finished product.
Root Cause Analysis for BRC Global Standards Course Assignment, MAR 2022
This presentation is all about the issuing control......for each department the schedule for issuing control is made.....All departments are required to come to stores for stores at the specific date and time. It can also be known as a Requisition.
Steel Shelving Rack Case Study by Dragon SourcingJohn William
Here is a case study by Dragon Sourcing on Steel Shelving Rack from the Industrial Products sector for the year 2018 covering Hungary, Poland, Slovakia, Czech Rep, Bulgaria, Slovenia, Romania, Serbia, Croatia and India. For details contact: www.dragonsourcing.com
Cotton Bags for Luxury Retail Brand Case StudyJohn William
Here is a case study by Dragon Sourcing on Nutrition Product Manufacturers Sourcing from the Textile category of Retail sector for the year 2019 covering India. For details contact: www.dragonsourcing.com
ACCT 3320Group Project 1CFV is a small company that produces.docxannetnash8266
ACCT 3320
Group Project 1
CFV is a small company that produces fabric-based wardrobe accessories (such as, handbags, scarves, and headbands) and home accessories (such as placemats, pillows, and window treatments). The company keeps a limited number of popular items in stock, but primarily produces custom orders. Customers are able to choose from a wide selection of styles, sizes, and fabrics for each type of product. Most of the company’s customers are small boutiques, home décor shops, and home-decorators who serve clientele with discerning tastes. As a result, customers expect high-quality products.
The sales staff of CFV has just received the following order:
CFV
Customer Order Form
Customer: Katie’s Boutique
Order Date: 10/2
Order Due Date: 10/15
Description:
Model Number:
Quantity
Unit Sales Price
Total
Black & White Handbag
BW14923
7
$75
$525
Due to its popularity, the Black and White Handbag (BW14293) is normally a stock item. However, the handbag is currently out of stock. Rather than producing only enough units to fill Katie’s order, management would like to produce a job (Job 114) that is large enough to fill Katie’s order and replenish stock. The fabric used for this job can be stacked four layers deep for cutting, while still maintaining the quality and precision of the cut. Therefore, the company is able to realize some economies of scale by producing the handbags in multiples of 4. Management would like to produce enough units in this job to have a minimum of 30 and a maximum of 35 handbags left in stock after Katie’s order has been filled.
Your primary task is to determine the cost of producing Job 114 so that you can calculate the gross profit on the sale to Katie’s Boutique. As part of this process, you will be required to schedule production, purchase any raw materials that aren’t currently in stock, requisition materials for the job, and complete the job cost record. You will also be asked to consider relevant management and accounting issues and record the transactions related to this job in the company’s accounting records.
The following step-by-step requirements will guide you through the entire job costing process. The documents you will encounter in this case are normally completed electronically rather than manually. In addition, these documents often interface with each other electronically in order to transfer data in real-time, eliminate tedious calculations, and prevent errors. However, the underlying process is the same regardless of whether the company uses electronic or manual documents.
Req. 1: Before the year began, CFV estimated the following costs for the year:
Type of Cost
Estimated total cost for the year
Selling and Administrative salaries and expenses
$210,000
Direct Labor (Estimated 40,000 DL hours @ average wage rate of $12 per hour)
Indirect plant labor
40,000
Plant utilities
50,000
Purchases of direct materials
1,400,000
Lease and property taxes on the plant
1.
Root Cause Analysis for labelling NC - AG - LinkedIn Profile.pdfAdrian Garcia
This document contains an example of a full root cause analysis investigation report for a non-conformity regarding a pack labelling incident affecting quality and legality of finished product.
Root Cause Analysis for BRC Global Standards Course Assignment, MAR 2022
This presentation is all about the issuing control......for each department the schedule for issuing control is made.....All departments are required to come to stores for stores at the specific date and time. It can also be known as a Requisition.
Steel Shelving Rack Case Study by Dragon SourcingJohn William
Here is a case study by Dragon Sourcing on Steel Shelving Rack from the Industrial Products sector for the year 2018 covering Hungary, Poland, Slovakia, Czech Rep, Bulgaria, Slovenia, Romania, Serbia, Croatia and India. For details contact: www.dragonsourcing.com
Cotton Bags for Luxury Retail Brand Case StudyJohn William
Here is a case study by Dragon Sourcing on Nutrition Product Manufacturers Sourcing from the Textile category of Retail sector for the year 2019 covering India. For details contact: www.dragonsourcing.com
ACCT 3320Group Project 1CFV is a small company that produces.docxannetnash8266
ACCT 3320
Group Project 1
CFV is a small company that produces fabric-based wardrobe accessories (such as, handbags, scarves, and headbands) and home accessories (such as placemats, pillows, and window treatments). The company keeps a limited number of popular items in stock, but primarily produces custom orders. Customers are able to choose from a wide selection of styles, sizes, and fabrics for each type of product. Most of the company’s customers are small boutiques, home décor shops, and home-decorators who serve clientele with discerning tastes. As a result, customers expect high-quality products.
The sales staff of CFV has just received the following order:
CFV
Customer Order Form
Customer: Katie’s Boutique
Order Date: 10/2
Order Due Date: 10/15
Description:
Model Number:
Quantity
Unit Sales Price
Total
Black & White Handbag
BW14923
7
$75
$525
Due to its popularity, the Black and White Handbag (BW14293) is normally a stock item. However, the handbag is currently out of stock. Rather than producing only enough units to fill Katie’s order, management would like to produce a job (Job 114) that is large enough to fill Katie’s order and replenish stock. The fabric used for this job can be stacked four layers deep for cutting, while still maintaining the quality and precision of the cut. Therefore, the company is able to realize some economies of scale by producing the handbags in multiples of 4. Management would like to produce enough units in this job to have a minimum of 30 and a maximum of 35 handbags left in stock after Katie’s order has been filled.
Your primary task is to determine the cost of producing Job 114 so that you can calculate the gross profit on the sale to Katie’s Boutique. As part of this process, you will be required to schedule production, purchase any raw materials that aren’t currently in stock, requisition materials for the job, and complete the job cost record. You will also be asked to consider relevant management and accounting issues and record the transactions related to this job in the company’s accounting records.
The following step-by-step requirements will guide you through the entire job costing process. The documents you will encounter in this case are normally completed electronically rather than manually. In addition, these documents often interface with each other electronically in order to transfer data in real-time, eliminate tedious calculations, and prevent errors. However, the underlying process is the same regardless of whether the company uses electronic or manual documents.
Req. 1: Before the year began, CFV estimated the following costs for the year:
Type of Cost
Estimated total cost for the year
Selling and Administrative salaries and expenses
$210,000
Direct Labor (Estimated 40,000 DL hours @ average wage rate of $12 per hour)
Indirect plant labor
40,000
Plant utilities
50,000
Purchases of direct materials
1,400,000
Lease and property taxes on the plant
1.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
2. The Scenario
• The factory has unlimited raw materials which makes (brews) the soda.
• Each component has unlimited storage capacity.
• There is a fixed supply lead time and order delay time between each component.
• Each component in the supply chain tries to meet the demand of the downstream
component.
• Any orders which cannot be met are recorded as backorders, and met as soon as
possible.
• No orders will be ignored, and all orders must eventually be met.
• Each component in the supply chain is charged a Rp.10.000 shortage cost per
backordered item.
• Each component is charged Rp. 5.000 inventory holding cost per inventory item that
it owns.
• Any orders from downstream component takes one week to arrive at the supplier.
• There is an additional two week transportation delay before the material being
shipped by the supplier arrives at the customer who placed the order.
3. Retailer Wholesaler Distributor Factory
order order order
items items items
Resource
Inventory cost
Inventory cost/item Rp. 5.000,-.
1
8
2
7
6
3
4
5
Total Invebtory cost = 8 quantities x Rp. 5.000,-/item
= Rp. 40.000,-
4. Backorder cost
Backorder cost Rp. 10.000,-/item
.
Total Hutang = 6 barang x Rp. 10.000,-/barang
= Rp. 60.000,-
1
8
2
7
6
3
4
5
defisit 6 items
+ 3 items
(current order)
Total Backorder cost = 9 items x Rp. 10.000,-/item
= Rp. 90.000,-
5. The Goal
• The team with the lowest overall costs is
the winner.
Overall cost= total inventory cost + total
backorder cost
6. Rules of The Game
• Customer demand is not known to any of
the players in advance.
8. Rules for Retailer
Customer
Demand
Retailer's
Discard
Pile
Customer
Deliveries
Container
Step 2: Order
Arrives:
Read customer
demand card; record
order amount in
"Incoming Order";
then place card in
the discard pile face
down.
Step 6: Decide how much to order:
Write your new order on an orange
post-it-note and place in your outgoing
order box. Record order amount in
"Outgoing Order" column.
Step 5: Mail last week's order:
Move order to right from your
"Outgoing Order" Box to your
supplier's incoming order box.
Step 3: Fill new
orders plus any old
backlog (if
possible).
Move chips (pallets of
soda) into container
to meet customer
demand.
Retailer
Current Inventory
Step 4: Record Your Inventory or Backlog:
Count the number of chips in your current inventory box and record in
"Current Inventory" column. If you are unable to meet all customer demand,
add current backlog to any existing backlog and record in "Backlog" column.
Step 1: Transport your soda:
Move chips (pallets of soda) in each shipping
delay box one box to the left.
Second Shipping
Delay
First Shipping
Delay
Retailer's Outgoing
Order
9. Rules for Wholesaler’s
Wholesaler’s
Incoming
Order
Wholesaler's
Discard
Pile
Step 2: Order
Arrives:
Read your
incoming order
card; record order
amount in
"Incoming Order"
column; then place
card in discard pile
face down.
Step 6: Decide how much to order:
Write your new order on a yellow post-it-note and
place in your outgoing order box. Record order
amount in "Outgoing Order" column.
Step 5: Mail last week's order:
Move order to right from your
"Outgoing Order" Box to your
supplier's incoming order
box.
Step 3: Fill new
orders plus any old
backlog (if
possible).
Move chips (pallets
of soda) into
container to meet
customer demand.
Wholesaler
Current Inventory
Step 4: Record Your Inventory or Backlog:
Count the number of chips in your current inventory box and record in "Current
Inventory" column. If you are unable to meet all customer demand, add current
backlog to any existing backlog and record in "Backlog" column.
Step 1: Transport your soda:
Move chips (pallets of soda) in each shipping
delay box one box to the left.
Second Shipping
Delay
First Shipping
Delay
Wholesaler's
Outgoing Order
10. Rules for Distributor’s
Distributor's
Incoming
Order
Distributor's
Discard
Pile
Step 2: Order
Arrives:
Read your
incoming order
card; record order
amount in
"Incoming Order"
column; then place
card in discard pile
face down.
Step 6: Decide how much to order:
Write your new order on a yellow post-it-note and
place in your outgoing order box. Record order
amount in "Outgoing Order" column.
Step 5: Mail last week's order:
Move order to right from your
"Outgoing Order" Box to your
supplier's incoming order
box.
Step 3: Fill new
orders plus any old
backlog (if
possible).
Move chips (pallets
of soda) into
container to meet
customer demand.
Distributor
Current Inventory
Step 4: Record Your Inventory or Backlog:
Count the number of chips in your current inventory box and record in "Current
Inventory" column. If you are unable to meet all customer demand, add current
backlog to any existing backlog and record in "Backlog" column.
Step 1: Transport your soda:
Move chips (pallets of soda) in each shipping
delay box one box to the left.
Second Shipping
Delay
First Shipping
Delay
Distributor's Outgoing
Order
11. Rules for Factory’s
Factory's
Incoming
Order
Factory's
Discard
Pile
Step 2: Order
Arrives:
Read your
incoming order
card; record order
amount in
"Incoming Order"
column; then place
card in discard pile
face down.
Step 5: Fill Production
Request.
Read Production Request and
transfer that number of chips
into first production delay
box.
Step 3: Fill new
orders plus any old
backlog (if
possible).
Move chips (pallets
of soda) into
container to meet
customer demand.
Factory
Current Inventory
Step 4: Record Your Inventory or Backlog:
Count the number of chips in your current inventory box and record in "Current
Inventory" column. If you are unable to meet all customer demand, add current
backlog to any existing backlog and record in "Backlog" column.
Step 1: Brew your soda:
Move chips (pallets of soda) in each
production delay box one box to the left.
Second Production
Delay
First Production
Delay
Factory's Production
Request
Production Request
Discard Pile
Raw
Mat'l
Cont
ainer
Step 6: Decide how much to
order:
Write your new production request
on a red post-it-note and place in
your factory production order box.
Record in "Outgoing Order"
column.
12. Initial Condition
RETAILER WHOLESALER
Used order
card
FACTORY
DISTRIBUTOR
Order card
Order
placed
Incoming
order
Incoming
order
Incoming
order
Order
placed
Order
placed
Production
Request
Raw
Materials
Shipping
Delay
Shipping
Delay
Shipping
Delay
Shipping
Delay
Shipping
Delay
Shipping
Delay
Production
Delay
Production
Delay
Customer Tube
13. Week 1
RETAILER WHOLESALER
Used order
card
FACTORY
DISTRIBUTOR
Order card
Order
placed
Incoming
order
Incoming
order
Incoming
order
Order
placed
Order
placed
Production
Request
Raw
Materials
Shipping
Delay
Shipping
Delay
Shipping
Delay
Shipping
Delay
Shipping
Delay
Shipping
Delay
Production
Delay
Production
Delay
4
4
4
4
4
Customer Tube
4
14. Result of Week 1
W I B O
1 12 0 4
2
3
4
5
W I B O
1 12 0 2
2
3
4
5
W I B O
1 12 0 3
2
3
4
5
Retailer
W I B O
1 12 0 3
2
3
4
5
Factory
Distributor
Wholesaler
15. Week 2
RETAILER WHOLESALER
Used order
card
FACTORY
DISTRIBUTOR
Order card
Order
placed
Incoming
order
Incoming
order
Incoming
order
Order
placed
Order
placed
Production
Request
Raw
Materials
Shipping
Delay
Shipping
Delay
Shipping
Delay
Shipping
Delay
Shipping
Delay
Shipping
Delay
Production
Delay
Production
Delay
4
4
4
8
4
Customer Tube
8
4
12
16. Result of Week 2
W I B O
1 12 0 4
2 8 0 8
3
4
5
W I B O
1 12 0 2
2 12 0 2
3
4
5
W I B O
1 12 0 3
2 12 0 3
3
4
5
Retailer
W I B O
1 12 0 3
2 12 0 3
3
4
5
Factory
Distributor
Wholesaler
17. Week 3
RETAILER WHOLESALER
Used order
card
FACTORY
DISTRIBUTOR
Order card
Order
placed
Incoming
order
Incoming
order
Incoming
order
Order
placed
Order
placed
Production
Request
Raw
Materials
Shipping
Delay
Shipping
Delay
Shipping
Delay
Shipping
Delay
Shipping
Delay
Shipping
Delay
Production
Delay
Production
Delay
3
2
4
8
3
Customer Tube
8
12
20
18. Result of Week 3
W I B O
1 12 0 4
2 8 0 8
3 4 0 8
4
5
W I B O
1 12 0 2
2 12 0 2
3 16 0 2
4
5
W I B O
1 12 0 3
2 12 0 3
3 16 0 3
4
5
Retailer
W I B O
1 12 0 3
2 12 0 3
3 16 0 3
4
5
Factory
Distributor
Wholesaler
19. Week 4
RETAILER WHOLESALER
Used order
card
FACTORY
DISTRIBUTOR
Order card
Order
placed
Incoming
order
Incoming
order
Incoming
order
Order
placed
Order
placed
Production
Request
Raw
Materials
Shipping
Delay
Shipping
Delay
Shipping
Delay
Shipping
Delay
Shipping
Delay
Shipping
Delay
Production
Delay
Production
Delay
3
2
8
8
3
Customer Tube
8
20
28
20. Result of Week 4
W I B O
1 12 0 4
2 8 0 8
3 4 0 8
4 0 0 8
5
W I B O
1 12 0 2
2 12 0 2
3 16 0 2
4 12 0 2
5
W I B O
1 12 0 3
2 12 0 3
3 16 0 3
4 17 0 3
5
Retailer
W I B O
1 12 0 3
2 12 0 3
3 16 0 3
4 18 0 3
5
Factory
Distributor
Wholesaler
21. Week 5
RETAILER WHOLESALER
Used order
card
FACTORY
DISTRIBUTOR
Order card
Order
placed
Incoming
order
Incoming
order
Incoming
order
Order
placed
Order
placed
Production
Request
Raw
Materials
Shipping
Delay
Shipping
Delay
Shipping
Delay
Shipping
Delay
Shipping
Delay
Shipping
Delay
Production
Delay
Production
Delay
3
2
8
8
3
Customer Tube
4
28
32
22. Result of Week 5
W I B O
1 12 0 4
2 8 0 8
3 4 0 8
4 0 0 8
5 0 4 8
W I B O
1 12 0 2
2 12 0 2
3 16 0 2
4 6 0 2
5 6 0 2
W I B O
1 12 0 3
2 12 0 3
3 16 0 3
4 13 0 3
5 13 0 3
Retailer
W I B O
1 12 0 3
2 12 0 3
3 16 0 3
4 15 0 3
5 19 0 3
Factory
Distributor
Wholesaler
23. Week 6
RETAILER WHOLESALER
Used order
card
FACTORY
DISTRIBUTOR
Order card
Order
placed
Incoming
order
Incoming
order
Incoming
order
Order
placed
Order
placed
Production
Request
Raw
Materials
Shipping
Delay
Shipping
Delay
Shipping
Delay
Shipping
Delay
Shipping
Delay
Shipping
Delay
Production
Delay
Production
Delay
3
2
8
8
3
Customer Tube
8
32
40
24. Result of Week 6
W I B O
1 12 0 4
2 8 0 8
3 4 0 8
4 0 0 8
5 0 4 8
6 0 4 8
W I B O
1 12 0 2
2 12 0 2
3 16 0 2
4 6 0 2
5 6 0 2
6 0 0 2
W I B O
1 12 0 3
2 12 0 3
3 16 0 3
4 13 0 3
5 13 0 3
6 13 0 3
Retailer
W I B O
1 12 0 3
2 12 0 3
3 16 0 3
4 15 0 3
5 15 0 3
6 20 0 3
Factory
Distributor
Wholesaler
25. Remember
• Inventory: the number of cases of soda that your
position have.
• Backorder: the number of cases of soda that you
not fulfilled at current week.
• Example:
– Let your inventory at certain week are 4 cases, and let your
downstream demand are 12 cases, then you have backorder
are 8 cases, because you only fulfilled 4 cases at current week.
– At the next week, let your downstream demand are 12 cases,
then you must have 20 cases to fulfilled this demand, because
you have 8 backorder at last week and current demand are 12
cases (8+12=20).
– Suppose you have only 4 cases at current week, then you only
fulfilled 4 cases at this week, and your current backorder are 16
cases.
• Order: your order at current week.
26. Groups
• Group 1: Four at retailer
• Group 2: Three at wholesaler
• Group 3: Three at Distributor
• Group 4: Three at Factory
• Play the game in 20 week.
27. Role of Person at Retailer
RETAILER
Used order
card
Shipping
Delay
Order card
Order
placed
Incoming
order
Shipping
Delay
My roles are to
read order card and
to move order card
to used order card
My roles are to
bring incoming
order to wholesaler,
to put and to move
order placed to
incoming order
My role is to move
cases at the
shipping delay
My role is to read
order and to write
the data
Made Decision
28. Role of Person at Wholesaler
WHOLESALER Shipping
Delay
Order
placed
Incoming
order
Shipping
Delay
My roles are to
bring incoming
order to distributor,
to put and to move
order placed to
incoming order
My role is to move
cases at the
shipping delay
My role is to read
incoming order and
to write the data
Made Decision
29. Role of Person at Distributor
WHOLESALER Shipping
Delay
Order
placed
Incoming
order
Shipping
Delay
My role are to bring
incoming order to
factory, to put and
to move order
placed to incoming
order
My role is to move
cases at the
shipping delay
My role are to read
incoming order and
to write the data
Made Decision
30. Role of Person at Factory
WHOLESALER Production
Delay
Order
placed
Incoming
order
Production
Delay
My role are to bring
production request
to raw material, to
put and to move
order placed to
incoming order
My role is to move
cases at the
production delay
My role are to read
incoming order and
to write the data
Made Decision