Measurement Of Business Quality Characteristics

Measurement of Business Quality Characteristics
MEASUREMENT OF BUSINESS QUALITY CHARACTERISTICS1 MEASUREMENT OF BUSINESS QUALITY CHARACTERISTICS
Abstract Statistic preferred descriptive statistics. It involves the description of the major features of the data collected from a business. It tends to
carry out a collective summary of the set of data extracted from the business characteristics. This summary is either visual or quantitative and simple
in nature and looks at the sample observation and conclusions. The summaries conducted can either construct the baseline or foundation of the
original data description as an active section of a complex and extensive analysis of statistics or form the essential framework of a given investigation.
It is important to conduct a business statistical analysis so as to determine whether financial projections are geared towards profit making. The analysis
is important for purposes carrying out the business plan update, which may be undertaken in different levels. These are lower level that entails factual
and detail, which may need to be changed in the initially drafted business plan. The conceptual update comes at the higher level of update. This
analysis may be due to the introduction of new products into the business as a result of the prevailing demand, tastes and preferences. Every business
has its frequency of conducting a statistical analysis because there is not any universally identified frequency. but based on the basic thumb rule, it is
important to carry out periodical
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How Leadership Styles And Approaches Are Essential For The...
Leadership styles and approaches are essential for the high performance working in healthcare organisations (Yuki, 2006). Various leadership styles
provide different impact upon the organisational performance, staff motivation, and high performance working. The attributes and attitudes that a
leader possesses also have impact upon employee commitment and behaviour. These factors affect high performance working. Apart from this capacity
planning which is one of the major operational activities in healthcare organisations also depends upon successful leadership. To maintain a high
standard of customer satisfaction, effective management of service operation is very important in health care organizations. This essay examines the
implementing ... Show more content on Helpwriting.net ...
Strategic role of the leader of the Family Planning Outreach Clinic is manifested in the development of the strategy of the organisation, creating its
vision and mission and objectives, revising the strategy according to the change in the external and internal environment of the organisation. This
results in achieving competitive advantage to the organisation. As a strategy leader the manager of the Family Planning Outreach Clinic is competent
to drive the organisation through hard times, faces challenges, and led it towards success. Managerial role of the leader of the Family Planning
Outreach Clinic involves leading, guiding, directing teams and individuals, monitoring their performances setting targets and goals for teams and
individuals for achieving the organisational goals, controlling the teams, planning and implementing projects, performance appraisal, budgeting,
conflict management and change management. Operational role of the leader of the Family Planning Outreach Clinic involves planning the
operational activities, monitoring the performance, improving the quality of the service, quality auditing, reducing the cost of service delivery,
ensuring speed in service delivery, capacity planning and managing demands and project management.
High performance working can be defined as the peculiar high quality of standards conformed in an organisation with a view to achieve high level

Demand Forecasting
Demand forecasting
Demand Forecasting is the activity of estimating the quantity of a product or service that consumers will purchase. Demand forecasting involves
techniques including both informal methods, such as educated guesses, and quantitative methods, such as the use of historical sales data or current
data from test markets. Demand forecasting may be used in making pricing decisions, in assessing future capacity requirements, or in making decisions
on whether to enter a new market.
Necessity for forecasting demand
Often forecasting demand is confused with forecasting sales. But, failing to forecast demand ignores two important phenomena. There is a lot of debate
in the demand planning literature as how to measure and ... Show more content on Helpwriting.net ...
Time series forecasting is a collection of methods for projecting forward from historic observations. A very simple example is a moving average. Of
course, different methods are appropriate for different business conditions. The Holt's Method is most suitable for basic or staple merchandise, while
the Winter's Method works best for seasonal merchandise, and Croston's Method is appropriate for merchandise with little turnover. In all, there are
more than a dozen methods to use, depending on your current situation. What is common across all methods is that the only data consumed in
producing the forecast is derived of the learnings from previous similar situations. They permit modeling seasonal demand fluctuations, trend growth or
decay, and lifecycle phenomena. Using time series methods, you need to utilize prior observations of demand. A good source of these observations is
a point–of–sale system. These systems capture sales/transaction information, so it is necessary to make two adjustments in order to create your time
series forecast. The first is to adjust the sales quantity to reflect the sales that you could have achieved if there had been no inventory defects. This
may be as simple as extrapolating across weeks in which the item was out of stock, or as complex as dynamically adjusting sales when daily stock
values fell

Customer Collaboration: Case Study
Identify total number of customers under customer collaboration and calculate % out of all customers
2. Request revenue by the collaboration customer and total revenue
3. Calculate percentages to determine how mature is customer collaboration
4. Evaluate if organization has mature technology in place for collaboration, that is – share forecast, POS data, etc.
Identify groups that generate forecast
2. Check if the teams use any forecasting tools (other than Excel)
3. Check if groups have a central repository for forecast and maintains at least 2 years of history
4. Check if groups use customer collaboration data in forecasting
5. check if products are classify in categories
6. Request for forecast accuracy KPI, if not available calculate. Forecast accuracy should be measure ... Show more content on Helpwriting.net ...
Check if supply planning team deals with any central demand planning team or directly with markets
3. Check if team uses any system to perform the planning
4. Check data accuracy as supply planning is highly dependent on the data quality
5. Review supply planning process and identify gaps compared to leading practices
6. Check collaboration among teams
Understand current planning process and compare it with KPMG's IBP framework to identify gaps in the process
2. Determine if executives are involve in the process
3. Determine is the Finance is involved in the process all along
4. Determine if the forecast is too volatile and inventory is high
Identify if there is any centralized function
2. Check if communication among teams is clear. Too many sales people connecting directly to plants or production planners is a sign of absence of a
sound process.
3. Check KPIs: check if plants adhere to schedules and plants' utilization is high
4. Check if plants are not maintaining high inventory that may be due to primary focus on plant utilization.
Check if too many people are interacting directly to plant or production planner to change schedule.
2.Check if production schedule varies a lot cycle over

Objectives Of Sap F & R
Objectives of SAP F&R:–
Products supply are mainly based on customer demand which changes for each individual product at individual location. This makes to forecast and
optimization a difficult task where estimating demand and ordering goods is not desirable even if it is possible. In order to manage inventory, optimize
return of investments solution which can optimize Supply chain demand and planning is needed.
SAP Forecasting and Replenishment uses sophisticated optimization and automation capabilities to help manufacturing companies strike the ideal
balance between minimizing inventory ownership and maximizing customer service. It helps in improve inventory turnover and prevent out–of–stock
conditions that results in lost sales and customer alienation. Using the expertise in the particular industry domain and advanced techniques incorporated
by leading industries, SAP Forecasting and Replenishment is a solution created for effective and maximum merchandise optimization. The solution
mainly focuses on products which are replenished on a regular base from both internal/external vendors and built to manage complex products which
are affected by trends, seasons, seasonality, price changes or promotions. It deals with reducing inventories simultaneously optimizing the actual service
levels. Several other benefits includes:–
Lower inventories.
Reduce production and transportation costs.
Increased manufacturing throughput.
Higher level of service.
As a basic factor to

Kudler Fine Foods/ Supply Chain Management
Running head: KUDLER FINE FOODS / SUPPLY CHAIN MANAGEMENT
Kudler Fine Foods / Supply Chain Management
Larry Don Franklin
University of Phoenix
Kudler Fine Foods / Supply Chain Management
Kudler fine food's supply chain forms the center of its business processes beginning with its purchasing department followed by advertising, accounting,
inventory management, forecasting, and merchandising selection and pricing. Its business processes could be enhanced by taking advantage of IT
systems like Enterprise Resource Planning (ERP) and, Expanded (ERP), Digital Supply chain, Real–Time Demand–Driven Operation,
Inter–organizational information systems (IOS), Electronic data interchange (EDI), Vendor Managed inventory, On
–Demand Customer ... Show more
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In checking on all the new items, especially on what competitors are offering, Kathy is also in a position to determine what current selling prices for
the items are.
Enterprise Resource Planning (ERP) is extended to suppliers, customers, and other business partners to enables both smooth integration of a different
company business systems as well as effective and secure communication. ERP would facilitate collaboration in its business processes. Supply chain
management (SCM) manages the supply chain end–to–end processes that start with the design of the product and end when it is sold, consumed, or
used by the end consumer. SCM is to reduce uncertainty, variability, and risk, and increase control in the supply chain, thereby positively effecting
inventory levels, cycle time, business processes and customer service. Collaborative planning, forecasting, and replenishment (CPFR) is a business
practice in which suppliers and retailers collaborate in planning and demand forecasting in order to ensure that members of the supply chain will have
the right amount of raw materials and finished goods when they need them. Collaborative planning is designed to synchronize production and
distribution plans and product flow, optimize resource utilization over an expanded capacity base, increase customer responsiveness, and reduce
inventory.
A demand supply network (DDSN) is driven by customer demand. Its capabilities provide for agility, adaptability, and

The Definition of Enterprise Systems
Chapter 8 1. 1) Companies can use configuration tables provided by the enterprise software to tailor a particular aspect of the system to the way it
does business. 2) Enterprise systems are typically built around one or two major business workflows. 3) Enterprise systems are strictly internally
oriented; other types of enterprise applications must be used for communicating with customers and suppliers. 4) The upstream portion of the supply
chain consists of the organizations and processes for distributing and delivering products to the final customers. 5) Supply chain inefficiencies can
waste as much as 25 percent of a company 's operating costs. 6) Safety stock acts as an inexpensive buffer for the lack of flexibility in the supply...
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6. 7. 22. Answer: C 8. Answer: FALSE 23. Answer: B 9. Answer: TRUE 10. Answer: TRUE 24. Answer: C 11. Answer: FALSE 25. 12. Answer:
FALSE Answer: FALSE Answer: TRUE Answer: C 13. 14. 15. Answer: FALSE 26. 26) You have been asked to implement enterprise software for
a manufacturer of kitchen appliances. What is the first step you should take? A) Select the functions of the system you wish to use. B) Select the
business processes you wish to automate. C) Map the company 's business processes to the software 's business processes. D) Map the software 's
business processes to the company 's business processes. 27) When tailoring a particular aspect of a system to the way a company does business,
enterprise software can provide the company with: A) configuration tables. B) Web services. C) data dictionaries. D) middleware. 28) In order to
achieve maximum benefit from an enterprise software package, a business: A) customizes the software to match all of its business processes. B) uses
only the processes in the software that match its own processes. C) changes the way it works to match the software 's business processes. D) selects
only the software that best matches its existing business processes. 29) Supply chain complexity and scale increases when firms: A) move to
globalization. B) manage the procurement, manufacturing, and distribution functions themselves. C) produce products and

Corporate Strategy And Look At The Progress Of Achieving...
I would first review our corporate strategy and look at the progress of achieving our objectives. I would employ inventory management in order to
meet our company's competitive priorities. In order to reduce our inventory, VMI must be employed. Using VMI, our retailers would provide the
company with data such as, how many of our products they actually sold. Then we can use this data to form our demand forecasts on how much was
actually consumed by customers. Our manufacturing plants can then improve production, develop more accurate inventory plans, and ultimately reduce
inventories.
With our large inventories, our inventory holding costs, insurance, and shrinkage from pilferage, obsolescence, and deterioration can be expensive.
We need to plan so that we can minimize inventory and its associated costs while also meeting the needs of our customers and maintaining high
customer satisfaction. We can do this by cycling inventory and reducing the lot size by only ordering less and reducing our carrying costs. We need
to improve demand forecasts and cut lead times in order to reduce our safety stock inventory. With more accurate forecasts we can place orders closer
to the time when they must be received and further cut our inventory holding costs. Another way to reduce safety stock is to reduce supply
uncertainties. We must look at our suppliers and remove those that are not timely or those that have quality issues. Our company should look for
alternative suppliers who

Supply Of A Food And Beverages Producing Company From...
Introduction
The supply chain being considered is that of a Food and Beverages producing company from India. The firm procures raw materials like fresh fruits
and milk from various vendors and process them at their plants to produce fruits juices and ice creams of various flavours. The products have short
shelf life of maximum one month. They have four manufacturing plants in India which caters to North, south, west & east regions of the country. They
sell their products to the big retailers and distributors catering to the different regions. The distribution network is illustrated in figure 1.
During peak periods, the company 's customers ran out of stocks of popular brands for consecutive years. Due to the seasonal nature of the products
they are also facing demand fluctuations. While two plants produces only specialised products, the two other manufacturing plants produce all the
products from the company's product portfolio and supply the other two plants to cater their respective market regions. Hence scheduling was also
identified as a major issue.
Even though loyal customers tended to stay with the products, this company's share of its markets was neither growing nor shrinking as it was staying
steady. Hence the company wants to maximise its profitability. In its pursuit for increased profitability, the organisation had made significant reduction
in manpower and other areas of the company, including supply chain management. Management was looking for additional cost

Production Plan for Riordan Manufacturing
A Production Plan For Riordan Manufacturing OPS/571 Operations Management A Production Plan For Riordan Riordan Manufacturing has a
reputation for precision and innovation. As a Fortune 1000 enterprise, Riordan cannot afford to have the issues of bottlenecking affecting their
production. As a result, a detailed analysis of the bottlenecks, the effects, and appropriate strategic planning were examined. Lean production planning
was examined as was new processes. The details of the new processes also outlined the benefits to the company. Bottleneck Issues: The Effects A
bottleneck in a process is a specific part which falls short of meeting the demand. The capacity, which is necessary for that portion of the process does...
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For Riordan to implement this type of plan, an entire new strategy will need to be developed for handling inventory. Currently, each Riordan plant
handles inventory independently. Now Riordan must centralize inventory and ordering systems. The two systems need to be centralized because lean
production is based on the theory that goods are produced when needed, thus eliminating waste (Chase, Jacobs, & Aquiliano, 2006). Current Situation
Another change to implement is in the receiving of raw materials and the shipping of their finished goods. In China, the suppliers' on–time delivery rate
is only 93%. This rate will not work in a lean production planning environment. To increase this percentage, the plant will need to have deliveries more
frequent so materials are always on hand. This would eliminate a potential bottleneck due to a lack of inventory having a negative effect on production
times. Either way, it creates waste and will not maximize the efficiency of lean production. Process Improvement Part of the just in time theory of lean
production is it reaches the customer "in time". This can be accomplished by proceeding with the Shanghai move. This would reduce the steps needed
to distribute products to customers. In addition to a decreased throughput time for finished goods to reach the customer, Riordan could save money,
thus eliminating wasteful spending.

Importance Of Demand Forecasting On Sales And Operations...
Abstract
This research paper was developed with the main purpose of presenting an overview that define and explain the importance of demand forecasting
aligned with the Sales & Operations Planning. In addition, through the analysis of the content presented in this paper, readers will be able to
understand each aspect involved with the topic in discussion as well as its application against the competitive business market faced by companies
worldwide. More importantly, by analyzing the content presented in this research paper, readers will also be able to learn and comprehend that when
well applied, forecasting methods within the sales & operations planning can be key business tools for companies in their path for success.
1. ... Show more content on Helpwriting.net ...
How to do that then? The answer is simple: By planning and forecasting sales and demand. When doing that, the company is able to anticipate events;
through the use of a learning cycle it becomes able to project its production based on a projected demand. 2.Sales & Operations Planning (S&OP) –
Concept and Purpose
Before applying the forecasting method within the sales and operations planning, it is important to know what is an S&OP and its purpose. Sales &
Operations Planning is an integrated business process that generates competitive advantage by attempting to understand future scenarios and involving a
multifunctional team responsible for defining and executing a set of operational plans, with its main focus on maximizing business results and improve
customer service. Depending on the business, S&OP is referred with a different name such as aggregate planning, staffing planning (service business)
or production planning.
The main objective of S&OP is the coordination and planning of resources, taking in consideration quantity, type, and timing. The time frame or
horizon is dictated by "how long in the future the firm needs to have an estimate of resource needs in order to act appropriately to secure those
resources" (Chapman, 46). Taking the example of finance departments, in order to plan for a financing process and/or investment activities, they

Internal And External Organisations Of Adidas
Introduction:
Adidas is one of the most famous manufacturers of top–quality sporting goods. It is the market leader in sporting good alongside with its competitive
rival Nike. It also consists of Reebok Sportswear Company.They produce different types and variety of products to all age categories such as bags,
shoes, shirts and more. The Adidas group, headquartered in Herzogenaurach (Germany) started in 18th August 1920 by Adolf Dassler. Adidas witnessed
its first international success in 1954 and that is when the German have won the soccer world championship. Adidas has 169 branches worldwide and
total revenue of 11.9 M Euros. Adidas is well known of sponsoring many sports events such as world cup or Olympics in addition to the use of its
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Adidas has made many product developments like in the category producing football shoes such as predator that has developed for the past 3 years in
order to meet customer demands. That was the main reason for potential new buyers for Adidas.
Planning: is the keystone for Adidas that would help them achieve their objectives. The functions of organising, leading, and controlling carry out the
decisions of planning. Although some environments are less predictable than others, all organisations operate in uncertain environments. For an Adidas
to succeed, management somehow must cope with and adapt to, change and uncertainty. Therefore, for Adidas it is the only tool management for them
to adapt to change in their organisation and succeed in the future. Planning helps Adidas to define its purposes and activities.
It enables them to set performance standards so that results can be compared with the standard to help managers to see how the organisation is
progressing towards its goals.
The need for planning also is demonstrated by the relationship between planning and the other management functions. Adidas knows that planning is
one of their essential tools which are the beginning of the management

Case Study
Faculty of Technical Science Title "SUPPLY CHAIN MANAGEMENT" Graduation Project Course: PRODACTION SYSTEM CONTROL Skopje–
July, 2011 1 Faculty of Technical Science Title "SUPPLY CHAIN MANAGEMENT" Graduation Project Course: PRODACTION SYSTEM
CONTROL Mentor: Prof. (Tarik CAKAR) Performed by: Enis SELAM, Student ID No.08/09.20 Enis_slm@hotmail.com Skopje, July, 2011 2 BRIEF
CONTENTS Preface xiii Part I –– Building a Strategic Framework to Analyze Supply Chains Chapter 1 Understanding the Supply Chain Chapter 2
Supply Chain Performance: Achieving Strategic Fit and Scope Chapter 3 Supply Chain Drivers and Metrics Part II –– Designing the Supply Chain
Network Chapter 4 Designing Distribution Networks... Show more content on Helpwriting.net ...
ole of Network Design in the Supply Chain–––––––––––––––––––––––––––––5.2 Factors Influencing Network Design
Decisions––––––––––––––––––––––––––––––––5.3 Framework for Network Design Decisions–––––––––––––––––––––––––––––––––––––5.4
Models for Facility Location and Capacity Allocation––––––––––––––––––––––––Ch 6 Designing Global Supply Chain Networks 6.1 The Impact of
Globalization on Supply Chain Networks–––––––––––––––––––––6.2 The Off shoring Decision: Total
Cost––––––––––––––––––––––––––––––––––––––––––––6.3 Risk Management in Global Supply
Chains––––––––––––––––––––––––––––––––––––6.4 The Basic Aspects of Evaluating Global Supply Chain Design––––––––––––––6.5 Evaluating
Network Design Decisions Using Decision Trees––––––––––––––––AM Tires: Evaluation of Global Supply Chain Design Decisions Under 6.6
Uncertainty––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– 4 6.7 Making Global Supply Chain Design
Decisions Under Uncertainty in Practice–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– 55 Part III
Planning Demand and Supply in a Supply Chain Ch 7 Demand Forecasting in a Supply Chain 7.1 The Role of Forecasting in a Supply
Chain–––––––––––––––––––––––––––––––––––––7.2 Characteristics of
Forecasts–––––––––––––––––––––––––––––––––––––––––––––––––––––––7.3 Components of a Forecast and Forecasting
Methods––––––––––––––––––––––––––7.4 Basic Approach to Demand

Chase Strategy OPS571 Week 3
Learning Team Reflection – Week 3
OPS/571
October 7, 2013
Stephanie Coleman
Learning Team Reflection – Week 3
This week a portion of our study focused on sales and operations planning. The sales and operations planning process helps companies provide better
customer service, lower inventory, shorten customer lead times, stabilize production rates, and give top management a better view of the business
(Chase & Jacobs, 2011). Sales and operations planning evolved into aggregate planning that stresses the importance of cross–functional teamwork and
tightly integrated efforts between sales, distribution, logistics, operations, finance, and product development (Chase & Jacobs, 2011). Aggregate
planning focuses on ... Show more content on Helpwriting.net ...
The resulting transition to a demand–driven model exceeded expectations with the company, in February 2010, announcing record cash flows from
2009 operations doubling 2008 cash flows and 35 percent higher than 2004 record cash flows (Kash, 2011).
Another example of a company using the chase strategy is retailer Neiman Marcus that ramps up temporary employment to meet an increase in holiday
sales. The increased employees are utilized both in–store and in the warehouse to meet customer demand. Neiman Marcus mails out their "Christmas
Book" in mid–September and sees a large increase in orders immediately afterward. Sales volume begins a steep ascent that peaks in early December
(Auguston, 1992). The September demand represents 52 percent of peak shipments, and October represents 91 percent of peak shipments. Demand in
November and December are in excess of 100,000 shipments per week reaching a peak demand volume of 28,000 orders per day translating to more
than double normal sales (Auguston, 1992). Neiman Marcus meets this enormous demand shipping 90 percent of holiday sales within 1 day and 99
percent within 2 days with 99.4 percent accuracy. Achieving these extraordinary results requires advanced planning that includes hiring 300 additional
people to work in their distribution center during the holiday season. Twenty percent of these temporary workers return each year (Auguston, 1992).

Ikea Management Analysis
IKEA Supply Chain Analysis Catalogue 1. Abstract ...........................................................................3 2.
Introduction......................................................................3–4 3. IKEA Supply Chain Strategy..................................................4–6 4. Supply Chain
Management of IKEA.........................................6–9 3.1. Supplier Management.....................................................6–7 3.2. Store
Design................................................................7–8 3.3. Warehouse Management..................................................8–9 4. IKEA Supply
Chain............................................................9–13 4.1. IKEA Supply Chain System..............................................9–11 4.2. IKEA Supply Chain
Planning.............................................11–13 4.2.1. Planning concept overview.........................................11–12 4.2.2. Sales
planning........................................................12–13 4.2.3. Demand planning....................................................13 5.... Show more content on
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The supply chain needs tight control and high levels of visibility to keep costs down and avoid obsolete inventory and/or stock outs. The IKEA supply
chain is mainly make–to–stock (MTS) and only a few products are made to customer orders. Consequently, the entire supply chain is heavily dependent
on forecasts. The regions and the stores have traditionally had a strong power and a high degree of local freedom in terms of planning and placing
replenishment requests. This has led to a fragmented supply chain planning with local optimization and a lot of manual intervention with plans
throughout the supply chain. Furthermore, due to frequent shortage situations some regions have purposely overestimated demand to ensure delivery,
which in turn has led to imbalance in terms of demand coverage. Hence, some markets have suffered from stock outs during long periods, whereas
other markets have ended up with obsolete inventories. Forecasting has been done on a regional level with approximately 120 users striving for
different goals and using different methods. Part of the explanation to this is that IKEA has lacked a common and structured tactical planning of
demand and replenishment. In terms of capacity planning, all different parts of the supply chain (stores, warehouses, regions, etc.) tried to optimize its
own part of the supply chain, leading to a set of imbalanced supply plans with a low and unstable total throughput with

Effective Capacity And Utilisation Capacity Essay
1.Effective capacity And Utilisation Capacity: It is that much amount of the company can perform during the given time interval due to some
constraint like quality issue etc. A.Feb–2014 Factory Operating Efficiency = 80% Efficiency= Actual Output/Effective Capacity 80%= 241920
/ Effective Capacity Effective Capacity= 302400 Utilisation= Actual Output/Design Capacity Design Capacity= Days* hours* design per hour = 12* 6
* 1400 = 100800 In Per Week = 100800*4 = 403200 Utilisation= (241920/403200) *100= 60% B.For Feb–2015 Efficiency= (338688/302400) *100 =
112% Effective Capacity in the Feb–2014 is calculated at 80% of the efficiency, if it had efficiency more than 80% then also its effective capacity
will decrease that will leads to enormous wastage and sales. Utilisation comes out to be 60% for Feb–2014 Efficiency for the Feb 2015 is 112% 2.
Production/ Sales Data SMAMADWMAMAD Feb–2014241920Mar–2014250084Apr–2014258298May–20142665622501011646125255814004
Jun–20142748762583151656126078714089 Jul–20142832402665791666126906614174 Aug–20142910042748931611127739513609
Sep–20142988182830401577828544913369 Oct–20143066822910211566129335813324 Nov–20143145962988351576130118713409
Dec–20143226103066991591130906613544 Jan–20153306243146291599531702013604 Feb–20153386883226101607832501413674 SMA – Simple
Moving

Marketing Management For Tourism And Hospitality
Student Submission Form
School of Sport, Tourism and the Outdoors
Student Name(s): Sasha Stimpson
Student ID Number(s): 20609477
Student UCLan Email: SStimpson@uclan.ac.uk
Assignment Due Date: 08th February 2015
Course / Subject: Marketing Management for Tourism and Hospitality
Year: 2
Module Code: TL2008
Semester: 2
Module Title: Marketing Management for Tourism & Hospitality
Assessment No: 1 (resubmission)
Module Tutor: Dr. Philip Stone
Student Declaration in Respect of Plagiarism:–
'In submitting this form, I confirm that this assignment which I have submitted is all my own work and the source of any information or material I

have used (including the internet) has been fully identified and properly ... Show more content on Helpwriting.net ...
In the terms of producers marketing is about what services and products to produce, when and why to introduce new offers. It is also about
determining the volume of supply, the correct price, and when and where to make products available to buyers.
"The marketing concept holds that the key to achieving organisational goals consists in determining the desired satisfactions more effectively and
efficiently than competitors, in a way that preserves or enhances the customers' and the society's well–being." Kotler (1991:16 & 26) this identifies that
it is important for businesses to determine customer satisfactions more efficiently and effectively to gain a competitive advantage and help reach
organisational goals.
Demand are supply relationships are used between consumers and suppliers and are vital for the marketing economy as stated by Heakal (2015)
states: "supply and demand is perhaps one of the most fundamental concepts of economics and it is the backbone of the market economy".
The main aim of this marketing method is to accomplish something called equilibrium, this is when demand and supply meet in the middle. For
businesses to be able to accomplish this, it is vital to fully understand the behaviours of customers, also their wants and needs. Businesses should use the
information of customer behaviour to

AT & T Universal Card Company Case Study
The AT&T universal card service is a credit card company has undergone a significant transformation to become a leading credit card company.
Universal Card Services (UCS) has invested heavily in improving the quality of service delivered by the Universal card service call center with an
overall aim of improving the customer satisfaction. It is in this light that the company has transformed its management and operations in order to focus
on customer experience and realized significant improvements (Rosegrant). The achievements of AT&T Universal Card Company has been a result of
gradual and strategic planning and goal setting that has driven the company to success. The process of market strategizing started with the development
of a sound plan through market research and analysis of the customer needs and demands. The approach was possible through the surveys for both
employees and customers and analysis of the findings. The company then structured measures that could improve employee performance and customer
experience (Rosegrant). At the panicle of AT&T won the Malcolm Baldridge National Quality Award... Show more content on Helpwriting.net ...
First, the company executives in their strategic planning self–evaluated the underlying principles that assisted the company to achieve so much within
a short period. As noted the company had the objective of improving their quality further through pioneering innovative strategies that could assist the
company outsmarts established credit card companies. It is important to note that credit card business if highly competitive and for a company to be
successful it is important for a company to devise a strategic plan that can be implemented based on the available market research information. The
plan provides the management on the process of goal setting and proper management to achieve the desired goals and

4 Pillars of Demand Planning
L O G I L I T Y V O YA G E R S O L U T I O N S
An Executive White Paper
Four Pillars of Demand Planning Excellence
Achieving higher supply chain performance with more powerful, accurate demand planning
L O G I L I T Y V O YA G E R S O L U T I O N S
An Executive Whitepaper
Table of Contents Pillar #1: Go Beyond Simple Forecasting .....3 Pillar #2: Beat the "Devil in the Details" Using a Demand Aggregation Hierarchy........5
Pillar #3: Take Planner Productivity to the Next Level ............................................7 Pillar #4: Make Collaboration a Core Demand Planning
Competency ......................8
Four Pillars of Demand Planning Excellence
Achieving higher supply chain performance with more powerful, ... Show more content on Helpwriting.net ...
Advanced demand planning technology surpasses spreadsheet–based efforts by calculating the best possible demand prediction based on several
inputs, including past performance of related products or unrelated products that share key attributes in addition to any data generated by pre–launch
market testing. According to Gartner, "New product launch forecasting is overly reliant on sales and marketing for demand inputs. Opportunities exist
to remove forecast bias by utilizing attribute modeling techniques and solutions that use similar product introductions to understand consumer
/ customer trial and repeat, as well as volume build assumptions, to improve the forecast." Sell In, Sell Through, and Maturation The demand profile
ramps up as introductory promotions, advertising support, and word–ofmouth combine to create an initial strong demand, then dips as the sell–through
period gives way to the maturation phase, with its own promotions and marketing programs attempting to shape demand over time. As the product life
cycle unfolds, the demand planning solution compares actual demand versus the forecast. Statistical matching algorithms can be used to determine just
how significantly actual demand has deviated from the prediction. The predictive accuracy of other demand profiles can be compared, and when a
different profile provides a better match to the actual demand signal, it is swapped into play.

"The primary way organizations manage

Supply Chain Information : Procter & Gamble
Supply Chain Information
Introduction
A few years ago, some logistics executives at Procter & Gamble (P&G) reviewed the order patterns on one of their most popular products, Pampers.
Its sales at retail stores were fluctuating, but the variances were not excessive. Now, as the executives reviewed the distributors' orders, the
executives were astonished at the amount of variances. As they proceeded to review the Procter & Gamble orders of materials to Procter & Gamble's
suppliers, such as 3M, the Procter & Gamble executives revealed that the shifts were even larger. When the Proctor & Gamble executives first looked,
the variances were not logical. As the consumers, in this particular instance was the babies have been consuming diapers at a pretty regular rate.
Somehow, the Proctor & Gamble executives found that the demand order variances in the supply chain had been magnified as they continued to move
up the supply chain. Procter & Gamble named this extraordinary finding the "bullwhip" effect. (In some industries, it is also known as the "whiplash"
or the "whipsaw" effect.) (Lee, Padmanabhan, &Whang, 1997)
Bull Whip Effect
The purpose of supply chain management is to supply an extreme rapid flow of superior quality relevant information that will allow suppliers to offer a
continuous and accurately timed flow of materials to customers. However, unexpected demand variances, including those caused by stockouts, in the
supply chain operations process create abnormalities which

The Competitive Advantages Of SME In Malaysia
SME in Malaysia can be determined based on employee head count and their sales turn over. By definition, SMEs are easier to manage than large
companies in many aspect of the management. By this, logistic can be a great tool for SMEs to increase their efficiency and effectiveness in business
activity. Logistic in SME can be divided into customer service, demand forecasting and planning, inventory management, procurement, material
handling, packaging, warehousing, transportation or even more. All of these aspects in logistic can increase the competitive advantage for SME to
create more business opportunities:
Customer Service Customer service is crucial part for every small and medium enterprise as customer is their sources of revenue. Components ... Show
more content on Helpwriting.net ...
Their logistic services included packaging, warehousing, distributing, transportation, material handling or reverse logistic. A 3PL can be a single
service provider which only transportation or warehouse storage. SME can outsourcing their logistic service based on their need requirement and
request. Some of SME may require for packaging while other SME may require for warehouse storage. There are several advantages for SME to use
third party logistic. Frist is cost and time saving, this is the greatest advantage for manufacturing or selling product SME. Third party logistic has
greater knowledge and equipment to support their logistic service compared with non–logistic based SME. Thus, SME do not need to purchase more
equipment, storage place or increase human resource to process their products. Second advantage is focus, 3PL will prepare and solve all the logistic
problem for SME so that SME can focus on their core business. Thirdly is flexibility, 3PL can be more flexible in distributing the products to different
region since they have a strategic location for their warehouse and distributing centre. SME business can expand and grow in different region when
their products are able to distribute to other region or market without

Supply Chain Management as an Inventory Control Method
Supply Chain Management as an Inventory Control Method:
Supply chain management can be described as a means with which companies across the globe are identifying powerful new sources of competitive
advantage. This process incorporates all integrated activities that bring products to the market and generate customer satisfaction. Some of the major
aspects in supply chain management include purchasing, manufacturing operations, transportation, and distribution in a unified process. Therefore,
successful supply chain management processes involves coordinating and integrating all these operations and functions in a flawless process. As part of
ensuring effective supply chain management, companies usually incorporate and link various partners in the chain or process. The major partners in
the chain include third–party firms, vendors, information system providers, and carriers. Supply chain management is defined as all activities and
processes associated with the movement of goods from raw–materials to the end–user product (Zigiaris, 2000).
Description of Supply Chain Management:
As previously stated, supply chain includes every activity linked to the movement of goods from the raw–materials phase to the end–user stage. The
proponents of this business process recognized that vital productivity improves from management of material flow, relationships, and information.
Actually, the success and productivity of a business is dependent on the delivery of improved customer and

Housekeeping Essay
Housekeeping manual
Designing and managing the operation
[pic]
Sammie van Oort
573529
Table of contents
Chapter 1, Operations management3
Chapter 2, The strategic role and objectives of operations6
Chapter 3, Operations strategy8
Chapter 4, Process design10
Chapter 5, The design of products and services13
Chapter 6, Supply network design15
Chapter 7, Layout and flow17
Chapter 8, process technology18

Chapter 9, job design and work organization19
Chapter 10, The nature and planning of control20
Chapter 11, Capacity planning and control22
Chapter 12, Inventory planning and control23
Chapter 13, Supply chain planning and control24
Chapter 14, enterprise resource planning (ERP) ... Show more content on Helpwriting.net ...
All operations produce products and services by changing inputs into outputs. The most important difference between the two operations is the nature
of their inputs.
One set of inputs to any operations processes are transformed resources >> usually mixture of: Materials; transform physical properties, change location
/possession or store materials Information; transform information properties, change possession/location of information Customers; change physical
properties, store customers, transform location or physical state.
Transforming resources: the resources that act upon the transformed resources, usually classified as facilities(buildings, equipment, plant of an
operation) and staff (people who operate, maintain and manage the operation).
Outputs from the process
The major difference between products and services is in their respective tangibility. Products are usually tangible, services intangible.
Services produced in a 'pure' products producer are called facilitating services.
Products produced in a 'pure' services producer are called facilitating products.
PrГЄt a manger both manufactures and sells its sandwiches; it therefore produces both products and services.
All operations are service providers who may produce products as a means of serving their customers. Operations management is important for all
organizations.
Any operation is made up of a collection of processes, interconnecting with

How to Do Production Planning and Control
Production, Planning and Control
Dr. Sindhuja
The most important business module – Production. Why?...
Objectives
The ultimate objective of production planning and control, is to contribute to the profits of the enterprise. this is accomplished by keeping the
customers satisfied through the meeting of delivery schedules. Specific objectives of production planning and control are to establish routes and
schedules for work that will ensure the optimum utilization of materials, workers, and machines and to provide the means for ensuring the operation of
the plant in accordance with these plans.
Components of PP
SOP: Sales and operations planning DRP: Distribution Requirements Planning MRP: Materials Requirement ... Show more content on Helpwriting.net
...
It is tightly integrated with modules such as MM and SD thru the use of MRP which is also part of PP
Flow of Production Planning
Customer order management Demand management
I/P MRP BOM
Purchase requisition
Planned order
A

A
Define work center
Routing
Goods issue
Release order
Order confirmation
Order settlement
Flow of PP
Demand generation thru demand management calculates the quantities to produce and the time for the final assembly data from demand management
is transferred to MRP. The data from demand mgt can come from CustomerSales Order (firm) or Planned Order (forecast).
MRP checks for the availability of material at various stages of BOM.
– In case material is not available MRP generates planned order and Purchase requisition for production of components in house and procurement from
vendor respectively.
The planned orders are converted into production order by the planner and the purchase requisition are converted into purchase order by the purchaser.
Production in charge converts the planned order to production order and carries out the production activities once the order is released for production.
Production is carried out as per the operation steps provided in the routing. Work centers are also mentioned with each operation in the routings where
these operations are to be carried out. Once the

Supply Chain Responsiveness Essay
Supply Chain Responsiveness and Efficiency – Complementing or Contradicting Each Other?
Dennis Minnich1 Frank H. Maier2 International University in Germany Campus 1 76646 Bruchsal, Germany Phone +49 7251 700–341 Fax +49 7251
700–350 e–mail dennis.minnich@i–u.de
Abstract Balancing responsiveness to market requirements with overall efficiency is an important issue in supply chain design and management. The
objective of the system dynamics model introduced in this paper is to capture generic structures and the intrinsic dynamic behaviour modes of supply
chains considering aspects of responsiveness and efficiency. The research strives for a better understanding of these aspects: what are the structural
consequences of implementing ... Show more content on Helpwriting.net ...
Boeing, for example, at the end of the 1990s failed to achieve sufficient buffer capacity or inventory levels by pursuing a lean manufacturing strategy
without considering the variability of demand in the aerospace industry (Naylor, Naim and Berry, 1999, p. 108 and p. 112). Airplanes fulfil most of
the criteria for functional products as identified by Fisher, except long–term demand predictability (1997, p. 106). If, as in this example, end–user
demand is subject to sudden, unpredictable variations, it is not sensible to implement lean manufacturing at the interface with the end–user (Naylor,
Naim and Berry, 1999, p. 112). In general, the cost resulting from investments in responsiveness needs to be compared to the opportunity cost of lost
sales resulting from stockouts (Thonemann, Behrenbeck, KГјpper and Magnus, 2005, p. 18). These stockouts are most likely to occur with products
that are subject to demand fluctuations. Responsive supply chains aim to avoid such stockouts and therefore prioritise the ability to react to changing
customer requirements (Alicke, 2003, p. 145). Providing the right degree of responsiveness and having an efficient supply chain at the same time is a
goal that is hard to achieve and that typically involves trade–off decisions by management, since increased responsiveness can be perceived to come at
the expense of reduced

Operation Control
CHAPTER 13
AGGREGATE PLANNING
The planning Process [pic]
Aggregate Planning Combines appropriate resources into general terms Part of a larger production planning system Disaggregation breaks the plan
down into greater detail Disaggregation results in a master production schedule
Aggregate planning Strategies 1. Use inventories to absorb changes in demand 2. Accommodate changes by varying workforce size 3. Use part–timers,
overtime, or idle time to absorb changes 4. Use subcontractors and maintain a stable workforce 5. Change prices or other factors to influence demand
Capacity Options Changing inventory levels o Increase inventory in low demand periods to meet high ... Show more content on Helpwriting.net ...
Shortages may result |not service, operations. |
| |production changes. |in lost sales. | |
|Varying workforce size by |Avoids thecosts of other |Hiring, layoff, and training |Used where size of labor pool |
|hiring or layoffs |alternatives. |costs may be significant. |is large. |
|Varying production rates |Matches seasonal fluctuations |Overtime premiums; tired |Allows flexibility within the |
|through overtime or idle time |without hiring/ training costs.|workers; may not meet demand. |aggregate plan. |
|Sub–contracting |Permits flexibility and |Loss of quality control; |Applies mainly in production |
| |smoothing of the firm's output.|reduced profits; loss of future|settings. |
| | |business. | |
|Using part–time workers |Is less costly and more |High turnover/ training costs; |Good for unskilled jobs in |

Marketing Analysis : The Sap Software
With the implementation of its first SAPВ® solution in 1994, Colgate has greatly enhanced and automated global visibility for its supply chain
management processes, improved supply chain decision making, increased the speed to market for its products, and minimized costs. As a result, the
organization is more demand driven and globally integrated. The SAP ERP application helped increase standardization, lowered costly gratuitous of
effort as well as enormous inventory levels and order cycle times. The SAP software, above all, was able to integrate a wide array of processes across
different sections and regions of the company. Colgate therefore, gained a consolidated platform to respond to global customer requirements, analyze
sourcing options and determine competitive strategies. Additionally, SAP was committed to partnering with Colgate's customers to research and
develop strong industry–specific solutions. Colgate started an aggressive plan to align all of its processes for supply chain planning. Although customer
order fulfillment had been raised significantly to around 90% and completed on–time, the company needed better visibility to increase customer
demand. To accomplish this, the organization required full, real–time visibility for supply and demand information worldwide and a highly responsive
process for supply chain planning. Colgate responded to these obstacles by leveraging the demand visibility, supply optimization, and collaboration
functionality of the SAP

SCM 303
Exam 3 Outline SCM 303
Chapter 12
Demand Planning: Forecasting and demand management
Demand Planning– the combined process of forecasting and managing customer demands to create a planned pattern of demand that meets the firm's
operational and financial goals. Fluctuating customer demand cause operational inefficiencies, such as: Need for extra capacity resources, backlog,
customer dissatisfaction, system buffering (safety stock, safety lead time, capacity cushions, etc.)
3 basics tactics to influence demand– influence the timing or quantity of demand through pricing changes or promotions. Managing the timing of order
fulfillment. Encourage customers to shift their orders from one product to another, or from one service ... Show more content on Helpwriting.net ...
Moving average– a forecasting model that computes a forecast as the average of demands over a number of immediate past periods.
Figure 12–1 pg. 344 – Know the role that demand planning plays in operations management
Components of demand – patterns of demand over time.
Types of forecasting techniques– qualitative (judgment based) Quantitative (model–Based)
Factors affecting forecast error and accuracy– Time horizon, Level of detail – product, geography, time.
Exponential smoothing– a moving average approach that applies exponentially decreasing weights to each demand that occurred farther back in time.
Smoothing coefficient – a parameter indicating the weight given to the most recent demand.
Regressing analysis – a mathematical approach for fitting an equation to a set of data
Mean absolute deviation (MAD) – the average size of forecast errors, irrespective of their directions. Also called mean absolute error. Calculates
forecast accuracy

Mean forecast error (MFE) – Calculates forecast bias
Postponable product– a product designed so that it can be configured to its final form quickly and inexpensively once actual customer demand is known.
Collaborative Planning, Forecasting and replenishment – a method by which supply chain partners periodically share forecasts, demand plans, and
resource plans in order to reduce uncertainty and risk in meeting customer demand. Involves– Market planning–

Sales And Operations Planning : Pointing Towards The Best...
Sales & Operations Planning – Pointing Towards the Best Outcome
Caio Silva Aguiar
University of Texas of the Permian Basin
MNGT 3340.7964
Dr. Robert Morrison
April 15, 2016 Abstract
The purpose of this research paper is to provide a better explanation of the benefits, challenges and uses of the Sales and Operational Planning process.
This paper includes detailed information addressing all topics mentioned before, as well as visual representations for a better comprehension of the
themes. It is important to recall that all the information provided in this paper are very important assets for companies that are competing in a
worldwide market and seeking to balance the demand and supply as well as maximizing the profitability of the company. Being the S&OP process the
most used one in the whole industry world.
INTRODUCTION – DEFINITION AND PURPOSE OF S&OP
Sales and Operations Planning is a method that have been being studied for the past decades, winning the acceptance each time more and more in the
business market thanks to its effectiveness. Around 80% of the companies in the world, have been adopting this method in order to achieve more
effective planning and coordinating resources. Sales and Operations Planning is a process that develops tactical plans to provide the ability to direct a
business on a strategic way. This process integrates sales, marketing, development manufacturing and other business plans, it is also a major source of
planning

A Brief Note On The Industrial Engineering Of A Motorcycle...
II. Career Episodes
2.1 Career Episode 1
2.1.1 Introduction. In this career episode, I describe an industrial engineering task which I undertook as part of my educational program in the bachelor
degree program in Industrial Engineering department, Faculty of Engineering, Andalas University, Indonesia, during 1998–2003. In this task, I worked
with my team to solve industrial engineering problems within a motorcycle carburettor manufacturer by predicting customer demand through
forecasting activities, for later, was used to develop the aggregate production plan, master production schedule, rough capacity planning materials and
capacity planning.
2.1.2 Background. As part of management decision, production planning can be defined as the ... Show more content on Helpwriting.net ...
Moreover, production planning and control is useful to meet demand in order to obtain the maximum profit. In this task, I lead my team to conduct
forecasting of customers demand for one year period and to develop an aggregate planning, master production schedule (MPS), rough cut capacity
planning (RCCP), material requirement planning (MRP) and capacity requirement planning (CRP). These activities are part of the effective and
integrated manufacturing planning and control processes which is known as MRP II (Manufacturing Resource Planning), the predecessor of enterprise
resource planning (ERP). The relationship of these processes can be seen in Figure 1. Our project was related to processes of top management planning
and operation management execution in this figure.
2.1.3 Personal Engineering Activity
2.1.3.1 Forecasting. Forecasting is the first important activity to determine production schedule in the future. It was done by predicting the future
customer demand for a certain product or several products which later will become the target for production based on analysis of historical data. There
are several phases for conducting quantitative forecasting, including: 1) Plotting the historical data [there are some possibility of data plotting:
constant, linear, seasonal, cyclical and random] 2) Choosing several forecasting methods which is

The Dairy Product Lewis Creamery Chocolate Milk
1.0 Introduction
The report is going to analyze the dairy product–Lewis Creamery Chocolate Milk using manufacturing planning and control (MPC) system. Firstly, it
will illustrate some background information of the shortage of Lewis Creamery Chocolate Milk and presumably the reason of the shortage was because
the company did not implement the MPC system and then carried on by introducing the manufacturing planning and control (MPC) framework, which
may help the company to overcome the shortage of the products and then the report is going to make some suggestions and recommendations to solve
the shortage of the products. When applying the MPC system, the report will discuss each of the category listed in the front end, engine and back end
separately and provide recommendations after the introduction of the MPC system. Lastly, it will conclude the vital importance for companies in the
manufacturing industry to apply the MPC framework to ensure the best production quantity.
2.0 Background information of Lewis Creamery Milk
New Zealand has long history of making dairy products. The mission of the company is to create the best dairy products in New Zealand. On 3rd
October 2014, the company launched its Lewis Creamy chocolate milk and it instantly hit the market and caused the shortage of the product. As the
world is worrying about hungers and wars, New Zealanders are worrying about the shortage of the chocolate milk (Elitedaily, 2014). The company
tried to supply the new

Case Study : Nissan 's Business Objectives, Customer...
Anthony Rivard
MBA 676 Nissan Canada
Problem / Key Issues. o What is the main problem to be solved?
п‚§How should Dave Richardson evaluate if the proposed ICON project meets Nissan 's business objectives, customer demand and that the project is
worth proceeding towards implementation? o What are the key issues (sub–problems) that need to be analyzed in order to solve the main problem?
п‚§What are the potential financial costs and benefits of the ICON project?
п‚§What affect could the ICON project have on the supply chain and strategic partners?
п‚§How can Dave gain buy–in from suppliers, manufacturing plants, and auto dealerships?
What case data / facts helped you resolve the Key Issues? o Sub–problem 1
п‚§Nissan 180 Plan: Increasing ... Show more content on Helpwriting.net ...
P.4 PAR.1
Sales would use Manugistics planning tools, use demand planning and demand fulfilment to predict customer demand at the model–mix level. Exhibit
6 P.4 PAR.5, Exhibit 7
п‚§Estimated reduce inventory in days of supply from 24 to 20 days. P.6 PAR.1 o Sub
–problem 3
п‚§Estimated half of Americans made compromises when buying cars. P.1 PAR.4
п‚§Dealers depended on the sales office for current trends in the market. P.3 PAR.2
п‚§ICON will allow exact dealer orders, and align to supply chain. Dealers will be able to close sales faster and more efficiently. P.4 PAR.4
п‚§Demand production was big concern, given the long supplier lead times and associated costs in procuring those parts. P.4 PAR.4
п‚§Concern – ICON gives national level a lot of control, could make dealers feel uncomfortable. Selection time is less, could cause supply chain
volumes up 20%. P.5 PAR.6
п‚§Implementation plan: If partners benefit from increased market share, becomes key to create understanding of the changes and supply chain. P.6
PAR.4
Careful planning and buy–in is essential if this new initiative is to be successful.P.6 PAR.4
What business acumen (analytical tools or logic) did you apply to the resolution of the Key Issues? o I used Lean thinking to analyze process waste
and touch time to resolve the effects on supply chain (How To Compare:624) o I used the theory of constraints to analyze process bottlenecks to
resolve the effects

Analysis Of Lean Production Delivery System
Executive summary The aim of this report is to carry out the in depth analysis of Lean production delivery system. Firstly the history of LPDS is
discussed followed by its principles, theory, processes and tools. The differences and similarities between current project management systems and
LPDS are observed. Observations are also made on the strengths and weaknesses of both the systems. How both the systems provide an end value to
the customers is also explained. Introduction to Lean Production Delivery System Initially the manufacturing companies around the world focused on
the output and carried out the production process where everyone worked on a single product and then moved to the other product which was time
consuming. The manufacturing companies could not meet the demands as time taken to produce is high. Henry Ford of the Ford car manufacturing
company introduced assembly line system and mass produced cars as the demand for cars at that point of time was high. This drastically reduced
time to produce them. He hired people and trained them to specialize in a single field. Thus different people worked on different fields according to
their specializations which improved the efficiency and speed of production. In the early 1900's Toyota Production System (TPS) of Japan tried to use
the same method but was not successful as the market demands were different. It then introduced Lean production system which focuses solely in
providing greater value to the customers and

Supply Chain Management
Answer 1:
1.1 Forecasting is the basic and initial step in supply chain planning. Matching supply and demand is at the heart of operational planning. As most of
the production systems fail to give an instantaneous response to customer demand, forecast of future demand is very necessary to make efficient and
effective operational plans. Plant, process, and labour capacity are all set based on the forecasts of future demand. The facility decisions and the
capacity planning are mainly based on long–term aggregate forecasts. Proper inventory levels are planned based on the short–term forecasts at a
disaggregated level since specific components and end items are stocked for immediate customer demand. Forecast is an important step in the supply
chain planning because most of the functional areas of the firm are affected by forecasts. For example, production planning should be done by
manufacturing on a day to day basis to meet the customer needs. Forecasts are supposed to be understood by the finance to make a proper level of
investment in the plant, equipment, and inventory so that the budgets are constructed for a better management of business. Proper allocation of
resources for different product groups and marketing function campaigns are to be known by the marketing function. Forecasts helps the human
resources function in hiring and training decisions when the demand is expected to grow, by determining the labour requirements of the firm.
To CREATE

The Key to a Successful Business Is Planning
Most new businesses show that they fail to work out in less than five years. There is a four out of five chance that the business will survive. Causes
for this include poor planning, not being able to compete in a challenging market, or a lot of debt. Opening a business takes a lot of planning and
patience. If you rush to open up a business without any financial planning, you could possibly fail. Studying microeconomics can help you in this
situation.
Before your studying and planning, you need to be aware that starting a business is not easy and there are going to be many things that come along
with it. This can include writing out a business plan, strategy, and advertising. You should also figure out if you are going to have employees in your
business, how many you will need, and the insurance that will be included. If you are opening a business that falls in the retail category, you may want
to consider looking for vendors and suppliers which will really help in starting your retail business.
Looking at where you are going to open your business is very important. Always inspect where your location to assure that is where you will want
to open your business. Taking out a loan is the best route to take, but you also need to make sure you will be able to pay it back. This is a main
reason why financial and business planning is really important. An important question to ask yourself is, "Will there be enough demand for what you
are trying to sell and will you be able to

Mit Great
* Before the redesign project, what factors, processes and behaviors led to the planning problems?
Lack of consensus on forecasts that the departments of sales, marketing, finance and operation all had their own forecasts and they did not trust each
other's numbers.
The lack of formalized process and communication of forecasting was the key reason underlying.
Also, the data most relevant to forecasting was often not accurate or inusable and Leitax had no built–in system to monitor demand planning. Life cycle
of certain products was often extended in order to push sales to resellers.
Sell–in rather than sell–through was relied upon.
The other aspect is the industry aspect that digital camera is a rapidly changing industry that ... Show more content on Helpwriting.net ...
Leitax should tie its demand planning system to its product group, because it constantly introduces new products, so that product group needs to help
all these parties involved in demand planning to navigate through the new products on the agenda. This may help different parties to have a better
understanding from an inner perspective in addition to marketing and sales perspective.
Extending products beyond their lifecycle as Leitax did only serves the purpose of making your numbers look good in the short–term. Ultimately,
Leitax did more damage extending the cycles than honoring the lifecycles agreed to in the beginning. Forecasts should be performed with long term
results in mind versus purely short term results.
The decision to introduce more sophisticated forecasting techniques to aid the demand planning process would not have worked well for Leitax. The
introduction of the system Fowler and McMillan introduced was a significant change for the staff of this company, thus trusting the system and
improving the system for better accuracy would pay off more than confusing things by adding more sophisticated models. Relying on the most robust
model, the statistical model has proven successful in Leitax's past, but Fowler was concerned the DMS group would seem over bearing. I think DMS
had the ability to utilize statistical modeling while also bringing all stakeholders together in a manner that was cooperative versus over

Aggregate Planning
PRODUCTION MANAGEMENT ASSIGNMENT
Topic:– Aggregate Planning
Submitted by:– ANJANA KRISHNAN FM–673
AGGREGATE PLANNING:
Aggregate planning is the process of developing, analyzing, and maintaining a preliminary, approximate schedule of the overall operations of an
organization. The aggregate plan generally contains targeted sales forecasts, production levels, inventory levels, and customer backlogs. This schedule is
intended to satisfy the demand forecast at a minimum cost. Properly done, ... Show more content on Helpwriting.net ...
This could result in a considerable amount of hiring, firing or laying off of employees; insecure and unhappy employees; increased inventory carrying
costs; problems with labour unions; and erratic utilization of plant and equipment. It also implies a great deal of flexibility on the firm 's part. The
major advantage of a chase strategy is that it allows inventory to be held to the lowest level possible, and for some firms this is a considerable
savings. Most firms embracing the just–in–time production concept utilize a chase strategy approach to aggregate planning.
Most firms find it advantageous to utilize a combination of the level and chase strategy. A combination strategy (sometimes called a hybrid or mixed
strategy) can be found to better meet organizational goals and policies and achieve lower costs than either of the pure strategies used independently.
TECHNIQUES FOR AGGREGATE PLANNING
Techniques for aggregate planning range from informal trial–and–error approaches, which usually utilize simple tables or graphs, to more formalized
and advanced mathematical techniques. William Stevenson 's textbook Production/Operations Management contains an informal but useful
trial–and–error process for aggregate planning presented in outline form. This general procedure consists of the following steps: 1. Determine demand
for each period. 2. Determine capacity for each period. This capacity should match demand, which

Forecasting Effects on Supply Chain
Analysis of Forecasting on Supply Chain
Background:
A supply chain is a network that performs functions from supplier's supplier to customer's customer. It encompasses all the process involved in
delivering the final product to the final consumer. Supply chain is filled with various uncertainties such as demand, process, and supply. Inventories are
often used to protect the chain from these uncertainties. The higher the variations the more the losses and every company needs to minimize the
variations and uncertainties in its supply chain.
There are various causes of uncertainties. Among them few that can be listed are demand variations based on the type of product, the suppliers' receipt
variations which depend on the ... Show more content on Helpwriting.net ...
It also tells us the effect of forecasting on the planning.
We know about the bullwhip effect and the model shows clear signs of it. How the change in forecast is affecting the demand given by the
manufacturer to its supplier. It shows clear signs within the firm itself where changes in demand by the customer is encouraging sales people to buffer
up their supply to meet the demand.
The model:
We are considering a mean demand of D, the variations sigma, lead time of 2–8 weeks depending on the parts.
As we can see the demand has been varying a lot in 2009. This has induced a forecasting error by the sales people in the manufacturing organization.
It has been assumed that sales people fill the MDS data 3 months in advance for the confirmed orders. Hence it can be easily seen how the variation in
the original forecast, the amount filled in the MDS and actual shipment delivered to the customer changes.
Findings:
The bullwhip effect increases as the lead time increases. This is because the order level needed and desired level needed are proportional to the lead
time. This causes amplifying of inventory. There can also be other delays like delaying order placing.
Here as we can see the decentralization has caused different forecast. This issue becomes more complicated downstream as can be seen from the chart.
There is a high increase in the variation of the demand. The equilibrium depends not only on the quantities ordered

Measurement Of Business Quality Characteristics

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