see attached
Homework 1: 2 page with 2 references
This case provides a synthesis of production planning methodologies and practical ethics. It chronicles the dilemma facing the owners of Beauti-Phil Apparel, a fictional clothier operating in northwest Pennsylvania. The firm has lost one of its major accounts and must produce an aggregate production plan and use it to decide whether or not to reduce the size of its loyal workforce due to the drop in demand. The owners have also received a proposal from a lower-cost but potentially environmentally-irresponsible raw material supplier, and they must choose whether or not to accept the offer. They are looking for advice on how to handle these two ethical dilemmas—reducing the size of a historically loyal workforce and procuring materials from a supplier with alleged environmental improprieties.
/content/enforced/165068-co_SCM-535-MBOL1-2024SU2/Case Study – Groundhogs New Clothes.doc
Questions:
1. State and justify your recommendation concerning: a. changing the size of the workforce and b. accepting the proposal from the new raw material supplier. Explain why you reject the other viable alternatives. Consider what obligation a firm might have to a workforce that has provided loyal service for a long period of time and if there are any viable alternatives to layoffs. Also consider what it means for a firm to be a good corporate citizen.
2. What is your dominant ethical philosophy, listed at the end of the case, and how did it effect your answer to question 1?
Homework 2: 3 pages with at least 2 references
This case study provides a firsthand view of how a replenishment process works at a spare parts division. It also shows how sometime industry demand patterns do not follow standard predictable patterns. This case also considers the need for collaboration and coordination in supply chains in both forecasting and inventory management.
/content/enforced/165068-co_SCM-535-MBOL1-2024SU2/Dockomo Heavy Equipment.pdf
Questions:
1. How could CPFR and S&OP help solve the problem of these erratic forecasts? Should Vinod consider forecasting all the parts in the SKU master list (F, M, S, VS) or only a subset of categories?
2. Often industry demand patterns do not follow standard predictable patterns like expected for analysis. How should the safety stock problem be approached and what technologies and methodologies might be used?
3. How would you estimate the re-order point of all parts and what should be the item fill rate across the product categories to achieve a service level of 95%? How can collaboration with suppliers and customers, ensuring real-time visibility, and building flexibility into the supply chain assist with attaining this goal?
Homework 3: 3 pages with at least 2 references
This case study examines the challenges of determining how to measure supplier performance. Answer these questions below rather than the ones in the case itself.
/content/enforced/165068-co_SCM-535-MBOL1-2024SU2/FarmCo.pdf
Questions:
1. Using the guidelines presented by Ingrid, identify the top 20% of suppliers.
2. How would you improve the guidelines presented by Ingrid to calculate SR, SM, SI, and SD?
3. Why is it difficult to use data to determine supplier performance?
4.
Using the improvements you developed in question 2, assign a weight to the importance of the four items (SR, SM, SI, and SD) and explain your reasoning for the weights. The weights need to add up to 1.0. How are the results different using the weights you assigned? Which method (Ingrid’s or your own) do you think is better, why?
Homework 4: 2 pages with at least 2 references
This case study provides a look at two mid-west companies, their transportation similarities and differences, and their challenges during growth. Read through the questions below then read through the case study. Do not answer the questions listed at the end of the case.
/content/enforced/165068-co_SCM-535-MBOL1-2024SU2/Manly Terminal.pdf
Questions:
1.
Would a solution such as Manly Terminal utilizes help MAP with its transportation problems?
2.
Many factors influence location decisions. If MAP were to relocate a facility today, what factors would seem most important? Do MAP’s past location decisions limit or enable their future opportunities? Would your answer change if MAP was a large multi-national corporation?
3.
Manly Terminal LLC successfully enables modal shifts from truck to rail transportation, and specifically to unit-train pricing, for ethanol shippers producing single carload shipment sizes. What prevents MAP from realizing these same rate advantages? How might these challenges be overcome?
