balance between them Flexibility is important in balancing the cost and service Chapter 2 Physical Distribution Component of Physical Distribution 1. 2. 3. 4. 5. Order Processing Transportation Warehousing Material Handling Inventory Management and Control Chapter 2 Physical Distribution Order Processing a. b. c. d. e. f. Verifying customers’ credibility Checking for any outstanding payment Monitoring stock level Preparing invoice Arranging transporter Sending
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tailor the order quantity according to the minimum lot size of each locality‚ China and Hong Kong 1‚200 units‚ 600 units. The excess inventory of finished goods could be sold in new markets. And the demand uncertainty problem could be solved by increasing the response capacity of production. This will allow reducing mismatch costs and consolidating activities. In addition‚ problems with the production can be minimized by means of negotiations with suppliers‚ retailers and joint ventures in order to obtain
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1. The current order quantity for Paul’s Pasta Pinwheels is 200 boxes. The order cost is $4 per order‚ the holding cost is $.40 per box per year‚ and the annual demand is 500 boxes per year. Current order quantity 200 boxes Ordering cost $ 4.00 per order holding costs $ 0.40 per box Annual demand 500 boxes a. Calculate the annual holding cost plus the annual ordering cost to get the total costs when using an order quantity of 200 boxes. Order quantity 200 Boxes Annual ordering
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two main types of errors resulting from use of the economic order quantity (EOQ) as a tool in productionscheduling. Designed to permit class discussion to begin with a consideration of one common type of mistake‚ errors in calculation of the EOQ volume resulting from use of incorrect data for the input parameters of the formula. The analysis can then shift to a more general discussion of the second type of error‚ the misapplication of EOQ and re-order point (ROP) techniques to a given system. Class
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Moses Bukenya Material Cost MGT & Control A scientific technique‚ concerned with Planning‚ Organizing & Control of flow of materials‚ from their initial purchase to destination. AIM OF MATERIAL MANAGEMENT is To get 1. The Right quality 2. Right quantity of supplies 3. At the Right time 4. At the Right place 5. For the Right cost MUBS EMBA MAC by Moses Bukenya PURPOSE OF MATERIAL MANAGEMENT •To gain economy in purchasing •To satisfy the demand during period of replenishment •To carry reserve
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Mail-Order Operation and prospects of change I-1 Capacity constraints I-2 Extension of the warehouse capacity I-3 Other ways to overcome capacity constraints I-4 The website impact on operations II- Long-term capacity planning issues III- Alternative purchasing policy IV- Overtime payment V- Appendixes Ice House Toys presentation Ice House Toys (IHT) company consists of five shops and one mail-order business. The mail-order operations
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AN 300 Review Exam 2 I. Forecasting Forecast Errors: MAD‚ Bias * (1) Forecasts are usually wrong. Errors are inevitable and must be expected. (2) Every forecast should include an estimate of error. (3) Forecasts are more accurate for families or groups. (4) Forecasts are more accurate for nearer time periods. Anything that can be done to reduce lead-time will improve forecast accuracy. * Bias indicates the directional tendency of FE <------> MAD indicates the magnitude of
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ratio STEP 4: Calculate Q* = optimal order quantity Ζ= from above (table) μ = mean σ = standard deviation aka measure of uncertainty ~~~~~~~~~~~~~~~~~~~~~ NEWSVENDOR VARIATIONS (Co/Cu) Ratio Given 1. Critical Ratio F(Q) = 2. Find φ(Ζ) from table 3. then Service Level is given. 1. Find φ(Ζ) for service level given‚ 2. Finding SERVICE LEVEL given Q. 1. 2. find φ(Ζ) (expressed as %) Comparing Stocking Quantities Actual costs not given. Holding cost in
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sold to retail customers in an even flow. Low was uncertain of how many nails to order at any time. Initially‚ only two costs concerned him: order-processing costs‚ which were $60 per order without regard to size‚ and warehousing costs‚ which were $1 per year per keg space. This meant that Low had to rent a constant amount of warehouse space for the year‚ and it had to be large enough to accommodate an entire order when it arrived. Low was not worried about maintaining safety stocks‚ mainly because
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business of making and marketing premium apparel to the United States. One popular item sold each winter is a man’s ski jacket that Yankee sources from an Asian supplier‚ Red Star. Due to the long production and transportation lead-times‚ Yankee has to order from Red Star well in advance of the selling season. The unit price Yankee charges its customers (the retailers) is $300. The unit wholesale price charged by Red Star is $140 (including shipment cost). Any jackets leftover at the end of the season
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