Sport Obermeyer Sport Obermeyer‚ Ltd was created around 1947 by Klaus Obermeyer. While teaching at an Aspen Ski School‚ Klaus noticed a difference between the clothing that his students wore and the clothing skiers wore in his native Germany. Although Klaus started out by traveling to Germany to find high-performance skiwear that was suitable for his students‚ he designed his own line of skiwear and ski equipment products and that was how Sport Obermeyer‚ Ltd was introduced. Sport Obermeyer
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OPERATIONAL MANAGEMENT/LOGISTICS SPORT OBERMEYER ‚ LTD. A) What Operational changes would you recommend to Wally to improve performance? B) How should Obermeyer management think (both short and long-term) about sourcing in Hong Kong vs. China? C) Based on Exhibit 10 in the case‚ how should Wally plan production in November? Think about the question qualitatively – identify factors that would affect the timing and quantity of product decisions. To understand what operational
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3. How should Obermeyer management think (both short-term and long-term) about sourcing in Hong Kong versus China? Long Term From a quality standpoint‚ production in Hong Kong would be ideal considering the repair rate in China is five to ten times greater than it is in Hong Kong. Although the costs of repair are relatively low‚ Obermeyer is a high quality apparel company‚ and its customers in all likelihood want durable products. Not only would this keep customers happy in the short term‚ but
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Sport Obermeyer – Case Review In this case study we discuss the problems faced by Sport Obermeyer‚ a fashion skiwear manufacturer. Every year the company had to produce a new line of clothing according to the latest trends and fashions. The success of the company depended on how well Sports Obermeyer was able to predict market response to different styles and colors. Intense competition had made forecasting really difficult. The two scenarios that resulted were products in style sold out and the
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There were two main driving issues behind our analysis of this Sport Obermeyer case: the measurement and understanding of demand from uncertain and disparate forecasts‚ and the allocation of production between factories in Hong Kong and Mainland China (Lo Village‚ Guangdong). The main challenges facing the company were long lead times‚ little to no feedback from the market before the first production decision (the first real demand signal is at the Las Vegas trade show in March) and inaccurate forecasts
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Sport Obermeyer – Case Report Module One‚ Session Six Supply Chain Inventory Management Darcy Shannon October 27‚ 2010 Sport Obermeyer – Case Report Executive Summary In order to minimize the degree of stock outs‚ and markdowns‚ I have decided for the initial Hong Kong order to produce those products that have the smallest standard deviation when comparing the Buying Committee Forecasts. An attempt will also be made to purchase the lowest cost items within this group‚ as initial order size of
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Introduction Sport Obermeyer‚ Ltd. presents a successful ski apparel company that is addressing logistics-related decisions that face many businesses today. Sport Obermeyer‚ founded in 1947 by Klaus Obermeyer‚ has continued to lead the ski apparel industry since that time through continuous product innovation and fashion-forward styles. Recently‚ the company has faced increased competition from other winter apparel makers‚ namely Columbia Sportswear. Exhibit 1 presents a SWOT analysis of Sport Obermeyer
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Sport Obermeyer‚ Ltd Wally Obermeyer‚ the internal operations manager of Sport Obermeyer‚ a mid-to-high fashion ski apparel company with headquarters out of Aspen‚ Colorado‚ and son of company founder Klaus Obermeyer‚ has two dilemmas at hand. 1) How to forecast demand for specific skiwear items for the 1993-1994 fashion line? 2) Once quantity per item is determined‚ how should production be allocated between factories in Hong Kong and China? Although the case mentions the
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The Sample Problem Objective: To prepare a production schedule according to demand forecasts made by the design committee. Constraints: 1. Minimum order quantity at: Hong Kong – 600 China -1200 2. Total order quantity (1st schedule): 10000 3. Almost Half of production to be done each in China and Hong Kong Expected Safe Margin of Production: Average Forecast – 2* standard Deviation |Style |Price |Average |Std Dev |2 * Std Dev |Safe
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Wally Obermeyer is facing a challenge in accurately forecasting the market response and demand for the upcoming season. Historically‚ the company founder‚ Klaus Obermeyer‚ relied minimally on forecast data‚ and more on intuition and artistic tastes. In comparison‚ his son Wally prefers to make decisions based on analytical techniques and information gathering. If Wally’s approach proves successful‚ it can change how Sport Obermeyer approaches its manufacturing processes‚ secure its position long-term
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