整理版物流思考题.docx
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整理版物流思考题
testtwo
MikeMcNeely,logisticsmanagerfortheIlluminationLightCompany,hasconsideredreplacingthefirm'smanualcustomerordermanagementsystemwithelectronicordering,anEDIapplication.Heestimatesthecurrentsystem,includinglabor,costs$2.50/orderfortransmissionandprocessingwhenannualordervolumeisunder25,000.Shouldtheordervolumeequalorexceed25,000inanygivenyear,Mr.McNeelywillhavetohireanadditionalcustomerservicerepresentativetoassistorderreceptioninthemanualprocess.Thiswouldraisethevariablecostto$3.00/order.Hehasalsoestimatedtherateoferrorsinorderplacementandtransfertobe12/1000orders.
EDIwouldcost$100,000upfronttoimplementandvariablecostsaredeterminedtobe$0.50/orderregardlessofvolume.EDIcouldacquireandmaintainorderinformationwithanerrorrateof3/1000orders.AnEDIspecialistwouldberequiredtomaintainthesystematalltimesaswell.Hersalaryis$38,000inthefirstyearandincreases3percenteachyearthereafter.
Ordererrorscost$5.00peroccurrenceonaveragetocorrectinthemanualsystem.EDIerrorscost$8.00onaveragetocorrectsincethespecialistinspectsthesystemforflawsonmostoccasions.
a.Ifthefirmexpectsordervolumeoverthenext5yearstobe20,000,22,000,25,000,30,000,and36,000annually,wouldEDIpayforitselfwithinthefirst5years?
b.WhateffectsasidefromcostmightMr.McNeelyconsiderwhenimplementingEDI?
a.Manual:
ordercosterrorcosttotalcost
1year:
20000x2.5+(12/1000)x20000x5=51200
2year:
22000x2.5+(12/1000)x22000x5=56320
3year:
25000x3+(12/1000)x25000x5=76500
4year:
30000x3+(12/1000)x30000x5=91800
5year:
36000x3+(12/1000)x36000x5=110160
b.EDI:
devicecostsalaryerrorcostordercosttotalcost
1year:
100000+38000+20000x(3/1000)x8+0.5x20000=148480
2year:
38000x(1+3%)+22000x(3/1000)x8+0.5x22000=50668
3year:
38000x(1+3%)^2+25000x(3/1000)x8+0.5x25000=53414
4year:
38000x(1+3%)^3+30000x(3/1000)x8+0.5x30000=57243.6
5year:
38000x(1+3%)^4+36000x(3/1000)x8+0.5x36000=61633.3
testthree
1.Mr.StanBusfield,distributioncentermanagerforHoganKitchenwares,mustdeterminewhentoresupplyhisstockofspatulas.TheDCexperiencesadailydemandof400spatulas.Theaveragelengthoftheperformancecycleforspatulasis14days.Mr.Busfieldrequiresthat500spatulasberetainedassafetystocktodealwithdemanduncertainty.
a.Usesimplereorderpointlogictodeterminetheorderquantityforspatulas.
b.Basedonyouranswertopart(a),findMr.Busfield’saverageinventorylevelofspatulas.
a.Usethereorderpointtofindtheorderquantity:
R=DxT+SS
=400x14+500=6,100spatulas
reorderpointis6100,Orderquantityismorethanorequalto5600.
b.Theaverageinventorisone-halftheorderquantity+safetysock:
IfOrderquantityisequalto5600,then
Averageinventory=5600/2+500=3,300spatulas
4.Mr.JohnEastesoverseesthedistributionofTasteeSancksproductsfromtheplantwarehousetoitstwodistributioncentersintheUnitedStates.Theplantwarehousecurrentlyhas42,000unitsofthecompany’smostpopularproduct,ChocolateChewies.Mr.Estesretains7000unitsoftheproductatthewarehouseasabuffer.TheCincinnatiDChasaninventoryof12500unitsanddailyrequirementsof2500units.ThePhoenixDChasaninventoryof6000unitsanddailyrequirementsof2000units.
a.Determinethecommondays’supplyofChocolateChewiesateachDC.
b.Giventheaboveinformationandyouranswertopart(a),usefairshareallocationlogictodeterminethenumberofChocolateChewiestobeallocatedtoeachDC.
a.Commondays’supplyofchocolatechewies:
DS=[(42,000-7,000)+18,500]/4500=11.89days(around)
b.FairShareAllocationLogic:
Allocation=(Days’SupplyxDailyRequirements)-Inventory
ACincinnati=(11.89x2,500)-12,500=17,225units
APhoenix=(11.89x2,000)-6,000=17,780units
Attention:
Together,theallocationsequal35,005units(17,225+17,780)whichis5morethantheplantwarehouse’sallocationsupply.Thedifferencerestswiththeroundingofthedays’supplyfigure.
2.Mr.Busfieldrecentlycompletedacourseinlogisticsmanagementandnowrealizesthattherearesignificantcostsassociatedwithorderingandmaintaininginventoryathisdistributioncenter.Mr.BusfieldhaslearnedthattheEOQisthereplenishmentlogicthatminimizesthesecosts.InanefforttofindtheEOQformeasuringcups,Mr.Busfieldhasgatheredrelevantdata.Mr.Busfieldexpectstosell44,000measuringcupsthisyear.Hoganacquiresthemeasuringcupsfor75centseachfromShatterIndustries.Shattercharges$8forprocessingeachorder.Inaddition,Mr.Busfieldestimateshiscompany'sinventorycarryingcosttobe12percentannually.
a.FindMr.Busfield'sEOQformeasuringcups.AssumethatMr.BusfieldacceptsownershipofproductsuponarrivalathisDC.
b.NowassumeMr.BusfieldmustarrangeforinboundtransportationofthemeasuringcupssinceHoganacceptsownershipofproductsatthesupplier'sshippingpoint.Quantitiesoffewerthan4000measuringcupscost5centsperunittoship.Quantitiesof4000andabovecost4centsperunittoship.DeterminethedifferenceintotalcostsassociatedwithanEOQof4000unitsandtheEOQlevelfoundinpart(a)whentransportationcostsmustbeconsidered.
c.GiventheinformationaboveandthelowcostEOQalternativedeterminedinpart(b),useperiod-order-quantitylogictodeterminethenumberofordersHoganwouldplaceeachyearformeasuringcupsandthetimeintervalbetweenorders.
a.Theeconomicorderquantity(EOQ)isthesquarerootoftheproductofthenumerator(twotimesordercostanddemand)dividedbytheproductofthedenominator(inventorycarryingcosttimesunitcost):
EOQ=2,797cups
Annualtotalcostwithorderquantitiesof2,797cups(calculatedinpart(a)):
InventoryCarryingCosts=(2,797/2)x0.75x12%=$125.87
todetermineOrderCosts,thenumberofwholeorders/yrshallfirstlybedetermined:
(44,000/2797)=15.73->roundupto16wholeorders/yr.
Oordercosts=16ordersx$8/order=$128.00
TransportationCosts=44,000unitsx$0.05/unit=$2,200
TotalCost(EOQ=2,797units)$2,453.87/year
Annualtotalcostwithorderquantitiesof4,000cups:
InventoryCarryingCosts=(4,000/2)x0.75x0.12=$180
OrderCosts:
determinethenumberofwholeorders/yr.
44,000/4,000=11wholeorders/yr
11ordersx$8/order=$88
TransportationCosts=44,000unitsx($0.04/unit)=$1,760.00
TotalCost(EOQ'=4,000units)$2,028
Theorderquantityof4,000unitscosts($2,453.87–2,028.00)$425.87lessannuallythan2,797orderquantityfoundinpart(a)whentransportationcostsareconsidered.
Test4:
1.SuperPerformanceParts(SPP)producesbrakingdevicesexclusivelyfortheAceMotorcompany,anautomotivemanufacturer.SPPhasbeenleasingwarehousespaceatapublicfacility20milesfromthecompany'splant.SPPhasbeenapproachedbyagroupoffourotherAcesupplierswiththeideaofbuildingaconsolidatedwarehousetogaintransportationandmaterialshandlingeconomies.Aninvestmentof$200,000wouldberequiredbyeachofthefivecompaniestoacquirethewarehouse.PaymentoftheinitialinvestmentsecuresI0yearsofparticipationintheagreement.Annualoperatingexpensesareanticipatedtobe$48,000foreachparty.SPPiscurrentlycharged$6000permonthforuseofthepublicwarehousefacilities.
SPP'soutboundtransportationfromthepublicwarehouseoftenconsistsofLTLquantities.Itsannualoutboundtransportationbilliscurrently$300,000.SPPexpectsconsolidatedwarehousingtomorefullyutilizetruckloadquantitieswithtransportationexpensessharedamongthesupplierpool.SPP'sannualoutboundbillwouldbereducedby25percentintheconsolidatedplan.Differencesininboundtransportationcostsareassumednegligibleinthiscase.
a.ComparethestorageandshippingcostsassociatedwithconsolidatedwarehousingasopposedtoSPP'scurrent,directshippingplan.Areanyefficienciesapparentthroughconsolidation?
b.Asidefrompotentiallyreducingcosts,howelsemightSPPbenetitbyparticipatingintheconsolidatedwarehouse?
c.Whatdisadvantagesmightexistinaconsolidatedwarehouseasopposedtoadirectshippingsituation?
a.DirectShippingPlan(annualcosts)
Storagecosts:
$6,000/monthx12months=$72,000
Shippingcosts:
=$300,000
Annualtotalcosts:
$372,000
Consolidatedwarehousing(annualcosts)
Storagecosts:
fixed$200,000/10years=$20,000/year
Operationscost=$48,000
Shippingcosts:
($300,000)x(1-25%)=$225,000
Annualtotalcosts:
$293,000
b.Theconsolidatedwarehousecanbeoperatedfor$79,000lessperyearovertheagreement’stenyearlife.
Thisisacreativethinkingquestionforthepurposeofdiscussion.Keypointsmayincludebutarenotlimitedto:
bettercustomerservice(invariousforms)toAce,synergythroughcoordinationwithpartners,SPPmaybeabletoutilize/shareassetsnotfinanciallyfeasibleontheirown.
c.Thistooisacreativethinkingquestion.Keypointsmightbe:
addedriskthroughownership(part-ownership),potentialdifficultieswithcoordinationacrosspartners,incongruentobjectivesmayleadtotribulations,andpossiblecashflowdifficultiesduetofixedinvestmentexpenditures
2.Assumeyouarethelogisticsmanagerforaluggagecompany.AllbagsareproducedatthemanufacturingfacilityinGuangzhou.Thebags,valuedat¥30each,arestoredinawarehousenearthefactorypriortodistributiontoDClocationsinShanghai,andtheDCexperiencesanannualdemandof700,000bags.Nowtheproductsaretransportedbyrailandtheaverageinventoryfor