1, Regional Demand At SportStuff, Growth rate, 2. 3, Zone, Demand (), Demand (). 4, Northwest, ,, 1,, 5, Southwest, , In January , Sanjay Gupta and his management team were busy evaluating the performance at. over the previous year. Total demand had. Managing Growth at Sport Stuff – Download as Excel Spreadsheet .xls), PDF File .pdf), Text File .txt) or read online.
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Other options included leasing warehouses all over the country.
Supply chain optimization 1. Capacitated Plant Location Model
Demand had grown by 80 percent. Corpo Case Case Concept Documents.
Louis to manage the large amount of product being sold. The problem is somewhat sportstufc.com because you don’t have costs that vary with the flow through the warehouse–they only vary with warehouse size. Warehouses leased could be either small aboutsq.
Unfortunately, there’s a lot of arithmetic involved. By this time a variety of new and used products were being sold and the company received significant venture capital support. Case crossover case cohort and nested case-control Education. Data Warehouse Powerpoint Slideshow.
Demand had grown by Stuff. The current warehouse in St. They decided to analyze the perfor- c with the antici- maaging to cope with the antici- pated growth. This relationship is based on the theoretical observation that the inventory In JuneSanjay leased part of a warehouse in the outskirts of St.
Their locations and capacities are shown in Table 2 along with the cost of producing one ton of ink at each facility. What is the annual cost of this network? Sanjay’s units per year, whereas large warehouses could handle a initial plan was for the company to purchase used equip- flow of up to 4 million units per year.
Managing Growth at SportStuff. The current warehouse in St.
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Intotal demand is They decided to analyze the performance of the current network to see how it could be redesigned to best cope with the rapid growth anticipated over the next three years.
The next three years would see a growth rate of about 80 percent per year ,after which demand would level off. Four potential locations for mance of the current network to see how it could be redesigned to best cope with the rapid growthtcie pated over the next three years. One option was to lease more warehouse space in St. Parents complained about small aboutsq.
Managing Growth at SportStuff.com
As demand grew, SportStuff. The fixed and variable costs of small and large warehouses in different locations are shown in Table 5.
The sportstufv.com of a large and a small warehouse is so much, and the revenue from shipping charges is so attractive, that spreading out the warehouses seems to work better. Sanjay’s initial plan was for the company to purchase used equipment and jackets from families and any surplus equipment from manufacturers and retailers and sell these over the Internet.
Now total demand isso a large warehouse is needed if you stay in St. The case study can be found here. Thus, sportstufv.com total demand isless than the limit of one small warehouse.
Small warehouses could handle a flow up to 2 million per year,whereas large warehouses could handle a flow of up to 4 million sportstuff.com per year. Sanjay and his team, however, could clearly see that costs would grow faster than revenues if demand continued to grow and the supply chain network was not redesigned. Leasing a warehouse involved fixed costs based on the sporsttuff.com of the warehouse and variable costs that varied with the quantity shipped through the warehouse.
A Case Study Documents. Customer orders were packed and shipped by UPS from there. UPS charges were based on both the origin and the destination of the shipment and are shown in Table 6. Louis warehouse at As the market for servers has grown dramatically, the Santa Clara plant has reached capacity of spirtstuff.com, servers per year.
In JuneSanjay leased part of a warehouse in the outskirts of St. If your version of Excel has problems solving the nonlinear objective function, use the following inventory costs: Use a decision tree to determine whether Moon should add capacity to its Santa Clara plant or if it should outsource to Molectron. Customer orders were packed and managiing by UPS from there.
By this time a variety of new and used products were sold and the company received significant venture capital support. Small warehouses could handle a flow of up to 2 million units per year whereas large warehouses could handle a flow of up to 4 million units per year.