Product Quantity Sales % quantity % cumulative quantity

K-515 163 123935 10.0555212831585 10.0555212831585

K-501 155 119806 9.56199876619371 19.6175200493523
K-502 64 31448 3.94818013571869 23.5657001850709
K-503 70 25607 4.31832202344232 27.8840222085133
K-504 66 24406 4.0715607649599 31.9555829734732
K-512 208 16283 12.8315854410857 44.7871684145589
K-505 61 15196 3.76310919185688 48.5502776064158
K-513 164 14085 10.1172115977791 58.667489204195
K-511 74 13955 4.56508328192474 63.2325724861197
K-506 58 13112 3.57803824799506 66.8106107341148
K-514 71 12984 4.38001233806292 71.1906230721777
K-508 197 11395 12.1529919802591 83.3436150524368
K-507 60 10106 3.70141887723627 87.0450339296731
K-509 154 9489 9.5003084515731 96.5453423812462
K-510 56 8664 3.45465761875386 100
1621

Therefore:
1 K-504, K-505 are in Class B and K-506 is in Class C item.
2 K-504 and K-505 are in B-Category, wherein both summing to $39602 sales (8.8% of overall sales). Therefore it is
3 Product K- 506 is in C category with a total sales of $13112 ( 2.9% of overall sales). Therefore investing a lot for th
 Classification
Class A
Class A
Class B
Class B
Class B
Class B
Class B
Class C
Class C
Class C
Class C
Class C
Class C
Class C
Class C

all sales). Therefore it is worth investing additional financial resources to develop a intensive distribution strategy involving more CDCs and
ore investing a lot for that product might not be a good decision. For class C category items we can go for single CDC distribution approac
egy involving more CDCs and RDCs.
gle CDC distribution approach with minimum inventory/stock levels.
Additional Services(1) Transport(2)
Number of recorded Time (x1) Number recorded Time3(x2)
data(h1) data2(h2) h1x1
1 21 20 120 21
3 26 29 132 78
4 33 56 148 132
9 41 66 162 369
18 52 52 178

936
35 60 26 197 2100
42 98 16 209 4116
22 107 2354
13 114 1482
2 122 244
1 129 129
150 73 265 164 11961
Additional services
average x1 79.74
SD1 27.594725203568
CV1 0.3460587560016
Transport
average x2 162
SD2 24.062891083009
CV2 0.1485363647099

Therefore, coefficent of variation is less and hence overall reliability is more for both the services.
(x-x1)^2 h1(x-x1)^2 h2x2 (x-x2)^2 h2(x-x2)^2
3450.3876 3450.3876 2400 1764 35280
2887.9876 8663.9628 3828 900 26100
2184.6276 8738.5104 8288 196 10976
1500.7876 13507.0884 10692 0 0

769.5076 13851.1368 9256 256 13312

389.6676 13638.366 5122 1225 31850
333.4276 14003.9592 3344 2209 35344
743.1076 16348.3672
1173.7476 15258.7188
1785.9076 3571.8152
2426.5476 2426.5476
0.0000 113458.86 42930 152862
Overall statistics:
Total avg= 241.74
Total SD= 36.612724377
CV= 0.1514549697
 ID product
Descriptio Sales ($) Stock valueQuantitiesSales% Cumulati Quantitie Cumulati Class
ve Sales s Sold% ve
1 Spring relay 7852 733 10.712142 1.29% % 1.29% 2.70% Quantitie
2.70% A
2 BRI interface 8766 775 11.310968 1.44% 2.73% 2.85% s Sold%
5.55% A
3 Electronic delayer9785 724 13.515193 1.61% 4.33% 3.41% 8.96% A
4 Land trolley 10450 1174 8.9011925 1.71% 6.05% 2.24% 11.20% A
5Control unit for release
11900 1062 11.205273 1.95% 8.00% 2.82% 14.03% A
6Locking release 24V 12328 1020 12.086275 2.02% 10.02% 3.05% 17.07% A
7 Motoadaptor 13746 1100 12.496364 2.26% 12.28% 3.15% 20.22% A
8 TMA360 15980 1058 15.10397 2.62% 14.90% 3.81% 24.03% A
Engine
9 control unit 380V 18654
CA 652 28.610429 3.06% 17.96% 7.21% 31.24% A
10 Control builder 19768 558 35.426523 3.24% 21.20% 8.93% 40.17% A
11 Digital starter 22356 980 22.812245 3.67% 24.87% 5.75% 45.92% A
12
Contacter 24 – 60V 27580
CC 1721 16.025567 4.53% 29.40% 4.04% 49.96% A
13 Sectioner 32400 894 36.241611 5.32% 34.71% 9.13% 59.09% A
14 Universal dimmer46225 1015 45.541872 7.58% 42.30% 11.48% 70.57% A
15 OPC server 57558 3111 18.501446 9.44% 51.74% 4.66% 75.24% A
16 HCS cable 65980 2030 32.502463 10.83% 62.57% 8.19% 83.43% B
17Circuit breaker 10KA 80350 3159 25.435264 13.18% 75.75% 6.41% 89.84% B
18Differential block 147800
4P 3667 40.305427 24.25% 100.00% 10.16% 100.00% C
Total Sum = 609478 25433 396.73422
 ID product
Descriptio Sales ($) Stock valueQuantitiesStocks% CumulativQuantities
10 Control bui 19768 558 35.426523 2.19% 2.19% 8.93%
9 Engine con 18654 652 28.610429 2.56% 4.76% 7.21%
3 Electronic 9785 724 13.515193 2.85% 7.60% 3.41%
1 Spring rela 7852 733 10.712142 2.88% 10.49% 2.70%
2 BRI interfa 8766 775 11.310968 3.05% 13.53% 2.85%
13 Sectioner 32400 894 36.241611 3.52% 17.05% 9.13%
11 Digital star 22356 980 22.812245 3.85% 20.90% 5.75%
14 Universal 46225 1015 45.541872 3.99% 24.89% 11.48%
6 Locking re 12328 1020 12.086275 4.01% 28.90% 3.05%
8 TMA360 15980 1058 15.10397 4.16% 33.06% 3.81%
5 Control unit 11900 1062 11.205273 4.18% 37.24% 2.82%
7 Motoadapto 13746 1100 12.496364 4.33% 41.56% 3.15%
4 Land trolle 10450 1174 8.9011925 4.62% 46.18% 2.24%
12 Contacter 27580 1721 16.025567 6.77% 52.95% 4.04%
16 HCS cable 65980 2030 32.502463 7.98% 60.93% 8.19%
15 OPC server 57558 3111 18.501446 12.23% 73.16% 4.66%
17 Circuit br 80350 3159 25.435264 12.42% 85.58% 6.41%
18 Differentia 147800 3667 40.305427 14.42% 100.00% 10.16%
Total Sum = 609478 25433 396.73422
Cumulative
Class
8.93% A
16.14% A
19.55% A
22.25% A
25.10% A
34.23% A
39.98% A
51.46% A
54.51% A
58.32% A
61.14% A
64.29% A
66.53% A
70.57% A
78.77% A
83.43% B
89.84% B
100.00% C
 Product Sales Quantity Product Sales Quantity %Sales

0 0 0 0
1 350000 2,700 3 920000 2500 44%
2 160000 2,200 5 360000 4200 17%
3 920000 2,500 1 350000 2700 17%
4 125000 1,500 2 160000 2200 8%
5 360000 4,200 6 160000 1900 8%
6 160000 1,900 4 125000 1500 6%
2075000 15000

Comparing curve C1 an
1.2

0.8

% Cumulative sales
0.6

0.4

0.2

0
0 0.2 0.4 0.6 0.8
%cumulative quantity
actual C1 C2

From the comparision chart it is evident that the prediction curve C2 is more closer to the actual cuve in comparision to the cur
Therefore C2 is the better prediction of actual data.
 %Cumulative sales %Quantity %Cumulative quantity y-pred(C1) y-pred(C2)
alpha1= 0.143 alpha= 0.195
0 0 0 0 0
44% 17% 17% 62% 55%
62% 28% 45% 87% 83%
79% 18% 63% 93% 91%
86% 15% 77% 96% 95%
94% 13% 90% 99% 98%
100% 10% 100% 100% 100%

Comparing curve C1 and C2

2

0
0 0.2 0.4 0.6 0.8 1 1.2
%cumulative quantity
actual C1 C2

ser to the actual cuve in comparision to the curve C1

Service levcosts revenue(r(l) profit(Rs)
0.5 280000 393000 113000
0.6 320000 451920 131920
0.7 380000 504280 124280
0.8 410000 550080 140080 Maximum
0.9 460000 589320 129320
1 510000 622000 112000

Therefore, The maximum estimated profit is 140080 which is achieved at 80% service level.
Family Order Processing Inventory Transports
Period Orders Complaints Stocks values Deliveries per Planned
($) journey journeys
1 154.26 21 470,800 15.48 1.07
2 151.04 12 500,800 36.76 0.97
3 161.23 16 533,000 18.94 1.13
4 145.33 24 565,900 33.07 1.14
5 158.66 14 567,700 31.15 1.13
6 171.25 16 471,900 40.37 1.10
7 98.66 31 522,200 23.35 0.83

8 102.45 8 531,000 14.33 1.00

9 134.74 12 509,800 39.80 0.93
10 147.24 16 579,700 18.37 1.20
11 133.54 21 548,300 26.04 1.15
12 154.81 18 458,700 30.10 1.00
13 148.82 20 542,100 36.60 0.95
14 124.31 13 524,500 26.52 1.11
15 164.03 11 567,400 33.46 1.00

Maximum and Minimum value for each KPI

Max 171.25 31 579,700 40.37 1.20

Min 98.66 8 458,700 14.33 0.83

Current month data-Trial 1

New 155.130434783 15 560400 24.25 1.00979192166
weight 0.5 0.5 1 0.5 0.5
Value 8.00 3.74 8.56 4.43 5.37
performance 4.00 1.87 8.56 2.21 2.69
family performance 5.87 8.56 4.90

Control panel(Radar graph 1)

Order processing
10

Transport Inventory
 0

Transport Inventory

Therefore,
KPIs help in identifying the key factors like Orders, Transport and Inventory and identify the cri
We can see from the first graph that Transport is having the least weight and then the Order and
We can also see from the second graph that Transport is having the least weight and then the O
Therefore we can conclude that slightly changing the weights has not effect the criticality in this
 Normalization range[1,10]

orders complaints stocks deliveries

7.89 6.09 1.90 1.40
7.49 2.57 4.13 8.75
8.76 4.13 6.53 2.59
6.79 7.26 8.97 7.48
8.44 3.35 9.11 6.81
10.00 4.13 1.98 10.00

1.00 10.00 5.72 4.12

1.47 1.00 6.38 1.00
5.47 2.57 4.80 9.80
7.02 4.13 10.00 2.40
5.32 6.09 7.66 5.05
7.96 4.91 1.00 6.45
7.22 5.70 7.20 8.70
4.18 2.96 5.89 5.21
9.10 2.17 9.09 7.61

KPI with different weights-Trial 2

New 155.13043 15 560400 24.25 1.0097919

weight 0.75 0.25 1 0.75 0.25
Value 8.00 3.74 8.56 4.43 5.37
performance 6.00 0.93 8.56 3.32 1.34
family performan 6.94 8.56 4.66

Order processing 7
Inventory 8.56
Transport 4.66

h 1) Control panel(Radar graph 2)

Order processing
10

Inventory
Transport Inventory
 0

Inventory
Transport Inventory

ry and identify the critical among them. In the first graph , I have evenly divided the weights as in 0.5,0.5
nd then the Order and finaly inventory is having the highest weight. Therefore the order of criticality is tr
weight and then the Order and finaly inventory is having the highest weight. Therefore the order of critical
t the criticality in this problem and Transport family is the most critical among all the other families and
Control panel values with existing weights

Order proce 6
Inventory 8.56
Transport 4.90
eights as in 0.5,0.5 when there are two KPIs within a family and weight as 1 when there is only 1 KPI.
r of criticality is transport > order > inventory.
he order of criticality is transport > order > inventory.
other families and Inventory in the least critical among all.
ere is only 1 KPI.