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Full download Solution Manual for Supply Chain Network Design: Applying Optimization and Analytics to the Global Supply Chain file pdf all chapter on 2024
Full download Solution Manual for Supply Chain Network Design: Applying Optimization and Analytics to the Global Supply Chain file pdf all chapter on 2024
https://testbankbell.com/product/test-bank-for-global-logistics-
and-supply-chain-management-3rd-edition/
https://testbankbell.com/product/solution-manual-for-managing-
operations-across-the-supply-chain-3rd-edition/
https://testbankbell.com/product/solution-manual-for-supply-
chain-management-7th-edition-sunil-chopra/
https://testbankbell.com/product/solution-manual-for-supply-
chain-logistics-management-5th-by-bowersox/
Solution Manual for Managing Operations Across the
Supply Chain 2nd Edition by Swink
https://testbankbell.com/product/solution-manual-for-managing-
operations-across-the-supply-chain-2nd-edition-by-swink/
https://testbankbell.com/product/solution-manual-for-operations-
and-supply-chain-management-russell-taylor-8th-edition/
https://testbankbell.com/product/solution-manual-for-supply-
chain-focused-manufacturing-planning-and-control-1st-edition/
https://testbankbell.com/product/operations-and-supply-chain-
management-jacobs-14th-edition-solutions-manual/
https://testbankbell.com/product/solution-manual-for-supply-
chain-management-5th-edition-by-chopra-meindl/
Supply Chain Network Design (Instructor Copy Only. Please Do Not Post or Distribute)
There are many answers here that could be considered correct. You can use this question for a nice
discussion in class. You will receive many different answers, and a lot will depend on the assumptions
people make about ABC Bottling Company. You can adjust this problem to add more detail to ABC (do
they make bottles and sell them to a few factories that fill them with juice? Do they make a soda
product and ship to hundreds of retailers around the country? Are they a national firm, or do they serve
just a single city or region? And so on…).
Answer for the first part on whether to expand versus build another plant:
• They should look at the cost of expanding versus the cost of building a new plant.
• Do they have the land and space to actually expand?
• Where are the customers? Do they need a plant close to customers?
• Do they have enough qualified labor in the area if they expand?
• If they build a new plant, should they keep the old one or close it down?
• Do they have the management systems in place to handle two plants?
Answer for the second part on what factors they should consider when choosing the location of the new
plant (note that this question is related to the first question, and it is acceptable to have a single list of
answers):
2. A producer of dog food is trying to decide whether they should change the number and
locations of their warehouses to better meet projected demand over the next three years.
They do a study and determine that their transportation and warehousing costs will be $51
million if they stick with their current structure. They have determined that if they close two
warehouses and open two new warehouses, their costs will drop to $50.5 million. Assume
that all other costs stay the same. Should they make the change?
This question is meant to get students thinking about the savings from the point of view of a business, to
think about data precision and ambiguity of cost estimates.
Many people will naturally assume that these costs are absolute truths and look at the savings from
their personal point of view. If you take this view, $500,000 sounds like a lot of money, and you would
be foolish to not take it!
However, the answer to this question is that the firm should not make the change. First, the savings,
although large to us personally, is small relative to the overall spend—about a 1% decrease. A supply
chain manager would think that if they made one mistake in the implementation or the calculations, all
these savings would be gone. Second, they are projecting these savings over the next three years. So,
their measures for demand and transportation costs have a margin of error of more than 1%. The
savings they have found is well within the margin error and is not significant.
3. You need to set up a mathematical optimization model. Assume you are modeling a supply
chain for a business with ten warehouses and 1,000 customers. If you set up the model to
minimize cost, set the decision variables to decide which warehouse should serve which
customers, and set up no constraints, why would you expect the minimal cost to come back
as $0?
The quick answer is that without a constraint saying that all demand must be met, the best answer will
be to meet no demand. That is much cheaper, to the model, than shipping products. This is meant to
show the importance of constraints, even ones that seem trivial or obvious, to mathematical models.
On this question, you could even set up an Excel optimization model and show that without this
constraint, the cost comes back as $0.
But, the question is not just a trick question or a question to think about mathematical models. Often,
the constraints or limits within a business are so obvious and so much part of the business that people
no longer explicitly think about them. So, when trying to get people to articulate the more subtle
constraints, starting with the obvious can be a great way to break the ice. For example, if the people in a
firm are saying that they really have no constraints, you can start the conversation by saying that there
must be a constraint to meet demand or the model won’t meet any demand. You can think of other
such obvious examples in different situations. (Of course, you could set up a model where you included
the revenue per customer and the objective was to maximize profit. Even this gets people talking about
the constraints in a business.)
4. You are helping a firm determine their future transportation costs between their plant in
Dallas and their warehouse in Atlanta. Your best estimate, with the data you have, is that the
cost will be between $1.70 and $1.80 per mile. You decide to use $1.75 as your cost because
it is the midpoint. If you are asked to spend more time seeing whether the number should be
closer to $1.70 or $1.80, what would be your argument against further refining this number?
The main argument for not refining this number has to do with significant digits and precision.
$1.75 per mile is only +/- 3% from $1.70 and $1.80. Because this is a future estimate, the change in
oil prices is likely to impact the cost per mile more than +/- 3%. So, even if you spend more time
getting more precise, the number you come up with is not likely to be more accurate.
a. Solution #1: Estimated cost of $375 million with a new large plant in China to
supplement their existing plant in Australia.
b. Solution #2: Estimated cost of $385 million with three new smaller plants in China,
Brazil, and Italy to supplement their plant in Australia. These plants would service
their local regions.
(Assume the costs listed here include all the costs that are relevant.) What would be the best
reasons for picking Solution #1? For picking Solution #2? Why is it important for this firm to
consider other nonquantifiable factors when determining their best course of action for
expansion?
The main argument for Solution #1 is that is the low cost solution. It is 17% lower cost than the
existing strategy. But, note that is only about 3% less than Solution #2.
The main argument for Solution #2 is that it saves money (almost as much as Solution #1) and
having plants in local markets may allow for better service to those regions.
The nonquantifiable aspects are important as seen in Solution #2—being close to markets may be
important. But, also other factors would include the political reasons for being close to the markets,
expected future growth (will it be in China or other parts of the world?), the ability to manage
plants around the world, risk mitigation, and others.
You can use this question for a starting point for a class discussion. For example, you can ask
students when would they not feel comfortable implementing either #1 or #2, but would stick with
Australia. Also, for students who really like Solution #2, you can ask how much lower in cost #1
would need to be to get them to switch. For example, would they switch if Solution #1 cost $365M,
$355M, and so on?
"Most of all, I love to hear the bells peal and hear them
resound through the branches of the trees and down from
the mountain heights. Do you hear the soft notes around us
—do you hear?" and his eyes grew larger and brighter as he
listened.
Sitting up, Vinzi said, "I wish the dog had been on the
other side, where the path leads up to the pasture. I saw a
fiery red flower there, and it looked tremendously big, even
from where I was—bigger than any I ever saw. If it were
not so far, I'd go and fetch it, but it is too hot."
The cows had been so busy grazing that now they were
ready to rest a bit. Even Schwarzeli had settled down
peacefully, though she tossed her little black head from
time to time, showing she could not be trusted altogether.
"Yes," agreed Stefeli. "The big ones will rest for a while
and if Schwarzeli starts to run to the stream, I'll entice her
back. I have kept all the salt mother gave us for the eggs.
You did not ask for any, and Schwarzeli loves it."
Taking the scarf which Stefeli had folded, Vinzi ran off,
but it took a good quarter of an hour for him to reach Mrs.
Troll's house. The front door stood open and all was quiet
inside.
"If it pleases you, say yes quickly, that you really wish
it," said Alida a little impatiently. "Then you must come here
every day at two o'clock, like today, because then Miss
Landrat takes a walk with Hugo and I have to practise until
three o'clock or sometimes even later, until they return. So
we will be quite alone and I will teach you everything."
In a voice that trembled, he said, "There is nothing I
would like better."
Much as he would have liked it, Vinzi did not dare that,
for Stefeli had been left alone long enough. But he would
return the next day, and gladly, if it might be so. Still he
could not quite believe his great good fortune, but because
Alida was so sure, his doubt was conquered and he ran off
in great excitement. What would Stefeli think of the plan?
This was his chief thought as he ran.
"It took you a long time," Stefeli said. "What did she
say?"
"I know it too," agreed Vinzi, his eyes aglow. "Do you
think anything might happen to the cows during that time?
They are still quiet today."
CHAPTER III
UNEXPECTED EVENTS
THE next day after they had eaten lunch and the cows
had settled for their afternoon rest, Vinzi looked again and
again at the mountains.
"To Alida? You know no Alida and she does not know
you," Mrs. Troll shouted savagely, for it was she who stood
at the bottom of the stairs. "Come down this moment or I'll
fetch you in a way you will not like."
"What's this you are calling out?" said Mrs. Troll roughly.
"I see you want to fool me and make me believe you know
the little girl upstairs whose name you have happened to
hear. There is the door!"
But Alida had heard the voices and now came running
down the stairs to say in a superior manner, "Why are you
sending Vinzi away? He wishes to see me."
Throwing open the door, she asked, "Who was with you
while we were away?"
"If that is the name of the boy who was here, I would
like to know what business brought him," the governess
continued in growing anger.
"But, tell me, Alida, who was to give him the lesson?"
interrupted Hugo.