1. Develop an aggregate plan for the following forecastPeriod3 4 5 6 7Total128Forecast1902302602802101701602601801,940There are 20 workers who can produce 10 units per period at a cost of P6.00 per unit.There is no beginning invetory and the cost of carrying inventory is P5.00 per unit per period.Backlog cost is P10.00 per unit per period.Will the present workforce able to produce the forecast?b. What is the total cost of the plan?a.

Total worker = 20 Production = 10 unit per period Cost= P6.00 per unit. Inventory Carrying cost =…

1. Develop an aggregate plan for the following forecast 3 4 5 6 7 8 9 Total Period 1 2 Forecast 190 230 260 280 210 170 160 260 180 1,940 here are 20 workers who can produce 10 units per period at a cost of P6.00 per unit. here is no beginning invetory and the cost of carrying inventory is P5.00 per unit per period. acklog cost is P10.00 per unit per period. a. Will the present workforce able to produce the forecast? b. What is the total cost of the plan?

1. Develop an aggregate plan for the following forecast 3 4 5 6 7 8 9 Total Period 1 2 Forecast 190 230 260 280 210 170 160 260 180 1,940 here are 20 workers who can produce 10 units per period at a cost of P6.00 per unit. here is no beginning invetory and the cost of carrying inventory is P5.00 per unit per period. acklog cost is P10.00 per unit per period. a. Will the present workforce able to produce the forecast? b. What is the total cost of the plan?

Marketing

20th Edition

ISBN:9780357033791

Author:Pride, William M

Publisher:Pride, William M

Chapter19: Pricing Concepts

Section: Chapter Questions

Problem 6DRQ

See similar textbooks

Similar questions

Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.
Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?
Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?
Given the following data, use exponential smoothing (a=0.20) to develop a demand forecast. Assume the forecast for the initial period is 6. Period Demand Period Forecast 2 2 1 3 7 9 8 The exponential smoothing forecast is (round your responses to two decimal places): 1 5 6 6.00 2 3 4 8 4 5 13 6 s D 6 7
1. Omar has heard from some of his customers that they will probably cut back on order sizes in thenext quarter. The company he works for has been reducing its sales force due to falling demand andhe worries that he could be next if his sales begin to fall off. Believing that he may be able to convince his customers not to cut back on orders, he turns in an optimistic forecast of his next quartersales to his manager. What are the pros and cons of doing that?
The historical data for 4 perlods demand are 65, 60, B0, ond 70respectively Calculate the weighted moving verae (WMA) forecast of perlod 5 with welghts (0,4, 0,6)
2. Fastway is a parcel delivery company based in Pretoria. It measures demand on a weekly basis in terms of the number of parcels which it is given to deliver (irrespective of the size of each parcel). The forecast for week 20 is 63. The table below shows actual demands for Fastway. Week Actual demand 20 63 21 62 22 67 23 66 24 67 25 69 26 65 27 71 28 68 29 68 30 70 31 72 32 66 33 68 34 67 Predict the forecast for week 35 using an exponential smoothing with a smoothing constant of 0.20.
1. Solve manually. The following gives the number of pints of type A blood used at Woodlawn Hospital in the past 6 weeks. Pints Used 360 Week August 31 September 7 September 14 September 21 September 28 389 410 381 368 October 5 374 a. Forecast the demand for the week of October 12 using a 3-week moving average. b. Use a 3-week weighted moving average, with weights of 0.1, 0.3 and 0.6, using 0.6 for the most recent week. Forecast demand for the week of October 12. c. Compute the forecast for the week of October 12 using exponential smoothing with a forecast for August 31 of 360 and c=0.2. d. Compute the MAD for the 3-week moving average, 3-week weighted moving average and exponential smoothing models above.
Sab AV Aa Font A A A T Investigate D Paragraph Exercise 2 Appended below is an inventory record of a manufacturing company displaying purchase of quantity raw materials for the year 2022 and from 2023. FS Required: Calculate the estimated forecast for from July 2023 till December 2023. ww Shapes Arrange Quick V Styles Drawing Feb March January till June April May June July August September October Demand Forecast Year 2023 Month Jan November December V FS Editing y 1,700 1750 2110 1225 3230 4512 Dictate Sensitivity V Voice Sensitivity Year 2022 Raw Materials Purchased Month Jan Feb March April May June July August September October November December =Notes 25°C gg UU Add-ins Add-ins 60 Designer UNITAR Raw Materials Purchased 1230 1880 1100 2580 3820 4580 3330 2530 5120 4830 5230 5110 ENG 10:1 21/1
Period Demand 1 2 3 4 5 64 ៩៩៨៖ 62 65 61 66 a. Compute a weighted average forecast using a weight of 0.4 for the most recent period, 0.3 for the next most recent, 0.2 for the next, and 0.1 for the next. (Round all your answers to two decimal points.) Forecast Period 5 Forecast Period 6 b. If the actual demand for period 6 is 65, forecast demand for period 7 using the same weights as in part a. Forecast Period 7
A Juarez, Mexico, manufacturer of roofing supplies has developed monthly forecasts for a family of products. Data for the 6-month period January to June are presented in the table below. There are 8 hours of production per day. Table 1 Other data Month 1 January 22 Production Demand Days Forecast 950 2 February 18 750 Inventory carrying cost Subcontracting cost per unit Average pay rate Overtime pay Rate 3 March 21 750 4 April 21 1,000 5 May 22 1,300 6 June 20 1,050 Labor-hours per unit Cost of increasing daily production rate (hiring & training) Cost of decreasing daily production rate (layoffs) $5 per unit per month $10 per unit $5 per hour ($40 per day) $7 per hour (above 8 hrs per day) 1.6 hrs per unit $300 per unit $600 per unit This exercise only contains part b. b) Juarez has yet a sixth plan. A constant workforce of 7 is selected, with the remainder of demand filled by subcontracting. Evaluate this plan. The production rate per day = ☐ units. (Enter your response as a whole…
The following table and plot show a variable "y" and the results of a model built to forecast its behavior. O a. O b. OC. Od. Actual @ 20 2.7 1129 43 3.5 5,8 4.6 Forecast MAE 0.083 Calculate the models MAE, MSE and MAPE MAE 1.150 MAE 1.886 1.1 3.9 MAE 1.150 4 MAE 1.271 3.6 4.8 4.7 6.0 6.3 90 MSE 1.445 MSE 1.445 MSE 6.909 MSE 1.445 MSE 1.810 MAPE 0.019 MAPE 0.321 MAPE 0.321 MAPE 0.431 # MAPE 0.418 Time Step Actual Forecast