DeVry BSOP 434 Full Course Latest

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DeVry BSOP 434 Full Course Latest

DeVry BSOP 434 Full Course [ all discussions all labs all assignment all quiz and final

 

DeVry BSOP 434 Week 1 Discussions Latest

BSOP 434 Week 1 Discussion 1
Why do inventories cost so much to maintain? Provide some examples of how cost is associated with carrying an inventory. Is there anything we can do to lower this cost, and if so, what? In addition to the question above, explain how excess inventories can erode profitability.

BSOP 434 Week 1Discussion2
Discuss why supply chain management (SCM) has become so important. Identify companies that have a well known SCM system. Do these companies have anything in common when it comes to their implementation of SCM? Can you identify and define four (4) attributes of Supply Chain Management?

 

DeVry BSOP 434 Week 2 Discussions Latest

BSOP 434 Week 2Discussion1

How can a transportation manager take advantage of trade-offs between price and service? As a transportation manager, when would you want to take advantage of these trade-offs?

BSOP 434 Week 2Discussion2
Discuss the location selection criteria for distribution centers, warehouses, and manufacturing plants. How might these factors be considered important when locating a manufacturing facility? How do they differ from the factors considered important when locating a distribution facility?

 

DeVry BSOP 434 Week 3 Discussions Latest

BSOP 434 Week 3Discussion1

What type of functional and perceptual benefits do labeling and packaging provide to the consumer? What are the two emerging trends in packaging and why are they important?
BSOP 434 Week 3Discussion2

What role has technology had in order processing? What are some of the key technology elements that you see in your daily shopping? What do you think will be the next big technology development in order processing?

 

DeVry BSOP 434 Week 4 Discussions Latest

BSOP 434 Week 4Discussion1 

What is the relationship between purchasing and procurement? Discuss three potential procurement objectives. Describe the relevance of the procurement process in a logistics system.
BSOP 434 Week 4Discussion2

Discuss how developing nations ensure that a good portion of supply chain transactions are conducted within their borders. What are some of the challenges associated with the international logistics?

 

DeVry BSOP 434 Week 5 Discussions Latest

BSOP 434 Week 5Discussion1

Discuss how accountants and logistic professions differ in terms of their approach to inventory control. Provide an example of how each would measure a company’s inventory.

BSOP 434 Week 5Discussion2

In logistical terms, what does system analysis refer to? What is the difference between a partial systems analysis and a comprehensive systems analysis?

 

DeVry BSOP 434 Week 6 Discussions Latest

BSOP 434 Week 6Discussion1

Explain why transport rates typically vary by 1) the weight of the shipment; 2) the distance a shipment is transported; and 3) the value of the transport service. Provide an example of how these variables affect a shipping rate.
BSOP 434 Week 6Discussion2

Contrast qualitative, historical projection, and causal forecasting models. What are the strengths and weaknesses ofeach of these models?

 

DeVry BSOP 434 Week 7 Discussions Latest

BSOP 434 Week 7Discussion1

Discuss the differences between facility layouts for office, production, and warehouses. How does the layout of a warehouse impact the effectiveness and efficiency of a warehouse?

BSOP 434 Week 7Discussion2

Warehouse Management System
What is a warehouse management system (WMS)? What are the benefits and downfalls of a WMS in a warehousing operation?

 

DeVry BSOP 434 Week 3 Quiz Latest

Question 1.1.(TCO 2) Which of the following is not or are not key attributes of supply chain management?(Points : 3)

Inventory control

Leveraging technology

Customer power

A long-term orientation

All are key attributes.

Question 2.2.(TCO 2) The movement and storage of materials into a firm refers to(Points : 3)

physical distribution.

materials management.

materials handling.

inbound logistics.

outbound logistics.

Question 3.3.(TCO 2) An organization’s ability to respond to changes in demand, with respect to volume and variety, refers to _____.(Points : 3)

responsiveness

leanness

agility

relevancy

Question 4.4.(TCO 2) Cooperative supply chain relationships developed to enhance the overall business performance of both parties is a definition of (Points : 3)

third-party logistics.

supply chain collaboration.

dovetailing.

relationship marketing.

Question 5.5.(TCO 1) Stocks of goods and materials maintained for satisfaction of demand are known as (Points : 3)

supply chain.

inventory.

safety stock.

inventory management.

None of the above

Question 6.6.(TCO 1) The reorder point (ROP) is defined as the (Points : 3)

point used for calculating safety stock.

highest inventory level allowed.

lowest inventory level allowed.

fixed level of inventory at which a replenishment order is placed.

None of the above

Question 7.7.(TCO 1) _____ stock refers to inventory en route between various nodes in a logistics system. (Points : 3)

Base

Safety

Pipeline

Speculative

Page 2

Question 1.1.(TCO 3) Rate structures deal with three factors. Which of the following is not one of them? (Points : 3)

 

DeVry BSOP 434 Week 1 Homework Latest

Homework1

There are five questions this week. Your responses should be brief and to the point, written in a short essay style. This work should adhere to APA guidelines. See Doc Sharing for grading rubric.

  • Chapter 1: p. 19, question 1.2
  • Chapter 5: p. 90, questions 5.5 and 5.6
  • Chapter 8: p. 150, questions 8.7 and 8.17

Submit your assignment to the Dropbox located on the silver tab at the top of this page.

 

1.2 Distinguish between possession, form, time, and place utility.

5.5 What is the difference between a lean and an agile supply chain? Under what circumstances is each an appropriate supply chain approach to pursue?

 

5.6 Discuss some of the ways that inventory can be reduced in the supply chain.

8.7 Distinguish between a fixed order quantity and fixed order interval system. Which one generally requires more safety stock? Why?]

 

8.17 How do the consequences of JIT go far beyond inventory management?

 

DeVry BSOP 434 Week 2 Homework Latest

Homework2

There are five questions this week. Your responses should be brief and to the point, written in a short essay style. This work should adhere to APA guidelines. See Doc Sharing for grading rubric.

  • Chapter 9: p. 168, questions 9.4, 9.8 and 9.15
  • Chapter 12: p. 226, questions 12.1 and 12.2

Submit your assignment to the Dropbox located on the silver tab at the top of this page. For instructions on how to use the Dropbox, read these

 

9.4 Discuss the factors that influence the number of facilities that a firm chooses to operate.

 

9.15 Explain why quality-of-life issues should be considered in the facility location decision.

 

12.1 Why is transportation important to a firm’s supply chain operations?

 

12.2 Why is it important to know about the characteristics of a country’s transportation infrastructure?

 

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DeVry BSOP 434 Week 3 Homework Latest

Homework3

There are five questions this week. Your responses should be brief, to the point, and written in a short essay style. Your work should adhere to the APA guidelines. Please see Doc Sharing for the grading rubric.

  • Chapter 7: p. 126, questions 7.2 and 7.3
  • Chapter 11: p. 207, questions 11.1 and 11.7, 11.9

Submit your assignment to the Dropbox located on the silver tab at the top of this page.

 

7.2 Discuss the three basic demand forecasting models.

 

7.3 Discuss several demand forecasting issues.

11.1 How do product characteristics influence packaging and materials handling

 

11.7 Discuss some of the labeling requirements associated with hazardous materials.

11.9 What environmentally friendly packaging strategies might a firm adopt?

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DeVry BSOP 434 Week 4 Homework Latest

Homework4

There are five questions this week. Your responses should be brief, to the point, and written in a short essay style. This work should adhere to the APA guidelines. Please see Doc Sharing for the grading rubric.

  • Chapter 6: p. 103, questions 6.1, 6.4, and 6.7
  • Chapter 14: p. 273, questions 14.1 and 14.11

Submit your assignment to the Dropbox located on the silver tab at the top of this page

 

 

6.1 What is procurement? What is its relevance to logistics?

 

4 Discuss three potential procurement objectives.

7 What are the two primary approaches for evaluating suppliers? How do they differ?

14.1 Discuss some of the key political restrictions on cross-border trade.

14.11 What are the two primary purposes of export packing?

 

DeVry BSOP 434 Week 5 Homework Latest

Homework 5

There are five questions this week. Your responses should be brief, to the point, and written in a short essay style. Your work should adhere to the APA guidelines. Please see Doc Sharing for the grading rubric.

  • Chapter 2: p. 37, question 2.2
  • Chapter 3: p. 51, questions 3.5 and 3.12
  • Chapter 4: p. 70, questions 4.3 and 4.8

Submit your assignment to the Dropbox located on the silver tab at the top of this page. For

 

2.2. List the six general types of information management systems, and give one logistics application for each one that you’ve named.

 

5.What are the key components of the strategic profit model? How can it be used to examine the affect of logistics decisions?

 

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3.12. Most managers believe that while it is possible to connect logistics decisions to costs, the connection to revenue enhancement is difficult to impossible. Do you agree or disagree? Why?

 

.8. Discuss how technological considerations can help in managing truck drivers and their productivity.

 

DeVry BSOP 434 Week 6 Homework Latest

Homework6

There are five questions this week. Your responses should be brief and to the point, written in a short essay style. Your work should adhere to APA guidelines. See Doc Sharing for grading rubric Type over this text with the Homework assignment(s).

  • Chapter 7: p. 126, questions 7.4 and 7.6
  • Chapter 13: p. 249, questions 13.3, 13.4, and 13.18

Submit your assignment to the Dropbox located on the silver tab at the top of this page.

 

7.4 Define and describe the order cycle. Why is it considered an important aspect of customer service?

7.6 List the various methods of order transmittal and discuss relevant characteristics of each.

 

13.3 Discuss how transportation managers could be involved with other operations of the firm.

13.4 What are the three primary factors that determine transportation rates?

13.18 Explain how a routing guide might be used by a transportation manager.

 

DeVry BSOP 434 Week 7 Homework Latest

Homework7

There are four questions this week. Your responses should be brief and to the point, written in a short essay style. This work should adhere to APA guidelines. See Doc Sharing for grading rubric.

  • Chapter 10: p. 187, questions 10.3, 10.5, 10.11 and 10.18.

10.3 Distinguish among warehouses, distribution centers, and cross-docking facilities.

5 What are the advantages and disadvantages of private warehousing?

10.11 Discuss the trade-offs associated with order picking versus stock-replenishing functions.

 

18 What is a hazardous material? What design elements should be considered when storing hazardous materials?

 

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DeVry BSOP 434 Week 1 Lab Latest

Note!

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Submit your assignment to the Dropbox located on the silver tab at the top of this page.

(See the Syllabus section “Due Dates for Assignments & Exams” for due dates.)

Scenario/Summary

After making some wise short-term investments at a race track, Chris Low had some additional cash to invest in a business. The most promising opportunity at the time was in building supplies, so Low bought a business that specialized in sales of one size of nail. The annual volume of nails was 2,000 kegs, and they were sold to retail customers in an even flow. Low was uncertain of how many nails to order at any time. Initially, only two costs concerned him: order-processing costs, which were $60 per order without regard to size, and warehousing costs, which were $1 per year per keg space. This meant that Low had to rent a constant amount of warehouse space for the year, and it had to be large enough to accommodate an entire order when it arrived. Low was not worried about maintaining safety stocks, mainly because the outward flow of goods was so even. Low bought his nails on a delivered basis.

Deliverables

This week’s lab consists of six questions. Please be certain that you answer all of the questions and address all of the areas outlined in the grading rubric below.

T THE ANSWER TO QUESTION 1 AND THE SUPPLIER’S NEW POLICY OUTLINED IN QUESTION 2, AND THE WAREHOUSE’S NEW POLICY IN QUESTION 3. THEN DETERMINE LOW’S NEW EOQ.

Step 5: Financing Inventory

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Question 5: Temporarily ignore your work on Questions 2, 3, and 4. Low’s luck at the race track is over; he now must borrow money to finance his inventory of nails. Looking at the situation outlined in Question 1, assume that the wholesale cost of nails is $40 per keg and that Low must pay interest at the rate of 1.5% per month on unsold inventory. What is his new EOQ?

Step 6: Final EOQ

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Question 6: Taking into account all of the factors listed in Questions 1, 2, 3, and 5, calculate Low’s EOQ for kegs of nails.

Step 7: Final Step

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Submit your completed assignment to the this week’s Lab Dropbox in a MS Word document for grading. The cover page should adhere to the APA 6.0 guidelines.

See the Syllabus section “Due Dates for Assignments & Exams” for due dates.

Grading Rubric

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  • Be sure to answer all of the questions.
  • It is recommended that you show all of your work. If you only provide the answers and any of them are incorrect, you will lose all of the points allocated to the incorrect answer. However, if you show your work, you might be able to earn partial credit even if the answer is incorrect. An example would be if you set up the problem correctly, but then made a math error in calculations.

 

 

 

DeVry BSOP 434 Week 2 Lab Latest

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Lab 2: Aero Marine Logistics (AML)

Note!

Submit your assignment to the Dropbox located on the silver tab at the top of this page.

(See the Syllabus section “Due Dates for Assignments & Exams” for due dates.)

Scenario/Summary

Aero Marine Logistics (AML) was incorporated as a Private Limited Company in South Delhi in the year 1996. The promoters of AML are two professionals who had gathered 15 years of experience working for Tata Steel (one of the biggest and oldest companies in India) in the field of shipping, customs clearance, forwarding, and transportation. Over the last five years, AML has been successful in building an infrastructure and pool of experienced personnel to handle the entire gamut of logistics. In fact, it was one of the first companies to offer door-to-door delivery. It considers itself the specialists in customized solutions and services—a concept that is still unheard of in the transportation industry in the rural belts of northern India. AML handles the entire package of logistics for all its customers. Some of the services they offer include the following.

  • Import consolidation. AML has a well-spread network of offices and trade connections in the United States, Europe, the Far East, and the Middle East to render import consolidation by both air and sea to any part of India. It promises a personalized, prompt service with value for cost.
  • Door-to-door services. AML is fully equipped to deliver door to door, which includes cargo pickup from the supplier’s warehouse, warehousing prior to customs clearance, complete customs clearance of exports from overseas, and freight booking with airlines and shipping lines to receive cargo in India. It also undertakes local customs clearance and transportation to deliver to the door of the customer.
  • Exports. AML has expertise in handling exports of various kinds of cargo by ocean and by air freight. It ensures the timely movement of cargo at the most competitive rates. It takes care of both the complete export documentation formalities and the physical movement of cargo.
  • Consultancy on customs and logistics. AML is well-equipped with professionals to guide customers regarding various modes of transportation and to help customers to optimize utilization of space and save on freight. It acts as liaison with different authorities, such as the RBI (Reserve Bank of India), Port Authority of India, India Civil Aviation Regulatory Body, TEXPROCIL (The Cotton Textiles Export Promotion Council of India), DGFT (Directorate General of Foreign Trade), and so on, on behalf of clients for various permissions and quotas related to import and export of cargo. This could perhaps be classified as its most valuable service, which it hopes will build up its brand image. The red tape, bureaucracy, lack of work ethic, and corruption preclude anyone lacking either clout or established relationship channels (with babus or permanent government employees, notorious for their apathy toward fulfilling job duties and penchant for taking bribes) to do business in India.

To enable itself to offer these services, AML has partnered with various associates all over the world to render forwarding services to its customers. It has covered warehouse space of 1,000 square meters and has the ability to arrange for additional space. It has its own two 407 Tata trucks for pickup and delivery of small consignments. It has dedicated a fleet of five low-bed trailers for pickup and delivery of containers. All the field personnel have been provided with two-wheelers for faster conveyance between various points of work.

AML has grown rapidly and recently established an online presence whereby clients can place orders online and check the status of their cargo. So far, the increase in sales from the online presence has not been much. Most of AML’s clients are spread out in rural areas and, except for customers in Delhi, do not have access to the Internet. Today, AML is handling an average of 200-plus TEUs (20-foot container equivalents) of imports and exports every month between Delhi and Mumbai (Bombay), which is the nearest big port (a distance of 1,407 kilometers; see Exhibit 8-A.) Luckily, most containers are used for traffic in both directions; moving empties is unproductive. Main items for export are bathroom fittings and spares, machine spares and agricultural equipment, machine spares and chemicals, scientific equipment, medical equipment spares and chemicals, food processing machinery, furniture and kitchen equipment, and interiors. Main items for import are automobile engines and spares, cotton yarn, food products, electronics, televisions and components, rice, stone for stone crafting, and so forth.

Recently, one of the AML partners, Mr. S. Singh, was approached by the Chairman of Freshfoods, Mr. R. Maan, with a promise of a huge potential volume (150,000 kilograms per month) for importing frozen mushrooms from Europe if AML would build up its Indian infrastructure to handle such volumes. Freshfoods is the biggest regional exporter and importer of food products in North India. It was founded 20 years ago by a collective of farmers wanting to find markets for their surplus produce of exotic and nonnative foods (like avocados and strawberries) that did not have much local demand except for five-star hotels catering to mostly foreign tourists. The shift in eating habits in recent years had prompted Mr. Maan to promote mushrooms as a daily food item in a major way. To keep the price of imported mushrooms comparable with locally grown food items, huge quantities would have to be transacted to make use of economies of scale.

the costs of leasing refrigerated containers. He was disappointed to learn that leasing was almost impossible. The container leasing companies wanted exorbitant rates because there was no backhaul traffic requiring refrigerated equipment and because some areas in North India were too isolated if they needed to send a worker to service malfunctioning equipment. The container leasing company did, however, offer to sell used refrigerated 20-foot containers for seven lakhs apiece and would agree to service them for one year at an additional cost of 1 lakh per container.The used containers could be expected to last another five years. In a meeting involving Mr. Singh, Mr. Maan, and Mr. Veejay, a carrier representative, it was decided that ten 20-foot containers would be sufficient to handle the projected volume of mushrooms. Each container would make one round-trip each month. The cost of ocean freight expense from Amsterdam to Mumbai is $1700US for a single 20-foot container. The cost of land transportation per single 20-foot container from Mumbai to Delhi is $300US. Return costs for empty containers from Delhi to Mumbai to Amsterdam are half as much, although about 10% of the time, another cargo can be found that will cover the costs of return transport.

As the meeting broke up, Mr. Veejay said that the mushrooms were not a very dense cargo and that Mr. Singh could be using 40-foot refrigerated containers, which held twice as much as a 20-foot container, though handling costs were less than twice as much. The cost of ocean freight from Amsterdam to Mumbai is $2600US for a single 40-foot container. The cost of transportation per single 40-foot container from Mumbai to Delhi is $500US. Return costs from Delhi to Mumbai to Amsterdam are half as much, although about 10% of the time another cargo can be found that will cover the costs of return transport. Mr. Veejay felt that the 40-foot containers would need to be purchased. Five would be needed, with each making one round-trip per month. Containers were only available new, and the cost would be 15 lakhs apiece. Maintenance anywhere was guaranteed for the first year, and the containers had an estimated life of 10 years.

Deliverables

This week’s lab consists of five questions. Please be certain you answer all the questions and address all the areas outlined in the grading below.

QUESTION 4: MR. SINGH HAS READ ABOUT THE SUPPLY-CHAIN CONCEPT THAT ATTEMPTS TO IDENTIFY AND LINK ALL THE PARTICIPANTS FROM SUPPLIERS’ SUPPLIERS TO CUSTOMERS’ CUSTOMERS. WHO ARE ALL THE PARTICIPANTS IN THE SUPPLY CHAIN, A PART OF WHICH HAS BEEN DISCUSSED IN THE CASE?

Step 5: Sharing

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Question 5: Logistics partnerships involve sharing costs and risks. What are all the costs and risks that this venture entails? How might they be shared?

Step 6: Final Step

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Submit your completed assignment to the this week’s Lab Dropbox in a MS Word document for grading. The cover page should adhere to the APA 6.0 guideline.

See the Syllabus section “Due Dates for Assignments & Exams” for due dates.

 

DeVry BSOP 434 Week 4 Lab Latest

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Lab 4: Easing Ira’s Ire

Note!

Submit your assignment to the Dropbox located on the silver tab at the top of this page.

(See the Syllabus section “Due Dates for Assignments & Exams” for due dates.)

Scenario/Summary

Ira Pollack was difficult to work for. A self-made millionaire, he paid extremely high salaries, but demanded much from his subordinates, including being on call 24-hours per day. In his Las Vegas penthouse, he would study and re-study each detail of his conglomerate’s performance and then call some unlucky underling—at any hour—to vent his anger and demand that something be improved. His tantrums were legendary.

One of Pollack’s underlings, Tamara Wood, was driving her new red Mercedes convertible along Rodeo Drive in Beverly Hills, looking for a parking space. Her college class from Northern Illinois University at DeKalb was holding its fifth reunion in Chicago, which she planned to attend. She wanted to buy a new outfit for the event, to show her former classmates that she had arrived. A chauffeur-driven Rolls pulled away from the curb, leaving an empty space right in front of her favorite couturier. She swung her Mercedes expertly into the empty space, looked up, and was pleased to see that there was still nearly an hour left on the meter. “Daddy was right,” she thought to herself, “Clean living does pay off.”

As she turned off the ignition, Tamara’s cell phone started buzzing. Wood hesitated. Would it be John, calling to thank her for that wonderful evening? Would it be Matt, seeing if she were free to spend next weekend on Catalina Island? Or maybe it was Jason, who was always wanting her to accompany him to Waikiki. She finally picked up the phone and sweetly said, “Hello.”

“Don’t ‘hello’ me!” shouted a man’s voice at the other end.

Wood’s stomach churned, her muscles tightened, and she said, weakly, “Sorry, Mr. Pollack, I was expecting somebody else.”

“That’s obvious,” he retorted. “At this hour of the day, you’re on my time and should be thinking of business. How come you’re not in the office?”

“I’m just making a customer service follow-up,” responded Wood, hoping that Mr. Pollack would not ask for too many details.

“Well, you should be worried about customer service,” said Pollack. “That’s why I’ve called. I’ve been studying performance records for all my operations dealing with the amount of time that elapses between our receipt of an order and when our customer receives a shipment. The performance of your distribution center in West Hollywood stinks! Drop what you’re doing and get back to your office and figure out what’s wrong! Then tell me what’s needed to speed up your operation. Call me as soon as you have answers.”

Wood heard the phone click. She forgot about DeKalb. She forgot about Chicago and the new outfit. She forgot about her night with John, about Catalina Island and Waikiki. She heard a faint beep to her left. She saw a maroon Jaguar with a Beverly Hills matron motioning with one of her white-gloved hands as if to say, “If you’re leaving, may I have your parking spot?”

Muttering to herself, she pulled into her reserved slot next to the West Hollywood distribution center. “Aloha!” chirped Ellen Scott, her assistant, as she walked in. “Jason has called three times about wanting you to fly to Hawaii. Also, you have two calls from John, one from Matt, one from your mother, who asked why you never phone her, and one from some fellow who wouldn’t leave his name, but said it was very personal. Tell me about the outfit you bought. I’ll bet it’s stunning.”

“Forget about them, and hold all my calls,” said Wood, crisply. “I’m not going anywhere. Pollack called me and is mad because our order processing and delivery times are out of whack.”

Two days passed. Wood had put her social life on hold and had not even phoned her mother. All her time was spent trying to figure out how to speed up her order-processing system. But she didn’t know how to start. The accuracy of the system was not an issue, although additional costs could be. When Pollack paid his bonuses last year, he had told Wood that if her operation had cost one cent more to run, she would not have receive a bonus. Because her bonus had paid for her new Mercedes, Wood was cost-conscious, to say the least.

Wood’s assistant helped her, too—at least through late Friday afternoon. Scott explained that she couldn’t work on Saturday and Sunday because she’d accepted an invitation to spend the weekend at Catalina Island with an unnamed friend. Before Scott left, she and Wood had decided that there were 12 distinct operations involved in processing and shipping orders. Some could be performed at the same time, whereas others had to be performed in sequence—that is, one could not be started until the other was completed.(These tasks, the amount of time it takes to complete each, and the sequential relationships, if any, are shown in Exhibit 11-A.)

After compiling the information shown in Exhibit 11-A, Scott left. Wood was left with the task of trying to relate all those tasks to each other. She recalled a college textbook that she had never much cared for but that she had come across a few weeks earlier as she was searching for her Northern Illinois University yearbook. Wood looked at a PERT chart in that book and knew that she would have to construct something similar to analyze the distribution center’s order processing and shipping operations. She studied the text accompanying the chart, sighed, and thought to herself, “Where was I or at least where was my mind—the day the professor explained all of this in class?

Deliverables

This week’s lab consists of five questions. Please be certain you answer all the questions and address all the areas outlined in the grading below.

LAB STEPS

Step 1: PERT Chart

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Question 1: Arrange the tasks shown in Exhibit 11-A in a network or PERT chart.

Step 2: Critical Path

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Question 2: Determine the critical path. What is the least amount of time it takes between receipt of an order and its delivery to a customer?

Step 3: Risk

.equella.ecollege.com/file/4946362b-2cc2-4abb-a830-31b9b4362c37/1/BSOP434_W4_Lab.html#top”>Back to Top that she’s a Californian ready for the race down the information superhighway, Wood wants to be able to impress Pollack with her knowledge of current technology. Recently, a sales representative from a warehouse equipment company called, trying to interest her in installing a Star Wars—Robotic” order picker for the warehouse. Controlled by lasers and powered by magnetic levitation, the device can pick orders (task H) in 15 minutes, rather than 6 hours (0.75 day), the current time needed. How valuable would such a device be to Wood? Why?

Step 5: Faster Transportation

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Question 5: Another alternative is to use faster transportation. How should Wood choose between paying more for faster transportation and paying more for other improvements? Assume that her only goal is speed.

Step 6: Final Step

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Submit your completed assignment to the this week’s Lab Dropbox in a MS Word document for grading. The cover page should adhere to the APA 6.0 guideline.

See the Syllabus section “Due Dates for Assignments & Exams” for due dates.

Grading Rubric

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  • Be sure to answer all the questions.
  • It is recommended that you show all of your work. If you only provide the answers and any of them are incorrect, you will lose all of the points allocated to the incorrect answer. However, if you show your work you might be able to obtain partial credit even if the answer is incorrect (e.g., you set up the problem correctly but you make a math error in your calculations).

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<pclass=”msonormal” http:=”” =”” “=”” style=”box-sizing: border-box; user-select: initial !important;”>.0001pt; text-align: justify;”>><pclass=”msonormal” http:=”” =”” “=”” style=”box-sizing: border-box; user-select: initial !important;”>.0001pt;”>>Lab 5: Columbia Lumber Products Company

DeVry BSOP 434 Week 5 Lab Latest

Note!

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Submit your assignment to the Dropbox located on the silver tab at the top of this page.

(See the Syllabus section “Due Dates for Assignments & Exams” for due dates.)

Scenario/Summary

The Columbia Lumber Products Company (CLPC) was headquartered in Portland, Oregon, where it had been founded in 1899. For many years, its principal product had been only lumber; in the 1940s it began producing plywood, and in 1960, particle board. The first two products, lumber and plywood, were produced at various sites in Oregon, and marketed on the West Coast and as far east as Chicago.

Particle board was produced in Duluth, Minnesota, at a plant built in 1962 with a U.S. Area Redevelopment Administration Loan.Initially, the input to the plant was trimmings and other scrap from CLPC’s Oregon operations. Particle board sales increased so quickly that the Duluth operation consumed not only all of the former waste from CLPC’s Oregon plant but also waste purchased from various lumber and wood products operations in Minnesota and northern Wisconsin.

In terms of product volume, CLPC’s sales doubled between 1960 and 1990. However, nearly all the growth had been in particle board; lumber and plywood sales remained relatively constant (though varying with changes in the home construction industry). In 1996, exports accounted for 9% of CLPC’s sales. Nearly all of this was plywood sold to Japan. Fifteen percent of CLPC’s 1996 purchases were from foreign sources, 5% was mahogany from the Philippines used for plywood veneer, and 10% was wood scrap purchased from Ontario, Canada, for use in CLPC’s Duluth plant. Particle board produced in Duluth was marketed in all states east of the Rocky Mountains, although sales in the southern United States were somewhat less than spectacular.

The slowdown in home production, which started in the late 1970s in the Midwest, really never ended and resulted in many years of little or no growth in CLPC’s sales. Common stock dividends had been cut several times. In 1996, they were 37 cents per share, down considerably from their peak—in 1976—of $2.21.

Stockholders, the outside directors, and various lending institutions were becoming increasingly unhappy. After a long, tense board of directors meeting, agreement was reached only with respect to what some of the organizational problems were. A partial list follows.

  1. The corporate headquarters was in Portland, although all growth occurred in the Midwest. Possibly, the headquarters, or at least more functions, should be shifted to an office in Duluth where the plant was, or to Chicago, the largest sales office. A major relocation away from Portland would be difficult. Many employees would choose to remain on the West Coast. Even for those willing to relocate, there was a split between those willing to relocate to Duluth and those willing to relocate to Chicago.
  2. There were too many vice presidents (see Exhibit 14-A). Because four vice presidents (engineering, finance, human resources, and purchasing) would reach mandatory retirement age by 1997, the number of vice presidents should be reduced from nine to no more than six (plus one executive vice president).
  3. Logistics and distribution costs were higher than industry averages. The majority of customer complaints dealt with poor deliveries. In Exhibit 14-A, a T shows where a traffic management function was located. Geographically, the traffic manager for overseas operations was located in Seattle, which was a foreign trade center for the Pacific Northwest. The Chicago sales office had a traffic manager who handled all fiberboard distribution and lumber and plywood distribution east of the Rockies.Production and purchasing shared a traffic manager who was headquartered in Portland and whose principal duty was overseeing shipments of waste products from Oregon to Minnesota. Another traffic manager in Portland, who reported to the sales vice president, was acknowledged to be the firm’s senior traffic manager and more or less coordinated the efforts of the other three. Recently, Irwin Buchanan III had been promoted to that post. He was the only one authorized to initiate action before regulatory bodies, and he also handled the negotiations with carrier rate-making bodies and with carriers. (CLPC used contract truckers and rail for most of its shipping.)
  4. The purchasing department handled the details of fleet management, which included about a hundred autos on long-term lease for use by management and by the sales force. Several light trucks were leased for use around the plants.
  5. CLPC also owned two small aircraft, which often were the target of questions during stockholders’ meetings. One plane was based at Portland, the other at Duluth. Each was used in its respective region for trips to sites without scheduled airline service.Both planes were under control of the production department. Other departments, especially sales, complained that the planes were being used for the benefit of the production department rather than for the benefit of the entire firm.
  6. P in the exhibit shows two packaging engineering functions. The one under engineering was located in Portland and dealt with plywood products. The one under sales was located in Chicago and handled particle board products. The two packaging engineering functions saw their roles differently. The one in Portland was concerned mainly with safe packing and packaging of products moving between CLPC plants or from CLPC plants to customers. The Chicago packaging engineers were interested in finding new markets for particle board and lumber as packaging materials to be sold to others. W in the exhibit shows where there are company-owned warehouses. Numerous public warehouses were also used, although not continually. Block I (upper left corner) in the chart below shows locations of individuals concerned with inventory levels. All four individuals were located in Portland. F indicates where sales forecasting took place. Only sales and production devoted much staff to forecasting. Each quarter, however, the financial vice president’s office coordinated all forecasts to ensure comparability. Computer operations were under control of the engineering division. CLPC’s executive vice president determined priorities for computer access and use.
  7. The human resources department handled employee moves, although only a few had taken place since 1980. An outside director who was familiar with current federal legislation suggested that CLPC negotiate a contract with a household goods carrier to handle all CLPC employee moves. This action would be especially significant if a major reorganization resulted in numerous employee transfers.

 

Question 3: Assume that the firm wants to reorganize into a highly centralized form, closely managed from a single home office. Draw a new chart that takes this into account. Indicate the geographic location of all operations on the chart and explain why you organized it as you did.

Step 4: Organizational Chart of Decentralize Firm

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Question 4: Assume, instead, that the firm wants to reorganize into a highly decentralized form, where many important decisions can be made out in the field. Draw up a new chart, including the geographic location of all activities. Explain why you drew it up as you did.

Step 5: Faster Third-party Firm

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Question 5: Young Irwin Buchanan III, the firm’s senior traffic manager, heard rumors that the number of vice presidents was to be reduced. He felt that this would reduce his chances of ever achieving vice presidential—or presidential—status. Luckily, he had access to some money in a family trust fund. He wondered whether he should propose to form a separate, third-party firm to contract with CLPC to perform CLPC’s logistical operations. What functions should it offer to perform?

Step 6: Final Step

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Submit your completed assignment to the Lab Dropbox in a MS Word document for grading. This work should adhere to the APA 6.0 guideline.

See the Syllabus section “Due Dates for Assignments & Exams” for due dates.

Grading Rubric

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  • Be sure to answer all the questions.
  • It is recommended that you show all of your work. If you only provide the answers and any of them are incorrect, you will lose all of the points allocated to the incorrect answer. However, if you show your work you might be able to obtain partial credit even if the answer is incorrect (e.g., you set up the problem correctly but you make a math error in your calculations).

 

 

 

DeVry BSOP 434 Week 7 Lab Latest

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Lab 7: Minnetonka Warehouse

Note!

Submit your assignment to the Dropbox located on the silver tab at the top of this page.

(See the Syllabus section “Due Dates for Assignments & Exams” for due dates.)

Scenario/Summary

Wayne Schuller managed a warehouse in Minnetonka, Minnesota. His major concern was the number of workers to assign to his single unloading dock. After he began contracting with motor carriers for deliveries, he found that they were assessing him stiff penalties if their trucks had wait time to be unloaded. Wayne started adding larger crews at the unloading dock, but often, they seemed idle because there were no trucks to unload. Wayne recalled from college that queuing theory might be applicable to such a problem.

The theory of queuing is an analysis of the probabilities associated with waiting in line, assuming that orders, customers, and so on arrive in some pattern (often a random pattern) to stand in line. A common situation is that on the average, a facility may have excess capacity, but oftentimes, it is more than full, with a backlog of work to be done. Often, this backlog has costs associated with it, including penalties to be paid or customers who walk away rather than wait. If a firm expands its capacity to reduce waiting times, then its costs go up and must be paid even when the facility is idle. Queuing theory is used to find the best level of capacity, the one that minimizes the costs of providing a service and the costs of those waiting to use the service.

After some further research specific to his firm, Wayne determined the following facts.

  1. Trucks arrive randomly at the average rate of four per hour, with a deviation of plus or minus one.
  2. A team of two warehouse workers can unload trucks at the rate of five per hour, or one every 12 minutes.
  3. A team of three warehouse workers can unload trucks at the rate of eight per hour, or one every 7.5 minutes.
  4. A team of four warehouse workers can unload trucks at the rate of 10 per hour, or one every six minutes.
  5. A team of five warehouse workers can unload trucks at the rate of 11 per hour, or one every 4.45 minutes.
  6. The unloading times given in the preceding items (1-5) are average figures.
  7. Each warehouse worker receives $14 per hour, must be paid for an entire shift, and because of union work rules, cannot be assigned to other tasks within the warehouse.
  8. Because of its contract with the carriers, the Minnetonka warehouse must pay the motor carriers that own idle trucks at the rate of $60 per hour while the trucks stand idle, waiting to be unloaded.

Deliverables

This week’s lab consists of five questions. Please be certain that you answer all of the questions and address all of the areas outlined in the grading below.

Note about rounding. It is a generally accepted practice to round numbers so the reported result has at least three more decimals places than any of the numbers used in obtaining this result. If an answer does not follow this procedure and is used in a subsequent calculation(s), an incorrect final result will often occur.

LAB STEPS

Step 1: Number of Trucks in Queue

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Question 1: For each of the four work team sizes, calculate the expected number of trucks waiting in the queue to be unloaded.

Use the following to solve this problem:

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Step 2: Expected Time in Queue

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Question 2: For each of the four work team sizes, calculate the expected time in the queue; that is, the expected time that a truck has to wait in line to be unloaded.

Use the following to solve this problem:

Step 3: Immediate Unload Probability

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Question 3: For each of the four work team sizes, what is the probability that a truck cannot be unloaded immediately?

Use the following to solve this problem:

Step 4: Lowest-Cost Team

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Question 4: Which of the four work team sizes results in the lowest cost to Wayne?

Step 5: Faster Forklift Rental

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Question 5: Wayne is also considering rental of a forklift to use in truck unloading. A team of only two would be needed, but the hourly cost would be $38 per hour ($28 for the workers and $10 for the forklift). The two workers could unload a truck in five minutes.Should Wayne rent the forklift?

Step 6: Final Step

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Submit your completed assignment to the Lab Dropbox in a MS Word document for grading. This work should adhere to the APA 6.0 guideline.

See the Syllabus section “Due Dates for Assignments & Exam

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DeVry BSOP 434 Final Exam Latest

Question 1. 1.(TCO 10) The most recent development in the supervision of trucks and their drivers involves: (Points : 5)

cooperation among various law enforcement agencies.
tachographs.
digital cameras positioned at various locations along interstate and primary highways.
global satellites.

 

Question 2. 2.(TCO 10) One problem with a _____ logistics structure is that, because logistics activities are scattered throughout the firm, they likely remain subservient to the objectives of the department in which they are housed. (Points : 5)

matrix
fragmented
decentralized
unified
hierarchical

 

Question 3. 3.(TCO 3) Transportation attributes include which of the following factors? (Points : 5)

Reliability
Capability
Flexibility
Speed
All of the above

 

Question 4. 4.(TCO 3) A transportation manager who purchases a pre specified level of transportation services, regardless of the mode and/or carrier providing the transportation services, is known as a(n): (Points : 5)

amodal shipper.
logistics manager.
modal shipper.
transportation manager.
None of the above

 

Question 5. 5.(TCO 2) All of the following terms have been used to refer to business logistics except: (Points : 5)

business logistics.
industrial distribution.
logistics management.
All of the above are correct.

 

Question 6. 6.(TCO 2) Which of the following is not a key attribute of supply-chain management? (Points : 5)

Inventory control
Leveraging technology
Customer power
All are key attributes.

 

Question 7. 7.(TCO 1) The EOQ determines: (Points : 5)

the point at which a company should reorder.
the point at which carrying costs equal ordering costs.
the point at which the sum of carrying costs and ordering costs is maximized.
the relevant inventory flow for a particular time period.

 

Question 8. 8.(TCO 1) Which of the following is part of the inventory classification? (Points : 5)

Cycle stock
Speculative stock
Pipeline stock
All of the above

 

  1. 1.(TCO 4) The purpose of _____ zones is to encourage business development in economically depressed portions of a particular city.(Points : 5)

commercial

free trade

privatization

empowerment

Question 2. 2. (TCO 5) What is a placard? (Points : 5)

A device used to monitor engine speed

A distinct sign that identifies hazardous material

A protective wrap for shipments that might freeze while in transit

A type of manually operated materials handling equipment

Question 3. 3. (TCO 5) The basic unit in unit loading is: (Points : 5)

a box.

a crate.

a pallet.

a container.

Question 4. 4. (TCO 6) The order cycle is: (Points : 5)

the time it takes for a check to clear.

the time it takes from when a customer places an order until the selling firm receives the order.

also called the replenishment cycle.

also called the vendor cycle.

Question 5. 5. (TCO 6) Order transmittal is: (Points : 5)

the same thing as an order cycle.

the series of events that occur between the time a customer places an order and the time the seller receives the order.

the series of events that occur between the time the customer perceives the need for something and the time the seller receives the order.

the series of events between the time a customer places an order and the time the order cycle begins.

Question 6. 6. (TCO 9) Spreadsheets represent what general type of information management system? (Points : 5)

A communication system

A transaction processing system

A decision support system

An office automation system

Question 7. 7. (TCO 9) The most relevant general software package for logisticians is(are): (Points : 5)

word processing.

e-mail.

presentation packages.

spreadsheets.

Question 8. 8. (TCO 12) Which of the following is not a basic type of demand forecasting model? (Points : 5)

Exponential smoothing

Cause and effect

Judgmental

Time series

Question 9. 9. (TCO 12) Which of the following is true? (Points : 5)

Computer software for demand forecasting dates back about 25 years.

One challenge to collaborative planning, forecasting, and replenishment is getting supply chain partners to share data.

The Excel software package tends to generate forecasts that generate very little error.

SAP is the most widely used software package for demand forecasting.

Question 10. 10. (TCO 11) _____ refers to how easy a commodity is to pack into a load. (Points : 5)

Ease of handling

Recoupering

Stowability

Drayage

Question 11. 11. (TCO 11) The most important single transportation document is the: (Points : 5)

bill of lading.

freight bill.

commercial invoice.

certificate of origin.

Question 12. 12. (TCO 13) Distribution centers emphasize _____ and their primary purpose is to maximize_____. (Points : 5)

product storage; throughput

product storage; usage of available storage space

rapid movement of product; throughput

rapid movement of product; usage of available storage space

Question 13. 13. (TCO 13) Which of the following is not a characteristic of public warehousing? (Points : 5)

It requires no capital investment from user.

The user receives a regular bill for space used.

It’s good for companies dealing with large volumes of inventory.

There is a lack of control by the user.

Page 3

Question 1. 1. (TCO 4) Discuss the advantages of grid systems, such as the center-of-gravity and the weighted center-of-gravity approaches. (Points : 10)

Question 2. 2. (TCO 9) Name the six general types of information systems and give one logistics application for each one that you name. (Points : 10)

Question 3. 3. (TCO 9) Why are some companies hesitant to adopt RFID technology? (Points : 10)

Question 4. 4. (TCO 12) Briefly discuss cause and effect demand forecasting. (Points : 10)

Question 5. 5. (TCO 13) According to the text, what is contract warehousing? (Points : 10)

Question 6. 6. (TCO 14) Why is there a high risk associated with implementing Distribution Resource Planning (DRP)? (Points : 10)

Question 7. 7. (TCO 3) How are carriers legally classified? (Points : 10)

Question 8. 8. (TCO 6) What is pick-to-light technology? (Points : 10)

Question 9. 9. (TCO 5) Compare and contrast the various handling characteristics associated with bulk cargoes. (Points : 30)

Question 10. 10. (TCO 6) Examine the order picking and assembly operations. Assess how and why they are needed. (Points : 30)

Question 11. 11. (TCO 11) Compare and contrast the three primary factors for determining rates. (Points : 30)

 

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DeVry BSOP 434 Full Course Latest