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Operations Management and Supply Chains

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How do hardware companies such as True Value or Wal-mart or Home Depot process their work according to Operations Management and supply chains method. For example, how these companies competing with operations, process strategy, process analysis, capacity planning, location, supply chain integration, forecasting, operation planning and scheduling and resource planning. (Just brief explain in general of how these companies apply operations management methods in their works).

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Supply Chain Strategy of Walmart
The operations strategy of Wal-Mart is aimed at capturing market share with its "everyday low prices" strategy. Over past few years Walmart has become world's largest and most powerful retailer with highest sales per square foot, inventory turnover, and operating profit of any discount retailer ("Walmart's keys to successful...", n.d). The main components of Walmart's supply chain are purchasing, operations, distribution and integration. The retailer has been able to assume its position due to efficient integration of suppliers, manufacturing, warehousing, and distribution to stores. Walmart's operations are organized into three divisions: Walmart Stores, Sam's Club and Walmart International.

The main components of its supply chain are:
- Vendor partnerships: The supply chain begins with finding right vendors who would be able to meet the demand of Walmart and provide best price to the retailer. Walmart ...

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The solution discusses operations management and supply chains.

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See Also This Related BrainMass Solution

Operations management - Supply chain management & the bullwhip effect

See the attached file also.

Question 1:

IF: THEN (all else equal, it is likely that):

a) We aim to increase "inventory velocity" We must produce and push work-in-process faster to next operation/ wait and produce only what is pulled by next operation. EXPLAIN WHY

b) We install an expensive machine that requires The intensity of the "bull whip" in the supply chain
very large production batches but it is fast will increase / decease / not be affected. EXPLAIN WHY

c) We consolidate inventories from two (nearby) "Service level" will increase / decrease/ not be affected warehouses into one warehouse (keeping the same EXPLAIN WHY
amount of inventory)

Question 2:

A plant makes four different models of DeskJet printers. Up to now, it has been producing each model only once every week (for example, Model A on Mondays, Model B on Tuesdays and part of Wednesdays, Model C on Wednesdays and Thursdays, and Model D on Fridays). There is a proposal to move from weekly to daily schedule and produce some of each model every day. Total weekly production output would be the same. Changeover times and costs (from one model to another) are insignificant.

Would this change reduce or increase:
a) The level of inventory of printers in the supply chain after the plant? Why?
b) The level of "work in process" inventory in the plant (i.e., number of printers being assembled)? Why?
c) The intensity of the "bull whip" in the entire supply chain? Why?

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