A-Cat Corporation was one of the leading producers of transformers in India. The corporation started manufacturing components since 1986 and continues to do so in the small town of Gondia part of the Vidarbha region in the state of Maharashtra which has two medium-sized manufacturing units. The corporation main product is a 500 kilovolt amp regulator that is sells to customer to prevent electronic item to be overloaded by the inconsistent electrical flow in the local area of Vidarbha.
The corporation established an alliance with Jupiter, Inc. and Global Electricals. Jupiter Inc. produces cabinets and Global Electricals produce television signal boosters and battery chargers. With these alliances, A-Cat establishes a consistent revenue
…show more content…
They store all of their parts in it factory store. The sales team takes the approach of forecasting sales by using the last two to three months of sales data and also compares that to the same months over the past couple of years. This method of predicting sales has been problematic from the start. Forecasting sales on limited and outdated data never produces accurate results. The key internal players in this analysis are the Vice-President Arun Mittra, Operations Manager Shirish Ratnaparkhi and the rest of the employees of A-Cat Corporation. The external players are this scenario are the two alliances, Jupiter, Inc. and Global Electricals, as well as the consumers who are purchasing voltage regulators from all three companies.
Analysis
…show more content…
Workforce efficiency needs to be looked at. Increased workforce is needed to meet the output of the voltage regulator demand and decrease the lead time on the so called “rush orders” that are being requested constantly.
Vice President Mittra is using data from 2006 to establish that the mean number of transformers needed for the operation is 745. The operations manager believes the 745 number to be unrealistic and thinks that the number has exceeded over 1000. The operation manager would like to use the most recent data from 2010 to test her theory. The numbers that are being tested should be determined if the number of voltage meter increase is directly or indirectly related to number refrigerator sales in the same time period. This theory is called linear
They have good practices in password management and recovery mechanisms. They have built-in redundancy in their systems. So if a network element fails their sales order systems still continue running so that the orders do not get lost.
Accommodating customer requirements in most supply chain arrangement requires a forecast to drive the process. (book page 133) When looking into the definition of forecasting which is projecting what is going to be sold (units, seats, rooms etc) it is also important to take into consideration where and when in order to reach the future goals. (book page 133) Since it is argued that effective supply chain and logistical capacity is an important competitive advantage. (Christopher 2005) Where maximizing the revenue is the key element in hospitality sector and for hotel industry there is an increased attention on effective demand management and forecasting for reservation systems. (http://www.sciencedirect.com/science/article/pii/S0169207002000110)
The Darby Company is re-evaluating its current production and distribution system in order to determine whether it is cost-effective or if a different approach should be considered. The company produces meters that measure the consumption of electrical power. Currently, they produce these meters are two locations – El Paso, Texas and San Bernardino, California. The San Bernardino plant is newer, and therefore the technology is more effective, meaning that their cost per unit is $10.00, while the El Paso plant produces at $10.50. However, the El Paso plant has a higher capacity at 30,000 to San Bernardino’s 20,000. Once manufactured, the meters are sent to one of three distribution centers – Ft. Worth, Texas, Santa Fe, New Mexico and Las Vegas. Due to the proximity of El Paso to Ft. Worth, they are only plant to ship to Ft. Worth. The costs associated with each shipment are described in detail in Appendix 2.2A. From these distribution centers, meters are shipped to one of nine customer zones. The Ft. Worth center services Dallas, San Antonio, Wichita and Kansas City, the Santa Fe center services Denver, Salt Lake City, and Phoenix, and the Las Vegas center ships to Los Angeles and San Diego.
Total retail (users+non-users)MM $65.98 $39.68 Total factory sales (2/3 of retail)MM $43.99 $26.45 NRFC hurdle (factory sales)MM $45 $45 ? Pizza kit and topping: 43.99 MM, reach company's projected factory sales of 45MM ? Pizza kit only: 26.45 MM, Fail to reach company's projected factory sales of 45MM Exhibit 2 Sensitivity analysis Change in penetration rate Change in pizza sales Percentage change in pizza sales 25% to 15% - 7.11M
Don Bradish was recently hired to fix scheduling issues with the new company in which he works, The Fitzgerald Machine Company. There are a few relevant facts that were given in this case study. The first and foremost fact is Mr. Bradish was hired because the company is having issue with their scheduling. This is important because he comes in with a relevant degree and years of experience with a reputable company. He is going to be looked for to find a solution to the issue outlined in the case study. The second relevant fact in the case study is that the company that The Fitzgerald Machine Company is working with is having labor issues. This is considerable because the $300,000 order is a considerably large
Target Corporation needs to increase product availability based on the customer needs using a forecasting and supply chain
However, not everything at wheeled coach was operating so perfectly. As mentioned earlier Wheeled Coach had a major problem in excess inventory. One reason for this was that their bill of materials accuracy was way below standard. When orders were received by Wheeled Coach, the list that tells them the multiple different parts required to make the particular model of ambulance that was ordered, was listing incorrect components. Due to this mistake, a domino effect caused purchase order inaccuracy, as orders are placed according to the bill of materials. Before Wheeled Coach was able to realize that this was an issue they had stock piled copious amounts of excess materials that were not needed in current orders. The final operating failure that Wheeled Coach is experiencing is a different matter entirely. Sales forecasting is not linked to bill of material accuracy or purchase order accuracy, but Wheeled Coach’s inability to estimate their future sales has contributed to the increase ...
Since its inception, the company has always been contributing towards the advancement and development of the engineering sector in Pakistan by introducing a range of quality electrical equipment and home appliances and by producing hundreds
Gome Electrical Appliances: Competing for Channel Leadership tell us a story about the legendary development of Gome Electrical Appliances. Its low price sales strategy and the countermeasures toward the price control of the color television price alliance to maintain channel leadership. This case analysis identified two major problems of market strategies Gome took in the channel leadership battle, provided two recommendations, and then analyzed the feasibility of the recommendations.
In Fred Meyer our output like in all grocery stores, is not a product but the amount of items we sell. Sales is what drives the company, it is the source for our Revenue. Similar to manufacturing companies where they have numbers that tell them how much they produced, we have numbers that tells us how much we have sold. Every department has a goal that they have to reach. They have to sell their products to come to that number. The number varies daily, and managers expect from every department that they will sell more products compared to last year.
Arrow Electronics is a distributor of electronic parts, including semiconductors and passive components. It was founded in 1935 and has reached number one position among electronics distributors by 1992. Arrow’s North American operations were headquartered in Melville, N.Y. Sales and marketing functions were divided among five operating groups. This case study focuses on the largest of Arrow’s groups, Arrow/Schweber (A/S).
OTIS’s source of income is to be divided in two parts, as follows the development of the market. New markets, as China, mainly profits with new sales, e.g. 62,000 units of elevators and/or escalators were installed in China in 2002. Concerning the more mature and satiate markets, as Western Europe and the U.S., 75 % of the profit is provided service.
In order to increase the sale and number of customer to the company, SAP America established autonomous regional Profit & Loss (P&L) center with their respective sales, consulting and training teams. This resulted in every regional office to work on their own sales and marketing strategy to improving the sales. In order to penetrate the market and build a base, they created an industry strategy called ICOE’s, who act as bridge between the customer and product development organizations.
...forecasts. Given the high degree of uncertainty in today's marketplace, qualitative forecasting techniques like the Delphi technique may help Firstlogic to better-forecast future sales.
Refrigerators and stoves are the main product lines in which Atlas Eléctrica has its core competences. They are also working fine due to the production system.