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Supply Chain Management Assignment - Ii
Supply Chain Management Assignment - Ii
ASSIGNMENT -II
NEERAJ S
1901099
PGDM B
Cool Wipes – Case Summary
Cool wipes is a company which produces baby wipes and diaper ointments for the entire
country. Founded in the late 1980's.Matt O'Grady being the Vice President of the supply chain
at Cool Wipes .Itone facility in Chicago which transports to the whole of America ,over time
demand increased and so did the customers geographical location This lead to an increase in
transportation cost by a factor of more than 4 since the birth of the company. Transportation
costs are expected to increase
Cool Wipes has the opportunity to expand base of operations and build a new facility at:
Princeton
Atlanta
Los Angeles
Each new facility can contain and wipe line, ointment line or can produce both products
Facility Capabilities
Assumptions
Building a new facility incurs no cost
When adding a new facility for any production line, we can only add one in each new
place
Cool wipes has one factory at Chicago with one line of wipes and one line of
ointment.
Regional Demand
Princeton, Atlanta, and Los Angeles are identified as potential sites for new plants.
Capacity and cost of production for Chicago facility and new facility is as below:
Along with Chicago, Princeton and Los Angeles plants can also be used for wipes. But for
ointment only Chicago plant is utilized as others incur higher costs.
If Transportation Costs are halved:
For both ointment and wipes only Chicago plant is utilized as others incur higher costs.
Along with Chicago, Princeton and Los Angeles plants can also be used for wipes. But for
ointment only Chicago plant is utilized as others incur higher costs.
3) All plants can be opened:
For wipes all the plants except Chicago can be used. For ointments, using only Chicago plant
gives us an advantage over costs.
When the costs are doubled shutting down Atlanta’s plant for wipes can reduce costs. For
ointments, utilizing Chicago’s plant alone is beneficial.
Min Cost:
Max Profit:
After Merger if plants are allowed to shut down:
Min Cost:
Max Profit:
1 Q1 2,250 3,200
Q2 1,737 7,658
Q3 2,412 4,420
Q4 7,269 2,384
2 Q1 3,514 3,654
Q2 2,143 8,680
Q3 3,459 5,695
Q4 7,056 1,953
3 Q1 4,120 4,742
Q2 2,766 13,673
Q3 2,556 6,640
Q4 8,253 2,737
4 Q1 5,491 3,486
Q2 4,382 13,186
Q3 4,315 5,448
Q4 12,035 3,485
5 Q1 5,648 7,728
Q2 3,696 16,591
Q3 4,843 8,236
Q4 13,097 3,316
From data and graph, we can say that peak demand for clear plastic is in Q2 and
for black plastic in Q4.
From above data and graph, we can say that the total demand is increasing YoY.
There is an upward trend in the demand.
As data shows trend and seasonality, we can use winter model to forecast the demand. By
depersonalizing and using regression we get level as 6204.73 and trend as 490.8
By assuming alpha = 0.1, beta =0.1, and gamma = 0.2 we get forecasted values as:
Year Quarter Forecast
Q1 13,664
6 Q2 22,813
Q3 14,567
Q4 18,429
Q1 16,040
7 Q2 24,278
Q3 16,973
Q4 20,470
Q1 18,411
8 Q2 25,758
Q3 19,367
Q4 22,511
As MAPE of the forecast is not very high we can rely on the forecasted demand.
Graph between forecasted and actual sales as shown below tells us that in few instances
we have over-forecasted and under-forecasted the demand.
ERROR
Error
3,000.00
2,000.00
1,000.00
-
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
-1,000.00
-2,000.00
-3,000.00
Fluctuating error shows a good sign of forecast but the errors are bit to high from 5th
period till 16th period.