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ACME produces and distributes electronic equipment in northeast of US face a distribution problem.
Current distribution system partitions northeast into two markets
o Each has a single warehouse
One in Paramus, NJ; one in Newton, MA
o Customers receive items directly from the warehouses
o Each customers is assigned to a single market and receives deliveries from the corresponding warehouses
o Warehouse receive item from manufacturing facility in Chicago
o Was designed over 7 years ago, newly appointed CEO would like to review logistics and distribution system
--> insists same service level 97% be maintained
Lead time for delivery to each warehouse is about one week
Consider to replace two warehouses with a single warehouse located between Paramus and Newton that will serve all
customer orders --> centralized distribution system --> allows to achieve same service level with much lower inventory or
a higher service level with the same amount of total inventory
o Aggregate forecast are more accurate
Analysis and Insight:
Current distribution strategy provides 97% service level and 3% of stockout possibility -unfilled orders are lost to the
competition and cannot satisfy by future deliveries
1500 different products in Supply Chain and serves 10,000 accounts in Northeast
Factory costs $60 per order, holding inventory costs $0.27 per unit per week, cost of transporting a product from a
warehouse to the customer $1.05 per product, transportation cost from central warehouse $1.10 per product.
o Assume delivery lead time is not significantly different
Customers walk away to the competitors
Specialty has 130 customer and 120 products - its like 1:1 ratio more like you create specific product for specific customers
Trouble Managing their inventory levels more focus on customer rather than inventory control
Goal is to lower performance
Poor performance - 70% of the order scheduled to be shipped from stock within 48 hours, the rest 30% are either cancelled by
the customer at the time or placed in backorder (overall)
Annual sale is 400 M --> losing additional $60 M due to potential sales
Sales drop and expense
Recommendations:
Facilitate better inventory mgnt - help with demand forecast - be able to manage your safety stock on top of your
demand forecast on any sort of ERP system -
Balance between customer satisfaction and inventory control
o Look product offerings - consider to drop low profit margin products - letting their key customers know
that they are no longer carrying as looking at the ratio is 120 products to 130 customers which does not making
sense
FIFO for inventory mgmt - whether comes in the first should be the first out of the warehouse - we can greatly avoid
products that are expire or obsolete as well as the inventory holding costs