1.

What is the difference in implied uncertainty faced by a convenience store chain such as 7- Eleven, a
supermarket chain, and a discount retailer such as Costco? (Read the chapter 2 in texbook).

The first concerns the convenience store. Customers come to the store like 7-Eleven for the comfort of
the location; it's near to their places and appears to be everywhere, and the client isn't necessarily
searching for the lowest price. Uncertainty regarding demand for opinions will be high since buyers want
a wide range of items and convenience against cost, and demand levels are difficult to forecast. As a
result, they must import a wide range of items and be present in a wide range of locations and areas in
order to fulfill the demands of their consumers.

Supermarket is the second. A supermarket chain that focuses on affordability and quality, with some
chain specialties increasing its usefulness by offering a broader selection of items that can target clients
interested in the establishment's products or ethnic food. A chain supermarket's demand uncertainty is
often minimal; consumers are frequently repeating customers with consistent needs. To ensure
deliciousness and good service levels, chain application stores must immediately respond by receiving
items. Furthermore, they must constantly keep a consistent price for their consumers.

Finally, there are the discount stores. Customers of bargain stores such as Costco value low pricing. This
client is prepared to accept less variety and even purchase extremely large quantities if the price is
cheap. Consumer demand is more predictable when shopping at Costco, while supply-side demand is
huge and generally constant.

3. Consider the supply chain involved when a customer purchases a book at a bookstore. Identify the
cycles in this supply chain and the location of the push/pull boundary. (Read the chapter 1)

All supply chain operations could be split into four process cycles that connect the supply chain's five
stages: the customer order cycle, the replenishment cycle, the manufacturing cycle, and the
procurement cycle. To begin, the customer order cycle connects consumers to retailers; customers
come to buy books in shops, bookstores, online, and so on. The additional cycle links merchants and
distributors. It was prompted by the retailer's desire to replace the vacant shelf space with another copy
of this book. The production cycle connects the distributor and the manufacturer; when the book's
demand is met and the distributors' inventory is exhausted, they notify the manufacturer to create an
extra number of copies. Finally, the procurement cycle brings manufacturers and suppliers together.
Paper, ink, and other materials are needed by the manufacturer to begin the assembly process for the
next Supply Chain Management batch.

For every supply chain, the push/pull boundary divides push processes from pull processes. The
bookstore push/pull boundary exists between the order process for the customer and the processes of
purchase, manufacture, and replenishment. A pull process is one in which a process is initiated in
response to a client order, the merchant selects the order they wish to purchase and then the store just
imports the goods. On the other hand, in the push process, they create a set number of particular sorts
of books and then sell them to clients. The push/pull boundary develops between the consumer order
cycle and the procurement, manufacturing, and replenishment cycle. Because all of the procedures in
the customer order cycle are completed only when the client arrives, the customer order cycle is a pull
process. The remaining processes are all pushed processes before the customer arrives.