Review for Exam II This exam will be administered Thursday, October 29, 2015, usual time and place.
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Transcript of Review for Exam II This exam will be administered Thursday, October 29, 2015, usual time and place.
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Review for Exam II
This exam will be administered Thursday, October 29, 2015, usual time and place
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HW 10-4Homework Problem #10-4
Average TotalRaw Materials Inventory Unit Cost ($) Value
1 7200 8.5 612002 4500 7.2 324003 3200 15.4 492804 4800 13.7 657605 6900 10.5 72450
Total 281090Work in Process
A 100 16200 1620000B 70 13500 945000C 60 6100 366000D 35 14400 504000
Total 3435000Finished Goods
X 20 78700 1574000Y 10 65300 653000Z 10 86000 860000
Total 3087000
Cost of goods sold = 18500000
Average aggregate value of inventory = 6803090
Inventory turns = 2.72
Days of supply = 134.22
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HW 10-6
Homework Problem #10-6
Supplier 1 Supplier 2
Cost of goods sold 8360000 14800000
Raw materials 275000 870000
Work-in-process 62000 550000
Finished goods 33000 180000
Inventory turns = 22.6 9.3
Weeks of supply = 2.3 5.6
Best
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HW S11-12Homework #S11-12
Closing Open Plants Available Employees
Plant A B C Employees Transferred
1 0 60 0 60 60
2 55 10 40 105 105
3 0 10 0 70 10
Demand 55 80 40
Transferred 55 80 40
Output = 1660
Product Output (units/day):
Closing Open Plant
Plant A B C
1 5 8 6
2 10 9 12
3 7 6 8
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HW S11-36Shipping cost ($/container)
U.S. Port Available Containers U.S. PortEuropean Port 4. Boston 5. Savannah 6. Mobile 7. Houston Containers Shipped European Port 4. Boston 5. Savannah 6. Mobile 7. Houston
1. Antwerp 85 40 0 0 125 125 1. Antwerp 1,725 1,800 2,345 2,7002. Cherbourg 0 70 15 125 210 210 2. Cherbourg 1,825 1,750 1,945 2,3203. Barcelona 0 0 85 0 160 85 3. Barcelona 2,060 2,175 2,050 2,475
Containers Shipped 85 110 100 125
Shipping cost($/container) Inland Port Intermodal Containers Inland Port
U.S. Port 8. Ohio 9. Texas10. North Carolina Capacity Shipped U.S. Port 8. Ohio 9. Texas
10. North Carolina
4. Boston 0 0 85 85 85 4. Boston 825 545 3205. Savannah 0 55 55 110 110 5. Savannah 750 675 450
6. Mobile 100 0 0 100 100 6. Mobile 325 605 6907. Houston 70 55 0 130 125 7. Houston 270 510 1,050
Intermodal Capacity 170 240 140 550Containers shipped 170 110 140
Shipping cost ($/container) Distribution Centers Containers Distribution Centers
Inland Port11.
Phoenix 12. Columbus 13. Kansas City 14. Louisville15.
Memphis Shipped Inland Port 11. Phoenix 12. Columbus 13. Kansas City14.
Louisville 15. Memphis8. Ohio 85 0 35 50 0 170 8. Ohio 450 830 565 420 960
9. Texas 0 40 70 0 0 110 9. Texas 880 520 450 380 660
10. North Carolina 0 20 0 0 120 14010. North Carolina 1,350 390 1,200 450 310
Demand 85 60 105 50 120 Containers Shipped 85 60 105 50 120
Transshipment Total cost =
1,179,400.00 Flows
0
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HW S14-8
Homework #S14-8
Process: Molding Smoothing PaintingConstraints: Available Usage Left over
Budget ($) 8.0 5 6.5 3,000 246 2754Available time (hrs) 1 1 1 120 36 84
Fiberglass (lbs) 630 10,000
10,000 0Process flow 7 -12 - - Process flow 12 -10 - - Process flow 7 -10 - -
Process:Molding= 15.87 hours
Smoothing= 9.26 hoursPainting= 11.11 hours
Profit=
19,444.44
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HW S14-24Homework #S14-24
Plant Mine Mine 1 2 3 4 Capacity ProductionCincinnati 1 38 0 18 72 220 128 2 30 160 0 0 190 190Pittsburgh 3 42 0 72 108 280 222 Demand (tons) 110 160 90 180 Production 110 160 90 180 Ash content 0 0 0 0 Sulfur content -1 -2 -3 -3.24 Cost= 41,594
Shipping and processing cost ($/ton):
PlantMine 1 2 3 4
1 69 71 72 742 76 74 75 793 86 89 80 82
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HW 13-12
Homework Problem #13-12
Demand = 21600Carrying cost = 2.40
Order cost = 80Lead time = 5
Q = 1200.0
Total cost = 2880.00
Reorder point = 300.00
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HW 13-20
Homework Problem #13-20
Carrying
cost = $ 1.90
Ordering
cost = $ 800
Demand = 40000
Quantity Price Q Discount Q Total Cost
1 3.40 5803.81 5803.81 $ 147,027.24
10000 3.20 5803.81 10000.00 $ 140,700.00
20000 3.00 5803.81 20000.00 $ 140,600.00 optimal
30000 2.8 5803.81 30000.00 $ 141,566.67
40000 2.6 5803.81 40000.00 $ 142,800.00
50000 2.4 5803.81 50000.00 $ 144,140.00
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HW S13-10Homework Problem #S13-10
Probability of Sales Volume:
Volume Price Variable
Cost "Z"
P(x) Cumulative Volume Months RN1 Volume RN2 Price RN3 Cost Profit
0.12 0 300 1 0.8981 700 0.589391 25 0.8809 11 800
0.18 0.12 400 2 0.8980 700 0.211427 23 0.4370 9 800
0.20 0.30 500 3 0.7251 600 0.043591 22 0.5938 10 -1800
0.23 0.50 600 4 0.5663 600 0.939051 27 0.6266 10 1200
0.17 0.73 700 5 0.4494 500 0.031211 22 0.9135 11 -3500
0.10 0.90 800 6 0.5676 600 0.73029 26 0.0620 8 1800
7 0.9881 800 0.357548 24 0.0667 8 3800
8 0.6308 600 0.210563 23 0.1806 9 -600
Probability of Price: 9 0.7925 700 0.095235 23 0.7663 10 100
P(x) Cumulative Price 10 0.1375 400 0.129264 23 0.2409 9 -3400
0.07 0 22 11 0.5043 600 0.863569 26 0.8842 11 0
0.16 0.07 23 12 0.4145 500 0.615934 25 0.4715 9 -1000
0.24 0.23 24 13 0.1253 400 0.597582 25 0.6948 10 -3000
0.25 0.47 25 14 0.9106 800 0.867387 26 0.5985 10 3800
0.18 0.72 26 15 0.0177 300 0.788519 26 0.8847 11 -4500
0.10 0.90 27 16 0.8517 700 0.779089 26 0.5655 10 2200
17 0.9296 800 0.029418 22 0.7785 10 600
18 0.1208 400 0.765968 26 0.9694 12 -3400
19 0.6711 600 0.287881 24 0.9563 12 -1800
Probability of Variable Cost: 20 0.0718 300 0.772055 26 0.4707 9 -3900
P(x) Cumulative Cost
0.17 0 8 Average Z = -590
0.32 0.17 9
0.29 0.49 10 P(BE) = 0.50
0.14 0.78 11
0.08 0.92 12
1.00
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Exam Format50 multiple choice3 problemsClosed-bookClosed-notesClosed-neighborBRING---pencil, calculator, orange
scantron sheet
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Exam detailsThursday, October 29, 2015Will start the exam at 8:00 a.m.
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Exam CoverageChapter 10, Chapter 11, Supplement to
Ch 11, Chapter 12, Chapter 13, Supplement to Ch13, and Chapter 15-second half LP problems in the supplement to Chapter 14,
but not the content of Chapter 14—will cover that later.
Chs. 10, 11, 12, 13, second half of 15Supplements to chs. 11,13,14
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Typical problems—see Practice Exam II Inventory with Independent DemandProblems involving calculation of
inventory turns and days of supplyProduction Scheduling ProblemTransportation problemLP formulation problem Interpretation of LP SENSITIVITY output
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Typical Discussion ProblemsTransshipment problemLinear programming formulationBe able to draw schematics of
mainframe/glass architecture, client/server architecture and N-tier architecture
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Chapter 15 – ERP Inventory for Dependent Demand will
NOT be covered….Exam coverage of this chapter starts on
page 700
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What were five motivations for transitioning from mainframesAbsence of data integration36 month backlogs at centralized MIS
shops Idle CPU cycles on desktopsMainframes were expensive bottlenecksSupport for Internet and thin clientsQuicker, cheaper development times
through REUSE
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What is the information architecture modern ERP systems are currently based on?
Mainframe/glass house Client/serverN-tier distributedNone of these
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Every application software package consists of
1. Presentation management component
2. Business logic management component
3. Data management component
4. All of the above
5. 1 and 2 only
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ERP Is software that organizes and manages
a company’s business processes by sharing info across functional areas
Large caps have been there and done that—transitioned to ERP
Mid and small caps are getting thereThe road to implementation has been
rough
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More ERPBased on an N-tier distributed
architectureNot on mainframe glasshouse
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•Advantages of N-tier architectureProvides for data integrationBetter usage of MIPS on both PCs
and serversSolves the 36-month backlog of the
centralized MIS shopEnables a better career path for the
MIS professional
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N-Tier distributed architecture
Is decentralized or centralized, or some combination of these (which?)
Utilizes thick clients or thin clients (which?)
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ERP Modules Sales &
distribution Production &
Materials Management
Quality management
Human resource management
Project management
Accounting and controlling/finance
Supply chain management
Customer relationship management
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ERP TermsBest-of-breedCollaborative product commerceCustomer relationship managementSupply chain managementXML
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Re-engineered Computer ArchitecturesStarted with mainframe/glasshouseMigrated to client/serverEvolved to N-tier distributed
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Why did such re-engineering occur?There was no data integrationMIPs on mainframes were hugely
expensive and very much in demandMIPs on PCs were idle 95% of the time
and extremely cheapBacklogs for MIS shops were at 36 monthsDeveloping new applications were slow
and expensive
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Distributed architectures solved these problemsData resides behind a single database
engine
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Components of any Software Application
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Components in brief
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Mainframe Architecture (circa 1993)
Mainframe Computer
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Problems with Mainframe Architecture Absence of data integration, resulting in little
enterprise visibility The applications are maintainable only by the
centralized MIS shop, which is overloaded, resulting in 36 month lead times to get revisions effected
Every application had to be built from scratch, line-by-line, resulting in large cost and long lead times to create new applications
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More problems with Mainframe ArchitectureNo reuse was possibleThese mainframe apps were accessed on
networked PC’s via IBM 3278 terminal emulation software that was completely incompatible with the windows GUI applications—meaning no cut and paste
Mainframes were computational bottlenecks
Desktop PCs sat idle 99% of the time
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First solution: Client/server architecture
Server (D
M)
Clients (PM, BL)
Database
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These were known as thick clients
Because they contained both the presentation management (PM) and the business logic (BL) components of the application
Notice how the application is distributed across the network, residing in two computing boxes—the client or desktop and the server
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First solution: Client/server architecture
Server (D
M)
Thick Clients (PM, BL)
Database
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Advantages of Client/server architecture
All Data are all accessible behind the Server which runs the data management portion of the application—usually an Oracle Database engine
Now the marketing guy can see where his customer’s job is, and whether the customer is current with his payments, among other ‘things’
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Advantages of client/sever architecture The IT professional could sit shoulder-to-
shoulder with the end-user and develop applications as well as make changes to existing software rapidly, without a 36 month backlog
For new applications, there were huge reuse opportunities—in particular, the IT professional does not have to create a DM component—the Oracle engine can be reused
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Problems with Client/server It wasn’t Internet compatible It required an IT professional to install
software on the end-user’s personal computer (the client)
It required an IT professional to work closely with the non-IT professional
There were no career paths for IT professional hired in marketing, finance, accounting, manufacturing, etc.
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Modern solution of today: N-TIER DISTRIBUTED ARCHITECTURE
This is a distributed architecture like client/server, but now the application is distributed across three or more computing boxes on the network
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N-Tier distributed Architecture
Data S
erver (DM
)
Thin Clients (1/2PM)
Database
Application
Server 1
Application
Server 2
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Take a closer look at the Application Servers
Application Server runs the business
logic component and half ot the
presentation managem
ent component—
the portion the serves out the web pages
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Comments on N-Tier Distributed Architecture
Clients are called ‘thin’ because the only thing running on them is the Internet Browser
The IT professional doesn’t have to install anything on the client
More re-use is possible—specifically that browser
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Advantages of N-Tier Distributed Architecture Like Client/server, it accommodates
enterprise visibility because the data are integrated
Applications can be built rapidly because there is abundant reuse The DM module is reused Half of the PM component is reused There are reuse opportunities within the rest of the
PM component and the BL component as well
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More advantages of N-Tier IT professionals don’t have to be
remotely loaned out to marketing, management, accounting and finance
They can now be centrally located and managed where career paths will exist for them
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Application Servers do Two things
They serve out web pages upon request
They do all of the business logic processing.
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ERP ModulesFinance/AccountingSales MarketingProduction/Materials ManagementHuman ResourcesSupply Chain ManagementCustomer Relation Management
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These modules would be placed in a
Thin clientData serverApplication serverMainframe
WHICH??
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ERP Implementation Analyze business processesChoose modules to implementAlign level of sophisticationFinalize delivery and accessLink with External Partners
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Customer Relationship Management
CRM software plans and executes business processes that involve customer interaction, such as marketing, sales, fulfillment, and service (not manufacturing)
CRM is focused on customers, not products
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Collaborative Product Commerce
Software concerned with new product design and development, as well as product lifecycle management
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ConnectivityA common data management
componentAPI’s (Application Programming
Interfaces)EAI (Enterprise Application Integration)XML (Extensible Markup Language)
Dr. Viator (accounting) teaches a course in this language
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Chapter 10--Supply Chain ManagementPlants/warehouses/distribution/
information infrastructureMost of America’s product gets moved
by _____ (air, water, rail, truck, pipeline).
What is COVISINT??What benefits accrue from SCM?
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What’s new and exciting in SCM?? Information Technology (specifically
enterprise visibility) Has changed everything SCM Software modules within ERP
systems I2 Technologies
Has reduced uncertainty Which has reduced _____________ Which is a form of _______________
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Inventory turnsCalculated on an annual basisThe more, the better Inputs:
Cost of goods sold Average aggregate value of inventory
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Average aggregate value of inventory
Calculated by taking the product of the unit cost with the number of units and then summing these products for all inventory categories
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Days of supplyAvg agg value of Inv*365/Ann cost of
goods sold
Or simply… 365/inventory turns
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Manufacturing Inventory Types
Raw materials inventoryWork-in-process inventoryFinished goods inventory
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Supply Chain Management Terms Bullwhip effect Collaborative planning,
forecasting and replenishment
Continuous replenishment
Core competencies Cross-docking E-business E-marketplaces E-procurement EDI Inventory turns
Landed cost Logistics Order fulfillment RFID Sourcing Vendor-management
inventory Warehouse
management system
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Chapter 13 – Inventory Management Inventory for Independent demand { Not manufacturing inventory, usually—
more like retail inventory}
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Carrying costs Rent Lighting/heating Security Interest (on borrowed capital tied up in
inventory) Taxes Shrink/obsolescence/theft
Can also be expressed as a % of product costA rule of thumb is 30%
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Ordering costs—costs related to
Transportation
Shipping
Receiving
Inspection
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Shortage costsThis is an opportunity cost Is ignored in the simple models you will
be using, by assuming that there are no shortages
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Back-order costsWill assume impatient customers who
must have the product they wish to buy NOW.
So back-ordering is not considered in the simple models we looked at
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Continuous Inventory SystemsConstant order amount, called the EOQEOQ = Economic Order QuantityFixed annual deterministic demandMinimizes
Holding (carrying) costs Ordering costs
Uses re-order point to determine when to order
Time between orders is not fixed
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EOQ models also haveNo shortages/back-orderingConstant lead time Instantaneous or finite replenishmentCan take into consideration price
discounting When doing so, three costs are minimized
jointly: Ordering costs, holding costs and purchase costs taken over a year’s time
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If the quantity ordered is less than the EOQ, then
Ordering costs will be greater than holding (carrying) costs
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ABC Classification—what is the point?? To concentrate, focus on the those items in
inventory that constitute the highest dollar value to the firm Class A items constitute 5-15% of the items and
70 to 80% of the total dollar value to the firm Class B items constitute 30% of the inventory
items but only 15% of the dollar value Class C items constitute 50 to 60% of the items
but only 5 to 10% of the dollar value
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ABC Classification.. Class A items are tightly controlled Class B items less so Class C items even less
Dollar values are computed by multiplying the unit cost by the annual demand for the item
This technique is used in all auto parts inventory control systems and has been for 15 years
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Periodic inventory systems are….Fixed Time period systemsNOT
EOQ ModelsThe time between orders is fixed, the
re-order point is fixed, but the order amount is not
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Which gives you lowest holding cost? Instantaneous replenishmentFinite (non-instantaneous)
replenishmentQuantity discounts
WHICH OF THE ABOVE GIVES YOU LOWEST TOTAL ORDERING COST?
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How do we calculate a re-order point?Lead time in days times the daily
demand plus the safety stockSafety stock equals the service level
(usually 3 for z) times the standard deviation of daily demand times the sq. rt. of lead time.
(You will be given the formulas)
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How do we calculate…Time between orders?
Production days in a year / # of ordersRun length
EOQ or order quantity / daily Production rate
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Safety Stocks and Service LevelsSafety stock = Z value * std. dev. of
daily demand * sqrt(lead time)
For 95% service level, use Z value of 1.65
For 99% service level, use Z value of 3
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Inventory Terms
ABC system Carrying costs Continuous inventory
system Dependent demand EOQ Fixed-order quantity
system Fixed time period
system Capacity
Independent demand
Inventory In-process inventory Non-instantaneous
receipt Order cycle Quantity discount Stockout Service level Efficiency
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SimulationTwo types—
Continuous deterministic VENSIM is an example
Discrete stochastic PROMODEL is an example
Each of these two types differ by method of time advance
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Time advance in continuous deterministic simulation
Time is advanced in small, equidistant increments
The simulation engine is really integrating differential equations
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Time advance in discrete stochastic simulation Time is advanced from event to event The simulation engine maintains a stack of
discrete events chronologically ordered in time, called an events calendar
The next event to occur is popped off the stack and processed.
The result of processing the event is that more events are generated and subsequently get saved on the events calendar
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MONTE CARLO—The computer-generation of random
numbers using an
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Which simulation gestalt uses activities, events, entities and their attributes?
Continuous deterministic?Discrete stochastic?
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The Excel function RAND() generates…
Normally-distributed random variatesGamma-distributed random variatesUniformly-distributed random numbersExponentially-distributed random
variates
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To get a non-uniform random variate, we often start with
A normal random variateA lognormal random variateA uniform random numberA triangular random variate
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To get a non-uniform random variate, we often use…
The central limit theoremThe law of large numbersThe inverse function theoremAll of the above
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In discrete/stochastic simulation, we are interested in
Entity idlenessEntity travel time Entity time in the systemResource utilizationAll of the above
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In discrete/stochastic simulation, which of the following components has time duration?EventsActivitiesEntitiesResourcesAll of the above
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Discrete/stochastic simulation is appropriate for which of the following three decision environmentsDecision Making (DM) under CertaintyDM under risk and uncertaintyDM under change and complexity
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Math programming models, like the transportation and transshipment models we looked at, are appropriate for which decision making environment
Decision Making (DM) under CertaintyDM under risk and uncertaintyDM under change and complexity