DeVry GSCM 520 Complete Course

DeVry GSCM 520 Complete Course

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Substantiate the Importance of Operations and Supply Chain Management (graded)

What is operations and supply chain management?

Competitive Dimensions of Operations and Supply Chain Strategies (graded)

What are the competitive dimensions and specific parameters of operations and supply

chain strategies?

WEEK 2

Forecast Planning for Supply Chain Management (graded)

Does forecasting sometimes seem to be a little like magic? Where do all these plans and

figures come from? In this week’s lesson, we learn about developing forecasts to predict

materials, resources, and services. Why is forecasting so strategically important for

operations and supply chains? Give examples of current forecasts you use at work or at

home.

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Strategic Capacity Management (graded)

How important is it to manage capacity for operations and supply chains? Is managing

capacity different in manufacturing companies versus a service organization? Exactly how

do we plan capacity within these organizations?

WEEK 3

Quality Management and Six Sigma (graded)

Discuss how quality is measured and explain the different dimensions of quality.

Lean Supply Chains (graded)

Define lean production and explain the advantages companies can obtain using lean

methods and principles in the supply chains.

WEEK 4

Manufacturing Processes (graded)

Explain the production process and describe the different types of process designs.

Service Processes (graded)

Explain the characteristics of service processes and how they are different from

manufacturing processes.

This section lists options that can be used to view responses.


WEEK 5

Sales and Operations Planning (graded)

Explain the sales and operations planning process. How does this process improve

manufacturing, logistics, service, and marketing planning and execution?

Material Requirements Planning (graded)

What inputs of information go into the MRP calculations? Please explain the explosion

process. What do MRP systems produce as outputs?

WEEK 6

Inventory Management (graded)

Global Sourcing (graded)

Why is global sourcing an important consideration for supply chain management?

WEEK 7

Location Decisions (graded)

Describe the factors and challenges of making location decisions.


Logistics and Distribution (graded)

Explain the opportunities for improving distribution and logistics functions, and explain

the challenges of transportation and logistics in supply chain management.

Case Study

Week 1

Case—The Tao of Timbuk2 (p. 43)

In a three-page paper, answer the following.

· Consider the two categories of products that Timbuk2 to makes and sells. For the custom

messenger bag, what are the key competitive dimensions that are driving sales? Are their

competitive priorities different for the new laptop bags sourced in China?

· Compare the assembly line in China to that in San Francisco along the following

dimensions: (1) volume or rate of production, (2) required skill of the workers, (3) level of

automation, and (4) amount of raw material and finished goods inventory.

· Draw two diagrams, one depicting the supply chain for those projects sourced in China

and the other depicting the bags purchased in San Francisco. Show all the major steps,

including raw material, manufacturing, finished goods, distribution inventory, and

transportation. Other than manufacturing costs, what other course should Timbuk2

consider when making the sourcing decision?

The Tao of Timbuk2

Review the The Tao of Timbuk2 case study on page 43 in the textbook. You can find the

questions for this case study in Doc Sharing.

Compose an APA-formatted Word document, no more than three pages in length; please

answer each of the questions in the presented case study.


You might want to use Microsoft Visio software for the final question of this case. See the

Syllabus for tips on using MS Visio. You may already have Visio installed on your computer;

if not, you can access the software from the iLab under Course Home.

Submit your assignment to the Dropbox located on the silver tab at the top of this page. For

instructions on how to use the Dropbox, read thesestep-by-step instructions or watch this

Tutorial Dropbox Tutorial.

See the Syllabus section “Due Dates for Assignments & Exams” for due date information.

WEEK 2

Case Study

Shouldice Hospital—A Cut Above

Review the Shouldice Hospital case study on page 115 in the textbook. You can find the

questions for this case study in Doc Sharing.





Week 2

Case—Shouldice Hospital—A Cut Above (p. 115)


· How well does the hospital currently utilize its beds?

· Develop a similar table to show the effects of adding operations on Saturday. (Assume that

30 operations would still be performed each day.) How would you affect the utilization of

the bed capacity? Is this capacity sufficient for the additional patients?


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· Now look at the effect of increasing the number of beds by 50%. How many operations

could the hospital perform per day before running out of bed capacity? (Assume operations

are performed 5 days per week, with the same number performed on each day.) How well

will the new resources be utilized relative to the current operation? Could the hospital

really perform that many operations? Why? (Hint: look at the capacity of the 12 surgeons

and the five operating rooms.)

WEEK 3

Case StudySelect one of the following.

Quality Parts Company

Review the Quality Parts Company case study on page 426 in the textbook, and refer to the

questions noted in Doc Sharing.

Value Stream Mapping

Review the Value Stream Mapping case study on page 428 in the textbook, and refer to the


Pro Fishing Boats

Review the Pro Fishing Boats case study on page 428 in the textbook, and refer to the


You might want to use Microsoft Visio software to create a Value Stream Map. See the

Syllabus for tips on using MS Visio. You may already have Visio installed on your computer;

if not, you can access the software from the iLab under Course Home.


answer each of the questions from the presented case study of your choice.


instructions on how to use the Dropbox, read thesestep-by-step instructions or watch

this Dropbox Tutorial.





Week 3

Case—Quality Parts Company (p. 426)


· Which of the changes being considered by the manager of Quality Parts Company are

counter to the lean philosophy?

· Make recommendations for lean improvements in such areas as scheduling, layout,

kanban, task groupings, and inventory. Use quantitative data as much as possible; state

necessary assumptions.

· Sketch the operation of a pull system for running Quality Parts Company’s current system.

· Outline a plan for introducing lean at Quality Parts Company.

Week 3

Case—Value Stream Mapping (p. 428)


· Eliminating the queue of work dramatically quickens the time it takes a part to flow

through a system. What are the disadvantages of removing those cues?

· How do you think the machine operators would react to the change?

· What would you do to ensure that the operators were busy?

Week 3

Case—Pro Fishing Boats—A Value Stream Mapping Exercise (p. 428)

· Create a value stream map (VSM) of this supply chain. What other information is needed?

· Where are there risks for supply chain disruptions or stoppages to the flow of materials?


· Where do opportunities reside in improving supply chain operations, and how has VSM

helped to reveal these?

Case StudyToshiba’s Notebook Computer Assembly Line

Review the Toshiba’s Notebook Computer Assembly Line case study on page 199 in the

textbook and refer to the questions noted in Doc Sharing.


answer each of the questions from the presented case study.



Week 4

Case—Toshiba’s Notebook Computer Assembly Line (p.

199)


· What is the daily capacity of the assembly-line

design by the engineers?

· When it is running at maximum capacity, what is the efficiency of the line relative to its

use of labor? Assume that the supporter is not included in efficiency calculations?

· How should the line be redesigned to operate at the initial 250 units per day target,

assuming that no overtime will be used? What is the efficiency of your new design?

· What other issues might Toshihiro consider when bringing a new assembly line up to

speed?



Case StudySelect one of the following.

Bradford Manufacturing

Review the Bradford Manufacturing case study on page 270 in the textbook and refer to the


Brunswick Motors

Review the Brunswick Motors case study on page 300 in the textbook and refer to the





instructions on how to use the Dropbox, read thesestep-by-step instructions or watch

this Dropbox Tutorial.


Week 5

Case—Bradford Manufacturing (p. 270)

· Prepare an aggregate plan for the coming year, assuming that the sales forecast is perfect.

Use the spreadsheet Bradford Manufacturing. In the spreadsheet, an area has been

designated for your aggregate plan solution. Supply the number of packaging lines to run

and the number of overtime hours each quarter. You will need to set up the course

calculations in the spreadsheet.

· Review your solution carefully and defend your answers.

Week 5




Case—Brunswick Motors (p. 300)

· Assume that Phil wants to minimize his inventory requirements. Assume that each order

will be only for what is required for a single period. Using the forms in the case, calculate

the net requirements and planned order releases for the gearboxes and input shafts.

Assume that the lot sizing is done using a lot for lot.

· Calculate a schedule using lease-total-cost lot sizing. What are the savings with this new

schedule?

Case StudySelect oneof the following.

Inventory Management at Big10 Sweater

Review the Inventory Management at Big10 Sweater case study on page 395 in the

textbook and refer to the questions noted in Doc Sharing.

Grainger: Reengineering the China/U.S. Supply Chain

Review the Grainger: Reengineering the China/U.S. Supply Chaincase study on page 455 in

the textbook and refer to the questions noted in Doc Sharing.





Week 6

Case—Inventory Management at Big10Sweater (p.395)

Please address the following.

· Using the data provided in the text, calculate how much Rhonda and Steve made for taxes

last year.

· What was your reasoning behind using the aggregate demand forecasts when

determining the size of your order rather than the individual school forecasts? Should you

rethink this or is there a sound basis for doing it this way?



· How many sweaters should you order this year? Write down your order by individual

school. Document your calculations in your spreadsheet. Calculate this based on the

aggregate forecasts and also the forecast by individual school.

· What do you think they could make this year? They are paying for $40,000 and you expect

your benefit package addition would be about $1000 per year. Assume that they ordered

based on the aggregate forecasts.

· How should the business be developed in the future?

Week 6

Case—Grainger: Reengineering the China/U.S. Supply Chain (p.457)

Please address the following.

· Evaluate the current China/Taiwan logistics costs. Assume a current total volume of

190,000 CBM and that 89% is shipped direct from the supply is plants in containers. Using

the data from the case and assume that the supplier-loaded container is 85% full. Assume

that consolidation centers are run at each of the four port locations. The consolidation

centers only use 40-foot containers and fill them to 96% capacity.

· Assume that it costs $480 to ship a 20-foot container and $600 to ship a 40-foot container.

What is the total cost to get the containers to the United States? Do you include U.S. port

costs in this part of the analysis?

Case StudyDistribution Center Location—Grainger

Review the Distribution Center Location—Graniger case study on page 477 in the textbook

and refer to the questions noted in Doc Sharing.






Week 7

Case—Distribution Center Location-Grainger (p.477)

Please address the following:

Relative to the U.S. distribution network, calculate the costs associated with running the

existing system. Assume that 40% of the volume arrives in Seattle and 60% in Los Angeles,

and the port processing fee for federal processing at both locations is $5.00 per CBM. Assume

that everything is transferred to the Kansas City distribution center by rail, where it is

unloaded and quality checked. Assume that all volume is then transferred by truck to the nine

existing warehouses in the United States.

DEvRy GSCM 520 Week 1 – 7 Quizes

DEvRy GSCM 520 Final Exam



DeVry GSCM 520 Complete Course

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