Paper Trail

888 Words Oct 27th, 2011 4 Pages
Steve A. Levy
@02026280
January 17, 2011
Chapter 1 – Case # 1
Productions and Operations Management

1. Visit the websites for the professional organizations listed in the chapter. Who are their target audiences? Are some more focused on purchasing professionals or logistics professionals? Which of the careers listed in these websites are mentioned in the chapter? Which ones sound appealing to you?

The Association for Operations Management’s (APICS) claim is to be “the global leader and premier source of the body of knowledge in operations management, including production, inventory, supply chain, materials management, purchasing, and logistics”. The target audience seems to be geared toward supply chain
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The CSMP seems to be a very good organization and would be most beneficial because of the continuous learning and development of professionals in the career field.

2. Draw out the transformation process similar to figure 1.1 for a simple operations function such as a health clinic or car repair shop.

Case Study: Supply Chain Challenges at Leapfrog

1. Draw a map of the supply chain for Leapfrog, including the retailers and suppliers of key materials. Which supply chain partners are “upstream” of Leapfrog? Downstream? Which suppliers are first tier suppliers? Second tier?

2. What data ultimately lead to Leapfrog’s decision to increase production? Where did the data come from? How long after interpreting the data did Leapfrog begin talks with suppliers?

Leapfrog was able to forecast their Christmas product needs with new technology, which turned out to be two times the forecasted numbers. By using real time data provided by the retailers, Leapfrog was able to input sales from each retailer as late as the next day. Once the sales are imputed, the model can then project sales, eliminating all irregular sale spikes from coupons, promotions, etc. Leapfrog was able to call Capable Toys immediately with their decision to increase production.

3. What part of the production process limited production output

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