SEB223 2014 – Assignment 1 The Root-Beer Distribution Game A Report on the Gameplay Experience of the Author and its Use of Complex System Management Principles Introduction The Root-Beer Distribution Game‚ as played by the author and used as the basis for this report‚ is an on-line adaptation of the Beer Distribution Game originally created in the 1960’s by Jay Forrester‚ et al‚ of the MIT Sloan School of Management. A pioneer of computer engineering and considered the founder of System Dynamics
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also constructs special Web pages for suppliers‚ allowing them to view orders for components they produce as well as current levels of inventory at Dell. This allows suppliers to plan based on actual end customer demand; as a result‚ it reduces the bullwhip effect. The intent is to work with suppliers to keep the supply chain moving rapidly‚ products current‚ and the customer order queue short. Then‚ with supplier collaboration‚ Dell can offer the latest options‚ can build- to- order‚ and can achieve
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BEER GAME DEBRIEFING The bullwhip effect 28/09/2011 Tiphaine Ribetto – st Perrine Trullemans – st112855 Background: "Beer Game" is a simple simulation of a Make-to-Stock Supply chain. The goal of this game is to minimize cost of capital employed in stock while avoiding out-of-stock situations. The issue here is how to forecast demand accurately. Tiphaine and I assume the roles of beer factory in the production department. As our work does not involve any decision in the order flow
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Barilla SpA (A) Case Table of Contents Executive Summary 3 Issue Identification and Root Case Analysis 4 Alternatives and Options 7 Recommendations and Implementation 8 Monitor and Control
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INTRODUCTION Company Name: Toyota Motor Vietnam (TMV) Establishment: September 5‚ 1995 (official openning in October 1996) Investment capital: $US 89.6 million Business field: - Producing‚ assembling and selling Toyota vehicles - Repairing‚ maintaining and selling Toyota genuine parts - Exporting auto parts Products: - Hiace‚ Camry‚ Corolla Altis‚ Innova‚ Vios and Fortuner (Locally-produced models) - Land Cruiser‚ Hilux (Imported models) Partner: - Toyota Motor
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3. Managing Demand It is difficult to deal with customer’s demands especially in the businesses that provide variety of products and services‚ such as supermarkets. Waitrose and some other brands use barcode scanning and also member card to collect shopper’s behaviour data for each branch so that they would be able to preliminary forecast those consumption trends (O’keeffe and Fearne‚ 2002) However‚ it is unavoidable to face with uncertainties. There are both short-term uncertainties which are occurred
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root beer supply chain game there was a lot of confusion‚ mystery‚ and chaos; and the data showed that (Please see separate excel spreadsheet of data with mean‚ standard deviation‚ and variation calculated). Analysis of the data shows a classic bullwhip effect; the customer places an order and order fluctuations build up through the supply chain. You can also see that these effects are magnified as you get farther from the customer up the supply chain. This holds true for mean‚ standard deviation
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Chapter 4- Matching Supply and Demand * Lead time gap * What is it?- difference between the time it takes the actually procure‚ produce‚ and deliver the products and the time the customer is willing to wait * Customer and supplier viewpoint? * Customer- customer order cycle‚ amount of time available for order fulfillment * Supplier- * Traditionally how is it handled? * forecasting * Forecasting * Pitfalls- time uncertainty‚ carrying
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THE SUPPLY CHAIN MANAGEMENT CONCEPT Multiple Choice Questions 1. According to Professor Mentzer and colleagues‚ the supply chain concept originated in what discipline? c. logistics (c; p. 33) 2. The supply chain management philosophy emerged in which decade? d. 1990s (d; p. 33) 3. A ____________ encompasses all activities associated with the flow and transformation of goods from the raw material stage‚ through to the end user‚ as well as the associated information
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requirements. Applied to that portion of the supply chain where demand uncertainty is relatively small Production & distribution decisions are based on long term forecasts Based on past orders received from retailer’s warehouse (may lead to Bullwhip effect) Inability to meet changing demand patterns Large and variable production batches Unacceptable service levels Excessive inventories due to the need for large safety stocks less expenditure on advertising than pull strategy [edit]
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