OPERATIONAL MANAGEMENT/LOGISTICS SPORT OBERMEYER ‚ LTD. A) What Operational changes would you recommend to Wally to improve performance? B) How should Obermeyer management think (both short and long-term) about sourcing in Hong Kong vs. China? C) Based on Exhibit 10 in the case‚ how should Wally plan production in November? Think about the question qualitatively – identify factors that would affect the timing and quantity of product decisions. To understand what operational
Premium Retailing Hong Kong China
Sport Obermeyer‚ Ltd Wally Obermeyer‚ the internal operations manager of Sport Obermeyer‚ a mid-to-high fashion ski apparel company with headquarters out of Aspen‚ Colorado‚ and son of company founder Klaus Obermeyer‚ has two dilemmas at hand. 1) How to forecast demand for specific skiwear items for the 1993-1994 fashion line? 2) Once quantity per item is determined‚ how should production be allocated between factories in Hong Kong and China? Although the case mentions the
Premium Forecasting Future Arithmetic mean
Sport Obermeyer case study Name: Dhruv Bhatt Member ID: 6000919 Date: 24 October 2014 Executive Summary: For this case‚ we will focus on the skiwear part of the Obermeyer business. It has a current cycle time of 27 months. Skiwear market is just four months long but the design and production process takes over 16 months to complete. Out the 27 months cycle‚ Obersport has 6 months to purchase‚ produce and deliver the products for winter selling in North America. Obersport
Premium Hong Kong Supply and demand China
Obermeyer Sport A Strategic Direction in Forecasting Introduction & Summary Klaus Obermeyer is an innovator in the high-end skiwear industry. The company began with down filled jackets and slowly began to diversify its product line with high-altitude suntan lotion‚ turtlenecks‚ nylon wind-shirts‚ mirrored sunglasses and more. In 1961‚ the first Sport Obermeyer factory warehouse opened in Aspen‚ and the innovations continued with “soft-shell” jackets‚ double lens goggles‚ and the first
Premium Forecasting Supply chain Supply chain management
Wally Obermeyer is facing a challenge in accurately forecasting the market response and demand for the upcoming season. Historically‚ the company founder‚ Klaus Obermeyer‚ relied minimally on forecast data‚ and more on intuition and artistic tastes. In comparison‚ his son Wally prefers to make decisions based on analytical techniques and information gathering. If Wally’s approach proves successful‚ it can change how Sport Obermeyer approaches its manufacturing processes‚ secure its position long-term
Premium Quality assurance Quality control Manufacturing
pro con list: Hard sciences such as math are easier than soft sciences such as sociology. pro con list: Hard sciences such as math are easier than soft sciences such as sociology. pro con list: Hard sciences such as math are easier than soft sciences such as sociology. pro con list: Hard sciences such as math are easier than soft sciences such as sociology. K K K K K M Jihhiivib
Premium Metaphysics Epistemology Science
In order to address long lead times and a high inventory count with uncertain demand‚ I have decided for the initial Hong Kong order to produce those products that have the smallest standard deviation when comparing the Buying Committee Forecasts. An attempt will also be made to purchase the lowest cost items within this group as initial order size of 10‚000 units allows. Combined‚ this will allow for the least amount of risk when using the limited information we have for the initial order. The
Premium Time Forecasting Supply and demand
Sport Obermeyer Sport Obermeyer‚ Ltd was created around 1947 by Klaus Obermeyer. While teaching at an Aspen Ski School‚ Klaus noticed a difference between the clothing that his students wore and the clothing skiers wore in his native Germany. Although Klaus started out by traveling to Germany to find high-performance skiwear that was suitable for his students‚ he designed his own line of skiwear and ski equipment products and that was how Sport Obermeyer‚ Ltd was introduced. Sport Obermeyer
Premium Supply chain management Supply chain Strategic management
Sport Obermeyer 1 Sport Obermeyer’s Time Line and “Speculative” versus “Reactive” Production "NOW" Initial Forecast 9 months Feb … Oct 1992 … 1992 Design of 1993-94 Line. Las Vegas Revised Forecast 5 months Nov … Mar 1992 … 1993 5 months April … Aug 1993 … 1993 "Speculative" Production "Reactive" Production of 1993-94 Line of 1993-94 Line In Feb 1993‚ start design of 1994-95 line. “Speculative” Production 27 Months Sept 1993 Oct 1993 Nov 1993 8 months Dec Jan 1993 1994 Selling of
Premium Standard deviation Economic order quantity Normal distribution
3. How should Obermeyer management think (both short-term and long-term) about sourcing in Hong Kong versus China? Long Term From a quality standpoint‚ production in Hong Kong would be ideal considering the repair rate in China is five to ten times greater than it is in Hong Kong. Although the costs of repair are relatively low‚ Obermeyer is a high quality apparel company‚ and its customers in all likelihood want durable products. Not only would this keep customers happy in the short term‚ but
Premium Time Term Economics