There were two main driving issues behind our analysis of this Sport Obermeyer case: the measurement and understanding of demand from uncertain and disparate forecasts‚ and the allocation of production between factories in Hong Kong and Mainland China (Lo Village‚ Guangdong). The main challenges facing the company were long lead times‚ little to no feedback from the market before the first production decision (the first real demand signal is at the Las Vegas trade show in March) and inaccurate forecasts
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Supply Chain Management Case Study Report: Sport Obermeyer Q #1. Where would you place production? Although the article argues that they intended to place about half of its all production to China‚ I would personally shift more than half of its production toward Hong Kong if you are talking about the current market. I’m not quite sure if it’s about population of skiers/snowborders‚ but apprently a number of ski resorts went out of business in the past decade and we are faced with the
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Raman Effect : Raman scattering or the Raman effect ( /ˈrɑːmən/) is the inelastic scattering of a photon. It was discovered by Sir Chandrasekhara Venkata Raman and Kariamanickam Srinivasa Krishnan in liquids‚[1] and by Grigory Landsberg and Leonid Mandelstam in crystals.[2][3] When light is scattered from an atom or molecule‚ most photons are elastically scattered (Rayleigh scattering)‚ such that the scattered photons have the same energy (frequency) and wavelength as the incident photons. However
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Raman Amplifier Introduction Basic Raman Concept High Power Raman Fiber Lasers Raman Fiber Amplifier Combining EDFA and Raman Amplifier Conclusion January 8‚ 2008 Y. Lin: Raman Amplifier 1 Introduction Raman Amplifier was demonstrated in the 1980s Unavailability of high-power diode laser pump source Why do you need it : amplify signals from 1270 to 1670 nm any optical fiber can serve as the amplifying medium Raman process itself provides high-power laser Disadvantage:
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Peter M. Ovwiovwio Course Title: MSCM 553: Logistics & Supply Chain Systems Paper: Module Two Assignment (Two) Paper Title: Sport Obermeyer Case Analysis BACKGROUND: This paper presents a brief and concise case analysis of Sport Obermeyer. Sport Obermeyer is a fashion Skiwear manufacturer. The company is headquatered in Aspen Colorado with two major suppliers in China and Hong Kong. The company’s product is offered in five different “genders” men’s women’s‚ boy’s‚ girl’s‚ and prescholers
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Andrew Vaccarrazza Jennifer Wadsworth Ryan Ordonez Matt McKinney John Fung OPM 181 T-TR 4:30PM 1. Based on analyzing the Optimal Cycle service Level for seasonal items (single order) we were able to come up with the following recommendation for the initial phase. Style O* (Hong Kong) Gail 1288 Isis 1429 Entice 1550 Assault 2870 Teri 1707 Electra 3025 Stephanie 2019 Seduced 4337 Anita 4426 Daphne 3671 Total 28705 What if capicity was limited to 10‚000 units? Style O* Ratio
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Sport Obermeyer | October 4 BUAD 6600 | SCMers Meagan Frances AyersJames FranksEmelie HallJean-Hubert Trahan | Instructor: Sachin Modi | Objective/Scope The purpose of this article is to determine how many units of each style Sport Obermeyer should produce during its initial phase of production (November through March) and during its second phase of production (March through October). Factors that need to be considered in this decision are the risk associated with each style‚ from where
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Management 63.371 T. Sloan Case Study Write-up #3 SPORT OBERMEYER‚ LTD. Sport Obermeyer is a high-end fashion skiwear design and merchandising company headquartered in Aspen‚ Colorado that sells its products through U.S. department stores and ski shops. Although the company has a global supply network‚ most of its critical outerwear products are sourced through the Hong Kong-based company Obersport‚ a joint venture between Sport Obermeyer and a Hong Kong partner. Obersport‚ in turn‚ manages
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In the article‚ "Why We Hate HR" by author Keith H. Hammonds points out the flaws in the HR concept repeatedly. They are able to support their assumptions with technical data from reputable sources within the HR and academia worlds. Specific notes of interest are as: • The lack of HR personnel being neither strategic partners or leaders. • Most HR managers are not interested in or prepared for doing business. • The use of idiotic performance appraisals. • HR forfeits long-term value for short-term
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RamanC. V. Raman was born at Tiruchirapalli in South India on November 7th‚ 1888. Raman entered Presidency College‚ Madras‚ in 1902‚ and in 1904 passed his B.A. examination‚ winning the first place and the gold medal in physics; in 1907 he gained his M.A. degree‚ obtaining the highest distinction. Raman spent 15 years as a Professor in Physics at Calcutta University (1917-32)‚ and 15 years as a Professor in Physics at the Indian Institute of Science‚ Bangalore (1933-48). In 1948‚ Raman became the
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