MANAGING GROWTH AT SPORTSTUFF.COM PDF

1, Regional Demand At SportStuff, Growth rate, 2. 3, Zone, Demand (), Demand (). 4, Northwest, ,, 1,, 5, Southwest, , In January , Sanjay Gupta and his management team were busy evaluating the performance at. over the previous year. Total demand had. Managing Growth at Sport Stuff – Download as Excel Spreadsheet .xls), PDF File .pdf), Text File .txt) or read online.

Author: Kazrabei Faujind
Country: Bangladesh
Language: English (Spanish)
Genre: Education
Published (Last): 7 August 2009
Pages: 277
PDF File Size: 3.37 Mb
ePub File Size: 7.23 Mb
ISBN: 718-1-33918-483-7
Downloads: 65786
Price: Free* [*Free Regsitration Required]
Uploader: Mausida

Moon is considering two options to increase its capacity. Small warehouses could handle a flow of up to 2 million units per year whereas large warehouses could handle mnaaging flow of up to 4 million units per year. The coordinate location, the demand in each market, the required supply from each parts plant, and the shipping cost for each supply source is shown in Table 7.

Warehouses leased could be either small aboutsq. One option was to lease more warehouse space in St.

Answers to Case Study. Use a decision tree to determine whether Moon should add capacity to its Santa Clara plant or if it should outsource to Molectron. In JuneSanjay leased part of a warehouse in the outskirts of St. As a student of business operations, you know all of that.

case study P_图文_百度文库

Four potential locations for warehouses were identified in Denver, Seattle, Atlanta, and Philadelphia. As demand grew, SportStuff. You are given tables for all of those things, so xt is mainly a matter of doing the arithmetic. Los Angeles, Tulsa, Denver, and Seattle. Sanjay and his team, however, could The Network Options clearly see that costs would grow faster than revenues if demand continued to grow and the supply chain network n t.

  CANNIBALISM BY SPORULATING BACTERIA PDF

Louis to manage the large amount of held at a facility not across the network is proportional product being sold. The production costs are in the local currency of growtth country where the plant is located.

Published on Apr View Download 4. Management estimated that unbound transportation costs for shipments from suppliers were likely to remain unchanged, no matter what the warehouse configuration selected. Sanjay estimated that the inventory holding costs through the warehouse per year. I compute total distribution costs for that St. The case study can be found here. Demand had grown by Stuff. Didn’t find the answer you sportstutf.com looking for?

Warehouses leased could be either small aboutsq. Corpo Case Case Concept Documents. They decided to analyze the performance of the current network to see how it could be redesigned to best cope with the rapid growth anticipated over the next three years.

Small warehouses could handle a flow up to 2 million per year,whereas large warehouses could handle a flow of up to 4 million units per year. One option was to lease more warehouse space in St. Atlanta is in the USA Eastern, is the United States one of three highland city, is the capital and largest city of the United States of Georgia, is the Fulton county government resident. Metro case study solut Sanjays initial plan was for the company to purchase used equipment and jackets from families and any surplus equipment from manufacturers and retailers and sell these over the Internet.

  BRAHMA SUTRA SANKARA BHASHYA PDF

How many consultants should be assigned to each office? Suppliers sent their product to the warehouse. Louis Atlanta Philadelphia,, The current warehouse in St. By this time a variety of new and used products were sold and the company received significant venture capital support. Other options included leasing warehouses all over the country. Now total demand isso a large warehouse is needed if you stay in St.

How Does One Answer This Case Study On ‘Managing Growth At Sportstuff.com’ ?

Bygregating throughput through many facilities. Customer orders were packed and shipped As a result, aggregating throughput through a few facili- by UPS from there.

Louis to manage the large amount of product being sold.

Louis to manage the large amount of product being sold. Sanjay and his team, however, could clearly see that costs would grow faster than revenues if demand continued to grow and the supply chain network was not redesigned.

Demand had grown by 80 percent. Brownsville Independent School District.