BUS 307 BUS307 WEEK 5 FINAL PAPER (ASHFORD)

BUS 307 BUS307 WEEK 5 FINAL PAPER (ASHFORD)
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Ashford BUS 307 Week 5 Final Paper
Final Paper. Due by Day 7. The final assignment for the course is a Final Paper on two cases. The Final Paper
should demonstrate understanding of the reading as well as the implications of new knowledge. The eight- to ten-
page paper should integrate readings and course discussions into work and life experiences. It may include an
explanation and examples from previous experiences as well as implications for future applications.
Read the case study at the end of Chapter 12 and the case study at the end of Chapter 13, and thoroughly answer all
the following questions. Supplement your answers with scholarly research using the Ashford Online Library. Each
case study should be addressed in four to five pages, resulting in a combined Final Paper of eight to ten pages.
Chapter 12 Case Study: The Realco Breadmaster
Develop a master production schedule for the breadmaker. What do the projected ending inventory and
available-to-promise numbers look like? Has Realco “overpromised”? In your view, should Realco
update either the forecast or the production numbers?
Comment on Jack’s approach to order promising. What are the advantages? The disadvantages? How
would formal master scheduling improve this process? What organizational changes would be required?
Following up on Question 2, which do you think is worse, refusing a customer’s order upfront because
you don’t have the units available or accepting the order and then failing to deliver? What are the
implications for master scheduling?
Suppose Realco produces 20,000 breadmakers every week, rather than 40,000 every other week.
According to the master schedule record, what impact would this have on average inventory levels?
Chapter 13 Case Study: Supply-Chain Challenges in Post-Earthquake Japan
o
What are some of the advantages of the supply chain used in the Japanese auto industry before
the March
2011 earthquake and tsunami? What were some of its disadvantages?
o
Is Toyota's plan for a "foolproof" supply chain consistent with the Lean production philosophy?
Explain.
o
can
Can you think of any additional ways Toyota (and its competitors in the Japanese auto industry)
improve upon the company's plan to create a "foolproof" supply chain?
o
What impact do you think Toyota's plan will have on the way it handles relationship management in
its
supply chain?