Kimpton Hotels - so what?
One of the themes of the course is finding the "sweet spot" - where
stakeholder interests align with business interests. But what about
those cases where it's tough to make the "business case" for doing
the right thing? In this c
Find at least 3 sources online and post numbered answers to the following:
(1) how is child labor defined?
The term child labor is often defined as work that deprives children of their
childhood, their potential and their dignity, and that is harmful to p
SUPPLIER EVALUATION AT EADS TEACHING NOTE
Case Synopsis
On March 8, 2004 John Summers, Head of supply management strategy at EADS, a
company based in Europe, got the assignment from the Procurement Directors Board
(PDB) to make suggestions for improving t
DUBAI LOGISTICS CITY: A QUANTUM LEAP IN LOGISTICS
TEACHING NOTE
Case Synopsis
it was just amazing! They plan to build a tower that will be even higher than the
Tokyo Millennium Tower. Peter Winter, assistant to Mr. Schmidt, CEO of Schmidt &
Partner Logist
Gategourmet
Success Means Getting to the Plane on
Time
Teaching note
Reference no 606-038-8
This teaching note was written by Dr Marc Day, Henley Management College. It
was prepared to accompany the case Gategourmet: Success Means Getting to
the Plane on
What are the different ways by which the environmental footprint of logistics and SCM can be reduced?
There are three ways in which to improve the sustainability of logistics and supply chain systems:
1) Redesigning supply chain (examples include reconfig
a) The overage cost is Co = $2 because left over burritos are disposed. The underage cost is Cu = $2.55, because not having a burrito means the gross margin is lost on a burrito plus a soda. The critical ratio is 2.55 / (2 + 2.55) = 0.5604. From the table
profits by $3.62 per day. In less than 14 days, we have then recovered our investment for the new copy of the movie. Q8.5. Two work stations (a) For both, scenario 1 and scenario 3, we obtain a flow rate of 12 units per hour (one unit every 5 minutes). Sc
b. The average wait time = 1.8 minutes. The average time to walk to the destination = 25 minutes. Therefore, the total time between calling and arriving = 25+1.8 = e. 26.8 minutes. c. Again, we know that a=3.125, m=8, and p=25. We also know that if the co
Q7.2. My Law (a) inter-arrival time: 10 emails per hour = 1 email / 6 min a = 6 min, CVa = 1 processing time: p = 5 min, CVp = 4 min / 5 min = 0.8 waiting time = 5 min * [5/6 / (1-5/6)] * [(12 + 0.82)/2] = 20.5 min total response time = waiting time + pro
Q6.2. Simple Set-Up (a) First, we calculate the process capacity at each step using the formula for process capacity with batching: B / S + Tb where B = batch size, S = set-up time, and Tb = time to process the entire batch. So, the first step has a proce
Q3.3. Cranberry Cranberries arrive at a rate of 150 barrels per hour. They get processed at a rate of 100 barrels per hour. Thus, inventory accumulates at a rate of 150-100=50 barrels per hour. This happens while trucks arrive, i.e. from 6am to 2pm. The h
Q2.2. Airline We use Little's law to compute the flow time, since we know both the flow rate as well as the inventory level: Flow Time = Inventory / Flow Rate = 35 passengers / 255 passengers per hour = 0.137 hours = 8.24 minutes Q2.3 Inventory Cost (a) S