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5061-FA21-A04 C3 measures-beta

Florida Institute of Technology Department of Extended Studies Virtual Site

MGT5061-FA21-Systems & Logistics Support Management Dr. Paul Battaglia

Assignment 04 Measures BETA -=-=- Assignment 04 is 8 percent of the course grade -=-=- Individual work. -=-=-=-= How submitted: *** post your file (or files) with your answers to the assignment in Canvas. ** MS Word for longer narrative/memo. ** If you use software (such as Excel), then also load that file. ** If you use graphs or the like you do not need to spend hours making it super-pretty. On the other hand, it should be pretty-much-to-scale, labelled, and accurate. -=-=-=

The general scenario is that you are working for the company (Light-Up-My-Light, Inc). And need to do certain analytic or managerial work. Obviously (?), the major topics addressed will be the course topics; and more specifically usually the material from the current chapters!

Please remember to: .a. put your last name in the file name;

example: 5061-FA21-Battaglia-A04 .b. put your last name at the top of the first page of each file; and

something like 5061-FA21-Battaglia-A04 .c. number the pages.

I usually print out your answers and these items help me to identify whose work I am looking at, grading, etc.

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-=-=-=-=-=- Basic Copyright 2021 Dr. Paul Battaglia and Florida Institute of Technology. For use ONLY in MGT5061 for the FA21 term. Any other use requires explicit written permission.

-=–= Light Up My Light, Inc.

The CEO (Mrs. Elise Ennis) holds weekly reviews which cover the key aspects of the firm’s operations. As expected, during the last review various information was presented including information on the status of logistics. Several metrics for logistics functions were presented and discussed. During the discussion one of the chief engineers commented along the lines that “this logistics stuff is all a bunch of mumbo-jumbo”. And although the engineer agreed that it was necessary to have the needed parts to make the fixtures; to ship the products; etc., — he thought that logistics was probably “overrated”.

Of course, some other parties in the meeting took a different tack on the answer to the question on the role & importance of logistics.

The CEO found this to be an interesting discussion. But in the interest of time she halted the discussion.

The CEO asked if it would be possible to do a quick analysis on the role of logistics. That was really a rhetorical question. As you might expect, the answer from Tom Perkins, a VP and the head of the logistics department, was “sure we can do an analysis for you”. The CEO said that she would send over some more specific questions after the meeting.

After the meeting, Tom approached you and says that as the senior logistician for the company you are to play a key role in writing the memo reply to the CEO of the results.

The next day when you get in to work, you find a note on your desk with the questions that the CEO had promised to send over. In turn Tom Perkins (the head of logistics & your boss) had scribbled a note to you — essentially to please handle ASAP.

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{your name} This is the promised follow-up from the last staff meeting.. Please handle ASAP. Tom

(date) TO: Tom Perkins

Ref the weekly briefing and the discussion on logistics. Very interesting. Not too often that we go off on an academic-type discussion. Here are the things that jumped into my mind as the topic was being discussed, and when I got back to my office. I’d like a memo per our schedule.

Thank you.

Elise

#1. (100 pts) What factors are important to the successful accomplishment of the various logistics objectives? Include a brief explanation of each factor; and why it is important.

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#2. (100 pts) We often develop new or modified fixtures based on customer needs. And we periodically drop products from our catalog. I heard someone mention something called a product life-cycle? What is that? How does logistics fit into such a life-cycle? [Note: feel free to use Blanchard’s approach to a life-cycle. He uses a pretty general approach that should not prove too difficult to fit into a scenario of new and/or changed products. Products being added; products being supported; and products being dropped (retired). If you use a non-Blanchard approach, then be sure that the lifecycle that you might chose fits into the LUML structure.]

#3. (100 pts) How do the ideas of a supply chain; supply chain management; logistics; and logistics management fit into our work?

#4. (225 pts) I believe that we recently did a review of cost and some options on our operations. I recall that was on the effectiveness of our operations.

#4a. (50 pts) What are measures of effectiveness? #4b. (50 pts) If you can get that analysis, then can you make a diagram of the basic analytic results? [Aside: Obviously the CEO is looking for more than a yes or no answer, yes?] #4c. (25 pts) Given the options, which option do you recommend that we target for? #4d. (100 pts) Why did you chose this recommendation?

#5. (50 pts — unless your answer is “none” and then 0 pts). Any other thoughts on this subject that you think I should be aware of.

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You check around and find the following information on the work mentioned by the CEO. Seven options had been analyzed.

Option Projected Cost Projected Effectiveness (0 to 5. 5 is highest)

A $250,000 2.5 B $395,000 2.7 C $490,000 2.5 D $395,000 4.0 E $110,000 4.4 F $100,000 2.9 G $200,000 4.9

** For our current analytical purposes, we can use this one simplified “overall MOE”. For pour purposes we do not need to be more specific. Although in the real world the MOE might be — say – speed or load carrying capacity or light intensity. ** Depending upon your work experience, the projected costs might seem low for an ongoing manufacturing operation. Then again if you worked for a small organization the $100,000 might be seen as “super big bucks”. In any case. the thought process is essentially the same regardless of the figures. So, we are (usually?) happy to use smaller, more manageable numbers.

Senior management stated that the minimal acceptable effectiveness is 3.4. And the maximum acceptable cost is $465,000.

-=-=-=-

Your mission as the senior logistician? Prepare a memo to the CEO with the answers to her questions. One key reason that we study subjects such as logistics is to help manage better, solve problems, and the like.

Of course, we can also do the stuff in this class for other reasons — such as a lot of it is just plain interesting, and/or it can even be fun.

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Interpreting the information in relation to the business situation and context is important. And it also aligns with the MS degree program objectives!

REMINDER:

There are also other standard graded elements that might not be explicitly stated in each assignment.

#1 For example, this is also an academic work so please include references. Recall that this involves (a) an source in the text; and (b) also at the end a list of the references used.

(If the reader cannot readily find the information, then not much credit?) .

If I look, then I do expect to be able to find the reference if I go looking for the document.

#2 Expectation is that only the class materials is high quality.

#3 The CEO is probably a busy person & probably cannot recall why she is getting any specific memo. Including a “purpose” with some detail helps the reader in the business context.

#4 Each answer needs to have the answer plus supporting rationale. Recall that Mrs. Ennis is a numbers freak. That does not mean that each answer needs to be pages long! The answer itself and the rationale can easily be only be a couple of sentences. Any back-up math might be able to fit neatly in the memo. For other you can cite an attachment — but you need to be specific as to where the answer is found. “See attachment A” is not very specific. “See attachment A, cell B18” points the reader to the specific location.

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