Acme expense report xlsx

QSO 322 Acme Bicycle Case Study The purpose of this case study is to apply a number of the key concepts covered in the course textbook to a notional business case. Consider yourself the supply chain manager (SCM) for this company. In this position, you work closely with the plant production manager to support the production schedule. The production schedule is updated every quarter based on the latest sales estimates from the marketing department. You also work with the purchasing department regularly for reorder of raw materials from various suppliers. Another one of your key responsibilities is that you manage the warehouse, so you are responsible for the efficient use of the limited warehouse space that you do have. You must maintain sufficient inventory to ensure that there are no work stoppages because of stock outages. As the SCM, you are also responsible for outbound transportation and finding economical means to ship finished goods in a timely manner. In view of your wide range of responsibilities as the SCM, you play a vital role in the profitability of your company. Company background: Acme Bicycle Company is a medium-size bicycle manufacturer located in Wichita, KS. It specializes in “theme” bicycles for children and teenagers. The themes include princesses from fairytales and animals, which are popular with girls, and aliens, robots, and sports heroes, which are popular with boys. As such, Acme Co. routinely produces its bicycles in small batch sizes to follow the latest popular trends with its children and teenager customer base. This also ensures that the company will not be left with unsold bicycles that are out of style with its customer base. The following is a summary of Acme Co.: Product lines: At any one time, Acme Co. is likely to be in the process of producing three different types of bicycles based on market demand projections and current finished goods inventory levels. Additionally, the profit levels of each of the bicycles vary, and at times, the production of higher-profit bicycles takes precedence over lower-profit bicycles based on production and material capacities and production constraints of the labor force and production machinery. Specific information on production and transportation costs and the sales price of the bicycle product line are given in the case study data sheet. For purposes of this case, unit profit for each bicycle is calculated by subtracting the production and transportation costs from the sales price. Production line: To construct a bicycle, the Acme Co. production line has consolidated and streamlined its production process so that bicycle building can be accomplished in three segments on the production line. These segments are the Metal Shop for initial molding and shaping of the metal parts, the Components shop for the building of component sets, which include the seats, tires, and accessories for each unique bicycle, and the Final Assembly shop for the assembly of all the components together, the final inspection, and testing. Due to the nature of the work in the three production segments, each segment has a different capacity level of how many bicycles it can produce in a normal workday. Acme’s normal production is 40 production hours a week to cover production requirements for most of the year.