Submit a paper of at least four pages in length, excluding the title and reference pages, that includes at least two scholarly sources (in addition to the text). Explain in detail why data analysis skills are so important to Spend Analysis. Describe how a structured process such as Six Sigma methodology (Chapter 4) can be useful to identify spending patterns and identify opportunities for improvement. Recommend which functional areas of the business, such as finance, should be involved in Spend Analysis efforts and justify the rationale for your choices.
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
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
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?
Is Toyota’s plan for a “foolproof” supply chain consistent with the Lean production philosophy? Explain.
Can you think of any additional ways Toyota (and its competitors in the Japanese auto industry) can improve upon the company’s plan to create a “foolproof” supply chain?
What impact do you think Toyota’s plan will have on the way it handles relationship management in its supply chain?
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