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Get There Navigation Technologies: Customer Needs and Operational Performance ISCOM/305 Version 2 |
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University of Phoenix Material
Get There Navigation Technologies: Customer Needs and Operational Performance
Read the scenario to complete the assignment outlined in the course syllabus.
background information
Get There Navigation Technologies (GTNT) was founded by John Zillon. The company is a producer of high-quality navigation systems used in the car rental and transportation industry. The company serves the international market, and one facility for manufacturing and distribution of its products is located in Omaha, Nebraska. GTNT has limited space for production and storage of inventory. Qualified personnel for production of premium transportation navigation devices are in short supply, and training requires 11 weeks.
The company has introduced a new transporation-business navigational device called Get Me There, which will sell for $159.95. Based on the market research conducted by the Marketing and Sales Department, first-quarter sales are forecasted to be 15,000 units (per month).
current revenue and cost structuRe for the Get me there
The company can produce 15,000 units per month by working two shifts per day, 5 days per week. Adequate storage space for 10 days exists for raw materials, work-in-process, and finished goods to support the forecasted 15,000 units sold per month.
Lead time for ordering and receiving required raw materials and component parts (Work-In-Progress) is 55 days, which includes 5 days for transit. All raw materials and Work-In-Progress (WIP) come from small, specialized single source suppliers. Production time requires 5 days, and transit time averages 3 days. Production for the first quarter is scheduled to begin in 60 days. All orders for raw materials and work-in-process for the entire quarter have been placed.
the marketing and sales
|
Total |
Per Unit |
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Manufacturing Costs |
$ 58.00 |
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Distribution and Storage |
32.00 |
|
Sales and Administrative |
48.00 |
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Price per Unit |
$ 159.95 |
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All other cost categories equal $5 per unit, leaving a pretax profit of 13.04%. |
working the CHALLENGE
The president and CEO of GTNT is aware that the company needs expert assistance to get through this production challenge. Assume that your team is a team of industry experts for a reputable consulting firm that has been brought in to help solve the problem.
Analysis of the situation reveals that you can add a third shift and work all shifts 6 days per week to get production up to 30,000 units per month. You must also rent an off-site facility to achieve this level of production. Initiation of this effort will increase total production costs by 63%.
Through your contacts in the manufacturing industry, you have located two small manufacturing companies that can meet the 15,000 unit per month shortfall for the quarter. Subcontractor A requires 45 days to ramp up for production with a total production cost of $84 per unit. All other cost categories remain the same. Subcontractor B requires a 35-day lead-time with a total production cost of $90 per unit. All other cost categories remain the same. Quality standards can be met by each of the subcontractors.
You are charged with meeting 45,000 units per month (or 135,000 units for the quarter) as your actual demand, even though the marketing department may have mistaken the demand target to only be 15,000 units per month (or 45,000 units for the quarter).
As consultants and industry experts, your assignment is to prepare a written recommendation to the president and CEO on how to meet the production and sales requirement of 45,000 units per month for the first quarter while preserving the good reputation of the company and minimizing losses due to the faulty sales forecast.
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