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10 Day
Demand Frequency Proportion
0 1 0.00 0.45
1 1 0.10
2 4 0.40
3 2 0.20 0.30
4 2 0.20
5 1 0.10
0.15
1000 Day
Demand Count Proportion
0.00
0 49 0.05 0 1
1 93 0.09
2 204 0.20 -0.15
3 283 0.28
4 210 0.21
5 158 0.16
𝑙+𝑆ℎ𝑖𝑓𝑡+𝐸𝑛𝑡𝑒𝑟
0.45
0.30
10 Day
0.15 1000 Day
'harry''s auto tire
shop'!#
0.00
0 1 2 3 4 5
-0.15
Port of New Orleans
Avg Profit
Profit Made Programs 2500 Made Programs 2600
$ 2,920 1 2880 1 2840
$ 3,120 2 2900 2 2940
$ 3,120 3 2960 3 2980
$ 3,120 4 2880 4 2920
$ 2,920 5 2860 5 2900
$ 2,720 6 2900 6 2980
$ 2,720 7 2880 7 2920
$ 2,520 8 2940 8 2900
$ 3,120 9 2960 9 3000
$ 3,120 10 2920 10 2900
AVG 2908 AVG 2928
$ 2,940
Three Hills Power Company
Repair salary
DT cost
Time Time Repair Repair Repair
Between Breakdown Starts Time Ends
2 2 2 2 4
2.5 4.5 4.5 2 6.5
2.5 7 7 3 10
1.5 8.5 10 2 12
2 10.5 12 1 13
1.5 12 13 1 14
3 15 15 2 17
3 18 18 2 20
2.5 20.5 20.5 1 21.5
2.5 23 23 1 24
1.5 24.5 24.5 3 27.5
2 26.5 27.5 2 29.5
1.5 28 29.5 1 30.5
2.5 30.5 30.5 2 32.5
1.5 32 32.5 2 34.5
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average
s to take either have a 0 inventory of the difference of initial invenotry and demand, this keeps
Order Quantity
10
Units Initial Demand Final Lost
Received Inventory Inventory Sales
0 10 1 9 0
0 9 3 6 0
0 6 3 3 0
0 3 2 1 0
0 1 3 0 2
10 10 3 7 0
0 7 3 4 0
0 4 3 1 0
0 1 3 0 2
10 10 3 7 0
2 6.1 2.7 3.8 0.4
Order Quantity
10
Units Initial Demand Final Lost
Received Inventory Inventory Sales
try and demand, this keeps us frome having a negative inevntory
Reorder Point CO CH CS
5 10 0.03 8
Inventory Lead Days Order Holding Stockout
<=Reorder point? Time Out Cost Cost Cost
FALSE 0 0 0 0.27 0
FALSE 0 0 0 0.18 0
TRUE 3 3 10 0.09 0
TRUE 0 2 0 0.03 0
TRUE 0 1 0 0 16
FALSE 0 0 0 0.21 0
TRUE 3 3 10 0.12 0
TRUE 0 2 0 0.03 0
TRUE 0 1 0 0 16
FALSE 0 0 0 0.21 0
0.6 1.2 2.00 0.11 3.20
Reorder Point CO CH CS
5 10 0.03 8
Order Lead Days Order Holding Stockout
Time Out Cost Cost Cost
Total
Cost
0.27
0.18
10.09
0.03
16
0.21
10.12
0.03
16
0.21
5.31
Total
Cost