...Parts Emporium, Inc, is a wholesale distributor of automobile parts formed by two disenchanted auto mechanics, Dan Block and Ed Spriggs. Originally located in Block’s garage, the firm showed slow but steady growth for 7 years before it relocated to an old, abandoned meat-packing warehouse on Chicago’s South Side. With increased space for inventory storage, the company was able to begin offering an expanded line of auto parts. This increased selection, combined with the trend toward longer car ownership, led to an explosive growth of the business. Fifteen years later, Parts Emporium was the largest independent distributor of auto parts in the north central region. Recently, Parts Emporium relocated to a sparkling new office and warehouse complex off Interstate 55 in suburban Chicago. The warehouse space alone occupied more than 100,000 square feet. Although only a handful of new products have been added since the warehouse was constructed, its utilization increased from 65 percent to more than 90 percent of capacity. During this same period, however, sales growth stagnated. These conditions motivated Block and Spriggs to hire the first manager from outside the company in the firm’s history. It is June 6, Sue McCaskey’s first day in the newly created position of materials manager for Parts Emporium. A recent graduate of a prominent business school, McCaskey is eagerly awaiting her first real-world problem. At approximately 8:30A.M., it arrives in the form of status reports on...
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...Parts Emporium Inc. managed to transform itself from doing business out of a garage to becoming the largest independent distributor of auto parts in the north central region. In the past period, inventory capacity rose from 65% to 90% and sales growth has stagnated causing Parts Emporium to hire an outside manager to figure out where the problem lies. Parts Emporium Inc. is currently facing numerous problems in relation to their inventory system. Each problem could be considered both short-term and long-term because both problems need focus immediately but may take an extended period of time to furnish. The first problem is in relation to their customer service department. The customer service department puts orders on backorder that are not immediately filled from stock. This mistake is leading to 10% of the demand being lost to competitors. The next problem is the need to change the inventory management system. When the new manager, McCaskey, requested inventory and customer service data from the warehouse, several areas did not have inventory records. Without a full functioning system in place that takes inventory of all the products in the warehouse, there is no way to tell where money is being lost and how to rectify the situation. Two alternatives the managers of Part Emporium Inc. should consider are two different inventory systems. First, a continuous review inventory system uses an items SKU, or stock-keeping unit to determine when it is time to reorder...
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...the questions answered for the parts emporium case study. www.coursehero.com/.../7103887-I-need-the-questions-answered-for-th... I need assistance with the following case study. Short answer form is fine. Read the case study Parts Emporium 10-1 and thoroughly answer the questions at the ... [DOC] Case Assignment Consider the case study "Parts Emporium" at the ... site.iugaza.edu.ps/iismail/files/Case-Assignment.docx Case Assignment, Consider the case study "Parts Emporium" at the end of chapter 12: inventory management. Due Date, To be submitted by Sunday, 1/4/2012. Free Case Parts Emporium Essays 1 - 30 Anti Essays www.antiessays.com/topics/case-parts-emporium/0 Get access to Case Parts Emporium Essays only from Anti Essays. Listed Results 1 - 30. Get studying today and get the grades you want. Only at. Free Essays on Parts Emporium Case Study 31 - 60 Anti Essays www.antiessays.com/topics/parts-emporium-case-study/30 Get access to Parts Emporium Case Study Essays only from Anti Essays. Listed Results 31 - 60. Get studying today and get the grades you want. Only at. ALLIS CHALMERS, CASE items in Equipment Parts Emporium store ... stores.ebay.com.my › eBay Stores Buy Equipment Parts Emporium, ALLIS CHALMERS items on eBay. Find a huge selection of CASE, CATERPILLAR, CLEVELAND items and get what you want ... My life in a blog: Parts Emporium, Operations Case = pain akilliano.blogspot.com/2006/.../parts-emporium-operations-case-pain.ht... Sep 19, 2006 - i am...
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...CASE PARTS EMPORIUM It is June 6, Sue McCaskey’s first day in the newly created position of materials manager for Parts Emporium. A recent graduate of a prominent business school, McCaskey is eagerly awaiting her first real-world problem. At approximately 8:30 A.M. it arrives in the form of status reports on inventory and orders shipped. At the top of an extensive computer printout is a handwritten note from Joe Donnell, the purchasing manager: “Attached you will find the inventory and customer service performance data. Rest assured that the individual inventory levels are accurate because we took a complete physical inventory count at the end of last week. Unfortunately, we don’t keep compiled records in some of the areas as you requested. However, you’re welcome to do so yourself. Welcome aboard!” A little upset that aggregate information is not available, McCaskey decides to randomly select a small sample of approximately 100 items and compile inventory and customer service characteristics to get a feel for the “total picture.” The results of this experiment reveal to her why Parts Emporium decided to create the position she now fills. It seems that the inventory is in all the wrong places. Although there is an average of approximately 60 days of inventory, customer service is inadequate. Parts Emporium tries to backorder the customer orders not immediately filled from stock, but some 10 percent of demand is being lost to competing distributorships. Because stockouts are costly...
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...accounts in Minnesota—Lloyd’s, Inc., of Minneapolis and The Emporium department store in St. Paul. He therefore brought the credit folders of these two customers to the attention of Watt Ralphson, the credit manager of Quality Furniture. The Quality Furniture Company had its headquarters in Scranton, Pennsylvania, and manufactured a limited line of high-quality home furniture for distribution to department stores, independent home furnishing retailers, and regional chains. Lloyd’s retailed quality home furnishings from three locations—one in the downtown section of Minneapolis and the others in nearby suburban areas. Sales were somewhat seasonal, with a slight downturn in the midsummer months and a slight upturn during the December holiday season. Lloyd’s sales were approximately 75% for cash or credit cards and 25% on six-month installment terms. Installment terms called for 25% down and the balance in equal monthly payments over a sixmonth period. Lloyd’s had been established as a partnership and was later incorporated. In June 1991, two of the four original partners sold their shares in the company to the two remaining owners. Lloyd’s had been a customer of Quality Furniture for over 30 years and had previously handled its affairs in a most satisfactory manner. The Emporium was a comparatively new customer of Quality’s, having established an account in 1983. A medium-sized department store in downtown St. Paul, The Emporium was well-known for its extensive lines of home furnishings...
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...Chapter 13: Parts Emporium* A. Synopsis This case describes the problems facing Sue McCaskey, the new materials manager of a wholesale distributor of auto parts. She seeks ways to cut the bloated inventories while improving customer service. Backorders with excessive lost sales are all too frequent. Inventories were much higher than expected when the new facility was built, even though sales have not increased. Summary data on inventory statistics, such as inventory turns, are not available. McCaskey decides to begin with a sample of two products to uncover the nature of the problems—the EG151 exhaust gasket and the DB032 drive belt. B. Purpose The purpose of this case is to allow the student to put together a plan, using either a continuous review system (Q system) or a periodic review system (P system), for two inventory items. Enough information is available to determine the EOQ and R for a continuous review system (or P and T for a periodic review system). Because stockouts are costly relative to inventory holding costs, a 95 percent cycle-service level is recommended. Inventory holding costs are 21 percent of the value of each item (expressed at cost). The ordering costs ($20 for exhaust gaskets and $10 for drive belts) should not be increased to include charges for making customer deliveries. These charges are independent of the inventory replenishment at the warehouse and are reflected in the pricing policy. C. Analysis We now find appropriate policies for a Q...
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...we have used some basic theories like 4P’s, STP concept, SWOT analysis etc.It also involves with some basic information of Café Italiano. This report contains a brief analysis about the 4P’s & STP concept adopted by the café. It also contains the things that are affecting directly or indirectly this café. Finally the report contains some necessary recommendations for this cafe about their activities, improvements and analysis. 2.Introduction 2.1 Background of Study: This Term paper has been prepared as a requirement of the Marketing practice program of The course MKT-101 of East west university instructed by Husna Ara mam. Our team is very glad to get the opportunity to accomplish the practical study about Bay Emporium. We visited Bay Emporium on 24 July 2014, for marketing practices limelight on 4 p’s and STP concept. These marketing practices of Bay Eporium enriched our knowledge about the marketing strategy of this prominent Shoe Brand as well as the other Shoe Brand of our country. We able to knew some important marketing strategy of this Shoe Brand. we launched a survey to know some information...
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...around country. MYDIN business activity is in retailing and wholesaling. The products range from food line, household, soft-lines and hard-lines items. Hard-line products include hardware, electrical, stationery, porcelain and toys. Whilst soft-line comprises of textiles and fabrics products. Food line includes confectionery, drinks and beverages, delicatessen and dairy products. In their early years of operations, MYDIN’s focus has always been in the non-food sector until they bought over the first supermarket in Selayang in 1997. Each of the branches has their own business category, based on the capacity of goods traded. The category comprises hypermarket, emporium, minimarket, convenience shop, franchise store and bazaar. Currently, MYDIN operates more than 90 outlets nationwide inclusive of 20 hypermarkets, 16 emporiums, 3 bazaars, 49 minimarkets (MyMydin), 10 convenience shops (MyMart) and 6 franchise outlets (Mydin Mart). Each of the hypermarkets is located in MYDIN Mall. Above all, MYDIN operates its business based on ‘Halal’ concepts and stresses on honesty, sincerity and good discipline in all aspects of its business. 2.0 CONCEPTS AND STRUCTURE OF MIS 2.1 MIS IN BUSINESS 2.1.1 Transaction Processing Systems Transaction Processing Systems (TPS) are responsible for serving the operational level of this organization. Examples of some TPS systems would include: * Recording payments received for goods and services. * Placing orders for products or services...
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...Course Name : Operations Management Course Code : GSM 5113 Credit : 3 (3+0) Semester/Trimester : Second Trimester 2012/2013 Pre-Requisite : None Course Objectives : The course has several objectives: • Introducing the functional area of operations and demonstrating how operations interface with an organization’s other functional areas. • Highlighting the various issues and problems that traditionally arise in the management of operations within both manufacturing and service organizations. • Building a familiarity with the terminology, modeling, and methodology often employed in the operations function. • Presenting recent technological advances that directly affect operations management. Synopsis : Operations management goes by many names: Production, Production Management, or simply Operations. For our purposes we will define it as the production and delivery of goods and services. It encompasses designing the product and its accompanying production process, acquiring and organizing the necessary resources, and planning and executing production. With such a broad scope, the operations function plays an integral role in the ability of an organization to achieve its goals. A well-trained manager must be familiar and conversant with the many issues and concepts that arise within this functional area. In this course we will study the management...
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...Assignment 4: The Hair Emporium Chain Management and Franchising Decide on the types of accounting and financial records that Rolando and Rosa should and should not share with their franchisees. Provide a rationale with your response. The operating profit is the profit that a company makes from its primary business activity. The firm's balance sheet reflects the operating profit. Because firms can make a profit from a variety of sources, including investments, understanding how much operating profit the primary business makes gives an accurate picture of the company's success at delivering its particular product or service. Can determine the operating profit by looking at the difference between the operating revenue, or how much money the company makes from its main business activity, and its operating costs. The cash flow statement shows where a company receives its cash, and how it spends it. Understand that the cash flow of a company changes rapidly as the business ebbs and flows, and the cash flow statement reflects the change from one statement to another. Revenue the company receives from customers, revenue from investment sales and money that comes into the business from loans are all sources of cash inflow reflected on the cash flow statement. Outflows of cash can include cost of goods sold, depreciation, purchases of machinery or buildings and loan payments. An owner's equity statement gives a picture of the changes that occur in an investor's ownership...
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...4 2.2 Warehouse Recordkeeping System 5 2.3 Development Change to Improve IT System 5 3.0 LEADERSHIP IN MYDIN 6 3.1 Four Factors of Transformational Leadership 6 4.0 CUSTOMER SATISFACTION IN MYDIN 8 5.0 KEY PERFORMANCE INDICATOR 13 5.1 Balanced Scorecard 13 6.0 SWOT ANALYSIS 18 7.0 TOW MATRIX 27 8.0 RECOMMENDATIONS 28 9.0 CONCLUSION 30 1.0 CORPORATE OVERVIEW 1.1 Company Profile Mydin is a Malaysian chain of hypermarket, supermarket and emporiums. MYDIN was incorporated on 23 July 1991 under Companies Act 1965, as a private limited company under the name of Melati Makmur Sdn Bhd. On 17 January 1992, the Company changed its name to MYDIN MOHAMED & SONS SDN BHD. On 25 June 2001, the company became MYDIN MOHAMED HOLDINGS SON BHD and is presently known as MYDIN MOHAMED HOLDINGS BHD which is a family business. MYDIN business activity is in retailing and wholesaling. Each branch has their own business category, based on the capacity of goods traded. The categories comprise hypermarket, emporiums, mini market, convenient shops, franchise stores and bazaar. Currently, MYDIN operates 90 outlets nationwide. With the motto “Why pay more, buy at wholesale price”, MYDIN willing to listen to their customers and provide the best services in respect to fulfill public interest. In the other sides, MYDIN strategically meets their suppliers or vendors by working with them on a “win-win” situation through build good relationship with them. The products range from...
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...be viewed as occurring in the ordinary course of the taxpayer’s business or income earning activities. To determine whether the proceeds are income, as distinct from a capital receipt, regard should be had to all of the facts of the particular case, since no one fact is likely to be conclusive. In particular, the following facts need to be considered: 1. The business or profession of the taxpayer. If his or her business or profession is such that such disposals are reasonably incidental to the conduct of such a business or profession, the lump sum is more likely to be viewed as income; the periodicity, regularity and repetition of such contracts. If contracts for the disposal of copyright are frequently entered into, it is more likely that the payment is income and not the mere realisation of a capital asset; and the existence of a profit motive. If the taxpayer’s substantial or dominant purpose in disposing of the copyright was to derive a profit, the receipt is more likely to be income. However, if the taxpayer is carrying on a business, and the receipt is extraordinary when judged in relation to the ordinary course of that business, the receipt may still be income if the principle in Federal Commissioner of Taxation v. Myer Emporium Ltd 87 ATC 4363 applies. 2. The receipt may constitute income even though it arises from an isolated business transaction, if the taxpayer is already conducting a business and the taxpayer’s intention or purpose in entering the transaction was to...
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...Williams-Sonoma continues with its present strategies and objectives, where will it be in five years? As said by Rouse (2005) author of the Williams-Sonoma case study, Williams-Sonoma uses the diversification growth strategy. According to the text with this strategy the company expands product lines by moving into other industries (Wheelen & Hunger p. 208 par. 4). Initially Williams-Sonoma “opened its first store in 1956, selling a small array of cookware imported from France. Since then, the brand has expanded to hundreds of products from around the world, more than 250 stores nationwide, a direct-mail business that distributes millions of catalogs a year, and a highly successful e-commerce site” (Williams-Sonoma par. 2). Williams-Sonoma current lines include: Williams-Sonoma, Pottery Barn, Pottery Barn Kids, PB Teen, Hold Everything, West Elm, and William Sonoma Home. (Rouse p. 1 par. 1). If the company continues to grow and delve into other innovations and markets it will have large market shares within the next five years. Due to the nationwide economic decline the company may suffer or face some difficulties caused by its high prices that only target the wealthier. Consumers may began to be more conservative in their spending and looking towards cheaper home good alternatives such as the competitors listed in the case study: Crate & Barrel, Restoration Hardware, Pier 1 Imports, and The Bombay. If the company continues to focus on its current stores it will be successful...
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...INTERNATIONAL CENTRE OF LEADERSHIP (ICLIF) - 2009 Case 1: Mydin Mohamed Holding Bhd “MYDIN TRANSFORMATION FOCUS: LEADERSHIP AND ORGANIZATIONAL CHANGE” You won’t go wrong shopping at Mydin Wholesale store, Where you can spend much less and take home much more, Whether rich or poor, we have merchandise just for you, We have the off brands and the name brand too Poem dedicated to Mydin, From a small family business to emporium, it is now going into the hypermarket chain system. MYDIN is not just an ordinary competitor to all local retailing companies. Other big players in the local retail industry are owned by foreign entities such as Carrefour, Jusco, Tesco and Giant. These foreign-owned megastores cannot treat the existence of MYDIN lightly, and has to accept that MYDIN is an aggressive and progressive local retailer that is slowly eroding their market share in the retail industry. Today, MYDIN is known to Malaysians not only for its value for money merchandise, but has a premium brand amongst customers as well as local manufacturers. The local manufacturers have found a conducive and appropriate avenue to channel their products. What or who have made MYDIN into what it is today? What are the factors that over the years have transformed this hawker business into a retail chain that is to be reckoned with by the big boys? Who drives this transformation process? COMPANY HISTORY The company started with a humble beginning. Well before the independence...
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...139 Part 2 Costs and Decision Making Chapter 5 Cost Behavior and Relevant Costs Chapter 6 Cost-Volume-Profit Analysis and Variable Costing Chapter 7 Short-Term Tactical Decision Making Chapter 8 Long-Term (Capital Investment) Decisions 140 Chapter 5 Cost Behavior and Relevant Costs Chapter 5 U 141 Cost Behavior and Relevant Costs nderstanding the behavior of costs is of vital importance to managers. Understanding how costs behave, whether costs are relevant to specific decisions, and how costs are affected by income taxes allows managers to determine the impact of changing costs and other factors on a variety of decisions. This chapter introduces concepts and tools that will be used in Chapters 6 through 8. Chapter 5 begins with a definition of cost behavior and illustrates the concepts of fixed costs, variable costs, and mixed costs. Next, the chapter revisits the concept of relevant costs (introduced in Chapter 1) as it applies to variable and fixed costs. The chapter also describes the impact of income taxes on costs. Learning Objectives After studying the material in this chapter, you should be able to: 1 Describe the nature and behavior of fixed, variable, and mixed costs Analyze mixed costs using regression analysis and the high/low method 2 Distinguish between relevant and irrelevant costs and apply the concept to decision making 3 Illustrate the impact of income taxes...
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