to work | Aggregate planning | A process to develop tactical plans to support the organization’s business plan. Aggregate planning usually includes the development, analysis, and maintenance of plans for total sales, total production, targeted inventory, and targeted customer backlog for families of products. The production plan is the result of the aggregate planning process. Two approaches to aggregate planning exist:1) production planning and 2) sales and operations planning, sales plan. |
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ACCT 6610 Group Assignment Analysis of ExxonMobile Inventories Obtain a copy of ExxonMobil’s 2011 10-K, which was filed with the SEC on February 24, 2012. According to ExxonMobile’s description of their business, “ExxonMobil is a major manufacturer and marketer of commodity petrochemicals, including olefins, aromatics, polyethylene and polypropylene plastics and a wide variety of specialty products. ExxonMobil also has interests in electric power generation facilities.” Using information
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1. Describe the importance of inventory management as it relates to the Farmers Restaurant. In addition to inventory management being important to Farmers Restaurant, it is important to business in general. Since Farmers Restaurant is a full-service restaurant, it must have effective management with its inventories in order to properly serve its customers. It is important for that to be the case so that there will be desirable customer satisfaction and customer return. In the case that customers
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However, the choices are tough with a handful of products and the high cost of customized solutions. This Infosys paper outlines some ideas on selecting the right option. [2] "Inventory", to many small business owners is one of the more visible and tangible aspects of doing business. Raw materials, goods in process and finished goods all represent various forms of inventory. Each type represents money tied up until the inventory leaves the company as purchased products. Likewise, merchandise
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Ordering cost=$16/unit Demand per year=32x52=1664 *D=demand,Q=quantity,Oc=Ordering cost,P=Price. EOQ=>Ordering cost= Carrying cost=>(D/Q) x Oc=(Q/2) x P x 23%=>1664/Qx16=(Q/2) x 18 x 23%=>114 A) When Q=EOQ=114, Ordering cost=1664/114x16=$233.54 Carrying cost=(114/2) x18 x23%=$235.98 Therefore total cost= Ordering cost + Carrying cost=234+236=$469.52 B) When Q= 64, Ordering cost = 1664/64x16=$416 Carrying cost = (64/2) x 18 x 23%=$132.48 Therefore Total cost= Ordering
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Case 1-1 Prepared by Chien-Chih Liu for Professor C. E. Reese in partial fulfillment of the Requirements for ACC 770 – Managerial Accounting School of Business/ Graduate studies St. Thomas University Miami Gardens, FL Term A2/ spring, 2011 `March 19, 2011 Table of Contents Issues..........................................................................................................................................3 Facts...........................................................
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major factors that affect location decisions. COSTS We can divide location costs into two categories, tangible and intangible. Tangible costs are those costs that are already identifiable and precisely measured. For example, utilities, labor, material, taxes, depreciation, and other costs that the accounting department and management can identify, transportation of raw materials, transportation of finished goods and site construction. Intangible costs are less easily quantified. For example, quality
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Cost of Artwork Sold and Inventory. The ASC 330-10-30-10 said that “The cost to be matched against revenue from a sale may not be the identified cost of the specific item which is sold, especially in cases in which similar goods are purchased at different times and at different prices.” The ASC 330-10-30-9 said that “Cost for inventory purposes may be determined under any one of several assumptions as to the flow of cost factors, FIFO, average, and last-in first-out LIFO.” Under this code said
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able to: 1. Describe the nature of the operations and materials management process and explain how it can create a competitive advantage for a company. 2. Identify the five main components of operations and materials management costs and the methods companies use to reduce them. 3. Differentiate between the three major kinds of operating systems companies use to produce goods and services. 4. Understand the way total quality management can significantly improve
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Contents CHAPTER: ONE INTRODUCTION OF THE PROJECT………………………….1-4 CHAPTER: TWO INTRODUCTION OF THE ORGANIZATION……..…………5-9 CHAPTER: THREE CAPITAL STRUCTURE ANALYSIS………………………….10-15 Fixed Assets……………………………………………………….10-12 Inventories…………………………………………………………12-15 CHAPTER: FOUR ANALYSIS OF ASSETS…………………………………………..16-18 CHAPTER: FIVE CASH FLOW ANALYSIS………..………………………………19-26 CHAPTER: SIX FINANCIAL RATIO ANALYSIS…...............................27-28 CHAPTER: SEVEN
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