One unit of A is made of two units of B, three units of C, and two units of D. B is composed of one unit of E and two units of F. C is made of two units of F and one unit of D. E is made of two units of D. Items A, C, D, and have one-week lead times; B and E have lead times of two weeks. Lot-for-lot (L4L) lot sizing is used for Items A, B, C, and D; lots of size 60 and 200 are used for Items E and F, respectively. Item C has an on-hand (beginning) inventory of 10; D has an on-hand inventory of 50; all other items have zero beginning inventories. We are scheduled to receive 20 units of Item E in Week 2; there are no other scheduled receipts. If 20 units of A are required in Week 8: c. Draw the low-level-code bill-of-materials here. d. Develop an MRP table in excel.
Critical Path Method
The critical path is the longest succession of tasks that has to be successfully completed to conclude a project entirely. The tasks involved in the sequence are called critical activities, as any task getting delayed will result in the whole project getting delayed. To determine the time duration of a project, the critical path has to be identified. The critical path method or CPM is used by project managers to evaluate the least amount of time required to finish each task with the least amount of delay.
Cost Analysis
The entire idea of cost of production or definition of production cost is applied corresponding or we can say that it is related to investment or money cost. Money cost or investment refers to any money expenditure which the firm or supplier or producer undertakes in purchasing or hiring factor of production or factor services.
Inventory Management
Inventory management is the process or system of handling all the goods that an organization owns. In simpler terms, inventory management deals with how a company orders, stores, and uses its goods.
Project Management
Project Management is all about management and optimum utilization of the resources in the best possible manner to develop the software as per the requirement of the client. Here the Project refers to the development of software to meet the end objective of the client by providing the required product or service within a specified Period of time and ensuring high quality. This can be done by managing all the available resources. In short, it can be defined as an application of knowledge, skills, tools, and techniques to meet the objective of the Project. It is the duty of a Project Manager to achieve the objective of the Project as per the specifications given by the client.
a.
| Period | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | |
| Item A | Gross requirements | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 20 |
| OH = 0 | Scheduled receipts | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| LT = 1 | Projected on hand | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| SS = 0 | Net requirements | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 20 |
| Q = L4L | Planned order receipts | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 20 |
| Planned order releases | 0 | 0 | 0 | 0 | 0 | 0 | 20 | 0 | |
| Item B | Gross requirements | 0 | 0 | 0 | 0 | 0 | 0 | 40 | 0 |
| OH = 0 | Scheduled receipts | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| LT = 2 | Projected on hand | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| SS = 0 | Net requirements | 0 | 0 | 0 | 0 | 0 | 0 | 40 | 0 |
| Q = L4L | Planned order receipts | 0 | 0 | 0 | 0 | 0 | 0 | 40 | 0 |
| Planned order releases | 0 | 0 | 0 | 0 | 40 | 0 | 0 | 0 | |
| Item C | Gross requirements | 0 | 0 | 0 | 0 | 0 | 0 | 60 | 0 |
| OH = 10 | Scheduled receipts | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| LT = 1 | Projected on hand | 10 | 10 | 10 | 10 | 10 | 10 | 0 | 0 |
| SS = 0 | Net requirements | 0 | 0 | 0 | 0 | 0 | 0 | 50 | 0 |
| Q = L4L | Planned order receipts | 0 | 0 | 0 | 0 | 0 | 0 | 50 | 0 |
| Planned order releases | 0 | 0 | 0 | 0 | 0 | 50 | 0 | 0 | |
| Item E | Gross requirements | 0 | 0 | 0 | 0 | 40 | 0 | 0 | 0 |
| OH = 0 | Scheduled receipts | 0 | 20 | 0 | 0 | 0 | 0 | 0 | 0 |
| LT = 2 | Projected on hand | 0 | 20 | 20 | 20 | 40 | 40 | 40 | 40 |
| SS = 0 | Net requirements | 0 | 0 | 0 | 0 | 20 | 0 | 0 | 0 |
| Q = 60 | Planned order receipts | 0 | 0 | 0 | 0 | 60 | 0 | 0 | 0 |
| Planned order releases | 0 | 0 | 60 | 0 | 0 | 0 | 0 | 0 | |
| Item F | Gross requirements | 0 | 0 | 0 | 0 | 80 | 100 | 0 | 0 |
| OH = 0 | Scheduled receipts | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| LT = 1 | Projected on hand | 0 | 0 | 0 | 0 | 120 | 20 | 20 | 20 |
| SS = 0 | Net requirements | 0 | 0 | 0 | 0 | 80 | 0 | 0 | 0 |
| Q = 200 | Planned order receipts | 0 | 0 | 0 | 0 | 200 | 0 | 0 | 0 |
| Planned order releases | 0 | 0 | 0 | 200 | 0 | 0 | 0 | 0 | |
| Item D | Gross requirements | 0 | 0 | 120 | 0 | 0 | 50 | 40 | 0 |
| OH = 50 | Scheduled receipts | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| LT = 1 | Projected on hand | 50 | 50 | 0 | 0 | 0 | 0 | 0 | 0 |
| SS = 0 | Net requirements | 0 | 0 | 70 | 0 | 0 | 50 | 40 | 0 |
| Q = L4L | Planned order receipts | 0 | 0 | 70 | 0 | 0 | 50 | 40 | 0 |
| Planned order releases | 0 | 70 | 0 | 0 | 50 | 40 | 0 | 0 |
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