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Supply Chain Management Help

Supply Chain Management (SCM) is a critical component of business operations that integrates all the processes involved in the production and distribution of goods and services. From procurement of raw materials to delivering the final product to the consumer, SCM ensures efficiency and cost-effectiveness throughout the entire supply chain. Our Supply Chain Management Homework Help service is designed to provide students with comprehensive support in understanding and solving complex SCM assignments and projects.

Key Objectives of Supply Chain Management

The primary goals of Supply Chain Management include:

Enhancing Efficiency: Streamlining operations to reduce costs and improve productivity.
Improving Quality: Ensuring the quality of products and services remains high throughout the supply chain.
Increasing Customer Satisfaction: Delivering products and services promptly to meet customer expectations.
Optimizing Inventory Management: Maintaining optimal inventory levels to meet demand without overstocking or stockouts.

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Logistics and Distribution Management
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Risk Management in Supply Chains
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Supply Chain Management is pivotal for businesses aiming to sustain competitiveness and adaptability in a dynamic market. Effective SCM practices lead to:

Cost Reduction: Lowering expenses through efficient management of resources.
Agility: Enhancing the ability to respond swiftly to market changes and customer demands.
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Recently Asked Supply Chain Management Questions

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Q1:/nCase studies should be formatted according to APA guidelines for an executive summary. ili. Case Study Sports of All Sorts produces, distributes, and sells high-quality handcrafted skateboards. Its supply chain consists of three factories that produce the skateboards (located in Kansas City, Houston, and Los Angeles). The skate-boards must be shipped from the factories to one of four distribution centers, or DCs, located in lowa, Maryland, Idaho, and Arkansas. Because of differences in labor rates, the processing and handling charge at each DC is different. Each distribution center can process (repackage, mark for sale, and ship) at most 55,000 skateboards per year. Skateboards are then shipped from the distribution centers to retailers. Sports of All Sorts supplies three major U.S. retailers: Just Sports, Sports 'N Stuff, and The Sports Dude. The following tables display the per unit costs for shipping skateboards between the factories and DCs and for shipping between the DCs and the retailers. • Skateboards (Excel File) Directions Respond in detail to each question. Review the rubric prior to responding. Prepare a managerial report as described below. Sports of All Sorts needs to forecast the demand at each of its four retail locations for next year, and then plan how to produce and distribute its product from the factories through the DCs were born for this to the retailers. In the Excel data, add another factory and set its capacity in a range between minimum and maximum capacities of other factories, use the city where new factory's location. Add a row for shipping costs from this new factory adequately adjusted to the distances between and the DCs. The attached files contain five tabs: Plant Capacities, Transportation Costs, DC Capacities, DC Processing Costs, and Historical Demand. 1. Use simple linear regression to forecast the demand for the next year. Round your forecast to the nearest one thousand units (e.g., if your forecast is 12,303, round to 12,000 for use for the next question. 2. Plot regression model (trend lines) on scatter plots for each retailer. 3. Using the demand prediction construct a What-if spreadsheet in Excel to describe the shipping and processing costs if the number of skateboards to be produced in each factory, the number of skateboards then to be shipped to each DC and the number of shipped skateboards to each retailer are given. 4. Solve the linear programming model using Solver Add-in in Excel. In your report include the following: A. All the optimization variables listed in 3. B. What is the total cost of shipping and processing? C. Which factories are planned to use all of their capacity? D. Which distribution centers will use all of their capacity?See Answer
Q2: Assignment Instructions: Think about your own purchase behaviour. How important are each of the five value dimensions-cost, quality, delivery, agility, and innovation-to the decisions you make? Explicitly weigh each value dimension. Be sure your weights add up to 1.0. Discuss your thought process for weighing each value dimension? Under what circumstances would you change your weightings? How does your analysis of this point inform service system design? WORD LIMIT 200 words, APA formatSee Answer
Q3: Kingdom of Saudi Arabia Ministry of Education Saudi Electronic University For Instructor's Use only Instructor's Name: Students' Grade: Marks Obtained/Out of 10 ● College of SAUDI ELECTR ● ● الإلكترونية . السعودية الجامعة ال Course Name: Introduction to Operations Management Course Code: MGT 311 Semester: Second UNIVERSITY المملكة العربية السعودية وزارة التعليم الجامعة السعودية الإلكترونية NICUstrative and Financial Sciences Assignment 1 Introduction to Operations Management (MGT 311) Student's Name: Student's ID Number: CRN: General Instructions – PLEASE READ THEM CAREFULLY The Assignment must be submitted on Blackboard (WORD format only) via allocated folder. Academic Year: 2023-24-2nd Level of Marks: High/Middle/Low Assignments submitted through email will not be accepted. Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page. Students must mention question number clearly in their answer. Late submission will NOT be accepted. Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions. All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism). Submissions without this cover page will NOT be accepted. Learning Outcomes: ● Understand fundamental supply chain management concepts. Apply knowledge to evaluate and manage an effective supply chain. Understand the foundational role of logistics as it relates to transportation and warehousing. How to align the management of a supply chain with corporate goals and strategies. Go through the given case scenario Choose an organization operating in any part of the globe (preferably a super market, hyper market chain (or) a fast-food industry or an electronics equipment manufacturer/distributor, automobile manufacturer or automotive parts or retail products / services. The organization that you choose should either manufacture or market or distribute some products / services. The competition in these businesses majorly depends upon price, quality, timely delivery and service (which are core aspects of Supply Chain Management). Hence there is immense pressure on all the organizations in these businesses to keep the four aspects mentioned to their supreme best. As these businesses are the most emerged industries in the recent past, the supply chain has seen huge transformations. These businesses are getting to the maturing stage and so as the transformations in the supply chain management of these business become more and more competitive, the customer gets only the best products / service. Note: In case your chosen organization is operating in many countries and deals with many products, it is enough you consider the operations in any one country and indicate some materials that are part of the business and select 2 or 3 materials out of them for providing answers to the questions given below. Students can make use of graphs, tables, illustrations, maps, pictures, images to add clarity to your answers. 1. Examine and evaluate your chosen organization's Supply Chain, describe its basic working, strategy used by them, key drivers for achieving an integrated supply chain. What is the SCM model used? (2MM) 2. Go through the typical Working of the chosen Organization's logistics process, Is there a role for reverse logistics for your chosen organization's products / services? If there is a role, explain the process that is applicable. (2MM) 3. Analyse and understand the different modes of transportation employed by your chosen organization. Indicate whether the current arrangements are effective. Suggest improvements for making the transportation sustainable and new modes of transportation. (2MM) 4. What is the Warehouse design used by the chosen organization and provide your idea on the appropriate warehouse design that will be suitable for the future. Justify your choice with proper reason. (2MM) 5. Given the nature of the products that you have selected for your chosen organization, what is the type of Inventory management control that your chosen organization should adopt? Give reasons. (2MM) Note: ● You must include at least 5 references. Format your references using APA style. Each answer must not be less than 300 words Answers 1. Answer- 2. Answer- 3. Answer- 4. Answer- 5. Answer-See Answer
Q4:TO/Do Chapter 9 Ethical Dilemma Although buried by mass customization and a proliferation of new products of numerous sizes and variations, grocery chains continue to seek to maximize payoff from their layout. Their layout includes a marketable commodity-shelf space and they charge for it. This charge is known as a slotting fee. Recent estimates are that food manufacturers now spend some 13% of sales on trade promotions, which is paid to grocers to get them to promote and discount the manufacturer's products. A portion of these fees is for slotting, but slotting fees drive up the manufacturer's cost. They also put the small company with a new product at a disadvantage because small companies with limited resources may be squeezed out of the marketplace. Slotting fees may also mean that customers may no longer be able to find the special local brand. Q) Do you think slotting fees are ethical? Why or why not? Be specific and explain. NOTE: If you research this outside of the textbook, you must provide your sources. Word Limit 250 Words Submit AI Free Work BOOK Name: Principles of Operations Management by: Jay Heizer Barry Render Chuck Munson, Eleventh EditionSee Answer
Q5:ASSIGNMENT After reading Chapter 10, Pages 407-440 answer the following questions: NOTE: Your answers must be thorough and provide detailed quality responses with critical thinking, explanation and examples. 1. What are some of the worst jobs you know about? Why are they bad jobs? Why do people want these jobs? 2. What are the differences among job enrichment, job enlargement, job rotation, job specialization, and employee empowerment? 3. What are the five core characteristics of a good job design? 4. Identify four ways in which labor standards are set. 5. How would you classify the following job elements? Are they personal, fatigue, or delay? Explain your answers. a. The operator stops to talk to you. b. The operator lights up a cigarette. c. The operator opens his lunch pail (it is not lunch time), removes an apple, and take an occasional bite. 6. How would you define a good quality of work life? Be specific with examples. NOTE: Need to Write 50 Words For Each Question with the questions it has to be Your answers must be thorough and provide detailed quality responses with critical thinking, explanation and examples.See Answer
Q6:does the store carry? does Sam's Club achieve as a result of this policy? What fill rate does the store achieve? 5. Return to the Sam's Club store in Exercise 4. Assume that the supply lead time from HP is normally distributed, with a mean of 2 weeks and a standard deviation of 1.5 weeks. How much safety inventory should Sam's Club carry if it wants to provide a CSL of 95 percent? CHAPTER 11 Managing Uncertainty in a Supply Chain: Safety Inventory 337 How does the required safety inventory change as the standard deviation of lead time is reduced from 1.5 weeks to zero in intervals of 0.5 weeks? 6. The Gap has started selling theSee Answer
Q7:ucts? Why? transport do you recommend for each of the two p 2. Books-On-Line, an online bookseller, charges its customers a shipping charge of $4 for the first book and $1 for each additional book. The average customer order contains four books Books On-Line currently has one warehouse in Seattle and ships all orders from there. For shipping purposes, Books-On-Line divides the United States into three zones-Western, Central, and Eastern. Shipping cost incurred by Books-On-Line per customer order (average four books) is $2 within the same zone, $3 between adjacent zones, and $4 between nonadjacent zones CHAPTER 13 Transportation in a Supply Chain 413 Weekly demand from each zone is independent and normally distributed, with a mean of 50,000 and a standard deviation of 25,000. Each book costs on average $10, and the holding cost incurred by Books-On-Line is 25 percent. Books-On-Line replenishes inventory every week and aims for a 99.7 percent CSL. Assume a replenishment lead time of one week. A warehouse is designed to carry 50 percent more than the replenishment order + safety stock. The fixed cost of a warehouse is $200,000+ x, where x is its capacity in books. The weekly operating cost of a warehouse is $0.01y, where y is the number of books shipped. Books-On-Line is planning its network strategy. Which zones should have warehouses? Detail all costs involved. 3. A European manufacturer of inSee Answer
Q8:TABLE 5-7 Capacity, Demand, Production, and Transportation Costs for Sunchem United States Germany Japan Brazil India Demand (tons/year) CHAPTER 5 Network Design in the Supply Chain 145 US$ Mark Yen Real Rupee North America 600 1,300 2,000 270 South America Europe Japan Asia 1,200 800 2,200 2,300 190 1,200 1,400 2,100 US$ 1.000 0.502 0.0093 0.562 0.023 1,300 600 2,000 1,700 1,400 300 2,100 2,100 1,000 800 200 120 1,400 1,400 1,300 TABLE 5-8 Anticipated Exchange Rates for 2006 Mark Yen 107.7 1.993 1 1,300. 900 0.0185 1.124 0.046 100 54.07 1 60.65 2.47 Capacity Tons/Year 185 475 50 200 80 Real 1.78 0.89 0.016 1 0.041 Production Cost/Ton $10,000 15,000 marks 1,800,000 yen 13,000 real 400,000 rupees Rupee 43.55 21.83 0.405 24.52 1 along with the cost of producing and shipping an air conditioner to each of the four markets. Where should DryIce build its factories and how large should they be?/nassigned to one home office? Ho pared to allowing multiple offices to handle a single state? 2. DryIce, Inc., is a manufacturer of air conditioners that has seen its demand grow significantly. The company anticipates nationwide demand for the year 2006 to bé 180,000 units in the South, 120,000 units in the Midwest, 110,000 units in the East, and 100,000 units in the West. Managers at DryIce are designing the manufacturing network and have selected four poten- tial sites-New York, Atlanta, Chicago, and San Diego. Plants could have a capacity of either 200,000 or 400,000 units. The annual fixed costs at the four locations are shown in Table 5-6, TABLE 5-6 Production and Transport Costs for Drylce, Inc. New York Atlanta Chicago Annual fixed cost of 200,000 plant Annual fixed cost of 400,000 plant East South Midwest West $6 million $10 million $211 $232 $240 $300 $5.5 million $9.2 million $232 $212 $230 $280 $5.6 million $9.3 million $238 $230 $215 $270 San Diego $6.1 million $10.2 million $299 $280 $270 $225See Answer
Q9:Assume demand from one week to the next to be independent. 7. Epson produces printers for sale in Europe in its Taiwan factory. Printers sold in different countries differ in terms of the power outlet as well as the language of the manuals. Currently, Epson assembles and packs printers for sale in individual countries. The distribu- tion of weekly demand in different countries is normally distributed, with means and stan- dard deviations as shown in Table 11-6. Assume demand in different countries to be independent. Given that the lead time from the Taiwan factory is eight weeks, how much safety inventory does Epson require in Europe if it targets a CSL of 95 percent? Epson decides to build a central DC in Europe. It will ship base printers (without power supply) to the DC. When an order is received, the DC will assemble power supplies, add manuals, and ship the printers to the appropriate country. The base printers are still to be manufactured in Taiwan with a lead time of eight weeks. How much saving of safety inven- tory can Epson expect as a result? 8. Return to the Epson data in Exercise 7. Each printer costs Epson $200, and the holding cost is 25 percent. What saving in holding cost can Epson expect as a result of building the European DC? If final assembly in the European DC adds $5 to the production cost of each printer, would you recommend the move? Suppose that Epson is able to cut the production and delivery lead time from its Taiwan factory to four weeks using good information sys- tems. How much savings in holding cost can Epson expect without the European DC? How much savings in holding cost can the firm expect with the European DC?See Answer
Q10:phone. Discuss the pros 6. Consider a firm such as Dell, with very few production facilities worldwide. List the pros and of this approach and why it may or may not be suitable for the computer industry. ist the pros and consSee Answer
Q11:3. 4. Amazon.com has built new warehouses as it has grown. How does this change affect various cost and response times in the Amazon.com supply chain? ronair and operations equipment from five warehousesSee Answer
Q12:1. How do the location and size of warehouses affect the performance of a firm such as mozon com? What factors should Amazon.com take into account when making this decision?See Answer
Q13:Why? 2. Consider two products with the same margin carried by a retail store. Any leftover units of one product are worthless. Leftover units of the other product can be sold to outlet stores. Which product should have a higher level of availability? Why? 3. A firm improviSee Answer
Q14:Discussion: Some companies (think Amazon, Ikea, Walmart, and Zara) have used logistics to redefine the competitive rules-and customer expectations. Pick one of these companies or a similar company and perform an Internet search to examine how it has used logistics to develop unique business models and achieve a competitive advantage. Specifically, assess how your chosen company has used logistics to design and execute unique value- added workflows to meet customer needs. Now share your top takeaways regarding what these logistics capabilities are, how they were built, and why they are so effective. Discuss the following: • Why has it been hard for other companies to benchmark and bring these capabilities to the market? • How could you turn your takeaways into action to help your company improve its workflow and value- creation capabilities?See Answer
Q15:INSTRUCTIONS Word Limit 650 Words APA Format Video Link: https://www.youtube.com/watch?v=J-L0E2FkVn4 MAKE SURE YOU READ ALL INSTRUCTIONS CAREFULLY!! Mega structures/Mega factories/Mega Manufacturing documentaries You must pick one of the documentary videos to watch and write a minimum 650 word essay/analysis about it. You must provide not only an overview of the video but also talk about the processes, con- struction and/or production of the product/structure/factory. Most of these are National Geographic Mega factories, Mega structures or Mega Manufacturing videos. There are multiple choices listed be- low. Do not just pick the first one on this list, look at all them to see which one interests you the most to write about. Look through all of them before making a choice. You must have at least two other reliable verifiable cited sources (you cannot use the video as one of your sources). You must also have a cover page and reference page in APA Format. Points given will be based on detailed analysis, examples, crit- ical thinking, and quality writing/grammar. Should you have any questions about the requirements of this assignment, email me. *If you find a similar documentary on YouTube that is related to mega structures, factories, manufac- turing, engineering, constructions, etc. that you would like to use for this assignment, email me and I will approve. You must provide the link* NOTE: This should be in your OWN words after watching the video, and conducting your research. I will be checking your submissions against multiple AI detectors. Review my Syllabus on plagiarism and AI, it is NOT allowed!See Answer
Q16: As a buyer for a discount retail chain, you find yourself caught in a maelstrom. Just last month, your chain began selling an economy-priced line of clothing endorsed by a famous movie star. To be price competitive, you have followed the rest of the industry and sourced the clothing from a low-wage region of Asia. Initial sales have been brisk; however, the movie star has recently called you screaming and crying because an investigative news outlet has reported that the clothes with her name on them are being made by children. Outraged, you fly to the outsourcing manufacturing facility only to find that conditions are not quite as clear-cut as the news had reported. You feel uncomfortable riding through the streets. Poverty is everywhere. Children are chasing foreigners and begging for money. When you enter the plant, you observe a very clean facility. The completely female workforce appears to be very industrious, but many of them do appear to be young. You confront the plant manager and explain your firm's strict international sourcing policies. You demand to know why these girls aren't in school. The manager provides the following response: “The truth is that some of these workers may be underage. We check IDs, but the use of falsified records is commonplace in this country. Plus, you don't understand the alternatives. If you shut this plant down, you will literally take food off the table for these families. There are no other opportunities in this town at this time, and there's no comprehensive welfare system in our country. As for the young women, school is not an option. In this town, only boys receive an education past the sixth grade. If you shut us down, these girls will be out on the street, begging, stealing, or prostituting themselves. Your business offers them a better existence. Please don't take that away!" Discussion Question: | 100 words What do you say to your company, the movie star, the media, and the protestors picketing your stores? Is the best option to shut down and try someplace else? Be specific and explain your response. Student's note Be specific and explain the answer. See Answer
Q17:Part B: Log-Hub Network Design (1000 words) In the second part of this assessment, you are asked to use the Network Design Log Hub Module (tutorial provided HERE) and write an analytical report by addressing the following problem: Problem Statement: Coolies Australia has decided to manufacture some Coolies brand products within the state for the Victorian market. They have identified two locations to set up factories that manufacture non-perishable high demand products in the state. Coolies wants to obtain an optimized network for this setup to ensure they have selected ideal locations for their factories. In particular, they want to ensure these factories are appropriately established to i) support all the GHPL warehouses and ii) serve customers falling under ZIP codes ranging from 3000-3130. Using the Coolies data set provided here run the network design module to determine the ideal supply chain network. You might be required to add to or sort the data, or rename certain columns to successfully run the model: • Question 1: Set the minimum number of warehouses as 1 and the maximum as 35. What is the optimal network you obtain? Show the entire network on the map and copy it as image files to your final MS word file report. Also provide the factories to warehouses connections, and the warehouses to customers connections. Explain your observations with the appropriate dashboard visualizations. • Question 2: Is there any selected warehouse that can be simply merged into one of the existing factories? If any, determine which factory and warehouse, clearly naming the factory and the warehouse. Explain your observations with the appropriate dashboard visualizations. • Question 3: Focusing on the total costs incurred and the number of customers served by 23GHPL and 29GHPL warehouses, which of the two warehouses do you believe is operating more efficiently? Among all selected warehouses, which warehouse(s) completely utilize their capacity in terms of volume? Among all selected warehouses, which warehouse(s) completely utilize their capacity in terms of weight? Explain your observations with the appropriate dashboard visualizations. Important Note: After preparing the data and running the relevant Log-Hub module, students are required to attach their output tables, as well as any relevant dashboards and network visualizations generated by Log-Hub as image files to their MS word file report to support their answers.See Answer
Q18:Question: Assignment Number 1: View the "Using Revenue Management to Set Orlando Magic Ticket Prices" on page 562. Access your etext, go to page 562, watch video and respond to the below questions. If you cannot access the video in your etext, I have provide a link to it that I found on YouTube, but it is located in your etext: 1. After researching revenue (yield) management in airlines, describe how the Magic system differs from that of American or other airline carriers. 2. What are some concerns the team needs to consider when using dynamic pricing with frequent changes in price? NOTE: Your response to this written assignment must be a minimum of 250 words, and you must have ONE cited source. Your sources must be reliable, scholarly and not just a google search and using the first one you land on to just put a cited source on your work. It must relate to subject matter and your response! Assignment Number 2: Read Ethical Dilemma on page 553, review Figure 13.7, and then respond to the following: Make the case for, and then against, this pricing system. 1. Does the general public seem to accept revenue management? 2. What would happen if you overheard the person in front of you in line getting a better room rate at a Hilton Hotel? 3. How do customers manipulate the airline systems to get better fares? NOTE: Your response to this written assignment must be a minimum of 250 words, and you must have ONE cited source. Your sources must be reliable, scholarly and not just a google search and using the first one you land out to just put a cited source on your work. It must relate to subject matter and your response! Word/page limit: Need to do this in 250 words per assignment with APASee Answer
Q19: INSTRUCTIONS: Read about circus logistics here: (ATTACHED) Format of the paper Select any one of the logistics principles mentioned in the circus article by Mabert. Explain in detail how that principle was adhered to by the circuses in 1900s. You are expected to provide more details and explanation than what is provided in the article. Reference additional articles and books to explain the principle. Online versions of books on supply chain management and logistics are available from the library website. Explain how you would execute that principle for a circus in the current era based on the new technologies and new level of awareness. You can use references for any travelling activities like sports (Football, Formula 1, etc.) or music shows for this. Read the culture map article and then explain how to enable the execution described in part 2 (= point 2 above) in the USA based on the cultural requirements. You are expected to look for additional references besides the culture map article. Select another non-USA country mentioned in the culture map article. Describe how you would enable the execution described in part 2 in this non-USA country based on the cultural requirements. You are expected to look for additional references besides the culture map article. Please provide in-line references for the claims you make. Include all the references at the end. The project should be 2500 words. References are not a part of the word count. NEED TO WRITE IN 1250 WORDS, SINGLES SPACED, PREFINAL LEVEL OF WRITING./n P&IM PRODUCTION AND INVENTORY MANAGEMENT JOURNAL PUBLISHER APICS The Association for Operations Management 2010 Logistics of the American Circus: The Golden Age VINCENT A. MABERT (Corresponding author) Kelley School of Business, Indiana University (Emeritus), Bloomington, IN, 47405, mabert@indiana.edu MICHAEL J. SHOWALTER College of Business, Florida State University (Emeritus), Tallahassee, FL, 32306, mshowalter@cob.fsu.edu ABSTRACT Competitive pressures today require enterprises to continually improve performance for various business activities, such as customer service or waste reduction. One area currently receiving significant attention is the logistics function within organizations. In the last decade, numerous authors have proposed many modern logistics management principles and practices that focus on dimensions such as lean, fast, flex- ible, and so on. Many of these approaches are not new, but rather have been used and refined by business organizations in earlier times. In this paper, we describe many logistics methods employed by the major circuses more than a century ago. While the technology and terminology of that time were different, similarities with current management thought and practice are evident. Hopefully, by reviewing these logistics activities from a century ago, new ideas about logistics for tomorrow can be formulated. Keywords: logistics, transportation, stowage, circus operations INTRODUCTION Let us turn back the clock to another era! It is early Friday morning, August 9, 1895, in Connersville, Indiana, and the “Barnum & Bailey Greatest Show on Earth” circus train has arrived in town for a one-day stand. The circus's scheduled street parade is set for 11:00 a.m., with performances to follow at 2:00 p.m. and 8:00 p.m. With the circus in town, the community has declared a “holiday,” and most local businesses and government offices are closed. Paying only 50 cents per ticket (25 cents for children), nearly everyone in the com- munity of more than 7,000 souls, as well as those living in the surrounding countryside, will be at the circus. If the evening performance sells out, there will be 9,000 people watching the show. The public will absorb the unique sights, sounds, smells, pageantry, and excitement generated by the circus parade and shows. They will marvel at the exotic animals, sideshow oddities, death-defying acts, and aerial artistry of the performances. Magnificent clowns will provide smiles and laughter. This circus experience is something that stays in the memory of the audience, both parents and children. Given that over 50 percent of the country's population in 1895 is rural and relatively isolated, it is easy to understand why the traveling circus is the No. 1 form of entertainment in America. Although Barnum & Bailey is one of the largest circuses, dozens of smaller ones crisscross America, making similar one-day stops in other towns. Now let's peek behind the curtain of the Barnum & Bailey circus. For the parade and performances to go on today as scheduled, a large contingent of circus employees is needed—700 people (400 workers and 300 performers). In addition, a large number and variety of animals is needed-300 horses (200 baggage and 100 ring), plus numer- ous exotic animals such as lions, tigers, elephants, camels, zebras, rhinoceroses, hippopotami, mon- keys, llamas, and more. (Moffett 1895). Also, tons of supporting resources (equipment and materials) are available to assist the employees and animals. Circus management must acquire, allocate, and coordinate all these employees, animals, and resources so that today's parade and performances adhere to a tightly developed schedule. Oh, and by the way, after the last performance ends at 10:30 p.m., management is responsible for moving (sometimes 100-plus miles) the entire circus- people, animals, and equipment/materials-by rail from this town to arrive at the next before sunrise. This daily ritual of arrive, unload, deploy, perform, pack, load, and move on will typically occur 150 times during a seven-month season. As one might imagine, supporting the daily 74 Production and Inventory Management Journal | VOL. 46 NO. 1 ■ 2010 LOGISTICS OF THE AMERICAN CIRCUS: THE GOLDEN AGE activities and movement of the circus employees, animals, and equipment/materials more than a century ago was a massive logistics challenge. Although circus management did not label this task as “logistics management,” they did, in fact, develop specialized logistics practices to achieve their seemingly impossible operational goals. In this article, we intend to examine many features of the American circus that traveled by railroad during its Golden Age¹ and to highlight many of its specialized logistics practices we now consider to be common principles underlying modern logistics management. To set things into perspective, the next section provides a historical review of the circus, which is followed by a detailed description of typical operational activities for a circus show day. We next highlight the many logistics uncertainties faced by the circus, and then discuss the practices and principles they employed to be commercially successful enterprises. CIRCUS BACKGROUND While this short historical sketch cannot do jus- tice to the rich and colorful heritage of the circus, it is meant to provide the reader a background for the different approaches and processes employed in managing a circus. The interested reader can consult many of the references cited at the article's end for further background information. Hoh and Rough (1990) provide a nice overall coverage. The modern concept of a circus presented in a circular arena dates to the early 18th century. It has roots in the exhibition of equestrian skills, which was popular in England at the time. Over the years, other acts such as clowns and jugglers were added to the performance. Originally, these circuses performed in theaters or permanent are- nas in large cities that could accommodate the events. But in 1825, Joshua Purdy Brown was the first circus in America to use a large canvas tent. The use of a a tent enabled circuses the opportunity to travel by horse-drawn wagon to more remote, rural locations (Hoh and Rough 1990). At the same time, the public was interested in seeing exotic animals that were often written 1 It is difficult to provide a precise time interval, but the Golden Age is generally agreed to span the period 1890 through 1930, when the circus was the No. 1 form of entertainment in America. about but not readily accessible, since zoos were uncommon in America during this time. This gave rise to the traveling menagerie, where ele- phants, lions, monkeys, and other animals could be seen by the local population. The addition of the menagerie became the final major structural element defining the American circus. The early circuses of the 1800s traveled Amer- ica using horse-drawn wagons. Some larger shows required 300 to 400 draft stock horses (primarily Percherons) to transport the dozens of wagons necessary to move the circus from one town to another. The typical distance a circus could travel by (dirt) road per night was 10-15 miles, with good weather conditions. Thus, the choice of town to perform in next was limited to those towns within 10-15 miles of the current location. The first pioneer in transporting a circus by rail was Dr. Gilbert A. Spaulding, an Indiana druggist and part owner of a small circus. In 1856, his circus traveled on nine railroad cars custom-built by James Goold & Sons of Albany, NY. In 1871, William Coup, with support from P.T. Barnum, put together a show that traveled by rail. Rail travel enabled the circus to move 50-200 miles per night, depending on weather and track conditions. Moving by rail added flexibility in the choice of which town to visit next. Rather than play the next “small” town, the circus could choose to jump (100-plus miles) to larger cities. Coup reasoned that with receipts of $5,000- $7,000 in larger cities versus $2,000 in smaller ones, the added cost of rail travel would be offset by the higher revenues in larger cities, resulting in greater profitability. (Hubbard 1923, p. 56) During the late 1800s and early 1900s, more circuses employed railroads to move from one town to another. The high point in railroad circus travel was 1911, when more than 30 circuses moved by rail. These circuses varied in size, requiring a dif- ferent number of rail cars. For example, the Al G. Barnes, Sells Floto, and Hagenbeck-Wallace circuses used between 17 and 48 rail cars. The Ringling Bros. and Barnum & Bailey big circus shows each required 84 cars (divided into sections of about 20) to move all the workers, perform- ers, animals, and equipment (Parkinson and Fox 1978, p. 26). 2010 ■ VOL. 46 NO. 1 | Production and Inventory Management Journal 75 LOGISTICS OF THE AMERICAN CIRCUS: THE GOLDEN AGE FIGURE 1: Typical Circus Time Line Develop circus route Billing car #1 City license & supplies Billing car #2 contracts Billing car #3 Rail contracts Trains arrive Major Circus Milestones Timeline Unload trains Matinee performance 24-hour man Erect tents Tent dropping starts & pack Parade Evening Performance Load & depart late fall 4 mths 3 mths 3 wks 2 wks 1 wk 1-2 5-7 AM 5-8 AM ahead ahead ahead ahead ahead days 6-11 AM 11:00 2-4:30 7-11 12 AM PM PM ahead 8- 8-12 10:30 PM PM Pre-Show Day Activities Show Day Activities The figure illustrates the major early tasks to be completed prior to the actual show date for the circus, plus the critical within-day activities. HOW THE CIRCUS "CAME TO TOWN"2 Planning and preparation were important tasks for the circus to arrive and depart smoothly at each town. As Figure 1 illustrates, the planning process began months in advance of the actual show date, with early visitations to the town by contracting agents and promotional billing staff. Then one or possibly two days prior to the arrival of the circus train, the “advance man,” also referred to as the "24-hour man," arrived to ensure that everything was in order. He first checked the show lot site to determine whether any changes such as grading, moving obstacles, cutting down trees, and so on were needed. Based on the lot site characteristics, he prepared a proposed schematic of where the tents would be located on the lot. Next, he visited 2 The information included in this section focuses upon the daily tasks and activities of the two largest rail road circuses of the 1890s and early 1900s. They were the "Ringling Bros. World's Greatest Shows Circus" and "Barnum & Bailey Greatest Show on Earth Circus." Other circuses from Forepaugh-Sells Bros. and Hagenbeck-Wallace followed similar procedures, but were half the size. The following data sources were used for this description: Jerry Apps, 2005, Ringlingville USA, Madison, WI: Wisconsin Historical Society, pp. xviii-xxii; Cleveland Moffett, 1895, "How the Circus is Put Up and Taken Down", McClure's Magazine, Vol. 5, No. 1 (June), pp. 49-61; William C. Thompson, 1905, On the Road with a Circus, New York: New Amsterdam Book Co., New York, pp. 29-57; Dixie Willson, 1932, Where the World Folds up at Night, New York: D. Appleton & Company, pp. 63–70. the train station and determined where the circus trains would unload at the rail yard. He arranged for any planking and grading to ensure the smooth transition of circus wagons and equipment from the rail cars to the ground. Next, he telegraphed instructions to the circus train master to load the circus wagons “poles to engine," or "poles to caboose" so the wagons faced toward the front or back of the train, respectively. These instructions significantly affected the ease with which the cir- cus train could be unloaded at the next town. He also selected and marked the street route the cir- cus wagons and equipment would travel between the rail yard and the show lot. In addition, the advance man contacted local suppliers that had contracts to provide the circus with food, feed, and other supplies to remind them of their commitments and to inform them of the time and location(s) to deliver their sup- plies. These supply contracts were established by a contract agent who may have visited the town previously (as much as three months earlier) if the town had not played host to the circus before. But if the circus was familiar with the town's suppliers due to prior visits, the supply contracts may have been established via written communications. 76 Production and Inventory Management Journal | vOL. 46 NO. 1 ■ 2010 LOGISTICS OF THE AMERICAN CIRCUS: THE GOLDEN AGE FIGURE 2: Barnum & Bailey Circus - 1908 Train Loading Information Train Section #1 Train Section #2 Train Section #3 Cars 16 flat (6 @ 50 ft. & 10 @ 60 ft.) 9 flat (5 @ 50 ft. & 4 @ 60 ft.) 3 baggage stock 2 sleeper 6 baggage stock 5 sleeper 14 flat (14 @ 60 ft.) 5 baggage stock Train Section #4 1 trunk 6 animal stock 5 ring stock 5 sleeper 1 private 1 dining Cargo equipment wagons Cook house wagons Side show (2) Africa (4) Business Queen Stake driver Buggy America Buggy Property pole Props Water wagons (3) Stable Big Band Calliope Stable wagon (2) Stable poles Stable tools Menagerie stakes Ambulance Dress R. canvas Dress R. stakes Big Top stakes (2) Big Top canvas (2) Big Top poles Quarter poles (2) Chandelier (3) Menagerie poles Trappings Menagerie canvas Rope Commissary Props Blacksmith Wardrobe Europe Asia Animal gear Chariots (4) Buggy Egypt Chairs (3) Tkt. Wagons (2) Seat Planks (8) Stringers (4) Jacks (2) Props (7) Wardrobe Ring curb Tableau Animal wagons (30) Total No. Wagon 53 23 45 Wagon Linear 894 469 824 Footage Cargo - stock Baggage stock 66 horses Baggage stock - 126 horses Baggage stock - 110 horses Caged animals elephant (20) camel (10) pony (14) ring stock - 128 horses A total of 79 rail cars comprised the 1908 Barnum & Bailey performing circus. Three additional rail coach cars traveled in advance of the show for promotional billing. Source: Barnum & Bailey Circus, 1908 Train Loading Memorandum, Special Circus Collection, Milner Library, Illinois State University, Normal, IL. On the day of the circus, sometime before 5:00 a.m. (noted in Figure 1), the first of four train sections arrives at the local train station.³ Each section contains a vast array of equipment, wagons, animals and personnel, as shown in Figure 2 for the 1908 Barnum & Bailey circus. 3 The Ringling Bros. and Barnum & Bailey circus referred to the first train section as the "Flying Squadron." Its task was to rapidly organize the show lot and support the remaining circus elements. The first section is met by the advance agent who takes the boss canvas man and his layout crew to the show lot site. Once at the lot, the layout crew begins the process of staking out the locations for the 18 or more tents. If the circus had visited the town/site lot before, the tent lay- out will likely utilize the previous layout scheme. The crew chief instructs the layout crew to set the hundreds of small, two-to-three-foot-long 2010 ■ VOL. 46 NO. 1 | Production and Inventory Management Journal 77See Answer
Q20: Question 1 (800 words) Discuss the advantages and disadvantages of contracting out a warehouse operation of your choice, (either operating domestically or internationally), within the context of Guyana. 25 Marks Question 2 (800 words) 25 Marks Discuss what challenges a logistics organisation, in Guyana, would face in operating a temperature- controlled distribution service system on a national basis. Question 3 (800 words) 25 Marks What do you understand by the term "Paperless Warehouse." Discuss the main benefits and drawbacks of a paperless warehouse. Draw from case study examples. Question 4 (800 words) 25 Marks As a warehouse manager, you have been tasked with the implementation of a new software system that will add value to the customer experience. Discuss, how you as a manager, would effectively communicate these new changes to your team and ensure their efficient adoption. ReferenceSee Answer

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