This project explains possible solutions and problem area’s in the "Beer Game" also known as the Supply Chain.

2. Jeremy Carter

3. Lisa Goldman

4. Will Steinert

6. Judgment--Actual rarely matches predicted.

7. Guides corporate strategy

8. Affects and is affected by: all areas of planning

9. Accuracy =preparation

10. Most difficult to forecast: high-technology innovations (80% wrong)

11. Lack of unity throughout organization may be fatal

12. The simultaneous use of varying methodologies will host the bullwhip effect

14. HP Printer Distributors > customers

15. Distortion of Data interpreted as amplified demand

16. When retailer issues orders based on updated demand forecast

17. Pass the Secret

18. Differing Forecasting Methodologies

20. If a large order is not filled

21. Suppliers increase capacity

22. Continuously large orders are placed

23. Revert Back to original order quantity

25. Forgotten inventory in pipeline

26. Time lag to receive past orders

28. Two forms of order batching:

29. Random ordering occurs when demands from retailers are independent.

31. Periodic review process

32. High cost of placing an order and replenishing it.

34. Provide access to sell-though/inventory data at retail level

35. Lower transaction costs by implementing EDI- based order transmission systems.

36. Discount on assorted truckloads

37. Consolidation by third party logistics

39. Raw Material price fluctuations

40. Natural disaster

41. Shortage/surplus

42. Market demand changes

43. Critical supplies

44. Obsolete material in product

45. Equipment Requirements

46. Handling/Storage cost

47. Stimulates Value Chain

49. Purchase Contract

50. Manufacturer meets production schedule requirements

51. Buyer keeps strategic purchasing practice

52. Win-win negotiation (zero-sum)

53. Mutual benefit

54. Customer satisfaction

55. Efficiency in SC flow

57. Studying trends

58. Product sales

59. Customer wants and needs

60. Improving employee skills and training

62. Between concurrent teams

63. Through CRM and SAP systems

64. Between different functional area’s of the organization

65. Centralizes function’s

67. Test situation prior to implementation

68. Develop new possibilities

70. Lowers labor costs

71. Increases efficiency levels of processes

72. Increases productivity and production levels

74. Lack of proper implementation of the technology

75. Organizations failure to practice the theories available today

76. Lack the ability to keep pace with technology changes

78. Flexibility with market trends/change is key

79. Noticing consumer demand changes

80. To avoid over stocks

81. To avoid having to discount inventories

82. React speedily

83. React in a cost-efficient manner to changes

84. Collaborative relationship with suppliers and customers

85. Design and redesign processes

86. Prepare a backup plan for crisis situations

87. Trained managers

88. Design common parts or processes with little variation

89. Interchangeable pieces

91. Two keys

92. Ability to spot trends/future patterns

93. Capability to change supply networks

94. React to strategic and structural changes

95. Evolve over time

97. Align interest to optimize performance of Supply Chain

98. Vendor Managed Inventory

99. Clear, defined roles for partnerships relationship to be successful

100. Three area’s to align

101. Forecasting

102. Sales data

105. Underestimation of lag between placing and receiving orders

106. To ensure appropriate acquisition rate the supply line must be proportional to the lag in acquiring beer

107. Failure to allow for sufficient beer in the pipeline to achieve their desired inventory level.

109. Attribute dynamics to external variables

110. Erroneous open-loop attribution of dynamics to exogenous events draw learning away from the high leverage point in the system and towards efforts to anticipate and react to external shock.

112. Lead time

113. Order processing

114. Order filling

116. Forgetting beer in the pipeline

117. May cause stock out or overstock

118. Requires further forecasting

120. Two types of Customer Order Decoupling Points (CODP) also known as Flows or “Leagility” approach

121. Upstream

122. Forecast-driven

123. Lean supply chain

124. Associated with high levels of cost performance

125. MTS – oriented

127. Downstream

128. Customer order-driven

129. Agile supply chain

130. Associated with flexibility in performance

131. Market/production alignment

134. Manufacturing operations

135. Suppliers (upstream)

136. Interface with suppliers (raw material inventory)

137. At the border towards the customer (finished goods inventory)

138. Beyond the customer (further downstream)