Question 1. Resource management deals primarily with managing inventories in a value chain.

1. Resource management deals primarily with managing inventories in a value chain.

2. Aggregate planning and disaggregation methods in goods-producing industries involve fewer levels of planning than service-providing organizations, because service organizations deal with more than just materials.

3. Service firms frequently take their aggregate plans and disaggregate them down to the execution level as detailed front-line staff and resources schedules, job sequences and service encounter execution.

4. An example of aggregation would be an ice cream manufacturer developing targets for the number of gallons of each flavor to produce along with purchasing requirements for specific ingredients.

5. “Level 3” planning represents aggregate planning at higher management levels of an organization.

6. Short-term changes in facilities and equipment are seldom used in traditional aggregate planning methods because of the capital costs involved.

7. Increasing the output rate without changing existing resources is an example of demand management.

8. The lower the skill requirements of the workforce, the more feasible it is to change workforce levels as an aggregate planning option.

9. Good solutions to aggregate planning situations can be found using spreadsheets and trial-and-error.

10. A level production strategy maintains constant inventory levels over the planning horizon.

11. When demand is seasonal, inventory cannot be used to stabilize production and employment rates.

12. A chase demand aggregate planning strategy may result in substantial overtime, undertime, and rate-change costs.

13. The MPS is developed in the same manner, no matter the type of industry (make-to-stock vs. make-to-order) and the number of items produced (few or many).

the aggregate plan into a separate plan for individual finished goods.

15. After a master production schedule is created for finished goods, the demand for all materials and components necessary can be calculated, not forecasted.

16. End items in a master production schedule or final assembly schedule must be forecast.

17. In a bill of materials, each component is comprised of one or more parent items.

18. A bill of materials characterizes the structure of dependent demand among all items that comprise a finished good.

19. In MRP, it is essential that all dependent demand requirements be ordered at the beginning of the planning period.

20. A scheduled receipt for an outside vendor is called a purchase order.

21. Lot sizing is the process of using dependent demand logic to calculate the quantity and timing of orders for all subassemblies and components that support the production of end items.

22. A POQ for a one-week time period is equivalent to LFL lot sizing.

23. Lot sizing rules on a parent item do not affect the gross requirements of all lower level component items.

24. Dependent demand does not occur in the service business.

25. Work center load reports are used in capacity requirements planning.

26. Resources include materials, equipment, facilities, information, technical knowledge and skills, and people.

27. A service facility like a hospital cannot use material requirements planning concepts and metho

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