Question Module 1 Case 1 focuses on Beer as an end item, for the consumer. And you have

Module 1

Case 1 focuses on Beer as an end item, for the consumer. And you have to become familiar with part of the supply chain with you as a wholesaler. You will also experience the Bull-Whip Effect as you practice in the EBBD simulation. Consider the idea of feedback within a system. Feedback as some form of information that is used to make decisions about controlling rates of flow.

How does feedback, or the absence of it, help to create the bull-whip effect? What feedback would you like to have, specifically, as you determine your weekly orders for Kentucky Swamp Brew? How would get such information? When would you like to have it?

Week 1: Enter your original response to this question. Support your response with evidence from the readings or other resources. It is not necessary to provide formal citations, but you should give the sources of your information.

Week 2: Respond to at least two of your classmates’ discussion post. Further the discussion and make it interesting. Support your response with evidence and provide your sources, at least informally.

DISCUSSION FOR FUN & PROFIT: Discuss the EBBD Simulation Subscribe

The EBBD Simulation is intened to help you learn about the Bull-whip effect as you experience what it is like to be responsible for ordering a product to distribute to your customers.

Comment on this simulation. Did it help you learn? What did you like about it, not like? What are some ideas you have for making the simulation better?

Would you like to also play the role of one of the retail customers, ordering beer to stock in your store and having to deal with not getting your orders from EBBD on time?

Module 2 Discussions

Forecasting as System Feedback Subscribe

Continue with analyzing feedback within your supply chain at EBBD. Forecasting is based on projecting historical information into the future to provide some type of goal or expectation for system performance. Forecasting can also be based on qualitative reasoning and correlating factors.

Regardless of how a projection is made, there will be forecast errors – the difference between what was predicted and the actual result. Forecast errors can be used as feedback to help improve future predictions.

Consider that forecasting can be a feedback process. How would you use forecasting to help you determine your weekly ordering decision of Kentucky Swamp Brew?

NOTE that this is a different question than what you are asked to do in Case 2 (improve the forecasting process for the whole of EBBD.)

Week 1: Enter your original response to this question. Support your response with evidence from the readings or other resources. It is not necessary to provide formal citations, but you should give the sources of your information.

Week 2: Respond to at least two of your classmates’ discussion post. Further the discussion and make it interesting. Support your response with evidence and provide your sources, at least informally.

DISCUSSION FOR FUN & PROFIT: Forecasting Subscribe

Explore these two ideas (one or both):

Forecasting Accuracy. How accurate should a forecast be? How much should a company pay to obtain accuracy? How should a company justify additional costs (investment and operating) to obtain greater forecast accuracy?

What is more important, short term forecasting (e.g. week, month, quarter) or long term forecasting (e.g. year, 5-years)?

Be sure to respond to your classmates.

Module 3 Discussions

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