MBA富尔克案列分析(运营管理)

富尔克消费品公司案列分析2011级MBA周末2班第十一小组背景分析：FoulkeConsumerProduct,Inc.通过兼并竞争对手公司迅速扩张至全国，期间缺乏规划区域市场产能过剩，影响进一步利润提升和公司发展；各个工厂完全自主负责销售和生产,盈利水平有差异，个别工厂后期扩展存在制约；东南地区目前利润最高，现有3家工厂，2家潜在工厂待定附图：东南地区工厂布局现有工厂：Orlando,FloridaAtlanta,GeorgiaLexington,NorthCarolina潜在新工厂：Ft.Myers,FloridaLakeCity,Florida表1：表3：表2&表4：提出问题：目标：最小成本（包括运输和生产）最大收益方法：通过扩建老工厂、新建新工厂、关闭老工厂，重新规划和分配东南地区产能解决问题：建立数学模型，运用运筹学的线形规划的得到最优策略目标函数是：总变动成本最小=变动制造成本+运输成本。约束条件是：在生产能力许可的范围内，同时满足市场需要总运营成本=总生产成本+总运输成本总生产成本=单位生产成本*产量总运输成本=单位运输成本*运输量可视作产量=运输量数据分析：OrlandoAtlantaLexingtonFtMyersLakeCity93.59$95.93$94.61$93.59$94.61$43.52$43.55$41.54$43.52$41.54$6.64$5.95$5.77$6.64$5.77$5.55$6.38$4.57$5.55$4.57$13.06$12.81$10.93$13.06$10.93$68.78$68.69$62.80$68.78$62.80$Margin/Unit($)24.82$27.24$31.81$24.82$31.81$12/712/712/712/712/720,208,000$13,842,857$12,761,143$20,208,000$12,761,143$639,627$491,120$328,461$639,627$328,461$251,235$153,394$110,367$251,235$110,367$939,672$616,007$491,304$939,672$491,304$707,280$470,657$484,923$707,280$484,923$2,537,814$1,731,179$1,415,055$2,537,814$1,415,055$OverheadDeliverySales/Unit($)VariableCosts/UnitMaterialsLabourOverheadSell&AdvSell&AdvPlantAdminTotalFixedCosts($)TotalVar.Cost/Unit($)ConversionFactorNetSales($)FixedCosts数据分析：OrlandoAtlantaLexingtonFtMyersLakeCityOrlandoExpLexingtonExp68.78$68.69$62.80$68.78$62.80$70.78$63.80$93.59$95.93$94.61$93.59$94.61$93.59$94.61$24.82$27.24$31.81$24.82$31.81$22.82$30.81$2,537,814$1,731,179$1,415,055$2,537,814$1,415,055$2,937,814$1,665,055$4,000,000$3,500,000$900,000$600,000$3,250,000$4,000,000$2,000,000$6250062500225000175000187500250000250000300000237500MaxCapacityRevenue/UnitMargin/UnitPurchseCostSaleRevenueMinCapacityFixedCostV.Cost/Unit建立模型(模板可阅附件Excel)：T.Cost/UnitOrlandoAtlantaLexingtonFtMyersLakeCityOrlandoExpLexingtonExpDemandAtlanta5.720.664.618.623.365.724.6189179Birminghem6.451.976.589.344.086.456.5817750Charleston5.533.83.628.423.165.533.628093Columbia6.152.632.639.083.826.152.6324604Columbus56.8514.6274.7192.5827.6156.8574.715339Greensboro7.894.610.6610.795.537.890.6677640Knoxville8.292.542.8911.185.928.292.8919316Miami4.348.6212.241.976.714.3412.24109902Orlando0.665.727.892.892.370.667.8929173Raleigh8.824.891.9711.716.458.821.9737900Savannah20.2115.1628.8736.097.2220.2128.876493Tampa1.385.929.471.583.091.389.4786799V.Cost/Unit68.7868.6962.8068.7862.8070.7863.80Leaveopen0100011MinCapacity6250062500MaxCapacity0175000000300000237500TotalCostAtlanta019232000069947891796118865.0Birminghem01775000000177501254163.8Charleston00000080938093545642.4Columbia00000024604246041634481.3Columbus05339000005339444776.7Greensboro00000077640776405004793.1Knoxville00000019316193161288213.6Miami0000010990201099028255321.3Orlando00000291730291732083981.9Raleigh00000037900379002492741.0Savannah06493000006493544419.3Tampa00000867990867996263007.6TotalProduced04881400022587423750051218835930407.2TotalMarginMargin/Unit24.8227.2431.8124.8231.8122.8230.8113801423.5方案演示：LeaveopenOrlandoAtlantaLexingtonFtMyersLakeCityOrlandoExpLexingtonExpScenario_11110000Scenario_21111000Scenario_30111100Scenario_40110100Scenario_51100001Scenario_60110010Scenario_70110001Scenario_80100011如上图所示，根据东南地区工厂产能和市场需求情况，提出8种方案。通过Excel的规划求解功能逐一带入模型，求得最优的生产及运输方案。说明：“1”表示工厂运营（包括新工厂）以及工厂扩建；“0”表示老工厂关闭，新工厂未建结论&讨论：LeaveopenOrlandoAtlantaLexingtonFtMyersLakeCityOrlandoExpLexingtonExpTotalCostTotalMarginPurchse/SellRevenueScenario_11110000$35,340,728$14,264,219$0Scenario_21111000$35,077,471$14,262,098($4,000,000)Scenario_30111100$34,155,306$15,645,086($4,250,000)Scenario_40110100$34,291,055$15,952,886($250,000)Scenario_51100001$35,481,449$14,255,292($600,000)Scenario_60110010$35,789,687$13,810,350($900,000)Scenario_70110001$35,984,967$15,658,243$650,000Scenario_80100011$35,930,407$13,801,424($1,500,000)通过Excel的规划求解功能计算出各方案的总变动成本、总利润、以及新建或扩建工厂的投资以及地产售出的收益。方案3有最优成本优势，但是考虑到生产边际利润以及建厂投资和售地收益，优先选择方案4：关闭Orlando工厂，新建LakeCity工厂。谢谢！如有不同见解，欢迎来信讨论！Email：[e-mail]运算模板说明：双击右侧图标打开Excel模型在Model中根据工厂的调整情况在绿色底纹单元格内填入“1”或“0”再选择“数据”中右上角的“规划求解”，即自动算出答案说明：如果Excel中没显示“规划求解”，可参照右侧的步骤，或者直接百度求解