Question 1

Read the LeapFrogCase and answer the following questions:

1. Draw a map of the supply chain for LeapFrog, including the retailers, Capable Toys, and suppliers of key materials (such as Tyvek). Which supply chain partners are "upstream" of LeapFrog? Which are "downstream"? Which partners are first-tier suppliers? Second-tier suppliers?
2. What data ultimately led to LeapFrog's decision to increase production levels of the LittleTouchLeapPads? Where did these data come from? How long after interpreting these data did LeapFrog start talking with Capable Toys about increasing production levels? Days, weeks, months?
3. What part of the production process limited output levels at Capable Toys? How did Capable respond to the challenge?
4. What were some of the material sourcing challenges facing LeapFrog and Capable Toys? How did they resolve these problems?
5. What type of logistics solutions did Leap Frog use to get the toys to the stores on time? What are the strengths and weaknesses of these solutions? If it had been August rather than December, what other options might LeapFrog have used?

Question 2

A retail store had sales of $45,000 in April and $56,000 in May. The store employs eight full- time workers who work a 40-hour week. In April the store also had seven part-time workers at 10 hours per week, and in May the store had nine part-timers at 15 hours per week (assume four weeks in each month). Using sales dollars as the measure of output, what is the percentage change in productivity from April to May?

Question 3 (based on "Order Winners and Order Qualifiers"- see below)

A Chicago-based manufacturer is looking for someone to handle its shipments to the West Coast. In order to evaluate potential transportation providers, the manufacturer has developed the following criteria.

At a minimum, a shipper must be able to:

1. Pick up shipments in eight hours or less from the time it is notified (the manufacturer doesn't have enough space for shipments to sit around at the dock).
2. Deliver shipments in 72 hours or less.

Beyond this, shippers will be evaluated according to cost and the percentage of shipments that arrive undamaged.

Three shippers-McAdoo, Klooless, and Big Al-have put in bids for the business. The relevant performance information for the shippers is shown in the following chart.

1. Using Figure 2.3 in the excerpt as a guide, graph how well each of the shippers performs with regard to the order winners and qualifiers.
2. Who is most likely to win the business? Why?
3. What's going on with Big Al? What does Big Al need to do to compete successfully for the business?
4. Comment on Klooless's competitive position. Does it meet the minimum requirements? Is the company very competitive? Why or why not?

Question 4

Sailmaster makes high-performance sails for competitive windsurfers. Below is information about the inputs and outputs for one model, the Windy 2000.

Units sold
Sales price each Total labor hours Wage rate
Total materials Total energy

1,217 $1,700 46,672 $12/hour $60,000 $4,000

Calculate:

I. the productivity in sales revenue/labor expense

II. the total productivity.