1,000 case units.

Forecast Demand
Ending Inventory Target
Planning Data
Initial number of employees
Emplyees per line
Standard production rate (each line)
Employee pay rate
Overtime pay rate
Standard hours per shift
Maximum overtime per day
Inventory carry cost
Stockout cost
Employee hiring and training cost
Employee layoff cost

1st (1-13)
2,000
338
Numbers
60
6
450
$20.00
$30.00
7.5
2
$1.00
$2.40
$5,000.00
$3,000.00

Aggregate Plan
Lines run
Overtime hours per day
Beginning Inventory
Production
Expected Demand
Ending Inventory
Deviation from Inventory Target
Employees

Quarter (Week Numbers)

2nd (14-26)
3rd (27-39)
2,200
2,500
385
408
Units of measure
employees

Notes

Forecast Dem and by Quarter (1,000 Cas e Units)

Cases per hour

per hour
per hour
hours
hours
per case (per year)
per case
per employee
per employee

3,000
2,500
2,000
1,500
1,000

Profit margin loss

500
0
1st (1-13)

Quarter (Week Numbers)

2nd (14-26)
3rd (27-39)
9
10
1
2

1st (1-13)
9
1

4th (40-52)
1st (Next Year)
Notes
2,650
2,200 Each number is a 13 week forecast.
338
This is calculated based on 6 weeks of
future forecast demand.

4th (40-52)
10
1

200.0
2,237.6
2,000.0
437.6

437.6
2,237.6
2,200.0
475.3

475.3
2,778.8
2,500.0
754.0

754.0
2,486.3
2,650.0
590.3

99.2
54

90.6
54

346.3
60

251.8
60

Cost of Plan
Labor Regular Time
Labor Overtime
Hiring and Training
Layoff
Inventory Carry Cost
Stockout Cost

2nd (14-26)

3rd (27-39)

4th (40-52)

1st (Next Year)

Notes
Construct solution here.

Employees are paid for 8 hrs work per day.

60 employees are employeed currently.
Carrying cost per year,divided by 4, multiplied by 1,000.
Basic on negative deviation from target.
Quarter Budget

$0

$0

$0

$0

Total Cost of Plan

$0

Qtr Wk

1st

2nd

3rd

4th

5th

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52

Lines
Scheduled

Overtime
Scheduled
(hours)

Beginning
Inventory

Scheduled
Production

Forecast
Demand

9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10

1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
2
2
2
2
2
2
2
2
2
2
2
2
2
1
1
1
1
1
1
1
1
1
1
1
1
1

200.0
218.3
236.6
254.8
273.1
291.4
309.7
328.0
346.2
364.5
382.8
401.1
419.3
437.6
440.5
443.4
446.3
449.2
452.1
455.0
457.9
460.8
463.7
466.6
469.5
472.4
475.3
496.7
518.1
539.6
561.0
582.5
603.9
625.3
646.8
668.2
689.7
711.1
732.6
754.0
741.4
728.8
716.2
703.6
691.0
678.4
665.8
653.2
640.6
628.0
615.4
602.8

172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
172.1
213.8
213.8
213.8
213.8
213.8
213.8
213.8
213.8
213.8
213.8
213.8
213.8
213.8
191.3
191.3
191.3
191.3
191.3
191.3
191.3
191.3
191.3
191.3
191.3
191.3
191.3

153.8
153.8
153.8
153.8
153.8
153.8
153.8
153.8
153.8
153.8
153.8
153.8
153.8
169.2
169.2
169.2
169.2
169.2
169.2
169.2
169.2
169.2
169.2
169.2
169.2
169.2
192.3
192.3
192.3
192.3
192.3
192.3
192.3
192.3
192.3
192.3
192.3
192.3
192.3
203.8
203.8
203.8
203.8
203.8
203.8
203.8
203.8
203.8
203.8
203.8
203.8
203.8
169.2
169.2
169.2
169.2
169.2
169.2
169.2
169.2
169.2
169.2
169.2
169.2
169.2

Expected
Ending
Inventory

Expected
Weeks-ofSupply

218.3
236.6
254.8
273.1
291.4
309.7
328.0
346.2
364.5
382.8
401.1
419.3
437.6
440.5
443.4
446.3
449.2
452.1
455.0
457.9
460.8
463.7
466.6
469.5
472.4
475.3
496.7
518.1
539.6
561.0
582.5
603.9
625.3
646.8
668.2
689.7
711.1
732.6
754.0
741.4
728.8
716.2
703.6
691.0
678.4
665.8
653.2
640.6
628.0
615.4
602.8
590.3

1.4
1.5
1.7
1.8
1.9
2.0
2.1
2.2
2.3
2.4
2.4
2.5
2.6
2.6
2.6
2.6
2.7
2.7
2.7
2.7
2.7
2.6
2.6
2.5
2.5
2.5
2.6
2.7
2.8
2.9
3.0
3.1
3.3
3.3
3.4
3.5
3.6
3.6
3.7
3.6
3.6
3.5
3.5
3.4
3.3
3.3
3.3
3.3
3.4
3.4
3.4
3.5

Actual Production
Rate (cases/hour)

Actual Demand
(1,000 Cases)

Actual
Production

Actual Ending
Inventory

0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0

0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0

Regular
Qtr Wk Production
Cost
1
0
2
0
3
0
4
0
5
0
6
0
0
1st 7
8
0
9
0
10
0
11
0
12
0
13
0
14
0
15
0
16
0
17
0
18
0
19
0
0
2nd 20
21
0
22
0
23
0
24
0
25
0
26
0
27
0
28
0
29
0
30
0
31
0
32
0
0
3rd 33
34
0
35
0
36
0
37
0
38
0
39
0
40
0
41
0
42
0
43
0
44
0
45
0
0
4th 46
47
0
48
0
49
0
50
0
51
0
52
0

Overtime
Production
Cost
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0

Inventory
Carrying
Cost
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0

Stockout
Cost
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0

Hiring and
Training
Cost
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
30,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0

Layoff Cost

Total For
Week

Cumulative

18,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0

18,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
30,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0

18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
18,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000
48,000