Enterprise Systems Collaboration Logistics Game Valeria Balseca Sales & Marketing Manager Claudia Prada MM Manager Jhonattan Polo CEO

1. Cumulative profit and revenues

2. Sold Quantities & Revenue - TOTAL

2. Sold Quantities by Product Highest: Milk Lowest: Cream

2. Revenue by Product Highest: Cheese Lowest: Yoghurt

3. Revenue for each product and area in each company COMPANY PP COMPANY QQ COMPANY RR

4. Profit for each product and area in each company COMPANY PP COMPANY QQ COMPANY RR

5. Revenue for each area and company. 6 5. Revenue for each area and company. 6. Profit for each area and company NO was the most profitable area for all companies Company RR dominates profits in NO and WE areas Company RR dominates revenues in NO and WE areas NO was the most profitable area for all companies

7. Price Changes

7. Price Changes

7. Price Changes

7. Price Changes – Standard Deviation Company PP had high price variation for Cream, Yoghurt, Cheese and Butter. Company QQ was not the most variable in any product. Company RR had high price variation for Milk and Ice Cream

8. Procurement

8. Procurement

8. Procurement

8. Procurement

8. Procurement

8. Procurement

9. Purchase Orders Overall, company PP had higher number of P.O., followed by company RR. Company QQ had less number of P.O. placed

10. Purchase Orders Total Costs Company PP placed more P.O. followed by company RR The quantities are about €400,000.00

11. & 12. Total numbers and Total $ of Purchase Orders

13. Average Cost of P.O.

Company PP Company QQ Company RR 14. Inventory Changes Main Warehouse Company QQ had good inventory management in regards to level and replenishment frequency. Did not affect the number of days without of stock Company PP Company QQ Company RR

Company PP Company QQ Company RR 14. Inventory Changes North All the companies had lower inventory levels of milk and Ice cream than the rest of products Company PP Company QQ Company RR

Company PP Company QQ Company RR 14. Inventory Changes South Companies PP and QQ maintained lower inventory levels than company RR in all products. Company PP Company QQ Company RR

Company PP Company QQ Company RR 14. Inventory Changes West Company PP Company QQ Company RR

15. Days Out of Stock Main Warehouse Company RR had the highest number of days without stock for all products, followed by company QQ. Company PP placed P.O. more frequently than the others.

15. Days Out of Stock North

15. Days Out of Stock South

15. Days Out of Stock West

16. Warehouse Cost

17. Shipping Costs This cost includes the transportation to the main warehouse and to each distribution center in the regions.

18. Interest Expense

19. & 20. Cash Flow and Days w/out Cash

21. Correlation Price and Profit Positive Correlation

21. Correlation Price and Revenue No Correlation

21. Correlation: Inventory vs. Revenue No Correlation for PP and RR Negative correlation for QQ

21. Correlation: Inventory vs. Profit No Correlation for PP and RR Negative correlation for QQ

21. Correlation No Correlation

22. Credit Rate For the size of the company, the highest credit rate given is A. During this simulation, no company was downgraded in credit rate Company PP had negative cash balance and they paid interest for the bank loan

23. Strategies Company PP Company QQ Company RR Price Avg. market except cheese. Under cost. High variability. Avg Market. Except milk and yoghurt. High variability Avg Market. High variability Margin Low Margin 6.4% High Margin 9.5% Average Margin 8.7% Revenues Average Sales High Sales Inventory High inventory levels Fast replenishment: did not run out of products Low inventory levels without running out of products Slow replenishment: ran out of products Procurement 30 P.O. Placed €61,917.12 on average 18 P.O. Placed €58,103.07 on average 23 P.O. Placed €52,816.55 on average Warehouse Costs High warehouse expenses € 5,350 Low warehouse expenses € 0 € 4,650 Shipping Costs High shipping cost € 18,300 Average shipping cost € 10,650 € 10,950

24. & 25. Lessons Learned & Experiences The company must analyze demand and determine the best operation strategy Push? Pull?: we chose to push the inventory to have more control on transportation and warehouse costs. Equilibrium between order frequency and total inventory Do not incur in excessive transportation or warehouse costs Update the price in a timely manner to push for sales. Oversee total inventory For planning purposes: the quantities in the P.O. depend on planned independent requirements. Do not exceed total capacity of the company (main and regional warehouses). In case this happens, push for sales reducing prices.

26. Best Strategy Take in consideration the lead times, between purchasing a product and the actual delivery time. Monitor sales and adjust prices at all times. Therefore, the company can respond to the market requirements quickly. Identify the Region in which one specific product is having highest sales. Always keep track of total inventory to not exceed the warehouse limits and to not run out of stock. Communicate at all times with team members.