b) Caravan Engineering is a job shop that produces temperature probes used in COD digesters. The firm operates out of an L-shaped building with two workspaces, one for manufacturing, and the other for assembling. The manufacturing workspace produces parts at a rate of sixty per day; the assembling work space uses those parts at a rate of forty five per day. Each day the unused parts are added to inventory. The firm's inventory manager wants to know the rate of buildup of the inventory of unused parts. b) Caravan Engineering uses the following formula to determine how many temperature probe casings to order: Qo= square root of (2DS/H) or where Qo is the order quantity, D is the annual demand, S is the ordering cost, and H is the annual holding cost per unit. The firm's annual demand is four hundred units, the ordering cost is thirty six dollars, and the annual holding cost is two dollars per unit. The firm's inventory manager wants to calculate the order quantity. c) Caravan Engineering uses the following formulas to determine the annual ordering costs and annual hold costs for its temperature probe casings: Annual Ordering Costs, and Annual Holding Costs = where Qo= 60 units is the order quantity, D is the annual demand, S is the ordering cost, and H is the annual holding cost per unit. The firm's annual demand is two hundred units, the ordering cost is eighteen dollars, and the annual holding cost is two dollars per unit. The firm's inventory manager wants to calculate the annual ordering costs, and the annual holding costs. 2) The exercise broadly pertains to the chapter 1 material from both the Stevenson and the Slack & Lewis texts. a) View ASCM & Deloitte's webinar A Closer Look at the Smart Operations Pillar of the Digital Capabilities Model for Supply Networks (Ctrl + Click on the link; the first two sections from 1.09 minutes to 38.03 minutes will suffice) and answer the following questions: i) How is the digital capabilities model disrupting traditional supply chain thinking? ii) What is the premise underlying smart operations? How does smart operations fit in with the digital capabilities model? iii) How will generative Al (see McKinsey's What is Generative Al, Ctrl + Click on the link; you can search for more related information if needed) influence/impact the smart operations capabilities model, and the digital capabilities model?