Hi,

This assignment is for operation management class. This requires the use of analytic equation, such as finding MU and Lambda. Please only accept it if you have the knowledge of it and give can me 100% guarantee that you will finish on time. Please see the attachment.

For the exclusive use of J. Zacharia, IN1360 2017. Durian Capital Inc. 03/2017-6173 This case was written by Sameer Hasija, Associate Professor of Technology and Operations Management at INSEAD, Harry Groenevelt, Associate Professor of Operations Management at the Simon Business School, University of Rochester, and Chinmay Bhatt, co-founder and managing partner, Zura Capital, NY. It is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Additional material about INSEAD case studies (e.g., videos, spreadsheets, links) can be accessed at cases.insead.edu. Copyright 2017 INSEAD COPIES MAY NOT BE MADE WITHOUT PERMISSION. NO PART OF THIS PUBLICATION MAY BE COPIED, STORED, TRANSMITTED, REPRODUCED OR DISTRIBUTED IN ANY FORM OR MEDIUM WHATSOEVER WITHOUT THE PERMISSION OF THE COPYRIGHT OWNER. This document is authorized for use only by John Zacharia in Operations & Supply Chain Management taught by Dr. Kaushik Sengupta, Hofstra University from September 2017 to March 2018. For the exclusive use of J. Zacharia, 2017. Mendocino Capital, a successful private equity firm based out of Silicon Valley, is eyeing the recent economic growth throughout south-east Asia, knowing that to do business in the region would require it to open a full-fledged office. After careful due diligence, it decides to open a regional branch in Singapore. Founded five years earlier, Mendocino Capital has witnessed tremendous growth, focusing on the technology sector. Thanks to its strong track record, domain expertise and wellestablished relationships, it has secured a $200 million commitment from investors which it will use to seed a new fund in Asia, Durian Capital. Although that amount is sufficient to launch operations, its senior professionals in Asia will be expected to raise more. Durian Capital needs a robust operational plan to pitch to potential investors in which human resources play a key part. Investors will be counting on the Asian team to achieve substantial returns on their investment. Like its parent organization, Durian Capital has to be extremely selective in the hiring process. Operations will be relatively lean and flat, not least because top talent is in short supply and therefore expensive to recruit. Based on past experience and a structured approach to problem solving, Durian Capital knows the value of understanding the deal-making process in detail to determine its HR requirements. This follows a linear flow in which Durian Capital employs specialists for each step of the process, as illustrated below. Abandonment can occur after each stage in the process. In other words, of 30 deals to go through preliminary evaluation in a year, about 15 will go through due diligence, five through the negotiation phase, and one will finally reach completion. The time and resources required at each stage are summarized in the table below: Step 1 Step 2 Step 3 Step 4 Preliminary evaluation Due diligence Negotiation Deal completion Process Time 150 120 80 hrs/transaction hrs/transaction hrs/transaction 100 hrs/transaction Resource Junior professional Senior professional Copyright INSEAD Mid-level professional Senior professional 1 This document is authorized for use only by John Zacharia in Operations & Supply Chain Management taught by Dr. Kaushik Sengupta, Hofstra University from September 2017 to March 2018. For the exclusive use of J. Zacharia, 2017. As many of the deals are sourced from personal and professional networks, it is important that the same senior professional who negotiated the deal completes the transaction. Other than deal making, senior professionals must also spend time on activities such as firm management, deal sourcing, mentoring and training, and project management. For the purpose of planning, it is reasonable to assume that junior, mid-level, and senior professionals need to spend 25%, 50%, and 2/3 of their time respectively on other activities. Junior professionals typically work 65 hours per week, and mid-level and senior professionals work 60 hours per week. All of them work 49 weeks per year. Copyright INSEAD 2 This document is authorized for use only by John Zacharia in Operations & Supply Chain Management taught by Dr. Kaushik Sengupta, Hofstra University from September 2017 to March 2018. Durian Case Questions: Note that this case builds on the service design and process analytics case. You must use service design biostatistics equation and also MS project as much as you can. Attempt the following questions on the Durian Capital case. 1. If the arrival rate to the system was 100 deals per year, how many expected deals will be completed in the year? 2. What is the probability that at least 4 deals will be completed in the year? (Use the P n formula) 3. How would the numbers above change if a quality improvement in the process increases the yield in the first stage to 60%? 4. Assume that the average throughput time for deals is 30 weeks (from end to end). How would you staff the stages to achieve this target? Provide two staffing scenarios and explain the pros and cons of your two recommended scenarios. 5. Under each of the two scenarios in #4, what is the average number of deals in the system at any point of time