Please help me with these calculations: and if you could show me how you calculated, that will be helpful.

Q: Buckshot Electronics is a chain of electronics superstores that is located throughout California. They have 15 locations concentrated primarily in heavily populated areas. They sell thousands of products made by hundreds of different manufacturers. Buckshot sells everything from phones, video cameras, and video game consoles to large items like televisions.

Sony is one of their larger suppliers. They offer products in nearly every category Buckshot offers to its customers. In fact, Sony sells multiple cell phone models through Buckshot. One such model is the Q9900.

One of Buckshot's San Francisco stores is forecasted to sell about 7800 units of the Q9900 in the coming year. This forecasted demand is about average in terms of Buckshot's 15 other California locations. Presently they order 900 units of the Q9900 every 6 weeks.

Each store fills weekly orders through its Sony Distributor for items like TV's, cameras, and of course, cell phones, in addition to many other items. Orders for cell phones must be made in increments of 100 units. The distributor takes only one order per week, but Buckshot is not obligated to order every item every week. That order is then shipped 2 days later to that individual Buckshot Electronics location by truck.

Buckshot's Central Procurement is looking to save money by investigating order sizes and subsequent order frequency. You are being asked to create a recommendation for order size and time between orders for the Q9900 based on the numbers for this San Francisco location. Answer the questions that follow in order to create a detailed report for your supervisor.

Below are some the key figures important in your analysis:

Q9900 Wholesale Price - $ 175.00

Q9900 Retail Price - $ 299.00

Annual Per Unit Holding Costs are estimated at 35% of the wholesale cost of the Q9900.

Costs associated with each order include:

Order Placement Fees (Documentation, Network Support) $ 250.00

Delivery (Fuel, Driver, Truck, etc.) $ 125.00

Packaging $ 25.00

Receiving (Inspection, Documentation, etc.) $ 25.00

Labor ( 5 hours @ $10.00/hr) Stocking, Misc. $ 50.00

Provide the following based on the data provided.

1. D= 2. H=.350X$175= 3. C= 4. S = 5. Weekly Demand = D/52 =

Using Present Lot Size (Q = 900)

Presently orders are being placed every 6 Weeks. We find this by using the Time Between Orders formula.

6. How many orders per year are being placed annually? Do Not Round. (2 decimal places)

According to the information supplied, what is the present annual inventory cost? (In other words, using their present lot size what is the annual inventory cost?) Also, separately identify, the annual cost of purchasing the inventory, the annual holding cost (AHC) and annual ordering cost (AOC).

7. DC =

8. AOC=

9. AHC=

10. TC =

Using the Economic Order Quantity (Q=EOQ)

11. The calculated EOQ is (USE A WHOLE NUMBER, NO DECIMALS)

12. Using the calculated EOQ, How often will orders be placed? Weeks.

DO NOT ROUND (Show 2 decimal places)

According to the information supplied, what would be the annual inventory cost if they used the calculated EOQ? Also, separately identify the annual holding cost (AHC) and annual ordering cost (AOC).

(2 decimal places each)

13. AHC = 14. AOC = 15. TC=

16. If they could order the EOQ instead of 900, how much would this one store stand to save annually? (2 decimal places)

17. Why is this not possible for this company to use the calculated EOQ as their order size?

1. They do not have enough room in their store to use the EOQ as their order size.
2. They do not have enough money to afford order sizes as large as the calculated EOQ.
3. Orders can only be placed in increments of 100.
4. Orders can only be placed in increments of 50.
5. The calculated EOQ is smaller than their weekly demand.
6. Ordering the calculated EOQ would actually cost them more than using their present order size, 900 units.

The store must decide how often they want to order. Remember, the weekly demand is 150 units.

If they order weekly, the store will require at minimum 200 units per week. If they order every other week, the store will require at minimum 300 units to get to the next ordering period.

18. If they order every 3 weeks, what will be the minimum required order size? Remember, you must abide by the Sony Distributors ordering rules.

19. Assume they sell exactly 150 units every three week period. Based on the appropriate answer to the previous question, how many extra units will they have left at the end of each three week period?

20. Based on the ordering scenario where orders are placed every 3 weeks, over a 52 week year, how much extra inventory will this store have accumulated? (Take your answer to #19, divide by 3, and then multiply by 52)

21. If they instead order every 2 weeks what will be the minimum required order size? Remember, you must abide by the Sony Distributors ordering rules.

22. Assume they sell exactly 150 units per week. Based on the appropriate weekly order size, how many extra units will they have left at the end of the 2 week period?

23. Based on the weekly ordering scenario, over a 52 week year, how much extra inventory will this store have accumulated? (Take your answer to #22, divide by 2, and then multiply by 52)

24. Realistically, which of the following options is more attractive? An attractive option is one where the order size is close or equal to the EOQ, abides by the distributors ordering rules, and minimizes the amount of unnecessary inventory. A. Order 200 units every week

B. Order 300 units every 2 weeks C. Order 361 units every 2.41 weeks

D. Order 500 units every 3 weeks

According to the appropriate recommendation, what would be the Total Annual Inventory cost? Also, separately identify, the annual cost of purchasing the inventory, the annual holding cost (AHC) and annual ordering cost (AOC).

25. AHC =

26. AOC =

27. TC=

28. Therefore, the total annual savings for this one store using our recommendation versus the present lot size of 900, would be:

29. Without store-by-store information it is difficult to say how much this would save the corporation. Nonetheless, using only the numbers for this store it can be said that if the numbers for the other 14 stores are similar there is a potential to save a total of about: (Remember, there are 15 total stores.)