*PLEASE JUST ANSWER QUESTION 2 WITH THE DATA IN THE FIRST PICTURE*

Ao 20 AutoSave OFF Ch7_CaseDocument(1) - Compatibility Mode Home Insert Draw Design Layout References Mailings Review View Developer Tell me Share Comments Times New... 12 - to EvEvv ESE AJ AaBbCcDdE AaBbCcDde AaBbCD AaBbCcDde AaBb LE Paste B I U ab Normal Title ADA x x No Spacing Heading 1 Heading 2 Dictate Editor Styles Pane Sensitivity 7 Doug's Dens doghouses have become wildly popular. In fact, demand has increased to the values below. Revised Master Schedule for Doug's Dens (DO NOT USE Table 7.25) Week 1 2 3 4 5 6 Fido's Favorite 40 50 30 30 40 60 Charlie's Castle 30 30 20 50 40 20 7 30 20 8 40 40 Because of product returns and other factors, there is a current on-hand balance of 100 and 60 units for Fido's Favorite and Charlie's Castle, respectively. To increase efficiency, Doug's has started producing basic floor and frame subassemblies in batches of 50. Due to larger volume production, lead times have increased to 1 week for basic floor subassemblies and frame subassemblies. (The template has all this necessary information.) Doug's has started purchasing corner brackets in quantities of 1000, nails in quantities of 5000, and 2x4's in quantities of 800 in order to obtain better pricing. The lead-time for 2x4's has gone to 1 week. (The template has all this necessary information.) Figure 7.18 (p. 278) is necessary to develop the material plan. Questions: 1. Is Doug's Dens a business that can effectively utilize MRP for planning its inventory? Why or why not? . . 2. Develop a material plan for Doug's Dens, including: Fido's Favorite Charlie's Castle BASIC floor sub-assembly (1 per Fido) BASIC roof sub-assembly (1 per Fido) DELUX floor sub-assembly (1 per Charlie) DELUXE roof sub-assembly (1 per Charlie) Frame sub-assembly (1 per Fido and 1 per Charlie) Corner brackets (8 per Frame sub-assembly) 2-Inch Nails (24 per Frame sub-assembly) 6-foot 2x4's (12 per Frame sub-assembly) . . . . 3. Doug's is concerned about carrying costs (physical storage, potential for damage, and cost of capital) for 2x4's. Compare the average inventory of 2x4's with a lot size of 800 versus a lot for lot policy and a lot size of 400. Page 1 of 2 407 words LE English (United States) 17 D Focus E + 131% AutoSave OFF a O... Ch7_CaseData Home Insert Draw Page Layout Formulas Data Review View Tell me Share Comments Calibri (Body) Insert V 11 ~ V = = ab Wrap Text X La General V Do WE > > > AY Ou DX Delete v Paste B B I U Av Merge & Center & $ % ) .00 00 0 V Conditional Format Cell Formatting as Table Styles Sensitivity Find & Select Sort & Filter Analyze Data Format T7 4 x fx A B E F G H 1 K L o Q R S T v w Y Z AA AB U FAZO 100 Stock Charlie's Castle (DELUXE) 60 Stock D LT=0 =0 2 21 3 50 30 M N LT=0 = 2 2 3 31 30 20 L4L 4 51 30 40 L4L 41 5 50 40 1 40 Week 6 60 7 30 8 40 1 30 6 20 7 7 20 8 40 60 10 0 0 01 0 0 0 Gross requirements Scheduled receipts Planned OH Inventory Planned receipts Planned Order release 0 20 201 30 0 0 0 0 0 30 30 0 40 0 0 20 30 30 0 40 40 60 60 0 0 20 20 0 50 50 40 40 0 20 20 0 40 40 40 20 LT=1 week L4L 1 2 0 FOQ=50 3 3 4 20 30 6 5 40 7 30 8 40 LT=0 weeks =0 1 0 ol 2 0 3 20 4 50 5 5 40 6 20 7 20 8 40 0 60 Deluxe Floor Week Gross requirements Scheduled receipts Planned OH Inventory Planned receipts Planned Order release 0 -150 0 0 0 -20 0 -50 0 -90 0 -180 0 -220 0 0 0 -20 0 -70 -110 -130-150-190 0 0 0 0 0 0 0 LT=0 weeks LT=0 weeks 5 L4L 3 4 20 30 61 7 1 1 0 51 2 0 7 8 40 LAL 3 20 2 0 4 41 50 6 20 8 40 40 60 30 0 40 20 Deluxe Roof Week Gross requirements Scheduled receipts Planned OH Inventory Planned receipts Planned Order release 0 -150 0 1 1 Fido's Favorite (BASIC) 2 Week 3 Gross requirements 4 Scheduled receipts 5 Planned OH Inventory 6 Planned receipts 7 Planned Order release 8 9 Basic floor 10 Week 11 Gross requirements 12 Scheduled receipts 13 Planned OH Inventory 14 Planned receipts 15 Planned Order release 16 17 Basic Roof 18 Week 19 Gross requirements 20 Scheduled receipts 21 Planned OH Inventory 22 Planned receipts 23 Planned Order release 24 25 26 Frame sub-assemblies 27 Week 28 Gross requirements 29 Scheduled receipts 30 Planned OH Inventory 31 Planned receipts 32 Planned Order release 33 34 Corner Brackets (8 per 35 Week 36 Gross requirements 37 Scheduled receipts 38 Planned OH Inventory 39 Planned receipts 40 Planned Order release 41 42 Nails (24 per) 43 Week -20 0 0 -20 0 -50 0 0 -90 0 -180 0 -220 0 0 0 -70-110-130-150-190 0 0 0 0 0 0 0 0 0 LT=1 week 1 0 2 21 0 FOQ = 50 = 3 4 40 80 5 5 80 6 80 7 50 8 80 ol -120 -280 -330 -410 0 0 0 -40 0 -200 0 0 0 0 0 LT=0 week 2 FOQ 1000 3 31 4 0 0 6 6 1 0 8 5 0 7 0 0 0 0 0 0 0 0 0 0 ol 0 0 0 0 0 0 0 ol ol 0 0 0 0 0 0 0 0 0 0 LT=0 week FOQ = 5000 31 4 4 1 2 51 61 71 8 Case + Ready 17 @ u a + 100% AutoSave OFF A C... Ch7_CaseData Home Insert Draw Page Layout Formulas Data Review View Tell me Share Comments X Calibri (Body) Insert V 11 "AF = = ab Wrap Text General V Do AY WE > > > @ Ou DX Delete v Paste B I U Av + Merge & Center $ % ) .00 00 0 Conditional Format Cell Formatting as Table Styles Sensitivity Format Sort & Filter Analyze Data Find & Select TZ 4 x fx A B E K L M N 0 o P Q O R S T U v w Y Z AA AB 0 0 -40 -120 -200 -280 -330 410 0 0 0 0 0 0 0 LT=0 week 7 FOQ = 1000 3 3 4 0 0 0 0 1 0 8 2 21 0 0 5 51 0 0 6 0 0 0 ol 0 o 0 ol o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 LT=0 week 29 Scheduled receipts 30 Planned OH Inventory 31 Planned receipts 32 Planned Order release 33 34 Corner Brackets (8 per) 35 Week 36 Gross requirements 37 Scheduled receipts 38 Planned OH Inventory 39 Planned receipts 40 Planned Order release 41 42 Nails (24 per) 43 Week 44 Gross requirements 45 Scheduled receipts 46 Planned OH Inventory 47 Planned receipts 48 Planned Order release 49 50 2x4 (12 per) 51 Week 52 Gross requirements 53 Scheduled receipts 54 Planned OH Inventory 55 Planned receipts 56 Planned Order release 57 1 2 FOQ=5000 3 3 4 0 0 0 6 6 8 5 0 7 7 0 0 0 0 0 0 0 0 0 0 0 0 o ol 0 0 0 0 0 0 0 ol 0 LT=1 week LT=1 week 8 FOQ = 800 3 4 4 0 01 0 0 1 1 0 0 2 21 ol 5 0 6 0 7 7 0 FOQ = 400 3 4 0 0 0 5 0 0 6 0 0 7 0 8 0 0 0 QUESTION 2 2x4 (12 per) Week Gross requirements Scheduled receipts Planned OH Inventory Planned receipts Planned Order release 0 0 0 0 0 0 0 0 0 0 0 01 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 58 LT-1 week L4L 4 8 1 11 0 2 2 0 3 0 51 0 6 6 0 7 0 0 0 2x4 (12 per) Week Gross requirements Scheduled receipts Planned OH Inventory Planned receipts Planned Order release 0 0 59 60 61 62 63 64 65 66 67 0 ol 0 o o 0 0 0 0 0 0 ol ol 0 0 0 0 BES... SETER LLLLLLLL FELELLLL LLLL LLLLL LLLL LLLLLLLL 68 69 70 71 Case + Ready 17 @ a + 100% 276 PART II Tools and Tactical Issues CASE STUDY Doug's Dens Marketing Cathy Franks ran the marketing area of Doug's Dens. When Doug came to talk to her, she showed him the mar. keting plan and forecast for the follow. ing 12 months. The plans show the master schedule for the two items for the coming 12 months and are shown in Table 7.25. Cathy told Doug, "We generally are pretty accurate on yearly sales for each of these products, but there is more inaccuracy regarding when these sales occur. To level demand out, we will occasionally run specials and discount Charlie's Castle to spur more sales." Production The production department was super- A custom-built doghouse. vised by Doug's best friend, Kevin Jones, who had studied entomology in college All products were custom assembled for DO oug Johnson is a 25-year-old entrepreneur who a particular customer order, typically in started his own business while in college. Here batches of one. There was a high degree of common sponded to an ad in the college newspaper seeking a ality in parts because roots were made from one of student who was willing to build a doghouse for a five types of shingle,siding consisted of one of three family's Brittany spaniel. The job went well-he de types, and floors were one of four types. Dens were signed and built a doghouse that any dog would love assembled from three main subassemblies: floor and More importantly, the pet's owners were very im- foundation, frame, and roof. When a customer order pressed and referred Doug to several of their friends was received, a production order was generated for Soon, Doug had more orders than he could keep up each of the three subassemblies. Once each of the with, so he hired a friend of his. Within a year of three subassemblies was finished, assembly of the graduating from college, Doug was running a business final product was started. This system had worked with annual revenues of $800,000 and two employ. well for the first two years of the business but had ees. At present, the business has annual revenues of 53.2 million and has built dens not only for dogs, but seemed to be less effective in the past six months. also for cats, snakes, lizards, gerbils, rabbits, and even Purchasing one llama! Recently, Doug has been noticing more and more ment. Because of the fast growth of Doug's Dens and Denise Mina was in charge of the purchasing depart- problems with inventory shortages and late delivery times. The promised lead time for a final product is its relatively small size, most of the purchasing was done from the closest Home Depot store. Denise usually 3 weeks, but in the past year lead times have skyrocketed to an average of 8 weeks. Doug decided it compile an order to be placed on Thursday. Home would check the inventory of every item used and was time to investigate, so he chose two of his more popular designs, the entry-level Fido's Favorite and Depot would then deliver the order on Friday. When there was a shortage of a critical item, Denise often the more upscale Charlie's Castle. He met with his various employees to discuss potential causes of in- found herself driving to the Home Depot, buying the ventory problems with these two products, necessary item, and carrying it back to work in the back of her pickup truck. Because Doug's did $1.5 CHAPTER 7. Dependent Demand Inventory 277 million worth of business with Home Depot per year, it had negotiated a contract that provided the com- pany with a 10 percent discount off the normal, walk- up price. QUESTIONS 3. Discuss how Doug should go about implementing MRP. What type of training should he provide? What kind of software and equipment? How long should he allow for the implementation? 4. A business consultant suggested that Doug's Dens build a master schedule at the subassembly level de, for the floor, roof, and frame assemblies) rather than at the finished product level (le, Fido's Favorite and Charlie's Castle). The consul- tant said that this is the approach used by Dell (Doug idolizes Michael Dell as a role model). Dis. cuss whether this approach makes sense and ex- plain why or why not. 1. Is Doug's Dens a business that can effectively utilize MRP for planning its inventory? Why or why not? 2. Develop a material requirements plan for the next 8 weeks using the information in Table 7.25 and, on the next page, Table 7.26 and Figure 7.18. TABLE 7.25 Master Schedule Month Week Fido's Favorite Charlie's Castle 4 3 1 1 2 5 3 3 3 2 3 5 4 4 4 5 2 6 2 6 2 PART II Tools and Tactical issues 7 3 3 3 8 15 12 3 8 10 4 10 8 5 10 20 6 9 15 7 9 12 8 8 10 9 8 12 10 10 10 11 10 11 12 1. Is Doug's Dens a business that can effectively utilize MRP for planning its inventory? Why or why not? 2. Develop a material requirements plan for the next 8 weeks using the information in Table 7.25 and, on the next page, Table 7.26 and Figure 7.18. Ao 20 AutoSave OFF Ch7_CaseDocument(1) - Compatibility Mode Home Insert Draw Design Layout References Mailings Review View Developer Tell me Share Comments Times New... 12 - to EvEvv ESE AJ AaBbCcDdE AaBbCcDde AaBbCD AaBbCcDde AaBb LE Paste B I U ab Normal Title ADA x x No Spacing Heading 1 Heading 2 Dictate Editor Styles Pane Sensitivity 7 Doug's Dens doghouses have become wildly popular. In fact, demand has increased to the values below. Revised Master Schedule for Doug's Dens (DO NOT USE Table 7.25) Week 1 2 3 4 5 6 Fido's Favorite 40 50 30 30 40 60 Charlie's Castle 30 30 20 50 40 20 7 30 20 8 40 40 Because of product returns and other factors, there is a current on-hand balance of 100 and 60 units for Fido's Favorite and Charlie's Castle, respectively. To increase efficiency, Doug's has started producing basic floor and frame subassemblies in batches of 50. Due to larger volume production, lead times have increased to 1 week for basic floor subassemblies and frame subassemblies. (The template has all this necessary information.) Doug's has started purchasing corner brackets in quantities of 1000, nails in quantities of 5000, and 2x4's in quantities of 800 in order to obtain better pricing. The lead-time for 2x4's has gone to 1 week. (The template has all this necessary information.) Figure 7.18 (p. 278) is necessary to develop the material plan. Questions: 1. Is Doug's Dens a business that can effectively utilize MRP for planning its inventory? Why or why not? . . 2. Develop a material plan for Doug's Dens, including: Fido's Favorite Charlie's Castle BASIC floor sub-assembly (1 per Fido) BASIC roof sub-assembly (1 per Fido) DELUX floor sub-assembly (1 per Charlie) DELUXE roof sub-assembly (1 per Charlie) Frame sub-assembly (1 per Fido and 1 per Charlie) Corner brackets (8 per Frame sub-assembly) 2-Inch Nails (24 per Frame sub-assembly) 6-foot 2x4's (12 per Frame sub-assembly) . . . . 3. Doug's is concerned about carrying costs (physical storage, potential for damage, and cost of capital) for 2x4's. Compare the average inventory of 2x4's with a lot size of 800 versus a lot for lot policy and a lot size of 400. Page 1 of 2 407 words LE English (United States) 17 D Focus E + 131% AutoSave OFF a O... Ch7_CaseData Home Insert Draw Page Layout Formulas Data Review View Tell me Share Comments Calibri (Body) Insert V 11 ~ V = = ab Wrap Text X La General V Do WE > > > AY Ou DX Delete v Paste B B I U Av Merge & Center & $ % ) .00 00 0 V Conditional Format Cell Formatting as Table Styles Sensitivity Find & Select Sort & Filter Analyze Data Format T7 4 x fx A B E F G H 1 K L o Q R S T v w Y Z AA AB U FAZO 100 Stock Charlie's Castle (DELUXE) 60 Stock D LT=0 =0 2 21 3 50 30 M N LT=0 = 2 2 3 31 30 20 L4L 4 51 30 40 L4L 41 5 50 40 1 40 Week 6 60 7 30 8 40 1 30 6 20 7 7 20 8 40 60 10 0 0 01 0 0 0 Gross requirements Scheduled receipts Planned OH Inventory Planned receipts Planned Order release 0 20 201 30 0 0 0 0 0 30 30 0 40 0 0 20 30 30 0 40 40 60 60 0 0 20 20 0 50 50 40 40 0 20 20 0 40 40 40 20 LT=1 week L4L 1 2 0 FOQ=50 3 3 4 20 30 6 5 40 7 30 8 40 LT=0 weeks =0 1 0 ol 2 0 3 20 4 50 5 5 40 6 20 7 20 8 40 0 60 Deluxe Floor Week Gross requirements Scheduled receipts Planned OH Inventory Planned receipts Planned Order release 0 -150 0 0 0 -20 0 -50 0 -90 0 -180 0 -220 0 0 0 -20 0 -70 -110 -130-150-190 0 0 0 0 0 0 0 LT=0 weeks LT=0 weeks 5 L4L 3 4 20 30 61 7 1 1 0 51 2 0 7 8 40 LAL 3 20 2 0 4 41 50 6 20 8 40 40 60 30 0 40 20 Deluxe Roof Week Gross requirements Scheduled receipts Planned OH Inventory Planned receipts Planned Order release 0 -150 0 1 1 Fido's Favorite (BASIC) 2 Week 3 Gross requirements 4 Scheduled receipts 5 Planned OH Inventory 6 Planned receipts 7 Planned Order release 8 9 Basic floor 10 Week 11 Gross requirements 12 Scheduled receipts 13 Planned OH Inventory 14 Planned receipts 15 Planned Order release 16 17 Basic Roof 18 Week 19 Gross requirements 20 Scheduled receipts 21 Planned OH Inventory 22 Planned receipts 23 Planned Order release 24 25 26 Frame sub-assemblies 27 Week 28 Gross requirements 29 Scheduled receipts 30 Planned OH Inventory 31 Planned receipts 32 Planned Order release 33 34 Corner Brackets (8 per 35 Week 36 Gross requirements 37 Scheduled receipts 38 Planned OH Inventory 39 Planned receipts 40 Planned Order release 41 42 Nails (24 per) 43 Week -20 0 0 -20 0 -50 0 0 -90 0 -180 0 -220 0 0 0 -70-110-130-150-190 0 0 0 0 0 0 0 0 0 LT=1 week 1 0 2 21 0 FOQ = 50 = 3 4 40 80 5 5 80 6 80 7 50 8 80 ol -120 -280 -330 -410 0 0 0 -40 0 -200 0 0 0 0 0 LT=0 week 2 FOQ 1000 3 31 4 0 0 6 6 1 0 8 5 0 7 0 0 0 0 0 0 0 0 0 0 ol 0 0 0 0 0 0 0 ol ol 0 0 0 0 0 0 0 0 0 0 LT=0 week FOQ = 5000 31 4 4 1 2 51 61 71 8 Case + Ready 17 @ u a + 100% AutoSave OFF A C... Ch7_CaseData Home Insert Draw Page Layout Formulas Data Review View Tell me Share Comments X Calibri (Body) Insert V 11 "AF = = ab Wrap Text General V Do AY WE > > > @ Ou DX Delete v Paste B I U Av + Merge & Center $ % ) .00 00 0 Conditional Format Cell Formatting as Table Styles Sensitivity Format Sort & Filter Analyze Data Find & Select TZ 4 x fx A B E K L M N 0 o P Q O R S T U v w Y Z AA AB 0 0 -40 -120 -200 -280 -330 410 0 0 0 0 0 0 0 LT=0 week 7 FOQ = 1000 3 3 4 0 0 0 0 1 0 8 2 21 0 0 5 51 0 0 6 0 0 0 ol 0 o 0 ol o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 LT=0 week 29 Scheduled receipts 30 Planned OH Inventory 31 Planned receipts 32 Planned Order release 33 34 Corner Brackets (8 per) 35 Week 36 Gross requirements 37 Scheduled receipts 38 Planned OH Inventory 39 Planned receipts 40 Planned Order release 41 42 Nails (24 per) 43 Week 44 Gross requirements 45 Scheduled receipts 46 Planned OH Inventory 47 Planned receipts 48 Planned Order release 49 50 2x4 (12 per) 51 Week 52 Gross requirements 53 Scheduled receipts 54 Planned OH Inventory 55 Planned receipts 56 Planned Order release 57 1 2 FOQ=5000 3 3 4 0 0 0 6 6 8 5 0 7 7 0 0 0 0 0 0 0 0 0 0 0 0 o ol 0 0 0 0 0 0 0 ol 0 LT=1 week LT=1 week 8 FOQ = 800 3 4 4 0 01 0 0 1 1 0 0 2 21 ol 5 0 6 0 7 7 0 FOQ = 400 3 4 0 0 0 5 0 0 6 0 0 7 0 8 0 0 0 QUESTION 2 2x4 (12 per) Week Gross requirements Scheduled receipts Planned OH Inventory Planned receipts Planned Order release 0 0 0 0 0 0 0 0 0 0 0 01 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 58 LT-1 week L4L 4 8 1 11 0 2 2 0 3 0 51 0 6 6 0 7 0 0 0 2x4 (12 per) Week Gross requirements Scheduled receipts Planned OH Inventory Planned receipts Planned Order release 0 0 59 60 61 62 63 64 65 66 67 0 ol 0 o o 0 0 0 0 0 0 ol ol 0 0 0 0 BES... SETER LLLLLLLL FELELLLL LLLL LLLLL LLLL LLLLLLLL 68 69 70 71 Case + Ready 17 @ a + 100% 276 PART II Tools and Tactical Issues CASE STUDY Doug's Dens Marketing Cathy Franks ran the marketing area of Doug's Dens. When Doug came to talk to her, she showed him the mar. keting plan and forecast for the follow. ing 12 months. The plans show the master schedule for the two items for the coming 12 months and are shown in Table 7.25. Cathy told Doug, "We generally are pretty accurate on yearly sales for each of these products, but there is more inaccuracy regarding when these sales occur. To level demand out, we will occasionally run specials and discount Charlie's Castle to spur more sales." Production The production department was super- A custom-built doghouse. vised by Doug's best friend, Kevin Jones, who had studied entomology in college All products were custom assembled for DO oug Johnson is a 25-year-old entrepreneur who a particular customer order, typically in started his own business while in college. Here batches of one. There was a high degree of common sponded to an ad in the college newspaper seeking a ality in parts because roots were made from one of student who was willing to build a doghouse for a five types of shingle,siding consisted of one of three family's Brittany spaniel. The job went well-he de types, and floors were one of four types. Dens were signed and built a doghouse that any dog would love assembled from three main subassemblies: floor and More importantly, the pet's owners were very im- foundation, frame, and roof. When a customer order pressed and referred Doug to several of their friends was received, a production order was generated for Soon, Doug had more orders than he could keep up each of the three subassemblies. Once each of the with, so he hired a friend of his. Within a year of three subassemblies was finished, assembly of the graduating from college, Doug was running a business final product was started. This system had worked with annual revenues of $800,000 and two employ. well for the first two years of the business but had ees. At present, the business has annual revenues of 53.2 million and has built dens not only for dogs, but seemed to be less effective in the past six months. also for cats, snakes, lizards, gerbils, rabbits, and even Purchasing one llama! Recently, Doug has been noticing more and more ment. Because of the fast growth of Doug's Dens and Denise Mina was in charge of the purchasing depart- problems with inventory shortages and late delivery times. The promised lead time for a final product is its relatively small size, most of the purchasing was done from the closest Home Depot store. Denise usually 3 weeks, but in the past year lead times have skyrocketed to an average of 8 weeks. Doug decided it compile an order to be placed on Thursday. Home would check the inventory of every item used and was time to investigate, so he chose two of his more popular designs, the entry-level Fido's Favorite and Depot would then deliver the order on Friday. When there was a shortage of a critical item, Denise often the more upscale Charlie's Castle. He met with his various employees to discuss potential causes of in- found herself driving to the Home Depot, buying the ventory problems with these two products, necessary item, and carrying it back to work in the back of her pickup truck. Because Doug's did $1.5 CHAPTER 7. Dependent Demand Inventory 277 million worth of business with Home Depot per year, it had negotiated a contract that provided the com- pany with a 10 percent discount off the normal, walk- up price. QUESTIONS 3. Discuss how Doug should go about implementing MRP. What type of training should he provide? What kind of software and equipment? How long should he allow for the implementation? 4. A business consultant suggested that Doug's Dens build a master schedule at the subassembly level de, for the floor, roof, and frame assemblies) rather than at the finished product level (le, Fido's Favorite and Charlie's Castle). The consul- tant said that this is the approach used by Dell (Doug idolizes Michael Dell as a role model). Dis. cuss whether this approach makes sense and ex- plain why or why not. 1. Is Doug's Dens a business that can effectively utilize MRP for planning its inventory? Why or why not? 2. Develop a material requirements plan for the next 8 weeks using the information in Table 7.25 and, on the next page, Table 7.26 and Figure 7.18. TABLE 7.25 Master Schedule Month Week Fido's Favorite Charlie's Castle 4 3 1 1 2 5 3 3 3 2 3 5 4 4 4 5 2 6 2 6 2 PART II Tools and Tactical issues 7 3 3 3 8 15 12 3 8 10 4 10 8 5 10 20 6 9 15 7 9 12 8 8 10 9 8 12 10 10 10 11 10 11 12 1. Is Doug's Dens a business that can effectively utilize MRP for planning its inventory? Why or why not? 2. Develop a material requirements plan for the next 8 weeks using the information in Table 7.25 and, on the next page, Table 7.26 and Figure 7.18