Table 1. 1999 Orders Received Stockroom capacity Spring & winter 90,000 6900 Christmas 160,000 22600 15,750* Total orders 29500 2000 Projected Orders Stockroom capacity Christmas Additional names 30,000 3,750 Catalogue 160,000 21,470 22,327.50 Internet sales 1,130 Advertising 3,420 Total 29,770 Internet Orders 345 Spring & Winter 90,000 6,555 Total orders 36,670 *1999 orders less 5% for internet orders **based on 75% of 21,000 purchase orders made *** based on an assumption that every 8th person will order To meet this predicted rise in orders for the period, the company can assign available space to the mail order stock room, allowing them to fully satisfy the demand and boost their sales profit. While it will meet their short-term needs of meeting consumer demand, this will not lower the cost of inventory holding because the current mail order process makes it impossible to fully fulfill requests. As a result, the company's output will be diminished. With the surge in orders, the company expects to get 5,061 orders per week in November, which will be the busiest week of the year. However, its workforce can only handle 3,096 to 4,334 people a week, depending on whether they work five or seven days a week, as shown in Table 2