The Kool King Company has followed a policy of no layoffs for most of the manufactures tile, even though the demand for its air conditioners is highly seasonal. Management wants to evaluate the cost effectiveness of this policy. Competitive pressures are increasing, and ways need to be found to reduce costs. The following demand (expressed in employee—month equivalents) has been forecast for next year:

Additional planning data follow, with costs, inventory, and backorders expressed in employee-month equivalents:

Hiring costs are lower than Layoff costs because the facility is located near a Technical training School. Under time is paid at the rate equivalent to regular-time production. Each employee who has been with the company at least one year also received 0.5 months of paid vacation. All 130 employees currently employed qualify for vacations next year assuming that they remain on the workforce. Answer the following questions using Sales and Operations Planning with Spreadsheets Solver in OM Explorer, or an Excel spreadsheet that you developed on your own.
a. Develop an S&OP with the level strategy using overtime under time, and vacations as the only supply options. Use the maximum amount of overtime so as to minimize under time. What is the total cost of this plan, and what are its advantages and disadvantages?
b. Develop an S&OP with the chase strategy Part of your decision will be when and how many vacation periods to grant. What is the total cost of this plan and what are its advantages and disadvantages?
c. Develop an S&OP with a lower cost than found with either the level or chase strategy being open to the full range of supply options (Including anticipation inventory). Subcontractors can supply up to 50 employee— month equivalents. What is the total cost of this plan and what are its advantages anddisadvantages?

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Jan 70 y 130i Sept110 Feb 90 June 170Oct60 Mar 100 J 0NOW.20 Apr 100150Dec.0 $500/ person $1,500 Hire cost Regular-time production cost Overtime production cost 150% of regular. time production cost $2,000 person Layoff cost Subcontracting $2,500 Current 10 backorders Current inventory0 Desied ending cost Irventory holding $100 cost Backorder cost $1000 Maximum overtime 20% of regular, inventory Current 130 time capacity employmentemployees