本次澳洲代写主要为供应链的assignment
ITLS6002 Supply Chain Planning and Design Network Design Assignment
2.可用数据
为帮助您入门，FarSpin为您提供了各种数据，可帮助您进行分析，
加上一张有助于可视化情况的地图（请参见数据文件的“地图”工作表）。所有这些数据都是
列在Excel文件“ ITLS6002_2021_S1_Assignment_Data.xlsx”中。
“市场”工作表包含有关各种客户和市场区域的所有信息，
分别针对每个公司（exlRZN和nuResin），以及对FarSpin的总需求，这很简单
这两家公司的需求总和（假设合并不会
短期内对需求水平的影响）。尽管每家公司都认为从长远来看，
合并一旦能够开始出口到国际市场，将会带来更大的回报，
对于该项目而言，现在的问题是，合并是否会带来以下方面的成本优势：
产品在悉尼的分布。
•较大的高尔夫零售连锁店只需要向配送中心交货即可，因此共有三个
列出了一系列需求（位于Minchinbury的Drummond Golf DC，位于以下位置的Power Golf DC
东部溪流和高尔夫世界特区（展望）。这些在地图上以橙色（）标记。
•较小的客户（位于高尔夫球场的独立高尔夫商店和专业商店）是
散布在悉尼市区。为简化优化过程，
根据此分配的目的，客户被分为23个区域或“市场”，并且
报告每个区域的总需求。该区域由一个位置表示，
代表区域的大致中心（即区域的质心）。这些
市场/区域在地图（）上用红色标记指示。
•exlRZN和nuResin各自拥有一个现有的加工厂，在那里生产高尔夫球
（将型芯模制成型，通过注塑成型形成覆盖层和凹痕，对覆盖层进行抛光和上漆，
固化高尔夫球，然后将其包装）。工厂有固定的成本和产能限制，可以在“工厂”工作表上找到。现有的exlRZN工厂
现有的nuResin工厂以浅绿色（）突出显示为浅蓝色（）。
•肯普斯的合并公司FarSpin也有一家工厂正在考虑中
溪。请注意，就固定成本而言，FarSpin工厂的规模经济。这
建议的工厂用棕色标记（）。
•exlRZN和nuResin当前每个都有六个DC。这些列在“ DC”工作表中，
与他们的年度固定成本。出于此分配的目的，您可以假定他们
没有容量限制（尽管可以很容易地施加这些限制）。 exlRZN DC已标记
在地图上以深蓝色（）表示，而nuResin DC则以深绿色（）标记。
2. AVAILABLE DATA
To get you started, FarSpin has provided for you various data that will help you perform your analysis,
plus a map to help visualise the situation (See “Map” worksheet of the data file). All of these data are
listed in the Excel file “ITLS6002_2021_S1_Assignment_Data.xlsx”.
The “Markets” worksheet contains all information about the various customers and market regions,
for each company separately (exlRZN and nuResin), and aggregate demand for FarSpin which is simply
the sum of the demand for these two companies (the assumption is that the merger will have no
impact on demand levels in the short-term). While each company believes that in the longer term the
merger will bring about greater returns once they can start to export to international markets, what
matters now for this project is whether the merger will bring with it cost advantages with respect to
the product distribution in Sydney.
• The larger golf retail chain deliveries only need to be made to their DCs, so there are three
sets of demand listed (the Drummond Golf DC located at Minchinbury, Power Golf DC at
Eastern Creek, and Golf World DC at Prospect). These are marked in orange ( ) on the map.
• The smaller customers (independent golf stores and pro-shops located on golf courses) are
scattered across the Sydney metropolitan area. To simplify the optimisation process for the
purposes of this assignment, the customers are clustered into 23 regions, or “markets”, and
aggregate demand is reported for each region. The region is represented by a single location,
which represents the approximate centre of the region (i.e. the region’s centroid). These
markets/regions are indicated with red markers on the map ( ).
• exlRZN and nuResin each have a single existing processing plant, where golf balls are produced
(mold the core, form the cover and dimples vis injection molding, polish and paint the cover,
cure the golf balls and then package them). There are fixed costs and capacity limits associated with the plants, and these can be found on the “Plants” worksheet. The existing exlRZN plant
is highlighted in light blue ( ) while the existing nuResin Plant is in light green ( ).
• There is also a plant which is being considered for the merged company FarSpin in Kemps
Creek. Note the economies of scale of the FarSpin plant, in terms of the fixed costs. This
proposed plant is marked in brown ( ).
• exlRZN and nuResin currently have six DCs each. These are listed in the “DCs” worksheet, along
with their annual fixed costs. For the purposes of this assignment, you can assume that they
do not have capacity limits (although these could be readily imposed). exlRZN DCs are marked
in dark blue on the map ( ), while nuResin DCs are marked in dark green ( ).