本次澳洲代写主要为供应链相关的限时测试
ITLS6002 Supply Chain Planning and Design
1.引言
澳大利亚的高尔夫产业很大，最近的估计表明该产业占
在旅游，零售，教练和培训方面的经济活动超过十亿美元1
。实际上，澳大利亚是
世界十大高尔夫国家之一。在COVID锁定期间，高尔夫是其中一项
一个人可以玩的少数运动，因此该行业经历了20202年的蓬勃发展
。
这种热潮加上由于COVID-19和国际边界关闭而造成的供应链断裂，
导致全国范围内的高尔夫球短缺（特别是因为刚参加这项运动的高尔夫球者失去了高尔夫球
球的速度惊人）。
鉴于短缺，两家创新的悉尼树脂生产商“ exlRZN”和“ nuResin”已经
发现市场机会，并决定如果要合并运营，他们
可以迅速生产出足够的高质量高尔夫球来供应市场
3
。凭借他们的新技术
他们还充满信心，一旦国际边界重新开放并且他们的新高尔夫球场已经建立
作为市场上最好的产品之一，他们将能够向全球出口高尔夫球。
两家公司都希望，作为一家合并公司，他们将在以下方面节省大量成本：
就其物流运作而言，从而使竞争更加有效。他们建议在
名称为“ FarSpin”，并已聘请您的咨询公司进行所需的分析，
合并公司的新网络，量化所有可能的节省并提出建议。
目前，两家公司均在悉尼地区的普雷斯顿（exlRZN）拥有一家工厂。
和桂格山（nuResin）。他们将通过两种类型的客户为市场服务：
•大型高尔夫零售店（德拉蒙德高尔夫，高尔夫世界和力量高尔夫）
直接从工厂到连锁店的配送中心（DC），然后由配送中心对其进行管理
拥有自己的商店分销。
•大量独立的小型高尔夫商店和专业商店位于
高尔夫球场。运送至这些地点的车辆将使用轻型商用货车
每次交付运行向多个客户交付。
从其他业务（两家公司还生产用于其他目的的树脂和塑料），
每家公司都有自己的预先配送中心，他们也使用重型卡车进行配送，
从配送中心到客户的交付是使用轻型卡车完成的。轻型卡车是
在相对不大的位置向每个商店交付相对较小的订单更为实用
适用于大型卡车。
实际上，您可以假设合并后的公司作为“ FarSpin”将允许生产和
高尔夫球的分布发生在预先存在的供应链的任何部分，以建立联合
尽可能地冒险。
FarSpin希望您的咨询公司完成以下任务：
1.优化exlRZN和NuResin的现有设施，前提是它们能够为高尔夫服务
代表两个独立公司的球需求量（用作
表现）。
2.提取现有网络并开始对其进行优化，并根据需要关闭DC，然后对现有网络进行比较
基准情景的性能。
3.调查潜在的未来生产方案：
a）维持现有两家工厂的联合生产
b）关闭这些工厂，并用一个容量更大的工厂代替它们。
管理层要求您向他们提供报告，以有效地进行沟通
您已经找到的解决方案。此外，他们希望查看包含您的
在职的。
1. INTRODUCTION
The golf industry in Australia is large, with recent estimates indicating that the industry accounts for
over a billion dollars of economic activity in tourism, retail, coaching and training1
. In fact, Australia is
one of the top 10 golfing countries in the world. During the COVID lockdown period, golf was one of
the few sports that a person could play and thus the industry has experienced a boom over 20202
.
This boom, combined with fractured supply chains due to COVID-19 and international border closures,
have led to shortages in golf balls across the country (particularly as those new to the sport lose golf
balls at an alarming rate).
Given the shortages, two innovative Sydney based resin producers, “exlRZN” and “nuResin”, have
spotted an opportunity in the market and have decided that if they were to merge operations, they
could quickly produce enough high-quality golf balls to supply the market
3
. With their new technology
they also feel confident that once international borders re-open and their new golf has established
itself as one of the best in the market, they will be able to export their golf ball globally.
Both companies anticipate that, as a merged company, they will achieve considerable cost savings in
terms of their logistics operations, and so compete more effectively. They propose to operate under
the name “FarSpin” and have engaged your consulting firm to perform the required analysis, design a
new network for the merged company, quantify any possible savings, and make recommendations.
Currently, both companies have a single plant each in the Sydney region, located in Prestons (exlRZN)
and Quakers Hill (nuResin). They will serve a market with two types of customers:
• Big golfing retails (Drummond Golf, Golf World and Power Golf) where deliveries are made
directly from the plants to the distribution centres (DCs) of the chains, who then manage their
own their own distribution to their stores.
• A larger number of independently owned small golf stores and pro-shops that are located on
golf courses. Deliveries to these locations are to be made in a light commercial van which will
make deliveries to multiple customers per delivery run.
From their other operations (both companies also produce resins and plastics for other purposes),
each company has pre-existing DCs of their own, which they make deliveries too in a heavy truck,
while the delivery runs from the DCs to the customers are made with light trucks. The light trucks are
more practical for the delivery of relatively small orders to each store, in locations that may not be
suited to larger trucks.
Indeed, you can assume that as “FarSpin” the merged companies will allow the production and
distribution of golf balls to occur in any part of the pre-existing supply chain, in order to make the joint
venture as optimal as possible.
FarSpin would like your consulting company to complete the following tasks:
1. Optimise the existing facilities of exlRZN and NuResin assuming they are able to service golf
ball demand as it stands for the two separate companies (to use as a baseline for
performance).
2. Take the existing network and start to optimise it, closing DCs as necessary, and compare the
performance to the baseline scenario.
3. Investigate to potential future production scenarios:
a) Maintaining joint production at the existing two plants
b) Closing these plants and replacing them with a single, higher capacity plant.
Management have requested that you to present them with a report, which effectively communicates
the solutions that you have arrived at. In addition, they would like to see an Excel file containing your
working.