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Quantifying the impact of customer allocations on supply chain performance

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dc.contributor.advisor Donald Rosenfield and Tomàs Palacios. en_US
dc.contributor.author Sheth, Neel en_US
dc.contributor.other Leaders for Global Operations Program. en_US
dc.date.accessioned 2012-09-27T15:30:00Z
dc.date.available 2012-09-27T15:30:00Z
dc.date.copyright 2012 en_US
dc.date.issued 2012 en_US
dc.identifier.uri http://hdl.handle.net/1721.1/73407
dc.description Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Electrical Engineering and Computer Science; in conjunction with the Leaders for Global Operations Program at MIT, 2012. en_US
dc.description Cataloged from PDF version of thesis. en_US
dc.description Includes bibliographical references (p. 69-70). en_US
dc.description.abstract This project investigates the impact that customer allocations have on key cost and service indicators at Intel Corporation. Allocations provide a method to fill orders during constrained supply, when total demand for a given product exceeds available supply. It is hypothesized that allocations increase inventory levels since customers may not always take the supply that is reserved for them in allocations. Also, if the total number of allocation groupings could be reduced, it is thought that the total inventory needed to adequately service the same customer base could be reduced due to the increased potential for pooling. To test these hypotheses, historical data on allocations and product shipments were analyzed to assess how much inventory on hand could be attributed to using allocations. A model was built to calculate safety stock using historical allocations data as a demand indicator. Using this model, we simulate how much safety stock would be sufficient to meet expected demand as we reduce the number of allocations groups and pool risk across larger groups of customers. We also interview various supply managers to understand the impact allocations has on headcount, factoring in the geographical differences in managing allocations across a global supply chain. The results suggest that customer allocations are a complex yet necessary process at a large manufacturing firm. A moderate amount of extra inventory is carried since there is no penalty to customers for inflating forecasts, but relative to safety stock already kept on hand it is nominal. Strategically reducing allocations groupings in key product lines that are likely to be significantly constrained can provide a way to operate efficiently with less inventory on hand. Longer term, products can feasibly be taken off allocations when it is determined that supply is healthy enough to do so, but a robust process needs to be in place to handle this. en_US
dc.description.statementofresponsibility by Neel Sheth. en_US
dc.format.extent 70 p. en_US
dc.language.iso eng en_US
dc.publisher Massachusetts Institute of Technology en_US
dc.rights M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. en_US
dc.rights.uri http://dspace.mit.edu/handle/1721.1/7582 en_US
dc.subject Sloan School of Management. en_US
dc.subject Electrical Engineering and Computer Science. en_US
dc.subject Leaders for Global Operations Program. en_US
dc.title Quantifying the impact of customer allocations on supply chain performance en_US
dc.type Thesis en_US
dc.description.degree S.M. en_US
dc.description.degree M.B.A. en_US
dc.contributor.department Sloan School of Management. en_US
dc.contributor.department Massachusetts Institute of Technology. Dept. of Electrical Engineering and Computer Science. en_US
dc.contributor.department Leaders for Global Operations Program. en_US
dc.identifier.oclc 810156834 en_US


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