The studied case reveals that Reebok has been relying on different parameters to forecast demand for jerseys. However, player demand is an issue that presents a unique challenge to this company. The inventory manager should approach inventory planning from a different perspective. Specifically, it can consider player demand towards the end of every NFL season and use the information for pursuing inventory in the next season (Kakhki & Gargeya, 2019). It can also open additional printing warehouses whereby blanks are completed accordingly depending on the performance of new players. An expedited production strategy would also meet the unpredicted demand throughout the season.
The ultimate goal of Reebok should be to maximize profits since that is what matters the most for any business. Towards the end of the season, the company can increase inventory to meet the demands of the projected customers. Such evidence-based measures resonate with the recorded market demand. The company can achieve both aims by implementing a superior inventory approach that meets the demands of all customers. The inclusion of proper strategies to expedite logistical operations and distribution to different customers will ensure that positive results are recorded (Simchi-Levi et al., 2003). A high service level would also be necessary for Reebok to provide to the targeted customers. Such an approach will attract more individuals and eventually improve the level of recorded profits. These gains will reduce the overall level of competition and eventually maximize profitability.
The models presented in Section 2.2.2 would be described as helpful here. This happens to be the case since they provide a design plan for ensuring the demands of all intended customers are met. The approach also allows the company to attract more customers and eventually maximize profits. From the available data, the cost of overage for a dressed jersey would be around 10-11 US dollars. The cost of overage for a dressed jersey would be 10.90 US dollars. Reebok incurs additional expenses to deliver plain or blank jerseys in comparison with the dressed ones. However, the sales for blank jerseys could be much higher since Reebok could print the names of famous and most preferred players throughout the period. While the overhead cost remains high, the company can meet the unpredicted demand in the market during every NFL season (Simchi-Levi et al., 2003). The move to increase the orders for plain jerseys would eventually be profitable when the logistical and printing processes are expedited depending on the recorded demand.
Reebok can use the available forecast data to decide the optimal quantity of jerseys to order for New England Patriots players. The optimal quantity for Brady Tom could be around 30,000 while those for Law TY would be 10,000. The jerseys for Brown would be around 8,100 while those for Vinatieri Adam would be 7,000. The ones for Bruschi Tedyy would be 5,500 while those for Smith Atowain would be 2,000. The company can order 23,000 aggregate for the other layers of the team. The company could consider the recorded standard deviation and dictate the number of blank jerseys to order. This would give a total of around 19,000 jerseys. Consequently, Reebok can expect a profit margin of around 7-8 US dollars for every jersey sold. However, it would have to consider all unsold jerseys and those that are of less value after the end of every NFL season (Sánchez-Flores et al., 2020). The company would be unable to dictate the number of leftovers due to the changing dynamics. The service level for such jerseys would be low to medium.
References
Kakhki, M. D., & Gargeya, V. B. (2019). Information systems for supply chain management: A systematic literature analysis. International Journal of Production Research, 57(15-16), 5318-5339. Web.
Sánchez-Flores, R. B., Cruz-Sotelo, S. E., Ojeda-Benitez, S., & RamĂrez-Barreto, M. E. (2020). Sustainable supply chain management-A literature review on emerging economies. Sustainability, 12(17), 6972-6998. Web.
Simchi-Levi, D., Kaminsky, P., & Simchi-Levi, E. (2003). Designing and managing the supply chain: Concepts, strategies and case studies (2nd ed.). McGraw Hill Professional.