Zhou Bicycle Case Study

Zhou Bicycle Company, located in Seattle, is a wholesale distributor of bicycles and bicycle parts. Formed in 1981 by University of Washington Professor Yong-Pia Zhou,the firms primary retail outlets are located within a 400-mile radius of the distribution center. These retail outlets receive the order from ZBC with 2 days after notifying the distribution center, provided that the stock is available. However, if an order is not fulfilled by the company, no backorder is placed; the retailers arrange to get their shipment from other distributors, and ZBC loses that amount of business.The company distributes a wide variety of bicycles. The most popular model, and the major source of revenue to the company, is the AirWing. ZBC receives all the models from a single manufacturer in China, and shipment takes as long as 4 weeks from the time an order is placed. With the cost of communication, paperwork, and customs clearance included, ABC estimates that each time an order is place, it incurs a cost of $65. The purchase price paid by ZBC, per bicycle, is roughly 60% of the suggested retail price for all the styles available, and the inventory carrying cost is 1% per month (12% per year) of the purchase price paid by ZBC. The retail price (paid by the customers) for the AirWing is $170 per bicycle.  ZBC is in interested in making an inventory plan for 2016. The firm wants to maintain a 95% service level with is customers to minimize the losses on the lost orders. 

The data collected for the past 2 years are summarized in the following table. A forecast for AirWing model sales in 2016 has been developed and will be used to make an inventory plan for ZBC.

Month
2014
2015
Forecast for 2016

January
6
7
8

February
12
14
15

March

24
27
31

April
46
53
59

May
75
86
97

June
47
54
60

July
30
34
39

August
18
21
24

September
13
15
16

October
12
13
15

November
22
25
28

December
38
42
47

Total
343
391
439

Discussion Questions:

You need to develop an inventory plan to assist ZBC.
Discuss your ROPs and total cost results.
How can a demand that is not at the level of the planning horizon be addressed?

Deliverable:
Provide your answers in a 2- to 4-page response, including your calculations.