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A couple of small typos.

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pablo 2022-04-13 12:12:23 +02:00
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cases/case_1/case_1_description.md
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@ -50,9 +50,9 @@ Beanie Limited in southern europe and the mediterranean. The warehouse and its
team are responsible for serving clients and also other smaller regional
warehouses from Beanie Limited in this geography. From the warehouse point of
view, they are usually just called "the clients". Whenever one of the clients
needes raw beans, they arrange a transport truck that goes to the warehouse to
pick up a certain amount of goods. Elisa's team fill up the truck with the
requested goods, and then the clients take care of receiving that in their own
needs raw beans, they arrange a transport truck that goes to the warehouse to
pick up a certain amount of goods. Elisa's team fills up the truck with the
requested goods, and then the clients take care of receiving that at their own
locations.
The Caserta warehouse itself has only one way to source coffee beans to store
@ -61,7 +61,7 @@ Diemen, near Amsterdam. Whenever Elisa's team considers that more stock is
needed, they post a sourcing order to the central office for a certain amount
of beans. The central office arranges the goods and the delivery and, after a
few days, the goods reach Caserta and are stored. The central office tries to
ensure a lead time of 7 days (lead time is the time that passess between an
ensure a lead time of 7 days (lead time is the time that passes between an
order being placed and the goods reaching their destination), but the reality
is they do what they can and this time is not always respected.
@ -72,13 +72,14 @@ which is risky for the business. On the other hand, having a lot of stock means
high warehouse costs and financial opportunity cost (if Beanie Limited has 1
million € in coffee beans in a warehouse, that is 1 million € they can't invest
somewhere else to improve their business). Thus, Elisa needs the stock to be as
small as possible, without disappointing clients.
small as possible, while making sure she is not disappointing clients at the
same time.
Elisa is calling you because 2021 was a terrible year for the warehouse. The
year was a chaotic one, and Elisa's team was not able to run operations
smoothly. Although Elisa is not providing exact numbers, she is very well aware
that the warehouse stock was unnecessarily high at times, and that there were
too many periods were the warehouse was out of stock and clients had to wait to
too many periods where the warehouse was out of stock and clients had to wait to
get their goods.
Elisa thinks that the main reason for this is the lack of a clear policy for
@ -86,7 +87,7 @@ when to order and how much to order from Diemen. Her team decides independently
when to do it, and Elisa has a feeling that they are not approaching these
decisions the right way. This means that sometimes they order when there is no
need to, sometimes they don't order when they should be, and that the amounts
being ordered might not be the best ones.
being ordered might not always be the best ones.
Here is where you come in. As simulation experts, Elisa expects from you that
you can help design an ordering policy to fix these issues. Doing this implies