Business finance - management week three assignment. create excel

RUBRIC.docx

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Week3AssignmentInstructionsHM.docx

Assignment 3: Create the Supply Chain Dashboard

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Instructions

Background

Here's an overview of your individual project. The instructions below will assist you in completing Assignment 3, which will be submitted this week.

· Week 3 Assignment 2: Create the Supply Chain Dashboard, after you have completed each tab of the Excel template. Use formulas where needed in your Excel doc.

Instructions

For this part of the assignment, you will be creating a dashboard using the data from the “Final Project – Excel Template.”

You will submit two items for this report:

1. Upload your written report (Word Doc)

a. Descriptive paragraph explaining each dashboard element (1 paragraph per table element). There should be at least six dashboards. They can be line graphs, bar charts, Pivot tables etc.

2. Upload your created Dashboard (Excel Doc)

Additional Resources

Please see the following additional resources to assist you.

· Linked-In Learning: Excel: Dashboards for Beginners

· https://www.youtube.com/watch?v=MTlQvyNQ3PM (Kevin on YouTube: How to build dashboards)

· Final Project – Excel Template

· Business Case Study Recommendations

Grading

This assignment is worth 30 points

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BusinessCaseStudyRecommendations1.docx

Business Case Study

Recommendations for Reporting Analytical Work

Always start with an Introduction of the business problem that you will be addressing in your report.

· End this Introduction with a brief summary of the topics you'll be covering in your report.

Always discuss information before showing a Table or Figure.

· Always reference a Table or Figure in the text, for example: "see Table 1."

· The Table/Figure should follow as soon as possible on the page (e.g., at the next paragraph break)

Do not just reiterate the data in the Table or Figure.

· Do provide explanation, meaning, and/or summary of key points shown in the Table/Figure.

· For example, stating comparisons such as "A is 32% larger than B" or "this trend has consistently increased over the past 12 months."

Keep Tables/Figure as concise as possible — not too much data to clutter your main point.

· Quarter of a page is a good size, half a page maximum, or use the Appendix as last resort for very large Tables/Figures.

· Avoid breaking Tables/Figure across 2 pages.

· Keep fonts legible, typically in the same style and size as your paragraph text.

Always end with a Conclusion that:

· Briefly summarizes your work,

· Highlights again your key findings and

· Ends with your overall recommendation and/or necessary actions as "next steps."

Hint

As with all writing and speaking, know your audience! For a business analysis, this will probably be your supervisor within your company/organization.

Recommendations for a Formal Business Report

This assignment is considered a complete Business Case Study. Therefore, your report should be written as a formal business report of your analysis.

· To be professional, always write in the formal third person. Example of good nouns: The team determined... This project will...This analysis finds...

· As this is a real-time analysis, write in the present tense to describe your findings and recommended actions for your company.

· APA format is required, including a title page and reference page.

· Do not cite internal information as provided in the Case Study.

· Use Headings and Sub-headings as appropriate.

· Exception: Do not include an Abstract or Table of Contents for this short report.

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FinalProjectInformationforDashboard.pdf

Interpreting and Employing Data to Build a Business Case Final Project – MGT608 – Information and Supply Chain Systems

You and Your company: You are a new Supply Chain Analyst with the ACME Corporation. We design specialty electronics that are components in larger finished goods such as major appliances, automobiles and industrial equipment. Manufacturing is outsourced to low-cost suppliers due to the significant labor contribution and closeness to electronic component suppliers.

Your product: ACME Corp. designs a leading-edge family of devices branded as “Voice Assistants.” These are add-on boxes that many OEMs are using as plug-and-play devices in a wide variety of Internet-of- Things products. They are also sold directly to consumers as after-market items, but only for IoT devices that were built with our proprietary data-port.

Figure 1: Product line of ACME Corp Voice Assistant IoT Add-on Boxes

Your task: Your Chief Supply Chain Officer (CSCO) is requesting a review of supplier-to-customer processes as related to recent growth in our company and increasing demand for faster responsiveness to customers. One alternative is to decentralize our inventory into regional Distribution Centers; however, our ERP system is currently limited in the data available to make some of these decisions – and the output reports are very antiquated. Starting off the process, the CSCO directed that your Analysis Team use population data to allocate our national sales data to each region as a starting point. For this analysis, you are asked to focus only on the highest volume product, Voice Assistant IoT Add-on Box, 1GB, SKU # AB-1035-G. The challenge is now yours to complete some computations and interpret the results!

Your data: A detailed report from your ERP system along with secondary data from the U.S. Census Bureau is provided (reference: Population and Housing Unit Estimates Datasets). (Note: Sales to Alaska, Hawaii and Puerto Rico are handled by a 3PL provider and therefore are NOT part of this analysis.) The consolidated EXCEL® file has incorporated several tasks already performed by the Analysis Team --- sort, cleanse, inventory optimization, etc. Other tasks remain for your team.

Detailed Requirements: Prepare a formal report summarizing your results and providing recommendations that are supported by facts. After an opening Executive Summary, the required layout follows:

A. Introduction: Describe the purpose of your project. Describe the background of the situation that is necessary to understand the project (e.g. your company and your product). Describe the data and its source. Overview what follows in the report:

B. Management Information Systems supporting Sales: a. Rate the quality of the data provided in the current database. b. Describe what roles this sales data would be helpful in management of your Supply

Chain. c. What other data would you need to make better decisions. (Ensure you fully explain

the new data and your recommended decisions.)

https://www.census.gov/programs-surveys/popest/data/data-sets.html

C. Logistics – Purchasing: a. Using the data of all orders for the Voice Assistant product line, what actions would you

recommend? b. Address the ordering costs. Is this a concern? How would you improve it? c. What additional data would you need added to the output report?

D. Logistics – Inventory: a. Compute the missing Inventory Holding Cost Rate using the provided Operating Cost

data and Value of Inventory in-stock. b. Using the demand forecast pro-rated for each region based on population and the

previously computed optimal inventory policy (e.g. EOQ and ROP), compute the anticipated number of orders per year placed by each regional Distribution Center.

c. Describe managerial actions that could be taken to further improve on this optimal inventory policy.

d. Discuss how the number of Distribution Centers throughout the United States will impact your inventory costs.

E. Logistics – Transportation: a. First, estimate (qualitative assessment only!) the location for four new Distribution

Centers (one for each Region). b. Next, create a table to assess each of the six options for shipping goods – five modes

plus Intermodal makes six. Your table must qualitatively assess relative fixed and variable costs, speed and flexibility.

c. Next, assuming that you have raw materials, components and finished goods arriving from suppliers in Asia and Africa and being delivered to each of the four Distribution Centers, state your modal selection from the Port-of-Entry to each of the Distribution Centers.

d. Finally, as the Chief Supply Chain Officer is considering relocation of our current, single DC into a better-situated nationwide Fulfillment Center, compute an initial estimate for a demand-centric location based on the current demand as allocated to each region.

F. Supply Chain Management: a. Identify a single key supplier and a single key customer for your product, including a brief

description of their product. b. Identify the proper type of business relationship that your company should have with the

supplier and customer from Part A, then briefly describe the data that you would share with them.

c. When implementing Supply Chain Management with your #1 key supplier for the first time, create a timeline that lists each of the six SCOR processes in the order that you recommend implementation; include process leader (by job title), primary contact at supplier/customer (by job title), and duration to implement with your key supplier (from current no-SCOR to a fully implemented process).

d. Briefly describe each of the four enablers of supply chain management, and for each, recommend a single technology enhancement for your company to implement in the near future.

G. Conclusion

Limit your report to 10 pages, not including title page, Executive Summary (in lieu of an Abstract), and references. Do not include a Table of Contents. Include all tables and figures within the body of the document (no appendices); otherwise, current APA format is required.

Required: In your Main Headings of the Body, please indicate the author of each section (ex: “Marketing for West Coast Clients [by John Smith]”). The Executive Summary, Introduction, Conclusion and References must be a team effort.

In addition to your paper, your analysis must be submitted in a single Excel-compatible file. Multiple files will not be accepted.

Assignment1UsingSpreadsheetstoCreateaBusinessCasefromRawDataEXAMPLE.docx

1

Natun Report

National University

MGT 608

September 6, 2025

Natun Report

This report provides a concise summary of Natun’s recent sales performance. All stores are similar in terms of size and staffing, yet the results are different across regions, stores, and products. The analysis uses the Store and Region Sales Database to review total revenue by region, store, and product. It also reviews total revenue by selling period for products, regions, and stores. The goal, consistent with Awaysheh et al. (2023), is to support data-driven decisions for management changes, product development focus, and marketing plans. Six topics are covered herein.

Best Performing Regions by Total Revenue

This analysis finds that the East region leads by total revenue. It shows a total of $628,831.30, which is approximately 88.1 percent higher than the next region. This gap indicates to management that the East region model is working well and can be studied for practices that can be shared. The South region sits in second place and can still improve with focused support. The trend indicates that some regions are growing while others are in decline. Future actions include sharing top region routines, setting clear targets, and running weekly checks on store execution (Gauri, 2013). See Table 1

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Table 1. Best Performing Regions by Total Revenue

Best Performing Stores by Total Revenue

This analysis shows that Store 6 leads all stores in total revenue. It earns $300,884.40, which is approximately 48.0 percent higher than Store 7. This difference suggests that the leading store keeps stock fresh, closes sales, and keeps traffic high. The following best stores still perform well and can be improved with simple coaching and tighter goals. The company has the same space and workforce across all locations, so a gap of this size requires action. The recommendation is to pair top managers with lower performers, run daily huddles that focus on reviewing one metric, and adjust local promotions (Bloom et al., 2013; Pampino et al., 2008). See Table 2

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Table 2. Best Performing Stores by Total Revenue

Best Selling Products by Total Revenue

This analysis finds that Desktop CPU is the best seller by total revenue. It posts 1,037,788.95, which is about 433.8 percent higher than the following product. This wide lead means that product development can continue to invest in this line and create bundles with the next best items. Marketing can highlight the best-selling product in ads and at the point of sale to increase sales. Inventory must match demand so that no stockout stops sales during peak weeks (Fitzsimons, 2000. The recommendation is to feature the top products in all regions while testing cross-sell offers at the store level (Cao et al., 2019; Wang & Lang, 2015). See Table 3

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Table 3. Best Selling Products by Total Revenue

Total Revenue for Each Product by Selling Period

This analysis reviews total revenue by selling period for key products. The table focuses on the most recent periods and the top products by overall revenue, so the view stays clear. The results indicate that demand stays strong for the leader and that the curve is stable across periods. Seasonal spikes appear in some items, and that pattern helps with staffing and stock plans. The recommendation is to align purchasing with periods of steady growth and to time promotions just before rises (Yucesoy et al., 2018). See Table 4

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Table 4. Total Revenue for Each Product by Selling Period

Total Revenue for Each Region by Selling Period

This analysis reviews total revenue by selling period for each region. The latest period shows that the East region remains the strongest and it also grows by $25,277.65 from the first to the last period. Other regions are flat or fall; for example, the North region changes by -2901.95. This helps the company direct field support to areas that need assistance now. The recommendation is to establish a regional task force and to monitor progress periodically with a short dashboard (Gauri, 2013; Vuong & Nguyen, 2022). See Table 5

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Table 5. Total Revenue for Each Region by Selling Period

Total Revenue for Each Store by Selling Period

This analysis reviews total revenue by selling period for stores. The top stores keep their lead in the most recent periods and Store 6 adds $25,596.65 from the first to the last period. Some stores slip, e.g., Store 5, which changes by -7904.85. These swings guide coaching plans and tell managers when to shift local promotions. The recommendation is to set period targets for each store and to celebrate gains so that the habits stick (Locke & Latham, 2002; Bradler et al., 2016). See Table 6

Table 6. Total Revenue for Each Store by Selling Period

Conclusion

This report reviews six views of revenue so that leadership can act with confidence. The East region leads and should be a model for the others. Store 6 is the top store, and its daily routines can be copied by peers. The desktop CPU ranks as the best-selling product by far and can anchor bundles that include the following best items. Trends by period show where demand is steady and where it rises or falls – that helps with stock and staffing. The overall recommendation is thus: share top practices, set unambiguous period targets, and keep a live dashboard for managers. These simple steps support better results and help each store do its best work.

References

Awaysheh, A., Bonet, R., & Ortega, J. (2023). Performance feedback and productivity: Evidence from a field experiment. Production and Operations Management, 32(1), 98–115. https://doi.org/10.1111/poms.13827

Bloom, N., Eifert, B., Mahajan, A., McKenzie, D., & Roberts, J. (2013). Does management matter? Evidence from India. The Quarterly Journal of Economics, 128(1), 1–51. https://doi.org/10.1093/qje/qjs044

Bradler, C., Dur, R., Neckermann, S., & Non, A. (2016). Employee recognition and performance: A field experiment. Management Science, 62(11), 3085–3099. https://doi.org/10.1287/mnsc.2015.2291

Cao, Q., Geng, X., Stecke, K. E., & Zhang, J. (2019). Operational role of retail bundling and its implications in a supply chain. Production and Operations Management, 28(8), 1903–1920. https://doi.org/10.1111/poms.13017

Fitzsimons, G. J. (2000). Consumer response to stockouts. Journal of Consumer Research, 27(2), 249–266. https://doi.org/10.1086/314323

Gauri, D. K. (2013). Benchmarking retail productivity considering retail pricing and format strategy. Journal of Retailing, 89(1), 1–14. https://doi.org/10.1016/j.jretai.2012.09.001

Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(9), 705–717. https://doi.org/10.1037/0003-066X.57.9.705

Pampino, R. N., MacDonald, J. E., Mullin, J. E., & Wilder, D. A. (2004). Weekly feedback vs. daily feedback: An application in retail. Journal of Organizational Behavior Management, 23(2–3), 21–43. https://doi.org/10.1300/J075v23n02_03

Vuong, T. D. N., & Nguyen, L. T. (2022). The key strategies for measuring employee performance in companies: A systematic review. Sustainability, 14(21), 14017. https://doi.org/10.3390/su142114017

Wang, S.-C., & Lang, M. (2015). The effects of special displays on shopping behavior. Journal of Retailing and Consumer Services, 23, 125–132. https://doi.org/10.1016/j.jretconser.2014.12.009

Yucesoy, B., Wang, X., & Huang, J. (2018). Success in books: A big data approach to bestsellers. EPJ Data Science, 7(1), 7. https://doi.org/10.1140/epjds/s13688-018-0135-y

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