GSCM 209 Operations Analysis_Week 7 Case Study 2 Southwestern University_Complete_Answer
Operations Analysis Week 7
Case Study 2: Southwestern University A (pp. 94-95). See the Case Studies Assignment Rubric in Doc Sharing for assignment details.
* Complete the three questions at the end of the case on page 95.
Case Studies Southwestern University: (A)*
Southwestern University (SWU), a large state college in Stephenville, Texas, 30 miles southwest of the Dallas/Fort Worth metroplex, enrolls close to 20,000 students. In a typical town-gown relationship, the school is a dominant force in the small city, with more students during fall and spring than permanent residents.
A longtime football powerhouse, SWU is a member of the Big Eleven conference and is usually in the top 20 in college football rankings. To bolster its chances of reaching the elusive and long-desired number-one ranking, in 2003, SWU hired the legendary Bo Pitterno as its head coach.
One of Pitterno’s demands on joining SWU had been a new stadium. With attendance increasing, SWU administrators began to face the issue head-on. After 6 months of study, much political arm wrestling, and some serious financial analysis, Dr. Joel Wisner, president of Southwestern University, had reached a decision to expand the capacity at its on-campus stadium.
* This integrated study runs throughout the text. Other issues facing Southwestern’s football expansion include (B) forecasting game attendance (Chapter 4); (C) quality of facilities (Chapter 6); (D) break-even analysis for food services (Supplement 7 Web site); (E) location of the new stadium (Chapter 8 Web site); (F) inventory planning of football programs (Chapter 12 Web site); and (G) scheduling of campus security officers/staff for game days (Chapter 13).
Adding thousands of seats, including dozens of luxury skyboxes, would not please everyone. The influential Pitterno had argued the need for a first-class stadium, one with built-in dormitory rooms for his players and a palatial office appropriate for the coach of a… [continues]
1. Develop a network drawing for Hill Construction and determine the critical path. How long is the project expected to take?
2. What is the probability of finishing in 270 days?
3. If it is necessary to crash to 250 or 240 days, how would Hill do so, and at what costs? As noted in the case, assume the optimistic time estimates can be used as crash times.
For instant digital download of the above solution, Please click on the “PURCHASE” link below to get the tutorial for GSCM 209 Operations Analysis_Week 7 Case Study 2 Southwestern University_Complete_Answer
For instant digital download of the above solution or tutorial, please click on the below link and make an instant purchase. You will be guided to the PAYPAL Standard payment page wherein you can pay and you will receive an email immediately with a download link.
In case you find any problem in getting the download link or downloading the tutorial, please send us an email on email@example.com