Forecasting at Cruise International
CHAPTER 8: Forecasting at Cruise International, Inc.
1. The virtual company spreadsheet solution shows the aggregate forecast for the cruise industry and some regions. The regions include the Mediterranean, Caribbean, European, and Alaskan. The table below shows the CII forecasts and aggregate forecasts.
| Category | Aggregate demand forecast (bed days) | CII demand forecast
(bed days) |
| Cruise industry | 86,870,986.67 | 4,777,904.27 |
| Mediterranean region | 11,339,432.87 | 623,668.81 |
| Caribbean region | 35,394,314.2 | 1,946,687.28 |
| European region | 7,382,070.4 | 406,013.87 |
| Alaskan region | 6,949,981.47 | 382,248.98 |
The demand forecast of CII is based on the market share represented the subsequent share in the 5.5 percent or the industry capacity. In determining the CII’s forecast, the CII share is multiplied by the aggregate forecasts. The North American Passengers Capacity data is the source of these figures (Dan & Nada , 2016).
2. The memo will give justifications of the technique selected and varies based on the forecasting approach employed. In gaining the validity and reliability of the model chosen, the correlation coefficients should be calculated. A trend line model will be simple if it is highly correlational with the total industry forecast and the Alaskan region, with less for the Mediterranean, Caribbean regions, and European regions(Dan & Nada , 2016).
CHAPTER 9: Capacity Analysis at Cruise International, Inc.
3. In achieving the 15% capacity cushion in regular guests’ processing, a capacity of 3795 minutes is required, which is given by multiplying 1.15 by the 3300 minutes requirement for the processing. During the registration process, each staff member works for 360 minutes; thus, CII requires 10.54 staff members to serve regular customers (Choi, Wallace, & Wang, 2018). Therefore, since the required capacity is lower than the company’s available capacity currently, the CII does not need any additional staff in serving the regular customers.
In attaining the 15% capacity cushion in serving the VIP guests, 690 minutes capacity is required….Read More….
CHAPTER 10: Layout Analysis at Cruise International, Inc.
5. After arrival, the guests enter the waiting area after dropping off their luggage. Regular guests join the queue from the waiting bay to ensure processing by either of the twelve servers. After the server registration, the guest proceeds to the security check after having their photo taken. On the other hand, VIP guests drop off their luggage, enter the waiting bay, move to the VIP registration queue where either of the four servers serves them, have their photos taken, and pass through the security(Dan & Nada , 2016).
6. The assembly line for regular guests, inclusive of the registration process, the photo-taking period, and security procedure, has a time cycle of three minutes. The process is 83.33% efficient. The efficiency rate is given by 7.5 minutes’ cycle time multiplied by the three stations. The balance delay in the regular guests’ embarkation process is 16.57%, and the time cycle is 3 minutes (Choi, Wallace, & Wang, 2018).
References
Choi, T. M., Wallace, S. W., & Wang, Y. (2018). Big data analytics in operations management. Production and Operations Management, 27(10), 1868-1883.
Dan, R. R., & Nada , S. R. (2016). Operations Management: An Integrated Approach, 6th Edition. Wiley