Managing demand and cpacity
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The document discusses strategies for managing capacity and demand for services. It explains that capacity is constrained by limitations on time, labor, equipment and facilities, while demand varies in predictable and unpredictable ways. It presents strategies for shifting demand or flexing capacity to better match supply and demand, such as changing prices or hours of operations. Waiting line management strategies are also discussed, such as using signage, reservations, or customer differentiation to improve the waiting experience.
Managing demand and cpacity
- 1. Chapter 14 Managing Demand and Capacity The Underlying Issue: Lack of Inventory Capability Understanding Capacity Constraints Understanding Demand Patterns Strategies for Matching Capacity and Demand Yield Management Waiting Line Strategies
- 2. Objectives for Chapter 14: Managing Demand and Capacity Explain the underlying issue for capacity-constrained services: lack of inventory capacity. Present the implications of time, labor, equipment, and facilities constraints combined with variations in demand patterns. Lay out strategies for matching supply and demand through (a) shifting demand to match capacity or (b) flexing capacity to meet demand. Demonstrate the benefits and risks of yield management strategies. Provide strategies for managing waiting lines.
- 3. Figure 14.1 Variations in Demand Relative to Capacity
- 4. Understanding Capacity Constraints and Demand Patterns Time, labor, equipment, and facilities Optimal versus maximal use of capacity Charting demand patterns Predictable cycles Random demand fluctuations Demand patterns by market segment Capacity Constraints Demand Patterns
- 5. Table 14.1 Demand vs. Supply
- 6. Table 14.2 Constraints on Capacity
- 7. Figure 14.3 Strategies for Shifting Demand to Match Capacity Use signage to communicate busy days and times. Offer incentives to customers for usage during non-peak times. Take care of loyal or “regular” customers first. Advertise peak usage times and benefits of non-peak use. Charge full price for the service--no discounts. Use sales and advertising to increase business from current market segments. Modify the service offering to appeal to new market segments. Offer discounts or price reductions. Modify hours of operation. Bring the service to the customer. Demand Too High Demand Too Low Shift Demand
- 8. Figure 14.4 Strategies for Flexing Capacity to Match Demand Stretch time, labor, facilities and equipment. Cross-train employees. Hire part-time employees. Request overtime work from employees. Rent or share facilities. Rent or share equipment. Subcontract or outsource activities. Outsource. Perform maintenance, renovations. Schedule vacations. Schedule employee training. Lay off employees. Demand Too High Demand Too Low Flex Capacity
- 9. Waiting Issues unoccupied time feels longer preprocess waits feel longer anxiety makes waits seem longer uncertain waits seem longer than finite waits unexplained waits seem longer unfair waits feel longer longer waits are more acceptable for “valuable” services solo waits feel longer
- 10. Waiting Strategies Employ operational logic to reduce wait Establish a reservation process Differentiate waiting customers Make waiting fun, or at least tolerable
- 11. Figure 14.5 Waiting Line Strategies
- 12. Figure 14.6 Waiting Line Configurations