Title: Managing Capacity and Demand
1Managing Capacity and Demand
2Learning Objectives
- Describe the strategies for matching supply and
demand for services. - Recommend an overbooking strategy.
- Use Linear Programming to prepare a weekly
workshift schedule. - Prepare a work schedule for part-time employees.
- Use yield management.
3Strategies for Matching Supply and Demand for
Services
DEMAND STRATEGIES
SUPPLY STRATEGIES
Partitioning demand
Increasing customer participation
Developing complementary services
Sharing capacity
Establishing price incentives
Scheduling work shifts
Cross- training employees
Developing reservation systems
Creating adjustable capacity
Promoting off-peak demand
Using part-time employees
Yield management
4Partitioning Demand at a Health Clinic
Smoothing Demand by Appointment Scheduling Day
Appointments Monday
84 Tuesday
89 Wednesday
124 Thursday
129 Friday
114
5Discriminatory Fee Schedule for Camping
- Experience
No. of Daily - type Days and
weeks of camping season days
fee - 1 Saturdays and
Sundays of weeks 10 to 15, plus 14
6.00 - Dominion Day
and civic holidays - 2 Saturdays and
Sundays of weeks 3 to 9 and 15 to 19, 23
2.50 - plus
Victoria Day
- 3 Fridays of weeks
3 to 15, plus all other days of weeks 43
0.50 - 9 to 15 that
are not in experience type 1 or 2 - 4 Rest of camping
season
78 free - EXISTING REVENUE VS PROJECTED REVENUE FROM
DISCRIMINATORY PRICING - Existing flat fee of 2.50
Discriminatory
fee - Experience Campsites
Campsites - type occupied
Revenue occupied (est.)
Revenue - 1 5,891
14,727 5,000
30,000 - 2 8,978
22,445 8,500
21,250 - 3 6,129
15,322 15,500
7.750 - 4 4,979
12,447 .
.
6Hotel Overbooking Decision Matrix
-
Number of Reservations Overbooked - No- Prob-
- shows ability 0 1
2 3 4 5
6 7 8 9 - 0 .07 0 100
200 300 400 500 600
700 800 900 - 1 .19 40 0
100 200 300 400 500
600 700 800 - 2 .22 80 40
0 100 200 300 400
500 600 700 - 3 .16 120 80
40 0 100 200 300
400 500 600 - 4 .12 160 120
80 40 0 100 200
300 400 500 - 5 .10 200 160
120 80 40 0 100
200 300 400 - 6 .07 240 200
160 120 80 40 0
100 200 300 - 7 .04 280 240
200 160 120 80 40
0 100 200 - 8 .02 320 280
240 200 160 120 80
40 0 100 - 9 .01 360 320
280 240 200 160 120
80 40 0 - Expected loss, 121.60 91.40 87.80
115.00 164.60 231.00 311.40 401.60
497.40 560.00 -
Assume Vacant room 40 Walked Guest 100
7Scheduling Part-time Bank Tellers
Decreasing part-time teller demand histogram
Tellers required
5
4
4
0 1 2 3 4 5 6 7
Tellers required
3
3
0 1 2 3 4 5
2
2
1
Two Full-time Tellers
1
1
5
2
Fri. Mon. Wed. Thurs Tues.
Mon. Tues. Wed. Thurs. Fri.
DAILY PART-TIME WORK SCHEDULE, Xworkday Teller
Mon. Tues.
Wed. Thurs.
Fri. 1 x
. x
. x 2
x .
. x
x 3,4 x
. .
. x 5
. . x
. x
8Daily Scheduling of Telephone Operator Workshifts
Topline profile
Scheduler program assigns tours so that the
number of operators present each half hour
adds up to the number required
Tour
12 2 4 6 8 10
12 2 4 6 8 10
12
12 2 4 6 8 10
12 2 4 6 8 10
12
9Weekly Workshift Scheduling with Days-off
Schedule matrix, x day off Operator
Su M Tu W
Th F Sa 1
x x
...
2 x
x
3
... x x
4
... x x
5
x x
6
x x
7
x
x 8
x
x Total
6 6 5
6 5 5
7 Required 3 6
5 6 5 5
5 Excess 3
0 0 0 0
0 2
10Seasonal Allocation of Rooms by Service Class for
Resort Hotel
First class Standard Budget
20
20
20
30
50
30
50
60
Percentage of capacity allocated to different
service classes
50
30
30
10
Peak Shoulder
Off-peak Shoulder (30)
(20) (40)
(10) Summer Fall
Winter
Spring Percentage of capacity allocated to
different seasons
11Ideal Characteristics for Yield Management
- Relatively Fixed Capacity
- Ability to Segment Markets
- Perishable Inventory
- Product Sold in Advance
- Fluctuating Demand
- Low Marginal Sales Cost and High Capacity
Change Cost
12Demand Control Chart for a Hotel
Expected Reservation Accumulation
2 standard deviation control limits
13Yield Management Using the Critical Fractile
Model
Where x seats reserved for full-fare
passengers d demand for full-fare
tickets p proportion of economizing
(discount) passengers Cu lost revenue
associated with reserving one too few seats at
full fare (underestimating demand). The lost
opportunity is the difference between the fares
(F-D) assuming a passenger, willing to pay
full-fare (F), purchased a seat at the discount
(D) price. Co cost of reserving one to
many seats for sale at full-fare (overestimating
demand). Assume the empty full-fare seat
would have been sold at the discount price.
However, Co takes on two values, depending on
the buying behavior of the passenger who would
have purchased the seat if not reserved for
full-fare.
if an economizing passenger
if a full fare
passenger (marginal gain) Expected value of Co
pD-(1-p)(F-D) pF - (F-D)
14Topics for Discussion
- What organizational problems can arise from the
use of part-time employees? - How can computer-based reservation systems
increase service capacity utilization? - What possible dangers are associated with
developing complementary services? - Will the widespread use of yield management
eventually erode the concept of fixed prices? - What possible negative effects can yield
management have on customer relations?