Simulation Game

Simulation Game Reports

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Section 1 – Simulation Game Reports and Supporting Statement

This report represents the individual reflection in the context of the simulation game on the basis of the operation management of the company. This simulation game was played in the first quarter of the 2017 (Jan – Mar). In this, it is found that account balance is $24770.79 and the net worth was identified $26870.79.

Contract Revenue $23900.00
Interest Earned $70.79
Other forms of Income $0.00
Total Income $23970.79

Raw Material $0.00
New Equipment / Upgrades $1000.00
Shipping $1560.00
Labour Expenses $0.00
Utilities / Operation $1640.00
Holding Costs $0.00
Other Expense $0.00
Total Expenses $4200.00

From the above table, the performance on the company’s operation can be evaluated. It shows that company earned good revenue from its operation in the three months. In this company earned total revenue $23970.79 in which the total expenses of the company identified at $4200. Therefore, the net profit of the company form operation activities is identified $19770. From this game, I have learnt that if the cost reduces in operations, it leads to increase in profit.

Section 2 – Personal reflection on operational business decisions made within the game


The main aim of this report is evaluate the theoretical aspects of studied in week one. This report is very helpful in the perspective of improving the knowledge and skill in the operation management. It is a practice operation game where the players are playing the role of the operation manager in a company. This is a 3D interactive game that allows the participants to manage the operation activities of the company. This company operate in the clothing industry where it manufactures and distributes its product in the market.

Operation in Practice

This simulation determines that operation activity of an organisation contains the different activities such as capacity management, service design and layout design. In the operation management there are three major different activities that are divided on the basis of the different activities are done under them. The theory of the operation management defines that the main objective of the each activity of the operation management is to manage the all organisational resources in order to deliver good and service (Li, et al. 2014). This simulation game also determines that the main objective of the operation of an organisation is to increase the efficiency. It helps the organisation to achieve the advantage over their competitors in the competitive business market. Hence, in order to achieve the organisation objective, there is significant role of the operation management practices. A company needs to improve the efficiency of the organisational resources, it is essential for an organisation to operate in the more reliable, consistent and repeatable process for utilizing the organisational resources (Zhang, et. al. 2013). In order to make the operation activities successful, the operation manager of the company plays a significant role. It is responsible for managing the all process of the operation management.

Operation Performance

In the operation performance of the simulation game shows that the payers did not be success in the product process of the operation management. It is because in the 10 turn out of the 11 where were not achieve the aim.  Hence, it can be said they were not be successful in the production process. At the same time, in the context of the managing supplier process, it is identified that both payers are not also achieved aim here. It is because in the both turns the goals were not achieved. On the basis of the simulation games, it can be described that there is a vital role of the operation decision in the manufacturing organisation. In the manufacturing organisation, the capacity management decision comes in the operational decision that helps the organisation to manage production level and cost of the production (Bahmani-Firouzi and Azizipanah-Abarghooee, 2014). A decision in the operational process enables the organisation to manage its produce process in the context of the different terms such as the quality, quantity and delivery. In the module one, it is identified that change in the expenses also leads to change in the total expenses in the company. In additionally, changes are made in the each week as the change in the shipping expenses and new equipment/upgrades. These decisions have taken to reduce the cost of manufacturing.

Section 3 – Undertaking supply chain management responsibilities

3.1 – Supplier Relationships

In the business environment, supplier relationship management is a significant part of the business process that learns the management or business to management their supplier in the effective manner. In the context of this simulation game, it is found that the major aim of supplier relationship management is to measure the performance of the supplier and to identify the ways to increase procurement efficiency (Mohammadi, et. al. 2014). It is analysed that why would the quality of incoming raw materials be as important as the cost of those materials. In this simulation game in module 2, the payers did not win bid and complete contract that is why the score of the satisfied quality is null.

It is required to manage the costs related to suppliers. Purchasing costs can be managed through proper selection of the supplier with right quail because it enables to avoid overpaying for excessive quality. Through proper scheduling of purchases and production, holding costs for materials can be minimized. From module 2, it is determined that JIT strategy is used by the player as raw materials were ordered to arrive just as they were needed. It helped to minimize the inventory holding cost and make the just-in-time delivery of raw materials. Cooperative relationship approach is used to develop close relationship with the suppliers. The four V’s model in concern of this simulation game states that when volume of production increases then cost of production decreases. In the context of the variety, it is evaluated that company can keep its cost less with the less variety in the production. The variation dimension shows that a high variation in the production leads to higher level of cost. At the same time, a high visibility in the operation also leads to high cost.

3.2 – Quality within the Supply Chain

In the simulation game, it is evaluated that the quality of the supply chain management was zero because there was not any kind of the supply. The research study of Wisner et al. (2014) determines that supply chain management has a great impact on the quality and profitability of the organisation. Due to this, it is essential for an organisation to apply the concept of the quality control in the supply chain management to achieve competitive edge. For this, there is need to focus on the high grades of materials and individual aspects. Apart from this, costs of planning for quality outcomes and the costs of poor production are also analysed to maintain the quality standards. In addition, it is also required to consider impact of organisational strategy on operational performance and quality within the supply chain.

The implementation of quality control technique in the supply chain management helps the organisation to reduce the quantity of the defects and scrap in the manufacturing process. It helps the organisation to minimise the cost of per product and also improves the profitability of the organisation (Stadtler, 2015). It is also analyzed that capacity of the week 4 is $500 units and the cost of per unit is $6 and total cost of the company is $3000. In this, it is also found that there is a significant relationship between the supply and business profitability. In the manufacturing process, when the company supplied more product then its generated good revenue.

 4. Reference List

Bahmani-Firouzi, B. and Azizipanah-Abarghooee, R. (2014) Optimal sizing of battery energy storage for micro-grid operation management using a new improved bat algorithm. International Journal of Electrical Power & Energy Systems, 56, pp.42-54.

Brandenburg, M., Govindan, K., Sarkis, J. and Seuring, S. (2014) Quantitative models for sustainable supply chain management: Developments and directions. European Journal of Operational Research, 233(2), pp.299-312.

Li, C.B., Li, P. and Feng, X. (2014) Analysis of wind power generation operation management risk in China. Renewable Energy, 64, pp.266-275.

Mohammadi, S., Soleymani, S. and Mozafari, B. (2014) Scenario-based stochastic operation management of microgrid including wind, photovoltaic, micro-turbine, fuel cell and energy storage devices. International Journal of Electrical Power & Energy Systems, 54, pp.525-535.

Stadtler, H. (2015) Supply chain management: An overview. In Supply chain management and advanced planning. Germany: Springer Berlin Heidelberg.

Wisner, J.D., Tan, K.C. and Leong, G.K. (2014) Principles of supply chain management: A balanced approach. USA: Cengage Learning.

Zhang, D., Shah, N. and Papageorgiou, L.G. (2013) Efficient energy consumption and operation management in a smart building with microgrid. Energy Conversion and Management, 74, pp.209-222.



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