Part 1In a service business with a highly variable demand, the general approach to aggregate scheduling does NOT involvePart 2
A. depleting inventory during peak periods. B. using labor to accommodate most of the changes in demand. C. depleting inventory during slack periods. D. building very modest levels of inventory during slack periods.

Question

Part 1In a service business with a highly variable​ demand, the general approach to aggregate scheduling does NOT involvePart 2
A. depleting inventory during peak periods. B. using labor to accommodate most of the changes in demand. C. depleting inventory during slack periods. D. building very modest levels of inventory during slack periods.

BlackTom AI · Accepted Answer

Question restatement: In a service business with highly variable demand, the general approach to aggregate scheduling does NOT involve which of the following options? Options are:
A. depleting inventory during peak periods.
B. using labor to accommodate most of the changes in demand.
C. depleting inventory during slack periods.
D. building very modest levels of inventory during slack periods.

Analyzing option A: depleting inventory during peak periods. In a service business with variable demand, inventory is typically not a primary tool during peak periods because services are often perishable and customer demand is high; depleting inventory during peak periods would not make sense since inventory for services is usually minimal or non-existent. This option is consistent with the idea that you wouldn’t rely on depleting inventory to manage peak demand, so it is a plausible NOT approach.

Analyzing option B: using labor to accommodate most of the changes in demand. This is a common aggregate scheduling technique in services with high demand variability: adjust workforce levels to match demand changes, such as hiring temporary staff or using flexible schedules. This option is a typical part of aggregate scheduling in services, so it is not the choice that does NOT involve the approach.

Analyzing option C: depleting inventory during slack periods. In services where inventory is not a major asset, some service models use capacity or backlog strategies rather than inventory. However, the idea of depleting inventory during slack periods is not a standard approach, since slack periods imply lower demand and you would not be expecting to reduce inventory that isn’t a primary lever. This option is somewhat inconsistent with common service scheduling practices, but it is not the strongest candidate for the “does NOT involve” statement.

Analyzing option D: building very modest levels of inventory during slack periods. In many service environments, inventory is kept at modest levels during slack periods to buffer against variability and to smooth capacity utilization. This is a typical scheduling tactic, so this option describes a legitimate approach and is not the correct choice for the question.

Putting the pieces together: The general approach to aggregate scheduling in highly variable demand service settings emphasizes flexible staffing (option B) and capacity-oriented tactics rather than relying on service inventory in the usual sense. Among the options, depleting inventory during peak periods (option A) is not a standard or sensible approach, because peak periods are already high in demand and typically do not involve reducing service capacity through inventory depletion. Therefore, option A stands out as the statement that does not fit the general approach.

In summary, each option was evaluated for alignment with standard aggregate scheduling strategies in variable-demand services. The reasoning shows that depleting inventory during peak periods is not a typical or appropriate tactic, whereas flexible labor, handling slack-period dynamics with inventory pacing, and maintaining modest inventory levels during slack periods are more consistent with common practice. The analysis highlights why option A is the best answer to the prompt.

Homework:Ch 13 Homework

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