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Applying simulation to a decision problem 185<br />

Profit<br />

Sales revenue Costs<br />

Sales Price Fixed costs Variable costs<br />

Figure 7.1 – Identifying the factors which will affect the profit earned by the commemorative<br />

plate<br />

profit of the commemorative plate. A tree diagram may be helpful in<br />

identifying these factors, since it enables them to be subdivided until<br />

the decision maker feels able to give a probability distribution for the<br />

possible values which the factor might assume. Figure 7.1 shows a tree<br />

for this problem. Of course, it might have been necessary to extend the<br />

tree further, perhaps by subdividing fixed costs into different types,<br />

such as advertising and production set-up costs or breaking sales into<br />

home and export sales. It is also worth noting that subsequent analysis<br />

will be simplified if the factors can be identified in such a way that<br />

their probability distributions can be considered to be independent.<br />

For example, we will assume here that variable costs and sales are<br />

independent. However, in practice, there might be a high probability of<br />

experiencing a variable cost of around $7 per plate if less than 10 000<br />

plates are sold, while we might expect costs of around $5 if more than<br />

10 000 are sold because of savings resulting from the bulk purchase of<br />

materials, etc. It is possible to handle dependence, as we will show later,<br />

but it does add complications to the analysis.<br />

Stage 2: Formulate a model<br />

Having identified the factors for which probability distributions can be<br />

assessed, the next step is to formulate a mathematical model to show<br />

how they affect the variable of interest, in this case profit. For Elite’s<br />

problem the following model is thought to be appropriate:<br />

Profit = (Price − Variable cost) × Sales − Fixed costs<br />

Of course, this is only a model and therefore almost certainly a<br />

simplification of the real problem. In practice, a large number of factors<br />

and relationships which we have not included in the model may affect<br />

profit. For example, at higher sales levels more breakages may occur

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