Aggregate planning is a concept that is normally involved in the determination of the quantity as well as timing of production in the intermediate future, 3 to 18 months into the future. In an attempt to determine the best ways to meet forecasted demand, operational managers adjust production rates, labour levels, inventory levels, overtime work, and other controllable valuables. Aggregate planning is geared towards the reduction of costs. However, there are strategic issues that may emerge as more salient than low cost, examples include; smooth employment levels, to drive down inventory levels, or to meet a high level of service.
In the case study discussed, Mr John Swearingen who is the campus chief of police will need to come up with an aggregate plan for the resources at his disposal. This means that some of the controllable adjustments will have to be adjusted. Some of the variations that should be considered in demand for police services include, reducing the number of police officers required during the spring and fall semesters. The rise in the demand for police services at these times can be attributed to several factors that can be varied. They include drug abuse, bad relations between police officers and the students. To deal with the above issues effectively, there is a need to improve the relationship between police and students. If such a campaign is well cared out such that student relations with police improves, other factors would automatically reduce. Good police- student relations will boost crime detection efforts through community policing. It will also enable the prevention of alcohol and drugs on campus as students will report those who do not observe school rules. Boosting crime detection reduces crime and reduces the demand for police officers. The number of offices available during the summer vacations should also be varied so that it provides room for the officers to go on holiday and receive training on policing. Other variations that the police chief should consider are the fact that the campus facilities and population have increased.
Variations accomplished in the short term will be the traffic and parking problems. Other variations can be achieved both in the aggregate plan as well as in the short term scheduling adjustments. These include the special events such as graduation, busy weekends when there is no football, check and check out at the end of each semester. This is because full time employees must work and the school will also hire temporary staff. The current spending plan cannot be determined accurately with the figures provided. However, it is necessary to note that the starting salary for a police officer is $28000, meaning that it will cost roughly twice as much once they start working for several months. The school will also need money to hire extra help and to train the hired help since they are not trained. In my own opinion, 26 officers are enough to deal with the workload at the school.
To hire the four extra police officers as John proposes, the school will need to pay each of them at a starting salary of $28000, this amount totals to about $112000. Given we are not given enough time to calculate a definite answer; several factors should be accounted including; overtime and employee benefits as well as administrative costs. Administration costs arise from the fact that these officers will need to be supervised, extra equipment such as cars, radio, guns, and uniforms will be needed. Extra office space may also be needed no to mention computers, and desks. This request is justified by several factors. The amount of time taken to reach the new campus facilities has increased. The population in the campus has doubled without an increase in the number of a police officer. This has increased the number of students each officer is supposed to protect. The school has also experienced an increase in alcohol and drug problems as well as increased traffic problems. There is also need to give the officers in the service more time to train and to stay fit and not to be fatigued. This move will also save money otherwise spent in paying overtime hours.
The cost of hosting these games can be calculated to include 26 officers working an extra 8 hours at $18 per hour for five Saturdays. It will also include 25 students and local residents working 8 hours for five Saturdays at a cost of $9. In addition, this will include 40 extra law enforcement officers working 8 hours for 8 hours for five Saturdays at a fee of $18 per hour. The subcontracting will provide several advantages: officers will not be fatigued; the school will only pay one cumulative cost; staffing problems alleviated from the school administration, and no physical space will have to be provided on campus. However, subcontracting has several disadvantages between them; students may be hostile to unfamiliar police officers; outside officers may lack familiarity with the college policies, and the officers may perform below par, but the police officers will be blamed for the mistakes of the sub-contractors.
The school can also consider implementing several alternatives, for example: provide students with walkie-talkies and pay them at minimum wage; introduce monitoring devices such as video cameras; providing new parking space and identify volunteers to give parking tickets. An implementation of the discussed plans by Mr John Swearingen will not only give effective management but will also save the school operating costs.
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