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A project to build a new bridge seems to be going very well since the project is well ahead of schedule and costs seem to be running very low. A major milestone has been reached where the first two activities have been totally completed and the third activity is 70% complete. The planners were only expecting to be 53% through the third activity at this time. The first activity involves prepping the site for the bridge. It was expected that this would cost $1,419,800 and it was done for only $1,299,800. The second activity was the pouring of concrete for the bridge. This was expected to cost $10,499,800 but was actually done for $8,999,800. The third and final activity is the actual construction of the bridge superstructure. This was expected to cost a total of $8,499,800. To date they have spent $4,999,800 on the superstructure.
Calculate the schedule variance, schedule performance index, and cost performance index for the project to date. (Round your "performance index" values to 3 decimal places.)
Why do you think lean inventory management can decrease transportation, capital expenses, and inventory storage?
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Justify your schedule changes, describing any tasks you are cutting, dependencies you are changing, resource allocations you are modifying, etc.
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Using the Internet, look up and briefly describe at least one example of state-of-the- art technology-enabled shipment monitoring (tracing and tracking) capabilities. Be sure to include links to your sources.
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