The correct answer is “B. back-ordering during high-demand periods.” Demand options in aggregate planning refer to the strategies and tactics that organizations can employ to address fluctuations in customer demand while optimizing production and resource utilization.

Back-ordering during high-demand periods is a specific demand option where an organization, when faced with a surge in demand it cannot immediately meet, takes orders from customers but delays delivery until the demand can be satisfied. Here’s a detailed explanation of why “back-ordering during high-demand periods” is the correct choice and why the other options are not:

B. Back-Ordering During High-Demand Periods:

Back-ordering is a demand option that is used when a company experiences a sudden and unexpected increase in demand for its products or services.

In such cases, the organization may have limitations in its capacity or production capabilities, making it impossible to meet the increased demand immediately. Back-ordering involves accepting orders from customers and promising delivery at a later date when production can catch up with the demand.

This approach has several advantages. First, it allows the company to capture orders and revenue even when it cannot meet the demand immediately, preventing potential sales losses.

Second, it can help maintain customer relationships by communicating transparently with customers about the expected delivery date. Lastly, it provides a strategy for addressing temporary demand spikes without overcommitting resources or over expanding capacity, which might be costly or impractical for short-term fluctuations.

Now, let’s examine why the other options are not demand options of aggregate planning:

A. Subcontracting:

Subcontracting is a supply-side strategy, not a demand option. In the context of aggregate planning, subcontracting is a production or capacity adjustment where a company outsources certain aspects of its production process to external suppliers or subcontractors.

This is typically used when there is excess demand that cannot be met internally, but it doesn’t directly address demand fluctuations.

Subcontracting is a way to increase production capacity when needed or to access specialized skills or resources. However, it is not about managing demand but rather about managing production capacity and resources in response to variations in demand.

C. Changing Inventory Levels:

Changing inventory levels is another supply-side strategy, not a demand option. In aggregate planning, managing inventory is related to the organization’s capacity to meet demand rather than a direct response to changes in demand.

Organizations may adjust their inventory levels in anticipation of changing demand patterns, but this action is more about aligning production with forecasted demand or safety stock levels rather than directly managing demand fluctuations.

Adjusting inventory levels is important for ensuring a company can respond to demand in a timely manner, but it is not a demand option in the sense of addressing shifts in customer demand itself.

D. Varying Workforce Size:

Varying workforce size is also a supply-side strategy in aggregate planning. This tactic involves adjusting the number of employees or labor hours to match production capacity with demand. While it is essential for ensuring that the organization can meet demand efficiently, it does not directly address the fluctuations in demand.

Varying workforce size can be used to align production capacity with demand, but it is not a demand option. It falls under the realm of capacity management and resource allocation rather than demand management. Organizations use it to optimize their labor force to efficiently meet demand levels without overstaffing or understaffing.

In conclusion, among the options provided, “back-ordering during high-demand periods” is a demand option in aggregate planning because it directly addresses the challenge of managing temporary increases in customer demand when production capacity cannot be immediately adjusted to meet the surge.

The other options—subcontracting, changing inventory levels, and varying workforce size—are supply-side strategies used to adjust production capacity and resources but do not directly manage or address fluctuations in customer demand. Demand options are crucial for organizations to handle changes in demand effectively and maintain customer satisfaction.