13. Food trucks have become a $2 billion industry, serving creative, and often healthy, food options in places where traditional food options might be limited. For example, a food truck might stop at a local college campus during lunch time. The truck might stop later at an underprivileged district in the afternoon, and then to a local club scene in the evening. Which of the following are advantages food trucks have over traditional restaurants in terms of land and capital costs? Food trucks can easily establish a brand name, helping cement a loyal customer base. The physical capital needed to set up a food truck is less than that of a restaurant. Food trucks require little, if any, land, provided they have the proper permits to operate in a public street. O Food trucks can seek out demand instead of having to expend resources drawing customers to a fixed location.

13. Food trucks have become a $2 billion industry, serving creative, and often healthy, food options in places where traditional food options might be limited. For example, a food truck might stop at a local college campus during lunch time. The truck might stop later at an underprivileged district in the afternoon, and then to a local club scene in the evening. Which of the following are advantages food trucks have over traditional restaurants in terms of land and capital costs? Food trucks can easily establish a brand name, helping cement a loyal customer base. The physical capital needed to set up a food truck is less than that of a restaurant. Food trucks require little, if any, land, provided they have the proper permits to operate in a public street. O Food trucks can seek out demand instead of having to expend resources drawing customers to a fixed location.

Purchasing and Supply Chain Management

6th Edition

ISBN:9781285869681

Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

Publisher:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

ChapterC: Cases

Section: Chapter Questions

Problem 5.3SD: Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling...

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Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?
Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?
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Article: It is now 2015, and Smithfield's Custom Furniture has continued to grow. Its new product line of lower-priced furniture was an immediate sensation in the marketplace. The company now has 344 stores and 21,000 employees. The company now has a total of 12 international retail stores evenly divided among Spain (3), France (3), Germany (3), and England (3). Margot Smithfield, Jonas Smithfield III's only heir, is now running the company. She has a master's degree in design and an MBA degree. She has been running the company for 3 years. Margot Smithfield and the 12-member board of directors have been assessing an opportunity to acquire You Figure it Out, a moderately profitable 51 store chain of ultra-modern furniture. You Figure it Out's furniture and furniture-related accessories are all made in China and sold only in the United States. Their retail stores are located in Texas (6), California (13), New York (15), Nevada (4), Florida (9), and North Carolina (4). Margot and her…
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