c. Assume that quality and reliability/risk are equally important to Main StreetCinema. However, the issue of price is twice as important to Main StreetCinema than either quality or reliability/risk. What score would DawsonCommercial Cleaning Services earn under this weighting scheme?d. Assuming the weighting scheme described in part c, which janitorialservice supplier does linear averaging suggest? are the CO5. Main Street Cinema invited three firms to bid on its daily janitorial servicescontract, and then scored those tenders based on quality, reliability/risk, andprice (using a 100-point scale in each case). The scores are listed here:(Noteshaper Scenario #17)Tender Offer from ....Quality70Reliability/RiskPriceDawson60100Fulton809570SteadyBrite709085a. If Main Street Cinema were to use lowest price to award the contract, whowould receive it?b. If Main Street Cinema were to use linear averaging to then choose asupplier for its janitorial services contract, who would it choose if it felt thatquality, reliability/risk, and price were all equally important aspects of thecontract?

Note: - As we can answer only up to three subparts we will answer the first three subparts(a, b, and…

Answered: 5. Main Street Cinema invited three…

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 5.1SA

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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?
Kindly answer Question 2 from the given case study using the provided information of step 5 and following the info mentioned in table 7.7,7.8 The following information can help in answering: Some of the qualitative criteria that a company might use to evaluate Request for information (RFI) An inquiry to a potential sup- plier about that supplier’s prod- ucts or services for potential use in the business. The inquiry can provide certain business requirements or be of a more exploratory nature. Multicriteria decision models Models that allow decision makers to evaluate various alternatives across multiple decision criteria. suppliers include:9 • Process and design capabilities. Since different manufacturing and service processes have inherent strengths and weaknesses (Chapter 3), the buying firm must be aware of these characteristics up front. When the buyer expects suppliers to perform compo- nent design and production, it should also assess the supplier’s design capability. One way…
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Scenario 3: A problem with paper You are a franchisee for Fatto’s Burger Palace in a small college town (“where friends meet to eat”). The specialties of the house are the “Giant Burger Supreme” and the “Hound Doggie,” both of which contain 26% or less fat. Business is good, especially when the college dietician decides to put soy stew on the menu in the dining halls. Recently, agitation by environmental extremists has forced the restaurant to abandon the convenient clam shell boxes of polystyrene in favor of paper boxes. The latter are a little more expensive, but take up less space. They are somewhat difficult and time-consuming to fold. Customers are now complaining about the oil stains on the inside of the burger box. Water tends to seep through and make the package limp in some cases. This has required putting more napkins in each order. In addition, the blazing red Fatto’s symbol on the top of the boxes now has fuzzy edges, whereas it was sharp and crisp on the clam shell boxes.…
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A company is introducing reusable straws in the market on the 1st of January 2022. They estimate the total market for reusable straws is approximately 3 million per year. The company expects to sell 500000 straws in the first year. There is a competitor already in the market whose sales per year is 1 million straws per year. Your group have been hired as consultants to answer the following questions: Q1- The company is building a facility to produce 1 million straws per year. Is this capacity just right, too little or too much? What factors will you consider in building capacities? Should they adopt a a) leading strategy b) lag strategy or c) straddle strategy to build further capacities. Please justify.
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