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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?Select an organisation of your choice and analyse the business from a Risk and Risk Management perspective. Assuming that you are the Risk Management Consultant answer the questions below. Question 1 Name the selected organisation and describe the organisation in terms of the following: Nature of the business (1) Business maturity How does the organisation operate and what is its competitive strategy? Does the organisation have a risk and risk management strategy and explain why? Categories of risks it faces and give examples
- 1. What happened on United Airlines flight 3411? 2. What service expectations do customers have of airlines such as United Airlines? 3. What is the importance of customer satisfaction and customer relationship management for airlines like United Airlines? what are the areas where customer relationship management plays an important role in the aviation industry? 4. What is service failure? what are the ways how it can be solved? 5. How can United Airlines prevent such incidents from occurring in the future? 6. what steps did United Airlines take to rebuild its tarnished brand image?The Case Study: Mike's BikesMike's Shuttle Services, our case-study business, is a new shuttle business. The businessstarted small with Mike transporting customers to key locations in Cape Town such as CapeTown International Airport regularly. In spite of a lot of competition, his business hassteadily grown and he acquired a few shuttle mini-buses recently. He applied for all thenecessary licenses and was approved to he can now legally operate a shuttle business. Hesubsequently also reached out and co-opted the services of a shuttle drivers. His aim is ofcourse to let his vehicles do as many trips as possible, so his drivers are on a schedule torotate daily.Mike has been conducting his daily business on paper and on his cell phone. He recordsbookings he receive on paper so that he can schedule the vehicles and drivers. Mike spends alot of time maintaining all of this data and his current process is error prone because thescheduling of trips and customers, as well as vehicles and…S.I.T. CARE RENTAL: AN UPGRADE OPPORTUNITY IN TRINIDAD AND TOBAGO (IVEY case) Case learning objectives:This case gives students an opportunity to:• Complete the industry analysis and define its main characteristics and critical success factors;• Analyze a company’s internal capabilities, compare it to its competitors, and evaluate its main customer groups;• Justify a comprehensive and well-informed decision regarding an upgrade opportunity. Organisation and methodology:Each student will be required to show his/her understanding of the concepts of the Strategic Management and analytical skills in the work with the case. On the basis of this analysis each student will have to write an individual report. The students will need to carefully read the case and after that the students will need to answer in a paper the following questions: Question 1: How would you formulate the mission of SIT company? Question…
- why do we need to undertake IA and why is it important?what do we need to focus on, when we are analyzing management capability?when we analyse our marketing capability, what do we look for? what is financial sustainability?how do you evaluate value chain management in an internal analysis?3. In establishing a successful customer relationship and stay competitive in the market, Amazon should take care of the following. Elaborate both areas in detail. a) The required changes which meet the expectation of the customers.In what way were you able to support the mission as well as day to day work of SANQC at NorQuest College?
- Read each statement below and identify the correct term or concept.Q.1.1A process that determines the mission and goals of the business, including the ways in which the goals are to be reached in the long term, and the resources needed for this task.Q.1.2 The turnaround/declines strategy can be defined as the selling of a business or parts of it in line with its mission.Q.1.3 The most basic type of organisational structure where activities belonging to each management function is grouped together.Q.1.4 The type of power based on the manager’s ability to influence employees with something of value to them. It concerns the power to give or withhold rewards.Q.1.5 Type of leadership that goes beyond charisma and can create a realistic, credible, and attractive vision of the future of the organisation.Use Value Chain framework to list out and explain the key issues that need to be dealt with, constraints, key opportunities, core competencies that should remain the basis for the company's strategy, importance and priority of issues, existing and potential synergies, causes vs. symptoms of Abu Dhabi National Oil Company. determine the appropriateness of the company's strategy and give some recommendations.Q1: How should one ascertain that sustainability claims are valid? Q2: For which products or supply chains are establishing valid sustainability claims difficult? Q3: Discuss the managerial levers that can be used to overcome these difficulties?