A contractor of fast food giant failed to deliver the expected output of an inventory systems upgrade. This resulted to more than 70 branches closing due to inventory problems. It compromised the sales for the month. What do you think were the potential opportunities opened up to other players in the fastfood industry? In order to prevent the NCOV-19 from spreading, Philippine airports and other entry points all over the country have been provided with digital thermos-scanners to detect feverish persons coming in and out from the country. However, there is no guarantee that the country would be virus-free for a long time despite all of these measures. What do you think are the possible effects of these threats to you as an upcoming entrepreneur?

A contractor of fast food giant failed to deliver the expected output of an inventory systems upgrade. This resulted to more than 70 branches closing due to inventory problems. It compromised the sales for the month. What do you think were the potential opportunities opened up to other players in the fastfood industry? In order to prevent the NCOV-19 from spreading, Philippine airports and other entry points all over the country have been provided with digital thermos-scanners to detect feverish persons coming in and out from the country. However, there is no guarantee that the country would be virus-free for a long time despite all of these measures. What do you think are the possible effects of these threats to you as an upcoming entrepreneur?

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 5.3SA

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Scenario 3 Ben Gibson, the purchasing manager at Coastal Products, was reviewing purchasing expenditures for packaging materials with Jeff Joyner. Ben was particularly disturbed about the amount spent on corrugated boxes purchased from Southeastern Corrugated. Ben said, I dont like the salesman from that company. He comes around here acting like he owns the place. He loves to tell us about his fancy car, house, and vacations. It seems to me he must be making too much money off of us! Jeff responded that he heard Southeastern Corrugated was going to ask for a price increase to cover the rising costs of raw material paper stock. Jeff further stated that Southeastern would probably ask for more than what was justified simply from rising paper stock costs. After the meeting, Ben decided he had heard enough. After all, he prided himself on being a results-oriented manager. There was no way he was going to allow that salesman to keep taking advantage of Coastal Products. Ben called Jeff and told him it was time to rebid the corrugated contract before Southeastern came in with a price increase request. Who did Jeff know that might be interested in the business? Jeff replied he had several companies in mind to include in the bidding process. These companies would surely come in at a lower price, partly because they used lower-grade boxes that would probably work well enough in Coastal Products process. Jeff also explained that these suppliers were not serious contenders for the business. Their purpose was to create competition with the bids. Ben told Jeff to make sure that Southeastern was well aware that these new suppliers were bidding on the contract. He also said to make sure the suppliers knew that price was going to be the determining factor in this quote, because he considered corrugated boxes to be a standard industry item. Is Ben Gibson acting legally? Is he acting ethically? Why or why not?
Scenario 3 Ben Gibson, the purchasing manager at Coastal Products, was reviewing purchasing expenditures for packaging materials with Jeff Joyner. Ben was particularly disturbed about the amount spent on corrugated boxes purchased from Southeastern Corrugated. Ben said, I dont like the salesman from that company. He comes around here acting like he owns the place. He loves to tell us about his fancy car, house, and vacations. It seems to me he must be making too much money off of us! Jeff responded that he heard Southeastern Corrugated was going to ask for a price increase to cover the rising costs of raw material paper stock. Jeff further stated that Southeastern would probably ask for more than what was justified simply from rising paper stock costs. After the meeting, Ben decided he had heard enough. After all, he prided himself on being a results-oriented manager. There was no way he was going to allow that salesman to keep taking advantage of Coastal Products. Ben called Jeff and told him it was time to rebid the corrugated contract before Southeastern came in with a price increase request. Who did Jeff know that might be interested in the business? Jeff replied he had several companies in mind to include in the bidding process. These companies would surely come in at a lower price, partly because they used lower-grade boxes that would probably work well enough in Coastal Products process. Jeff also explained that these suppliers were not serious contenders for the business. Their purpose was to create competition with the bids. Ben told Jeff to make sure that Southeastern was well aware that these new suppliers were bidding on the contract. He also said to make sure the suppliers knew that price was going to be the determining factor in this quote, because he considered corrugated boxes to be a standard industry item. As the Marketing Manager for Southeastern Corrugated, what would you do upon receiving the request for quotation from Coastal Products?
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. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.
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?
Fashion Fair Corp., the first mover in the “all-year discount” stores market, lost its market share to a late entrant, Brand Fair Inc. Brand Fair operates online discount stores, which is cost-efficient when compared to investing in a brick-and-mortar store. Fashion Fair has been unable to replicate the online store business model because of its existing contracts with suppliers and heavy investment in retail stores. This ultimately leads to the failure of the business. Which of the following can be attributed to Fashion Fair’s failure? 1. A) Incumbent inertia2. B) Use of tacit resources3. C) Free-rider effect4. D) Presence of low exit barriers Why is it A?
Please show formula and solution There are approximately 15,000 households in the Sampaloc, Manila. Over the 6-month lockdown, a number of households purchased one (1) unit of air conditioner. The breakdown of the brands purchased is as follows: Super Lamig - 4,688 households Frozen to Death - 1,456 households Feeling Airy - 2,355 households Typhoon - 3,899 households Based on the above data, what is the market penetration of air conditioning units in Sampaloc, Manila during the 6-month lockdown period?
container shortage challengesUnexpected events have resulted in a global container shortage, disrupting international trade and causingripple effects in the supply chain. When the Covid-19 pandemic broke out at the beginning of last year, manycountries implemented national lockdowns and halted production, disrupting economic growth. The numberof cargo ships dispatched started to decline. This hampered not only the normal flow of commoditiesimported and exported but also the collection of empty containers. As a result, there has been a containershortage since 2020. 1.3 Differentiate which activities will be contacted by a traditional freight forwarder and which will fallwithin a 3PL scope?
GCMMF (AMUL)-Managing Supply Chain to Align Customer Demands: Gujarat Cooperative Milk Marketing Federation (GCMMF) is the largest food products marketing organization in India. It is a state-level apex body of milk cooperatives in Gujarat, which aims to provide remunerative returns to farmers and also serves the interest of consumers by providing quality products and value for their money. It had Amul as the flagship brand, which is a market leader in milk products. The annual sales turnover GCMMF in 2019-2020 was Rs. 38,542 crores. The product mix includes bread spread, powder milk, cheese, dessert, health drink and fresh milk. The State Marketing Federation comprises of 17 dairies, 10,675 villages and 2.2 million milk producers in Gujarat State. The value chain of GCMMF consists of -Milk Production - 2.6 million Farmers Milk Collection - 1,27,92 Village Co-op Societies, Milk Processing - 13 Milk Processing Unions; Marketing - GCMMF Distribution - 3000 Distribution Points; Retail -…
A contractor of a fast-food giant failed to deliver the expected output of an inventory systems upgrade. This resulted in more than 70 branches closing due to inventory problems. It compromised the sales for the month. What do you think were the potential opportunities opened to other players in the fast-food industry?
The Lloyd’s Register Group (LRG) provides independent assurance for quality to companies operating high-risk, capital-intensive assets in the energy and transportation sectors, to enhance the safety of life,property, and the environment. This helps its clients to create safe, responsible, and sustainable supplychains. Safety has been at the heart of LRG’s work since 1760 and the company invests time, money, andresources to fulfill Lloyd’s Register’s mission: to protect life, property, advance transportation,engineering education, and research. LRG helps ensure a safer world through their broad knowledge, deep experience, and close relationships. LRG is also one of the world leaders in assessing business processes and products to internationally recognized standards. The standards are either those of major independent bodies or ones that LRG haveDeveloped themselves. From process design to in-service operations and decommissioning, LRG aims to deliver complete lifecycle and risk…
A contractor of a fast food giant failed to deliver the expected output of an inventory systems upgrade. This resulted in more than 70 branches closing due to inventory problems. It compromised the sales for the month. What do you think were the potential opportunities opened up to other players in the fast food industry?