Ranga Ramasesh is the operations manager for a firm that is trying to decide which one of four countries it should research forpossible outsourcing providers. The first step is to select a country based on cultural risk factors, which are critical to eventualbusiness success with the provider. Ranga has reviewed outsourcing provider directories and found that the four countries in thetable below have an ample number of providers from which they can choose. To aid in the country selection step, he has enlistedthe aid of a cultural expert, John Wang, who has provided ratings of the various criteria in the table below.The resulting ratings are on a 1 to 10 scale, where 1 is a low risk and 10 is a high risk. Further, John Wang has determined sixcriteria weightings. Trust, with a weight of 0.40; Quality, with 0.20; Religious, with0.10; Individualism, with 0.10; Time, with 0.10;and Uncertainty, with 0.10. Using the weighted factor-rating method, which country should Ranga select?In the following table, compute the total weighted score for each candidate (enter each response as a decimal rounded to oneplace). and uncertainty, with u. 10. Using the weighted factor-rating method, which country should Kanga select?In the following table, compute the total weighted score for each candidate (enter each response as a decimal rounded to oneplace).Selection CriterionTrustSociety value of quality workReligious attitudesIndividualism attitudesTime orientation attitudesUncertainity avoidance attitudeTotal Weighted Score:Weight Mexico Panama Costa Rica0.4010.2020.1030.100.100.10243283262263174Peru115132D

Given that Criterion Weight(a) Maxico(b) Panama(c) Costa Rica(d) Peru(e) Trust 0.40 1 2 2 1…

Answered: and uncertainty, with u. 10. Using the…

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 6.3A

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Ranga Ramasesh is the operations manager for afirm that is trying to decide which one of four countries it shouldresearch for possible outsourcing providers. The first step is to select a country based on cultural risk factors, which are criti-cal to eventual business success with the provider. Ranga has reviewed outsourcing provider directories and found that thefour countries in the table that follows have an ample numberof providers from which they can choose. To aid in the countryselection step, he has enlisted the aid of a cultural expert, JohnWang, who has provided ratings of the various criteria in thetable. The resulting ratings are on a 1 to 10 scale, where 1 is a lowrisk and 10 is a high risk.John has also determined six criteria weightings: Trust, with aweight of 0.4; Quality, with 0.2; Religious, with 0.1; Individualism,with 0.1; Time, with 0.1; and Uncertainty, with 0.1. Using thefactor-rating method, which country should Ranga select?
Ranga Ramasesh is the operations manager for a firm that is trying to decide which one of four countries it should research for possible outsourcing providers. The first step is to select a country based on cultural risk factors, which are critical to eventual business success with the provider. Ranga has reviewed outsourcing provider directories and found that the four countries in the table that follows have an ample number of providers from which they can choose. To aid in the country selection step, he has enlisted the aid of a cultural expert, John Wang, who has provided ratings of the various criteria in the table. The resulting ratings are on a 1 to 10 scale, where 1 is a low risk and 10 is a high risk. John has also determined six criteria weightings: Trust, with a weight of 0.4; Quality, with 0.2; Religious, with 0.1; Individualism, with 0.1; Time, with 0.1; and Uncertainty, with 0.1. Using the factor-rating method, which country should Ranga select?
Ranga Ramasesh is the operations manager fora firm that is trying to decide which one of four countries itshould research for possible outsourcing providers. The firststep is to select a country based on cultural risk factors, whichare critical to eventual business success with the provider.Ranga has reviewed outsourcing provider directories andfound that the four countries in the table that follows have anample number of providers from which they can choose. Toaid in the country selection step, he has enlisted the aid of acultural expert, John Wang, who has provided ratings of thevarious criteria in the table. The resulting ratings are on a 1 to10 scale, where 1 is a low risk and 10 is a high risk. John has also determined six criteria weightings: Trust,with a weight of 0.4; Quality, with 0.2; Religious, with 0.1;Individualism, with 0.1; Time, with 0.1; and Uncertainty,with 0.1. Using the factor-rating method, which countryshould Ranga select?
When a small-medium firm seeks to enter a foreign market through exporting they must consider the following points 1. Identify opportunities 2. Unanticipated problems associated with doing business in a foreign market 3. Method for international transaction 4. How to deal with foreign exchange risk 5. Further expansion/ another appropriate mode of entering Stylo one of the most recognized names in Pakistani footwear industry wants to enter foreign market through exporting. Here you are directed to assist Stylo in investigating with the help of above-mentioned points
When competing in multiple foreign markets, companies find it advantageous to concentrate their activities in a limited number of locations in all these conditions EXCEPT when A)there are significant scale economies in performing an activity. B) the activiites should be customized to each location to adequately meet buyer needs. C)certain locations have superior resources or other valuable advantages for performing certain activities. D) the costs of some activities are significantly lower in some geographic locations than in others. E) there is a steep learning or experience curve associated with performing the activity in any location.
The establishment and growth of outsourcing service providers is proving to be an enabler for economic and social growth. The preceding articles indicate a steady growth in the coffee market, coupled with a demand for sustainable operations within the industry. This implies that even as they strategise to capitalise on this industrial growth, businesses should ensure that they grow their businesses sustainably. Tribeca Coffee is planning to enter the Ethiopian market and are considering outsourcing some aspects of their operation in that country, starting with transportation. Discuss the outsourcing process as it applies to Tribeca Coffee: Strategic phase Transition phase Operational phase when entering the market in Ethiopia. Your discussion should include practical examples related to the business, informed by the two articles above.
Kantanka Limited is a family-owned automobile manufacturer with origin in Agona Swedru in the Central Region of Ghana. Kantanka Limited manufactures and sells saloon cars, trucks, SUVs, and trailers with related accessories. The Company is the current market leader, but is considering outsourcing their automobile production to increase margins. A large scale outsourcing move would be a first for the industry, and the Company wants to know if this is a worthwhile proposition. There are two options being explored: (i) full outsourcing an automobile manufacturing plant in China; (ii) outsourcing final production in Ivory Coast with parts provided from China. You are free to use relevant diagrams/frameworks/figures in supporting your answers to the questions below What could be the problem(s) justifying the outsourcing decision? Should the Company outsource their automobile production and why? Which outsourcing option is the optimal choice? Your response should engage with the criteria…
Kantanka Limited is a family-owned automobile manufacturer with origin in Agona Swedru in the Central Region of Ghana. Kantanka Limited manufactures and sells saloon cars, trucks, SUVs, and trailers with related accessories. The Company is the current market leader, but is considering outsourcing their automobile production to increase margins. A large scale outsourcing move would be a first for the industry, and the Company wants to know if this is a worthwhile proposition. There are two options being explored: (i) full outsourcing an automobile manufacturing plant in China; (ii) outsourcing final production in Ivory Coast with parts provided from China. You are free to use relevant diagrams/frameworks/figures in supporting your answers to the questions below NOTE; PLEASE I NEED A DIFFERENT VIEW OR ANSWER APART FROM THE PREVIOUS ANSWER GIVEN. What could be the problem(s) justifying the outsourcing decision? Should the Company outsource their automobile production and why? Which…
Kantanka Limited is a family-owned automobile manufacturer with origin in Agona Swedru in the Central Region of Ghana. Kantanka Limited manufactures and sells saloon cars, trucks, SUVs, and trailers with related accessories. The Company is the current market leader, but is considering outsourcing their automobile production to increase margins. A large scale outsourcing move would be a first for the industry, and the Company wants to know if this is a worthwhile proposition. There are two options being explored: (i) full outsourcing an automobile manufacturing plant in China; (ii) outsourcing final production in Ivory Coast with parts provided from China. You are free to use relevant diagrams/frameworks/figures in supporting your answers to the questions below a. What could be the problem(s) justifying the outsourcing decision? b. Should the Company outsource their automobile production and why? c. Which outsourcing option is the optimal choice? Your response should engage with the…
Strategic Planning, Core Competencies and OutsourcingClndia Pragram Technologies, Inc. , has narrowed its choice of outsourcing provider to two firms located in different countries. Pragram wants to decide which one of the two countries is the better choice, based on risk-avoidance criteria. She has polled her executives and established four criteria.The resulting ratings for the two countries are presented in the table below, where l is a lower risk and 3 is a higher risk. The executives have determined four criteria weightings: Price, with a weight of 0. 1; Nearness, with 0.6; Technology, with 0.2; and History, with 0.1.a) Using the factor-rating method, which country would you select?b) Double each of the weights used in part (a) (to 0.2, 1.2, 0.4, and 0.2, respectively). What effect does this have on your answer? Why?
ThailandSelect an overseas country of your choosing and assume that you are employed in the human resources department for a large company. The company has just reached an agreement to open a new sales office in this foreign country in order to better serve customers in that market. Although support personnel will be hired locally, three sales representatives from headquarters will be transferred to this office for a period of two years in order to get it “up and running.” The national sales manager has asked you to prepare a report outlining the intercultural communication issues that these sales reps likely will face. Your team will be required to research the business communication in this country and write a report to your Board of Directors that addresses the following that may play a role in impacting the success of these sales representatives in establishing an office in the country. 1. Prevailing norms of communication 2. Nonverbal communication 3. High context and low context…
For this assignment, students are asked to simulate their own multinational corporation (MNC).Students are required to justify the form of their own MNC, based in the Caribbean, which tradeswith three countries outside of the Caribbean region. Students will then examine issues related toforeign exchange management within their multinational corporation.This group assignment should address the following:1. The form of MNC that the business takes, whether franchising, licensing, the exportationof a product sold through a distributor, etc. The rationale behind using this form of MNCshould also be given.2. The main foreign currencies that will be used in the business.3. The foreign exchange exposure of the company and how the company plans to managethis exposure.4. Any current financial issues that affect the operating environment of the MNC and howthese issues affect the company’s foreign currency exposure.

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