Could you answer 5.18? Thanks 208 PART 2 DESIGNING OPERATIONS• S5.S5.16•• $5.16Given the data in Problem S5.15 and an alternativehybrid vehicle with the specifications shown below: oda) What is the crossover point in miles?b) Which vehicle is has the lowest cost until the crossover point isreached?• • S5$3.0• S5VEHICLE PURCHASE COSTman000'VEHICLE OPERATING COST PER MILE$0.08USEFUL LIFE OF VEHICLE10 yearsMILES PER YEARMILES PER GALLON40$2.55AVERAGE FUEL PRICE PER GALLONCASE STUBuilding Sustainability at the Orlando Magic's Amway CenteWhen the Amway Center opened in Orlando in 2011, it becamethe first Leadership in Energy and Enviror(LEED) gold-certifiu InsENEHGreen MBased the crossover point in miles found in Problem• 55.17S5.16, what is this point in years?•• S5.18 Using the data from Problem S5.16, if gas prices rose to$3.00 per gallon, what would be the new crossover point in miles?Using the new crossover point in Problem S5.18, howiveFrito-La%3Dvast amcduce itsSIronment• S5.19sd s obivongasproducetally friemental imany years does it take to reach that point?owtod toalse wolod 2oldetanbotimilaU 2eslOBERVIE EBEAEMOEwith maFor iincludesreducingand cust2102152004 49nize theAt F500,000fried, seThe pronousluzntSTUDIESbatimilnU zCO21 DEBBEACHNEenter

b) Which vehicle is has the lowest cost until the crossover point reached? VEHICLE PURCHASE COST VEHICLE OPERATING COST PER MILE $0.08 USEFUL LIFE OF VEHICLE 10 years MILES PER YEAR 00 00 MILES PER GALLON 40 AVERAGE FUEL PRICE PER GALLON $2.55

b) Which vehicle is has the lowest cost until the crossover point reached? VEHICLE PURCHASE COST VEHICLE OPERATING COST PER MILE $0.08 USEFUL LIFE OF VEHICLE 10 years MILES PER YEAR 00 00 MILES PER GALLON 40 AVERAGE FUEL PRICE PER GALLON $2.55

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 5.4SA

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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?
CASE STUDYFrom Holiday Inns to the InterContinental Hotels GroupThe history of the Holiday Inn motel chain is one of the great success stories in United States business. Its founder, Kemmons Wilson, while vacationing in the early-1950s, found the motels he stayed in to be small, expensive, and of unpredictable quality. This discovery, along with an unprecedented amount of highway travel due to the new, integrated interstate highway program, triggered a realization: there was an unmet customer need—a gap in the market for quality accommodations. Holiday Inn was founded to meet that need. From the beginning, Holiday Inn set the standard for offering motel features such as air-conditioning and icemakers while keeping room rates reasonable. These amenities enhanced the motels’ popularity, and motel franchising, which was Wilson’s own invention, made rapid expansion possible. By 1960, Holiday Inn hotels could be found in virtually every major city and on every major highway. Before the…
Problem data follows: Annual number of customers surveyed 7,600 Cost of survey if conducted by RBG Associates $ 35,000 Costs related to the survey in the prior year. Mailing $17,500 Printing (done by Lester Print Shop) 6,000 Salary of Pat Fisher, part-time employee who stuffed envelopes and summarized data when surveys were returned 2,080 Depreciation of computer and software 1,200 Electricity and phone costs 600 Total $27,380 Number of hours spent on survey by Pat Fisher 130 Required: fill in the yellow cells and also the name of the costs listed under the cost savings. The "Cost of RGB" has been filled in for you. What is the…
Good Practice Example - Sourcing Process at Federal Express FedEx Corporation is a $20 billion market leader in transportation, information, and logistics solutions, providing strategic direction to six main operating companies. These are FedEx Express, FedEx Ground, FedEx Freight, FedEx Custom Critical, FedEx Trade Networks, and FedEx Services. Prior to the purchase of the Ground, Freight, and other non-express-based services, Federal Express had reorganized all of its major indirect spend in information technology, aircraft, facilities/business services, vehicles/fuel/ground service equipment, and supply chain logistics groups under the Strategic Sourcing and Supply group, led by Edith Kelly-Green. After the purchase of these different businesses, the supply management function was reorganized into a Center-led supply chain management (SCM) sourcing model. (“Center” refers to a Center of Excellence that focuses on centralizing sourcing strategy teams.) Over the last two years, FedEx…
Please no written by hand solutions QUESTION 10 10. "Enter our competition and you could win your share of R500 online shopping voucher for yourself AND a R10 000 voucher towards a Women's empowerment NGO of your choice!" Mrs Jacobs entered the competition above at Mr Price and won a R500 voucher. With R500, she can either buy a handbag, a pair of shoes, a pair of jeans or jacket. She already has a jacket, and she does not want new shoes. She would like a pair of jeans but decides to buy a handbag. What is her opportunity cost? a)R500 voucher. b) Handbag C)Pair of shoes. d)Pair of jeans.
Q1) solve the following mcqs a) At Khaleej Corporation, managers drew up a three-stage plan as they prepared for layoffs. First, they warned employees several months ahead that layoffs were inevitable. Soon thereafter, they held on-site presentations at all locations to explain to employees why the layoffs were needed and to provide as much information as they could about what employees should expect. Represents an example of?" Provide assistance to displaced workers Help survivors thrive Both A & B More Communication is significant b) "An army officer gives his directions on a certain task, his cadets are compelled to follow his instructions. This is an example of ___. " Expert Referent Reward Legitimate c) _____ is the person who serves as one of the key persons in managing change initiatives. Change agent CEO CFO CIO
Q1) solve the following mcqs a) At Khaleej Corporation, managers drew up a three-stage plan as they prepared for layoffs. First, they warned employees several months ahead that layoffs were inevitable. Soon thereafter, they held on-site presentations at all locations to explain to employees why the layoffs were needed and to provide as much information as they could about what employees should expect. Represents an example of?" Provide assistance to displaced workers Help survivors thrive Both A & B More Communication is significant b) Rational decision-making approach ideally implies ______ decisions. Programmed Non-programmed Rational Non-rational
Competitor analysis of h&m
Q#1: (a): Discover and resolve ambiguities or omissions in the following statement of requirements for part of a ticket-issuing system:An automated ticket-issuing system sells rail tickets. Users select their destination and input a credit card and a personal identification number. The rail ticket is issued, and their credit card account charged. When the user presses the start button, a menu display of potential destinations is activated, along with a message to the user to select a destination.Once a destination has been selected, users are requested to input their credit card. Its validity is checked, and the user is then requested to input a personal identifier. When the credit transaction has been validated, the ticket is issued.(b): Write a set of non-functional requirements for the ticket-issuing system, setting out its expected reliability and response time.
Case Study. Terminalmarkets.com From Wall Street stockbroker to vegetable importer to Internet entrepreneur, Sinan Talgat has trusted hisserendipitous career wherever it has led him. It all started with a mango farm venture in South America. A friend persuaded Talgat to sell the produce in New York. So he solicited interested buyers at Hunts Point Terminal Produce Cooperative in the Bronx, which is the largest produce marketplace in the world. But El Niño hit Ecuador hard, wiping out the mango crop and Talgat’s chances.Still, the produce market intrigued Talgat. To him, Hunts Point was “like the floor of the New York Stock Exchange.” He formed Fortune Fruit Ltd. and imported fresh basil and asparagus. But the stockbroker inhim kept wondering: Is there a more efficient way to do this? A way that more closely resembles a securities exchange?Six months ago, Talgat developed his strategy for Terminalmarkets.com, a fruit and vegetable exchang3 for the global wholesale produce industry and a…
What is your opinion of DMP