Data is provided about 8 transport depots. Identify the inefficient depot and set a target for the inefficient depot to be efficient. Bus Depot City Served Ticket Sales Freight Sales Labour Hours Facility Dollars 1 Philadelphia 700 300 40 500 2 Baltimore 300 600 50 500 3 Washington 200 700 50 400 4 Richmond 400 600 50 500 5 Raleigh 500 400 40 400 6 Charleston 500 500 50 500 7 Savannah 800 500 40 600 8 Jacksonville 300 200 30 400

Data is provided about 8 transport depots. Identify the inefficient depot and set a target for the inefficient depot to be efficient. Bus Depot City Served Ticket Sales Freight Sales Labour Hours Facility Dollars 1 Philadelphia 700 300 40 500 2 Baltimore 300 600 50 500 3 Washington 200 700 50 400 4 Richmond 400 600 50 500 5 Raleigh 500 400 40 400 6 Charleston 500 500 50 500 7 Savannah 800 500 40 600 8 Jacksonville 300 200 30 400

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 5.3SD: Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling...

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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. 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?
In Kotler's marketing definition, what does "delivering value" mean? a. all options are correct b. shipping orders to customers correctly and as scheduled c. providing products and services that will satisfy customer's needs, wants and expectations d. delivering products safely and conveniently to the customers
Installing fire-extinguishers is not a requirement in most households. With a fire distinguisher in a house, in the event of a fire, the fire can be put off quickly. This protect the life and property of the household that install it. This also prevent the fire from spreading to the neighbourhood and also benefits the neighbourhood. (a) Describe and explain with a market diagram for fire- extinguisher. Do you think the fire-extinguisher market is efficient? Explain. (b)If the fire-extinguisher market is not efficient, suggests one method to make it efficient.
SM5 Infinity Enterprises, a large organization with seven business units, recently prepared a BCG Growth-Share Matrix to evaluate whether it has a balanced portfolio of businesses. Upon analysis, its three large business units were identified as stars, two medium-size business units were identified as question marks, and one small business unit each was identified as a cash cow and as a dog. Which of the following is a conclusion you can draw upon evaluating the data? A The company needs to set up more business units that operate in high-growth markets. B The company is probably facing a shortage of funds to fuel its growth. C The company should hold onto the business unit identified as a dog in order to maintain a balanced portfolio of businesses. D The company is probably generating excess cash that can be used to start new business units
Compile a list of the information systems' six strategic business objectives. Verizon's usage of a web-based interactive dashboard to provide managers with accurate real-time data aids in the improvement of what? 2 Name the systems which manage the flow of products through distribution centers and warehouses to ensure that products are delivered to the right locations in the most efficient manner. 3 Identify the appropriate answer for each of the following scenarios. Amazon's use of the Internet as a platform to sell books more efficiently than traditional bookstores illustrates a use of information services refer to which one of four generic strategies. The emergence, for Amazon.com, of new competitors in the sphere of online shopping illustrates what disadvantage posed by the use of information systems to achieve competitive advantage?
A cafe manager is responsible for definig the cafe purpose and its goals . * specify the following two steps to conduct the planing process ,explain the answer.
Any company's main purpose is to benefit stakeholders and competitors. d. service 4. In a manufacturing company, the supply chain is a crucial value chain that does all of the following except: Finance and accounting, marketing and sales, inbound logistics, and customer service 5. Value-added business processes. Reengineering, process redesign, disruptive change d. Continuous improvement innovates by progressively improving.
Develop service design elements: 1. Structural design elements. A. Delivery system. B. Facility design. C. Location. D. Capacity planning 2. Managerial design elements. A. Information. B. Quality. C. Service encounter. D. Managing capacity and demand. for an on-campus recycling center where students assist campus community to recycle waste and used stuff and also conduct programs to increase awareness about sustainability.
KC Mechanic ShopKC Mechanic Shop was established by Mr. John, a seasoned mechanic who has over 20 years ofexperience in the automotive repair industry. It is located in a suburban area with high trafficThe shop has 10 skilled technicians who handle the majority of repair work, with two officemanagers and an operations manager who are responsible for strategic planning and overseeingthe operations and customer services. Establishing good mission and vision for the shop is avery important responsibility of management since these have implications for the shop’ssurvival.Services OfferedKC mechanic shop specializes in the repair and maintenance of vehicles such as cars, trucks, andSUV’s. It operates in a customer- facing environment, where customers can drop off theirvehicles for service, repairs, or maintenance. It has a wide-ranging clientele, including individualcustomers, corporate fleets and dealership.The mechanics employed by the shop are trained professionals who are responsible…
KC Mechanic ShopKC Mechanic Shop was established by Mr. John, a seasoned mechanic who has over 20 years ofexperience in the automotive repair industry. It is located in a suburban area with high trafficThe shop has 10 skilled technicians who handle the majority of repair work, with two officemanagers and an operations manager who are responsible for strategic planning and overseeingthe operations and customer services. Establishing good mission and vision for the shop is avery important responsibility of management since these have implications for the shop’ssurvival.Services OfferedKC mechanic shop specializes in the repair and maintenance of vehicles such as cars, trucks, andSUV’s. It operates in a customer- facing environment, where customers can drop off theirvehicles for service, repairs, or maintenance. It has a wide-ranging clientele, including individualcustomers, corporate fleets and dealership.The mechanics employed by the shop are trained professionals who are responsible…

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Bus Depot	City Served	Ticket Sales	Freight Sales	Labour Hours	Facility Dollars
1	Philadelphia	700	300	40	500
2	Baltimore	300	600	50	500
3	Washington	200	700	50	400
4	Richmond	400	600	50	500
5	Raleigh	500	400	40	400
6	Charleston	500	500	50	500
7	Savannah	800	500	40	600
8	Jacksonville	300	200	30	400