Description of measures implemented/Please provide specific information per each contract (for PV plant) related to the following aspects: emergency response, site security, safety, construction facilities and temporary Services, hazardous materials, archaeological discoveries/chance finds, conduct of employees, human rights, forced labour, resettlement action plans, and any other relevant Environment ,Social ,Health and Safety aspect related with the contract (for PV plant) and measures implemented

Description of measures implemented/Please provide specific information per each contract (for PV plant) related to the following aspects: emergency response, site security, safety, construction facilities and temporary Services, hazardous materials, archaeological discoveries/chance finds, conduct of employees, human rights, forced labour, resettlement action plans, and any other relevant Environment ,Social ,Health and Safety aspect related with the contract (for PV plant) and measures implemented

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 1.2A

See similar textbooks

Similar questions

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?
Avion, Inc. Susan Dey and Bill Mifflin, procurement managers at Avion, Inc., sat across from each other and reviewed a troubling performance report concerning a key supplier, Foster Technologies. The report detailed the deteriorating performance of Foster Technologies in the areas of material quality and on-time delivery. At this point, Kevin ODonnell, another procurement manager, entered the room. Explain the role of performance measurement in managing supply chain activities.
Define how to Arrange the actions to produce the most critical conditions ?
Explain what is margin of safety and for what is it used ?
You are an engineer and it is known that your project activities/plant production had caused an adverse health, safety and/or environmental (HSE) impact. To improve the HSE quality, you must cease your project activities/plant production for a period, resulting in the inability to meet the required schedule and targets.(i)Ethical behavior (ii)Identifying the moral issues
Write a report to FAA management that describes the primary cause of the problems, a detailed plan to solve them, shows how the plan solves the problems, and describe any other benefits it will provide.
Jack Simpson, contract negotiator for Nebula Airframe Company, is currently involved in bidding on a follow-up government contract. In gathering cost data from the first three units, which Nebula produced under a research and development contract, he found that the first unit took 2,000 labor hours, the second took 1,800 labor hours, and the third took 1,692 hours. In a contract for three more units, how many labor hours should Simpson plan for?
Alex owns a shop that sells customized BMX bikes. Each one is uniquely tailored to the rider. The products are unique one-offs, made by an outsourced company to individual designs agreed between Alex and a designer from the outsourced company. In WEEK 26, Alex discusses with the manufacturer a design for a new bike. Alex and the manufacturer agree on a specification and an order is placed with the manufacturer. A. Calculate how long it will take before the BMX bike is available for sale in Alex's shop. That is, what is the Lead-Time between Alex placing order with her manufacturer and being able to display the item for sale in her shop? The information you need to calculate the Lead-Time is as follows: To design the bike 2 weeks To raise the order for the parts for the bike 1week To manufacture and deliver all the parts of the bike 4 weeks To assemble the bike 2 weeks To deliver the finished product to Alex’s shop 1 week B. What will be the week number when the Bike can be…
Write a memo stating the following case.
Can you identify and explain five instrumented items used in the sport of football?
The Stone River Textile Mill was inspected by OSHA and found to be in violation of a number of safety regulations. The OSHA inspectors ordered the mill to alter some existing machinery to make it safer (e.g., add safety guards); purchase some new machinery to replace older, dangerous machinery; and relocate some machinery to make safer passages and unobstructed entrances and exits. OSHA gave the mill only 35 weeks to make the changes; if the changes were not made by then, the mill would be fined $300,000. The mill determined the activities in a PERT network that would have to be completed and then estimated the indicated activity times, as shown in the table below. Construct the PERT network for this project and determine the following: