2.a) The activity shown in Table Q2 (a) are processes carried out in a mechatronic company. Based on the table provided,(i) Determine the Critical Path and Project Duration to complete the process.ii. Activity F cannot start immediately after activity C. The delay is expected to be 7 days. Determine by stating the possible problem, Critical Path and Project Duration to complete the process. Table Q2 (a)田ActivityProcessesPredecessorDuration(Days)Customer orderService departmentRaw material storageMaterial inspectionParts fabricationTesting of partsModules assemblyModule assembly inspectionFix faulty modulesAssemblyFix faulty parts in productQA/QC inspectionApproval and packagingAAC54EC4FCGE, FHA4IAH, IJ5KD3GMJ,K,L

A network diagram is a graphical representation of a project which visualizing the activity…

Determine the Critical Path and Project Duration to complete the process. ii. Activity F cannot start immediately after activity C. The delay is expected to be 7 days. Determine by stating the possible problem, Critical Path and Project Duration to complete the process.

Determine the Critical Path and Project Duration to complete the process. ii. Activity F cannot start immediately after activity C. The delay is expected to be 7 days. Determine by stating the possible problem, Critical Path and Project Duration to complete the process.

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?
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QUESTION ONE(a) Mr. Sak is interested in developing and marketing a new drug. The cost of extensiveresearch to develop the drug would be 100,000. The manager of research programme saidthat there is 60% chance that the drug will be developed successfully. The market potentialis assessed as follows with present value of profit:Market conditions Probability Present value of profits.Large market potential 0.1 500,000Moderate market potential 0.6 220,000Low market potential 0.3 80,000The present value figures do not include the cost of research. While Mr. Sakala wasconsidering this proposal, another similar proposal came up which also required theinvestment of 100,000. The present value of profit for the second proposal was 120,000.The return on the investment in the second proposal is almost certain.i. Draw a decision tree for Mr. Sak indicating all choices and eventsii. What decision Mr. Sak should take regarding the investment of 100,000?iii. If Mr. Sak is a risk averter, should he…
QUESTION 1 Sales of Fat Lips Burgers for 2012 are shown in the table below. 1. Do the 2 month SMA forecast 2. Do 2 month WMA forecast using the information below WMA – 2: last month, 1 – last 2 months 3. For the month of January 2012, the forecast was 438. Do the EMA forecast with the smoothing constant = 0.3. What is the forecast for Jan 2013? 4. Compare the forecasts above using MAD, MSE and MAPE. Which forecast method gives the least errors? Month Actual Sales Forecast Jan 2012 438 Feb 420 March 414 Apr 318 May 306 June 240 July 240 Aug 216 Sep 198 Oct 225 Nov 270 Dec 315 Jan 2013 - QUESTION 2Dayang sells 5 kg bags of fertilizer to local farmers in Tg Karang. The sales data for the past 11 months is shown below. Month Demand (10s of bags) 1 4 2 6 3 4 4 5 5 10 6 8 7 7 8 9 9 12 10 14 11 15 1. Find the forecast for the month 12 using the methods below: a. Simple 4 month moving average (SMA) b.…
question 2: Where an organisation is looking to downsize they would be looking for A.outputs to remain the same and inputs to be reduced B.increase both inputs and outputs C.decrease both inputs and outputs, with inputs decreasing at a faster rate D.outputs to increase with little or no increase in inputs quesiton 3: When the number and cost of abour and equipment is used as inputs to calculate productivity, what is the productivity measurereferred to ? A.Total factor productivity B.Single factor productivity C.Multi-factor productivity D.Productivity QUESTION 4 Employee remuneration which is based solely on output without consideration of time spent) is referred to as A.Output based pay B.Numbers game pay system C.Piece rate wage system D.None of the above
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