Existing case study online: Implementing ITU-T International Standards to Shape Smart Sustainable Cities: The Case of Singapore What are the possible Highlights and insights or critical points, Specify how SDG 11 is incorporated into the existing case study, and lastly what are the detailed sustainability program and its impact on the society, environment etc.

Existing case study online: Implementing ITU-T International Standards to Shape Smart Sustainable Cities: The Case of Singapore What are the possible Highlights and insights or critical points, Specify how SDG 11 is incorporated into the existing case study, and lastly what are the detailed sustainability program and its impact on the society, environment etc.

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. 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?
What is Sustainable Livlihood Program of Department of Social Welfare and Development (DSWD) , Philippines why do we need an Impact Evaluation of the program?how do we measure the Impact?what is the right questions when conducting an Evaluation?why do we need to write an impact evaluation report?why do we need to provide recommendations?
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World History: Interim 4 Assessment (Unit 4): Part 2 of 2 / 2 of 5 PACIFIC OCEAN U.S. Apparel Imports, 2008 ATLANTIC OCEAN INDIAN OCEAN 02009 MAPS can Geography in the News 6/5/09 C. Franko Top 10 Countries (%) Indonesia (5.6) China (32) Vietnam (7.3) Bangladesh (4.8) Honduras (3.6) India (4.3) Source: National Geographic, May 2009 Thailand (2.4) Hong Kong (2.2) Mexico (5.6) Cambodia (3.3) Source B "...Welcome to the mixed-up world of "globalization"-a growing worldwide marketplace where business transaction routinely span the planet and national borders are growing fuzzier and fuzzier. It wasn't always this way. Chances are, your parents wore American-made clothes, ate American-made food, and drove American-made cars. But a boom in world trade has changed all that. And what you buy may be the least of it. The expansion of world trade has unleashed a multitude of dramatic changes. Whole countries have seen their fortunes soar as foreign investment has poured in, creating factories and…
Case Study SHOPCLUES: TURNLNG LOGISTICS INTO A COMPETITIVE ADVANTAGE ShopClues has developed a marketplace for the masses by building a technology platform that connects Tier 2 and Tier 3 customers [households with income between $6,000 and $15,0001 residing in Tier 2 and Tier 3 cities] with regional/local brands. In Marth 2016, Ranjit Mayne, senior director of logistics and fulfilment at Sholk'lues.com (Shop Clues), a leading online marketplace headquartered in Gurgaon, India was reflecting on the company's positive turnaround in logistics strategy. Until 2014, the company had been dependent on-air transport to deliver shipments, which had limited it to Tier 1, Tier 2, and a few Tier 3 cities (covering 8,000 postal index numbers or PIN codes). It was entirely reliant on die few national courier services such as Blue Dart Express limited, Ecom private limited, and Gati Ltd for deliveries. These services had high logistics costs per unit and were not able to reach customers in tier 3…
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Case Study: Refer to the case study Online Firm for BooksOnline Retail is an Internet venture that was launched in July 1995, and has becomeone of most famous site in cyberspace. It initially started out with a mission to use theInternet to transform book buying into the fastest, easiest and most enjoyableexperience possible. Jeff Bezos, its founder, selected book retailing as it was a,fragmented industry, with the two biggest booksellers at the time accounting for lessthan 12% of total books sales. Unlike traditional bookstores, there are no bookshelvesto browse at Online Retail. From the website, customers can search for a specific book,topic or author, or they can browse their way through the book catalogue. Visitors canalso read book reviews from other customers, the NewYork Times and othernewspapers and magazines. Customers can browse and then complete the sale byentering their credit card information—in the early days, customers placed their ordersonline and then phoned in their…
Case Study: Refer to the case study Online Firm for BooksOnline Retail is an Internet venture that was launched in July 1995, and has becomeone of most famous site in cyberspace. It initially started out with a mission to use theInternet to transform book buying into the fastest, easiest and most enjoyableexperience possible. Jeff Bezos, its founder, selected book retailing as it was a,fragmented industry, with the two biggest booksellers at the time accounting for lessthan 12% of total books sales. Unlike traditional bookstores, there are no bookshelvesto browse at Online Retail. From the website, customers can search for a specific book,topic or author, or they can browse their way through the book catalogue. Visitors canalso read book reviews from other customers, the NewYork Times and othernewspapers and magazines. Customers can browse and then complete the sale byentering their credit card information—in the early days, customers placed their ordersonline and then phoned in their…
Case Study: Refer to the case study Online Firm for BooksOnline Retail is an Internet venture that was launched in July 1995, and has becomeone of most famous site in cyberspace. It initially started out with a mission to use theInternet to transform book buying into the fastest, easiest and most enjoyableexperience possible. Jeff Bezos, its founder, selected book retailing as it was a,fragmented industry, with the two biggest booksellers at the time accounting for lessthan 12% of total books sales. Unlike traditional bookstores, there are no bookshelvesto browse at Online Retail. From the website, customers can search for a specific book,topic or author, or they can browse their way through the book catalogue. Visitors canalso read book reviews from other customers, the NewYork Times and othernewspapers and magazines. Customers can browse and then complete the sale byentering their credit card information—in the early days, customers placed their ordersonline and then phoned in their…