Explain 2 alternative scenarios of the future that will affect management decisions on how to proceed
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Explain 2 alternative scenarios of the future that will affect management decisions on how to proceed ?
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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?
- Analyze the following situations. Choose one situation which you think is less harmful. Explain why it is less harmful. How can you counter the harm that it causes?1. (Project A) Mr Ang plans plans to have a project which is a factory that would employ 50% of the people in the community but his factory would releases harmful chemicals to the sea.2. ( Project B) Mr. Bin plans to create an amusement park project to attract people to work on his place/business so that the factory would be closed and stop releasing harmful chemicals to the sea. However, Mr. Bin needs to cut the trees along the place where he has to build his amusement park but this again would cause harm to the environment. 3. (Project C) Mr. Ching plans to establish a resort and hotel project so that Mr Bin cannot cut the trees in order to save nature. However, by so doing he has to reclaim an area where mangroves grow which serves as fish sanctuary. Question: If you are a lover of nature and a…What action is being taken by management to overcome these problems, and is this sufficient to create lasting improvements?In the context of continuity planning, what is the significance of a Business Impact Analysis (BIA)? How does it inform decision-making?
- • What are the possible alternatives?• What are the practical constraints?• What actions should be taken?Within business operations management why is risk evaluation such an important factor in predicting sales? How does risk evaluation provide “intelligence” and provide added value services? Hint: Measured Risk Why are some key benefits of scenario analysis—how does it help businesses make better decisions? Is it a zero-sum game or does the team need to consider a best-case and worst-case scenario? Hint: economic, geopolitical, and technological challenges will always occurDecision Making: Answer the following questions.1. Can the engineer manager avoid making management decision? Why or why not?2. When a problem becomes apparent and the engineer manager chooses to ignoreit, is he making a decision? Explain your answer.3. Why is proper diagnosis of the problem important?4. What are the components of the environment from the point of view of the decision-maker? What do they consist of? 5. How may one develop viable alternatives in problem solving?6. How may alternative solutions be evaluated?7. Why is it important for those who will be involved in implementation to understand and accept the solution to the problem?8. What are the approaches in solving problem?9. What quantitative techniques are useful in decision-making?10. What is the purpose of Bayesian analysis?