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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?
- Describe Strategic Evaluation Framework for Decathlon in details and draw diagram?4 demand trends of a shopping mall in new york? the points should be positive so the investor is interested to investCase Study 2. The Liberty Cbok is a bookstore with three locations near the BS University campus. The bookstore has a program to sell personal computers to incoming freshmen and other students at a significant discount. The bookstore just covers computer costs, with a very small profit margin remaining. Orders come in throughout the summer, many only a few weeks before school starts in the fall, and the computer suppliers has a lead time of at least 6 weeks for delivery. Thus, the bookstore must forecast computer demand to build up inventory to meet student demand in the fall. The bookstore has a warehouse near campus where it must store all computers because it has no storage space at its retail locations. The number of computers ordered has effect to the number of temporary warehouses needed and workers who must be hired for handling and PC installations assistance. To get the forecast of computer sales the manager gets the computer purchase program for 14 years. Computer sales have…
- The swim department sales for summer are being planned up by 3.2%. Last year's actual sales were $3,880,000. What is the sales dollar plan for swim for this year?How does aggregate planning in service differ fromaggregate planning in manufacturing?Explain the concept of a recovery time objective (RTO) and recovery point objective (RPO) in the context of continuity planning. How do these metrics influence the planning process?
- Li & Fung is a global trading company with clients beingmajor retailers such as Wal-Mart, Target and Disney Worldserving a network of 12,000 suppliers. Li & Fung is engaged in collaborative planning, relying on collaborative technol-ogy to forecast forthcoming trends. Being an intermediary between customers and suppliers, collaborative planning is critical for the company. Li & Fung used to deal with its cli-ents mostly by phone and fax, with e-mail counting as high technology. But thanks to a new web-services platform, its processes have speeded up. One of the most important tech-nologies has turned out to be videoconferencing. It allows buyers and manufacturers to examine the colour of a mate-rial or the stitching on a garment. The information system also allows Li & Fung to make changes fast as well as to lookacross its operations to identify trends.a) Explain the organizational objectives that CPFR is tryingto achieve. Stress its advantages and disadvantages.b) A…Li & Fung is a global trading company with clients beingmajor retailers such as Wal-Mart, Target and DisneyWorld serving a network of 12,000 suppliers. Li & Fungis engaged in collaborative planning, relying on collaborative technology to forecast forthcoming trends. Beingan intermediary between customers and suppliers, collaborative planning is critical for the company. Li & Fungused to deal with its clients mostly by phone and fax, withe-mail counting as high technology. But thanks to a newweb-services platform, its processes have speeded up. Oneof the most important technologies has turned out to bevideoconferencing. It allows buyers and manufacturers toexamine the colour of a material or the stitching on a garment. The information system also allows Li & Fung tomake changes fast as well as to look across its operationsto identify trends.a) Explain the organizational objectives that CPFR is tryingto achieve. Stress its advantages and disadvantages.b) A complementary…Dohini Manufacturing company had following 12 months of data on purchasing cost and number of purchase orders. Required: 1. Determine the high point and low point. 2. Calculate the variable rate for purchasing cost based on the number of purchase orders. (Round to nearest cent) 3. Calculate the fixed monthly cost of purchasing.(Round to nearest dollar). 4. Write the cost formula for the purchasing activity showing the fixed cost and the variable rate. 5. If Dohini manufacturing company estimates that next month will have 430 purchase orders, what is the total estimated purchasing cost for the that month?(Round to nearest dollar) 6. What if Dohini manufacturing wants to estimate purchasing cost for the coming year and expects 5340 purchase orders? What will estimated total purchasing cost be? What is the total fixed purchasing cost? Why doesn't equal the fixed cost calculated in Requirement 3?(Round to nearest dollar)