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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?Another major concern for aircraft operations is CO2 emissions. However, there are arguments that suggest contribution by air cargo movement to global emissions has been inflated. Defend this argument in the context of PKX.
- Advise Mr. Kingo Meliki a small scale manufacture of soft drinks in your city on the usefulness of Break Even Analysis in his business.Tropical Leisure Limited has been making high quality Caribbean leisure wears for over twenty-five years, in old rented premises located in the heart of the Barbadian capital of Bridgetown. The company has a flexible labour force of about twenty employees and three directors, only one of whom, namely Mr. Grant, the managing director, is fully active in the business, who wishes to take the business outside of Barbados. Thoughts have been given to launch a small sample on the European market. The company specializes in leisure and swim wear garments for the exotic, high end markets. Their current range consists of tee shirts, shorts, skirts and bath suits in rich vibrant Caribbean colours and styles for men, women and children. The company capacity is 400-500 garments per week, depending on style and continuity of the production run, but additional floor space and machines could be brought in quickly to raise production levels to a maximum of 1000 garments weekly if required. A new…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?
- How can price, quality, environment, TCO, technology, delivery be used toimprove sustainability practices.Describe the meaning of sustainability and how it's actually applies in a business ?TOYOTA SA TO INVEST OVER R4BN IN CAR ASSEMBLY AND PARTS Toyota SA Motors (TSAM) has announced a R4.28bn investment in local vehicle assembly and partssupply. Speaking at the company’s annual State of the Motor Industry address at Kyalami on Thursday,president and CEO Andrew Kirby said the lion’s share of R2.43bn would go towards the production ofa new passenger-car model from October 2021 at the Prospecton plant in KwaZulu-Natal.The new car, which he did not name, will replace the Corolla model line that will end in 2020. TSAMalso announced it will build a Toyota Hybrid Synergy Drive vehicle, in a first for the continent. Kirbysaid the investment will inject R2.85bn a year into the South African economy and create about 1,500new jobs. He noted that the deal was made possible due to industrial policy certainty in the form ofthe Automotive Production and Development Programme, the government’s incentive plan for themotor industry. The next phase of the APDP runs from 2021 to 2035.TSAM…