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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?There are a number of techniques employed to conduct an analysis of strategic options from which an organization can choose from to aid its attainment of long-term objectives. As staff of UT Holdings, co-opted into a business development committee, you have been tasked to do the following; 1. Present a well labelled graphical illustration of this model (Boston Box)
- Assume there are two companies in the region, A and B. You currently work for Company B. Both companies service the entire market and have a combined market share of 100%. At the start of the period, A and B split the market evenly with 50% share each. However, A has adopted a new customer retention tool and has projected the following switching matrix. TO FROM A B A 0.8 0.2 B 0.3 0.7 1- What is the projected Market Share for Company A next period?by using SOWT analysis, Choose a facility or company and then analyze its current situation using the SOWT model. What results or recommendations do you see fit?Currently, none of the company’s competitors has a production facility in Latin America. To reach this untapped market, the chief executive officer (CEO) is considering opening an additional manufacturing facility in Latin America. The operations management team has been directed to analyze the factors (including global) that need to be considered when deciding where to locate a new facility and report the recommended factors for consideration to the CEO. The team will also need to analyze how a life cycle assessment will help the company reduce its ecological impact, including making a case to the CEO that the benefits are worth funding the effort. How will a furniture company Increase its customer base in the untapped Latin American market? Reducing the company’s ecological footprint? Reducing production cost and Enabling multicultural collaboration opportunities between the operation’s functional teams (marketing and sales, finance, and operations) in the U.S. and Latin America…
- Benoit Manufacturing Company manufactures and sells parts for various musical gadgets. The following information to a single part which is used in the production of a wind instrument. The business earned Operating Income of $220,000 in 2019, when production was 3,000 units and the president of Darius is under pressure from shareholders to increase operating income in 2020 and is therefore considering the implementation of strategies mainly geared at increasing revenues and or decreasing variable costs. Data for variable cost per unit and total fixed costs were as follows: Variable expenses per unit: Direct Material $58 Direct Labour $74 Variable Manufacturing Overhead $48 Fixed expenses: Fixed Manufacturing Overhead $215,000 Fixed Selling Costs $65,000 Fixed Administrative Costs $160,000 The President of Benoit is under pressure from shareholders to increase operating income by 50% in 2020. Management…Table below is the cost breakdown per pound for typical big three cereal firms and private labels, which is constructed based on the Exhibit 2 and other information of RTE cereal case. Analysts believe that big three firms can drive private labels out of the market if big three lower their prices by 8 cents. What is the best recommendation of strategist to big three firms? Exhibit 2. Cost Breakdown per Pound for Typical Big Three Cereal Firms and Private Labels (a) Big three should lower their prices by 8 cents because it will increase their market share. (b) Big three should not lower their prices because it is too cruel to private labels. (c) Big three should consider if the profit when they drive private labels out of the market while lowering the price is greater than the profit when they let the private label in the market while keeping their prices. (d) None of the above. Explain each of the alternatives.Jamison Health Care is trying to decide if it should eliminate its orthopedic care division. Last year,the orthopedic division had a total contribution margin of $100,000 and allocated overhead costs of$200,000, of which $90,000 could be eliminated if the division were dropped. Based solely on theabove financial information, should Jamison keep the division?
- Q1: Based on the current situation develop a strategic plan for Rolling Plains Golf Club that may be implemented in 2021. Justify the rationale for your plan.Identify four feasibility types. Briefly explain each type and formulate two questions that canbe asked for each type of feasibility.In a table form, identify FIVE Key Risks Indicators that AFRICA WORLD AIRLINES, University of Cape Coast, and MTN GHANA face in their operations. On a separate table offer mitigating strategies for each of the identified risks from the previous table.