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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?
- In what way were you able to support the mission as well as day to day work of SANQC at NorQuest College?True or false, Materials management is an integrated process for planning and controlling all necessary efforts To make certain That the quality and quantity of materials and equipment are appropriately specified in a timely manner, are obtained at a reasonable cost, and are available when needed. 2. Select the 3 significant Change In materials management in the last 10 years. Improved technology. Globalization. Emergence of many projects. Increased material costs and lead times. Decrease in focus on quality and financial standards. Abundance of materials and job space. 3. The project acquisition strategy (PAS) Articulates a project's approach to sourcing which of the following three categories.: Materials. Permits. Capital investments. Equipment. Subcontracts 4. What inputs are required for material status reporting? (Select All That Apply.) Side materials Arrival update. PO status data from order system. Contractor furnished materials data update. Project Master schedule data.…what are the pros and cons of the following five-point plan? 1. Each salesperson would continue to supervise company-owned stores and independent dealers. 2. Salespeople would be given specific objectives for facilities appearance and a percentage of sales of convenience store merchandise purchases from the Company’s designated distributors. 3. Salespeople would be given mandates that no retail outlet would remain closed for more than 30 days. 4. Sales volume objectives for salespeople would remain in place. Current year volume objectives would not change. 5. Regional sales managers’ annual objectives would be revised to be consistent with salespeople’s new objectives.
- Develop The following for an strategy for Office Outfitters, focusing in the implementation of a new consulting service application to increase customer acquisition and be more competitive in the furniture market for implementing a growth strategy by creating an Enterprise Project Management Office (PMO). Scope Governance How will the project be governed? What governance structures are to be created for the PMO? Identify key participants (available job titles) for governance roles. Based on the governance structure and participants, what are the key roles and responsibilities Preliminary Costs What are the cost components?For the recommendation of SWOT? Would you consider to apply in this company (Philippine Airlines)? Why or why not? Explain in complete sentences that is concise.Task 1.9.1. good business practices Please prepare description (app. 350 words) of a small size company from your country of origin which has implemented some sustainability practices. Please focus on single action and follow the template. 1. Name of the company: 2. Type of industry: 3. Area of sustainable development: social/environmental/both 4. SDG that is addressed: 5. Title of the initiative 6. The main goal(s) 7. Short description 8. Impact on the sustainability
- What is ODMF, how does it work. Explain with an example.Strategic cost management The following costs were incurred in July: Direct materials- 30% of total manufacturing cost Direct labor- 15,000 Manufacturing overhead- 90,000 Selling expenses- 14,000 Administrative expenses- 30,000 Prime costs during the month totaled?Ooredoo is a business in oman, based on ooredoo answer the following: 2. Write about the nature of the business (what they do, which sector they belong, what are the processes in the business, etc.) 3. Perform a risk assessment for the business: a. Identify at least five risks for the business in connection with their objectives b. Assess these risks what is the likelihood of these risks occurring given the current situation? C. Suggest ways how these risks can be managed by the business