Institutional Mission: This school exists to provide a transformative and accessible learning environment through effective teaching, services and research where our learners realize their full potential, teachers are empowered, and staff are committed to service responsive to the workforce and societal needs. Above are the mission of the institution. Does the mission statement say what makes you different? Why?
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Institutional Mission: This school exists to provide a transformative and accessible learning environment through effective teaching, services and research where our learners realize their full potential, teachers are empowered, and staff are committed to service responsive to the workforce and societal needs.
Above are the mission of the institution. Does the mission statement say what makes you different? Why?
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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?
- School’s Mission: This College exists to provide a transformative and accessible learning environment through effective teaching, services and research where our learners realize their full potential, teachers are empowered, and staff are committed to service responsive to the workforce and societal needs. Above are the school's mission, does the mission statement say what makes you different? Why?3. In establishing a successful customer relationship and stay competitive in the market, Amazon should take care of the following. Elaborate both areas in detail. a) The required changes which meet the expectation of the customers.Institutional Vision: It shall be the leading institution known for its commitment to quality of teaching, learning and exceptional student success. Above are the college's vision, is the vision statement achievable and realistic? Yes or no? If yes, why?
- How aPublic school can increase revenue and reduce expenses during the next school year, Give three recommendation13:An organization recognizes that its current billing system has become a strategic liability and has asked its top manager to oversee development of a new electronic approach to be completed in five years. Which operational strategy should be undertaken to meet this goal? A:Changing the vision statement to incorporate the new billing system B:Investigating the organization's technology needs so the new billing system is supported C:Creating new metrics to monitor the output of the current billing system D:Announcing to the customer base that a new billing system will be installed soonXYZ Company, a mid-sized manufacturing firm, is facing increased competition in its industry. The company produces electronic components and devices. Leadership has recognized the need to revisit and refine its strategic plan to maintain competitiveness and ensure sustainable growth. Question- XYZ Company has decided to implement a new strategic plan. Outline the key steps the company should take to ensure successful implementation.
- Revenue in the Consumer division increased by 1.7 percent, owing primarily to volume growth in the Salad Dressing, Pie, and Beverage categories. In comparison to the previous year, EBITDA fell by R131,3 million (13.3 percent) to R853,9 million. The Groceries cluster delivered pleasing growth, owing to increases in volume and margins across all of its business units. EBITDA for chicken fell significantly due to low prices in an oversupplied market and rising input costs. The emphasis will remain on lowering operating costs and increasing efficiencies. RCL FOODS' total food basket grew faster than the Ask'd industry basket. Groceries delivered another strong year-end result, with EBITDA increasing 23.4 percent to R639,6 million at a margin of 10.8 percent. As a result of improved margins across most categories, Grocery, Pies, and Beverages were far ahead of the prior year. Despite aggressive competitor activity, Aztec's portfolio of number one brands remains firmly established as market…Required information Outline: Introduction: Understanding Business Operations/Operations Management Practice Activities: 1. Identify the associated tasks of each business operations component. A Closer Look: Voluntrip’s Operational Framework 2. Create business operations plan. INTRODUCTION: Understanding Business Operations/Operations Management Business operations/operations management includes the management and oversight of the physical location, facilities, equipment, inventory, warehousing, information managements systems, and people, that are required to manage a business. Understanding and effectively managing the day-to-day business operations are the keys to establishing and maintaining a successful business. Business operations/operations management encompasses three major business imperatives: Generate recurring revenue Increase the value of business assets Secure income and value for the business While each business imperative exists…Marshall Industries was one of the largest electronics distributors in the United States. Marshall’s amazing growth is attributed to a number of innovative moves: a versatile website including Net Seminars and Live Help, full warehouse automation, a no-commission sales force, and round-the-clock service. It serves 40,000 customers. Marshall has built the customer focus and invested nearly $50 million to strive toward those goals. Recently, White Mountain DSP (digital signal processors) announced that its development tools for Texas Instruments DSPs would be distributed by Marshall. Marshall’s virtual distribution strategy, 24 hours, seven days a week manned technical service center, combined with White Mountain’s comprehensive tool solutions for TI DSP developers, offers engineers unprecedented support throughout the entire DSP development cycle. Marshall’s approach has been emulated by distributors in other industries Question: Discuss the distribution strategy being followed…