Question 1 (a) An effectively formulated operation strategy is critical to the success of a business, agree or disagree? Give reasons for your answer. (b) Suggest two strategies that Cutie Barber Salon could use to achieve the mission outlined in your response to question 1. Question 2 What is the strategic importance of forecasting for a business such as Cutie Barber Salon? What are the possible challenges faced by organizations that do not utilize forecasting in the planning of their operations?

Question 1 (a) An effectively formulated operation strategy is critical to the success of a business, agree or disagree? Give reasons for your answer. (b) Suggest two strategies that Cutie Barber Salon could use to achieve the mission outlined in your response to question 1. Question 2 What is the strategic importance of forecasting for a business such as Cutie Barber Salon? What are the possible challenges faced by organizations that do not utilize forecasting in the planning of their operations?

Purchasing and Supply Chain Management

6th Edition

ISBN:9781285869681

Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

Publisher:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

ChapterC: Cases

Section: Chapter Questions

Problem 5.3SD: Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling...

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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?
Suggested scenario for the question: Your company, a Real Estate agency (SUNNYHOMES) with 3 existing offices in the Costa and 1new opening in the forecast, is struggling with its existing sales and sales staff and, as a result, the competition is gaining market share atyour expense. You, as a Sales Director assistant, after a face-to-face meeting with your Director, gather the following information regarding the current sales situation: The company is struggling with the low income of the business in the coast of Spain (Costa del Sol, Spain) The company has 3 offices (Marbella, Puerto Banús and Estepona) with 1 sales director per office plus at least 6 salespeople per office (3 for asset acquisition and 3 for sales) plus a secretary. The new marketing manager is generating leads but the salespeople at the offices are not managing the leads correctly The staff is always complaining about the low quality of the leads provided by the Marketing department The staff is struggling to handle…
Part I True/False T F Forecasting has little significance to operations management T F The global economy and international competition has no impact on operational decisions related to cost, productivity or product design. T F Broadly defined, quality refers to the ability of a product or service to consistently meet or exceed customer expectations. T F Operation Management strategy must align with organizational strategy T F A shortage of technology workers has no effect on productivity. T F Service delivery tends to be more customized to the customer’s needs compared to manufactured products. T F An example of an external factor which influences effective capacity is safety regulations. T F The service environment is likely to have more variability than a manufacturing environment. T F The customer is the focal point and customer satisfaction is the driving force in quality management.
Question 2: In order to prepare and plan for the Operations Strategy, operations in the organizations may follow one or more of the “Four Perspectives” or approaches of Operations Strategy. Explain each of the four-perspective approaches along with different operations techniques and procedures that could be used to develop their operations strategy. Support your answer with relevant examples.
43. A retail store manager is staffing for the holiday season and plans to provide employees with additional hours without hiring additional workers. Which factor in human capital planning would be important in this scenario? A.Projected interest rates B.Competitor forecasts C.Expected industry growth D.Availability of employees
1. How does long term capacity strategy affect the stability of business organization, give an example of long-term capacity strategy. 2. In opening a restaurant, what might be the kind of forecast you think would be appropriate?
Ethical Question: What would you do? As one of the newer district sales managers for a fast-growing technology company, you’ve asked your salespeople to give you three sales forecasts in their territories for the coming year: (a) optimistic, (b) pessimistic, and (c) most likely. After totaling their three different sales forecasts, you realize that the optimistic forecast will increase sales by nearly 20% in your district, the pessimistic forecast by 10%, and the most likely by about 15%. Your national sales manager has asked each district sales manager to give her their most likely sales forecast for the coming year, so she can assign sales quotas. Your thoughts are that it’s probably best to give her the most pessimistic sales forecast because this should help ensure that she assigns your district a quota that you should easily achieve. If you can exceed your assigned district sales quota by a substantial amount, you’ll probably get a large bonus, and you may even be named district…
Operations Management CH 3 Question 14 Harlen Industries has a simple forecasting model: Take the actual demand for the same month last year and divide that by the number of fractional weeks in that month. This gives the average weekly demand for that month. This weekly average is used as the weekly forecast for the same month this year. This technique was used to forecast eight weeks for this year, which are shown in the following tables along with the actual demand that occurred. The following eight weeks show the forecast (based on last year) and the demand that actually occurred: WEEK FORECAST DEMAND ACTUAL DEMAND 1 135 132 2 135 128 3 135 150 4 134 160 5 134 180 6 144 170 7 155 185 8 156 205
Operations Management CH 3 Question 14 Harlen Industries has a simple forecasting model: Take the actual demand for the same month last year and divide that by the number of fractional weeks in that month. This gives the average weekly demand for that month. This weekly average is used as the weekly forecast for the same month this year. This technique was used to forecast eight weeks for this year, which are shown in the following tables along with the actual demand that occurred. The following eight weeks show the forecast (based on last year) and the demand that actually occurred:
Required: 1. Identify the key problems and issues? 2. Proposed realistic solutions or changes (3 or more) 3. Recommend specific strategy for accomplishing the proposed solutions.