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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?SMT’s Negotiation with IBM SMT and one other, much larger company were asked by IBM to bid on 80 more units of a particular computer product. The RFQ (request for quote) asked that the overall bid be broken down to show the hourly rate, the parts and materials component in the price, and any charges for subcontracted services. SMT quoted $1.62 million and supplied the cost breakdown as requested. The second company submitted only one total figure, $5 million, with no cost breakdown. The decision was made to negotiate with SMT. The IBM negotiating team included two purchasing managers and two cost engineers. One cost engineer had developed manufacturing cost estimates for every component, working from engineering drawings and cost-data books that he had built up from previous experience and that contained time factors, both setup and run times, for a large variety of operations. He estimated materials costs by working both from data supplied by the IBM corporate purchasing staff and…
- Question 1 Read the following extract and then answer the questions below.Part A Mr. Baeti has been engaged by Local Enterprise Authority (LEA) as a consultant. He is tasked to carry out a workshop for LEA beneficiaries and the objectives of the workshop is to teach or equip members with knowledge how the contract of Agency can be authorised in order for it to be in place. The reason for this is that LEA members are struggling to reach out to their customers and grow their business. Mr. Baeti wants to teach the members about the various sources of authority that may lead to the existence of an Agency. What are those available authorities that Mr. Baeti should teach these LEA members about? In doing so and where necessary, Mr. Baeti should give examples of relevant cases to support his answer. Explain in detail what Mr. Baeti should discuss with LEA members Part B Assist Mr. Baeti to list 5 duties of an agent.Question 4 4.1 Discuss the supplier evaluation and selection process 4.2 Discuss the ethical consideration associated with completing a project in the shortest possible timeWhat is patron-client relationship/ties? Question 1 options: a. All these statements are incorrect statements because it is the patron that provides benefits for the clients in exchange for their support, loyalty and service. Although this is the case, patron-client relationship in SEA is now an extinct system because SEA is no longer an agricultural community. b. This is a kind of system that allows the client to take whatever it needs from the patron because the patron owes the client loyalty and affinity. c. Patron-client ties was prevalent in SEA in the pre-colonial times. It is true that it is the patron (a landlord) who provides benefits for the client (peasant) in exchange for support, loyalty and service. This informal institution has evolved in order to suit the modern times which is no longer agricultural. d. It is best explained as a give and take relationship because the client who provides for the needs…
- 27.May I know the correct option?Question 1 Given the following payoff table with the profits ($m), a firm might expect alternative investments (A, B, C) under different levels of interest rate. payoffs as profits states of nature decision alternatives 1(5%) 2(7%) 3(9%) A 14 22 6 B 19 18 11 C 12 17 15 a. Use the alternative method to verify EVPI NOW ASSUME THAT THE PAYOFFS ARE COSTS ANSWER THE FOLLOWING: b. What is the most the firm should be willing to pay to obtain further (perfect) information (EVPI)? c. Use the alternative method to verify EVPI. Please answer all three parts of Question 1.Question 4 Yalelo is a manufacturing Zambian Company. You have been asked by the Board of Directors of this Mid-Sized Listed manufacturing Company at LuSE to update them on emerging corporate governance issues that should be of interest to them. Prepare a report for the Board on the ‘Corporate Governance’ issues that should be of current concern to the Directors of this Company.
- Question 1: Janana De Malucho Textile Mill Co., Ltd. produces and sells 40/s combed and 60/s combed yarns for air-jet looms, which are being sold at high prices. To this end, they hired people from nearby villages, where there are few job opportunities. Sher Zaman employees devised a cost reduction plan, but the production manager did not welcome it. Another employee, Waseem, made some suggestions to improve its design, but the production manager was also not satisfied.1.State the management principle violated in the above paragraph.2.Determine any two values that the company wants to convey to society and how? Explain in your own words?V what is feasibility Report ?Define when and why we need it And also define who prepare this document.Module 5 Question 9 Hurricane Katrina brought unprecedented destruction to New Orleans and the Mississippi Gulf Coast in 2005. Notably, the burgeoning casino gambling industry along the Mississippi coast was virtually wiped out overnight. CGC Corporation owns one of the oldest casinos in the Biloxi, Missouri, area, and its casino was damaged but not destroyed by the tidal surge from the storm. However, since the competitor casinos were completely destroyed and will have to be rebuilt from scratch, CGC is considering the possibility of engaging in a major renovation of the casino to transform it from a second-tier operation into one of the top gambling operations in the area. Alternatively, CGC's owners are considering a relatively modest renovation of the property and building a newer casino in Gulf Shores, Alabama, which was also devastated by the storm. Of course, CGC could just shut down the operations of the casino and move to another area of the country that allows…