Scenario: Ollie considers employees to be its key resource, and training at Ollie amounts to its biggest investment it can make in its employees, according to David Lamb, Ollie’s vice president of learning and media services. Ollie’s new employees participate in three weeks of training that includes watching satellite broadcasting as well as working with interactive web-based training materials. Training continues on the job, as each new employee begins working alongside a certified field trainer, service manager, or branch manager, who observes how the employee performs. Question: How do Ollie’s training efforts demonstrate alignment with the organization’s strategy? provide bullet points only

Scenario: Ollie considers employees to be its key resource, and training at Ollie amounts to its biggest investment it can make in its employees, according to David Lamb, Ollie’s vice president of learning and media services. Ollie’s new employees participate in three weeks of training that includes watching satellite broadcasting as well as working with interactive web-based training materials. Training continues on the job, as each new employee begins working alongside a certified field trainer, service manager, or branch manager, who observes how the employee performs. Question: How do Ollie’s training efforts demonstrate alignment with the organization’s strategy? provide bullet points only

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?
Scenario -- Diamond Business Offices The following information was gained from an interview with the Managing Director (MD) of Diamond Business Offices. They provide complete office solutions for businesses which has become a fast growing sector in the last five years: Diamond has 120 centres in 15 countries, employing 850 staff. However, the competition is diverse: there are similar companies to Diamond, small companies running suites of offices, and hotels offering training, conference facilities and, increasingly, office facilities. You are a member of a team performing a study for Diamond with a view to improving its overall customer service provision. Diamond leases its properties over long periods and makes its money by providing added value services to businesses. As the company expands choosing the right locations is critical – local transport and infrastructure can have a big impact. Also important are good communications (including good mobile network coverage) and secure…
Scenario -- Diamond Business Offices The following information was gained from an interview with the Managing Director (MD) of Diamond Business Offices. They provide complete office solutions for businesses which has become a fast growing sector in the last five years: Diamond has 120 centres in 15 countries, employing 850 staff. However, the competition is diverse: there are similar companies to Diamond, small companies running suites of offices, and hotels offering training, conference facilities and, increasingly, office facilities. You are a member of a team performing a study for Diamond with a view to improving its overall customer service provision. Diamond leases its properties over long periods and makes its money by providing added value services to businesses. As the company expands choosing the right locations is critical – local transport and infrastructure can have a big impact. Also important are good communications (including good mobile network coverage) and secure…
Scenario -- Diamond Business Offices The following information was gained from an interview with the Managing Director (MD) of Diamond Business Offices. They provide complete office solutions for businesses which has become a fast growing sector in the last five years: Diamond has 120 centres in 15 countries, employing 850 staff. However, the competition is diverse: there are similar companies to Diamond, small companies running suites of offices, and hotels offering training, conference facilities and, increasingly, office facilities. You are a member of a team performing a study for Diamond with a view to improving its overall customer service provision. Diamond leases its properties over long periods and makes its money by providing added value services to businesses. As the company expands choosing the right locations is critical – local transport and infrastructure can have a big impact. Also important are good communications (including good mobile network coverage) and secure…
Scenario -- Diamond Business Offices The following information was gained from an interview with the Managing Director (MD) of Diamond Business Offices. They provide complete office solutions for businesses which has become a fast growing sector in the last five years: Diamond has 120 centres in 15 countries, employing 850 staff. However, the competition is diverse: there are similar companies to Diamond, small companies running suites of offices, and hotels offering training, conference facilities and, increasingly, office facilities. You are a member of a team performing a study for Diamond with a view to improving its overall customer service provision. Diamond leases its properties over long periods and makes its money by providing added value services to businesses. As the company expands choosing the right locations is critical – local transport and infrastructure can have a big impact. Also important are good communications (including good mobile network coverage) and secure…
Scenario -- Diamond Business Offices The following information was gained from an interview with the Managing Director (MD) of Diamond Business Offices. They provide complete office solutions for businesses which has become a fast growing sector in the last five years: Diamond has 120 centres in 15 countries, employing 850 staff. However, the competition is diverse: there are similar companies to Diamond, small companies running suites of offices, and hotels offering training, conference facilities and, increasingly, office facilities. You are a member of a team performing a study for Diamond with a view to improving its overall customer service provision. Diamond leases its properties over long periods and makes its money by providing added value services to businesses. As the company expands choosing the right locations is critical – local transport and infrastructure can have a big impact. Also important are good communications (including good mobile network coverage) and secure…
Workplace Scenario 5: Tom is responsible for giving a bonus to factory workers that have perfect attendance during the month. One worker missed one day due to a death in the family. The worker starts crying in Tom's office and tells Tom that she needs the bonus desperately since she is behind on her rent. The rules are pretty clear, and the bonus is for perfect attendance period no if, buts, or maybes. However, Tom does have the authority to make exceptions to the rule. What should Tom do?
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Background ZumaJay International, a software developer, employs you as Global Corporate Security Manager. Your company employs 5,000 workers in 15 countries, including UK, USA, Germany, India, China, and Russia. Last year, the firm made almost £1bn. The UK Office in 22b Canary Wharf, London, is proposing an access control upgrade. ZumaJay International is the only tenant. JumaJay's Canary Wharf headquarters. This office handles group communications, administration, IT (including servers), and software development. 100 people will work. Visitors, clients, and contractors use the premises for meetings, but the public cannot. Staff and tourists may park in the basement of the three-story structure. The main building contains a lobby and reception desk at its front entrance/exit. The building has a back entrance/exit. Visitors, clients, and contractors utilize the front entrance/exit; deliveries use the back. The basement parking immediately beneath the building has one entrance/exit from…
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