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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?
- Jack Simpson, contract negotiator for Nebula Airframe Company, is currently involved in bidding on a follow-up government contract. In gathering cost data from the first three units, which Nebula produced under a research and development contract, he found that the first unit took 2,000 labor hours, the second took 1,600 labor hours, and the third took 1,500 hours. Use Exhibit 4A.6. In a contract for three more units, how many labor hours should Simpson plan for? Note: Round your answer to the nearest whole number.Title U.S. Steel is considering a plant expansion to produce austenitic, precipitation hardened, duplex,.. Description </o:p> U.S. Steel is considering a plant expansion to produce austenitic, precipitation hardened, duplex, and martensitic stainless-steel round bars that is expected to cost $13 million now and another $10 million 1 year from now. If total operating costs will be $1.2 million per year starting 1 year from now, and the estimated salvage value of the plant is virtually zero, how much must the company make annually in years 1 through 10 to recover its investment plus a return of 15% per year?</o:p>20.May I know the correct option?
- Assume Bristol-Myers Squibb is faced with one source of business risk as worker's injury. The probability of worker injury is 0.09 and when the accident (injury) happens, the losses from a worker's injury has medical expenses of $8,000 and lost pay expenses of $90,000. What is the expected loss per worker? A-- $8,820 B-- $7,056 C-- none of the answers is correct D-- $7,417 E-- $17,640Subject: accounting f the net book value of a building is ₺ 100.000, its fair value is ₺ 80.000 and value in use is ₺ 75.000, then what is the amount of impairment loss, if any?Q46 Mixing Company manufactured 2,500 units of its only product during 2022. The inputs for this production are as follows: 550 pounds of Material A at a cost of $2.50 per pound 400 pounds of Material H at a cost of $3.75 per pound 700 direct labor hours at $60 per hour The firm manufactured 3,920 units of the same product in 2021 with the following inputs: 700 pounds of Material A at a cost of $2.20 per pound 560 pounds of Material H at a cost of $3.50 per pound 600 direct labor hours at $58 per hour The partial operational productivity of Material A in 2021 is: Multiple Choice 5.60 units per pound. 0.44 units per pound. 4.67 units per pound. 5.18 units per pound. 0.51 units per pound.
- Write the complete model for each the following: (a) ARMA(p = 0, q = 2) × (P = 1, Q = 2)d=4Mr. Mohammed is the owner and the Manager of Big Fried Chicken LLC in Muscat; his company made a total revenue of 300,000 OMR in 2020. The total expenses is 320,000 OMR in the same year. How much will be his profit/loss for the year 2020? a. Loss of 620,000 OMR b. Profit of 620,000 OMR c. Loss of 20,000 OMR d. Profit of 20,000 OMREven before he walks around the job site to talk to the foremen and supervisors, Alexander Kennedy, president of Cederfield Builders in Ghana, can smell inefficiency in a proj ect. The ammonia-like stink that can fill a construction trailer with each set of updated drawings is the telltale odor.The presence of plans, according to Mr. Walter, whose ghs400 million-a-year company is situated in Accra, implies that certain members of the building crew have yet to embrace the Internet. He understands that those who have already entered the e-construction era can view architectural drawings online and print relevant sections without wasting time waiting for the drawings to be commercially printed, packaged, and delivered to the scores of project participants each time the plans are tweaked. Mr. Walter stated of the awful old blueprint era, "It stinks." "Everything stinks. That is precisely the point."Unfortunately for Mr. Walter and the other vanguard members, the air isn't clearing fast…