The college you are attending has a very busy canteen. Students are allowed to place and pay for orders. The receipts for each transaction are stored in a container and are reconciled at the end of the day with the amount in the cash register. The canteen doesn’t allow card payment method. Based on the scenario above, answer the following questions. Q.1.1 Identify and motivate the transaction processing taking place in the above scenario. Q.1.2 If the canteen was to allow card payments and process transactions immediately, what type of transaction processing would the canteen be using?

The college you are attending has a very busy canteen. Students are allowed to place and pay for orders. The receipts for each transaction are stored in a container and are reconciled at the end of the day with the amount in the cash register. The canteen doesn’t allow card payment method. Based on the scenario above, answer the following questions. Q.1.1 Identify and motivate the transaction processing taking place in the above scenario. Q.1.2 If the canteen was to allow card payments and process transactions immediately, what type of transaction processing would the canteen be using?

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Description: The college you are attending has a very busy canteen. Students are allowed toplace and pay for orders. The receipts for each transaction are stored in a containerand are reconciled at the end of the day with the amount in the cash register. Thecante

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 5.3SA

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Scenario 3 Ben Gibson, the purchasing manager at Coastal Products, was reviewing purchasing expenditures for packaging materials with Jeff Joyner. Ben was particularly disturbed about the amount spent on corrugated boxes purchased from Southeastern Corrugated. Ben said, I dont like the salesman from that company. He comes around here acting like he owns the place. He loves to tell us about his fancy car, house, and vacations. It seems to me he must be making too much money off of us! Jeff responded that he heard Southeastern Corrugated was going to ask for a price increase to cover the rising costs of raw material paper stock. Jeff further stated that Southeastern would probably ask for more than what was justified simply from rising paper stock costs. After the meeting, Ben decided he had heard enough. After all, he prided himself on being a results-oriented manager. There was no way he was going to allow that salesman to keep taking advantage of Coastal Products. Ben called Jeff and told him it was time to rebid the corrugated contract before Southeastern came in with a price increase request. Who did Jeff know that might be interested in the business? Jeff replied he had several companies in mind to include in the bidding process. These companies would surely come in at a lower price, partly because they used lower-grade boxes that would probably work well enough in Coastal Products process. Jeff also explained that these suppliers were not serious contenders for the business. Their purpose was to create competition with the bids. Ben told Jeff to make sure that Southeastern was well aware that these new suppliers were bidding on the contract. He also said to make sure the suppliers knew that price was going to be the determining factor in this quote, because he considered corrugated boxes to be a standard industry item. Is Ben Gibson acting legally? Is he acting ethically? Why or why not?
Scenario 3 Ben Gibson, the purchasing manager at Coastal Products, was reviewing purchasing expenditures for packaging materials with Jeff Joyner. Ben was particularly disturbed about the amount spent on corrugated boxes purchased from Southeastern Corrugated. Ben said, I dont like the salesman from that company. He comes around here acting like he owns the place. He loves to tell us about his fancy car, house, and vacations. It seems to me he must be making too much money off of us! Jeff responded that he heard Southeastern Corrugated was going to ask for a price increase to cover the rising costs of raw material paper stock. Jeff further stated that Southeastern would probably ask for more than what was justified simply from rising paper stock costs. After the meeting, Ben decided he had heard enough. After all, he prided himself on being a results-oriented manager. There was no way he was going to allow that salesman to keep taking advantage of Coastal Products. Ben called Jeff and told him it was time to rebid the corrugated contract before Southeastern came in with a price increase request. Who did Jeff know that might be interested in the business? Jeff replied he had several companies in mind to include in the bidding process. These companies would surely come in at a lower price, partly because they used lower-grade boxes that would probably work well enough in Coastal Products process. Jeff also explained that these suppliers were not serious contenders for the business. Their purpose was to create competition with the bids. Ben told Jeff to make sure that Southeastern was well aware that these new suppliers were bidding on the contract. He also said to make sure the suppliers knew that price was going to be the determining factor in this quote, because he considered corrugated boxes to be a standard industry item. As the Marketing Manager for Southeastern Corrugated, what would you do upon receiving the request for quotation from Coastal Products?
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FarmBox is a company who grow and distribute fresh food produce directly to customers via an online ordering platform, based in Cheshire, UK. The company started in 2019 and began as a family run business that was staffed by 4 family members plus two farmhands, with the use of one delivery van.As the Covid pandemic struck in 2020 the business experienced unexpected rapid growth with orders tripling almost overnight, whilst the firm has the product to meet the demand of customers, investment wasneeded in equipment and more importantly, the number of staff needed to increase immediately if productivity was to remain effective.To address this the owner placed an online advert for farmhands requiring CV’s to be emailed to the business. Candidates that FarmBox were interested in took part in a 20 minute online video interview that aimed to determine their skills and suitability and then successful candidates began work once they were able to evidence that they were free of the Covid virus.…
One of your Taiwanese suppliers has bid on a new line of molded plastic parts that is currently being assembled at your plant. The supplier has bid $0.10 per part, given a forecast you provided of 400,000 parts in one year1. 500,000 in year 2; 700,000 in year 3. shipping and handling of parts from the supplier’s factory is estimated at $0.01 per unit. Additional inventory handling charges should amount to $0.006 per unit. Finally, administrative costs are estimated at $30 per month. Although your plant can continue producing the part, the plant would need to invest in another molding machine, which would cost $20,000. Direct materials can be purchased for $0.06 per unit. Direct labor is estimated at $0.05 per unit plus a 50% surcharge for benefits and, indirect labor is estimated at $0.008 per unit plus 50% benefit. Up-front engineering and design costs will amount to $40,000. Finally, management has insisted that overhead be allocated if the parts are made in-house at a rate of 100%…
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One of your Taiwanese suppliers has bid on a new line of molded plastic parts that is currently being assembled at your plant. The supplier has bid $0.10 per part, given a forecast you provided of 200,000 parts in year 1; 300,000 in year 2; and 500,000 in year 3. Shipping and handling of parts from the supplier’s factory is estimated at $0.01 per unit. Additional inventory handling charges should amount to $0.005 per unit. Finally, administrative costs are estimated at $20 per month. Although your plant is able to continue producing the part, the plant would need to invest in another molding machine, which would cost $10,000. Direct materials can be purchased for $0.05 per unit. Direct labor is estimated at $0.03 per unit plus a 50 percent surcharge for benefits; indirect labor is estimated at $0.011 per unit plus 50 percent benefits. Up-front engineering and design costs will amount to $30,000. Finally, management has insisted that overhead be allocated if the parts are made in-house…
Peerless Products, Inc. Imagine that Peerless Products, Inc., a well-known manufacturer of consumer electron- ics, decides to expand its manufacturing in China. The CEO assigns the task to the vice president of manufacturing, and within two years, the company has a plant up and running in Guangdong. Unfortunately, however, Peerless has no overall end-to-end supply chain capability to account for the fact that its lead times have increased by four weeks. This, in turn, has an impact on how the company sells its products, takes orders, plans distribution, sizes warehousing, and manages inbound and outbound logistics throughout the global markets being served by the Chinese plant. In short, although the company has lowered its product costs, it has increased its supply chain risk and possibly raised its total cost of ownership—taking into account the impact on lost sales. According to Accenture, Inc., risk in the context of global operations may be placed into three buckets:…
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