The company’s marketing manager estimates that there is a 60% chance that demand will rise faster than the current rate, a 30% chance that it will continue to rise at the current rate and a 10% chance that it will increase at a slower rate or fall. Assuming that the company’s objective is to maximize expected net present value, determine(a)The course of action which it should take(b)The expected value of perfect information. (5) A company which manufactures compact discs has found that demand for its product has beenincreasing rapidly over the last 12 months. A decision now has to be made as to how productioncapacity can be expanded to meet this demand. Three alternatives are available:(i) Expand the existing plant.(ii) Build a new plant in an industrial development area.(iii) Subcontract the extra work to another manufacturer.The returns which would be generated by each alternative over the next 5 years have been estimatedusing three possible scenarios:(i) Demand rising at a faster rate than the current rate.(ii) Demand continuing to rise at the current rate.(iii) Demand increasing at a slower rate or falling.These estimated returns, which are expressed in terms of net present value, are shown below (netpresent values in $000s):Course of actionExpandBuild new plantSubcontractDemand risingfaster500700200ScenarioDemand rising atcurrent rate400200150Demand increasingslowly or falling-150-300-50

The company’s marketing manager estimates that there is a 60% chance that demand will rise faster than the current rate, a 30% chance that it will continue to rise at the current rate and a 10% chance that it will increase at a slower rate or fall. Assuming that the company’s objective is to maximize expected net present value, determine (a)The course of action which it should take (b)The expected value of perfect information.

The company’s marketing manager estimates that there is a 60% chance that demand will rise faster than the current rate, a 30% chance that it will continue to rise at the current rate and a 10% chance that it will increase at a slower rate or fall. Assuming that the company’s objective is to maximize expected net present value, determine (a)The course of action which it should take (b)The expected value of perfect information.

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. 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?
Jamison Health Care is trying to decide if it should eliminate its orthopedic care division. Last year,the orthopedic division had a total contribution margin of $100,000 and allocated overhead costs of$200,000, of which $90,000 could be eliminated if the division were dropped. Based solely on theabove financial information, should Jamison keep the division?
Spectrum Hair Salon is considering expanding itsbusiness, as it is experiencing a large growth. Th e question iswhether it should expand with a bigger facility than needed,hoping that demand will catch up, or with a small facility,knowing that it will need to reconsider expanding in three years.Th e management at Spectrum has estimated the followingchances for demand:• Th e likelihood of demand being high is 0.70.• Th e likelihood of demand being low is 0.30.Estimated profi ts for each alternative are as follows:• Large expansion has an estimated profi tability of either$100,000 or $70,000, depending on whether demand turnsout to be high or low.• Small expansion has a profi tability of $50,000, assuming thatdemand is low.• Small expansion with an occurrence of high demand wouldrequire considering whether to expand further. If thebusiness expands at this point, the profi tability is expected tobe $90,000. If it does not expand further, the profi tability isexpected to be $60,000.Draw a…
Spectrum Hair Salon is considering expanding itsbusiness, as it is experiencing a large growth. Th e question iswhether it should expand with a bigger facility than needed,hoping that demand will catch up, or with a small facility,knowing that it will need to reconsider expanding in three years.Th e management at Spectrum has estimated the followingchances for demand:• Th e likelihood of demand being high is 0.70.• Th e likelihood of demand being low is 0.30.Estimated profi ts for each alternative are as follows:• Large expansion has an estimated profi tability of either$100,000 or $70,000, depending on whether demand turnsout to be high or low.• Small expansion has a profi tability of $50,000, assuming thatdemand is low.• Small expansion with an occurrence of high demand wouldrequire considering whether to expand further. If thebusiness expands at this point, the profi tability is expected tobe $90,000. If it does not expand further, the profi tability isexpected to be $60,000.
Kraft Bakeries introduced in 2019 a new line of frozen apple pie. For 2019, sales by quarter were asfollows: 11,000 units, 16,000 units, 15,000 units, and 20,000 units. Because of aggressive marketing and promotion, the company expects that sales for each quarter of 2020 will be 25% higher thanthe respective quarter in 2019. The selling price per unit in 2020 is expected to be $4. What are theexpected sales, in units and dollars, for the second quarter of 2020? For the third quarter of 2020?
Assume there are two companies in the region, A and B. You currently work for Company B. Both companies service the entire market and have a combined market share of 100%. At the start of the period, A and B split the market evenly with 50% share each. However, A has adopted a new customer retention tool and has projected the following switching matrix. TO FROM A B A 0.8 0.2 B 0.3 0.7 1- What is the projected Market Share for Company A next period?
In part (a), if Easy Time could arrange to purchase more baby food from one of the outlying locations, which should it be, how many additional cases could be purchased, and how much would this increase profit?
Scenario A Mervin and Ling Li decided to register a partnership at the Companies Commission of Malaysia (CCM). They plan to produce toy products and use Facebook, Instagram and an e-commerce platform to sell the merchandises. In the beginning, they will operate the business themselves. Scenario B A large consumer electronics manufacturer, D’Ambrose Electronics Berhad, established a research and development division two years ago to continuously be innovative and produce new products bi-annually. It also incentivized its employees to pursue new projects, support them financially to create new subsidiaries and develop a scheme for employees to receive equity. Review the above scenarios, determine the type of entrepreneurship being pursued and contrast the characteristics of these different types of entrepreneurship.
14. Stephanie, the supply chain analyst of Nestle is asked to present an expansion plan for thecompany. The plan is either to construct a plant, open a distribution center, or do nothing. Fromthe plant construction, the company will gain 80,000Php if the market turns favorable, loss of10,000 if average, and loss of 50,000 if unfavorable. From opening a distribution center, thecompany will gain 40,000Php if favorable, gain 20,000Php if average, and loss of 30,000Php ifunfavorable. And if the decision is do nothing, the company will gain nothing regardless of themarket turnout. Then, he was able to determine further the probability of occurrence of eachtype of market. The probability of occurrence is 60%, 25%, and 40%, respectively. He also foundout that he can buy the information on what will really happen to the market for 2,000Php.a. What should be the analyst’s decision?b. How much gain or loss will he expect for the company?c. Should he buy the perfect information? Why or why not?d.…
Table below is the cost breakdown per pound for typical big three cereal firms and private labels, which is constructed based on the Exhibit 2 and other information of RTE cereal case. Analysts believe that big three firms can drive private labels out of the market if big three lower their prices by 8 cents. What is the best recommendation of strategist to big three firms? Exhibit 2. Cost Breakdown per Pound for Typical Big Three Cereal Firms and Private Labels (a) Big three should lower their prices by 8 cents because it will increase their market share. (b) Big three should not lower their prices because it is too cruel to private labels. (c) Big three should consider if the profit when they drive private labels out of the market while lowering the price is greater than the profit when they let the private label in the market while keeping their prices. (d) None of the above. Explain each of the alternatives.
26. following the steps of SPACE matrix, bixby co got a total value of -5 for CA and IS while +3 for FS and ES. on this situation, which set of strategies, bixby co should be taking? a. market penetration, market development, product development, related diversification b. backward, forward, horizontal integration c. backward, forward, horizontal integration, market penetration, market development, and product development d. retrenchment, divestiture, and liquidation