Sustainable transformations at the Group: Restaurant Business relatedInvested in providing 440,000 pieces of personal protective equipment (masks, hand sanitisers and goggles) for team membersSource products that treat animals in a humane and dignified manner, such as cage-free eggs, plant-based options, and sustainable seafood MSC, ASC, and BAP certifiedManaging inventory better to minimize food wasteDrink Without Waste initiative, Reverse Vending Machines for recycling plastic bottlesReduce plastic usage by 14% by reducing tray thickness of fresh foodsHeartfelt Give Back programme, include donation of 1 million cash vouchers and 1 million meal vouchers to those in need through 250 charity partnersMatching donation of up to HK$5 million that customers make through Yuu Give Back programmeSurplus Bread Donation programme work with 90 charitable organizations to donate surplus breadWhich transformations, if any, makes sense and not makes sense for wealth maximization and why?

Sustainable transformation: It requires depth understanding of the technology , and series of…

Answered: Which transformations, if any, makes…

Business

Management

Which transformations, if any, makes sense and not makes sense for wealth maximization and why?

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?
Read the following case study and answer the underlined question. Darden Restaurants (subject of the Global Company Profile at the beginning of this chapter), owner ofpopular brands such as Olive Garden and LongHorn Steakhouse, requires unique supply chains to servemore than 300 million meals annually. Darden’s strategy is operations excellence, and Senior VP JimLawrence’s task is to ensure competitive advantage via Darden’s supply chains. For a firm with purchasesexceeding $1.8 billion, managing the supply chains is a complex and challenging task. Darden, like othercasual dining restaurants, has unique supply chains that reflect its menu options. Darden’s supply chainsare rather shallow, often having just one tier of suppliers. But it has four distinct supply chains. First,“smallware” is a restaurant industry term for items such as linens, dishes, tableware and kitchenware, andsilverware. These are purchased, with Darden taking title as they are received at the Darden…
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With its electric vehicles, the BMW Group is also showing itself to be visionary in other respects. The BMW Group's 360° sustainability approach not only covers the entire value chain from raw material extraction to production and recycling, but also sustainability with its ecological, economic and social aspects. Evaluate the statement above and discuss the various leadership traits necessary to drive BMW’s vision.
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Hi there can you please assist me with the following question History of the world in 52 packsBefore Pringles, crisps, or chips to our American friends, came in bags. However the problem was that many of the snacks became broken in the bag, spoiling the eating experience. While many of us look forward to the broken bits, in the land of the free, this was unconscionable, so in 1958P&G set out to create the perfect chip. It took it almost a decade of stop-start work before the classic saddle chip – technically a hyperbolic paraboloid – was developed. Having created this perfect shape, it needed a package to keep the product in tip top condition. Because the chips can stack, the Pringles cardboard tube was devised as a crush-proof way ofkeeping them in alignment. The first salt-flavoured Originals were launched in 1968 as ‘Pringles Newfangled Potato Chips’. The can featured the plastic resealable lid which remains a feature today and helps the brand maintain its premium positioning.…
Hi there can you please assist me with the following question History of the world in 52 packsBefore Pringles, crisps, or chips to our American friends, came in bags. However the problem was that many of the snacks became broken in the bag, spoiling the eating experience. While many of us look forward to the broken bits, in the land of the free, this was unconscionable, so in 1958P&G set out to create the perfect chip. It took it almost a decade of stop-start work before the classic saddle chip – technically a hyperbolic paraboloid – was developed. Having created this perfect shape, it needed a package to keep the product in tip top condition. Because the chips can stack, the Pringles cardboard tube was devised as a crush-proof way ofkeeping them in alignment. The first salt-flavoured Originals were launched in 1968 as ‘Pringles Newfangled Potato Chips’. The can featured the plastic resealable lid which remains a feature today and helps the brand maintain its premium positioning.…
Hi there can you please assist me with the following question History of the world in 52 packsBefore Pringles, crisps, or chips to our American friends, came in bags. However the problem was that many of the snacks became broken in the bag, spoiling the eating experience. While many of us look forward to the broken bits, in the land of the free, this was unconscionable, so in 1958P&G set out to create the perfect chip. It took it almost a decade of stop-start work before the classic saddle chip – technically a hyperbolic paraboloid – was developed. Having created this perfect shape, it needed a package to keep the product in tip top condition. Because the chips can stack, the Pringles cardboard tube was devised as a crush-proof way ofkeeping them in alignment. The first salt-flavoured Originals were launched in 1968 as ‘Pringles Newfangled Potato Chips’. The can featured the plastic resealable lid which remains a feature today and helps the brand maintain its premium positioning.…
Hi there can you please assist me with the following question History of the world in 52 packsBefore Pringles, crisps, or chips to our American friends, came in bags. However the problem was that many of the snacks became broken in the bag, spoiling the eating experience. While many of us look forward to the broken bits, in the land of the free, this was unconscionable, so in 1958P&G set out to create the perfect chip. It took it almost a decade of stop-start work before the classic saddle chip – technically a hyperbolic paraboloid – was developed. Having created this perfect shape, it needed a package to keep the product in tip top condition. Because the chips can stack, the Pringles cardboard tube was devised as a crush-proof way ofkeeping them in alignment. The first salt-flavoured Originals were launched in 1968 as ‘Pringles Newfangled Potato Chips’. The can featured the plastic resealable lid which remains a feature today and helps the brand maintain its premium positioning.…
Existing case study online: Implementing ITU-T International Standards to Shape Smart Sustainable Cities: The Case of Singapore What are the possible Highlights and insights or critical points, Specify how SDG 11 is incorporated into the existing case study, and lastly what are the detailed sustainability program and its impact on the society, environment etc. Not graded