In reference to the attached image and data below: What are the final recommendations? Step A we know: Critical Path = A, B, H, I, J; Project Time = 40 Weeks; Total Cost = 364,000 Step B we know: To crash the critical path I would crash A by 1 week, B by 2 week, H by 2 week and C by 3 week. This would not alter the critical path, only the time line. Steps C we know: Modeling uncertainty in activity times. In this case I would use the activity times and determine the Variances and the Standard Deviation. Using “best case” (x) and “worst case” (y) scenarios for activity times the formula’s would be (x-y)/6 and (x-y)^2/36.
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In reference to the attached image and data below: What are the final recommendations?
Step A we know: Critical Path = A, B, H, I, J; Project Time = 40 Weeks; Total Cost = 364,000
Step B we know: To crash the critical path I would crash A by 1 week, B by 2 week, H by 2 week and C by 3 week. This would not alter the critical path, only the time line.
Steps C we know: Modeling uncertainty in activity times. In this case I would use the activity times and determine the Variances and the Standard Deviation. Using “best case” (x) and “worst case” (y) scenarios for activity times the formula’s would be (x-y)/6 and (x-y)^2/36.
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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 does the Institute of Supply Management code of ethics say about financial conflicts of interest?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?
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- Problem data follows: Annual number of customers surveyed 7,600 Cost of survey if conducted by RBG Associates $ 35,000 Costs related to the survey in the prior year. Mailing $17,500 Printing (done by Lester Print Shop) 6,000 Salary of Pat Fisher, part-time employee who stuffed envelopes and summarized data when surveys were returned 2,080 Depreciation of computer and software 1,200 Electricity and phone costs 600 Total $27,380 Number of hours spent on survey by Pat Fisher 130 Required: fill in the yellow cells and also the name of the costs listed under the cost savings. The "Cost of RGB" has been filled in for you. What is the…COSO ERM 2017 risk management system for evaluating an organization's prospective and real threats and opportunities.find mean and sd . Outcome Probability 1 0.2 2 0.5 3 0.2 4 0.1
- Q The manager of a fast food restaurant featuring hamburgers is adding salads to the menu. For each of the two new options, the price to the customer will be the same. The MAKE option is to install a salad bar stocked with vegetables, fruits and toppings and let the customer assemble the salad. The salad bar would have to be leased and a part-time employee hired. The manager estimates the fixed cost at $12000 and variable costs totalling $1.5 per salad. The BUY option is to have pre-assembled salads available for sale. They would be purchased from a local supplier at $2 per salad. However, offering pre-assembled salads would require installation and operation of additional refrigeration, with fixed annual cost of $2400. What is the rational decision if A) the manager expects to sell 25000 salads per year and B) the manager expects to sell 18000 saladsPlease answer 6a and show working outA number of fast-food chains, after their success with offering their customers fresh salads, and in an effort to downplay the image of selling unhealthy foods, began adding fresh fruit plates to their menus. At about some time, and seemingly in direct conflict with this “healthy” strategy, several other fast-food chains began offering fat- and calorie-laden items to their menus. a. Compare these two widely different approaches (first approach, fresh fruit plates; second approach, fat- and calorie-laden items), and predict the chances of each one’s success. Consider several factors such as price, customer preferences, etc. b. Name some other products that are popular, despite known health risks. (e.g., soda, alcohol)