It was reported that an operations manager said, "The boss never listens to me; all that the boss wants from me is to avoid creating waves." There are not enough funds available for me to make the necessary upgrades to my company. a. Does the firm have a strategy for how it will carry out its operations? b. What actions are recommended in this scenario?
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It was reported that an operations manager said, "The boss never listens to me; all that the boss wants from me is to avoid creating waves." There are not enough funds available for me to make the necessary upgrades to my company.
a. Does the firm have a strategy for how it will carry out its operations?
b. What actions are recommended in this scenario?
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Solved in 3 steps
- 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?
- How does one go about selecting the model of the system that is most suited to their needs?A. Assume that you have completed your plans and proformas for the next year of operations. Your proformas indicate that you will have $250,000 more cash than you think you will need. Your proforma analyses of the environmental factors have indicated a possibility of a new competitor in your industry during the upcoming year. What would you most likely do from the following list? a. Give all the employees a bonus b. Purchase $250,000 of U.S. Treasury bills c. Purchase some replacement equipment that the plant manager needs d. Spend $250,000 more on research and development B. What does the following scenario suggest to a company CEO? The company proformas for the upcoming year shows sales revenue growing by 2%, the average price received growing by .5%, and gross margin as a percentage growing by .5%. a. The average price is not increasing fast enough b. Marketing is doing a good job and production is not doing a good job c. Marketing and production are not…Problenms Use the following data to solve the first seven problems. Problem Data Cost data Regular-time labor cost per hour Overtime labor cost per hour $10.00 $15.00 $84.00 Subcontracting cost per unit (labor only) Holding cost per unit per period Back-order cost per $10.00 unit per period $20.00 $600.00 Hiring cost per employee Firing cost per employee $450.00 Capacity data Beginning workforce Beginning inventory 210 employees 400 units Labor standard per unit 6 hours 160 hours Regular time available per period Overtime available per period Subcontracting maximum per period Subcontracting minimum per period 32 hours 1000 units 500 units Demand data Period 1 6000 units Period 2 4800 units Period 3 7840 units Period 4 5200 units Period 5 6560 units Period 6 3600 units 1. The BackPack Company produces a line of backpacks. The manager, Jill Nicholas, is interested in using a level aggregate plan. Inventories and back orders will be
- A manager of operations was caught as stating, "My boss never listens to me; all he wants from me is to avoid causing disruptions. The capital I need to grow my firm is limited."a. Does the firm have an operational plan?b. What action should be taken?As the incoming General Manager for a name property in our destination,(Spice Island Beach Resort ), you have requested a report from your Hotel Manager/ Resident Manager regarding the following: You are required to: 1. thoroughly provide an overview of the resort in your destination.( target market , rating, type of hotel etc) 2. Provide an analysis of the operations of each department clearly outlining any challenges that are being faced, strategies to combat these challenges and a justification for the strategy. 3. With respect to the efficient management of the resort: (a) Identify the existing organizational chart and comment on whether key positions are shown and make recommendations for changes where necessary. (b) If the organizational chart is not available, create one based on the research you haveInghams’s Pizzas is a chain of pizza stores. Pizzas are made fresh in-store, and then delivered tocustomers by a fleet of drivers. The senior management team has identified the strategic priorities forthe business as on-time delivery and product quality.Required:a) For each of the strategic priorities, suggest three performance measures. b) If the company is successful in achieving challenging targets for these performance measures, willit also necessarily achieve high profitability? Explain your answer.
- 13. company a has a total of 2.5 revised efe matrix total score and a total of 2.5 within their previous efe matrix score. on the other hand, their previous ife matrix total score was 2.7 and their revised ife matrix total score is 2.9. on this situation, what should be the next step of this organization in evaluating their strategy? a. take corrective actions b. stop the previous strategy completely and create a new one c. compare expected results with actual results d. continue with their existing strategyWhat's the issue here? And what are your recommendations regarding the issues?Why do operations planning require that a forecast be expressed in terms of physical units for an individual goods and services?