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Briefly state 3 recommendation for 'Mamak' restaurant to improve facilities and their service of the restaurant.
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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?Q A hospital is considering a new procedure to be offered at Rs. 20,000 per patient. The fixed cost per year works out to Rs. 500,000 with variable costs of Rs. 10,000 per patient. A) What is the Break even quantity, in terms of number of patients, for this service. B) If the most pessimistic sales forecast for the proposed service is 70 patients, what would be the procedure’s profit?
- HW • Select a treatment method Il-Efficiency Three criteria: cost, efficiency, sustainability Option A A 1 1/3 1/7 • Three types of treatments: A,B,C B 3 1/4 • Developed pairwise comparison matrices I,II,fi 7 4 1 • Ranked the decişion criteria based on the pairwise comparison • Şelect the best treatment using АНР I-Sustainability Option A B A 1 3 1 B 1/3 1 1/2 1 1-Cost Criteria Cost Efficiency Sustain. Option A B Cost 1 3 5 A 1. 6 в 1/3 1 1/2 Efficiency 1/3 2 1/6 2 1 Sustain. 1/5 1/2 1recommendations for RedbullIndustrial Engineering Department 4. Due to increasing population, the aspiration is to raise their standard of living and further improve the quality of life. In what way human can improve the standard-of living or quality of life? Picture / Situation Advantages Page 2 I 4 Q +
- Q: Model the following business process at a supplier. . After a supplier notifies a retailer of the approval of a purchase order, the supplier can receive an order confirmation, an order change, or an order cancelation from the retailer. It may happen that no response is received at all. If no response is received after 48 h, or if an order cancelation is received, the supplier will cancel the order. If an order confirmation is received within 48 h, the supplier will process the order normally. If an order change is received within 48 h, the supplier will update the order and ask again the retailer for confirmation. The retailer is allowed to change an order at most three times. Afterwards, the supplier will automatically cancel the order.Required information Lyndia Company is a merchandiser that sells a total of 15 products to its customers. The company provided the following information from last year: Selling Price Variable Cost Product 1 Unit Sales per Unit per Unit 9,000 $ 29 $12.95 2 16,500 $ 99 $68.55 3 6,000 $ 85 $42.50 4 19,500 $109 $85.00 5 4,500 $ 19 $ 6.35 6 27,000 $119 7 3,000 $ 39 $92.00 $14.30 8 7,500 $ 79 $33.18 9 9,000 $ 69 $30.36 10 15,000 $.95 $77.60 11 10,500 $ 59 $25.40 12 1,500 $ 65 $29.00 222 13 3,000 $ 44 $12.40 141 6,000 $ 49 $13.48 15 12,000 150,000 $ 89 $61.83 Last year, Lyndia's total fixed expenses and net operating income were $3,000,000 and $1,223,070, respectively. The company would like your assistance in developing some financial projections for this year.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 $27,380 Number of hours spent on survey by Pat Fisher 130 Required: fill in the yellow cells and also the name of the costs listed under the cost savings. The "Cost of RGB" has been filled in for you. What is the…
- Explain what is meant by the concept of corss docking ?Problem 3 Sensitivity Analysis. A masonry plant produces four types of breeze-blocks (a type of brick made from concrete rather than clay). There are three stages of the manufacturing process which require labor: Mixing, Vibrating, and Inspection. During the next month, there are 700 machine-hours available for mixing, 1100 machine-hours for vibration, and 340 man-hours for inspection. Each variety of breeze-block has its own set of manufacturing requirements given in Table 1 below. Variety 1 2 Profit ($) 8 00 4 3 10 15 22 Mixing (Mhrs) 1 Vibrating (Mhrs) 1.5 2 4 Inspection (Mhrs) 0.5 0.6 1 2 2 5 8 5 Table 1: Required hours of labor for each process per one pallet of each variety of breeze-block. (a) Model the problem of maximizing next months profit as a linear program and solve it. Report both your LP and optimal solution in your submission.The general manager called a meeting with the executive staff to address quality complaints received last quarter. His suggested new plan is designed to reiterate the hotel’s core values and service quality expectations to all the staff. Which of the following methods could best achieve this goal? Question 4 options: a) Provide financial incentives b) Hire an outside contractor to motivate employees c) Move employees to different departments d) Provide hotel-wide service training