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4. 5. Lincoln Lights is considering hiring one of three software firms to implement a new IT system. Lincoln management has decided to evaluate the firms on three dimensions- reputation, skill level, and price. Weights for each dimension, as well as performance ratings for each of the firms (1= "poor" to 5 = "excellent") are shown in the following table: Software Firm PC DIMENSION WEIGHT ALTREX TGI LTD. ASSOCIATES 5 4 2 Reputation Skill level Price 0.2 0.4 0.4 3 5 5 443 a. (*) Use the weighted-point evaluation system to cal- culate weighted performance scores for each of the software firms. Would the results change if each dimension had a weight of one-third? b. (**) In Chapter 2, we described order qualifiers as per- formance dimensions on which customers demand a minimum level of performance. Basically, if a supplier fails to meet the minimum requirements on any of the qualifiers, that supplier would be eliminated from contention. How would you incorporate the concept of order qualifiers into the weighted-point evaluation system?

4. 5. Lincoln Lights is considering hiring one of three software firms to implement a new IT system. Lincoln management has decided to evaluate the firms on three dimensions- reputation, skill level, and price. Weights for each dimension, as well as performance ratings for each of the firms (1= "poor" to 5 = "excellent") are shown in the following table: Software Firm PC DIMENSION WEIGHT ALTREX TGI LTD. ASSOCIATES 5 4 2 Reputation Skill level Price 0.2 0.4 0.4 3 5 5 443 a. (*) Use the weighted-point evaluation system to cal- culate weighted performance scores for each of the software firms. Would the results change if each dimension had a weight of one-third? b. (**) In Chapter 2, we described order qualifiers as per- formance dimensions on which customers demand a minimum level of performance. Basically, if a supplier fails to meet the minimum requirements on any of the qualifiers, that supplier would be eliminated from contention. How would you incorporate the concept of order qualifiers into the weighted-point evaluation system?

Practical Management Science
Practical Management Science
6th Edition
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:WINSTON, Wayne L.
Chapter2: Introduction To Spreadsheet Modeling
Section: Chapter Questions
Problem 20P: Julie James is opening a lemonade stand. She believes the fixed cost per week of running the stand...
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Book pdf : https://drive.google.com/file/d/1ojDaUwQu0gxTIn7oJnINvLmeqv5_FMz7/view?usp=drivesdk Question as in the attached photo from page 218 Question 5 Note: Give full explanation with clear indication to the problem’s aspect. Use information provided in table 7.8 , 7.7 (*) Use the weighted-point evaluation system to cal- culate weighted performance scores for each of the software firms. Would the results change if each dimension had a weight of one-third? (**) In Chapter 2, we described order qualifiers as per- formance dimensions on which customers demand a minimum level of performance. Basically, if a supplier fails to meet the minimum requirements on any of the qualifiers, that supplier would be eliminated from contention. How would you incorporate the concept of order qualifiers into the weighted-point evaluation system?
218 PART III ESTABLISHING SUPPLY CHAIN LINKAGES 4. 5. Lincoln Lights is considering hiring one of three software firms to implement a new IT system. Lincoln management has decided to evaluate the firms on three dimensions- reputation, skill level, and price. Weights for each dimension, as well as performance ratings for each of the firms (1= "poor" to 5 = "excellent") are shown in the following table: Software Firm PC DIMENSION WEIGHT ALTREX TGI LTD. ASSOCIATES 5 4 2 Reputation Skill level Price 0.2 0.4 0.4 355 443 a. (*) Use the weighted-point evaluation system to cal- culate weighted performance scores for each of the software firms. Would the results change if each dimension had a weight of one-third? b. (**) In Chapter 2, we described order qualifiers as per- formance dimensions on which customers demand a minimum level of performance. Basically, if a supplier fails to meet the minimum requirements on any of the qualifiers, that supplier would be eliminated from contention. How would you incorporate the concept of order qualifiers into the weighted-point evaluation system?
Transcribed Image Text:218 PART III ESTABLISHING SUPPLY CHAIN LINKAGES 4. 5. Lincoln Lights is considering hiring one of three software firms to implement a new IT system. Lincoln management has decided to evaluate the firms on three dimensions- reputation, skill level, and price. Weights for each dimension, as well as performance ratings for each of the firms (1= "poor" to 5 = "excellent") are shown in the following table: Software Firm PC DIMENSION WEIGHT ALTREX TGI LTD. ASSOCIATES 5 4 2 Reputation Skill level Price 0.2 0.4 0.4 355 443 a. (*) Use the weighted-point evaluation system to cal- culate weighted performance scores for each of the software firms. Would the results change if each dimension had a weight of one-third? b. (**) In Chapter 2, we described order qualifiers as per- formance dimensions on which customers demand a minimum level of performance. Basically, if a supplier fails to meet the minimum requirements on any of the qualifiers, that supplier would be eliminated from contention. How would you incorporate the concept of order qualifiers into the weighted-point evaluation system?
TABLE 7.7 Advantages and Disadvantages of Insourcing and Outsourcing TABLE 7.8 Factors That Affect the Decision to Insource or Outsource ADVANTAGES High degree of control Ability to oversee the entire process Economies of scale and/or scope ADVANTAGES High strategic flexibility Low investment risk Improved cash flow Access to state-of-the-art products and services CHAPTER 7 SUPPLY MANAGEMENT 201 Insourcing DISADVANTAGES Reduced strategic flexibility Required high investment Potential suppliers may offer superior products and services Outsourcing DISADVANTAGES Possibility of choosing a bad supplier Loss of control over the process and core technologies Communication/coordination challenges Increased risk of supply chain disruption Customer social responsibility (CSR) risks Environmental uncertainty Competition in the supplier market Ability to monitor supplier's performance Relationship of product/service to buying firm's core competencies FAVORS INSOURCING Low Low Low High FAVORS OUTSOURCING High High High Low
Transcribed Image Text:TABLE 7.7 Advantages and Disadvantages of Insourcing and Outsourcing TABLE 7.8 Factors That Affect the Decision to Insource or Outsource ADVANTAGES High degree of control Ability to oversee the entire process Economies of scale and/or scope ADVANTAGES High strategic flexibility Low investment risk Improved cash flow Access to state-of-the-art products and services CHAPTER 7 SUPPLY MANAGEMENT 201 Insourcing DISADVANTAGES Reduced strategic flexibility Required high investment Potential suppliers may offer superior products and services Outsourcing DISADVANTAGES Possibility of choosing a bad supplier Loss of control over the process and core technologies Communication/coordination challenges Increased risk of supply chain disruption Customer social responsibility (CSR) risks Environmental uncertainty Competition in the supplier market Ability to monitor supplier's performance Relationship of product/service to buying firm's core competencies FAVORS INSOURCING Low Low Low High FAVORS OUTSOURCING High High High Low
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