A Contractor has installed fiber ducts underneath a major 400 series highway onvarious GWP projects using trenchless construction and has extensive experience ininstalling utilities using trenchless construction. This Contractor has proposed to install a500mm diameter pipe using open cut at 1.2m depth of cover on a King’s Highway butwould like to proceed further without doing boreholes as the Contractor deems thisproject to be a low-risk project. The municipality who retained the contractor agrees withthe utility company as the municipality has not accounted for the borehole investigationcosts in their original costs estimate. a) As a Corridor Management Officer, what technical submissions would you request for the project?b) What issues do you foresee with the Contractor’s approach of not doing boreholeinvestigation?c) What steps will you take to ensure a common understanding between theContractor, the Municipality, and MTO?

A Contractor has installed fiber ducts underneath a major 400 series highway onvarious GWP projects using trenchless construction and has extensive experience ininstalling utilities using trenchless construction. This Contractor has proposed to install a500mm diameter pipe using open cut at 1.2m depth of cover on a King’s Highway butwould like to proceed further without doing boreholes as the Contractor deems thisproject to be a low-risk project. The municipality who retained the contractor agrees withthe utility company as the municipality has not accounted for the borehole investigationcosts in their original costs estimate. a) As a Corridor Management Officer, what technical submissions would you request for the project?b) What issues do you foresee with the Contractor’s approach of not doing boreholeinvestigation?c) What steps will you take to ensure a common understanding between theContractor, the Municipality, and MTO?

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 5.2SB

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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 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. 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?
The Colonel Car Company has experienced a significant number of warranty claimsassociated with the driver’s side mirror in its luxury car. Almost 10% of the warrantyclaims in the first 6 months of operation relate to this mirror. The design engineers atColonel have come up with a new design for the driver’s side mirrors. They believe thenew design will not only reduce the warranty claims but also cut production costs. Thedecision is complicated by two factors. (1) Production of next year’s model is to begin inexactly 6 months, which means there is insufficient time to carry out a comprehensive productionrun test of the new design. (2) This model year has been classified as a quiet yearto discourage design changes. Colonel executives have to decide whether or not to pursuethe design change of the mirrors.The design change is expected to eliminate a major problem with a key component ofthe mirror, which accounted for 60% of the $250,000 in mirror warranty claims. Theanticipated reduction…
Read and analyze the following article. Manila Bay Beach Nourishment Project After years of being known for its polluted waters, Manila Bay suddenly got a facelift as the government decided to take a big risk by overlaying mounds of artificial white sand (dolomite) on a part of the bay's naturally gray shoreline. This project, which is spearheaded by the Department of Environment and Natural Resources (DENR), was instantly met with harsh disapproval. In September, the overlaying of the dolomite in Manila Bay beach or the beach nourishment project caught public attention, stirring curiosity and setting off waves of people flocking to the area to get a glimpse of the "white sands". Many criticized the project, throwing allegations at the DENR, calling the project a health hazard and a waste of public funds. But the DENR emphasized that the beach nourishment with the use of dolomite is a significant component of the rehabilitation aimed to protect the coastal resources in the area and…
Chapter 10, problem 25 An appliance manufacturer wants to contract with a repair shop to handle authorized repairs in Indianapolis. The company has set an acceptable range of repair time of 50 minutes to 90 minutes. Two firms have submitted bids for the work. In test trials, firm 1 had a mean repair time of 74 minutes with a standard deviation of 4.0 minutes and firm 2 had a mean repair time of 72 minutes with a standard deviation of 5.1 minutes. What is the capability index of firm 17 QUESTION 20 Chapter 10, problem 25 An appliance manufacturer wants to contract with a repair shop to handle authorized repairs in Indianapolis. The company has set an acceptable range of repair time of 50 minutes to 90 minutes. Two firms have submitted bids for the work. In test trials, firm 1 had a mean repair time of 74 minutes with a standard deviation of 4.0 minutes and firm 2 had a mean repair time of 72 minutes with a standard deviation of 5.1 minutes What is the capability index of firm 27
Alicia Wong Alicia Wong, Corporate Supply Manager, Thain Foods Limited, wanted to prepare a proposal to manufacture mustard in-house. Mustard, an important ingredient in many of the company’s products, was currently purchased from an outside supplier. She hoped a comprehensive proposal could be prepared in one-month’s time for the CEO’s approval Thain Foods Limited (TFL) had been in business for morethan 30 years. Its products included a wide range of syrupsfudges, cone dips, sauces, mayonnaise, and salad dressings. Its customers were major food chains, hotels, and restaurants in North America and Europe. TFL believed in continuous improvement to its operations. Over the last two years, it invested more than $2 million in plant facilities, the bulk of it new, state-ofthe-art process equipment and process control. All production and process control functions were computerized for maximum efficiency. TFL employed about 120 people. It had a corporate structure of CEO; president; executive…
Alicia Wong Alicia Wong, Corporate Supply Manager, Thain Foods Limited, wanted to prepare a proposal to manufacture mustard in-house. Mustard, an important ingredient in many of the company’s products, was currently purchased from an outside supplier. She hoped a comprehensive proposal could be prepared in one-month’s time for the CEO’s approval Thain Foods Limited (TFL) had been in business for morethan 30 years. Its products included a wide range of syrupsfudges, cone dips, sauces, mayonnaise, and salad dressings. Its customers were major food chains, hotels, and restaurants in North America and Europe. TFL believed in continuous improvement to its operations. Over the last two years, it invested more than $2 million in plant facilities, the bulk of it new, state-ofthe-art process equipment and process control. All production and process control functions were computerized for maximum efficiency. TFL employed about 120 people. It had a corporate structure of CEO; president; executive…
Reliable Transportation Company limited is involved in the transportation of products for several manufactures island wide. In recent times the Government of Jamaica through the China Harbour Engineering Company (CHEC) has been involved in road infrastructural development island wide. Senior management of Reliable transportation has established several nodal points throughout the island including at the 2 major airports and they have hired you in the capacity of consultant to operations. Briefly state (Bullet points) to the senior management team three main types of risks and mitigation strategies as Reliable transports a shipment between 3 nodes.
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