Do you think Loretta Wilson’s team achieved its objective? State your reasons for your conclusion. when problems need to be addressed and then to proceed to do something about it. The job ofgetting the deliveries made on time fell on the shoulders of HP's Distribution and LogisticsManager, Loretta Wilson who reports to the head of HP. For the execution of the project,Wilson needed a team that is dedicated solely to the project, away from their substantive dutieswho are ready to move at the drop of the hat, work long hours per day and willing to relocate forthe sole purpose of the project.Wilson started brainstorming the team she needed to resolve the problem. She briefly spokewith the Directors of Operations, Planning, Communication and PR, who were subject matterexperts. They quickly assessed the situation and established their goals. In essence, the teamwanted to "find smarter and simpler ways to handle parts, at several times in the distributionchannel to meet delivery guarantee period." They concluded that a new, high tech facility wasneeded – one in which the distribution process could maximise efficiencies, within a four hourturn around band.The team designed a 405,000 square foot facility hub and specified the precise equipment andlayout of the operation and staff. For example, the distribution facility now hasconveyor belts that run constantly. New sorting machines are capable of sorting over 45 pieces aminute enabling the company to process over 60,000 products each day. Inventory is stockedwithin minutes after being received in the warehouse, rather than the nearly eight days itpreviously took. Packing and creating are done with the assistance of robotics. Work stations foremployees have been redesigned to reduce product handling.equipped so that shipments can be held and their weight determined right up to the moment thatFederal Express backs up to the dock. The cargo is then immediately placed into the trucks andthe drivers are sent to the airport. Then, as the FedEx drivers head to the airport, they call in thecargo's weight on their cell phones and drive to a waiting aircraft and send the cargo off to thecustomer. In addition, 6 warehouse locations across US serving all 52 statesvermile ofA special shipping dock is Case Study on Distribution at Hewlett PackardEven well-managed organizations do not always work as efficiently and effectively asmanagement would like. At Hewlett-Packard (HP), billions of dollars of product are beingshipped - from computers and diagnostic devices to toner cartridges each year. Customer orderscome in 24 hours a day, 365 days a year.Nearly 16,000 different products are requested daily and have to be shipped from six differentwarehouses which are located 30 or more miles apart. It often takes weeks to get the productsinto the customer's hand. This is a serious problem if customers have contracts with HP statingdeliveries are to be made in three (3) business days, or less. That means that from the time acustomer calls the HP customer service line, they will have their replacement part and be back inoperation within 72 hours or less, no matter where that customer is located. On average, deliveryto customers 6+ days. It is imperative that HP guarantee for delivery of products and servicesare followed to protect their image, secure its position in the market place, increase itscompetitive advantage and its customers engagement.One of the characteristics that distinguishes an outstanding organisation is the ability to know

Business management is the use of all the management tool and combining them to achieve a desired…

Answered: Do you think Loretta Wilson’s team…

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

Chapter2: The Purchasing Process

Section: Chapter Questions

Problem 4DQ

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Similar questions

The chapter presented various approaches for the control of inventory investment. Discuss three additional approaches not included that might involve supply chain managers.
Scenario 3 Ben Gibson, the purchasing manager at Coastal Products, was reviewing purchasing expenditures for packaging materials with Jeff Joyner. Ben was particularly disturbed about the amount spent on corrugated boxes purchased from Southeastern Corrugated. Ben said, I dont like the salesman from that company. He comes around here acting like he owns the place. He loves to tell us about his fancy car, house, and vacations. It seems to me he must be making too much money off of us! Jeff responded that he heard Southeastern Corrugated was going to ask for a price increase to cover the rising costs of raw material paper stock. Jeff further stated that Southeastern would probably ask for more than what was justified simply from rising paper stock costs. After the meeting, Ben decided he had heard enough. After all, he prided himself on being a results-oriented manager. There was no way he was going to allow that salesman to keep taking advantage of Coastal Products. Ben called Jeff and told him it was time to rebid the corrugated contract before Southeastern came in with a price increase request. Who did Jeff know that might be interested in the business? Jeff replied he had several companies in mind to include in the bidding process. These companies would surely come in at a lower price, partly because they used lower-grade boxes that would probably work well enough in Coastal Products process. Jeff also explained that these suppliers were not serious contenders for the business. Their purpose was to create competition with the bids. Ben told Jeff to make sure that Southeastern was well aware that these new suppliers were bidding on the contract. He also said to make sure the suppliers knew that price was going to be the determining factor in this quote, because he considered corrugated boxes to be a standard industry item. Is Ben Gibson acting legally? Is he acting ethically? Why or why not?
Scenario 3 Ben Gibson, the purchasing manager at Coastal Products, was reviewing purchasing expenditures for packaging materials with Jeff Joyner. Ben was particularly disturbed about the amount spent on corrugated boxes purchased from Southeastern Corrugated. Ben said, I dont like the salesman from that company. He comes around here acting like he owns the place. He loves to tell us about his fancy car, house, and vacations. It seems to me he must be making too much money off of us! Jeff responded that he heard Southeastern Corrugated was going to ask for a price increase to cover the rising costs of raw material paper stock. Jeff further stated that Southeastern would probably ask for more than what was justified simply from rising paper stock costs. After the meeting, Ben decided he had heard enough. After all, he prided himself on being a results-oriented manager. There was no way he was going to allow that salesman to keep taking advantage of Coastal Products. Ben called Jeff and told him it was time to rebid the corrugated contract before Southeastern came in with a price increase request. Who did Jeff know that might be interested in the business? Jeff replied he had several companies in mind to include in the bidding process. These companies would surely come in at a lower price, partly because they used lower-grade boxes that would probably work well enough in Coastal Products process. Jeff also explained that these suppliers were not serious contenders for the business. Their purpose was to create competition with the bids. Ben told Jeff to make sure that Southeastern was well aware that these new suppliers were bidding on the contract. He also said to make sure the suppliers knew that price was going to be the determining factor in this quote, because he considered corrugated boxes to be a standard industry item. As the Marketing Manager for Southeastern Corrugated, what would you do upon receiving the request for quotation from Coastal Products?

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