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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?
- Advises the small farmer on how to be more successful, to be profitable and stable in his farming business. • The farm has 100ha of arable land – 50ha and some natural pastures • Planting maize (yield 2 tonnes per hectare), soybeans (yield 800kg/ha) • Planting vegetables (high pest pressure), but quality is low. • He has a herd of 30 cows and 50 sheep. •Farming is not profitable •His livestock is very thin in winter and has no pasture calves are easy and don't fetch good money at auctions. The farm is in Villiers The farms have an average rainfall of 550mm to 600mm per year. This rain occurs during the summer months in a typical Highveld manner thunders. The average temperature in summer is 25°c, and temperatures in winter average 14°c, but in the morning low up to -13°c. Use ideas about how to incorporate precision farming on a small scale to create this farm stabilityWhat are quality standards and how to guarantee your company has reached them? QUESTION 2:What are the four flows within the corporate environment, which are tried to optimize through logistics? QUESTION 3:Describe supplier selection and evaluation process. QUESTION 4:What are the differences between local and global sourcing? Explain also in which situations either of the options are preferable. QUESTION 5:What is demand forecasting and why it’s vital to the company’s operations? QUESTION 6:Explain the purpose, methods and the outcome of good customer service process. Your answer must be at least 1-2 pages.5S Principles
- Q2. Explain strategic implications of BCG matrix model.2. The Ashton Furniture Company manufactures coffee tables and chest of drawers. Last year the company's cost of goods sold was $3,700,000, and it carried inventory of oak, pine, stains, joiners, and brass fixtures, work-in-process of furniture frames, drawers and wood panels, and finished chests and coffee tables. Its average inventory levels for a 52-week* business year were as follows. Raw Materials Oak Pine Brass fixtures Stains Joiners Work-in-Process Frames Drawers Panels Chests Tables Finished Goods Chests Coffee tables *1 week = 7 days Average Inventory 8000 4500 1200 3000 900 200 400 600 120 90 300 200 Unit Cost $6 4 8 2 1 $30 10 50 110 90 $500 350 Formula: Inventory turns = Cost of goods sold / Average aggregate value of inventory Days of supply = Average aggregate value of inventory / (Cost of goods sold / total days) Question: Determine the number of inventory turns and the days of supply for the furniture company.Advise the small farmers on how to be more successful , profitable and stable in his farming business. • The farm has 100ha of arable land – 50ha and some natural pastures • Planting maize (yield 2 tonnes per hectare), soybeans (yield 800kg/ha) • Planting vegetables (high pest pressure), but quality is low. • He has a herd of 30 cows and 50 sheep. •Farming is not profitable •His livestock is very thin in winter and has no pasture calves are easy and don't fetch good money at auctions