operations
Q: What is a road map in Operations and Supply Chain Management and how is it relevant for business…
A: A roadmap in operations and supply chain management is a strategic plan that outlines the goals and…
Q: What is the role of quality control in operations management?
A: Quality control is a key concept in operations management that refers to the process of ensuring…
Q: Why is the service-profit chain important to operations management?
A: Service-profit chain is vital to operations management as it helps to get the organisation devotion…
Q: Identify the elements of operations and supply chain management (OSCM).
A: Operations management would concern about the production of products and services and it manages the…
Q: Identify six system approach factors and discuss briefly.
A: We utilize our demonstrated Whole Systems Approach to progress the Six Systems of hierarchical…
Q: the key elements for Operations Management in Business?
A: The management of processes and operations inside an organization is one of the functions of…
Q: List the six guidelines that may help operations managers achieve ethical…
A: Operations Manager is holding the most crucial position in the organization. He looks after all the…
Q: Compare and contrast management approaches to sustainability in business organisations.
A: The concept of sustainability is now widely recognised as an important factor in business decision…
Q: As an operation manager of a pharmaceutical company discuss the impact of service quality management…
A: Service quality plays a major role in customer satisfaction. Good services are provided to meet…
Q: What are the benefits of Customer-directed operations?
A: They measure their exhibition and advance client procurement to amplify the rate of profitability.…
Q: Why should one study operations management?
A: Operations Management consists of activities that enable the inputs transformed into outputs. It…
Q: Explain what is mean by benchmarking in activities and how it is used in Total Quality Management in…
A: TQM, or total productive maintenance, is a systems engineering technique that aims to improve and…
Q: Explain Taboos in operations management?
A: Culture is the average accumulation of knowledge, material stuff, and valuables accumulated over…
Q: What is disruption of the operation?
A: "Disruptions to operations are a common side effect of implementing an ERR" While implementing a new…
Q: hich are the reason for formulating and implementing a operation and supply chain strategy?
A: THE ANSWER IS AS BELOW:
Q: In which way do you think the operations managers’ role may change with regards to quality in the…
A: Operations managers - An operation managers is having may things to do in an organisation, an…
Q: other than quality, explain how the operations manager can use two competitive priorities to compete
A: Concept Introduction : Competitive Priorities in Operation Management can be defined as setting the…
Q: What are the objectives of total quality management in operation management ?
A: Introduction : Total Quality Quality Management is an approach of operation management. Total…
Q: How can we identify a decision problem in Operations management ?
A: Almost every firm faces difficulties in making decisions due to several obstacles.
Q: Explain the term operational excellence?
A: Operational Excellence refers to the execution of organization strategy more reliably and…
Q: Define quality and how important it is in operation management
A: Here, As per the question, I would prepare the definition for Quality and then, I would explain how…
Explain the term
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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?
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