Ross Hopkins, president of Hopkins Hospitality, has developed the tasks, durations, and predecessor relationships in the following table forbuilding new motels.ActivityABCDEFaTime (weeks)418516m9814729b12231810420ImmediatePredecessor(s)AAABC, EActivityGHIJKa31741Time (weeks)m31781b517124ImmediatePredecessor(s)C, EFFD, G, HI, J a) The expected (estimated) time for activity C is 13.67 weeks. (Round your response to two decimal places.)b) The variance for activity C is 2.78 weeks. (Round your response to two decimal places.)c) Based on the calculation of the estimated times, the critical path is A-C-F-H-J-Kd) The estimated time for the critical path ise) The activity variance along the critical path isweeks. (Round your response to two decimal places.)weeks. (Round your response to two decimal places.)f) Using the standard normal table, the probability that Hopkins Hospitality will finish the project in 42 weeks or less isprobability and round your response to three decimal places.)(Enter as a

weeks. (Round your response to two decimal places.) weeks. (Round your response to two decimal places.) d) The estimated time for the critical path is e) The activity variance along the critical path is f) Using the standard normal table, the probability that Hopkins Hospitality will finish the project in 42 weeks or less is probability and round your response to three decimal places.) (Enter as a

weeks. (Round your response to two decimal places.) weeks. (Round your response to two decimal places.) d) The estimated time for the critical path is e) The activity variance along the critical path is f) Using the standard normal table, the probability that Hopkins Hospitality will finish the project in 42 weeks or less is probability and round your response to three decimal places.) (Enter as a

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 5.3SD: Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling...

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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?
Part E
AHP
Weighted moving average using Excel:3.1 Calculate demand forecast for weeks 7-24 using 6 week weighted moving average with weights 0.55, 0.1, 0.1, 0.1, 0.1, 0.053.2 Calculate demand forecast for weeks 7-24 using 6 week weighted moving average with weights 0.2, 0.2, 0.2, 0.15, 0.15, 0.13.3 Plot the two weighted moving average forecasts together with the actual demand. Comment on the obtained graph.3.4 Using the forecasting error measures seen in class, evaluate the forecasting error of each method. Accordingly which method is better?
Given below are the demands of a certain product over the past 10 weeks. Week | 1 2 3 4 | 5 67|89 | 10 Demand 50 64 66 68 67 63 69 67 65 66 (a) Forecast the demand for the 13th week using the following techniques: i. 3- week weighted moving average with weights 0.2, 0.3, and 0.5 ii. Exponential smoothing with a smoothing constant equal to 0.85 ii. Adjusted exponential smoothing with a smoothing constant equal to 0.85 and smoothing constant for trend equal to 0.65 (b) Compute for the accuracy of each model using the mean squared error. Based on the computed MSE, what is the best forecasting technique for this time series?
4. Spears Rowbuck has recorded the following sales figures. Calculate the seasonal indices for Thursday and Friday. Week 1 Week 2 Week 3 Week 4 Monday 43 51 40 66.0 Tuesday 45 41 57 58.6 Wednesday 22 37 30 34.7 Thursday 25 22 33 36.7 Friday 31 25 37 25.0 a. Thursday = 29.18, Friday = 29.50 b. Thursday = 0.2074, Friday = 1.1632 c. None of the other options. d. Thursday = 0.7678, Friday = 0.7763 e. Thursday = 0.6142, Friday = 0.6211
4
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