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- Read the Case Study in the Text: Case Study 9.1 HMS Ltd. Written by Svante Andersson, Halmstad University, Sweden.
- Write a summary analysis and answer the Case Study Questions.
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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 should Sharon do in this situation?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?SECTION A: Case Study – Smooth Red Cream Smooth Red Cream (SRC) was founded in 2005 in Jamaica. Since its inception, the company has focused on developing the brand in Jamaica. The product connotes visions of sunshine and beaches and gives a warm glow and smooth taste. The company was founded by Tameka, who is hunting funds to expand the product range by adding a newer range of rum punch. This new range will be stronger and more flavourful than the current product lines. In addition, it will carry a new trendy label and Tameka expects that this will give the brand a boost. The current range of Rum punches are 7% proof (alcohol content). Wholesalers have requested a stronger version of the rum punches which is 14% proof. Jewel Isle is aiming to reach every bar, pub, restaurant, club, and supermarket. Jewel Isle Rum punch are sold in 2 package size, a large 750ml bottles and a smaller 200ml bottles in packages of 6. Sales have risen steadily, and the company is profitable, but the…
- SECTION A: Case Study – Smooth Red Cream Smooth Red Cream (SRC) was founded in 2005 in Jamaica. Since its inception, the company has focused on developing the brand in Jamaica. The product connotes visions of sunshine and beaches and gives a warm glow and smooth taste. The company was founded by Tameka, who is hunting funds to expand the product range by adding a newer range of rum punch. This new range will be stronger and more flavourful than the current product lines. In addition, it will carry a new trendy label and Tameka expects that this will give the brand a boost. The current range of Rum punches are 7% proof (alcohol content). Wholesalers have requested a stronger version of the rum punches which is 14% proof. Jewel Isle is aiming to reach every bar, pub, restaurant, club, and supermarket. Jewel Isle Rum punch are sold in 2 package size, a large 750ml bottles and a smaller 200ml bottles in packages of 6. Sales have risen steadily, and the company is profitable, but the…Case Study Scenario # 8: Big money maker A woman is sexually harassed by a top-level senior executive in a large company. She sues the company, and during settlement discussions she is offered an extremely large monetary settlement. In the agreement, the woman is required to confirm that the executive did nothing wrong, and after the agreement is signed the woman is prohibited from discussing anything about the incident publicly. Before the date scheduled to sign the settlement agreement, the woman's lawyer mentions that she has heard the executive has done this before, and the settlement amount is very large because the company probably had a legal obligation to dismiss the executive previously. The company however wants to keep the executive because he is a big money maker for the company. What are the issues of integrity, ethics and law posed in the case study? What options does the woman have, and what should she do and why?Answer the case study
- CASE STUDY READ THE FOLLOWING CASE STUDY AND RESPOND TO THE QUESTION THAT FOLLOWS. E-LEARNING FAILS IN A LARGE CORPORATION Students from two universities in the Cape Province of South Africa, the University of the Western Cape (UWC), and Stellenbosch University (SUN), collaborated on an e-learning course across two disciplines: Social Work (UWC) and Social Psychology (SUN). The two student bodies differ broadly in terms of race, culture and class: UWC tends to have more students who would be classified as 'black' or 'coloured', and who come from relatively disadvantaged backgrounds, whereas SUN tends to have more 'white' students, who come from more advantaged backgrounds. The idea was to use the exposure to diversity as a springboard for reflecting on questions of community and identity. The course involved both a face-to-face component and an online component. The face-to-face part consisted of two workshops - one at the beginning and one at the end of the course. In the first…CASE STUDY #2: Possible Data Breach at Orbitz Affects 880,000 Payment Cards Travel booking website Orbitz has announced that it discovered a potential data breach that exposed information for thousands of customers. The incident, discovered by the company on March 1, 2018, may have exposed information tied to about 880,000 credit cards.The consumer data in question is from an older booking platform, where information may have been accessed between October and December 2017. Orbitz partner platform data, such as travel booked via Amex Travel, submitted between January 1st, 2016 and December 22nd, 2017, may have also been compromised. The Expedia-owned company says that names, payment card information, dates of birth, e-mail addresses, physical billing addresses, gender, and phone numbers may have been accessed, but it doesn’t yet have “direct evidence” that any information was taken from the website.There have been many mass data breaches over the past year: OnePlus said up to 40,000…Case Study One: A matter of life and deathThe Covid-19 pandemic so far has costed nearly two hundreds thousands lives, most of whom areelderly and patients with chronic illnesses. To contain the spreading of this highly infectiousdisease, governments have resorted to restriction of dine-in hours, closure of bars and pubs,quarantine of incoming passengers, lock-down of entire cities as in the case of London, bringingglobal economic activities to a standstill.The long, eagerly-awaited news of vaccines that can effectively combat the Covid-19 virus havefinally been confirmed. However, given the massive scale of the pandemic, inoculating even tenpercent of the world’s population would take 2-3 years.To make the best use of the limited supply of vaccines, the head of World Health Organizationasks his staff to develop a priority list and answer the following questions.Q: From a utilitarian point of view, who do you think should be in the priority group?
- Case Study 1: Julian Graves Marketing The first Julian Graves store opened in 1993. The product range comprises over 600 lines of dried fruit, nuts, herbs, spices, and sweets. The shop targets middle-aged and elderly people, predominantly female customers, who gain a sense of nostalgia when browsing through the product range. This includes basic cooking ingredients, a product category that has been 'squeezed' by supermarket retailers in recent years, as well as gourmet items, such as porcini mushrooms, that might be considered a marginal item by most supermarket operators. The store environment is clearly laid out with pine-wood fixtures that complements the 'natural' feel of the products. The goods are displayed in transparent packaging so that the colours and textures of the products themselves contribute to theaesthetics of the store. To reinforce the browsing and leisure shopping appeal of the store, the company prefers to operate in seaside and tourist towns, as well as prosperous…Case Study 02 – Horace Hoi Organisation In the country of Laland, aid organisations registered as charities are not subject to the same financial reporting requirements as limited companies (this is not the case in many other countries where they are treated equally in law). One person to take advantage of this is Horace Hoi who has led his vigorous campaign in favour of animal protection for the past 25 years. As a highly competent self-publicist for his charity and an engaging media performer, he has raised the public profile of his charity substantially. He can and does raise large amounts of money for his charity through his personal charm and passionate appeals on television and in large meetings of supporters. His charity is called the ‘Horace Hoi Organisation’ (HHO) and its stated aim is to ‘stop animals suffering’. Mr Hoi has recently become the subject of criticism by the media because of allegations that he lived a lavish lifestyle and personally owned a large mansion and a…IBM Global Center for Smarter Analytics Case Analysis 7: Hamilton County dropout rates and lagging performance required the county to address these problems on the individual student level. Department of Education But that meant first finding the students who needed help, and doing so before their problems led them to drop out of the Hamilton County school system. At the end of the day, there's no one better positioned to sense when the student is in academic trouble than a teacher or counselor with whom students have a direct relationship. The trouble is, warning signs are often complex and cumulative in nature, thus escaping the notice of frontline educators and administrators. Add to that the everyday challenges of running a classroom, and it's all the more understandable how problem students can fly “under the radar" until it's too late. PARIMENT ZONE TEDUCATION Kelly recognized that early detection of at-risk students required a more multidimensional view of their progress,…