Principles Of Operations Management
11th Edition
ISBN: 9780135173930
Author: RENDER, Barry, HEIZER, Jay, Munson, Chuck
Publisher: Pearson,
expand_more
expand_more
format_list_bulleted
Question
Chapter 11, Problem 6DQ
Summary Introduction
To determine: Three methods to negotiations.
Introduction: Negotiation is the bargaining process between two parties pursuing common ideas, needs, and wants, in order to reach an agreement and settle matters with mutual concern or resolve a conflict.
Expert Solution & Answer
Want to see the full answer?
Check out a sample textbook solution
Students have asked these similar questions
How do you think suppliers feel about the use of “Clean Sheets” in negotiations?
snip
What is vendor negotiation in simple words, and examples of it?
Chapter 11 Solutions
Principles Of Operations Management
Ch. 11.S - Prob. 1DQCh. 11.S - Prob. 2DQCh. 11.S - Prob. 3DQCh. 11.S - Prob. 4DQCh. 11.S - Prob. 5DQCh. 11.S - Prob. 6DQCh. 11.S - Prob. 7DQCh. 11.S - Prob. 8DQCh. 11.S - Prob. 9DQCh. 11.S - Prob. 10DQ
Ch. 11.S - Prob. 1PCh. 11.S - Prob. 2PCh. 11.S - Prob. 3PCh. 11.S - Prob. 4PCh. 11.S - Prob. 5PCh. 11.S - Prob. 6PCh. 11.S - Prob. 7PCh. 11.S - Prob. 8PCh. 11.S - Prob. 9PCh. 11.S - Prob. 10PCh. 11.S - Prob. 11PCh. 11.S - Prob. 12PCh. 11.S - Prob. 13PCh. 11.S - Prob. 14PCh. 11.S - Your options for shipping 100,000 of machine parts...Ch. 11.S - If you have a third option for the data in Problem...Ch. 11.S - Prob. 18PCh. 11.S - Prob. 19PCh. 11.S - Prob. 20PCh. 11.S - Prob. 21PCh. 11.S - Prob. 22PCh. 11 - Prob. 1EDCh. 11 - Prob. 1DQCh. 11 - Prob. 2DQCh. 11 - Prob. 3DQCh. 11 - Prob. 4DQCh. 11 - Prob. 5DQCh. 11 - Prob. 6DQCh. 11 - Prob. 7DQCh. 11 - Prob. 8DQCh. 11 - What is CPFR?Ch. 11 - Prob. 10DQCh. 11 - Prob. 11DQCh. 11 - Prob. 12DQCh. 11 - Prob. 13DQCh. 11 - Prob. 14DQCh. 11 - Prob. 15DQCh. 11 - Prob. 16DQCh. 11 - Prob. 17DQCh. 11 - Prob. 1PCh. 11 - Hau Lee Furniture, Inc., described in Example 1 of...Ch. 11 - Prob. 3PCh. 11 - Prob. 4PCh. 11 - Prob. 5PCh. 11 - Prob. 6PCh. 11 - Prob. 7PCh. 11 - Prob. 8PCh. 11 - Prob. 9PCh. 11 - Prob. 10PCh. 11 - Prob. 11PCh. 11 - Prob. 1.1VCCh. 11 - Prob. 1.2VCCh. 11 - Prob. 1.3VCCh. 11 - Prob. 1.4VCCh. 11 - Prob. 2.1VCCh. 11 - Prob. 2.2VCCh. 11 - Prob. 2.3VCCh. 11 - Prob. 3.1VCCh. 11 - Prob. 3.2VCCh. 11 - Prob. 3.3VCCh. 11 - Prob. 3.4VC
Knowledge Booster
Similar questions
- What enables good contracting and negotiations?arrow_forward1. What roles do the following members play in the decision-making process in Dravid Motors? • Ravi decides on the product requirements and makes the final choice of suppliers. • Lohit has the authority to pick out the supplier and negotiate the terms of purchase. Akram heads the Tech team and provides information for evaluating the possible alternatives. Dravid Motors gets many calls from potential suppliers, and it is Stuart's job to pick out the good prospects and refer them to the others.arrow_forwardSuppose you have a newly booming culinary business based in the heart of Johannesburg. As a result, you want to make use of Mr. Delivery’s services to deliver your home‐cooked meals to the surrounding areas. Use the below guidelines for purchasing services and explain how you would use these guidelines to assist you in your use of Mr. Delivery’s services. 1. Have policy on compliance 2. Have a clearly defined scope of work 3. Establishe a suitable organisational strarrow_forward
- There is a growing number of instances where competitors are actually collaborating. What are some of the benefits and some of the drawbacks associated with this.arrow_forwardRanking Scales vs. Rating Scales: which one is the best result?arrow_forwardobjectively report on the considered use of Balanced Scorecards on their projects for a well-established, fictitious, medium-sized Tier 1 supplier for Ford Motor Corporation who has recently established a Project Management Office and should include A. Concerns/Issues from a business and project management perspective – what problems might occur if this supplier to Ford Motor Company implements Balanced Scorecards on all of their projects? B. Your recommendation for the supplier – should they implement Balanced Scorecards? Why or why not?arrow_forward
- 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?arrow_forwardScenario 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.arrow_forwardScenario 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?arrow_forward
- How important are the sourcing team's methods and procedures?arrow_forwardWhile developing the procurement strategy, the project manager requests that you use a contract type that will obligate the seller to accept all cost overruns, errors, and consequential damages in the project. Which of the following contract type will you select? a. Time and Materials b. Fixed Price c. Best Price d. Cost Reimbursablearrow_forwardSuppose you have a newly booming culinary business based in the heart of Johannesburg. As a result, you want to make use of Mr. Delivery’s services to deliver your home‐cooked meals to the surrounding areas. Use the below guidelines for purchasing services and explain how you would use these guidelines to assist you in your use of Mr. Delivery’s services. 1. Have policy on compliance 2. Have a clearly defined scope of work 3. Establishe a suitable organisational struarrow_forward
arrow_back_ios
SEE MORE QUESTIONS
arrow_forward_ios
Recommended textbooks for you
Purchasing and Supply Chain ManagementOperations ManagementISBN:9781285869681Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. PattersonPublisher:Cengage Learning
Purchasing and Supply Chain Management
Operations Management
ISBN:9781285869681
Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson
Publisher:Cengage Learning