Concept explainers
To determine: The range of values for ‘w’ such that Company C is a recommended outsourcing provider using factor rating method.
Introduction:
Factor-rating method:
The factor-rating method is a quantitative approach to make a decision from various alternatives such that the decision is beneficial to the firm involved. This method is utilized to decide on new layout, new locations, best supplier, outsourcing providers etc.
Answer to Problem 12P
Company C is recommended for all values of w such that 1 ≤ w ≤ 25.
Explanation of Solution
Given information:
Ratings of Outsource providers | |||||
Factor | Weight | A | B | C | D |
Labor | W | 5 | 4 | 3 | 5 |
Quality Procedures | 30 | 2 | 3 | 5 | 1 |
Logistics System | 5 | 3 | 4 | 3 | 5 |
Price | 25 | 5 | 3 | 4 | 4 |
Trustworthiness | 5 | 3 | 2 | 3 | 5 |
Technology in place | 15 | 2 | 5 | 4 | 4 |
Management team | 15 | 5 | 4 | 2 | 1 |
Weights or an scale = 1 - 30
Formula to calculate weighted rating:
Formula to calculate Total weighted rating:
Calculation for A:
Calculation of weighted rating:
The weighted rating is calculated by multiplying the importance weighted with individual rating.
Labor:
The weighted rating for Labor is 5w.
Quality procedures:
The weighted rating for Quality procedures is 60.
Logistics System:
The weighted rating for Logistics System is 15.
Price:
The weighted rating for Price is 125.
Trustworthiness:
The weighted rating for Trustworthiness is 15.
Technology in place:
The weighted rating for Technology in place is 30.
Management Team:
The weighted rating for Management Team is 75.
Calculation of total weighted rating:
The total weighted rating is calculated by the summation of the individual weighted ratings.
The total weighted rating for A is 5w + 320.
Calculation for B:
Calculation of weighted rating:
The weighted rating is calculated by multiplying the importance weighted with individual rating.
Labor:
The weighted rating for Labor is 4w.
Quality procedures:
The weighted rating for Quality procedures is 90.
Logistics System:
The weighted rating for Logistics System is 20.
Price:
The weighted rating for Price is 75.
Trustworthiness:
The weighted rating for Trustworthiness is 10.
Technology in place:
The weighted rating for Technology in place is 75.
Management Team:
The weighted rating for Management Team is 60.
Calculation of total weighted rating:
The total weighted rating is calculated by the summation of the individual weighted ratings.
The total weighted rating for B is 4w + 330.
Calculation for C:
Calculation of weighted rating:
The weighted rating is calculated by multiplying the importance weighted with individual rating.
Labor:
The weighted rating for Labor is 3w.
Quality procedures:
The weighted rating for Quality procedures is 150.
Logistics System:
The weighted rating for Logistics System is 15.
Price:
The weighted rating for Price is 100.
Trustworthiness:
The weighted rating for Trustworthiness is 15.
Technology in place:
The weighted rating for Technology in place is 60.
Management Team:
The weighted rating for Management Team is 30.
Calculation of total weighted rating:
The total weighted rating is calculated by the summation of the individual weighted ratings.
The total weighted rating for C is 3w + 370.
Calculation for D:
Calculation of weighted rating:
The weighted rating is calculated by multiplying the importance weighted with individual rating.
Labor:
The weighted rating for Labor is 5w.
Quality procedures:
The weighted rating for Quality procedures is 30.
Logistics System:
The weighted rating for Logistics System is 25.
Price:
The weighted rating for Price is 100.
Trustworthiness:
The weighted rating for Trustworthiness is 25.
Technology in place:
The weighted rating for Technology in place is 60.
Management Team:
The weighted rating for Management Team is 15.
Calculation of total weighted rating:
The total weighted rating is calculated by the summation of the individual weighted ratings.
The total weighted rating for D is 5w + 255.
Calculation of range of values for w:
The range of values is calculated by equating the total weighted rating of C with all the other outsourcing providers.
Equating C with A:
Equating C with B:
Equating C with D:
The weights are scaled from 1 – 30 as given in the question. The value of w can only be in the range of 1 to 30. From (1), (2), and (3) the range of ‘w’ so that C is the best outsourcing provider is w ≤ 25. It means that ‘w’ can be assigned a value starting from 1 to 25.
Company C is recommended for all values of ‘w’ such that 1 ≤ w ≤ 25.
Want to see more full solutions like this?
Chapter 2 Solutions
EBK PRINCIPLES OF OPERATIONS MANAGEMENT
- 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
- Rao Technologies, a California-based high-techmanufacturer, is considering outsourcing some of its electron-ics production. Four firms have responded to its request forbids, and CEO Mohan Rao has started to perform an analy-sis on the scores his OM team has entered in the table below. Weights are on a scale from 1 through 30, and the outsourc-ing provider scores are on a scale of 1 through 5. The weightfor the labor factor is shown as a w because Rao’s OM teamcannot agree on a value for this weight. For what range ofvalues of w, if any, is company C a recommended outsourcingprovider, according to the factor-rating method?arrow_forwardEZ-Windows, Inc. manufacturers replacement windows for the home remodeling business. In January, the company produces 15,000 windows and ended the month with 9,000 windows in inventory. EZ-Windows' management team would like to develop a production schedule for the next three months. A smooth production schedule is obviously desirable because it maintains the current workforce and provides a similar month-to-month operation. However, given the sales forecasts, the productioncapacities, and the storage capabilities as shown in Table 2, the management team does not think a smooth production schedule with the same production quantity each month possible.The company's cost accounting department estimates that increasing production by one window from one month to the next will increase total costs by $1.00 for each unit increase in the production level. In addition, decreasing production by one unit from one month to the next will increase total costs by $0.65 for each unit decrease in the…arrow_forwardForecast Data is given within problem. Cost Data is attached Southeast Soda Pop, Inc., has a new fruit drink for which it has high hopes. John Mittenthal, the production planner, has assembled the following cost data and demand forecast: LOADING... Click the icon to view the demand forecast. LOADING... Click the icon to view the cost data. John's job is to develop an aggregate plan. The three initial options he wants to evaluate are: • Plan A: a strategy that hires and fires personnel as necessary to meet the forecast. • Plan B: a level strategy. • Plan C: a level strategy that produces 1,000 cases per quarter and meets the forecast demand with inventory and subcontracting. Part 2 a) Which strategy is the lowest-cost plan? Try hiring and layoffs (to meet the forecast) as necessary (enter your responses as whole numbers). Hiring and Layoff Plan Quarter Forecast Production Hire (Units) Layoff (Units)…arrow_forward
- During a major expansion in 2004, Douwalla’s Import Company developed a new processing line for which the delivered equipment cost was $1.75 million. This year, the board of directors decided to expand into new markets and expects to build the current version of the same line. Estimate the cost if the following factors are applicable: construction cost factor is 0.20, installation cost factor is 0.50, indirect cost factor applied against equipment is 0.25, and the total plant cost index has risen from 2509 to 3713 over the years.arrow_forwardThe local blood donor clinic is considering 3 sites for the location of its new clinic. It has collected the following information. Different SME’s (subject matter experts) scored each of the non-economic factors. So, unfortunately, the scores for the non-economic factors are scaled differently. The scales are indicated on the table. The highest score is always the best value. For each of the Non-economic factors, it is possible to score the maximum for that factor. Factor Factor Weight Scale Site A Site B Site C Building Cost 0.3 $3.5 million $5.0 million $4 million Non-economic factors Road Access 0.2 0-5 4.0 2.5 1.5 Bus Access 0.25 0-4 2.0 3.2 4.0 Safety 0.2 0-3 2.0 1.5 2.5 Site Size 0.05 0-4 3.5 3.0 4.0 Using the factor rating (scaling) approach we studied in class and modified as appropriate, which site do you recommend? Why?arrow_forwardSoutheast Soda Pop, Inc., has a new fruit drink for which it has high hopes. John Mittenthal, the production planner, has assembled the following cost data and demand forecast: Click the icon to view the demand forecast. E Click the icon to view the cost data. John's job is to develop an aggregate plan. The three initial options he wants to evaluate are: • Plan A: a strategy that hires and fires personnel as necessary to meet the forecast. • Plan B: a level strategy. • Plan C: a level strategy that produces 1,000 cases per quarter and meets the forecast demand with inventory and subcontracting. a) Which strategy is the lowest-cost plan? Try hiring and layoffs (to meet the forecast) as necessary (enter your responses as whole numbers). Hiring and Layoff Plan Layoff (Units) Hire Quarter Forecast Production Inits) 1,300 1 1,700 Costs/Other Data Previous quarter's output = 1,300 cases Beginning inventory = 0 cases Stockout cost of backorders = $140 per case Inventory holding cost = $45 per…arrow_forward
- Borges Machine Shop, Inc., has a 1-year contract for the production of 250,000gear housings for a new off-road vehicle. Owner Luis Borges hopes the contract will be extended and the volume increased next year. Borges has developed costs for three alternatives. They are general-purpose equipment (GPE), flexible manufacturing system (FMS), and expensive, but efficient, dedicated machine (DM). The cost data follow: General-Purpose Equipment (GPE) Flexible Manufacturing System (FMS) Dedicated Machine (DM) Annual contracted units 250,000 250,000 250,000 Annual fixed cost $125,000 $200,000 $525,000 Per unit variable cost $16.00 $14.00 $13.00 The option GPE is best when the contracted volume is below…arrow_forwardA large global automobile manufacturer is considering outsourcing the manufacturing of a solenoid used in the transmission of its SUVs. The company estimates that annual fixed costs of manufacturing the part in-house, which include equipment, maintenance, and management, amounts to $6.7 million. The variable costs of labor and material are $7.75 per unit. The company has an offer from a major subcontractor to produce the part for $9.75 per unit. However, the subcontractor wants the company to share in the costs of the equipment. The automobile company estimates that the total cost would be $2.7 million, which also includes management oversight for the new supply contact. a. How many solenoids would the automobile company need per year to make the in-house option least costly? The company must consume View an example Get more help. Q solenoids to make the manufacturing the part in-house option least costly. (Enter your response rounded to the nearest whole number.) & + ( < ) 0 Clear all…arrow_forwardJamison Health Care is trying to decide if it should eliminate its orthopedic care division. Last year,the orthopedic division had a total contribution margin of $100,000 and allocated overhead costs of$200,000, of which $90,000 could be eliminated if the division were dropped. Based solely on theabove financial information, should Jamison keep the division?arrow_forward
- Purchasing and Supply Chain ManagementOperations ManagementISBN:9781285869681Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. PattersonPublisher:Cengage Learning