Purchasing and Supply Chain Management
6th Edition
ISBN: 9781285869681
Author: Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson
Publisher: Cengage Learning
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Question
Chapter C, Problem 3.2A
Summary Introduction
To explain: The reason why it is important to prove that a process is capable even before developing the statistical control limits.
Case summary:
Person BE is a quality engineer at Company ID. The commodity team has been assigned the responsibility of evaluation, negotiating, and selecting suppliers to be used in the company. The suppliers have a major impact on product quality. Person BE received a call regarding a manufacturing problem repeating continuously at a plant. Person BE was focused on identifying the process responsible for the defective component.
The management of supplier quality is an important aspect of any type of business that relies on the suppliers for the provision of goods and services. The activities involved are the management, monitoring, and response to changes in the ability of the supplier to satisfy the needs of the customers with the agreed upon quality.
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Can you guys help me with this? Thank you!
Here's the question: Compared to the CONSTRAINT model, how has the network changed? How do you plan to add contingency to your network? Please answer this thoroughly
Here's the what-if scenario: Assume that the LA warehouse becomes temporarily or even indefinitely disabled since facing a large-scale labor disruption. Re-optimize the network considering this new constraint.
Here's the scenario comparison analysis:
Scenario Constraint Scenario vs What-if Scenario
Summary The Constraint Scenario exhibits a higher total cost of $7,424,575.45 compared to the What-if Scenario's total cost of $6,611,905.60, signifying a difference of approximately $812,669.85, which indicates a more expensive operation in the Constraint Scenario. The average service time is slightly higher in the Constraint Scenario (0.72 days vs. 0.70 days), suggesting that the What-if Scenario provides a marginally quicker service. Moreover, the average end-to-end service time…
Chapter C Solutions
Purchasing and Supply Chain Management
Ch. C - Avion, Inc. Susan Dey and Bill Mifflin,...Ch. C - Prob. 1.2ACh. C - Prob. 1.3ACh. C - Prob. 1.4ACh. C - Prob. 1.5ACh. C - Avion, Inc. Susan Dey and Bill Mifflin,...Ch. C - Avion, Inc. Susan Dey and Bill Mifflin,...Ch. C - Prob. 1.8ACh. C - Prob. 1.9ACh. C - Prob. 1.10A
Ch. C - The Global Sourcing Wire Harness Decision Sheila...Ch. C - The Global Sourcing Wire Harness Decision Sheila...Ch. C - The Global Sourcing Wire Harness Decision Sheila...Ch. C - The Global Sourcing Wire Harness Decision Sheila...Ch. C - The Global Sourcing Wire Harness Decision Sheila...Ch. C - Prob. 3.1ACh. C - Prob. 3.2ACh. C - Prob. 3.3ACh. C - Prob. 3.4ACh. C - Prob. 3.5ACh. C - Prob. 3.6ACh. C - Prob. 3.7ACh. C - Prob. 3.8ACh. C - Prob. 3.9ACh. C - Prob. 3.10ACh. C - Prob. 3.11ACh. C - Prob. 3.12ACh. C - Prob. 3.13ACh. C - Prob. 5.1SACh. C - Prob. 5.2SACh. C - Prob. 5.3SACh. C - Prob. 5.4SACh. C - Prob. 5.1SBCh. C - Prob. 5.2SBCh. C - Scenario 3 Ben Gibson, the purchasing manager at...Ch. C - Scenario 3 Ben Gibson, the purchasing manager at...Ch. C - Scenario 4 Sharon Gillespie, a new buyer at...Ch. C - Scenario 4 Sharon Gillespie, a new buyer at...Ch. C - Scenario 4 Sharon Gillespie, a new buyer at...Ch. C - Prob. 6.2ACh. C - Prob. 6.3ACh. C - Prob. 6.4ACh. C - Prob. 6.5A
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- Can you guys help me with this? Thank you! Here's the question: Compared to the CONSTRAINT model, how has the network changed? How do you plan to add contingency to your network? Please answer this throughly Here's the what-if scenario: Assume that Dallas plant has lost power. It cannot serve the DCs anymore and has to remain locked indefinitely. Re-optimize the network considering this new constraint. Here's the scenario comparison analysis: Scenario Constraint Scenario vs What-if Scenario Summary In comparing the Constraint Scenario to the What-if Scenario, a few key differences highlight the efficiencies evident in the supply chain. Firstly, the total cost in the Constraint Scenario is lower at $7,424,575.45, while the What-if Scenario incurs a total cost of $7,486,369.12, resulting in a cost delta of $61,793.67. Additionally, although both scenarios exhibit the same average service time of 0.72 days, the What-if Scenario has a more favorable average end-to-end service time of 2.41…arrow_forwardEmployee In-Service Training ASSIGNMENT: In-Service Training. The intern is required to plan and implement two in-service training sessions for employees. Each in-service should last at least 10 but not more than 30 minutes and should be given to all employees affected. The preceptor or supervisor/unit manager must approve all in-service topics. 1) One presentation should be related to a policy or procedure of any kind (e.g. proper use of equipment); 2) The second presentation must be related to sanitation or safety. For each in-service presentation, the intern must develop a written class plan and a visual aid (may be a handout, poster, PowerPoint slide presentation, etc.) appropriate to the life experiences, cultural diversity and educational background of the target audience. The intern must also measure behavior change. Note, this cannot be measured by a written pre- and post- test. That would be measuring knowledge. The intern mustactually observe and document that the learners…arrow_forwardFor a dietary manager in a nursing home to train a dietary aidearrow_forward
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