If you were a consultant for the city of St. Louis list three things they should to to make up for the loss of the St. Louis Rams.
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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?PRODUCT/SERVICE: DENTAL CLINIC Determine the market (based on competitiveness) and what will be the plan of action to make sure you can participate in it.
- A manager has received an analysis of several cities being considered for a new order fulfillment center (warehouse) for the Shop at Home Network. The scores (scale is 10 points = best) are contained in the table below. Factor Business services Community services Real estate cost Construction costs Operating costs Business taxes Transportation costs W 7 5 7 8 5 6 8 X 9 7 3 6 4 9 6 Y 5 6 7 5 7 6 7 Z 4 7 6 5 6 4 8 i. If the manager weights the factors equally, how would the locations be ranked? ii. If transportation costs and real estate costs are given weights that are triple the weights of the others, should the locations be ranked differently?Is the cost volume profit analysis can be applied in service operator companies in making their analysis? Explain.1. Base on your own understanding, explain the importance of Feasibility study in designing the food service facility?
- English Petroleum (EP) has to decide whether or not to drill for oil in a particular place. After its recent disaster in gulf, it has decided to conduct a thorough analysis before venturing into any new exploration projects. An in-house analysis revealed the following information: There are three possible results of drilling: a high yield with NPV $100 million, a moderate yield with NPV $50 million, or no oil. The drilling operation costs $50 million. At similar places, 50%, 30%, and 20% of previous drillings have given high, moderate, or no yield respectively. 1. Should EP drill for oil? What is the expected value associated with the decision. Now suppose a seismic test is available which would indicate a favorable, neutral, or discouraging prospects for the drilling. • There is a 52% chance the test will give favorable results; if it does, the respective probabilities of High, Moderate, or No yield become 35/52, 15/52, and 2/52. • There is a 22% chance the test will give neutral…1. Read the following case study and answer the questions: London Elevator Repair London Elevator Repair (LER) provides a maintenance and repair service for a variety of elevator systems. Its customers include department stores and other business organizations throughout the London. The elevator systems include conventional lifts, paternosters, and escalators. Customers can take out a maintenance contract with LER, for which they pay on an annual basis. One maintenance contract can cover several elevators (for example, all of the escalators in a department store). Due to their nature, some elevators are covered by an individual contract (for example, a paternoster would have its own contract rather than be included in a contract for the maintenance of conventional lifts). Hence each customer can have more than one maintenance contract. The hourly rate to be charged for engineers’ time is agreed as part of the contract negotiations. In addition to the work carried out under…Company: ABC Civil Engineering - an engineering firmSituation: ABC company has recently made significant cuts in staff and the workload on existingemployees has increased. A major RFP is dueCharacters: Ted Waltz – Managing Director of ABC EngineeringElaine Tillman – Civil Engineer____________________________Elaine Tillman looked at her watch – it was 7:30 pm. Just then she knew she would not make it to her son’s final high school basketball game. It took her a moment to collect herself and wipe the tear that had started down her face and onto the ragged-edged 100 plus page RFP she was working on. The RFP,the largest opportunity that ABC Civil Engineering had a chance to bid on in 6 months, was far fromready for the 9:00 AM deadline the following day.Normally in this situation, Elaine would have collaborated with a proposal team putting together such a big proposal but, since the economic down turn hit, ABC has had to make significant cuts in its staff. It started with administrative…
- Company: ABC Civil Engineering - an engineering firmSituation: ABC company has recently made significant cuts in staff and the workload on existingemployees has increased. A major RFP is dueCharacters: Ted Waltz – Managing Director of ABC EngineeringElaine Tillman – Civil Engineer____________________________Elaine Tillman looked at her watch – it was 7:30 pm. Just then she knew she would not make it to her son’s final high school basketball game. It took her a moment to collect herself and wipe the tear that had started down her face and onto the ragged-edged 100 plus page RFP she was working on. The RFP,the largest opportunity that ABC Civil Engineering had a chance to bid on in 6 months, was far fromready for the 9:00 AM deadline the following day.Normally in this situation, Elaine would have collaborated with a proposal team putting together such a big proposal but, since the economic down turn hit, ABC has had to make significant cuts in its staff. It started with administrative…ANSWER THE FOLLOWING: 1. Statement of the problem 2. Causes of the problem 3. Decision criteria and alternative solutions 3. Recommended solution, implementations, and justifications Case study: The Kundiman Communications Corporation (KCC) is a local company with more than 2,000persons in its payroll. The company’s top management is composed of the President, VP for Marketing, VP for Operations, and the VP for Administration. A member of the staff, Engineer Lorenzo de Guzman, an electronics engineering graduate, has just received an order from his immediate superior, the VP for Operations, to head the newly built telecommunications facility in Antipolo, Rizal. So far, he is the only company personnel identified with the new facility. He was given three months to make the facility operational. Engineer de Guzman appraised that for the Antipolo unit to operate, it will require the services of a number of persons skilled in the various activities that will be undertaken. As he has been…ABC company plans to produce a new line of laptop computers. Management wants to decide either to purchase keyboard for the new computers from an outside supplier or to manufacture them in the factory. If they buy from the supplier each keyboard will cost 100$. However, if they set up the assembly process required within the company it will cost an initial investment of $100,000. After the set up company can produce each keyboard in the factory for $75. Calculate the break-even point. Comment which option is better below and above the break-even point.