Teloxy Engineering (A) Teloxy Engineering has received a onetime contract to design and build 10 000 units of a new product. During the proposal process, management felt that the new product could be designed and manufactured at a low cost. Some members felt that it would be more economical to purchase the product for R200 each in the marketplace, with an extra R20 per unit handling of the 10 000 units. The Management team set up a meeting with the manufacturing team to see if they can manufacture the component at a cheaper price than buying it from the outside. The manufacturing team informs them that it can produce a maximum of 10,000 units, just enough to fulfil the contract. The setup cost will be R100 000 and the raw material cost is R120 per component. Since Teloxy has never manufactured this product before, manufacturing expects the following defects:
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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. 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.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?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?
- board ection(s) est 2-Project scription) ack HS d safe HS risk = advice HS advice plio B aration WHS616 Product 1: Question 9. Specialists Sometimes specialist and other advisors' input may be needed as part of applying safe design principles to control WHS risks. Explain why this might be needed. For each of the two products, list who these specialists/other advisers could be. You have 6 unsubmitted section(s). This module Previous Move to Next Section Submit Secti Q Search 03A product at the Jennings Company enjoyed reasonable sales volumes, but its contributions to profits were disappointing. Last year, 17,500 units were produced and sold. The selling price is $22 per unit, the variable cost is $18 per unit, and the fixed cost is $80,000.a. What is the break-even quantity for this product? Use both graphic and algebraic approaches to get your answer.b. If sales were not expected to increase, by how much would Jennings have to reduce their variable cost to break even?c. Jennings believes that a $1 reduction in price will increase sales by 50 percent. Is this enough for Jennings to break even? If not, by how much would sales have to increase?d. Jennings is considering ways to either stimulate sales volume or decrease variable cost. Management believes that either sales can be increased by 30 percent or that variable cost can be reduced to 85 percent of its current level. Which alternative leads to higher contributions to profits, assuming that each is…How did the requirements prioritization activity go? What were the issues and challenges? How can the issues and challenges be resolved?
- case...Product Description Publication Date: June 05, 2014 Source: Stanford Graduate School of Business The case follows Jim and Debbie Aung-Din Taylor, an American couple with backgrounds in international development, as they found and build Proximity Designs, a social enterprise in Myanmar. Initially, the Taylors are focused on redesigning the treadle pump for Myanmarese farmers, using design thinking and processes to formulate a pump that is affordable to their extremely impoverished target customers. However, the Taylors soon realize that they also need to build a distribution network in order to sell their products. Along the way, a natural disaster (Cyclone Nargis) and political reforms in the country create both new challenges and new opportunities for Proximity. Product #: IDE06-PDF-ENG Pages: 26 Related Topics: Product development, Entrepreneurship Question As Jim and Debbie Taylor, what would you do about Proximity’s irrigation business? Consider its relevance to…case...Product Description Publication Date: June 05, 2014 Source: Stanford Graduate School of Business The case follows Jim and Debbie Aung-Din Taylor, an American couple with backgrounds in international development, as they found and build Proximity Designs, a social enterprise in Myanmar. Initially, the Taylors are focused on redesigning the treadle pump for Myanmarese farmers, using design thinking and processes to formulate a pump that is affordable to their extremely impoverished target customers. However, the Taylors soon realize that they also need to build a distribution network in order to sell their products. Along the way, a natural disaster (Cyclone Nargis) and political reforms in the country create both new challenges and new opportunities for Proximity. Product #: IDE06-PDF-ENG Pages: 26 Related Topics: Product development, Entrepreneurship Question As Jim and Debbie Taylor, what would you do about Proximity’s lending business? Consider its relevance to…Equipment ExpensesAnalyze the cost differences for a project that needs the use of a trencher Compare the cost differences between renting and buyingâamortizing the purchase price over a five-year period Which would be the best approach, renting or purchasing? Explain how equipment expenses differ from other installed construction items, such as lumber and steel What unique accounting aspects need to be considered when estimating equipment used in a construction estimate? Submission Requirements:Submit a Word document with the following specifications: Font: Arial, size 12, double-spacing Citation style: APA Length: 2â3 pages
- Can you prepare a diagram of the trade-off rule? Must have the following columns: Factors, Trade-off rule and comments. For a better understanding: The trade-off rules I would like must relate to the development of convertible heel shoes. P.S No paragraphs please, just the tableYou are the proposal manager for an opportunity to design and build a new assembly line for the production of artificial heart valves. A required equipment item is a 3-D X-ray inspection system. You have discussed purchase of the equipment with management, and their preference is to purchase the item as the assembly line is nearing completion (potentially up to 6 months away). You can use a rough estimate for the bid but would like to know the cost range you could anticipate in order to quantify project risk. The current price of the system is $75,500.00, and the current cost for installation is 15% of the purchase price. Price could vary by as much as +/- 10%, and installation may vary by +/- 5%, although the prices have not varied by that much in the past 6 months.…A company is anxious to sign a 3-year software operation contract for an ERP (Enterprise Resource Planning) software package. The company has already acquired experience in the provision of software operation services for the ERP package. The multinational organization suggests paying a lump sum for user support, corrective and adaptive maintenance tasks, and a separate payment for functional improvements, based on the characteristics of each request. The pressure from the Sales Department to immediately sign the contract left little time to prepare a proposal, and practically no time for a contract review. What risks are entailed by neglecting to hold a contract review?