8.24Eagle Electronics must expand by building a second facility. The search has been narrowed down tolocating the new facility in one of four cities: Atlanta (A), Baltimore (B), Chicago (C), or Dallas (D). Thefactors, scores, and weights follow:SCORES BY SITEв5 4 4 5FACTORWEIGHT (W)ADLabor quality2 Quality of life20162 3 4 13Transportation1634Proximity tomarkets14345Proximity tosuppliers122334Тахes12257 Energy supplies10433b) For what range of values for the weight (currently w 7 = 10) does the site given as the answer to part(a) remain a recommended site?

8.24 Eagle Electronics must expand by building a second facility. The search has been narrowed down to locating the new facility in one of four cities: Atlanta (A), Baltimore (B), Chicago (C), or Dallas (D). The factors, scores, and weights follow: SCORES BY SITE I FACTOR WEIGHT (W) B с D 1 Labor quality 20 44 5 2 Quality of life 16 3 4 1 3 Transportation 16 4 3 2 4 Proximity to markets 14 3 4 5 Proximity to suppliers 12 3 4 6 Taxes 12 5 7 Energy supplies 10 3 3 | b) For what range of values for the weight (currently w 7 = 10) does the site given as the answer to part (a) remain a recommended site? A 525 3 5 225 354 min m

8.24 Eagle Electronics must expand by building a second facility. The search has been narrowed down to locating the new facility in one of four cities: Atlanta (A), Baltimore (B), Chicago (C), or Dallas (D). The factors, scores, and weights follow: SCORES BY SITE I FACTOR WEIGHT (W) B с D 1 Labor quality 20 44 5 2 Quality of life 16 3 4 1 3 Transportation 16 4 3 2 4 Proximity to markets 14 3 4 5 Proximity to suppliers 12 3 4 6 Taxes 12 5 7 Energy supplies 10 3 3 | b) For what range of values for the weight (currently w 7 = 10) does the site given as the answer to part (a) remain a recommended site? A 525 3 5 225 354 min m

Purchasing and Supply Chain Management

6th Edition

ISBN:9781285869681

Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

Publisher:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

ChapterC: Cases

Section: Chapter Questions

Problem 5.3SD: Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling...

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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 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?
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?
Direction: Solve the following case and show your solution by manual computation or MS Excel. 1. A supermarket average monthly sales for the past eight is shown: Average monthly sales (millions of pesos) Year 1 5 2 6. 8 4 7 10 6 9. 7 13 12 a. Draw the scatter diagram b. With a ruler, draw rend line on your scatter diagram c. Solve for the equation of the Least Square Regression Line d. Interpret the behavior of the points with respect to the trend Line e. If the eight years was last year and assuming that the trend sales continues. What is your estimate of the average monthly sales for next year? Year after next?
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…
Given is a decision payoff table and a Sub Decision Payoff Table. Use Minimax Regret as an evaluation criterion to evaluate alternatives. Alternatives Low Future Demand Moderate High Small Facility 52 42 43 Medium Facility 50 49 49 Large Facility -15 38 Alternatives Small Facility Medium Facility Large Facility Worst Regrets ? ? ? a) The worst regrets for alternative Small Facility is Blank 1 b) The worst regrets for alternative Medium Facility is Blank 2 c) The worst regrets for alternative Large Facility is Blank 3 d) The best course of action or decision by using Minimax Regret is to select Blank 4 facility 51
What markets should we be looking for, for profitable real estate investments? diagrammatically) (also
Given is a decision payoff table and a Sub Decision Payoff Table. Use Minimax Regret as an evaluation criterion to evaluate alternatives. Future Demand Alternatives Low Moderate High Small Facility 31 18 15 Medium Facility 20 35 21 Large Facility -10 31 35 Alternatives Worst Regrets Small Facility ? Medium Facility ? Large Facility ? a) The worst regrets for alternative Small Facility is ( ) b) The worst regrets for alternative Medium Facility is ( ) c) The worst regrets for alternative Large Facility is ( ) d) The best course of action or decision by using Minimax Regret is to select ( ) facility
John and Jane Darling are newlyweds trying to decide amongseveral available rentals. Alternatives were scored on a scaleof 1 to 5 (5 = best) against weighted performance criteria,as shown in Table 13.7. The criteria included rent, proximity to work and recreational opportunities, security, and otherneighborhood characteristics associated with the couple’svalues and lifestyle. Alternative A is an apartment, B is abungalow, C is a condo, and D is a downstairs apartment inJane’s parents’ home.Which location is indicated by the preference matrix? Whatqualitative factors might cause this preference to change?
The personnel manager ranked all the criteria, except salary, in order of importance and then assigned weights as follows: COMMITMENT100 MANAGEMENT EXP 70 IDEAS 65 CHARITY EXP 55 EDUCATION 10 *Note that, on the basis of the application form, all of the candidates appeared to be equally committed to the charity* Q: Discuss whether the method the personnel manager used to assess these weights is appropriate