B2. Explain how the Triple Bottom Line Framework (TBL) enables the organization, to attain:Social Sustainability, Economic Sustainability, Environmental Sustainability and the challenges faces in implementing TBL on any chosen industry sectors or companies.
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B2.
Explain how the Triple Bottom Line Framework (TBL) enables the organization, to attain:Social Sustainability, Economic Sustainability, Environmental Sustainability and the challenges faces in implementing TBL on any chosen industry sectors or companies.
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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?I. Discuss any FIVE (5) barriers of SHRM implementation in the respective organization. Supplement your finding with appropriate example or evidence.
- Explain the term sustainability and it's relevance for the organization?Give three examples of organizations that have acquired or developed new technologies to support the following objectives and provide a short rationale for each example: reducing cost reducing lead time or lead time variability improving quality increasing flexibility and the ability to customizeEnlist the objectives of Environmental Impact Assessment(EIA) b) Explain different parameters to be discussed in EIA report.
- Construct an EFE Matrix for IU’s business school using the five steps as follows:1. List key external factors as identified in the external-audit process. Include a total of 20 factors from both the opportunities and threats.2. Assign to each factor a weight from 0 to 1. These weights show the relative importance. The total of all the weights should equal 1.3. Assign a 1 to 4 rating to each factor to indicate how effective the firm’s current response strategy is.4. Multiply each factor’s weight by its rating to get a weighted score.5. Sum the weighted scores for each variable to determine the total weighted score for the organization.Recognizing the growing importance of sustainability, Sonoco, a global leader in sustainable packaging, has established a Corporate Sustainability Council, reporting directly to Harris DeLoach, Jr., the chairman, president, and chief executive officer, who describes the substance of Sonoco’s stra-tegic intent in this way: “By balancing and integrating environmental stewardship, social responsibility and economic performance within our business strategy and culture, Sonoco is becoming more competitive and better prepared to meet the challenges of the future.” According to the company’s 2009 Sustainability Annual Report, “The purpose of the Sonoco Corporate Sustainability Council is to provide oversight, guidance, and direction on social, community and environmental issues that have potential impact on the reputation and long-term economic viability of the Company and our stakeholders.” The Sonoco approach can best be described as a triple bottom line approach, consisting of a company’s…What are the reasons as to why firms should care about sustainability. Which is the most important reason and why is it the most important? What are some examples of these reasons as to why firms should care about sustainability?
- PEST analysis, Industry structure analysis(Porter's 5 forces and Industry key success factor) of J K TyresHow does sustainability align with an organization's long-term strategic goals and objectives?CEAT Redesigning Supply Chain System CEAT top management, together with McKinsey, undertook a complete redesigning of their supply chain It was advised first to make use of IT in CEAT for reducing costs and increasing utilization of assets. Second, supply chain management (SCM) should come out of the marketing shadow and take its place as a strategic change initiator and an independent function. The key factors responsible for this change were: • Placing logistics division as the link between manufacturing and marketing, Continuous flow of information for reducing delays and ensuring 100 per cent reliability: Availability of right product at the right place at the right time and quantity: Implementation of SCM down the line for providing effective services, Understanding the markets and customers (3000 dealers, Original Equipment Manufactures (OEMs) and. exports): Detailed planning of the distribution system from multiple factories and warehouses; Identifying factors for correction…