According to the Columbia Accident Investigation Board, the root cause of the Columbia disaster was directly tied to Management’s unwillingness to adequately address the tradeoffs between the program’s conflicting goals of: Group of answer choices A) Cost, schedule, and safety B) Schedule, morale, and risk C) Safety, customer satisfaction, and schedule D) Cost, risk, and test flights

According to the Columbia Accident Investigation Board, the root cause of the Columbia disaster was directly tied to Management’s unwillingness to adequately address the tradeoffs between the program’s conflicting goals of: Group of answer choices A) Cost, schedule, and safety B) Schedule, morale, and risk C) Safety, customer satisfaction, and schedule D) Cost, risk, and test flights

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. 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?
Question 2: According to the CAIB and the Rogers Commission, NASA managers had an intense focus on which of the following: Group of answer choices A) Meeting budgets B) Meeting customer satisfaction benchmarks C) Meeting quality and safety standards D) Meeting the launch schedule
Problem-3: White & Becker Tools (W&B) requires 2,000 electric motors next month for its product line of weed trimmers. Each motor is composed of three components: a coil, a shaft, and housing. W&B has the capability to produce these components or purchase them from an outside vendor. The costs of producing them and purchasing them are shown in the following table. COMPONENT Coil Shaft Housing PRODUCTION COST PER UNIT Fabrication 0.5 0.4 Molding Inspection 0.2 $2.60 $1.80 $1.40 The components that are produced by W&B must pass through three departments: fabrication, molding, and inspection. The number of hours each component requires in each department and the total number of hours available next month in each department are shown in the following table: 0.2 0.7 PURCHASE COST PER UNIT DEPART- COIL SHAFT HOUSING AVAILABILITY MENT (HR.) (HR.) (HR.) (HR.) $3.12 $2.16 $1.68 0.6 0.3 0.4 3,000 3,000 1,800 In order to determine the number of components that will be produced and the number that…
V what is feasibility Report ?Define when and why we need it And also define who prepare this document.
Question: Develop a problem statement for the scenario given below by considering the variables involved? Suppose you are a manager of a beverage company. You have recently witnessed a sudden decrease in sales. It has been widely accepted that due to Covid-19, the purchasing power of consumers has been declined. On the other hand in such situations, sales personnel avoid roaming for selling to avoid contact. The sudden decrease in the number of hours work and alternate shifts due to Covid-19 SOPs also resulted in a low-profit margin. You have to figure out the actual reason for the decline in sales as a manager.
Question 2 A company is planning to produce televisions for home use. The activities necessary to built an experimental model and related data are given in the following table: Time (weeks) Cost (dollars) Crash Immediate Feasible Time Crash Activity Normal Crash Normal Predecessors Reduction cost/week A 3 2 1000 1400 В 2 1 2000 2500 C 1 1 300 300 D 3 1 1200 1600 A 6. 3 875 1100 В F 1 4400 5000 C G 4 3 1600 1950 D, E H 1 1 1000 1000 F, G а. What is the project completion date and critical path? b. Crash the project to 9 weeks at the least cost by drawing the AON networks and explaining crashing costs for each reduction weeks. с. Determine the total project cost after crashing.
Q/Choose a suitable question for each of the following answers. 1-Harry works for an international company in Dallas. * Where Harry is working and in which place? For what company Harry does work and where? For what and where does Harry work ? Does Harry work in an international company in Dallas?
Question Completion Status: Year 1 2 seconds. Tucson Macninary, Inc. manufacturers numerically controlled macnines (NCMS), which sell for an average price of $0.5 million each. Sales for these NCMS for the past two years were as follows: P Quarter 1 Quarter 2 Quarter 3 Quarter 4 12 18 26 16 16 24 28 18 What season factor would be associated with the fourth quarter? Show the formula you used and how you derived the answer. For the toolbar, press ALT+F10 (PC) or ALT+FN+F10 (Mac). BIUS Paragraph Arial A Moving to another question will save this response. 10pt hyji 27 描く A Bb toggle_stat... A N IQ5 0 WORDS POWERED BY TINY Question 8 of 19 > >> 1:34 PM 9/30/2022
Research topic: The study of customers’ behavior towards online shopping as opposed to in-store at a Supermarket. The Problem: would there be a problem conducting such research topic? If so, what are the possible problems?
3. General Construction Company General Construction Company has a contract to build three lower‐income apartment buildings for the city of Santa Fe, New Mexico. During the construction of the first building, the Project Manager formed an auditing team to audit the construction process for each building. He asked the team to develop a list of minimum requirements for the projects and use this as a baseline in the audit. While reviewing the contract documents, one of the audit team members found a discrepancy between the contract minimum requirements and the City’s minimum requirements. Based on his findings, he has told the project manager that he has decided to contact the city administrator and discuss the problem. Question: If you were the project manager, how would you handle this situation? How can a customer be assured of satisfactory project completion?
Question: Round Tree Manor is a hotel that provides two types of rooms with three rental classes: Super Saver, Deluxe, and Business. The profit per night for each type of room and rental class is as follows: Rental Class Room Super Saver Deluxe Business Type I $35$ 37— Type II $24 $34$ 43 Type I rooms do not have wireless Internet access and are not available for the Business rental class. Round Tree's management makes a forecast of the demand by rental class for each night in the future. A linear programming model developed to maximize profit is used to determine how many reservations to accept for each rental class. The demand forecast for a particular night is 120 rentals in the Super Saver class, 65 rentals in the Deluxe class, and 40 rentals in the Business class. Round Tree has 105 Type I rooms and 115 Type II rooms. Use linear programming to determine how many reservations to accept in each rental class and how the reservations should be allocated to room types.…