7 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:Factor DescriptionLabor qualityQuality of lifeTransportationFactor1234 Proximity to markets5 Proximity to suppliersTaxes67Energy SuppliesWeight18 14 15 16 14811AAI 2231231B3133141Site Scoresс4444554This exercise contains only part a.a) Based on the given information, using the factor-rating method, the best site for Eagle Electronics' new facility isresponse as an integer.)D1222112, with a total weighted score of (Enter your

The factor rating method is a decision-making tool that helps to evaluate and compare different…

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: Factor 1 2 3 Factor Description Labor quality Quality of life Transportation Weight 18 14 15 A 1 2 2 16 14 8 11 B 3 1 3 3 1 4 1 4 Proximity to markets 5 Proximity to suppliers 6 Taxes 7 Energy Supplies This exercise contains only part a. a) Based on the given information, using the factor-rating method, the best site for Eagle Electronics' new facility is response as an integer.) 3 2 3 1 Site Scores с 4 4 4 4 5 5 4 D 1 2 2 2 1 1 2 with a total weighted score of (Enter your

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: Factor 1 2 3 Factor Description Labor quality Quality of life Transportation Weight 18 14 15 A 1 2 2 16 14 8 11 B 3 1 3 3 1 4 1 4 Proximity to markets 5 Proximity to suppliers 6 Taxes 7 Energy Supplies This exercise contains only part a. a) Based on the given information, using the factor-rating method, the best site for Eagle Electronics' new facility is response as an integer.) 3 2 3 1 Site Scores с 4 4 4 4 5 5 4 D 1 2 2 2 1 1 2 with a total weighted score of (Enter your

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?
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?
Good Practice Example - Sourcing Process at Federal Express FedEx Corporation is a $20 billion market leader in transportation, information, and logistics solutions, providing strategic direction to six main operating companies. These are FedEx Express, FedEx Ground, FedEx Freight, FedEx Custom Critical, FedEx Trade Networks, and FedEx Services. Prior to the purchase of the Ground, Freight, and other non-express-based services, Federal Express had reorganized all of its major indirect spend in information technology, aircraft, facilities/business services, vehicles/fuel/ground service equipment, and supply chain logistics groups under the Strategic Sourcing and Supply group, led by Edith Kelly-Green. After the purchase of these different businesses, the supply management function was reorganized into a Center-led supply chain management (SCM) sourcing model. (“Center” refers to a Center of Excellence that focuses on centralizing sourcing strategy teams.) Over the last two years, FedEx…
A manager received an analysis of several cities being considered for a new office complex. The data (10 points maximum) are as follows: Factor Business services Community services Real estate cost Construction costs Cost of living Taxes Transportation A с Thus, Location Score A A B с Thus, 17 17 17 8 6 4 3 2 8 9 B 6 6 Click here for the Excel Data File a. If the manager weights the factors equally, how would the locations stack up in terms of their composite factor rating scores? 8 7 7 19 19 19 5 7 is/are the best. C 6 7 7 6 8 b. If business services and construction costs are given weights that are double the weights of the other factors, how would the locations stack up? is/are best and 4 8 is/are least desirable.
Sparkling group is a drinking water factory in US. As the business progresses, demand is increasing in Texas, Chicago and New York. And the company owner plans to build a factory so that customer needs in the area can be met without having to send from the main factory. Some of the considerations for decision making can be seen based on the data below: a. How much is the annual box sales volume for each area to be able to compete on a competitive advantage strategy with competitors? b. What do you suggest to the company based on the cost data above for the location of its factory construction? Explain why and use the calculation data so that decision making can be in accordance with the company strategy that you have learned.
Identify the most likely market structure for each of the following: (a) Mobile phones (in Australia) (b) Takeaway fast food (c) Sydney International Airport
Evaluating location alternatives by comparing their composite(weighted-average) scores involvesa) factor-rating analysis.b) cost-volume analysis.c) transportation model analysis.d) linear regression analysis.c) crossover analysis.
Determine Fall's seasonal factor from the information below. Seasons Past Sales Spring 350 Summer 200 Fall 600 Winter 450 Total 1,600 Group of answer choices a. 0.8 b. 1.8 c. 2.5 d. 1.5 e. 2.0
Given is a decision payoff table. Alternatives Small Facility Medium Facility Large Facility Low 26 18 -7 Future Demand Moderate 21 31 30 High 18 22 42 a) The best decision under uncertainty using MAXIMAX is to select Blank 1 facility b) The best decision under uncertainty using MAXIMIN is to select Blank 2 facility c) The best decision under uncertainty using LAPLACE/EQUALITY LIKELY is to select Blank 3 facility d) If the probabilities for Future Demand when it is Low-0.35, Moderate -0.30, and High-0.35, the expected monetary value (EMV) for the large facility-Blank 4.
Evaluating location alternatives by comparing their composite(weighted-average) scores involvesa) factor-rating analysis.b) cost–volume analysis.c) transportation model analysis.d) linear regression analysis.e) crossover analysis.
10.7. Delph Manufacturing Company is going to purchase an auto parts component from one of two competing suppliers. Delph is going to base its decision, in part, on the supply chain performance of the two suppliers. The company has obtained the following data for aver- age raw materials, work-in-process, and finished goods inventory value, as well as cost of goods sold for the suppliers: Supplier 1 Supplier 2 Cost of goods sold $8,360,000 $14,800,000 Raw materials 275,000 870,000 Work-in-process 62,000 550,000 Finished goods 33,000 180,000 brsalu Each company operates 52 weeks per year. Determine which supplier has the best supply chain performance according to inventory turns and weeks of supply. What other factors would the company likely take into account in selecting a supplier?