TransCan Industries has been operating at 90 percent capacity the past few years. In each of these years, TransCan generated sales of $13.50 million. By what percentage can TransCan increase its sales before full capacity is reached? Round your answer to two decimal places.
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TransCan Industries has been operating at 90 percent capacity the past few years. In each of these years, TransCan generated sales of $13.50 million. By what percentage can TransCan increase its sales before full capacity is reached? Round your answer to two decimal places.
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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?Hahn Manufacturing purchases a key component of one of its products from a local supplier. The current purchase price is $1,500 per unit. Efforts to standardize parts succeeded to the point that this same component can now be used in five different products. Annual component usage should increase from 150 to 750 units. Management wonders whether it is time to make the component in-house rather than to continue buying it from the supplier. Fixed costs would increase by about $40,000 per year for the new equipment and tooling needed. The cost of raw materials and variable overhead would be about $1,100 per unit, and labor costs would be $300 per unit produced. so What is the break-even quantity?
- by using SOWT analysis, Choose a facility or company and then analyze its current situation using the SOWT model. What results or recommendations do you see fit?Since opening day, Arnold Palmer Hospital has experienced an explosive growth in demand for its services. One of only six hospitals in the U.S. to specialize in health care for women and children, Arnold Palmer Hospital has cared for over 1,500,000 patients who came to the Orlando facility from all 50 states and more than 100 other countries. With patient satisfaction scores in the top 10% of U.S. hospitals surveyed (over 95% of patients would recommend the hospital to others), one of Arnold Palmer Hospital’s main focuses is delivery of babies. Originally built with 281 beds and a capacity for 6,500 births per year, the hospital steadily approached and then passed 10,000 births. Looking at Table S7.4 , Executive Director Kathy Swanson knew an expansion was necessary. With continuing population growth in its market area serving 18 central Florida counties, Arnold Palmer Hospital was delivering the equivalent of a kindergarten class of babies every day and still not meeting demand.…What happens when demand exceeds capacity?
- How does Red Lobster, described in the Global Company Profile, lind competitive advantage in its supply chain?Operation research 1 answer with detailed solutionUnited States Input Output Table This exercise requires the use of technology MY NOTES ASK YOUR TEACHER PRACTICE ANOTHER Four sectors of the U.S. economy are (1) motor vehicles, (2) truck and bus bodies, trailers, and motor vehicle parts(3) airorat and parts, and (4) ather traportation equpment. Suppose that in 1998 the input-output table involving these four sectors was as follows (al figures in millions of dollars). To :4 1. 75 1092 1,207 2. 64,858 13,081 1,070 From 21,702 1,375 Total Output 230,676 135,108 129,37644,133 Determine how these four sectors would react to a simultaneous increase in demand $2,500 miltion in every sector, By how much (in millions ef dollars) woud uach sector need to Increase production? (Round answers to four signifficant digits.) sector 1 million sector 2 million millon sector 3 sector 4 million
- After deciding to have three machines to meet the forecast demand for the coming five years, you are considering the following information to decide on the best machines to buy. Alternative Economic life Investment/machine Salvage value/machine Capacity Italian 9 $200000 12000 100 unit/hour German 9 $250000 25000 100 unit/hour Japanese 9 220000 30000 100 unit/hour You are expecting to sell 2500 units a day 5 days a week at a unit cost of $3 with annual incease of 1%. Labor per hour per machine is $10 and expected to remain the same over the whole period. Annual material cost (including waste) is expected to be $250000 for the German machine, $220000 for the Italian and $200000 for the Japanese. Maintenance and other operating expenses (excluding depreciation) are expected to total $180000 per year with annual increase of 3%. Which machine would you buy if the the cost of capital (discount rate is 12%).Q The owner of a small manufacturing business has patented a new device for washing dishes. Before trying to commercialize the device and add it to the existing line of products, the entrepreneur wants reasonable assurance of success. Variable costs are estimated at Rs. 50 per unit produced and sold. Fixed costs are Rs. 4,00,000 per year. A) If selling price is set at Rs. 250, how many units must be produced and sold to break-even? B) Forecasted sales for the first year are 4500 units, if price is reduced to Rs. 150. With this pricing strategy, what would be the product’s profit?In its supply chain, how does Darden Restaurants, as defined in the Global Company Profile, gain a competitive advantage?