CASE 3: Which of the following capacity assessment criteria is the infertility specialist likely questioning? A. Mary's ability to give clear reasoning for her decision B. Mary's ability to make a choice consistent with her expressed goals and values C. Mary's ability to understand relevant medical information including the risks and benefits associated with her decision

CASE 3: Which of the following capacity assessment criteria is the infertility specialist likely questioning? A. Mary's ability to give clear reasoning for her decision B. Mary's ability to make a choice consistent with her expressed goals and values C. Mary's ability to understand relevant medical information including the risks and benefits associated with her decision

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. What level of incremental sales should the company analyst attribute to the new line of baked chips? b. Assume that 20 percent of Morten's existing customers are actively looking for a healthier snack alternative and will move to another company's baked chip offering if Morten does not introduce the new product. What level of incremental sales would you attribute to the new line of baked chips in this circumstance?
i. Complete the following decision matrix Criteria (ranked by normalized criteria value) Performance 0.35 1.75 0.7 1.4 Safety 4. Appearance 0.1 0.3 0.3 0.2 Inexpensive 0.15 0.6 0.75 Totals 3.45 4.35 Which Design Alternative will you choose and explain your decision? 11. 2. LO LO 3. 3.
A Unique Training Program at UPS Mark Colvard, a United Parcel Manager in San Ramon, California, recently faced a difficult decision. One of his drivers asked for 2 weeks off to help an ailing family member. But company rules said this driver wasn’t eligible. If Colvard went by the book, the driver would probably take the days off anyway and be fired. On the other hand, Colvard chose to give the driver time off. Although he took some heat for the decision, he also kept a valuable employee. Had Colvard been faced with this decision 6 months earlier, he says he would have gone the other way. What changed his thinking was a month he spent living in McAllen, Texas. It was part of a UPS management training experience called the Community Internship Program (CIP). During his month in McAllen, Colvard built housing for the poor, collected clothing for the Salvation Army, and worked in a drug rehab Center. Colvard gives the program credit for helping him empathize with employees facing crises…
A Unique Training Program at UPS Mark Colvard, a United Parcel Manager in San Ramon, California, recently faced a difficult decision. One of his drivers asked for 2 weeks off to help an ailing family member. But company rules said this driver wasn’t eligible. If Colvard went by the book, the driver would probably take the days off anyway and be fired. On the other hand, Colvard chose to give the driver time off. Although he took some heat for the decision, he also kept a valuable employee. Had Colvard been faced with this decision 6 months earlier, he says he would have gone the other way. What changed his thinking was a month he spent living in McAllen, Texas. It was part of a UPS management training experience called the Community Internship Program (CIP). During his month in McAllen, Colvard built housing for the poor, collected clothing for the Salvation Army, and worked in a drug rehab Center. Colvard gives the program credit for helping him empathize with employees facing crises…
List the steps in the decision-making process.
Log in to the site AClasses A https://docs.google.com/forms/d/e/1FAlpQLSeEKUjfCSyselenY4sxAC Adham, the head of human resources unit at XYZ School, has recently asked the mathematics coordinator to attend one of the mathernatics instructors' classes and evaluate her performance based on the following criteria: teaching skills, classroom management, knowledge in the material delivered, & communication skills. In this scenario, the performance management function is basically practiced by a(n) Outsourced HR expert Professional employer organization Line manager HR professional Recruiters who go to marathons or bike races that are attended by individuals the company is seeking are participating in Event recruiting Open houses Job posting Job fairs
CHAPTER 8 ASESSEMENT DIRECTIONS: PROVIDE COMPLETE RESPONSES TO THE FOLLOWING QUESTIONS 1. Describe the difference between programmed and non-programmed decisions. What are the implications of these differences for decision makers? Focu ces cibility: Unavailable 55°F DOLL Feb 12, 2022, 12:34 PM
CASE 3: Which of the following capacity assessment criteria is the infertility specialist likely questioning? Mary's ability to give clear reasoning for her decision Mary's ability to make a choice consistent with her expressed goals and values Mary's ability to understand relevant medical information including the risks and benefits associated with her decision
I IE 3 4 I E II5 I 3. Your Task For each scenario, discuss the following: - What is the issue (there may be more than 1)? • Who are the parties affected? • List and explain 2 alternatives for handling each situation Discuss 2 pros and 2 cons for each alternative - What is your conclusion? Discuss the best way to handle each situation - use reasoning to justify your decision Situation You have a worker who after repeated warnings still refuses to clean up his work area. He says that is why the company is paying the custodians. His job description clearly states that he is responsible for the cleanliness of his area for safety reasons. You believe that he is undermining your authority.
What exactly is sensitivity analysis, and how does it help a decision maker?