Principles Of Operations Management
11th Edition
ISBN: 9780135173930
Author: RENDER, Barry, HEIZER, Jay, Munson, Chuck
Publisher: Pearson,
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Chapter 11.S, Problem 14P
Summary Introduction
To determine: The vendor that has the highest score.
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Main Street Cinema invited three firms to bid on its daily janitorial services contract, and then scored
those bids (also known as ´tenders’) based on quality, reliability/risk and price (using a 100 point scale
in each case). The results are listed here:
Tender Offer from...
Quality Score
Reliability/ Risk
Price Score
Score
Dawson Commercial
70
65
85
Cleaning Services
Fulton Maintenance
80
85
50
and Facilities Service
70
80
SteadyBrite Contract
Cleaning
80
If Main Street Cinema were to use linear averaging to then choose a supplier for its janitorial services
contract, who would it choose if it felt that quality, reliability/risk and price were all equally important
aspects of the contract?
O A. Dawson Commercial Cleaning Services
O B. SteadyBrite Contract Cleaning
O C. Dawson Commercial Cleaning Services and Fulton Maintenance and Facilities Service
O D. Fulton Maintenance and Facilities Service and SteadyBrite Contract Cleaning
E. Fulton Maintenance and Facilities Service
Problem 6-6 (Algo)
Lazer Technologies Incorporated (LTI) has produced a total of 20 high-power laser systems that could be used to
destroy any approaching enemy missiles or aircraft. The 20 units have been produced, funded in part as private
research within the research and development arm of LTI, but the bulk of the funding came from a contract with the U.S.
Department of Defense (DoD).
Testing of the laser units has shown that they are effective defense weapons, and if redesigned to add portability and
easier field maintenance, the units could be truck-mounted.
The DoD has asked LTI to submit a bid for 100 units.
The 20 units that LTI has built so far cost the following amounts and are listed in the order in which they were produced:
Use Exhibit 6.4 and Exhibit 6.5.
UNIT COST ($ UNIT COST ($
NUMBERMILLIONS) NUMBERMILLIONS)
1
2
3
4
5
6
7
8
9
10
$12.0
9.4
8.4
7.5
7.1
6.7
6.4
6.2
11
12
13
14
15
16
17
18
5.9
19
5.7 20
Learning rate
a. Based on past experience, what is the learning rate?…
Powell Motors, an automobile manufacturing company, is interested in purchasing new air filters for its automobiles.
The company's buying team has narrowed the alternatives to products proposed by five suppliers-supplier 1, supplier
2, and supplier 3, supplier 4, and supplier 5. To select a supplier, the team is considering two characteristics-reliability
and durability. The purchase decision lies on the performance score and the importance weight of each characteristic.
The performance scores for reliability of supplier 1, supplier 2, supplier 3, supplier 4, and supplier 5 are 10, 9, 8, 6, and
7. respectively. The performance scores for durability of supplier 1, supplier 2, supplier 3, supplier 4, and supplier 5 are
5, 7, 8, 8, and 6, respectively. The buying team assigns reliability an importance weight of 9 against a score of 8 for
durability. According to the multiattribute model of evaluation, the buying team of Powell Motors is most likely to
select
O supplier 2
O supplier 1
O…
Chapter 11 Solutions
Principles Of Operations Management
Ch. 11.S - Prob. 1DQCh. 11.S - Prob. 2DQCh. 11.S - Prob. 3DQCh. 11.S - Prob. 4DQCh. 11.S - Prob. 5DQCh. 11.S - Prob. 6DQCh. 11.S - Prob. 7DQCh. 11.S - Prob. 8DQCh. 11.S - Prob. 9DQCh. 11.S - Prob. 10DQ
Ch. 11.S - Prob. 1PCh. 11.S - Prob. 2PCh. 11.S - Prob. 3PCh. 11.S - Prob. 4PCh. 11.S - Prob. 5PCh. 11.S - Prob. 6PCh. 11.S - Prob. 7PCh. 11.S - Prob. 8PCh. 11.S - Prob. 9PCh. 11.S - Prob. 10PCh. 11.S - Prob. 11PCh. 11.S - Prob. 12PCh. 11.S - Prob. 13PCh. 11.S - Prob. 14PCh. 11.S - Your options for shipping 100,000 of machine parts...Ch. 11.S - If you have a third option for the data in Problem...Ch. 11.S - Prob. 18PCh. 11.S - Prob. 19PCh. 11.S - Prob. 20PCh. 11.S - Prob. 21PCh. 11.S - Prob. 22PCh. 11 - Prob. 1EDCh. 11 - Prob. 1DQCh. 11 - Prob. 2DQCh. 11 - Prob. 3DQCh. 11 - Prob. 4DQCh. 11 - Prob. 5DQCh. 11 - Prob. 6DQCh. 11 - Prob. 7DQCh. 11 - Prob. 8DQCh. 11 - What is CPFR?Ch. 11 - Prob. 10DQCh. 11 - Prob. 11DQCh. 11 - Prob. 12DQCh. 11 - Prob. 13DQCh. 11 - Prob. 14DQCh. 11 - Prob. 15DQCh. 11 - Prob. 16DQCh. 11 - Prob. 17DQCh. 11 - Prob. 1PCh. 11 - Hau Lee Furniture, Inc., described in Example 1 of...Ch. 11 - Prob. 3PCh. 11 - Prob. 4PCh. 11 - Prob. 5PCh. 11 - Prob. 6PCh. 11 - Prob. 7PCh. 11 - Prob. 8PCh. 11 - Prob. 9PCh. 11 - Prob. 10PCh. 11 - Prob. 11PCh. 11 - Prob. 1.1VCCh. 11 - Prob. 1.2VCCh. 11 - Prob. 1.3VCCh. 11 - Prob. 1.4VCCh. 11 - Prob. 2.1VCCh. 11 - Prob. 2.2VCCh. 11 - Prob. 2.3VCCh. 11 - Prob. 3.1VCCh. 11 - Prob. 3.2VCCh. 11 - Prob. 3.3VCCh. 11 - Prob. 3.4VC
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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. 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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. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.arrow_forwardScenario 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. 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