Conduct a (9-quadrant) TOWS matrix analysis of the University of Professional Studies, Accra. (Note: show the numbering of the specific internal and external factor being matched to arrive at the recommended action) [15 marks] b. Briefly explain two (2) limitations of SWOT analysis

Conduct a (9-quadrant) TOWS matrix analysis of the University of Professional Studies, Accra. (Note: show the numbering of the specific internal and external factor being matched to arrive at the recommended action) [15 marks] b. Briefly explain two (2) limitations of SWOT analysis

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. 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.
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?
PROBLEM-3) The Sales&Operations (S&OP) process is designed to produce a plan that all departmentswithin the organization, as well as suppliers to the organization, can work. The process is also sometimes referred toas sales, inventory, and operations planning (SIOP) to emphasize the important role that inventory can play as abuffer between sales planning and operations planning. The S&OP department of the XYZ company, that producesKLM products, estimates the sales over the next six years in thousands of packages will be as follows: Assume that each worker stays on the job for at least one year and XYZ currently has eight workers. XYZ estimatesthat they will have 600000 packages on hand at the end of the current year. Assume that, on average, eachworker is paid TL 60000 per year and is responsible for producing 80000 packages. Inventory costs have beenestimated to be 20 KRS per package per year, and shortages are not allowed. XYZ estimates that it costs TL 2500for each…
Case Exercise 3: Demand Forecasting for an Insurance Company
Determine which factor of production is needed in the following problem. 1.The ABM manufacturing Co.hired a gardener.He uses a lawn mower for landscaping.Which factor of production would you consider this machine? 2.The owner of the company withdrew cash for the salaries of thw employees.which factor of production would you consider cash on hand? 3.The top manager of the firm said "the great ideas,consepts and emotional determination of a person to produce something that consumers want to buy" is very important for the company.What factor of production describes the ability to create great ideas? 4.The farmers planted pineapple cutting in the vacant area located in their locality.Which factor of production would you consider a pineapple plantation?
create an IFAS chart for American Express Corporation. show the strengths an weaknesses.
Briefly outline the study by Fletcher & Nielsen (2012). Comment on what they did, what they found and what they concluded.
On Week a) Item: P24 hand 1 2 3 4 5 6 7 8 Forecast 30 30 30 40 40 40 45 45 Customer Orders 13 8 4 PAB 20 Available to Promise MPS b) Determine if each customer order will be accepted. Order Amount Week Accept (Y/N) 1 40 2 30 3 4 30 25 462M 3 Update the MPS time-phased record for accepted orders. Item: P24 Forecast Customer Orders Problem 3: The MPS planner at Murphy Motors uses MPS time-phased records for planning end-item production. The planner is currently working on a schedule for the P24, one of Murphy's top-selling motors. The planner uses a production lot size of 70 and a safety stock of 5 for the P24 motor. a) Complete the MPS time-phased record for product P24. Use the table on the left. b) Determine if Murphy Motors can accept each of the following customer orders. Update the MPS time- phased record for accepted orders. Order 1234 Amount 40 Desired Week 4 30 30 25 623 8 4 On Week hand 1 2 3 4 5 6 30 30 30 40 40 40 74 45 45 PAB 20 Available to Promise MPS On hand = 20
What are quality standards and how to guarantee your company has reached them? QUESTION 2:What are the four flows within the corporate environment, which are tried to optimize through logistics? QUESTION 3:Describe supplier selection and evaluation process. QUESTION 4:What are the differences between local and global sourcing? Explain also in which situations either of the options are preferable. QUESTION 5:What is demand forecasting and why it’s vital to the company’s operations? QUESTION 6:Explain the purpose, methods and the outcome of good customer service process. Your answer must be at least 1-2 pages.
Match the following: 1. Reposition a product - 2. Marketing a product - 3. Scheduling production- 4. Modifying plant and equipment- 5. Raising money and paying debt- 6. Inventing a new product- A. Action steps include:Research the opportunity in the segment in the CourierSelect appropriate product attributes - Performance, Size, MTBFDisplay the R&D worksheet.Enter the product attributesNote the R&D completion dateDisplay the Production worksheetOrder capacity and automation (optionally, wait a year)Display the Finance worksheetFund the plant with stock and bond issuesSave the decisions B. Action steps include:Research the competitive environment in the CourierDisplay the Marketing worksheetEnter decisions for Price, Promotion and Sales BudgetsObserve the decision impact upon the computer's forecastDevelop a worst case estimate for demandEnter your worst case estimate for in the sales forecastSave the decisions C. Action steps include:Estimate peak demand…
a. Conduct a (9-quadrant) TOWS matrix analysis of the University of Professional Studies, Accra. (Note: show the numbering of the specific internal and external factor being matched to arrive at the recommended action) b. Briefly explain two (2) limitations of SWOT analysis.