Define Strategic Capacity Management?
Q: Explain how can a systems-based approach to capacity planning help ?
A: The systems approach ensures that everyone who is connected with any part of the system is part of…
Q: Describe Strategies for Adjusting Capacity?
A: Every organization sets a specific capacity for the production of its products. However, there can…
Q: Strategic Capacity Planning for Products and Services?
A: Capacity is the ability to store, produce, or achieve. In any organization, capacity is termed as…
Q: Determine the expected monetary value of a capacity decision?
A: Capacity decisions are those decisions which includes long term planning of an organization in order…
Q: Explain what is the significance of using a big picture approach to capacity planning?
A: The big picture approach can be characterized as considering all of a business's uncertainties to…
Q: Briefly discuss any 2 types of Capacity measurement.
A: Design capacity: Designed capacity of an office is the arranged or designed pace of yield of…
Q: What are the four special considerations for a good capacity decision?
A: Capacity is the maximum number of items produced per unit time in a manufacturing setup whereas in…
Q: What are some capacity measures for each of the following?a. University
A: Capacity measures helps an organization to determine their capability. When the capacity measures…
Q: Is there a difference between capacity planning strategy and capacity planning technique in…
A: The process of determining the resources required by manufacturers to meet demand for their products…
Q: How do capacity decisions influence productivity?
A: Capacity decisions help the firm to establish the goal and perform based on the desired output and…
Q: What is Effective capacity?
A: The process of evaluating the production capacity required by a company to meet changing demands for…
Q: capacity management?
A: Capacity management
Q: Define: output, design capacity, effective capacity, utilization % and efficiency %?
A: Actual output: It is the output that is actually attained using the process or operation. The…
Q: . Define capacity available. What are the four factors that affect it?
A: Capacity available refers to the capability of a firm to manufacture the number of finished goods in…
Q: Describe the Approaches to Capacity Expansion?
A: Capacity expansion means expanding the limits of the industrial capacity of the organization.…
Q: How is capacity utilization computed, and what does it tell us?
A: Economic output is described as the all the services and the good that are manufactured by a country…
Q: Define the concept of Capacity Focus?
A: Capacity focus refers to the process of the production facility, which means production facility can…
Q: What is capacity strategy?
A: Capacity strategies mean defining the capacity of production in order to meet the changing demand…
Q: Define the Capacity utilization rate?
A: Capacity utilization rate is the measure of the proportion of economic output actually realized…
Q: What are the steps to follow in capacity management?
A: Capacity is the ability to store, produce, or achieve. In any organization, capacity is termed as…
Q: What are the objectives of capacity management?
A: The process of managing the various resources within an organization and further deals with the…
Q: Explain Systematic Approach to Long-Term Capacity Decisions?
A: Capacity is the ability to store, produce, or achieve. In any organization, capacity is termed as…
Q: What types of facilities/capacity are needed?
A: The capacity of a facility refers to the maximum load that can be handled by it during a given…
Q: Explain Capacity Flexibility and its strategies?
A: The capability of any business to reduce or raise their manufacture capacity liable on the market…
Q: When is the capacity needed?
A: Capacity resource planning is comparing future resource utilization with actual resources. It helps…
Q: Determinants of effective capacity
A: Effective capacity It refers to the maximum amount of work that an organization is capable of…
Q: What are demand forecasting and capacity strategy? Give an example of demand forecasting for a…
A: A company's decision-making is heavily influenced by demand. In a competitive industry, it is…
Q: Define long-term capacity and its relationship with economies and diseconomies of scale.
A: Capacity planning is a method by which organisation decides organisations's capacity (maximum limit)…
Q: What are some factors influencing overall capacity?
A: Capacity planning is the determination of the production capacity needed by an organization to meet…
Q: Describe three strategies for expanding capacity. What arethe advantages and disadvantages of…
A: Strategy to expand the capacity - Capacity needs to be understood in terms of the investments made…
Q: capacity
A: Input needs, conversion processes, and output are all taken into account throughout the development…
Q: Identify four potential unethical actions or inactions related to capacity planning?
A: In the hands of planners, capacity planning is a very useful tool. As a consequence, this power can…
Q: Explain what capacity management is and why it is strategically important.
A: The capacity management refers to the process of ensuring an organization escalates its production…
Q: DESCRIBE CAPACITY DECISIONS ARE STRATEGICHOW IT'S WORK?
A: Capacity is the ability to store, produce, or achieve. In any organization, capacity is termed as…
Q: Explain the major considerations for developing capacity alternatives.
A: The process of determining what sorts of manpower and equipment are required and when they are…
Q: Explain Design capacity and effective capacity, describe the difference
A: The design capacity of an office is the arranged or designed pace of yield of products or…
Define Strategic Capacity Management?
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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 does the Institute of Supply Management code of ethics say about financial conflicts of interest?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?