PROBLEM A Use the following to answer questions 25-28: Last year, the Boise Potato Company (sales of $400,000) spent the following: Labor Computers Energy Materials 25. Labor productivity was: O A. 0.2 OB. 5 O C. 6 OD. 2.5 O E.4 $100,000 $50,000 $20,000 $180,000

PROBLEM A Use the following to answer questions 25-28: Last year, the Boise Potato Company (sales of $400,000) spent the following: Labor Computers Energy Materials 25. Labor productivity was: O A. 0.2 OB. 5 O C. 6 OD. 2.5 O E.4 $100,000 $50,000 $20,000 $180,000

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 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?
Ashby Associates is an architectural firm located in Barbados that has been in practice only a few years. The market for architectural services is very competitive. To compete successfully, Ashby must deliver quality services at a low cost. Ashby presents the following data for 2018 and 2019.2018 20191. Number of jobs billed 40 502. Selling price per job $32,000 $30,0003. Architect labour hours 24,000 27,0004. Cost per architect labour hour $35 $365. Architect/software support capacity (number of jobs the firm can do) 60 606. Total cost of software-implementation support $168,000 $180,0007. Software-implementation support-capacity cost per job (row 6/row5) $2,800 $3,000Architect labor-hour costs are variable costs. Architect (software) support costs for each year depend on the Architect support capacity that Ashby chooses to maintain each year (that is, the number of jobs it can do each year). Architect support costs do not vary with the actual number of jobs done that year. i. Is…
Various financial data for SunPath Manufacturing for 2019 and 2020 follow. Output: Sales Inputs: Labor Raw Materials Energy Capital Employed Other Multiple Choice What is the percentage change in the multifactor labor and raw materials productivity measure for SunPath between 2019 and 2020? O O 10.39 -0.53 -2.88 2.33 2019 2020 $300,000 $330,000 43,000 51,000 9,000 262,000 6,000 -9.22 40,000 45,000 10,000 250,000 2,000
Carpet City recorded the following data on carpet installa-tions over the past week. Use the data to calculate the average rate (in yards per hour) at which carpet can be installed. Installation 1 2 3Square yards 1225 1435 2500No. of workers 4 3 5No. of hours per worker 3 5 6
The manager of a crew that installs carpeting has tracked the crew’s output over the past severalweeks, obtaining these figures:Week Crew Size Yards Installed1 4 962 3 723 4 924 2 505 3 696 2 52Compute the labor productivity for each of the weeks. On the basis of your calculations, what canyou conclude about crew size and productivity?
1.3 This year, Benson, Inc., will produce 57,600 hot water heaters at its plant in Yuiee, Florida, in order to meet expected głobal demand. To accomplish this, each laborer at the Yulee plant will work 160 hours per month. If the labor productivity at the plant is 0.15 hot water heaters per labor-hour, how many laborers are employed at the plant?
1.9 David Upton is president of Upton Manufacturing, a producer of Go-Kart tires. Upton makes 1,000 tires per day with the following resources: 400 hours per day @ $12.50 per hour 20,000 pounds per day @ $1 per pound $5,000 per day $10,000 per đay Labor: Raw material: Energy: Capital costs: a) What is the labor productivity per labor-hour for these tires at Upton Manufacturing? b) What is the multifactor productivity for these tires at Upton Manufacturing? c) What is the percent change in multifactor productivity if Upton can reduce the energy bill by $1,000 per day without cutting pro- duction cr changing any other inputs? K
2) Paige Vincent is the RM at the City Center Novotel. For over 12 months, she has been working hard to improve the performance of her hotel. Paige just received the following performance data. Help her understand the revenue optimization trends for her property by completing the chart. Then, you will be asked to evaluate her efforts. City Center Novotel Performance: Occupancy % Novotel Comp Set Index This month 57.2 58.1 Last 3 months 55.1 57.7 Last 12 months 51.3 55.6 ADR This month $266.57 $270.15 Last 3 months $244.91 $269.69 Last 12 months $231.45 $268.95 RevPAR This month Last 3 months Last 12 months
Rushing yardage for three Heisman Trophy candidates is given below. Which candidate is the most productive run-ning back? How did you measure productivity? Candidates Hall Walker DayneRushing yards 2110 3623 6925No. of carries 105 875 1186No. of touchdowns 15 20 70
Price / Unit ($) Units Sold Labor (HRS) Labor Cost / HR Material Usage (LBS) Material Cost / LB Other Costs Total Productivity ($) Labor Productivity ($) Material Productivity ($) roductivity Growth (%) Q1 $171.67 27,708 29,365 $63.25 14,306 $51.20 $57,224.20 $2.561 $6.494 Q2 $189.74 23,190 22,588 $63.25 12,980 $54.21 $48,188.80 $3.080 $6.253