i need help with this one, please. please put this in order. thank you b. The manager of Perrotti's Pizza is attempting to understand the root causes of late pizza delivery and has askedeach driver to keep a log of specific difficulties that create late deliveries. After one week, the logs included thefollowing entries:delivery vehicle broke down, couldn't make it across town to deliver second pizza in time, couldn't deliver fourpizzas to four different customers in time, kitchen was late in producing order, got lost, order ticket was lostin production, couldn't read address on ticket and went to wrong house.Organize these causes into a cause-and-effect diagram. Complete the following diagram.Lost invoiceIIIIService area too largeMaterialMethodsMatch each number in the chart with the corresponding cause.NumberI|||||IVIIIVNot familiar with service areaCauseMachineryManpowerLate delivery b. The manager of Perrotti's Pizza is attempting to understand the root causes of late pizza delivery and has askedeach driver to keep a log of specific difficulties that create late deliveries. After one week, the logs included thefollowing entries:delivery vehicle broke down, couldn't make it across town to deliver second pizza in time, couldn't deliver fourpizzas to four different customers in time, kitchen was late in producing order, got lost, order ticket was lostin production, couldn't read address on ticket and went to wrong house.Organize these causes into a cause-and-effect diagram. Complete the following diagram.Lost invoiceIIIIService area too largeMaterialMethodsMatch each number in the chart with theNumber1|||||IVLate productionIIScheduling too many deliveries on one tripVehicle broke downMachineryMisu lerstood addressLate delivery

The fishbone diagram, also known as Ishikawa or, the cause-and-effect diagram is a graphical…

The manager of Perrotti's Pizza is attempting to understand the root causes of late pizza delivery and has asked ch driver to keep a log of specific difficulties that create late deliveries. After one week, the logs included the lowing entries: delivery vehicle broke down couldn't make it across town to deliver second pizza in time couldn't deliver four

The manager of Perrotti's Pizza is attempting to understand the root causes of late pizza delivery and has asked ch driver to keep a log of specific difficulties that create late deliveries. After one week, the logs included the lowing entries: delivery vehicle broke down couldn't make it across town to deliver second pizza in time couldn't deliver four

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...

See similar textbooks

Similar questions

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. 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?
Question number : 3 Effectve Enterprise Resource planning strategies are crucial for supply chain managment On the basis of online data availability, select any organization and analyze its Enterprise Resource planning implementation and execution stragtegies Length of the answer Between 200 and 225 words Marks distribution of the question is as follows: Originality: 3 References: 1 Analysis of Enterprise Resource planning implementation and execution stragtegies of the selected firm: 6
XYZ, shoe manufacturing company, was not fulfilling orders due to bad working condition in the factory The management of XYZ Corporation decided to launch an inquiry to find the actual reasons of this problem. Management found that orders were not being met due to the following reasons; • Huge noise created by machines • Production hall was not cleaned and it was leaving a very bad effect on the health conditions of workers, resultantly, they were unable to work efficiently and effectively. Due to the above mentioned two main reasons many shoes were being destroyed and ultimately causing order delays As a quality control manager, what changes would you suggest in the working environment of the Xyz Company so that It can overcome its problem of order delaying?"
Smith, Schroeder, and Torn (SST) is a short-haul house-hold furniture moving company. SST's labor force selected from the local community college football team is temporary and part-time SST is concerned with recent complaints, as tabulated on the following tally sheet. Complaints Tally Broken Glass 13 Delivered to the wrong address 9 Furniture rubbed together while on truck 20 Late delivery 5 Late arrival for pick up 18 Missing items 26 Nicks and scratches from rough handling 10 Soiled upholstery 8 a. Draw a bar chart and Pareto chart using OM Explorer to identify the most serious moving problems b. the manager of Smith, Schroeder, and Torn is attempting to understand the root causes of complaints. he has compiled the following list of issues that occurred during problem deliveries: the truck broke down, ran out of packing boxes, multiple delivers in one-day cause truck to be late, no furniture pads, employee dropped several items, the driver got lost on route…
How is operational risk (human error) mitigated by the compliance department
The check book balance of Ccc Company on December 31,2020 was P4,000,000. Data about certain cash items follow. • A customer amounting to P200,000 dated January 2,2021 was not included in the December 31,2020 checkbook balance. • Another customer check for P500,000 deposited on December 22,2020 was included in its checkbook balance but returned by the bank for insufficiency of fund. The check was deposited on January 5, 2021 and cleared two days. + A P400,000 check payable to supplier dated and recorded on December 30,2020 was mailed on January 16,2021. * A petty cash fund of P50,000 with the following summary on December 31,2020: Coins and Currencies 5,000 Petty cash vouchers 43,000 Return value of 20 cases of soft drinks 2,000 50,000 • A check of P43,000 was drawn on December 31,2020 payable to petty cash. 3. What is the "cash" balance on December 31,2020?
What are the differences between Spot Instances and On-Demand Instances?
Association Rules for Bookstore Transactions. Leggere, an Internet book retailer, is interested in better understanding the purchase decisions of its customers. For a set of 1,604 customer transactions, it has categorized the individual book purchases comprising those transactions into one or more of the following categories: Novels, Willa Bean series, Cooking Books, Bob Villa Do-It-Yourself, Youth Fantasy, Art Books, Biography, Cooking Books by Mossimo Bottura, Harry Potter series, Florence Art Books, and Titian Art Books. Leggere has conducted association rules analysis on this data set and would like to analyze the output. Based on a minimum support of 10% and a minimum confidence of 50%, the table below shows the top 10 rules with respect to lift ratio. LO 7 Explain why the fourth rule on the list is not helpful although it has 100% confidence and lift ratio of 1.861. Explain how the confidence of 55.6% and lift ratio of 1.851 was computed for the rule "If a customer buys a novel,…
Percentage Service Provided toDepartment Cost S1 S2 P1 P2Service 1 (S1) $ 112,000 0% 40% 40% 20%Service 2 (S2) 44,000 20 0 40 40Production 1 (P1) 345,000Production 2 (P2) 216,000Total $ 717,000Brief Exercises 7-15 and 7-16 require the following information:7-15 What percentage of S1’s costs is allocated to P1 and to P2 under the direct method?7-16 What percentage of S2’s costs is allocated to P1 and to P2 under the direct method?
Required information Camp Rainbow offers overnight summer camp programs for children ages 10–14 every summer during June and July. Each camp session is one week and can accommodate up to 200 children. The camp is not coed, so boys attend during the odd-numbered weeks and girls attend during the even-numbered weeks. While at the camp, participants make crafts, participate in various sports, help care for the camp's resident animals, have cookouts and hayrides, and help assemble toys for local underprivileged children. The camp provides all food as well as materials for all craft classes and the toys to be assembled. One cabin can accommodate up to 10 children, and one camp counselor is assigned to each cabin. Three camp managers are on- site regardless of the number of campers enrolled. Following is the cost information for Camp Rainbow's operations last summer: Number of Cost to Run Campers 172 Week Camp $13,810 9,350 11,360 14,380 14,000 12,440 10,180 8,440 112 3 148 4 184 5 174 152…