3) Use the earned value table for Project Terrace to calculate their estimated cost to completion (all dollaramounts are in hundreds).ActivityLandscapedesignRetaining wallDirt workMove utilitiesSprinkler systemPlantingPlanCumulativeActualDuration in days361212121215181018913|46142412213149331513121548% Comp100505101010

Here, I would use the earned value analysis for this project to determine the Estimated cost to…

Answered: Use the earned value table for Project…

Business

Operations Management

Use the earned value table for Project Terrace to calculate their estimated cost to completion

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?
Company: ABC Civil Engineering - an engineering firmSituation: ABC company has recently made significant cuts in staff and the workload on existingemployees has increased. A major RFP is dueCharacters: Ted Waltz – Managing Director of ABC EngineeringElaine Tillman – Civil Engineer____________________________Elaine Tillman looked at her watch – it was 7:30 pm. Just then she knew she would not make it to her son’s final high school basketball game. It took her a moment to collect herself and wipe the tear that had started down her face and onto the ragged-edged 100 plus page RFP she was working on. The RFP,the largest opportunity that ABC Civil Engineering had a chance to bid on in 6 months, was far fromready for the 9:00 AM deadline the following day.Normally in this situation, Elaine would have collaborated with a proposal team putting together such a big proposal but, since the economic down turn hit, ABC has had to make significant cuts in its staff. It started with administrative…
Company: ABC Civil Engineering - an engineering firmSituation: ABC company has recently made significant cuts in staff and the workload on existingemployees has increased. A major RFP is dueCharacters: Ted Waltz – Managing Director of ABC EngineeringElaine Tillman – Civil Engineer____________________________Elaine Tillman looked at her watch – it was 7:30 pm. Just then she knew she would not make it to her son’s final high school basketball game. It took her a moment to collect herself and wipe the tear that had started down her face and onto the ragged-edged 100 plus page RFP she was working on. The RFP,the largest opportunity that ABC Civil Engineering had a chance to bid on in 6 months, was far fromready for the 9:00 AM deadline the following day.Normally in this situation, Elaine would have collaborated with a proposal team putting together such a big proposal but, since the economic down turn hit, ABC has had to make significant cuts in its staff. It started with administrative…
A O Standord Max Мaximize Р — 10х + 12y subject to x + 2y 0 Screen clipping taken: 11/23/2019 6:23 AM C Мaximize P 3 3х + 4у + 5z subject to x + y + z 0, z 20 Screen clipping taken: 11/23/2019 6:24 AM D Maximize P = 12x + 10y + 5z subject to 2х + у +zs 10 3x + 5y + z < 45 2x + 5y + z < 40 x 2 0, y 2 0, z 2 0 Screen clipping taken: 11/23/2019 6:25 AM
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MASTERY PROBLEM / Cr. Cash: $4,301.83 ar Ban Trenkamp owns and operates the Trenkamp Collection Agency. Listed below are the name, number of allowances claimed, marital status, information from time cards on hours worked each day, and the hourly rate of each employee. All hours worked in excess of 40 hours for Monday through Friday are paid at 1½ times the regular rate. All weekend hours are paid at double the regular rate. Trenkamp uses a weekly federal income tax withholding table (see Figure 8-4 on pages 288 and 289). Social Security tax is withheld at the rate of 6.2% for the first $110,100 earned. Medicare tax is withheld at 1.45% and state income tax at 3.5%. Each employee has $5 withheld for health insurance, All employees use payroll deduc- tion to the credit union for varying amounts as listed. GENERAL LEDGER Trenkamp Collection Agency Payroll Information for the Week Ended November 18, 20-- Credit Total Hourly Rate Earnings 1/1-11/11 Union Employee No. No of Allow. Regular…
Problem 4 (a) Evaluate Sfx dA where D is the shaded region shown in the figure (b) | | 2x sin(x²) d dxdy 2 1 0 2√3
Refer to Problem 7.1. If a contract for the secondand third years is pending, what a re the implications fo r processselection?
You work for the Brad's Nailer Company which manufactures three types of nailers: a pneumatic model, the "ProLine", and a cordless model. You have contracted to supply a national retail chain with all three models of nailers. However, Brad's nailer production capability is limited in three departments: production, testing, and packaging. The goal is to maximize your revenue. Your answer will be the number packaging hours to be produced (The number of nailers must be a whole number.) Use Scenario 2
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