company a has a total of 2.5 revised efe matrix total score and a total of 2.5 within their previous efe matrix score. on the other hand, their previous ife matrix total score was 2.7 and their revised ife matrix total score is 2.9. on this situation, what should be the next step of this organization in evaluating their strategy? a. take corrective actions b. stop the previous strategy completely and create a new one c. compare expected results with actual results d. continue with their existing strategy

company a has a total of 2.5 revised efe matrix total score and a total of 2.5 within their previous efe matrix score. on the other hand, their previous ife matrix total score was 2.7 and their revised ife matrix total score is 2.9. on this situation, what should be the next step of this organization in evaluating their strategy? a. take corrective actions b. stop the previous strategy completely and create a new one c. compare expected results with actual results d. continue with their existing strategy

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?
Problem #13: Balanced Scorecard a. List the four areas of a balanced scorecard. Describe each area clearly and concisely. b. Define a KPI c. Pick a real-world company and give an example of a KPI for each balanced scorecard area for that company.
B. Construct an EFE Matrix for IU’s business school using the five steps as follows: 1. List key external factors as identified in the external-audit process. Include a total of 20 factors from both the opportunities and threats. 2. Assign to each factor a weight from 0.0 (not important) to 1.0 (very important). These weights show the relative importance. The total of all the weights should equal 1.0. 3. Assign a 1-4 rating to each factor to indicate how effective the firm’s current response strategy is: 1= the response is poor, 2 = the response is average, 3 = the response is above average, and 4 = the response is superior. 4. Multiply each factor’s weight by its rating to get a weighted score. 5. Sum the weighted scores for each variable to determine the total weighted score for the organization.
Inghams’s Pizzas is a chain of pizza stores. Pizzas are made fresh in-store, and then delivered tocustomers by a fleet of drivers. The senior management team has identified the strategic priorities forthe business as on-time delivery and product quality.Required:a) For each of the strategic priorities, suggest three performance measures. b) If the company is successful in achieving challenging targets for these performance measures, willit also necessarily achieve high profitability? Explain your answer.
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Select key performance indicators in order of priority, as part of a strategy forimproving a resort on the brink of decline. Give reasons for your choice of indicators.
Direction: Solve the following case and show your solution by manual computation or MS Excel. 1. A supermarket average monthly sales for the past eight is shown: Average monthly sales (millions of pesos) Year 1 5 2 6. 8 4 7 10 6 9. 7 13 12 a. Draw the scatter diagram b. With a ruler, draw rend line on your scatter diagram c. Solve for the equation of the Least Square Regression Line d. Interpret the behavior of the points with respect to the trend Line e. If the eight years was last year and assuming that the trend sales continues. What is your estimate of the average monthly sales for next year? Year after next?
There are a number of techniques employed to conduct an analysis of strategic options from which an organization can choose from to aid its attainment of long-term objectives. As staff of UT Holdings, co-opted into a business development committee, you have been tasked to do the following; 1. Present a well labelled graphical illustration of this model (Boston Box)
2a. An analysis of Revere Beach Corporation's operating income changes between 2021 and 2022 show the following: Operating income for 2021 $4,750,000 Add growth component 180,000 Deduct price-recovery component (60,000) Add productivity component 285,000 Operating income for 2022 $5,155,000 Required: Is Revere's operating income gain consistent with the product differentiation or cost leadership strategy? Explain briefly. 2b. An analysis of Terbolt Corporation's operating income changes between 2021 and 2022 show the following: Operating income for 2021 $4,750,000 Add growth component 75,000 Add price-recovery component 398,000 Deduct productivity component (50,000) Operating income for 2022…
why do we need to undertake IA and why is it important?what do we need to focus on, when we are analyzing management capability?when we analyse our marketing capability, what do we look for? what is financial sustainability?how do you evaluate value chain management in an internal analysis?