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Management Leadership
How can CJI assure continued contract compliance and additional contract business from Great Lakes in the future?
What are the advantages of basing a supplier's overall evaluation on its lowest performance on one of the five dimensions (Quality, Delivery, Cost Management, Technical Support and Wavelength)? What
Develop importance weights for the five supplier rating dimensions shown in Table 1. Should these weights be equal? Briefly explain the basis for these weights.
Develop a weighted-point system for evaluating Heartland & Company bearings suppliers. Please keep in mind that (a) the sum of these five weighted dimensions must add to 100 points, and (b) Heartland
Make a case for paying a price premium that favors a higher overall rated supplier, such as New England Works. Make a case for not granting a price premium for a higher-rated supplier. Which would
Assume that Heartland & Company is considering paying a price premium to the more highly rated supplier (New England Works) in this year's buy of part #B02326620. If the only two suppliers quoting on
Should Heartland & Company single source with New England or with Midwest? Or should they divide the business between the two? Briefly explain your rationale.
Assume that Heartland & Company has decided to divide the purchase of part #02326620 between New England Works and Midwest Bearings. What percentage would you recommend be bought from each? Briefly
Heartland & Company (a) places a high priority on developing long-term relationships with suppliers that meet its goals and (b) pursues an aggressive program of annual cost reduction. If you were Mr.
Analyze the events and the consequences that lead to the described situation in the bank sector and Credit Suisse Group in particular in the '90s.
Which general problems with the old provider can you identify?
What are the advantages of Credit Suisse's new supplier management/evaluation system?
If you were in the position of Daniel Parker, which other preventive measures do you have to consider by managing the transition process as smoothly as possible concerning the incumbent provider and
Write down the most important steps of the IT-Provider-Switching management activities.
Daniel's team had to analyze the last two vendors across four categories. Which basic characteristic groups of the potential providers are important to find the supplier that best matches the
Daniel's team had to implement the new service level agreement with the new provider. Try to work out the three key areas of managing the transition process.
Which quantitative and qualitative results and benefits from the transition to the new provider can you identify?
Which important lessons have you learned from this case study?
What makes the procurement of services different from that of the purchase of goods and materials?
Do you think a centralized purchasing department is a logical way to increase purchasing efficiencies? Is it an advantage to manage service purchases by the Purchasing Department? Are there any other
In Table 1, the Supplier Selection and Evaluation Matrix for "purchasing goods" is illustrated. The same criteria and techniques are being used to purchase services at the Sunny Hotel. Do you think
Is Deere's tactic an appropriate one?
What are the implications of this tactic and the possible consequences, positive or negative?
If it is not an appropriate tactic, what are some alternatives?
Is this an ethical approach?
What are some of the implications as far as human resource management is concerned? How can the group members better manage the consensus building to present an undivided front to Excelsior?
What legal issues, if any, might be involved in NOAC's proposal?
What are the ethical issues involved in NOAC's proposal?
Is this a true partnering agreement? Discuss.
How should Mr. Ashby analyze this proposal?
Do you think the Modular Consortium model is a trend today? Why or why not?
Is there a risk of VW becoming empty of competencies and, therefore, dispensable?
Why do you think the new plants of VW and the other auto assembly companies have not followed the MC model?
Do you think the option for the MC was the result of a rational analysis of the various alternatives on the part of VW management?
Overall, does the Resende experience appear to be successful?
Why did GM Brazil decide to change the way they were doing business in the spare parts market?
What are the things that must happen for AutoGIRO to succeed, and how can GM help these things to happen?
How should GM go about convincing dealers to adopt the new inventory system?
Should GM help to improve the tight cash situations at some of the dealers? Why or why not?
With AutoGIRO automating a great part of a parts manager's work, what do you think their new role should be at the dealers?
What external pressures led Mt. Baker Plywood to seek ISO 14001 registration? How are these pressures likely to differ by industry and region?
How does "SmartWood" or FSC certification differ from ISO 14001 certification?
What role do "aspects" and "impacts" have in ISO 14001? What did Josh discover about the "right" and "wrong" way to identify environmental aspects?
Who sets the environmental goals and objectives for a company under ISO 14001?
What was Josh's major error in the implementation process?
What are the various ISO certifications available, and how important are they today in creating and maintaining global market share? Justify your answer.
What are the specific quality problems Oak Hills is facing, and how will they influence the company's ability to convert to a lean system?
What changes in the manufacturing environment need to be undertaken in order to convert the current system to a lean system? Think about this from both a short-term and a long-term perspective.
How will the implementation of a lean system impact employees, and what can be done to smooth the transition?
At what stage in the development of a supply chain is Oak Hills, and what can be done to improve the supply chain?
For Oak Hills, what is the connection between demand management and the supply chain?
What should Oak Hills do? What problems might occur in implementing your recommendations, and how can these problems be avoided or neutralized? (Answer these questions from a strategic perspective
Why, after 40 years of being self-sufficient and development oriented, did AMP begin aggressively purchasing companies? Was this a good strategic move? What should AMP have done differently?
Was AMP's "one-stop shopping" strategy a good strategy to pursue? Why or why not?
What is the ultimate responsibility of the management and board of directors of a company? Should they follow the direction of the stockholders when it is apparent what they desire or should they
Why did economic conditions affect AMP so dramatically yet have little effect on its competitors? Is there anything that AMP should have done to prevent this situation?
Who is the customer in this case?
Describe the supply chain of this health care delivery system. Also, identify the roles of the primary players.
Knowing who the customer is, and considering present customer service, what are the implications for supply chain redesign and for optimization of good customer service while keeping costs in check
Discuss the ethical issues involved in the doctor's refusal of referral to the HealthCheck clinic.
What are the advantages of having each supplier in a building at the GMBG site, and living in the neighborhood with their families?
What sort of problems do you see with this type of auto purchasing system in this and other markets, like the U.S.?
How do you think dealers typically would react to having customers order direct from the manufacturer? How do you think this will change dealers in the future?
What are the potential consequences of having hundreds of thousands of customers directly contacting a manufacturer that never dealt with such activities?
Is the GMBG a JIT facility? Why or why not?
What are the advantages of the new distribution system introduced by GMBG from 2005 on?
Assess the steps used by Banneker to transform itself into a supplier of valueadded supply chain management services.
Should Banneker stay with their one-primary-customer arrangement or try to expand their customer base in order to diversify? Why or why not? Should there be a maximum percentage of business that
Should Banneker merge with three other businesses? What are the advantages and disadvantages of this consortium? What should their exit strategy be?
Should Banneker develop the philanthropic or educational side of The Banneker Model? Is this philanthropic side of the model feasible?
Should Banneker expand to satellite sites and not use The Banneker Model?
Is it possible to stimulate final customers to pay a price premium for CSR?
Can supply chain partners address the issues that are related to the existence of different standards (that also change over time)?
What can we do about lost sales due to poor customer service by outside "contract" sales staff?
How can we restore the attractiveness and power of the TAM brand for major customers so they aren't lured away by low-cost, low-quality competitors?
How can we minimize "stock outages" and other inventory problems caused by unpredictable customer ordering patterns and the continuing difficulty of getting faster production and delivery from EML in
How can we reduce collection time from 54 days to less than 40 days without alienating the very customer base TAM is trying to attract and retain?
What decisions should we make regarding experimentation with new tea varieties, such as the "Christmas Mint" tea that fell flat last season? Can we afford to continue such experiments? Can TAM afford
What haven't we thought of? Where else can financial advantages and process efficiencies be achieved?
How could Mattel have allowed these problems to happen? Aside from simply not using Chinese suppliers, could Mattel have avoided the toy quality/safety problems to begin with? Explain your answers.
Were Mattel's responses to the toy recalls appropriate? Why or why not?
As supply chain trading partners, what responsibilities do Mattel and Early Light have toward one another? Should Mattel continue to use Early Light as a supplier-partner? Why or why not? How should
Read Mattel's Global Manufacturing Principles (GMP) shown in Table 3. Should anything else be added to the GMP? Comment on the Chinese manufacturing company audits performed by the International
Discuss the ethical, legal and reputation issues associated with the recalls. How might these issues impact Mattel's global supply chain management strategies going forward?
What are the supply chain risk issues for Mattel when using suppliers in a distantly located and developing economy such as China? How can these risks be mitigated?
Put yourself in the shoes of the CEO of Mattel in 2008. What should you do regarding the issues surrounding the recalls?
Supplemental question: Go to the U.S. Consumer Product Safety Commission website (www.cpsc.gov) and note any toy recalls other than the ones described in this case. Are any Chinese suppliers
Put yourself in the position of the Vice-president of Genex is and structure the debate on how to approach the primary issue he is facing, namely, how they are going to get cooperation from all the
Analyze the general supply chain management issue: do you think Genexis could manage to launch successful initiatives to perform in other market segments, such as the confectionery industry, which
What major competencies should Genexis maintain and develop to grow in its current market? What strategic alliances, if any, should Genexis create to establish its VAN or service supply network?
What actions can Peanutty's managers take to ensure the supply of raw materials for its operations, while reducing the risk of stock-outs or high production costs?
What activities could be developed by Peanutty to reduce or manage the power of its suppliers and customers in order to minimize risks and maximize profitability?
In your opinion, what would be the best organizational structure to make the company more agile and competitive?
Given the four areas of the company (R & D, Production, Logistics and Management), choose some supply chain processes and suggest appropriate performance metrics.
Describe how core capabilities in a particular type of supply chain configuration affect corporate diversification strategies.
Describe all the Challenges facing bottled jasmine tea and fruit tea in detail.
What are the causes of temporary increase in demand/orders.
Suggest recommendations in the second meeting.
Describe the Information distortion and the bullwhip effect.
How are outsourcing and vertical integration related? Can a firm do both successfully?
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