Question: Identify the major issues and problems Make sure you have the real problem - not just symptoms (getting the problem right is half the battle.)
Identify the major issues and problems Make sure you have the real problem - not just symptoms (getting the problem right is half the battle.) Most of the cases have both an immediate, short-term problem or scenario as well as a longer- term, underlying problem that will need to be dealt with. Be sure that you are addressing both types of problems in your analysis. ( last part of article was cut off here it is last page) necessary to confirm that Saxton's pagers would be compatible with the relevant applications in the ProductionMessaging software. After Judy spoke with Cottrill's systems group, a trial was scheduled for the first week in November. Judy was not able to be present for the trial, but her contact in the systems group advised her of the events. Unfortunately, the pagers did not immediately function with the ProductionMessaging software. However, after several attempts to solve the functionality issue, Cottrill's systems group resolved the snags in the hardware and reworked the connection after completing some repro- gramming. It appeared that the problem was under control, but Judy was worried about how easily the Saxton system could be implemented. Also, she was unsure about how the systems group perceived the functionality problems and if this would be an issue going forward. DECISION CRITERIA Judy often used a structured set of criteria to approach purchasing decisions at Cottrill. Although she had the final decision-making authority with this issue, she recognized that the systems group would have to support this switch. The systems group was primarily concerned with functionality, and providing that the Saxton product could perform to the similar level of functionality of Tallant, they would not have any objections to switching suppliers. Judy wondered which criteria were most important to the decision of supplier selection and how these issues should be ranked. Judy knew that before a recom- mendation could be made, she would have to apply her evaluation framework and proposed criteria to the alternatives. It was Monday morning, and Judy had taken some time to think about the issues of the Saxton hardware testing that had taken place the previous Friday. She had expected the trial to be executed without incident and wondered if the decision to switch suppliers was as simple as she had initially thought. Judy wanted to be certain that she had considered all of the implications involved with switching suppliers before making a decision. She knew that the change to Saxton was an option but recognized that Cottrill could also remain with Tallant, and was now wondering if there were any other alternatives. However, Judy understood that it had been nearly a week since the Saxton sales representative had presented her proposal and she was expecting Judy's response by the end of the day
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