Please answer all questions in full length.

The Bean Boiler is Primo Caf's most basic model. The main materials used in manufacturing the Bean Boiler are aluminum and plastic. There are lots of suppliers for these materials. At present, Primo Caf's total cost for producing a Bean Boiler is $13 per unit and the product is competitively priced at $20 per unit. There are lots of other coffee makers that are very similar to the Bean Boiler on the market. Still, sales of the Bean Boiler are very stable. The company reliably sells 24,625 to 25,375 units of this product per month. The Family Man is Primo Caf's mid-market offering. Primo Caf manufactures most of the Family Man in-house, but buys the glass pot and the electronics that control the on/off function and the timer. At present, final assembly of the inhouse manufactured parts and the purchased sub-components occurs at Primo Caf's facility in Grand Rapids. Total cost for producing the Family Man is currently $32 per unit and each unit is sold for \$34.99. The Family Man's sleek, artistic design and range of unique colors helps to distinguish it from a wide selection of similar products offered by competitors. Prices for direct competitors range from $25 to $45. Sales of the Family Man range from 19,400 to 20,600 units per month. The Caffissimg is Primo Caf's high-end offering. Primo Caf produces the external metal parts of the casing for the Caffissime in-house, but buys all of the important sub-components from external suppliers. The most important sub-components for the Caffissime are the gauges that regulate the temperature and pressure of the water as it is forced through the coffee grounds. The proper working of these gauges ensure that the Caffissimg produces a perfect cup of coffee at brewing. The Caffissimo's design is a closely held company secret. The machine has won industry awards both in terms of its coffee making process and its external looks. Currently, the Caffissimo costs Ils for $600. Because of the relatively high price and unique design, demand for tt to predict. Over the past year, demand has ranged from 8,500 to 11,500 units You are a Supply Chain Manager for Primo Cafe, reporting to Marco, who is the Chief Operating Oiticer. Maureen is the Engineering Supervisor for Primo Cafe. She recently completed testing the Caffissime at the ULL Laboratories to obtain UL certification for the product line. UL certification is an annual requirement for sales of all electrical devices in the U.S. The tests passed UL requirements, but she found that the amount of water dispensed into a cup was not consistent. For a standard 12-ounce cup setting the specification is 12 ounces plus/minus 0.10 ounces. However, sometimes, it dispensed up to 12.35 ounces. In the Caffissimo's design, a pressure gauge is responsible to maintain volume of water consistency. TSK is the strategic supplier for this pressure gauge, and TSK has a very good supplier scorecard. Maureen was quite concemed about this issue. There have been no customer complaints to Primo Cafe. However, there have been lawsuits in the industry based on customer burns due to overfilled cups and, sometimes, customers mishandling scalding water in full cups. Also, last year, after Caffissimg won an annual industry award for Best Coffee Maker in North America, an article referenced how "Primo Cafel's Caffissimg always dispenses a precise amount of water which provides a consistently high level of quality in its coffee." When Maureen returned to Primo Caf, she immediately tested 100 gauges. Of the 100 tested, 23 failed testing with more than 12.10 ounces of water dispensed. Maureen was livid! She notified her management team of the issue. Ryan, Primo's Vice President of Engineering, called TSK's President, Thomas Kelley, and told him that TSK has "lost Primo Caf's confidence and soon, will no longer bea supplier to Primo Cafl" Ryan then called Marco, while you happened to be in his office, and told him of the situation. He demanded that Primo Caf find a new supplier for this gauge and cease all business with a company as unreliable as TSK. The next morning, Thomas Kelley was with you at Primo Caf to better understand the situation. He took the 100 gauges tested back to TSK so that they could further analyze the gauges. At 8:00 AM the next morning. Thomas called you. His team ran many tests on the gauges during the past 18 hours and found that all of the gauges met Primo Cafs specifications ( 300350 PSI). However, the error (dispensing too much water) will only happen when the gauge is between 325350 PSI. You asked if there were any errors when gauges are between 300324 PSL.. Thomas stated that all gauges between 300-324 PSI dispensed the correct amount of water. You responded, "Greatl Can you just manufacture future gauges between 300324 PSI?" Thomas' response was "Yes, but our manufacturing process will need to change for a specification that tight. There may be a small price increase due to these changes." You talk with Marco about your conversation with Thomas. Marco points out, correctly, that Primo Caft's specification is really at fault.. which was designed by Primo Caf Engineering. Primo Cafe management and engineering want to know the plan moving forward... and, in their minds, moving forward quickly without TSK. Marco asks you for a recommendation on how to oroseed. Applying the ethical framework presented in class, complete the following. Step 1: Recognize an Ethical Issue Could this decision or situation be damaging to someone or to some group? Explain. Is this an ethical or legal issue, or both? Step 2: Get the Facts - What are the relevant facts of the case? - What facts are not known? - What individuals/groups have an important stake in the outcome? - Do you know enough to make a decision at this point? Why or why not? Step 3: Develop Potential Alternatives Develop three creative options for acting. Have all the relevant indlididuals/groups been considered in your options? Explain. Step 4: Take Action \& Measure Impact - Develop a detailed plan for implementing one of your altematives. What would you do first second, third, etc. - What is the right metric(s) for measuring the success of this action? Does your metric align with your ethical goals? Explain. Step 5: Reflect on Outcomes - How might you adjust/improve your course of action if things do not go according to plan? You work as a supply chain manager for Primo Caf Inc. Primo Caf is a small-sized monufacturer of stylish coffee makers. The company hos three distinct coffee makers that it produces. The Bean Boiler is Primo Caf's most basic model. The main materials used in manufacturing the Bean Boiler are aluminum and plastic. There are lots of suppliers for these materials. At present, Primo Caf's total cost for producing a Bean Boiler is $13 per unit and the product is competitively priced at $20 per unit. There are lots of other coffee makers that are very similar to the Bean Boiler on the market. Still, sales of the Bean Boiler are very stable. The company reliably sells 24,625 to 25,375 units of this product per month. The Family Man is Primo Caf's mid-market offering. Primo Caf manufactures most of the Family Man in-house, but buys the glass pot and the electronics that control the on/off function and the timer. At present, final assembly of the in-house manufactured parts and the purchased sub-components occurs at Primo Caf's facility in Grand Rapids: Total cost for producing the Family Man is currently $32 per unit and each unit is sold for \$34.99. The Family Man's sleek, artistic design and range of unique colors helps to distinguish it from a wide selection of similar products offered by competitors. Prices for: direct competitors range from $25 to $45. Sales of the Family Man range from 19,400 to 20,600 units per month. The Caffissimo is Primo Cafe's high-end offering. Primo Caf produces the external metal parts of the casing for the Caffissimo in-house, but buys all of the important sub-components from external suppliers. The most important sub-components for the Caffissimo are the gauges that regulate the temperature and pressure of the water as it is forced through the coffee ground5. The proper working of these gauges ensure that the Caffissimo produces a perfect cup of coffee at brewing. The Caffissimo's design is a closely held company secret. The machine has won industry awards both in terms of its coffee making process and its external looks. Currently, the Caffissimo costs $375 to produce and sells for $600. Because of the relatively high price and unique design, demand for the Caffissimo is difficult to predict. Over the past year, demand has ranged from 8,500 to 11,500 units per month. You are a Supply Chain Manager for Primo Cafe, reporting to Marco, who is the Chief Operating Officer. Maureen is the Engineering Supervlsor for Primo Caft. She recently completed testing the Caffisfiregat the UL Laboratories to obtain UL certification for the product line. UL certification is an annual requirement for sales of all electrical devices in the U.S. The tests passed UL requirements, but she found that the amount of water dispensed into a cup was not consistent. For a standard 12-ounce cup setting, the specification 1512 ounces plus/minus 0.10 ounces. However, sometimes, it dispensed up to 12.35 ounces. In the Caffissigg's design, a pressure gauge is responsible to maintain volume of water consistency. TSK is the strategic supplier for this pressure gauge, and TSK has a very good supplier scorecard. Maureen was quite concerned about this issue. There have been no customer complaints to Primo Caf. However, there have been lawsuits in the industry based on customer burns due to overfilled cups and, sometimes, customers mishandling scalding water in full cups. Also, last year, after Caffissjmewon an annual industry award for Best Coffee Maker in North America, an article referenced how "Primo Cafe's Caffissioge always dispenses a precise amount of water which provides a consistently high level of quality in its coffee." When Maureen returned to Primo Cafk, she immediately tested 100 gauges. Of the 100 tested, 23 failed testing with more than 12.10 ounces of water dispensed. Maureen was lividi She notified her management team of the issue. Ryan, Prime's Vice President of Engineering, called TSK's President, Thomas Kelley, and told him that TSK has "lost Primo Caf's confidence and soon, will no longer be a supplier to Primo Cafl" Ryan then called Marco, while you happened to be in his office, and told him of the situation. He demanded that Primo Cafe find a new supplier for this gauge and cease all business with a company as unreliable as TSK. The next morning, Thomas Kelley was with you at Primo Cafe to better understand the situation. He took the 100 gauges tested back to TSK so that they could further analyze the gauges. At 8:00 AM the next morning. Thomas called you. His team ran many tests on the gauges during the past 18 hours and found that all of the gauges met Primo Caf's specifications (300 - 350 PSI). However, the error (dispensing too much water) will only happen when the gauge is between 325350 PSI. You asked if there were any errors when gauges are between 300-324 PSI... Thomas stated that all gauges between 300-324 PSI dispensed the correct amount of water. You responded, "GreatI Can you Just manufacture future gauges between 300-324 PSI?" Thomas' response was Y es, but our manufacturing process will need to change for a specification that tight. There may be a smail price increase due to these changes." You talk with Marco about your conversation with Thomas. Marco points out, correctly, that Primo Caf's specification is really at fault... which was designed by Primo Caf Engineering. Primo Caf management and engineering want to know the plan moving forward... and, in their minds, moving forward quickly without TSK. Marco asks you for a recommendation on how to proceed. Applying the ethical framework presented in class, complete the following. Step 1: Recognize an Ethical Issue - Could this decision or situation be damaging to someone or to some group? Explain. - Is this an ethical or legal issue, or both? Step 2: Get the Facts - What are the relevant facts of the case? - What facts are not known? - What individuals/groups have an important stake in the outcome? - Do you know enough to make a decision at this point? Why or why not? Step 3: Develop Potential Alternatives - Develop three creative options for acting. - Have all the relevant individuals/groups been considered in your options? Explain. Step 4: Take Action \& Measure Impact - Develop a detailed plan for implementing one of your alternatives. What would you do first, second, third, etc. - What is the right metric(s) for measuring the success of this action? - Does your metric align with your ethical goals? Explain. Step 5: Reflect on Outcomes - How might you adjust/improve your course of action if things do not go according to plan