During the last meeting of your management team, the chief financial officer presented a plan to phase out the airline’s major supplier of expendable supplies (such as oil, tires, hydraulic fluids, and other non-engine related parts). He had received a bid from a competing firm, Apex, to provide these supplies at an annual savings of at least $10,000. The director of maintenance spoke against the proposal: “I know that Apex Suppliers are a little less expensive, but our current supplier, Vest Brothers, which has been a very dependable supplier; they’ve shipped items needed in an emergency on Saturdays, Sundays, and holidays. They’ve always taken back any overstock item and given full credit to us. Although Apex Suppliers has a decent reputation, I don't think they’ll give us the same service we’re currently getting. It takes a long time to learn to work together like we do with Vest; price isn’t everything.” The financial vice-president responded, “Well, Apex has assured me they will give even better service and provide electronic data interchange (EDI) for ordering and billing; this will reduce lost or misplaced supplies and parts by 10%. If they don’t perform as promised, we have a 30-day cancellation clause built into the contract. Remember, we’ve given Vest Brothers a chance to bid again, and they’ve told us they’re at rock bottom prices now. But I personally think that if we continued to play one against the other we could get even lower prices.” The worried maintenance chief retorted, “I sure like the idea of saving 10%. But if it doesn’t work out with Apex and we want to get Vest back, we’ll have to start building the relationship again. And anyway, don’t we have some responsibility to suppliers as well as our other publics?” “Not if the suppliers can’t meet the competition’s prices,” countered the VP. What should your firm do?

1. Exemplary service pays: Keep your current supplier, Vest.

2. Business is business; the bottom line is all-important: Switch to the low bidder, Apex.

3. Attempt to continue to work with both suppliers, working one against the other until an even better deal emerges.

To ensure a full line of outdoor clothing and accessories, the marketing department at Teddy Bower insists that they also sell waterproof hunting boots. Unfortunately, neither Teddy Bower nor TeddySports has expertise in manufacturing those kinds of boots. Therefore, Teddy Bower contacted several Taiwanese suppliers to request quotes. Due to competition, Teddy Bower knows that it cannot sell these boots for more than $54. However, $40 per boot was the best quote from the suppliers. In addition, Teddy Bower anticipates excess inventory will need to be sold off at a 50 percent discount at the end of the season. Given the $54 price, Teddy Bower’s demand forecast is for 550 boots, with a standard deviation of 450.

a. If Teddy Bower decides to include these boots in its assortment, how many boots should it order from its supplier? (Round your answer to nearest whole number.)

Number of boots should it order from its supplier is ___?

b. Suppose Teddy Bower orders 530 boots. What would its expected profit be? (Round your answer to the nearest whole number.)

Expected profit it ___?

c. John Briggs, a buyer in the procurement department, overheard at lunch a discussion of the “boot problem.” He suggested that Teddy Bower ask for a quantity discount from the supplier. After following up on his suggestion, the supplier responded that Teddy Bower could get a 13 percent discount if they were willing to order at least 1,100 boots. If the objective is to maximize expected profit, how many boots should it order given this new offer? (Enter your answer as a whole number.)

Number of boots should it order given this new offer is ___?

Dynamics of diversity drive attention towards decisions and how they are negotiated. But there is a paradox to consider: While decision steps are central to your management authority, there is limited information within success stories and case studies about these details. This situation becomes problematic when there is a range of cultural expectations. In contrast, exploring how to making decisions by being attentive to diverse views adds power and analytical skill to your management performance. Important Questions to think about in posting:

You can observe important lessons about your decision/negotiating process by a look at a memorable or “turning point” event in which you recall a decision and how it was negotiated, or not.

In what ways was that decision effective?

Was the decision negotiated? Why or why not?

Would that process work effectively if there were diverse viewpoints?

SHOW ALL THE FORMULAS IN AN EXCEL FORMAT AND ANSWER ALL QUESTIONS. Please!

Question Set 2.

A manufacturing operation must periodically purchase bulk quantities of bolts. The bolts are purchased in boxes of 500 and are consumed at a constant rate. The operation expects to purchase 28,000 boxes over the coming year. Each box costs $140, the annual holding cost per box is $22, and the cost of placing an order is $170 (regardless of the quantity ordered). For the following questions, use the basic economic order quantity model (without quantity discounts).

1. What is the economic order quantity (in boxes)? (2pts)

2. Calculate the annual inventory holding costs based on the average inventory level and annual holding cost per box. (2pts)

3. Calculate the annual inventory ordering costs based on the number of orders expected to be placed during the coming year. (2pts)

4. Create a data table showing the total inventory costs (only) for order quantities varying from 100 to 1050 (use a step size of 50). You must use a data table structure to receive full credit for this problem. (8pts)

5. Create a scatter chart (use the one with markers and smooth lines) showing how total inventory costs are a function of the order quantity. Be sure to label your axes appropriately. (6pts)

what are your views on the targeting of products to children in today's world? discuss the issue of targeting to children from the view point of an ethicist.

As we know, information has additional value beyond the value of the individual facts. Are there any common ways to measure the value of data and information?

1. What should VW company do now and in the future to deal with the scandal, beyond what has already been done?

2. In general, what can companies (and not just VW) do to prevent scandals such as the one Volkswagen faces? List and explain two specific actions that companies can take to avoid this type of problems. (Be specific – for example: don’t recommend “just be honest” as this lacks detail and it might not be as easy as it sounds, as evidenced by the many scandals in this industry)

3. Should Volkswagen stop producing diesel engines completely? Why or why not?

4. List two strengths and two weaknesses of Volkswagen’s as a global automobile manufacturer?

5. Volkswagen had a strong and successful growth strategy in place before the scandal. What should its growth strategy be going forward, after the main effects of the scandal have been addressed?

2. Salsa Aguilar, a small startup business located in Pennsylvania, produces salsas that are sold through Heisler’s Market, a local grocery store located in McMurray, PA. Salsa Aguilar makes two types of products: Original Salsa and Fuego Salsa. Essentially, the two products have different blends of whole tomatoes, tomato sauce, and chopped vegetables. The Original Salsa is a blend of 50% whole tomatoes, 40% tomato sauce, and 10% chopped onions and jalapenos along with a proprietary spice blend. The Fuego Salsa, has a thicker and chunkier consistency, consists of 70% whole tomatoes, 10% tomato sauce, and 20% chopped onions and jalapenos, along with a proprietary spice blend. Each jar of salsa produced weighs 12 ounces. For the current production period, Salsa Aguilar can purchase up to 200 pounds of whole tomatoes, 150 pounds of tomato sauce, and 85 pounds of chopped onions and jalapenos; the price per pound for these ingredients is $1.00, $0.75, and $0.60, respectively. The cost of the spices and the other ingredients is approximately $0.15 per jar. Salsa Aguilar buys empty glass jars for $0.03 each and labeling and filling costs are estimated to be $0.02 for each jar of salsa produced. Salsa Aguilar’s contract with Heisler’s Market results in sales profit of $3.00 for each jar of Original Salsa and $3.25 for each jar of Fuego Salsa.

Letting

O = number of jars of Original Salsa sold

F = number of jars of Fuego Salsa sold

Leads to the formulation of the linear program as follows. The RHS ranges are simply the total ounces of each ingredient and the LHS ranges reflect the quantity in ounces of each ingredient that goes into each jar. Note that the pricing information here is not relevant to our analysis, since we are considering only the net profit for each jar:

               Max       3O + 3.25F

               s.t.

                              6O + 8F                ≤ 3200                Whole tomatoes

                              5O + 1F                ≤ 2400                Tomato Sauce

                              1O + 2F                ≤ 1360                Chopped Onions and jalapenos

                                     O, F               ≥ 0

The computer solution is shown in figure below.

1. What is the optimal solution, and what are the total returns based on these optimal production quantities?
2. Specify the objective function ranges
3. What are the dual values (shadow prices) for each constraint? Interpret each.
4. Identify each of the right-hand-side ranges.

What clauses are included in a commercial real estate sales contract that do not appear in a residential contract?

1. Should a company identify and formally acknowledge its high-potential managers or should it be kept secret? Should managers know they are considered high-potential managers? Explain your position

answer in own words and include citations and real information. NOT just opinion

in 200 words
considering today's financial climate, how likely is it that Southwest Airlines could aquire the capital necessary to support an aggressive value enhancement strategy? from where would that capital originate? compared to current interest rates, what do you believe is a realistic interest rate Southwest might incur? which of the liquidity ratios ( current ratio, quick ratio, inventory to net working capital) will be impacted by the influx of capital, if borrowed?

cite references

Deliveroo and TaskRabbit are smaller examples of:

A Platforms that have launched the sharing economy

B Platforms that disrupted vertically integrated mainframe industry.

C Platforms that disrupted the publishing industry

D None of the above

Construct a SPACE matrix for Ford Motor Company and explain each factor. Prepare tables and charts.