1-When using the supply chain uncertainty framework to classify supply chains, a supply chain for functional products with a stable supply process is called which of the following?

Multiple Choice

• Efficient

• Forward-looking

• Agile

• Risk hedging

• Responsive

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2-When using the supply chain uncertainty framework to classify supply chains, a supply chain for innovative products with a stable supply process is called which of the following?

Multiple Choice

• Efficient

• Forward-looking

• Agile

• Risk hedging

• Responsive

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I chose the question one (Responsive) incorrect.

the second question I chose (Agile) incorrectly.

please see this note because it is very important, before the answers to the questions.

and give to me why, please.

Identify a company that you think its marketing activity involves an ethical issue. The company can be local or foreign. The marketing ethical issue should be recent (2016-present) and the information should be publicly available. You are required to use relevant information to perform a critical analysis of the ethical issue from a marketing perspective.

What is the law aspect, basic data and history of Airbnb?

In ‘Market Demand Analysis & Forecasting’ what aspects an asset manager (or an organization) should consider?

NOT using Excel, please show all steps.

A bank is planning to install a new computerized accounts system. Bank management has determined the activities required to complete the project, the precedence relationships of the activities, and activity time estimates as follows: NOT using Excel, please show all steps.

       h               Equipment                       d, e                 1          2.5              7

                      modification

       i               Equipment                       h                     1           1                1

                          testing

       j               System                            f, g                  2            2               2

                    debugging and

                      installation

      k             Equipment                         g, i                  5            8              11

                      changeover

a. Draw the precedence diagram.

b. Determine the earliest and latest activity times, the expected completion time and standard     

    deviation.

c. What is the probability that the project will be completed in 40 weeks or less?

d. The following table provides the crash data for the project network. The normal activity times are

     considered to be deterministic and not probabilistic.

Crash the network the maximum amount, indicate how much it would cost the bank, and identify the new critical path(s).

Please read the text below and answer in a minimum of 1 page.

Briefly discuss how you will determine if transfer of training is successful. Discuss ROI in

terms of your training project. How will you measure ROI? What the training cost-

effective for the organization? Remember, if your training doesn’t generate measurable

value to the organization, management will be less supportive of training in the future

and your career as a training manager may be brief!

1. Voters arrive at a polling station at an average of 9 per minute (Poisson) where the service rate is 150 per hour (Poisson).
   1. What is the average number of voters in the system with 4 voter booths? (10 pts)

2. What is the minimum number of voting booths needed to keep the average time in the system under 1 minute (must show time)? (10 pts)

1. What do you believe is the one dimension of employee compensation that triggers more complaints than any other? Why?

2. Describe a set of circumstances under which you might legitimately consider disciplinary action for a chronic complainer.

3. Under what circumstances would you consider that one employee asking another for a date could constitute sexual harassment?

1. Information on a project’s activities is shown in the following table:

1. Create a Gantt chart based on earliest start times. (20 pts)

2. Create a budget cost chart, using earliest start times. (20 pts)

1. There are four jobs to be done and four machines with which to do them. Each resource will take a specific time, translated to operating costs, to do each job, as shown in the following table:

1. What is the result of the row reduction? (10 pts)

2. What is the result of the column reduction? (10 pts)

3. What is the result of modifying the row and column reductions table? (10 pts)

4. What is the optimum assignment of jobs to machines? (5 pts)

5. What is the total cost for the optimum assignment of jobs to machines? (5 pts)

using examples , explain how a decision support system (DSS) and management information system (MIS) are incorporated into the business of eBay. 20 Marks.

Does management practice have any relationship to the type of society we have become?

Explain why Ireland makes a good choice for a new location for a new software development company.

Assignment specification — Case Study :IKEA Operations Management

IKEA is the one of the most successful furniture retailer globally. With 276 stores in 36 countries, they have managed to develop their own special way of selling furniture. Their stores’ layout means customers often spend two hours in the store – far longer than in rival furniture retailers. IKEA’s philosophy goes back to the original business, started in the 1950s in Sweden by Ingvar Kamprad. He built a showroom on the outskirts of Stockholm where land was cheap and simply displayed suppliers’ furniture as it would be in a domestic setting. Increasing sales soon allowed IKEA to start ordering its own self-designed products from local manufacturers. But it was innovation in its operations that dramatically reduced its selling costs. These included the idea of selling furniture as self-assembly flat packs, which reduced production and transport costs, and its ‘showroom-warehouse’ concept, which required customers to pick the furniture up them-selves from the warehouse (which reduced retailing costs). Both operating principles are still the basis of IKEA’s retail operations process today.

Stores are designed to facilitate the smooth flow of customers, from parking, moving through the store itself, to ordering and picking up goods. At the entrance to each store large notice boards provide advice to shoppers. For young children, there is a supervised children’s play area, a small cinema, and a parent and baby room so parents can leave their children in the supervised play area for a time. Parents are recalled via the loudspeaker system if the child has any problems. IKEA ‘allow customers to make up their minds in their own time’ but ‘information points’ have staff who can help. All furniture carries a ticket with a code number which indicates its location in the warehouse. (For larger items customers go to the information desks for assistance.) There is also an area where smaller items are displayed, and can be picked directly. Customers then pass through the warehouse where they pick up the items viewed in the showroom. Finally, customers pay at the checkouts, where a ramped conveyor belt moves purchases up to the checkout staff. The exit area has service points, and a loading area that allows customers to bring their cars from the car park and load their purchases. Behind the public face of IKEA’s huge stores is a complex worldwide network of suppliers, 1,300 direct suppliers, about 10,000 sub-suppliers, and wholesale and transport operations, including 26 distribution centres. This supply network is vitally important to IKEA. From purchasing raw materials, right through to finished products arriving in its

customers’ homes, IKEA relies on close partnerships with its suppliers to achieve both ongoing supply efficiency and new product development. However, IKEA closely controls all supply and development activities from IKEA’s hometown of Älmhult in Sweden. But success brings its own problems and some customers became increasingly frustrated with overcrowding and long waiting times. In response IKEA launched a programe ‘designing out’ the bottlenecks. The changes included:

• clearly marked in-store short cuts allowing those customers who just want to visit one area to avoid having to go through all the preceding areas;
• express checkout tills for customers with a bag only rather than a trolley;
• extra ‘help staff ’ at key points to help customers;
• redesign of the car parks, making them easier to navigate
• dropping the ban on taking trolleys out to the car parks for loading (originally implemented to stop vehicles being damaged);
• a new warehouse system to stop popular product lines running out during the day;
• more children’s play areas.

IKEA spokeswoman Nicki Craddock said: ‘We know people love our products but hate our shopping experience. We are being told that by customers every day, so we can’t afford not to make changes. We realized a lot of people took offence at being herded like sheep on the long route around stores. Now if you know what you are looking for and just want to get in, grab it and get out, you can.’ Operations management is a vital part of IKEA’s success IKEA shows how important operations management is for its own success and the success of any type of organization.

Of course, IKEA understands its market and its customers. But, just as important, it knows that the way it manages the network of operations that design, produce and deliver its products and services must be right for its market. No organization can survive in the long term if it cannot supply its customers effectively. And this is essentially what operations management is about – designing, producing and delivering products and services that satisfy market requirements. For any business, it is a vitally important activity. Consider just some of the activities that IKEA’s operations managers are involved in:

‑ Arranging the store’s layout to give a smooth and effective flow of customers (called process design).

‑ Designing stylish products that can be flat-packed efficiently (called product design).

‑ Making sure that all staff can contribute to the company’s success (called job design).

‑ Locating stores of an appropriate size in the most effective place (called supply network design).

‑ Arranging for the delivery of products to stores (called supply chain management).

‑ Coping with fluctuations in demand (called capacity management).

‑ Maintaining cleanliness and safety of storage areas (called failure prevention).

‑ Avoiding running out of products for sale (called inventory management).

‑ Monitoring and enhancing quality of service to customers (called quality management).

‑ Continually examining and improving operations practice (called operations improvement).

And these activities are only a small part of IKEA’s total operations management effort. But they do give an indication, first of how operations management should contribute to the business’s success, and second, what would happen if IKEA’s operations managers failed to be effective in carrying out any of its activities. Yet, although the relative importance of these activities will vary between different organizations, operations managers in all organizations will be making the same type of decision (even if what they decide is different).

Question:

1. How is the IKEA operations design being different from that of most furniture retail operations?