The consumer journey has changed and has become more complicated. Do you agree or disagree? Use your ‘recent purchase’ or ‘intent to purchase’ to define the new consumer journey and how you believe it has changed. What has changed? What makes it more complicated to understand from a marketer’s perspective? Highlight at least 3 ways in which the consumer journey has changed and how the marketer has to adapt to this new reality.

Crank Ltd Crank has been in business since the 1920’s and have three locations in the UK. Their Head Office and main manufacturing site is in Leicester. This site makes complex tubular assemblies for defence organisations, oil and gas and transportation. There is a site at Southampton making tubular shafts for golf clubs, and a site in Glasgow manufacturing aerospace Duct assemblies up to 8″ diameter. The procurement organisation is currently decentralised. At Leicester, there is a Purchasing Manager, whereas at Southampton and Glasgow, each site has a Chief Buyer in charge of small procurement teams. There is a new Chief Executive of Crank who fervently believes that he needs a new approach for the Group in the way procurement is structured. Over the past month, he has, quietly, been obtaining some salient facts.

The more important ones are

• Each site operates as a ‘Profit Centre’ and the Site Director has to deliver a targeted Return on Capital Employed;

• There are no Group purchase contracts;

• Five major purchases account for 61% of total Group expenditure – they are all raw material including different specifications of tubing;

• There are more than 40 suppliers for the five major purchases; • No formal tendering has taken place, on any site, for more than two years;

• Capital equipment is purchased by the Group Chief Engineer;

• The company has embraced modern logistics practices including JIT and OTIF (On Time In Full);

• There is no savings plan for purchasing;

• The purchasing teams do not liaise.

The Chief Executive intends to consider an alternative purchasing structure that can deliver benefits for the Group and each operational site. On the basis of your knowledge and the salient facts above what advice could you give him?

Tasks

(c) What alternative structures could be considered?

(d) What are the potential obstacles to change?

(e) What business benefits could accrue from a changed purchasing structure?

I need to write an accounting-internship report for my accounting class which will answer these questions:

i. What you achieved during the internship

ii. What you did well

iii. What you could have done better

iv. Any conflicts that arose during the internship; how you dealt with them

v. How you will apply what you learned to your desired career

vi. Your next career steps

Crank Ltd Crank has been in business since the 1920’s and have three locations in the UK. Their Head Office and main manufacturing site is in Leicester. This site makes complex tubular assemblies for defence organisations, oil and gas and transportation. There is a site at Southampton making tubular shafts for golf clubs, and a site in Glasgow manufacturing aerospace Duct assemblies up to 8″ diameter. The procurement organisation is currently decentralised. At Leicester, there is a Purchasing Manager, whereas at Southampton and Glasgow, each site has a Chief Buyer in charge of small procurement teams. There is a new Chief Executive of Crank who fervently believes that he needs a new approach for the Group in the way procurement is structured. Over the past month, he has, quietly, been obtaining some salient facts.

The more important ones are

• Each site operates as a ‘Profit Centre’ and the Site Director has to deliver a targeted Return on Capital Employed;

• There are no Group purchase contracts;

• Five major purchases account for 61% of total Group expenditure – they are all raw material including different specifications of tubing;

• There are more than 40 suppliers for the five major purchases; • No formal tendering has taken place, on any site, for more than two years;

• Capital equipment is purchased by the Group Chief Engineer;

• The company has embraced modern logistics practices including JIT and OTIF (On Time In Full);

• There is no savings plan for purchasing;

• The purchasing teams do not liaise.

The Chief Executive intends to consider an alternative purchasing structure that can deliver benefits for the Group and each operational site. On the basis of your knowledge and the salient facts above what advice could you give him?

Tasks

(c) What alternative structures could be considered?

(d) What are the potential obstacles to change?

(e) What business benefits could accrue from a changed purchasing structure?

1. Describe a very specific example from agriculture of how the “research cycle” may be applied.

2. What does peer- refereed mean and what is the significance of this?

David finds his profit at $8,400, which is inadequate for expanding its business. The bank is insisting on an improved profit picture prior to approval of a loan for some new equipment. He would like to improve its profit line to $18,400 so they can obtain the bank's approval for the loan.

a) Using a supply chain strategy, what is the percentage of change in supply chain purchases to yield a profit of $18,400? What is the new cost of supply chain purchases?

b) Using a sales strategy, what is the percentage of change in supply chain purchases to yield a profit of $18,400? What is the new cost of supply chain purchases?

Layout

Part A

A facility is setting up an assembly line to produce 75 units per day, working 24 hours per day.

Calculate the desired cycle time in minutes per unit.

(Round up to a whole number)

Part B

Assume a facility is setting us an assembly line and the tasks and times are listed above. Assume the desired cycle time is 15 minutes/unit.

What is the theoretical minimum number of workstations required?

(Round up to a whole number)

Part C

A facility is setting up an assembly line.

Assume the desired cycle time is 16 minutes per unit.

Balance the line and assign tasks to workstations using the longest task time rule. Break ties with the most number of followers rule. (Use the process in class and the complete the chart on a separate piece of paper)

In Workstation #1 you should add the following activities in the following order:

Activity/task letter  should be added first (enter 'none' if no activity should be added here)

Activity/task letter  should be added second (enter 'none' if no activity should be added here)

Activity/task letter  should be added third (enter 'none' if no activity should be added here)

Activity/ task letter  should be added fourth  (enter 'none' if no activity should be added here)

Part D - This is a continuation of Part C and deals with workstation #2

A facility is setting up an assembly line.

Assume the desired cycle time is 16 minutes per unit.

Balance the line and assign tasks to workstations using the longest task time rule. Break ties with the most number of followers rule. (Use the process in class and the complete the chart on a separate piece of paper)

In Workstation #2 you should add the following activities in the following order:

Activity/task letter  should be added first (enter 'none' if no activity should be added here)

Activity/task letter  should be added second (enter 'none' if no activity should be added here)

Activity/task letter  should be added third (enter 'none' if no activity should be added here)

Activity/ task letter  should be added fourth  (enter 'none' if no activity should be added here)

Part E

Given the following layout.

What is the actual idle time per cycle (unit)?

(Round to a whole number)

Part F

How do you determine the actual cycle time of a balanced line?

Choose the best answer.

Post about email etiquette or management strategies on the discussion board.

List three strategies for positive email etiquette OR three strategies for maintaining work/life balance in a world of texting, Microsoft Teams, Zoom, constant email access, etc. Please number them 1, 2, and 3.

Crank Ltd Crank has been in business since the 1920’s and have three locations in the UK. Their Head Office and main manufacturing site is in Leicester. This site makes complex tubular assemblies for defence organisations, oil and gas and transportation. There is a site at Southampton making tubular shafts for golf clubs, and a site in Glasgow manufacturing aerospace Duct assemblies up to 8″ diameter. The procurement organisation is currently decentralised. At Leicester, there is a Purchasing Manager, whereas at Southampton and Glasgow, each site has a Chief Buyer in charge of small procurement teams. There is a new Chief Executive of Crank who fervently believes that he needs a new approach for the Group in the way procurement is structured. Over the past month, he has, quietly, been obtaining some salient facts.

The more important ones are

• Each site operates as a ‘Profit Centre’ and the Site Director has to deliver a targeted Return on Capital Employed;

• There are no Group purchase contracts;

• Five major purchases account for 61% of total Group expenditure – they are all raw material including different specifications of tubing;

• There are more than 40 suppliers for the five major purchases; • No formal tendering has taken place, on any site, for more than two years;

• Capital equipment is purchased by the Group Chief Engineer;

• The company has embraced modern logistics practices including JIT and OTIF (On Time In Full);

• There is no savings plan for purchasing;

• The purchasing teams do not liaise.

The Chief Executive intends to consider an alternative purchasing structure that can deliver benefits for the Group and each operational site. On the basis of your knowledge and the salient facts above what advice could you give him?

Tasks

(c) What alternative structures could be considered?

(d) What are the potential obstacles to change?

(e) What business benefits could accrue from a changed purchasing structure?

Crank Ltd Crank has been in business since the 1920’s and have three locations in the UK. Their Head Office and main manufacturing site is in Leicester. This site makes complex tubular assemblies for defence organisations, oil and gas and transportation. There is a site at Southampton making tubular shafts for golf clubs, and a site in Glasgow manufacturing aerospace Duct assemblies up to 8″ diameter. The procurement organisation is currently decentralised. At Leicester, there is a Purchasing Manager, whereas at Southampton and Glasgow, each site has a Chief Buyer in charge of small procurement teams. There is a new Chief Executive of Crank who fervently believes that he needs a new approach for the Group in the way procurement is structured. Over the past month, he has, quietly, been obtaining some salient facts.

The more important ones are

• Each site operates as a ‘Profit Centre’ and the Site Director has to deliver a targeted Return on Capital Employed;

• There are no Group purchase contracts;

• Five major purchases account for 61% of total Group expenditure – they are all raw material including different specifications of tubing;

• There are more than 40 suppliers for the five major purchases; • No formal tendering has taken place, on any site, for more than two years;

• Capital equipment is purchased by the Group Chief Engineer;

• The company has embraced modern logistics practices including JIT and OTIF (On Time In Full);

• There is no savings plan for purchasing;

• The purchasing teams do not liaise.

The Chief Executive intends to consider an alternative purchasing structure that can deliver benefits for the Group and each operational site. On the basis of your knowledge and the salient facts above what advice could you give him?

Tasks

(c) What alternative structures could be considered?

(d) What are the potential obstacles to change?

(e) What business benefits could accrue from a changed purchasing structure?

Customers have “mental rules” that impact their attitude about a business. What can a company do to help ensure that a customer’s rule is not broken? Give two examples.

Decision Making

Part A

A tire manufacturer has three different models that it sells. The anticipated payoff is dependent on the type sold and the level of demand.

What is the EMV for the all season tires?

(Round to a whole number)

Part B  (***NEW NUMBERS from previous question***)

A tire manufacturer has three different models that it sells. The anticipated payoff is dependent on the type sold and the level of demand.

What is the EMV for the all terrain tires?

(Round to a whole number)

Part C (***NEW NUMBERS from previous question***)

A tire manufacturer has three different models that it sells. The anticipated payoff is dependent on the type sold and the level of demand.

What is the EMV for the winter tires?

(Round to a whole number)

Part D  (***NEW NUMBERS from previous question***)

A tire manufacturer has three different models that it sells. The anticipated payoff is dependent on the type sold and the level of demand.

What is the Expected Value with Perfect Information (EVwPI)

(Round to a whole number)

Part E

What is the Expected Value of Perfect Information (EVPI) if the Maximum EMV is 4,186 and the Expected Value with Perfect Information (EVwPI) is 7,395?

(Round to a whole number)

Part F

What does the Expected Value of Perfect Information (EVPI) represent?

(Choose the best answer)

Describe the risks, rewards, and responsibilities of using e-mail as a business communication tool.

what are the major elements of a negotiation strategy?

Crank Ltd Crank has been in business since the 1920’s and have three locations in the UK. Their Head Office and main manufacturing site is in Leicester. This site makes complex tubular assemblies for defence organisations, oil and gas and transportation. There is a site at Southampton making tubular shafts for golf clubs, and a site in Glasgow manufacturing aerospace Duct assemblies up to 8″ diameter. The procurement organisation is currently decentralised. At Leicester, there is a Purchasing Manager, whereas at Southampton and Glasgow, each site has a Chief Buyer in charge of small procurement teams. There is a new Chief Executive of Crank who fervently believes that he needs a new approach for the Group in the way procurement is structured. Over the past month, he has, quietly, been obtaining some salient facts.

The more important ones are

• Each site operates as a ‘Profit Centre’ and the Site Director has to deliver a targeted Return on Capital Employed;

• There are no Group purchase contracts;

• Five major purchases account for 61% of total Group expenditure – they are all raw material including different specifications of tubing;

• There are more than 40 suppliers for the five major purchases; • No formal tendering has taken place, on any site, for more than two years;

• Capital equipment is purchased by the Group Chief Engineer;

• The company has embraced modern logistics practices including JIT and OTIF (On Time In Full);

• There is no savings plan for purchasing;

• The purchasing teams do not liaise.

The Chief Executive intends to consider an alternative purchasing structure that can deliver benefits for the Group and each operational site. On the basis of your knowledge and the salient facts above what advice could you give him?

Tasks

(c) What alternative structures could be considered?

(d) What are the potential obstacles to change?

(e) What business benefits could accrue from a changed purchasing structure?