Research on the Internet and find Five (5) companies (not banks) that process electronic payments in your community.

2.   Prepare a table including :

• Company Name:
• Year that the company began the business:
• Fare or Rates:
• Sales and Gross Profit for the past two (2) Years.

3.   Rank the companies and write two paragraphs about your findings.

4.   Present graphs that support your findings.

This week you were introduced to the three (3) conditions that must be in place in order to show performance management. Analyze the use of these tools using your workplace as an example. In addition, expand upon how the three conditions are applied and how they may be used for workplace improvement.

Identify and briefly describe a local company's strategic options in competing against global challengers if industry pressures for globalization are strong. Please go into detail, just do not list items. 300-400 words. Thanks!

George Company Limited (GCL) is desirous of purchasing ventilator machines to enhance its operations of its employee’s medical service company, due to the increase of the Covid 19 related illnesses in Trinidad. The Operation Manager of GCL has located an ideal ventilator machine in China from Wuhan Machine Services Limited (WMSL). GCL has dealt with WMSL over the last 10 years on several business matters, but never with respect to ventilator machines.

Mr. Noitall from GCL, developed specifications of the ventilator which they required and emailed it to WMSL. WMSL submitted an offer to GCL which consist amongst other information the following,” the ventilator will be of the same type submitted to other companies in Trinidad and Tobago” It also included information on price, freight on Board etc.

GCL accepted WMSL’s offer via official letter dated the 3^rd March 2020.

Mr. Noitall on a subsequent visit to Jetson Incorporated saw that they had the same ventilators that GCL ordered from WMSL and requested from Jetson’s management to take a closer observation at its engineering capabilities. However, to his amazement, it was of a very poor standard and he subsequently reported that fact, to his executive management. GCL immediately decided via email to inform WMSL that they are no longer interested in purchasing the ventilator machines.

WMSL responded shortly thereafter to GCL’s email and advised GCL that they had a valid agreement with WMSL and they will treat any decision by GCL not to proceed with the transaction as a breach of contract.

Question

State what type of contract this is and explain why

Kindly advise GCL whether or not they can avoid this agreement.                

1a.In your own words describe how would you try to improve the following companies/organizations today and going forward.

1b. How do you believe that leaders can better communicate and demonstrate empathy and compassion on the job today and going forward?

Your software consulting company, with offices in 3 major U.S. cities as well as London and Frankfurt, has budgeted $300,000 to grow its customer base via digital marketing/advertising. From among SEO, Search Advertising, Email and content marketing, what do you recommend and why?

Explain why a global competitor with multiple profit sanctuaries is well positioned to outcompete a domestic competitor whose only profit sanctuary is its home market.

Please go into detail 400 words. Thanks!

Search for any 15 mission statements of any institution of your choice.

Required:

a) Present these statements verbatim

b) Critique each of the mission statements regarding whether or not how each is constructed meets best practice

From the perspective of the consumer, how has technology has changed production, manufacturing and services? How has technology affected workers, the labor market, and unemployment?

The Somerset Furniture Company was founded in 1957 in Randolph County, Virginia. It traditionally has manufactured large, medium-priced, ornate residential wood furniture such as bedroom cabinets and chests of draws, and dining and living room cabinets, tables, and chairs, at its primary manufacturing facility in Randolph County. It employed a marketing strategy of rapidly introducing new product lines every few years. Over time it developed a reputation for high-quality, affordable furniture for a growing U.S. market of homeowners during the last half of the twentieth century. The company was generally considered to be an innovator in furniture manufacturing processes and in applying QM principles to furniture manufacturing. However, in the mid-1990s, faced with increasing foreign competition, high labor rates, and diminishing profits, the Somerset Company contracted to outsource several of its furniture product lines to manufacturers in China, simultaneously reducing the size of its own domestic manufacturing facility and labor force. This initially proved to be very successful in reducing costs and increasing profits, and by 2000 Somerset had decided to close its entire manufacturing facility in the United States and outsource all of its manufacturing to suppliers in China. The company set up a global supply chain in which it arranges for shipments of wood from the United States and South America to manufacturing plants in China where the furniture products are produced by hand by Chinese laborers. The Chinese manufacturers are very good at copying the Somerset ornate furniture designs by hand without expensive machinery. The average labor rate for furniture manufacturing in the United States is between $9 and $20 per hour, whereas the average labor rate for furniture manufacturers in China is $2 per day. Finished furniture products are shipped by container ship from Hong Kong or Shanghai to Norfolk, Virginia, where the containers are then transported by truck to Somerset warehouses in Randolph County. Somerset supplies retail furniture stores from this location. All hardware is installed on the furniture at the retail stores in order to reduce the possibility of damage during transport.

The order processing and fulfillment system for Somerset includes a great deal of variability, as do all aspects of the company's global supply chain. The company processes orders weekly and biweekly. In the United States it takes between 12 and 25 days for the company to develop a purchase order and release it to its Chinese suppliers. This process includes developing a demand forecast, which may take from one to two weeks; converting the forecast to an order fulfillment schedule; and then developing a purchase order. Once the purchase order is processed overseas by the Chinese manufacturer, which may take 10 to 20 days depending on the number of changes made, the manufacturing process requires approximately 60 days. The foreign logistics process requires finished furniture items to be transported from the manufacturing plants to the Chinese ports, which can take up to several weeks depending on trucking availability and schedules. An additional 5 to 10 days are required to arrange for shipping containers and prepare the paperwork for shipping. However, shipments can then wait from one day to a week for enough available containers. There are often too few containers at the ports because large U.S. importers, like “Big W” discount stores in the United States, reserve all the available containers for their continual stream of overseas shipments. Once enough containers are secured, it requires three to six days to optimally load the containers. The furniture pieces often have odd dimensions that result in partially filled containers. Since 9/11, random security checks of containers can delay shipment another one to three weeks, and smaller companies like Somerset are more likely to be extensively checked than larger shippers like Big W, whom the port authorities don't want upset with delays. The trip overseas to Norfolk requires 28 days. Once in port, one to two weeks are required for a shipment to clear customs and to be loaded onto trucks for transport to Somerset's warehouse in Randolph County, which takes from one to three days. When a shipment arrives, it can take from one day up to a month to unload a trailer, depending on the urgency to fill store orders from the shipment.

Because of supply chain variability, shipments can be off schedule (i.e., delayed) by as much as 40%. The company prides itself on customer service and fears that late deliveries to its customers would harm its credibility and result in cancelled orders and lost customers. At the same time, keeping excess inventories on hand in its warehouses is very costly, and since Somerset redesigns its product lines so frequently a real problem of product obsolescence arises if products remain in inventory very long. Somerset has also been experiencing quality problems. The Chinese suppliers employ quality auditors who rotate among plants every few weeks to perform quality control tests and monitor the manufacturing process for several days before visiting another plant. However, store and individual customer complaints have forced Somerset to inspect virtually every piece of furniture it receives from overseas before forwarding it to stores. In some instances, customers have complained that tables and chairs creak noisily during use. Somerset subsequently discovered that the creaking was caused by humidity differences between the locations of the Chinese plants and the geographic areas in the United States where their furniture is sold. Replacement parts (like cabinet doors or table legs) are difficult to secure because the Chinese suppliers will only agree to provide replacement parts for the product lines currently in production. However, Somerset provides a one-year warranty on its furniture, which means that they often need parts for a product no longer being produced. Even when replacement parts were available, it took too long to get them from the supplier in order to provide timely customer service.

Provide a clear flowchart of all activities included in one complete purchase
“cycle”. The graphical representation must be self-explanatory. In other words, you
must use symbols and their labels/identification in the flowchart, so that NO
ADDITIONAL wording/explanations be necessary outside the flowchart. The time
or time-range for each step of the purchase cycle must also be found on the
flowchart.
2. Calculate the range of days (minimum to maximum) of the variable timeline for
product lead time in this case. Start with the initiation and development of the
purchase order and end when the product is received and warehoused. Itemize
activities with their variable times, and provide the range for the total lead time.
3. Out of the activities identified above, mark with an asterisk, or by using special font
(e.g., bold) those activities whose durations might be reduced with help from
international trade specialists, or trade logistics companies (please do not use any
coloured highlights)
4. Pinpoint at least 7 problems that are prevalent (typical, characteristic) when
manufacturing is outsourced to other countries and appear to be present in this
company’s global supply chain.
5. Highlight two issues that you found of special interest in this case and are not
directly related to the discussion questions above. In other words, DO NOT just
repeat a “problem” stated in the mini-case, but share the “insights” that you may
have gained from examining this real business story.

1.We all regularly enter into contracts during our daily routines, even though most of us do so without even thinking about it. Describe three contracts, either express or implied, that you have entered into in the past month. In doing so, describe the offer and acceptance, and the consideration given by each party.

2.During a capital improvement funding drive at her church, Betty pledged to give $40,000 toward a new church steeple. In response to Betty's pledge, the church entered into a contract with a private company for the creation and purchase of the steeple. Once the company completed the steeple, they sent an invoice to the church with a purchase price of $55,000. The church then contacted Betty and asked for her $40,000 check. Reluctantly Betty told the church that due to some unforeseen medical bills, she could no longer donate the $40,000.

Did Betty and the church have a legally enforceable contract for the $40,000 donation? Why or why not? Is there any way that the church can force Betty to pay, regardless of whether or not there was a legal contract?

Situational Analysis and Problem Statement of Grocery Gateway with advantages and disadvantages.

The sales of mouthwash at MARKAL Pharmacy over the past 6 months have average 2,000 cases per month, which is the current order quantity. Markal's cost is $12.00 per case. The company estimates its cost of capital to be 12 percent. Insurance, taxes, breakage, handling, and pilferage are estimated to be approximately 6 percent of item cost. The estimated order cost is $38.00. What is economic order quantity? What is the total inventory cost under economic order quantity? Compare the total cost savings with the current purchase order of 2000 case per month. Show all calculation.