QUESTION THREE With reference to any project of your choice, justify the significance of the project cost control process. QUESTION FOUR Control Procurement is defined as the process of managing procurement relationships, monitoring contract performance, and making changes and corrections to contracts as deemed appropriate (PMI,2023). Considering this statement identify and describe the individual factors that are considered essential in informing the control procurement process. QUESTION FIVE Highlight the strategies that should be considered by project managers when managing procurement relationships, monitoring contract performance, and making changes and corrections to contracts.

QUESTION THREE With reference to any project of your choice, justify the significance of the project cost control process. QUESTION FOUR Control Procurement is defined as the process of managing procurement relationships, monitoring contract performance, and making changes and corrections to contracts as deemed appropriate (PMI,2023). Considering this statement identify and describe the individual factors that are considered essential in informing the control procurement process. QUESTION FIVE Highlight the strategies that should be considered by project managers when managing procurement relationships, monitoring contract performance, and making changes and corrections to contracts.

Purchasing and Supply Chain Management

6th Edition

ISBN:9781285869681

Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

Publisher:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

ChapterC: Cases

Section: Chapter Questions

Problem 1.8A

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Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.
Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?
Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?
Identify any two of the different procurement options currently found within your sector of operation in relation to new projects - this should include the identification of the design and construction phases and whether these are considered to be integrated or separated. •Discuss the impact of build-ability on the procurement options identified above. •Explain the contractual relationships between the client, design team and construction team for each procurement system and how this may or may not affect the cohesiveness of the collective project team effort.
Scenario: Designated project manager for a medical health services project for low-income earners, unemployed and homeless people. Before the medical professionals begin their work, which was stipulated in the contract, or products have been bought, you would have gone through a process of identifying your requirements, created documents detailing your requirements, and analyzing the proposals received from each seller. These activities, among others, are critical to the Plan Procurement Process and result in the creation of a procurement management plan. From the medical services project scenario, what steps would you take when controlling procurements?
Scenario: Designated project manager for a medical health services project for low-income earners, unemployed and homeless people. Before the medical professionals begin their work, which was stipulated in the contract, or products have been bought, you would have gone through a process of identifying your requirements, created documents detailing your requirements, and analyzing the proposals received from each seller. These activities, among others, are critical to the Plan Procurement Process and result in the creation of a procurement management plan. From the medical services project scenario, what activities would you complete in order to close the procurements?
Scenario: Designated project manager for a medical health services project for low-income earners, unemployed and homeless people. Before the medical professionals begin their work, which was stipulated in the contract, or products have been bought, you would have gone through a process of identifying your requirements, created documents detailing your requirements, and analyzing the proposals received from each seller. These activities, among others, are critical to the Plan Procurement Process and result in the creation of a procurement management plan. From the medical services project scenario, what steps would you consider when conducting procurements?
objectively report on the considered use of Balanced Scorecards on their projects for a well-established, fictitious, medium-sized Tier 1 supplier for Ford Motor Corporation who has recently established a Project Management Office and should include A. Concerns/Issues from a business and project management perspective – what problems might occur if this supplier to Ford Motor Company implements Balanced Scorecards on all of their projects? B. Your recommendation for the supplier – should they implement Balanced Scorecards? Why or why not?
Procurement is one of the most important activities a project manager can undertake. Plan procurement outputs include: (select one correct answer) Statement of work Procurement documents Source selection criteria Procurement management plan All of the possible answers
1. Describe five examples of items you would consider when determining the price of a proposed project
Using facts provided in the case, conduct a strengths, weaknesses, opportunities, and threats (SWOT) analysis of AE AE had already gone through several rounds of funding (see Exhibit 1),7 and in June 2019, it had onemanufacturing centre with an installed capacity of 20,000–25,000 units. The manufacturing centre waslocated in Bengaluru, which was also the only city in which AE sold its smart e-scooters. AE had alsocreated a comprehensive public charging network called AtherGrid, which was launched in May 2019.With 31 locations in Bengaluru and 7 more in Chennai, AtherGrid was designed to provide a charginginfrastructure within 4 kilometres (km) of any commuter. Over the next five years, AE planned to set up anew manufacturing facility and additional charging infrastructure in several more cities, with the goal ofselling 1 million smart e-scooters annually. The company also planned to begin accepting pre-orders inother Indian cities, such as Chennai, Pune, Hyderabad, and Delhi, with a…
The following bids have been received for the supply of motor bikes and you have already evaluated the technical and all three were responsive. You are now evaluating the commercial. Your preferred delivery period is 6 weeks after contract signature. S/N BIDDER A BIDDER B BIDDER C 1. K900 000.00 K1 200 000.00 K750 000.00 COMMENTS • Bidder A quoted second highest. Their terms of payment were full payment after delivery. Their delivery period was 5 weeks after contract signature. Bidder B quoted highest. Their terms of payment were, after delivery of the motor bikes. Their delivery period was 6 weeks upon placement of purchase order. Bidder C quoted lowest. Their terms of payment were after delivery. Their delivery period was 6 weeks. The motor bikes were ex-stock. However, they went on to say that should the order be placed when the goods have sold out, the delivery period was likely to change. REQUIRED: Which supplier will be the best evaluated bidder and why?