S C 0 r e 4 b) 3.5 3+ 2.5 2 1.5 1 0.5 + 0 4 3.17 3.18 Malaysian Logistics Performance Index 3.45 3.49 Custom Logistics Efficiency Infrasturcture 3.65 Based on the above chart: a) 3.21 World Bank Logistics Performance Index 3.46 3.57 *Note: Score: 0 - Poor, 5- Excellent 3.34 Timeliness Track and Trace Quality and Logistics Cost Competency Malaysia Logistics Performance Index 3.52 Source: https://www.lpimy.com The above chart shows the comparison between the average Malaysia Logistics Performance Index (MLPI) and the World Bank Logistics Performance Index (WBLPI). Discuss five (5) key components measured in the survey. 3.48 The MLPI is a survey based measurement of the Malaysia logistics performance from the views of industry professionals. The objective of the survey is to evaluate the status of logistics performance for Malaysia. 3.28 Compare the trend of performance between MLPI and WBLPI.

S C 0 r e 4 b) 3.5 3+ 2.5 2 1.5 1 0.5 + 0 4 3.17 3.18 Malaysian Logistics Performance Index 3.45 3.49 Custom Logistics Efficiency Infrasturcture 3.65 Based on the above chart: a) 3.21 World Bank Logistics Performance Index 3.46 3.57 *Note: Score: 0 - Poor, 5- Excellent 3.34 Timeliness Track and Trace Quality and Logistics Cost Competency Malaysia Logistics Performance Index 3.52 Source: https://www.lpimy.com The above chart shows the comparison between the average Malaysia Logistics Performance Index (MLPI) and the World Bank Logistics Performance Index (WBLPI). Discuss five (5) key components measured in the survey. 3.48 The MLPI is a survey based measurement of the Malaysia logistics performance from the views of industry professionals. The objective of the survey is to evaluate the status of logistics performance for Malaysia. 3.28 Compare the trend of performance between MLPI and WBLPI.

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 1.7A: Avion, Inc. Susan Dey and Bill Mifflin, procurement managers at Avion, Inc., sat across from each...

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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?
Avion, Inc. Susan Dey and Bill Mifflin, procurement managers at Avion, Inc., sat across from each other and reviewed a troubling performance report concerning a key supplier, Foster Technologies. The report detailed the deteriorating performance of Foster Technologies in the areas of material quality and on-time delivery. At this point, Kevin ODonnell, another procurement manager, entered the room. Why can changes within a supply chain disrupt the normal flow of goods and services within a supply chain?
Key Performance Index of a Logistics Company b) KEY PERFORMANCE INDEX (KPI) Delivery in Full (By Line) Delivery on Time Delivery in Full On Time (DIFOT) (By Line) (In Full x On Time) Total Supply Chain Management Cost Cash to Cash Cycle Time Stockturns (Finished Goods) PERFORMANCE 95-97% 95-97% 60 Days 99% > 99% > 95% 10 Turns BEST WORLD S Source: Logistics Bureau (2018), Benchmarking Report Performance measurement is a methodology to optimise the execution of business strategy. Based on the diagram above: a) Briefly discuss four (4) issues of key performance index (KPI) that transport operators need to focus on in their business to achieve success. Critically examine the strategies a logistics company has to undertake to become world class.
Question 1 a) Using relevant examples, examine the effect of the different risks on operational performance of supply chains. b) Suggest measures that can be used to mitigate the effects of the different supply chain risks identified.
"QUESTION 5 Discuss in detail any FIVE factors of competitive advantage: T T T T Paragraph Arial 3 (12pt) E T T. & O fx Mashups
Please provide answers to subparts d to J: Company B is a retailer of mobile phones in Australia that works 250 days in a year. The manager is determining a minimum-cost inventory plan for an upcoming phone to be launched in the market. She has collected the following information: • Annual demand: 1000 phones • Phone cost: $1,214 each • Phone RRP: $1,349 each • Net weight: 163 g each • Tare weight: 277 g each • Annual inventory holding cost: 15% • Cost per order to replenish inventory: $75 • Annual in-transit holding cost: 10% • Freight rate: $8.10 per kg • Time to process order for freight: 1 days • Freight transit time: 3 days Solve this problem using a non-linear programming (NLP) model to determine the followings: d. The total cost for holding the inventory e. The total cost for transportation f. The total cost for holding the phones during transit g. The total cost for this inventory plan h. The number of orders i. Ordering point j. The profit from this inventory plan
Table 23.1: Vital Economic Statistics for An Earthly Economy Nominal RGDP Total GDP Price Population Year ($ Billion) Index • (in Million) 7 $5,000.00 119 129.00 6 $4,900.00 117 128.50 5 $4,950.00 114 128.16 4 $4,890.00 110 127.45 Refer to Table 23.1. Real GDP per person dropped by about 0.05% 0.07% 0.08% 0.06% in Year 7.
How to manage supply chain drivers by PRAN foods Ltd? Explain elaborately.
In the other way, reverse logistics system could be perform better to boost firm performance with high degree of top management support, formalisation, information system and competitor.
answer guidelines Question 3 - to discuss the appropriate actions the supply chain could take to manage each of these quardants. For example: how to alleviate its status away from ‘nuisance’ qurdant by increasing more prodcut portfolio to supplier. Provide example to support.