What are some of the bottlenecks/factors that restrict the implementation of Disaster Risk Management in Botswana?
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What are some of the bottlenecks/factors that restrict the implementation of Disaster Risk Management in Botswana?
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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. 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?Elucidate the situation in which a disaster risk assessment report may recommend for the relocation of a development project to another area.
- What are the success factors and challenges in Disaster Risk Management in Botswana?Ooredoo is a business in oman, based on ooredoo answer the following: 2. Write about the nature of the business (what they do, which sector they belong, what are the processes in the business, etc.) 3. Perform a risk assessment for the business: a. Identify at least five risks for the business in connection with their objectives b. Assess these risks what is the likelihood of these risks occurring given the current situation? C. Suggest ways how these risks can be managed by the businessDepartment of Health contractor for overpriced faceshield and PPE supplies has been able to summarize its total annual fixed costs to as PHP5,000,000 and the total variable cost of production for each set of overpriced faceshield and PPE is PHP2000. A. If IATF agreed that only 5000 units is expected to sell to the government this year, what should the per unit selling be to make a 25% profit this year? B. If foreign sales of 3000 units per year is to be added to the 5000 units government contract above and a % profit is acceptable for this contractor again, what could be the new selling price per unit?
- Step 5 - Risk Assessment on a Eco-resort in Jamaica by including: natural disasters, political instability, economic instability and environmental regulations and include a SWOT analysis for the company.Perform a risk assessment for COMPANY Petroleum Development Oman:a. Identify at least five risks for the business COMPANY Petroleum Development Oman in connection with their objectivesb. Assess these risks – what is the likelihood of these risks occurring given the current situation?c. Suggest ways how these risks can be managed by the business.To compete with XEROX which had a competitive advantage in technical service for copiers , canon a used the internet to substitute for xerox technical services capability by developing higher stronger and faster service line b did not try to beat xerox on its strong service capability but on the price of its copiers c substituted for xeroxs technical services capability by developing highly reliable copiers that needed little service d substituted for xeroxs technical services capability by developimh its own highly efficient capability of technical service , through an extensive bench marking of xeroxs processes and practices
- Reliable Transportation Company limited is involved in the transportation of products for several manufactures island wide. In recent times the Government of Jamaica through the China Harbour Engineering Company (CHEC) has been involved in road infrastructural development island wide. Senior management of Reliable transportation has established several nodal points throughout the island including at the 2 major airports and they have hired you in the capacity of consultant to operations. Briefly state (Bullet points) to the senior management team three main types of risks and mitigation strategies as Reliable transports a shipment between 3 nodes.Name and elaborate 3 effects of the pandemic on the future demand for air cargo. Give reasons to support the answer.In what ways do geopolitical events influence an organization's risk profile?