Day: April 26, 2018

1. A manager is trying to decide whether to purchase a certain part or to have it produced internally. Internal production could use either of two processes. One would entail a variable cost of $17 per unit and an annual fixed cost of $200,000; the other would entail a variable cost of $14 per unit and an annual fixed cost of $240,000. Three vendors are willing to provide the part. Vendor A has a price of $20 unit for any volume up to 30,000 units. Vendor B has a price of $22 per unit for demand of 1,000 units or less, and $18 per unit for larger quantities. Vendor C offers a price of $21 per unit for the first 1,000 units, and $19 per unit for additional units.

a. If the manager anticipates an annual volume of 10,000 units, which alternative would be the best for a cost standpoint?
b. For 20,000 units, which alternative would be best?
c. Determine the range for which each alternative is best. Are there any alternatives that are never best? Which?

I need your help answering the following 4 questions using the food intake below the questions:

a. How did your recorded protein intake compare with the recommendation of the CNPP? ( 150 words)
b. If your recorded protein intake was too high or too low, which foods might you change to achieve your goal and keep other nutrients in balance?( 150 words)

c. Which foods in your recorded one day intake provide protein?( 150 words)

d. Are the proteins in each of these foods complete,or are they incomplete, thus requiring combining to become complementary proteins?( 150 words)

THIS IS THE FOOD INTAKE

Foods Consumed Select Serving Size Number of
Servings
(Enter a number
(e.g. 1.5))
AMERICAN/CHEDDAR CHEESE, PROCESSED <Please select a serving size> 1 cup 1 cup diced 1 cup, melted 1 cup shredded 1 cubic inch 1 kiss 1 slice (.75 oz) 1 slice (1 oz) Don`t Know
BREAD, WHEAT OR CRACKED WHEAT, TOASTED <Please select a serving size> 1 large or thick slice 1 regular slice 1 regular slice, crust not eaten 1 thin slice 1 thin slice, crust not eaten Don`t Know
EGG BEATERS <Please select a serving size> 1 cup, cooked (1/4 cup raw, equivalent to 1 large egg, makes 1/3 cup cooked) 1 carton (8 fl oz) yields Don`t Know
HEALTHY CHOICE MINESTRONE SOUP <Please select a serving size> 1 Campbell`s can (16 oz) 1 Healthy Choice can (15 oz) 1 Progresso can (16 oz) Don`t Know
LETTUCE, RAW <Please select a serving size> 1 cup shredded or chopped 1 oz 1 large head 1 large leaf 1 medium head (6 dia) 1 medium leaf 1 small head 1 small leaf Don`t Know
ORANGE JUICE <Please select a serving size> 1 cup 1 fl oz Don`t Know
PASTRAMI SANDWICH <Please select a serving size> 1 sandwich Don`t Know
POPSICLE <Please select a serving size> 1 Kool Pop 1 double stick 1 single stick 1 Fla-Vor-Ice Don`t Know
PROMISE, MARGARINE-LIKE SPREAD, TUB <Please select a serving size> 1 tablespoon Don`t Know
ROOT BEER <Please select a serving size> 1 fl oz 1 can or bottle (16 fl oz) 1 can (12 fl oz) 1 child/senior drink (12 fl oz) 1 small drink (16 fl oz) 1 medium drink (22 fl oz) 1 large drink (32 fl oz) 1 extra large drink (44 fl oz) Don`t Know
VINEGAR, SUGAR & WATER DRESSING <Please select a serving size> 1 cup 1 tablespoon Don`t Know
WEIGHT WATCHERS SWEET & SOUR CHICKEN (FROZEN MEAL) <Please select a serving size> 1 meal (9 oz)

Print Food Record

Nutrient Intakes For djm0922 on 10/25/2007
A nutrient recommendation is a target or goal for intake of a nutrient. Your requirement for a particular nutrient is unique to you, but it is likely to be lower than the recommended number. If your intake is at or above this number, then it is probably adequate. If your intake is below this number, that does not necessarily mean an inadequate intake. If today’s intake is typically what you eat, and your intake for a nutrient is at or above the recommendation, it is likely that your intake of that nutrient is adequate. To better assess your usual nutrient intake, you should report foods eaten for two or more days and review your nutrient intake over time. Click here if you want to see your nutrient profile with technical assessment information.

Nutrient Your Intake Recommendation or
Acceptable Range
Food Energy/Total Calories (kcals) 1240 2805
Protein (gm) 48 46
Carbohydrate (gm) 171 130
Total Fiber (gm) 13 25
Total Fat (gm) 43 27.5 – 48.2
Saturated Fat (gm) 11.2 < 13.8
Monounsaturated Fat (gm) 15 **
Polyunsaturated Fat (gm) 12 **
Linoleic (omega 6) (gm) 11.2 12
Alpha Linolenic (omega 3) (gm) 1 1.1
Cholesterol (mg) 101 < 300
Vitamin A (mcg RAE) 500.4 700
Vitamin C (mg) 154.9 75
Vitamin E (mg a-TE) 5.7 15
Thiamin (mg) 0.9 1.1
Riboflavin (mg) 1 1.1
Niacin (mg) 14.1 14
Folate (mcg, DFE) 322.3 400
Vitamin B6 (mg) 1 1.3
Vitamin B12 (mcg) 1.5 2.4
Calcium (mg) 358.4 1000
Phosphorus (mg) 550.1 700
Magnesium (mg) 157 320
Iron (mg) 9.3 18
Zinc (mg) 6.5 8
Selenium (mcg) 67.8 55
Potassium (mg) 1976 4700
Sodium (mg) 3732 1500 – 2300

** Nutrient has no established recommendation.

Back MyPyramid Recommendation HEI Score Calculate Nutrient History

Comparison of Your Intake with
MyPyramid Recommendations for djm0922

Your Pyramid Stats
Milk Intake 0.3 cup equivalent
Milk Recommendation 3 cup equivalent

Meat and Beans Intake 4.9 oz equivalent
Meat and Beans Recommendation 7 oz equivalent

Vegetables Intake 2.9 cup equivalent
Vegetables Recommendation 3.5 cup equivalent

Fruits Intake 1.1 cup equivalent
Fruits Recommendation 2.5 cup equivalent

Grains Intake 3.8 oz equivalent
Grains Recommendation 10 oz equivalent

____________________________________________________________

Pyramid Categories Percent Recommendation
Milk 10%
Meat and Beans 70%
Vegetables 83%
Fruits 44%
Grains 38%

Back
Nutrient Intakes
HEI Score
Calculate History

The J.C. Adams Co., a mail-order firm that deals in small gifts, charges a flat rate for postage regardless of the weights of the packages. The flat postage charge is the current postage rate per ounce times 16.90. The company management assumes that in the long run the firm will break even on postage costs. The accounting department disputes the fixed postage charge and suggests that it should be changed. Management, however, wishes to be at least 95% certain that a policy change is justified since it may incur postage losses or be unattractive to potential customers. Further, management wishes to be 99% certain that if a policy change is made, the change will not incur losses due to insufficient postage charges to customers. Management decides to take a random sample of the weights of 100 packages mailed this month and base the decision on the sample results. The sample indicates a mean weight of 17.8 ounces and a standard deviation of 3.2 ounces.
a. Determine the action to be taken by J. C. Adams Company, if any, and explain your conclusion.

ITeam, Inc. is a high-tech company based in Walnut Creek, California that produces, markets, and sells computer systems, peripherals, and other consumer electronic products to corporate clients and electronics retailers. iTeam has grown significantly in its first five years focusing on selling its products locally. Recently they have expanded nationally putting them in direct competition with larger, global firms. These larger companies can offer equal or lower prices with greater product diversity and more value added services.
In addition, iTeam’s cost structure has increased which has lowered their profit margins. Predicting future success is difficult since sales in this industry are difficult to predict as the high tech market has been erratic. The recent decision to source product from China has resulted in reduced product quality and political pressure domestically. In addition proposed EPA legislation if passed will be costly to producers of electronic goods. Lastly, iTeam has not established a formal sales program and relationship selling has been non-existent.
Variables in the external environment that effect sales consist of economic, legal and political, technological, social and cultural, and natural. There are many external environmental factors that are likely to affect iTeams future. The most likely to negatively affect this companies future is Global competition. Their recent national expansion from a local niche company to a national sales organization has put them in direct competition with larger companies who have the ability to price their products at the same level or lower than iTeams. In addition, these companies can offer greater product diversity and more value added services.
The recent move to source product from China has resulted in reduced product quality and caused political and social pressure for eliminating U.S. jobs. Also of serious concern is the potential level of lead in products manufactured in China. This could open the company up to legal risk from potential lawsuits and reputation risk if they were to have unfavorable media coverage.
The rapidly changing Technological environment is creating the need for extensive Research and Development to create constant innovations to keep up with the competition. The need to continually spend significantly on R & D to remain competitive in the market place is a significant factor.
If CEO Andrew Taylor chooses to move forward with an expansion into Europe and China, it will require a significant investment in an expanded supply chain and new distribution channels. It would also create the need for an improved manufacturing system to increase production capacity. Relationships would need to be developed with new customers and suppliers and iTeam’s current sales force is not experienced in this area. These challenges will clearly affect iTeam economically.

Variables in the internal environment include goals and objectives as well as internal culture, personnel, financial resources, production and supply chain capabilities, service capabilities and technological capabilities including but not limited to Research and Development. iTeam does not appear to have a well defined mission and even CEO Andrew Taylor is not convinced that the industry growth projections are accurate. Since this company was formed as an entrepreneurial start up by Mr. Taylor and several of his classmates from business school, the creative spirit has been allowed to flourish, resulting in a group of individual contributors unskilled in relationship building and most likely focused on how large they can get their commission compensation. There is currently no incentive for the sales team to spend time building new relationships with potential new suppliers or long term prospects.

Background:
The Denver facility produces a wide variety of liquid chemicals.
Raw materials arrive at the Denver facility by railroad tank car.
Most shipments made in single or multiple compartment semi-trailer tankers.

Scenario:
Problems with delivered product quality
roduction systems appear to be out of control at times
Too many (non-Carbide) vehicles driving through plant.
Appears that drivers are not fully aware or observant of proper safety measures
Neighborhood residents and police complaining of trucks blocking the streets in
front of the plant.
Road blockages are normally short lived but consistently occur in the morning and late afternoons.
Automotive customers require that laboratory testing report on each SKU accompany each shipment. Denver facility is slow in producing lab reports.
Noncompliant trucks leaving Denver facility with lab reports stating that the products are non-compliant.
Plant transportation operations group (dispatching and scheduling) does not know when trucks will arrive at the gate.
20% of trucks arrive with no advance notice and with no order on file, but with purchase order in hand.
Denver periodically runs out of products without warning.
Denver facility has requested funds for new truck scales, but the need was not justified on a cost/benefit basis.

Problem:
Conduct a root cause analysis of the various issues that Mr. Walters presented
Discuss how the performance of the various areas impacts one another.
Come up with solutions

Draft a trip report for Mr. Walters of your groups preliminary recommendations.
Identify the underlying root cause of the problems and provide a reasonable and acceptable solution along with a trip report to include the following.

1. Dispatching 2. Transportation & Scheduling 3. Quality Control Laboratory
4. Production Units & Operational Departments 5. Product Loading
6. Facilities & Operations 7. Product Loading of Polyols

Pritchard Soap Co.

Samantha (“Sam”) Calderon is manager of a project that will completely alter the method of adding perfume to Pritchard Soap’s “Queen Elizabeth” gift soap line. The new process will greatly extend the number of available scents and should result in a significant increase in sales. The project had been proceeding reasonably well, but fell several weeks behind when the perfume supplier, the Stephen Marcus Parfumissary, was unable to meet its delivery deadline because of a wildcat strike.

Under normal circumstances this would not have caused problems, but the project had been subject to a particularly long evaluation study and now was in danger of not being ready for the Christmas season. The major scheduling problem concerned Pritchard’s toxicity lab. Kyle Lee, lab manager, had been most cooperative in scheduling the Queen Elizabeth perfumes for toxicity testing. He had gone out of his way to rearrange his own schedule to accommodate Sam’s project. Because of the strike at Marcus, however, Sam cannot have the perfumes ready for test as scheduled, and the new test date Lee has given will not allow her to make the new line available by Christmas. Sam suspects that the project might not have been approved if senior management had known that they would miss this year’s Christmas season.

Questions: What was the source of change in this project and how will it affect the project’s priority? What are Sam’s alternatives? What should she do?

Please help me find the right track to approach this problem, I am lost and need some insight whether or not what models to use or what resources to use in order to find the particular answer, it is so very confusing, any help with the matter to get me the right start and a hint on the design of what they want and what to hear would be great. I need to present this to a group and need to make it professional, managed and reach the right answers otherwise I am stuck and I will get a bad overall grade and a bad participation grade, any help will be wonderful, thanks!

Power Byte Computers

Chang Yung Chong is considering whether to open a new computer store called Power Byte Computers in West Lafayette, IN. Mr. Chong wants to proceed cautiously since the market potential for another computer store is uncertain. He can either open a small store now, open a large store now, drop the idea now, or else have a market potential study conducted and then decide whether to open a small or large store or do nothing. A marketing research firm has offered to conduct a market potential survey for $5000.00. The survey would suggest either a favorable or unfavorable market for a new computer store.

Based on Mr. Chong’s calculations, he believes that if a small store is opened he would earn a first-year profit of $30,000 in a favorable market, but would lose $10,000 the first year in an unfavorable market. If a large store is opened he believes he would earn $60,000 the first year in a favorable market, but lose $35,000 the first year in an unfavorable market. Without the insight from a market potential survey, Mr. Chong believes there is a 50 percent change that the market will be favorable.

In initial discussions with the marketing research firm, the marketing analyst guessed that there was a 60 percent chance that a survey would suggest a favorable market. Reluctantly, the analyst admitted that marketing surveys do not always assess markets correctly. Upon further prodding by Mr. Chong, the analyst estimated that if the survey suggested a favorable market then the chance of the market actually being favorable was 90 percent. But if the survey suggested an unfavorable market, there would still be a 15 percent chance that the market would actually be favorable. Mr Chong is feeling rather perplexed by this time.

Assignment:

1. Why do you think the decision of what to do seems difficult to Mr. Chong?

2. Construct a decision tree representing all possible actions, events, and payoffs.

3. Analyze your decision tree, computing all the expected values, and recommend what Mr. Chong should do (Explain completely).

4. With your recommendation in Number 3, what is the best-case and worst-case first-year net financial result to which Mr. Chong would be exposed?

5. If Mr. Chong has now decided that he does not want to be exposed to any first-year net loss over $25,000. This means he no longer wants to consider opening a large store. What would you recommend to Mr. Chong now?

You have been asked to consult with a large architectural firm with over 200 employees that has a problem. The company has been analyzing their turnover, and has determined that the main turnover occurs from people leaving the company in the first six months.

The company has had a one hour orientation, but the Human Resources Director thinks that they might need a better orientation to the job. The CEO believes that if you craft a new training program, the turnover will stop.

A. What would you put in an orientation program? What would you deliberately leave out? Design an orientation schedule addressing everything that you think this company needs, explaining the content of the schedule using a paragraph for each item you put on the schedule.
B. Do you think that your orientation program will solve the problem? Do you think there might be other issues? List five other things that may be contributing to the turnover, and explain how you would find out whether the items you have listed are actually a problem. Indicate what you think the main issue is likely to be?

. When advertising expenditure is increased, which of the aggregate and average (cost and revenue) curves shift their positions? Explain the direction of the shift. As an industry moves from being a monopoly to a monopolistically competitive one (due to the entry of new competitors as the monopoly’s patents expire, for example), what happens to the elasticity of the demand curve facing the firm? Why?

2. What is the service or product supplied by your firm? If there are more than one, pick one. What is the market structure for the market in which your firm supplies this product? Why? What does economic theory tell you about the short-run and long-run economic profits for a firm operating in this market structure?Do you observe that for your firm? Why or why not?

3. In the presence of excess capacity, firms sometimes launch new brands in an effort to increase their profits. Why would a monopolist not launch a new brand? Why do you think that launching a new brand is often done in monopolistic competition? Has your firm launched a new brand (provided a slightly differentiated service) in an effort to increase profits? Should it do/have done so? Why or why not?

4. Why is it that firms can earn profits in the long run in monopoly and oligopoly but not in monopolistic competition and perfect competition? What can firms do in monopolistic competition or perfect competition to make the short run last as long as possible since they can only make profits in the short run? Have you observed any firms employ such tactics? Can you give some examples?

Your relative has agreed to provide your special occasion gift basket business with additional funds for start-up costs if you provide additional information regarding your goals and plans or strategies for the success of the business.

Write your relative a letter outlining your short-term, intermediate, and long-term goals for the business; your strategies to achieve these goals; and your tactics for implementation of your chosen strategies.

2-3 short-term goals for the business (goals that are achievable in less than one year)
2-3 intermediate goals for the business (goals that are achievable in one to five years)
2-3 long-term goals for the business (goals that are achievable in five or more years)
What business strategies will you use to reach these goals? Explain your strategy choices. (strategies are the plans to reach the business goals)
What are some of the tactics that you will use to implement these strategies?

I really do not understand what she asking for the difference between a strategy and a tactic