Ross Hopkins, president of Hopkins Hospitality, has developed the tasks, durations, and predecessor relationships in the following table forbuilding new motels.ActivityABCFAaTime (weeks)418516m9814729b12231810420ImmediatePredecessor(s)AAABC, EActivityGH1JKa31741Time (weeks)m31781b517124ImmediatePredecessor(s)C, EFFD, G, HI, J a) The expected (estimated) time for activity C is weeks. (Round your response to two decimal places.)b) The variance for activity C isweeks. (Round your response to two decimal places.)c) Based on the calculation of the estimated times, the critical path isd) The estimated time for the critical path isweeks. (Round your response to two decimal places.)e) The activity variance along the critical path isweeks. (Round your response to two decimal places.)f) Using the standard normal table, the probability that Hopkins Hospitality will finish the project in 42 weeks or less is. (Enter as aprobability and round your response to three decimal places.)

NOTE: We are allowed to do the first three sub-parts only. The critical path is the…

Ross Hopkins, president of Hopkins Hospitality, has developed the tasks, durations, and predecessor relationships in the following table for building new motels. Activity A B E F a Time (weeks) 4 1 8 5 1 6 m 9 8 14 7 2 9 b 12 23 18 10 4 20 Immediate Predecessor(s) A A A B C, E Activity G H K a 3 1 7 4 1 Time (weeks) m 3 1 7 8 1 b 5 1 7 12 4 Immediate Predecessor(s) C, E F F D, G, H

Ross Hopkins, president of Hopkins Hospitality, has developed the tasks, durations, and predecessor relationships in the following table for building new motels. Activity A B E F a Time (weeks) 4 1 8 5 1 6 m 9 8 14 7 2 9 b 12 23 18 10 4 20 Immediate Predecessor(s) A A A B C, E Activity G H K a 3 1 7 4 1 Time (weeks) m 3 1 7 8 1 b 5 1 7 12 4 Immediate Predecessor(s) C, E F F D, G, H

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 5.3SD: Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling...

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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?
4. Spears Rowbuck has recorded the following sales figures. Calculate the seasonal indices for Thursday and Friday. Week 1 Week 2 Week 3 Week 4 Monday 43 51 40 66.0 Tuesday 45 41 57 58.6 Wednesday 22 37 30 34.7 Thursday 25 22 33 36.7 Friday 31 25 37 25.0 a. Thursday = 29.18, Friday = 29.50 b. Thursday = 0.2074, Friday = 1.1632 c. None of the other options. d. Thursday = 0.7678, Friday = 0.7763 e. Thursday = 0.6142, Friday = 0.6211
Ross Hopkins, president of Hopkins Hospitality, has developed the tasks, durations, and predecessor relationships in the following table for building new motels. Activity a m b Immediate Predecessor(s) Activity a m b Immediate Predecessor(s)A 6 8 12 - G 2 3 4 C, EB 1 9 24 A H 2 2 2 FC 8 14 16 A I 7 7 7 FD 4 7 10 A J 6 7 12 D, G, HE 1 2 4 B K 1 1 4 I, JF 6 9 20 C, E a) The expected (estimated) time for activity C is 13.33weeks. (Round your response to two decimal places.) b) The variance for activity C is 1.78weeks. (Round your response to two decimal places.) c) Based on the calculation of the estimated times, the critical path is A - C - F - H - J - K . d) The estimated time for the critical path is [ ? ] enter your response here weeks. (Round your response to two…
Ross Hopkins, president of Hopkins Hospitality, has developed the tasks, durations, and predecessor relationships in the following table for building new motels. Time (weeks) Immediate Time (weeks) Immediate Activity b Predecessor(s) Activity b Predecessor(s) a m a A 6. 8. 12 G 3 C, E - В 2 8 24 A 2 2 F 12 18 A 7 7 7 F 4 A 7 14 D, G, H E 1 2 4 В 3 3 4 I, J F 6 20 С, Е a) The expected (estimated) time for activity C is weeks. (Round your response to two decimal places.)
Freight car loadings over an 18-week period at a busy port are as follows: Week Number Week Number Week Number 1 410 7 460 13 540 2 420 8 480 14 550 3 430 9 500 15 570 4 420 10 490 16 580 5 430 11 510 17 590 6 440 12 530 18 600 Click here for the Excel Data File a. Determine a linear trend line for expected freight car loadings. (Round your intermediate calculations and final answers to 2 decimal places.) b. Use the above trend equation to predict expected loadings for Weeks 20 & 21. (Round your final answers to 2 decimal places.) c. The manager intends to install new equipment when the volume exceeds 990 loadings per week. Assuming the current trend continues, in which week (at the earliest) should the loading volume reach that level? (Use the rounded answers, as required, from any previous part of this problem. Do not round any other intermediate calculations. Round your final answer to 2 decimal places.)
Problem 17 page 552The chancellor of a small regional college is concernedabout the declining freshman enrollment at his college. A number of factors have contributed to the decline, butthe chancellor believes it is directly related to annualtuition increases. He has collected the following data forthe past 8 years.year FreshmanEnrollmentAnnualTuition (In USdollars)1 6,550 32,0002 6,230 37,0003 5,980 45,2004 5,540 45,7005 4,960 46,2006 4,630 46,7007 4,520 52,2008 4,220 57,700a Develop a linear regression equation for forecastingfreshman enrollment as a function of the annual tuition.b Forecast freshman enrollment if the annual tuitionincreases by US$9,000 in Year 9.c Evaluate the "goodness of fit" of the regressionequation by computing the values of R2, r, and Syx and interpret the results.
Ross Hopkins, president of Hopkins Hospitality, has developed the tasks, durations, and predecessor relationships in the following table for building new motels Activity a m b Immediate Predecessor(s) Activity a m b Immediate Predecessor(s)A 6 8 12 - G 2 3 4 C, EB 1 9 24 A H 2 2 2 FC 8 14 16 A I 7 7 7 FD 4 7 10 A J 6 7 12 D, G, HE 1 2 4 B K 1 1 4 I, JF 6 9 20 C, E a) The expected (estimated) time for activity C is 13.33 weeks. (Round your response to two decimal places.) b) The variance for activity C is 1.78 weeks. (Round your response to two decimal places.) c) Based on the calculation of the estimated times, the critical path is A - C - F - H - J - K d) The estimated time for the critical path is 43.1643.16 weeks. (Round your response to two decimal places.) e)…
Ross Hopkins, president of Hopkins Hospitality, has developed the tasks, durations, and predecessor relationships in the following table for building new motels. Time (weeks) Activity A B C D E F a 6 2 9 4 1 6 m 8 8 12 7 3 8 b 12 23 16 10 4 21 Immediate Predecessor(s) A A A B C, E Activity G H J K a 3 2 5 4 1 Time (weeks) m 3 2 5 8 1 a) The expected (estimated) time for activity C is b) The variance for activity C is weeks. (Round your response to two decimal places.) c) Based on the calculation of the estimated times, the critical path is b 4 2 5 12 4 weeks. (Round your response to two decimal places.) D Immediate Predecessor(s) C, E F F D, G, H I, J d) The estimated time for the critical path is weeks. (Round your response to two decimal places.) e) The activity variance along the critical path is weeks. (Round your response to two decimal places.) f) Using the standard normal table, the probability that Hopkins Hospitality will finish the project in 36 weeks or less is (Enter as a…
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 A 25 26 27 28 29 30 B с 1 2 Based on the city distance dataset as follows: 3 4 5 6 7 8 9 1 Boston 2 Chicago 3 Dallas 4 Denver 5 LA 6 Miami 7 Phoenix 8 Seattle D Phoenix Chicago Denver Dallas 0 983 1815 1991 3036 1539 2664 2612 Boston Chicago Dallas Total trip miles by the traveler: Index Cities Seattle LA E Total trip miles 983 0 1205 1050 2112 1390 1729 2052 F Distance 1815 1205 0 801 1425 1332 1027 2404 G Denver LA 1991 1050 801 0 1174 2100 836 1373 H 3036 2112 1425 1174 0 2757 398 1909 I Miami 1539 1390 1332 2100 2757 0 2359 3389 J K Phoenix Seattle 2664 1729 1027 836 398 2359 0 1482 A resident of Seattle is embarking on a road trip that takes her to Los Angeles, Phoenix, Chicago, Denver, Dallas, and finally go back to Seattle. How many miles will she travel on this trip? Hint: Use INDEX and MATCH to answer the above question. 2612 2052 2404 1373 1909 3389 1482 0 L M N
Company: ABC Civil Engineering - an engineering firmSituation: ABC company has recently made significant cuts in staff and the workload on existingemployees has increased. A major RFP is dueCharacters: Ted Waltz – Managing Director of ABC EngineeringElaine Tillman – Civil Engineer____________________________Elaine Tillman looked at her watch – it was 7:30 pm. Just then she knew she would not make it to her son’s final high school basketball game. It took her a moment to collect herself and wipe the tear that had started down her face and onto the ragged-edged 100 plus page RFP she was working on. The RFP,the largest opportunity that ABC Civil Engineering had a chance to bid on in 6 months, was far fromready for the 9:00 AM deadline the following day.Normally in this situation, Elaine would have collaborated with a proposal team putting together such a big proposal but, since the economic down turn hit, ABC has had to make significant cuts in its staff. It started with administrative…
A manager received an analysis of several cities being considered for a new office complex. The data (10 points maximum) are as follows: Factor Business services Community services Real estate cost Construction costs Cost of living Taxes Transportation A с Thus, Location Score A A B с Thus, 17 17 17 8 6 4 3 2 8 9 B 6 6 Click here for the Excel Data File a. If the manager weights the factors equally, how would the locations stack up in terms of their composite factor rating scores? 8 7 7 19 19 19 5 7 is/are the best. C 6 7 7 6 8 b. If business services and construction costs are given weights that are double the weights of the other factors, how would the locations stack up? is/are best and 4 8 is/are least desirable.