Manufacturers handle forward buying and diverting by producing and delivering less than the full order in an effort to smooth production
Indicate whether the statement is true or false
TRUE
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The four supply chain dimensions of customer service include ______.
A. reliability, communication, time, and convenience B. time, comfort, convenience, and effort C. reliability, affordability, time, and delivery D. time, service, effort, and delivery
A product has demand during lead time of 100 units, with a standard deviation of 25 units. What safety stock provides (approximately) a 95% service level?
A) 41 B) 55 C) 95 D) 140
To the FDA "low fat" means less than 10 grams of fat per serving
a. True b. False Indicate whether the statement is true or false
Amazing Inc. recently established a corporate vision of being the largest provider of audio-video installations in the state of Arizona. In turn, the company created a strategy of growing market share by 20 percent and increasing customer satisfaction by 25 percent. Last year, sales showed no growth and customer satisfaction ratings had slightly decreased. To accomplish these strategies, the company is considering a reorganization. The current structure is organized around blocks of customers who purchase similar products (a product-based structure), and the CEO feels the company is losing sales due to this structure. The vice president of Human Resources, Martin Gibson, is tasked with examining the issue and proposing an alternative structure. The current structure has led to
duplication in staff across departments, increasing labor costs, and political behavior. The company's market culture is reinforced by the company's reward system. The reward system is based on individual performance, which motivates employees to focus on achieving their own goals at the expense of cooperating and working with other departments. The CEO wonders if a clan culture and different reward system is needed.The CEO is a very assertive individual with high self-esteem, low emotional intelligence, keen business knowledge, and has an analytical and directive approach toward decision making. Some wonder if he will take Martin's recommendations to heart. Word on the floor is that the CEO already has his mind made up about a new structure and people are becoming cynical about the changes that will be made. These beliefs are being fueled by the fact that no one from senior management has communicated anything about the new vision and strategy to employees. Employees are starting to feel insecure, stockholders are uncomfortable with the idea of changing the structure, and some customers believe the CEO has lost touch with the industry. Using the 3-Step Problem-Solving Approach to OB and the Organizing Framework, identify the problems here and the process that Garnett should follow to proceed. What will be an ideal response?