A facility manager wants to align the facility management strategy with that of the demand organizations strategy. What should the facility manager use to do this? Facilities register Facilities audits Balanced scorecard system Strategic business plan
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A facility manager wants to align the facility management strategy with that of the demand organizations strategy. What should the facility manager use to do this?
- Facilities register
- Facilities audits
- Balanced scorecard system
- Strategic business plan
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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 does the Institute of Supply Management code of ethics say about financial conflicts of interest?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?Palisades Eco-Park is a small ecological reserve that admits a relatively small number of visitors on any day, but provides both educational and entertaining lectures, exhibitions, and opportunities to observe nature. The company has collected the following data on labor costs and number of visitors to the park over the last 30 months. Month Labor Cost Visitors 1 $ 26,720 2,600 2 $ 37,555 3,964 3 $ 41,361 4,299 4 $ 32,751 3,398 5 $ 36,022 3,630 6 $ 33,811 3,336 7 $ 33,139 3,372 8 $ 39,671 4,093 9 $ 39,912 4,222 10 $ 48,568 5,463 11 $ 43,627 4,551 12 $ 40,390 4,289 13 $ 35,644 3,694 14 $ 34,330 3,573 15 $ 38,260 3,836 16 $ 27,424 3,210 17 $ 31,732 5,195 18 $ 31,005 4,260 19 $ 28,552 3,689 20 $ 31,049 4,546 21 $ 26,588 3,058 22 $ 25,515 2,744 23 $ 29,899 4,997 24 $ 31,204 5,838 25 $ 29,099 3,964 26 $ 32,795 5,007 27 $ 29,650 4,572 28 $ 30,970 4,665 29 $ 29,429 3,841 30 $ 28,846 3,174 Required: a. Estimate the labor…
- What does Balanced scorecard Institute consist of?1. Discuss how your client may determine the customer cost for its service, including non-monetary costs (time, effort, and perceived risk) When considering Customer Cost, we need to understand the perceived cost of its customer’s. From a customer’s point of view, the costs involved in buying and using a service is only part of the price charged by the supplier. Related monetary and non-monetary costs make up the other costs of the service. Time Office Automation may determine their Customer Cost for its service, including monetary and non-monetary costs, depending on various factors such as: The time taken to perform the service. The costs of the parts used / needed. Labour Costs. The costs their competitors are charging, to provide a competitive rate. A call out fee, time, and money (for fuel, etc) used to drive to the customers location. Cost of shipping. Quality of service, Time Office Automation’s staff has more than 25 years of experience in the field, therefore, could…7.6 Sacramento Memorial Hospital has the following annual financial data and operational metrics: Number of beds 250 Total inpatient admissions 12,250 Total outpatient visits 90,754 Total patient revenues $111,900,050 Outpatient mix 16.2% Medicare payment percentage (revenues) 28.0% Average length of stay 5.8 days Net price per discharge $7,653 Cost per discharge $6,292 What is the hospital’s profit per discharge? What is the hospital’s total inpatient and total outpatient revenue? (Hint: Applypatient mix metrics to total revenues.) Verify your part b answer for total inpatient revenue using volume and profitability metrics. What are the hospital’s total revenues from Medicare patients What is the total number of inpatient days? What is the hospital’s occupancy rate? (Hint: Start by calculating available bed days.)
- what is the importance of benchmarking with other facilities/programs/planssubject: Quantitative Analysis For Business Please answer both of them.Develop a balanced scorecard that the dean of the college could use to evaluate the college’s operations. Be specific and indicate the purpose of each balanced scorecard measure.