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- SCENARIO 2: Misleading for Good Purpose Vince is the inspector in charge of their local police station. The police station building is in direct need of repairs, but hasn’t received any grants from the government for years. One day, a typhoon hits a nearby area that damages most of the houses and shops. Although Vince’s police station gets partially damaged, most of the structure remains intact. Due to the incident, the government will send a disaster assessment team to ascertain the level of damage and will provide relief money for the affected areas. The Deputy Superintendent Mr. Simon, orders Vince and says: “Hire some laborers and destroy the remaining structure of the police station building. When the disaster assessment team comes, tell them that the building collapsed because of the typhoon, and ask them to give priority in funding the rehabilitation of our police station. After all, it is one of the most important public offices in town.” Vince wants to do the right thing and…Nonfinancial (Operational) Control Measures: Environmental Performance Assumethat the company for which you are working is interested in implementing a comprehensivemonitoring and control system regarding environmental performance. The company is convinced that improved performance in this area will lead to reduced costs, an improved corporate image, greater market share, and ultimately to greater financial returns. To supplement anumber of financial performance indicators in the area of environmental quality, the companyis interested in developing a set of nonfinancial performance indicators, which (it is hoped) willmotivate better environmental quality. In this regard, the company has embraced five strategic objectives: minimize hazardous materials, minimize raw/virgin materials usage, minimizeenergy requirements, minimize release of residues into the environment, and maximize opportunities to recycle.RequiredFor each of the five strategic objectives referenced above, provide at…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?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. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.In your own words, don’t use chatgpt : Imagine an Environmental Non-governmental organization (NGO) is conducting an LCA to compare a conventional disposable diaper to a reusable cloth diaper. Explain how the choice of functional unit could impact the results and interpretations of the LCA, taking into consideration the multiple environmental dimensions involved?
- CASE STUDY G&D Ltd is a leading pharmaceutical company in Ghana. Upon conducting a SWOT analysis, G&D is gaining some control over its suppliers, distributors and competitors. Unsurprisingly, the company's stock price soared 15 percent in the first four weeks of 2018 while the overall stock market declined 3 percent. G&D is headquartered in Cantonments, Accra and having 1,800 full- time employees. The company acquired Ernest Chemist Ltd. for GHC5 million in 2017, adding a broad manufacturing and distribution network for expanding in the generic medications and medical devices market. Based in Tema, Tobinco Ltd is a manufacturer of several brands of medical equipments and unprocessed medical supplies. D&G expects the Tobinco's acquisition to contribute revenue of more than GHC2 million in 2018. Following the outbreak of COVID-19 in Ghana with the first recorded case on March 12, 2020 when two infected travellers from Norway and Turkey landed at KIA, Ghana waged a war against the deadly…Enlist the objectives of Environmental Impact Assessment(EIA) b) Explain different parameters to be discussed in EIA report.What is the International Standards Organization (ISO)?
- How does compliance with HACCP requirements helps to evaluate employee performance in the workplace?Read the following fact pattern and answer the questions that follow: Globe Life Insurance Company has undertaken a new sales program that targets neighborhoods in Los Angeles where drive-by shootings were a nightly occurrence. Two such shootings occurred in which children were killed as they sat in their living rooms. Globe salespeople were instructed to "hit" the houses surrounding those where children were victims. They were also told to contact the parents of those children to sell policies for their other children. Tom Raskin, an experienced Globe salesman, read of a drive-by shooting at Nancy Leonard's home, in which Leonard's 5-year-old son was killed. The Los Angeles Times reported that Leonard was a single parent with four other children. Raskin traveled to Leonard's home and described the benefits of a Globe policy for her other children. He offered her the $10,000 term life policy for each of the children for a total cost of $21 per month. Leonard was in the process of…Engineering Ethics What are the ethical responsibilities under the circumstances of Engineer A and Engineer B?