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Erica Carson “We will do it for 10 percent less than what you are paying right now.” Erica Carson, purchasing manager at Wesbank, a large western financial institution, had agreed to meet with Art Evans, a sales representative from D.Killoran Inc., a printing supplier from which Wesbank currently was not buying anything. Art Evans’s impromptu and un- solicited price quote concerned the printing and mailing of checks from Wesbank. Wesbank, well known for its active promotional ef- forts to attract consumer deposits, provided standard per- sonalized consumer checks free of charge. Despite the increasing popularity of Internet banking, the printing of free checks and mailing to customers cost Wesbank $8 million in the past year. Erica Carson was purchasing manager in charge of all printing for Wesbank and reported directly to the vice president of supply. It had been Erica’s decision to split the printing and mailing of checks equally between two suppliers. During he last five years, both suppliers had provided quick and quality service, a vital concern of the bank. Almost all checks were mailed directly to the consumer’s home or business address by the suppliers. Because of the impor- tance of check printing, Erica had requested a special cost analysis study a year ago, with the cooperation of both suppliers. The conclusion of this study had been that both suppliers were receiving an adequate profit margin and were efficient and cost-conscious and that the price struc ture was fair. Each supplier was on a two-year contract. One supplier’s contract had been renewed eight months ago; the other’s expired in another four months. Erica believed that Killoran was underbidding to gain part of the check-printing business. This in turn would give Killoran access to Wesbank’s customers’ names. Erica suspected that Killoran might then try to pursue these customers more actively than the current two sup- pliers to sell special “scenic checks” that customers paid for themselves.
1) What action will you take? Why?
Recommend and discuss at least three (3) lessons learned for a project manager to know for future projects.
Electronic Village is open 325 days a year and stocks and sells a particular brand of personal computer. It cost the store $350 each time it places an order with the manufacturer for the personal computer which are valued at $950. Determine the EOQ a..
which many of its employees opened fraudulent or fictitious customer accounts in order to satisfy sales quotas imposed by their managers.
Fudge factors allow project managers extra time to complete project tasks. However, the use of fudge factors can be problematic for a project manager. Discuss the impact of using the fudge factor on a project manager and the project itself.
What pattern of behavior is most likely for a CEO who has been in office for 3-4 years? According to flexible leadership theory, strategic leadership is most difficult when: Which condition does not limit a chief executive's discretion to make major ..
A job shop has received an order for high-precision formed parts. The cost of producing each part is estimated to be $65,000. The customer requires that either 8, 9, or 10 error-free parts be supplied. Each good part sold will produce revenue of $100..
Using an internet search engine, search for “strategic alliance” and identify three recently formed alliances.
Air passing through the upper respiratory tract must overcome some resistance to get to the lungs. If an injury cased an opening in the chest wall, what mechanism would lead to a possible pneumothorax.
Distinguish public policy from public administration, and explain the linkage between the two.
Discuss the difference between an employer's support of and domination of a union. Compare and contrast the factors the might contribute to employees' voting to decertify a union.
How are these users of the health information essential to changing from a fragmented provider-centric healthcare system to a patient-centered one,
what information can be sought and gained to monitor effectiveness of any continuous improvement efforts?
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