Tag: Business Finance

I’m working on a business law discussion question and need support to help me understand better.

      A. Discuss the requirements of a valid Offer.  Provide example.  

     B. Discuss the requirement of a valid Acceptance.  Provide example.  

Instructions – PLEASE READ THEM CAREFULLY 

• The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.
• Assignments submitted through email will not be accepted.
• Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.
• Students must mention question number clearly in their answer.
• Late submission will NOT be accepted.
• Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions. 
• All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).
• Submissions without this cover page will NOT be accepted. 
• Assignment -1 should be submitted on or before the end of Week- 5 . 

Learning Outcome: 

• Use quality improvement tools and practices for continuous improvement to achieve the organizational change and transformation.
• Develop analytical skills of identifying pitfalls, or quality concerns through assimilated and strategic planning.

•Instructions to search the article (Case study):

Via your student services page, log in to the Saudi Digital Library. After your login with your student ID, search for the following article:

CASE STUDY. Solutions in practice by Chasatie Whitley, Casey Fleckenstein, Lorraine Smith, Hershel Kessler and Casey Bedgood

ISSN: 1542894X

The article discusses the application of DMAIC in Monroe County Hospital – Forsyth, Georgia, to improve specified service aspects, and provide high quality health services to the citizens of Monroe. 

Read the article ( case study ) , and answer the following questions: 

• In your own words, describe the main stages performed to improve the Monroe County hospital (emergency department – wait time) to enhance the overall performance.( 150 – 200 words ) ( 3.5 marks ) 
• Based on the project objectives, discusses the significance of linking the operational improvements with the business`s long term strategies.( 100 – 150 words ) ( 3.5 marks ) 
• To which do you agree with the author indication that “Leaders must measure, track and know their organization’s numbers”. Explain. ( 150- 200 words ) ( 3 marks )

I’m working on a supply chain discussion question and need support to help me understand better.

I 1-iDear Dr and classmates,

Procurement is a process that involves the acquisition of goods or services through the purchase, rental or exchange from any source. Some companies have a high cost that can be 50% or more of the company’s income from the purchase of raw materials, work in process, finished products, spare parts, services and other goods that are essential for operating organizations. The main objective of procurement is to be able to acquire materials and services at the lowest possible total cost, without affecting the quality standards required to satisfy the needs of both internal and external clients of the company (Bienhaus, & Haddud, 2018).

Procurement specializes into four areas that are: Contract management, Bid management, Vendor management and logistics management. These areas define the commercial departments of the companies where the purchase or acquisition of goods or services is made for the manufacture of a good or service (Bienhaus, & Haddud, 2018).

Information technology helps integration of suppliers through live bidding on purchase requisitioning and helps send them counter offers instantaneously to lower cycle time from purchase requisitioning to purchase order. It helps seamless connectivity and faster deal closure with transparency and ethics (Puschmann, 2005).

References

Bienhaus, F., & Haddud, A. (2018). Procurement 4.0: Factors influencing the digitisation of procurement and supply chains. Business Process Management Journal, 24(4), 965-984. doi:http://dx.doi.org/10.1108/BPMJ-06-2017-0139

Puschmann, T., & Alt, R. (2005). Successful use of e-procurement in supply chains. Supply Chain Management, 10(2), 122-133. doi:http://dx.doi.org/10.1108/13598540510589197

2-Hell,

The procurement of selected value-chain activities, including production of intermediate goods or finished products, from independent suppliers is a important part in the company strategy.

3-To adapt to a serious level of vulnerability and expanding production network hazard an organization needs to build up a vigorous, strong yet at the same time effective store network. Because of the solid rivalry organizations must be responsive, acquaint modified items rapidly with the market and continually work on their inner and outer tasks to acquire a serious advantage (Kexin & Mu, 2014). As supply chain activities are very data concentrated, information technology has been noted as an undeniably significant theme to assist endeavors with improving store network execution.

The conveyance of exact, great data can possibly uncover matchless differentiators against contenders, accordingly making long haul and generally speaking benefit and supportable serious advantages. Due to the increment of information concentrated exercises in numerous businesses not single organizations go up against one another any longer, yet rather entire supply chains. More extreme mix and joint effort that accompanies the shift from conventional market-based relations to key relations are fundamental in a quickly changing, worldwide climate and can make differential benefit and productivity (Bagchi, 2013). Organizations need to settle on complex choices concerning the significance of information technology on supply chain management. In this manner the effect of data innovation on store network execution is a subject worth to examine. The motivation behind this paper is to investigate the positive just as adverse consequence of information technology on supply chain performance.

Information technology has hugely adjusted items, measures just as foundations and the progression of data is the instrument that associates inventory network accomplices (Zhang, 2021)). Information technology besides gives new freedoms like the web to drive development and a higher capacity to rapidly dispatch new tweaked. Albeit each and every Data Innovation drives various benefits and the positive impacts contrast from one industry to another, significant likenesses with respect to the presentation results can be.

Reference:

Bagchi, P.K.. (2013), “Integration of Information Technology and Organizations in a Supply Chain”, The International Journal of Logistics Management, Vol. 14 No. 1, pp. 89-108. https://doi.org/10.1108/09574090310806477

Kexin Z., Mu X. (2014) Forming Interoperability Through Interorganizational Systems Standards. Journal of Management Information Systems 30:4, pages 269-298.

Zhang, Z.(J). (2021), “Impact of information technology on supply chain integration and company performance: evidence from cross-border e-commerce companies in China”, Journal of Enterprise Information Management, Vol. 34 No. 1, pp. 460-489. https://doi.org/10.1108/JEIM-03-2020-0101

I’m working on a supply chain discussion question and need support to help me study.

You are fresh out of Keiser University and landed a nice job. Your supervisor tells you that your company is making plans to move production of a critical component to China or to a low-wage country in Southeast Asia. He asks you to prepare a two-page (single) report outlining key factors to be considered in making the country selection. Discuss some key factors to be considered in the vendor selection.

I’m working on a business report and need an explanation to help me study.

write a summary regarding leadership based on change management Course

I’m working on a business question and need guidance to help me study.

Wyatt Earp – The Buffalo Hunter

— F. Robert Jacobs, Indiana University

The legend of Wyatt Earp lives on largely based on his exploits as a gunfighter and Marshall of the frontier West in the 1880s. The classic tales of the shootout at the O.K. Corral in Tombstone or his sawed-off shotgun duel with Curly Bill are possibly the most celebrated gunfights of frontier history and cannot fail to stir the reader’s imagination. Wyatt lived to be over 80 years old, long enough to recount his story to Stuart Lake for the book Wyatt Earp: Frontier Marshall (published by Pocket Books).

Apparently, Wyatt was quite a financial success long before he became a marshal. He learned how to hunt and shoot buffalo when only 15 years old. By the time he was 20, the Kansas City and Caldwell buffalo hunters knew him as one of the best in the west. His methods for hunting buffalo were very different from the established practices of the time.

Outside the marshal’s office in Caldwell, veteran hunters would meet to compare the season’s hunt. Success was measured solely by animals killed and cash received for the hides and meat. Wyatt realized that what was important was the gain after expenditures for horses, wagons, supplies, and skinners’ wages were considered. Any hunter could boast of the money in his pockets at the end of a season, but few could say accurately how much was gain.

The Ways of the Veteran Hunters

The buffalo hunter of 1871 set out for the range with five four-horse wagons, with one driver, the stocktender, camp watchman, and cook; and four others to skin the kill. The hunter provided horses, wagons, and supplies for several months. Money received for hides and meat would be divided into two equal parts; one went to the hunter, and from his share, he paid all expenses. The second was again split into as many shares as there were drivers, skinners and helpers with each getting a share as his seasonal wage. It was believed that no really top-notch buffalo hunter would stoop to skinning the animals he shot. Each person in the party had a specific assigned job, and none would do something below their level of dignity.

The weapon of choice at the time was the Sharps “Fifty” rifle. These rifles, which all right-minded buffalo hunters carried, weighed more than twenty pounds. The gun shot a slug of lead two inches in length, a half-inch in diameter, weighing approximately an eighth of a pound. The Sharps was the best weapon obtainable for long-range shooting, but notable among its drawbacks were the cost of ammunition and the fact that the rifle’s accuracy was seriously affected by continued rapid fire. To prevent damaging the rifle, the wise user, ran a water-soaked rag through the barrel after every second or third shot and let the metal cool.

Wyatt recounted that: “early white hunters had followed the Indian practice of shooting buffalo from the back of a horse galloping full tilt at the edge of a stampeding herd. In skin hunting this did not pay. Shooting from horseback could not be as accurate as from a stand, and the animals killed during a run would be strung for miles across the prairie, making a lot of travel for the skinners, with the added certainty that many hides would be missed. Also, every buffalo left alive would be stampeded clear out of the country in a day’s hunt, and the killers would have to move camp or wait for another herd.

“In stories about Buffalo Bill Cody and other Western characters who went into the circus business, I’ve read of a single horseman holding a bunch of buffalo stock-still by riding around and around them for hours and shooting as he rode. That was impossible. Two minutes after the horseman started his riding and shooting, there would not have been a buffalo within rifle range. Buffalo would stampede instantly at the sight or smell of a man on horseback; they would ignore a man on foot, or eye him in curiosity. That was why hide hunters shoot from a stand.

Wyatt goes on to recount the methods of current hunters. “A Hunter would drag his Sharps to a rise of ground giving a good view of the herd, pick a bunch of animals, set his rest-sticks (A shooting rest was two sticks tied together, X-fashion, set in the ground to support the rifle while the marksman aimed and fired.) and start shooting. He aimed to hit an animal on the edge of the bunch, the leader if possible, just back of the foreleg and about one third of the way up the body. If the slug went true, the animal would drop in his tracks or stagger a few steps and fall. Strangely enough, the buffalo paid no attention to the report of the rifle and very little, if any, to one that fell.

“A first-class hunter would kill with almost every shot, and if he was good, he could drop game until some buffalo still on his feet chanced to sniff closely at one that had fallen. Then it was up to the hunter to drop the sniffer before he could spread his excitement over the smell of blood. If he could do this, the slaughter might continue, but eventually the blood scent became so strong that several animals noticed it. They would bellow and paw, their frenzy would spread to the bunches nearby, and suddenly the whole herd was off on a wild run. The hunter could kill no more until he found conditions suitable for another stand.

“Where large parties of hunters were working the plains by such methods in fairly close quarters, the periodical scarcity of buffalo was a certainty. With the best of luck, a single hunter might kill one hundred buffalo in a day, from several stands. That would be all that four skinners could handle. I found that the average bunch would stampede by the time thirty or forty had been killed. Only the best of hunters could average 50 kills a day, thirty to forty was more common.

Wyatt Earp’s Buffalo Hunting Method

The first flaw which Wyatt Earp saw was that the average hunter outfitted in expectation of killing one hundred buffalo a day, and selling each animal’s hide and meat for two to five dollars, depending upon size and quality. In place of five wagons and twenty-odd horses, Wyatt purchased one wagon, four sound animals for harness and one to ride. He engaged an experienced skinner in a straight profit-sharing scheme. Wyatt was to finance the hunt; the skinner would drive and cook; and, greatly to the disgust of older hands, Wyatt was to assist in skinning and butchering. At the end of the hunt, Wyatt was to keep the team and wagon, deduct all other expenses from the gross receipts, and share any net equally with his skinner.

In contrast to the use of the Sharps rifle, Wyatt killed buffalo with a shotgun. Wyatt was well acquainted with the buffalo’s idiosyncrasy of stampeding at the sight or scent of a man on horseback, but generally ignoring one on foot. He intended to make use of this in reaching shotgun range of the herds. He purchased a breech-loading gun, with apparatus for reloading shells, and this, with a supply of powder, lead, and caps, was to constitute his hunting arsenal. He loaded a single one-and-one-half-ounce slug to the shell. He knew that at any range under one hundred yards he could score as accurately with his shotgun as any rifleman.

Wyatt described his approach: “My system for hunting buffalo was to work my way on foot nearer to the herds than the rifle users like to locate. The shorter range of my shotgun made this necessary, but I could fire the piece as rapidly as I wished without harming it. I planned to get within fifty yards of the buffalo before I started shooting, and at that range pick off selected animals. I would shoot until I had downed all the skinner and I could handle that day. I figured to offset the danger of a stampede by finishing my kill before the animals smelled blood and then working the herd away quietly in the direction I wanted it to go. To do this, I would stand up, wave my coat in the air, and shout. The buffalo would probably move away quietly if I got them started before they scented blood. Then the skinner and I would get to work. In practice, my idea worked out exactly as I had calculated it would.

“Some people called my method foolhardy. To me, it was simply a question of whether or not I could outguess a buffalo. The best answer is that there never was a moment during my three seasons as a buffalo hunter when I was in danger from a stampede, nor a day when I hunted that I did not have a profitable kill. My lowest score for a single stand was eighteen buffalo, the highest, twenty-seven. I shot one stand a day, which meant twenty to thirty-five dollars apiece for the skinner and myself every day we worked. That was cash in hand, not hopes.

“No wonder the average buffalo hunter was glad that the code forbade him to skin his kill; skinning was hard, dirty work. My skinner kept out of sight with the wagon until I had finished shooting. Then he came on the job. In skinning a buffalo, we slit down the inside of each leg and along the belly from neck to tail. The legs and a strip along each side of the belly-cut were skinned out and the neck skinned all the way around. The head skin was not taken. We gathered the heavy neck hide into a bunch around which we looped a short length of rope, and a horse hitched to the other end ripped the hide off. We did it every time this way.

“In camp, we dusted the hides and the ground nearby with poison to keep off flies and bugs, and pegged out the skins, flesh-side up. In the dry prairie air, first curing took but a day or so. The hides were then turned, and, after they had cured so water would not injure them, they were stacked in piles, hair-side up, until we hauled them to a hide buyer’s station, or a buyer’s wagon came to our camp.

Wyatt Earp – The Legend

The success of Wyatt Earp’s venture against cherished customs became legend to the ranks of the buffalo hunters. Time after time on checking tallies, the lone hunter found that, while some had killed greater numbers than he from the given stands, or had larger seasonal totals, his daily count of hides was well above average. Rudimentary arithmetic proved that his profits were much higher.

Wyatt recounts the inevitable demise of the great buffalo herds: “With all the buffalo I saw in the days when they roamed the range, I shall never forget a herd we sighted in the fall of ’71. We had seen a few small bunches, but none that I stopped for, as I wanted to make camp as permanent as possible. We had crossed the Medicine Lodge when the increasing fresh tracks of passing buffalo indicated that we were closing on a sizable herd. I went to a rise possibly three hundred feet above the creek bottom. The sight that greeted me as I topped the hill soon disappeared for all time.

“I stood on the highest point within miles. To the west and south, the prairie rolled in mounds and level stretches pitted with buffalo wallow as far as I could see, twenty or thirty miles. For all that distance the range was packed with grazing buffalo.

“… I signaled my skinner to join me. ‘My God!’ he said, ‘there must be a million.’

“It might give a better idea of the results of buffalo hunting to jump ahead seven years to 1878, when Bill Tilghman, Bat Masterson, and I went buffalo hunting for sport. We traveled due west from Dodge City more than one hundred miles along the Arkansas River, south to the Cimarron, and east to Crooked Creek again, at the height of the best hunting season over what in 1871 had been the greatest buffalo ground in the world. Grass was as plentiful and as succulent as ever, but we never saw a buffalo. The herds were gone, wiped out.”

Discussion Questions:

1. Compare Wyatt’s buffalo hunting to the approach used by the old timers?
2. What are the key elements of business success from an operations perspective?
3. Relate these ideas to Wyatt’s approach.
4. Were the buffalo hunters irresponsible in killing off the great buffalo herds as they did? Please explain.

I’m working on a management discussion question and need an explanation to help me learn.

Write about a topic or current event (P/E Ratio) that applies to the content in the current unit/module. This may be a current event that exemplifies or applies to the chapter concept(s), or a narrative written piece that relates to the unit concepts. You must have at least one reputable outside source for your written piece (in addition to the textbook). Examples of acceptable sources are Barrons, The Wall Street Journal, Kiplinger, Investopedia, cnnmoney.com, cnbc.com. The source should be current (from the last six months). The article/source is the catalyst for your critical written piece. This is not an assignment where you simply report on an article or current event. You should engage in critical thinking, as the article/source is used to substantiate your point(s).

Researching W.L. Gore Company

Watch the assigned Ted Talk: Where good ideas come fro

Research W.L. Gore company (https://www.gore.com/) and write a brief response to

following questions:

1.

What organizational structure does this company have?

2.

What is their culture like?

3.

Is their structure working? Culture?

4.

Why or why not?

5.

Are flat structures possible

Dewey, Cheatem & Howe travel agency (“DCH”), by its chief executive officer, A. S. Shyster (“ASS”), offered the Part-time Professors Association (“PP”) a one-week cruise leaving on June 15, 2015, on Ghoshit Cruise Line’s (“GS”) newly renovated, state of the art, cruise liner at a price of $1,000 per person for a maximum of 250 people. DCH, in the past, has sold many GS cruises and usually receives a 10% commission for each cruise sold. DCH made the offer to PP by telephone on May 1, 2015, and required PP to notify DCH in writing of its intention to accept the offer by May 15, 2015. As a condition to the offer’s acceptance, however, DCH demanded that PP purchase at least 150 cruises.

On May 14, 2015, PP’s executive vice-president, Ben Bungler (“Bungler”), tried to fax a letter to ASS stating that it was accepting DCH’s offer and guaranteed that at least 150 PP members would be attending. Unfortunately, Bungler couldn’t figure out how to put the new ink cartridge in the fax machine. Bungler then left his office and went to Molasses Mail (“M&M”) and paid to have PP’s acceptance letter delivered to DCH by overnight mail. However, while Bungler was at M&M, GS would not be able to honor the special promotional price they had promised to DCH. Immediately thereafter, ASS faxed a letter to Bungler informing him of the same.

M&M, however, did not deliver PP’s acceptance letter to DCH until May 16, 2015. Upon receiving PP’s acceptance, ASS immediately called PP and told Bungler’s assistant, Veronica “Verie” Witless, that the offer had been revoked on May 14, 2015. Verie Witless insisted that PP had already accepted DCH’s offer and demanded that they honor their promise. DCH offered to reschedule PP’s promotional deal for some time in September (after classes begin) or place them on one of GS’s older cruise liners, which was built in 1960 and has never been renovated. DCH, however, refused to refund any money or reduce the price.

On his way back from M&M, Bungler decided to go skiing at a shoddy-run ski lodge. After having been up most of the night beforey working on a new policy statement to deal with disruptive and annoying students (kind of like he used to be), Bungler was skiing down the mountain for the last time when he fell and suffered a compound fracture of his leg. Because he could not walk down the rest of the way, Sammy Schleper, who worked for Shoddy-Run ski patrol, used Shoddy-run’s new snowmobile to go up the mountain and rescue Bungler. Shoddy-Run had bought the snowmobile earlier that week directly from Safeco Snowmobiles (“SS”), which makes and sells several different types of snowmobiles. After safely getting Bungler, Schleper drove the snowmobile down the mountain. As Schleper reached the bottom of the mountain, he applied the brakes, which completely failed to operate. As a result, Schleper crashed into a tree, crushing his skull and instantly killing him. Bungler suffered a fractured skull that resulted in brain damage (no surprise there), two broken arms, a collapsed lung and multiple internal injuries requiring several major surgeries. Upon crashing into the tree, the tree snapped in half and fell on an electrical box containing the electrical circuitry that controlled the ski chairlifts. A spark from the electrical box started a fire spread to a nearby gas pipe creating a major explosion. The explosion sent pieces of wood and metal flying several hundred yards in the air onto the road in front of the Shoddy-Run lodge. Just as the explosion occurred, Bungler’s Uncle Lucky (UNL), who was driving away from Shoddy-Run and is easily distracted, noticed pieces of flying wood and metal, and failed to stop at the stop sign before turning on to the main road. Prof. Defensive Dave (DD), who was driving on the main road at fifty-five miles per hour, talking on his cell phone to an annoying student without a hands-free device and sipping hot coffee, crashed into Uncle Lucky. The speed limit on the main road is thirty-five miles per hour and there are no laws restricting the use of handheld cell phones or drinking coffee while driving. Uncle Lucky suffered severe head injuries leaving him in a coma for several months and permanently paralyzed from the waist down. Defensive Dave suffered numerous broken bones and a pinched nerve in his back but was still able to grade the final exams.

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Questions

1.Was a contact formed between DCH and PP and, if so, on what terms. If not, why?

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2.Assuming that a contract was formed on the stated terms, if each cruise sold is considered a “good” instead of a “service”, would the contract be enforceable? Why or why not?

3.Assume that a contract was formed on the stated terms, and that DCH breached. Would GS be liable to DCH for any damages and, if so, what and why?

4.Will Shoddy-Run be liable to Bungler for his injuries? Why or why not (include any relevant defenses)?

5.Will Defensive Dave be liable to Uncle Lucky for his injuries? Why or why not (include any relevant defenses)

6.Will Bungler have any liability to either his Uncle Lucky or Defensive Daves’s injuries? Why or why not?