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500 words, 1-page single space. Times Roman, font size 12.Using secondary data sources, each student must find and present two current event articles on the effect of the pandemic on global supply chain. The first article should evaluate and discuss a living case of a U.S. firm confronting the negative consequences of global supply chain disruption from the pandemic. In your discussion of the first article, you must explain the strategies employed by the firm to manage the negative effects global supply chain disruption caused by the COVID pandemic. The second article should evaluate and discuss a living case of a U.S. firm profiting from global supply chain disruption triggered by the COVID pandemic. For this article, you should explain the financial impact of tariffs on the firm’s profitability. Sources of articles include library newspapers, online news reports (e.g., Yahoo Finance news) business magazines such as The World Street Journal, Financial Times, Economist, Forbes, Bloomberg news etc. You must turn in 500 words summary (word-processed write- up) of the key points in the two articles. The summary is what you present to the class. In addition, you must present a discussion question for the class pertaining to the articles. Your word-processed write- up should include both the discussion question and the answer.
 
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No hand written answers or using the same exact response already posted on Chegg please. It would be appreciated, thank you.

Questions

Critical Thinking Exercise, you will review the Balanced Score Card and the SCOR models. Search for companies using each model and review any results relating to the company’s success. Then discuss in what ways are these models similar? Different? Which model do you think is best suited to measure supply chain performance and why?

Information

balanced scorecard (BSC) A management system developed in the early 1990s by Robert Kaplan and David Norton that helps companies to continually refine their vision and strategy. The balanced scorecard uses a set of measures to provide feedback on internal business performance in order to continually improve strategic performance. Also referred to as scorecarding.

The BSC framework consists of four perspectives:

• Financial Perspective—measures that address revenue and profitability growth, product mix, cost reduction, productivity, asset utilization, and investment strategies. Traditional financial measures are typically used.

Figure 14.1 The Balanced Scorecard Framework

• Internal Business Process Perspective—focuses on performance of the most critical internal business processes of the organization including quality, new product development, flexibility, innovative elements of processes, and time-based measures.

• Customer Perspective—measures that focus on customer requirements and satisfaction including customer satisfaction ratings, reliability and responsiveness, customer retention, new customer acquisition, customer-valued attributes, and customer profitability.

• Learning and Growth Perspective—measures concentrating on the organization’s people, systems, and external environment and including retaining and training employees, enhancing information technology and systems, employee safety, and health and environmental sustainability issues.

The supply chain operations reference (SCOR model) separates supply chain operations into six process categories: plan, source, make, deliver, return, and enable, as described below:

• PLAN—Demand and supply planning including balancing resources with requirements; establishing/communicating plans for the supply chain; management of business rules, supply chain performance, data collection, inventory, capital assets, transportation, and regulatory requirements.

• SOURCE—Sourcing stocked, make-to-order, and engineer-to-order products including scheduling deliveries, receiving, verifying, and transferring product, authorizing supplier payments, identifying and selecting suppliers, assessing supplier performance, and managing incoming inventory and supplier agreements.

• MAKE—Make-to-stock, make-to-order, and engineer-to-order production execution including scheduling production activities, producing, testing, packaging, staging, and releasing product for delivery, finalizing engineering for engineer-to-order products, managing work-in-process, equipment, facilities, and the production network.

• DELIVER—Order, warehouse, transportation, and installation management for stocked, make-to-order, and engineer-to-order product including all order management steps from order inquiries and quotes to routing shipments and selecting carriers, warehouse management from receiving and picking to loading and shipping product, invoicing customer, managing finished product inventories, and import/export requirements.

• RETURN—Returns of purchased materials to suppliers and receipt of finished goods returns from customers including authorizing and scheduling returns, receiving, verifying, and disposition of defective or excess products, return replacement or credit, and managing return inventories.

• ENABLE—The processes associated with establishing, maintaining, and monitoring information, relationships, resources, assets, business rules, compliance, and contracts required to operate supply chains. Enable processes support the design and management of the planning and execution processes of supply chains.

The SCOR model is designed to enable effective communication, performance measurement, and integration of processes between supply chain members. A standardized reference model helps management focus on management issues, serving internal and external customers, and instigating improvements along the supply chain.

 
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1 During the forming stage of a group or team, the leader should encourage team members to

Multiple Choice

admonish one another for small infractions.

work through team conflicts.

get to know one another.

push back against the power structure.

Pt.2 Which of the following describes a team experiencing punctuated equilibrium?

Multiple Choice

After Daniel retired, the team briefly returned to the forming stage while it welcomed Avery to the team.

After a wildfire burned its factory, the executives had to refocus their efforts on establishing new manufacturing capabilities.

Upon completion of another successful project, the team met up for their usual celebratory backyard cookout.

Now that Taylor has emerged as the leader, the team has moved on to setting goals and assigning roles.

Pt. 3 If one of the production crew members in the Management in Action case is known for keeping the team headed in the right direction to meet taping deadlines, this person would have the ________ role of ________.

Multiple Choice

  • maintenance; gatekeeper

  • task; orienter

  • task; procedural technician

  • maintenance; harmonizer

  • Pt. 4 Leaders who establish reciprocal trust with their team can expect

    Multiple Choice

  • more organizational citizenship behaviors.

  • decreased communication.

  • better independent performers.

  • less team cohesiveness.

    Pt.5 Chayo was incredibly upset and frustrated when his boss denied his vacation request, again. Chayo decided to cool off a bit before addressing the conflict, so he used which conflict-handling style?

    Multiple Choice

  • collaborating

  • compromising

  • accommodating

  • forcing

  • avoiding

    Pt. 6 When Emily, an American manager, became director of operations at the firm’s apparel factory in China, the tension mounted quickly due to misunderstandings and the extensive time needed to translate conversations between herself and the employees. Emily is experiencing ________ conflict.

    Multiple Choice

  • personality

  • intergroup

  • cross-cultural

  • envy-based

    Pt.7 Rosa asked Henry, one of her team members, to purposefully think of and voice criticisms as the group discussed whether to open a branch office in another state. This is an example of the use of

    Multiple Choice

 
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Write a SUMMARY for O2 and RPA Case:

O2 started in 1985 as Cellnet and has now grown to become the telecom provider with the broadest coverage in the United Kingdom. It was bought in 2005 by Spain’s Telefonica. Its back-office transformation began in 2004 when it engaged an Indian Business Process Outsourcing (BPO) provider to realize back-office cost savings. As the volume of offshore transactions rose, so did the number of FTEs in India—from 200 in 2005 to 375 five years later. At the same time, the provider’s head- count in the United Kingdom dropped from 98 to 50 as the provider sought to cut back on its most expensive labor costs. In another cost-cutting purge, O2 eliminated nonvalue adding processing and optimized its 60 core back-office processes. O2 started looking for a better way to get a handle on its back-office processes. Robotic Process Automation (RPA) offered some promise here.

In 2010, the head of O2’s back-office services, Wayne Butterfield, started a two-year proof-of- concept initiative with two pilot tests of RPA using Blue Prism software. The first pilot swapped a customer’s existing SIM with a new one while keeping the same phone number. The second process applied a precalculated credit to a customer’s account. Both pilots were configured by Blue Prism consultants on site and were complete in two weeks. They both worked seamlessly with O2’s systems. In fact, one worked so well that Butterfield was called in to answer to O2’s Security and Fraud division to explain why so many transactions were being completed in such a short period of time. Butterfield purposely had not told the Security and Fraud division about the two pilots. He also had not communicated with the IT department because he was concerned that they would object to acquiring additional software (Blue Prism). In fact, the IT department had already developed negative feelings about RPA. Feathers were smoothed when the IT department was asked to build identical systems using BPM as proof-of-concept. The IT developers and scrum teams built the pilots in three weeks each, but at substantially greater cost because of IT labor. Using the results of the two pilot tests, Butterfield built three-year business cases for RPA: 1. Using BPM and the IT department, there would be an estimated zero net financial benefit while with RPA there would be a million £ ($1.4 million) benefit. 2. O2 selected RPA for automating routine back-office processes.

O2 issued a Request for Proposal to initiate a formal RPA vendor search and the IT department verified that Blue Prism offered the best proposal. O2 asked its Indian-based BPO to take on the RPA work. Recognizing that the BPO made its money on headcount—and that its headcount would be drastically reduced—O2 tried to sweeten the offer. However, after a six-month review by the BPO, the BPO declined the offer without any official reason. (The BPO continues to deliver O2’s non-automated back-office processes, e-mail and web chat services with a total of approximately 900 FTEs in 2015.) O2 sent its back-office staff to Blue Prism. Using only four people, O2 has now deployed over 160 software bots, which process between 400,000 and 500,000 transactions each month. This translates into a three-year return on investment of over 650% with a payback period of 12 months.

Write a SUMMARY and NOT a discussion. THUMBS DOWN if you give a (4) discussion answer

Please only answer on whats being ask… SUMMARY

 
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