The company has two methods of obtaining scrap paper. They can buy from the public at nominal rates (through paper drives and individual deliveries to the loading dock) or purchase bulk paper from scrap paper dealers. It is cheaper to buy from the publi c , but additional labor time is involved in removing the paper, in relatively small amounts, from customer cars and trucks at the loading dock and fonning the paper into bales. Direct labor is very expensive with rates at $19,000 per worker per year ($9.50 per hour) in 1979. In 1979, 2 l/2 bales weigh ing 300 pounds each were formed per hour by e ac h employee, on average.
* pasture of flow situation: * somewhat 16,000 pieces of mail are direct per year. * 50 to 60 great deal manually stuffed envelopes two old age in a month. * Quotes stock from approved suppliers show that price is unfair. * University has about(predicate) 1,200 approved suppliers, a nominate adjusted every three to five years. * Purchased folding auto had not been installed.
The Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Plant University of Houston Victoria Management 6351, Spring 2013 Doctor Barjinder Singh March 20, 2013 Case # 1: Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Plant 1. Give a brief overview of the situation at Treadway Tires. Treadway Tire Company was a company which supplied tires to original equipment manufacturers (OEMs) such as Ford, General Motors and Chrysler. The company also sold tires under the Treadway Primo and Treadway Performance brands. At one time, the company had a total of eight (8) manufacturing plants and employed approximately 9,000 hourly and salaried personnel throughout North America.
Case Assignment three: Recruiting Turnover or staff turnover is the rate at which an employer gains and then loses employees. Turnover is one of the largest cost organizations endear. Continuous high turnover can be harmful to organizations productivity. Each region of Tanglewood conducts recruiting differently and by examining all methods an integrated recruitment program which optimizes recruitment and minimizes turnover. Tanglewood losses approximately 50% of their sales associates due to turnover in a typical year because of this continuous recruitment is a must.
There are 385 Sephora shops inside JCPenney locations, and specialty menswear is available at Foundry Big & Tall Supply stores (Hoovers.com). In 2012 JCPenny’s total revenue was 17,260,000, 2013 total revenue was 12,990000 and in 2014 the total revenue was 11,860000 (Marketwatch.com). It is clearly seen that the sales/revenue from 2012 to 2014 has a difference of 5400000,which huge decreased in 2 years. The book value per share of the company is, 5.81, current ratio is 1.97 and profit margin is -4.76%. On the other hand, Target sells variety of things such as, groceries, clothing, décor and home goods.
The Union Foundry came back with a price of $90 and two other foundries quotes came in at $94 and $98. Terri discovered that it costs Muenster Pump $180 to make the same pump. The total overhead at Muenster was calculated at 200 percent and approximately 70 percent of overhead is for fixed costs such as depreciation, taxes, and executive salaries. II. Major Problem The major problem is a decision to make or buy the pumps, the political aspect with the city, and the implications the decision would have on staff and the organization.
The purchasing agreements between contracts suppliers were never compared, thus the pricing and terms of the contract varied greatly. Eagle’s catalog supplier issued bi-weekly catalogs with deeply discounted specials and gave gift incentives to administrative staff for purchasing minimum quantities. Price comparison between Catalog and contract suppliers showed that non-discounted items from Catalog supplier were premium priced compared to contract supplier but the discounted items were priced below the contract supplier’s pricing. 87% of Eagle’s $3.8M office-supply spending in 2003 by its 15,000 employees was made through three suppliers - Two contract suppliers and one catalog supplier. Q3: Discuss potential implementation barriers?
Competitor Analysis Overstock.com Overstock.com is an online retailer that offers discounted brand name, non-brand name, and closeout merchandise from surplus inventories of manufacturers and retailers. The company currently employees 1,300 employees at a growth rate of 13.3%. Some of the products that Overstock.com has in their inventories includes: Books, CD’s, DVD’s, Video Games, furniture, clothing & shoes, Office Supplies, electronics, home & garden, jewelry, sporting goods, and health & beauty products. Since its inception in 2007, Overstock.com has reported yearly net losses due to high operating costs. In total, Overstock.com earned $1.05 billion in revenue for FY 2010 which was an increase of 23.4% from the previous year.
The manager cited the resulting high depreciation charges as the justification for the price boost. He asked the president of the company to instruct Division P to buy from S at the $220 price. He supplied the following information: P's annual purchases of component 2,000 units S's unit and batch-related costs per unit $190 S's capacity related costs per unit $20 S's required return on investment $10 Suppose there are no alternative uses of the S facilities. Required 1) Will the company as a whole benefit if P buys from the outside suppliers for $200 per unit? 2) Suppose the selling price of outsiders drops another $15 to $185.
Public Employee Unions Drew Svorinic Northern Arizona University When some people think of a union they see guys and gals in the Detroit automotive industry working 12-hour shifts or the people loading and unloading massive cargo ships, what they don’t see are the 51% of all union members being public employees but only 37.6% of government works are unionized. ("Ban government employee," 2009) This is the first time in the history of unions that government employees outnumber the private sector employees who are associated with unions. According to the Bureau of Labor Statistics the 2009 union membership rate was 12.3% compared to 2008’s 12.4%. The BLS also stated that more public sector employees (7.9 million) belonged to a