A supply manager conducts a risk assessment of the company's top five suppliers. One of these suppliers---a sole source of an integral component---has just one database location and no cloud storage. Any calamity could put supply of the component at risk. In this situation, which of the following is the BEST long-term course of action for the supply manager to take?
Risk Assessment Overview: The sole source supplier has a single database location, creating a risk for the supply of an integral component.
Long-term Solution: Reducing the component's uniqueness to allow for alternate sources is a strategic approach. It mitigates the risk associated with dependency on a single supplier and enhances supply chain resilience.
Collaborative Approach: Working with engineering to modify the component design ensures compatibility with multiple suppliers, broadening the supplier base and reducing supply chain vulnerability.
Importance of Alternative Sources: Diversifying the supplier base is crucial in risk management to avoid disruptions caused by supplier-specific issues.
Reference: Supply chain risk management literature, such as 'The Resilient Enterprise' by Yossi Sheffi and guidelines from the Institute for Supply Management (ISM), supports the strategy of reducing dependency on single suppliers through component standardization.
A company conducts an audit of its environmental management system (EMS) for ISO 14001 compliance. In this situation, which of the following factors is MOST likely to be of concern?
ISO 14001 Compliance: ISO 14001 requires organizations to have an Environmental Management System (EMS) with clear, measurable objectives and targets.
Concern with Subjectivity: Targets and goals that are subjective and non-quantifiable do not meet ISO 14001 requirements, as they cannot be objectively measured or audited for compliance.
Importance of Quantifiable Goals: Clear, quantifiable targets allow for proper monitoring, measurement, and continuous improvement, which are core components of ISO 14001.
Reference: The ISO 14001 standard itself and environmental management literature, such as 'ISO 14001 Environmental Management Systems: An Easy-to-Use Guide' by Brian J. Gallant, emphasize the need for specific, measurable, and objective targets in an EMS.
Which of the following is MOST likely to impact an organization's record/database management policy?
Record/Database Management Overview: Policies governing records and databases are influenced by various factors, including storage location.
Impact of Storage Location: Where records are stored affects accessibility, security, compliance with regulations, and disaster recovery plans. This is crucial for ensuring data integrity and availability.
Considerations: Storage location impacts the physical security, environmental controls, and redundancy of records. It also determines the compliance with data protection laws and regulations.
Long-term Impact: Proper storage ensures that records are protected against loss, unauthorized access, and environmental damage, supporting effective management and retrieval processes.
Reference: Best practices in record management, as outlined in ISO 15489-1:2016 (Information and Documentation -- Records Management) and resources from the Association of Records Managers and Administrators (ARMA), emphasize the importance of secure and compliant storage locations for records management policies.
DEF, Inc. is a large global manufacturer. Two of DEF's supply managers, who are located in offices in different countries, are assigned to lead a new product development team. The team is to be comprised of two stakeholders from each of the supply managers' locations. The supply managers, as well as their respective departments, have had some friction between them in the past, and there is concern they will not be able to work together effectively on this project. Of the following, the BEST approach for assigning stakeholders to the team would be for the supply managers to
Conflict Resolution: Given the history of friction between the supply managers and their departments, a collaborative approach is necessary to prevent further conflict and ensure effective teamwork.
Joint Decision Making: By creating a list of stakeholders from each location and making the selections together, the supply managers can ensure that the team is balanced and that all perspectives are considered. This collaborative approach fosters a sense of shared ownership and mutual respect.
Stakeholder Involvement: Involving both managers in the selection process ensures that the chosen stakeholders are acceptable to both parties, reducing the likelihood of bias and increasing the commitment of all team members.
Building Trust: Working together to select stakeholders can help build trust and improve the working relationship between the supply managers, setting a positive tone for the project.
Reference: This approach aligns with best practices in team building and conflict resolution as discussed in leadership and management literature, including works like 'The Five Dysfunctions of a Team' by Patrick Lencioni and guidelines from the Project Management Institute (PMI).
A new buyer is hired, and over time the department supervisor notices the buyer's writing style is consistently unprofessional. To improve the buyer's written communications, the supervisor edits several of the buyer's memos, and returns them with a note as an example of how company communications should be written. However, this does not result in any changes in the buyer's writing style.
How should the supervisor rate the "written communication" portion of the buyer's performance review?
Assessment of current performance: The supervisor's feedback has not resulted in improvement in the buyer's writing style.
Performance evaluation criteria: Unprofessional writing is a significant issue, especially if the provided feedback has not led to any changes.
Performance improvement plan: According to performance management principles, an unsatisfactory rating with a performance improvement plan is appropriate when initial corrective actions fail.
Reference: ''Performance Management: Key Strategies and Practical Guidelines'' by Michael Armstrong discusses the necessity of performance improvement plans for consistent performance issues.
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