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  • [Solved] Business Finance – Management Responsibilities to the Larger Community Assignment

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    Executive Solution Overview

    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) Reflect on the responsibilities you noted in your journal in Module Seven. How do these compare to your responsibilities to the larger community? Should a leader use the power he or she holds within an organiz…

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    Assignment Prompt & Instructions

    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    Reflect on the responsibilities you noted in your journal in Module Seven. How do these compare to your responsibilities to the larger community? Should a leader use the power he or she holds within an organization to benefit the larger community? How and when? Can you think of any ethical dilemmas that could result?

    1 page APA style

  • [Solved] 5 questions

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    Executive Solution Overview

    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) **files (2)** – ## elon.docx – ## mgmt615week4.docx **## elon.docx** Please note that the mock scenario/case study is now related to the Elon Musk SpaceX story. 1. What specific actions could SpaceX leaders ta…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    **files (2)**

    – ## elon.docx

    – ## mgmt615week4.docx

    **## elon.docx**

    Please note that the mock scenario/case study is now related to the Elon Musk SpaceX story.

    1. What specific actions could SpaceX leaders take to increase employee motivation, engagement, and performance while maintaining the company’s high standards and innovative culture?

    2. How do constant deadlines, changing expectations, and uncertainty about job security affect employee motivation and long-term performance?

    3. How can leaders determine when declining motivation is caused by leadership practices or organizational conditions rather than employee commitment or work ethic?

    4. If the conditions described in Maya’s experience continue, what actions do you think employees will take? How should leaders respond to signs of burnout, disengagement, and turnover?

    5. How can Elon Musk use self-awareness to recognize when their expectations, feedback, or management style may be contributing to employee burnout, and how can social awareness help him identify disengagement before performance begins to decline?

    **## mgmt615week4.docx**

    **Must be Authentic Answer 5 questions each with at 1500 words. With citations.**

    **Pearce Chapter 5: Managing Performance and Encouraging Innovation (motivation)**

    **Chapter 6: "Empathy and Social Awareness" by Bobbie Ann Adair White from Leading Self and Others with Emotional Intelligence**.

    This chapter 6,
    **Empathy and Social Awareness**, emphasizes that successful leaders possess the ability to understand and appreciate the emotions, perspectives, and needs of others. Through empathy and social awareness, leaders can build trust, improve communication, strengthen teamwork, and create inclusive workplaces. The chapter underscores that these competencies are critical for effective leadership and can be developed through active listening, perspective-taking, and increased awareness of interpersonal and organizational dynamics.

    **Empathy** is the ability to understand and share the feelings of another person. It involves putting oneself in another person's position and appreciating their experiences without judgment. Empathetic individuals:

    **Listen actively and attentively.**

    **Show compassion and understanding.**

    **Build trust and strong relationships.**

    **Recognize and validate the emotions of others.**

    **Foster a supportive and inclusive environment.**

    **Social awareness** refers to the ability to accurately perceive and understand the emotions, behaviors, and dynamics within individuals and groups. Socially aware leaders are to:

    **Interpret verbal and nonverbal cues.**

    **Understand organizational culture and interpersonal relationships.**

    **Recognize the concerns and motivations of others.**

    **Adapt their communication style to different audiences.**

    **Navigate conflict and workplace challenges effectively.**

    **Empathy and social awareness** are essential emotional intelligence competencies that allow leaders to understand others, build meaningful relationships, and foster healthy, productive work environments. Leaders who cultivate these skills are better positioned to inspire trust, encourage collaboration, and lead effectively in diverse and changing environments.

    **Lester & Lester Chapter 7:** Behavioral Theories In this chapter Lester & Lester describe how your leadership identity can be strengthened or weakened by the behavior and leadership actions taken over time.

    · Pearce, J. L. (2021). Organizational Behavior: Real Research for Real Managers (5th). Irvine, CA: Melvin & Leigh. (ISBN: 978-1-7360-4020-1)

    · Lester, G. V. & Lester, P. (2023). Applied Organizational Behavior and Leadership Development: An Identity Approach. Kendall Hunt Publishing. (ISBN: 978-1-792-49445-1)

    · Adair White, B. A. (2024). Leading Self and Others with Emotional Intelligence. Kendall Hunt Publishing. (ISBN: 979-8-765-79272-8)

    **Additional Readings or Resources**

    [https://youtu.be/ht4SQXIcQts?si=-2kKClyw1h2mg7R2](https://youtu.be/ht4SQXIcQts?si=-2kKClyw1h2mg7R2)

    [https://www.youtube.com/watch?v=JEikQP8-es0&t=305s](https://www.youtube.com/watch?v=JEikQP8-es0&t=305s)

    · Video Recommendation on SpaceX

    SpaceX's organizational culture reflects Elon Musk's high-performance leadership philosophy. Employees are expected to work under intense pressure, meet

    ambitious goals, and adapt quickly to changing priorities. Musk has frequently implemented layoffs, restructuring efforts, and performance-based expectations that some employees perceive as ultimatums. This environment can foster innovation and accountability, but it may also contribute to heightened stress, burnout, and employee turnover. Organizational Behavior theories suggest that while high performance standards can improve productivity, excessive pressure and low job security may negatively affect employee motivation.

    [(198) How To Motivate Your Employees As A Leader – YouTube](https://www.youtube.com/watch?v=2c3kpWtVWuc)

    One of the core tasks of team leaders is keeping motivation and inspiration high. This doesn’t mean all great leaders are charismatic and inspiring. In fact, the opposite is often true. Motivating employees isn’t about what you say to them; it’s about understanding what they’re seeking from work. And while understanding the unique desires of each team member might take a while, there’s a proven model for understanding human motivation that just might help you uncover your team’s motivation mysteries faster. In the mid-1980s, researchers Edward Deci and Richard Ryan outlined a model of motivation called “self-determination theory.” Their theory posited that intrinsic motivation comes in three forms: autonomy, competence, and relatedness.

    Mock scenario:

    At Larkin Consulting, the operations team showed up each day and completed their tasks—but little more. Work was getting done, yet deadlines slipped, ideas were scarce, and no one seemed particularly invested.

    Their manager, Daniel, saw this as a motivation issue.

    “We just need to be more proactive,” he said in meetings, repeating the same message each week. What he didn’t realize was that the team wasn’t resisting effort—they didn’t understand what they were working toward.

    Goals shifted frequently, often without explanation. One week efficiency was the focus; the next, innovation. Priorities were mentioned briefly, then replaced before they took hold. Team members like Aisha found themselves asking quietly,
    _What actually matters here?_

    Over time, that uncertainty turned into disinterest. Without clear goals or purpose, tasks felt routine and disconnected. People stopped going beyond what was asked because they didn’t see the point. Daniel, meanwhile, remained focused on output. He rarely asked for input or checked in on how the team was experiencing the work. When meetings felt quiet, he interpreted it as agreement rather than disengagement—missing the signs of low morale and confusion.

    His feedback, when given, was vague. “Let’s just improve this next time,” he’d say, without clarifying expectations. When the results didn’t change, he grew visibly frustrated but didn’t adjust his approach. This reflected a low sense of leader identity—he held the title, but didn’t actively shape direction, support, or meaning for his team.

    As a result, relationships weakened. Team members worked in parallel rather than together. Questions went unasked. The initiative faded.

    The cost was gradual but clear: slower progress, inconsistent quality, and a team that had mentally checked out. Even high performers began doing the minimum, conserving energy for work that felt meaningful elsewhere.

    And despite Daniel’s repeated calls to “be more motivated,” nothing improved—because the root issue was never addressed.

    **Discussion Questions**:

    1. What specific actions could Daniel take to increase motivation, engagement, and performance within a team?

    2. How does having unclear goals and inconsistent priorities affect employee motivation?

    3. How can leaders identify when a lack of motivation is a leadership problem rather than an employee problem?

    4. What actions do you think employees will take if these conditions and environment continue at Larkin Consulting? What is the best response to a leader like David?

    5. How can Daniel leverage self-awareness to recognize how his vague feedback fuels the team's confusion, and social awareness to accurately read their silence as disengagement rather than agreement, to establish the clear goals necessary for true employee accountability?

    **## mgmt615week4.docx**

    **Must be Authentic Answer 5 questions each with at 1500 words. With citations.**

    **Pearce Chapter 5: Managing Performance and Encouraging Innovation (motivation)**

    **Chapter 6: "Empathy and Social Awareness" by Bobbie Ann Adair White from Leading Self and Others with Emotional Intelligence**.

    This chapter 6,
    **Empathy and Social Awareness**, emphasizes that successful leaders possess the ability to understand and appreciate the emotions, perspectives, and needs of others. Through empathy and social awareness, leaders can build trust, improve communication, strengthen teamwork, and create inclusive workplaces. The chapter underscores that these competencies are critical for effective leadership and can be developed through active listening, perspective-taking, and increased awareness of interpersonal and organizational dynamics.

    **Empathy** is the ability to understand and share the feelings of another person. It involves putting oneself in another person's position and appreciating their experiences without judgment. Empathetic individuals:

    **Listen actively and attentively.**

    **Show compassion and understanding.**

    **Build trust and strong relationships.**

    **Recognize and validate the emotions of others.**

    **Foster a supportive and inclusive environment.**

    **Social awareness** refers to the ability to accurately perceive and understand the emotions, behaviors, and dynamics within individuals and groups. Socially aware leaders are to:

    **Interpret verbal and nonverbal cues.**

    **Understand organizational culture and interpersonal relationships.**

    **Recognize the concerns and motivations of others.**

    **Adapt their communication style to different audiences.**

    **Navigate conflict and workplace challenges effectively.**

    **Empathy and social awareness** are essential emotional intelligence competencies that allow leaders to understand others, build meaningful relationships, and foster healthy, productive work environments. Leaders who cultivate these skills are better positioned to inspire trust, encourage collaboration, and lead effectively in diverse and changing environments.

    **Lester & Lester Chapter 7:** Behavioral Theories In this chapter Lester & Lester describe how your leadership identity can be strengthened or weakened by the behavior and leadership actions taken over time.

    · Pearce, J. L. (2021). Organizational Behavior: Real Research for Real Managers (5th). Irvine, CA: Melvin & Leigh. (ISBN: 978-1-7360-4020-1)

    · Lester, G. V. & Lester, P. (2023). Applied Organizational Behavior and Leadership Development: An Identity Approach. Kendall Hunt Publishing. (ISBN: 978-1-792-49445-1)

    · Adair White, B. A. (2024). Leading Self and Others with Emotional Intelligence. Kendall Hunt Publishing. (ISBN: 979-8-765-79272-8)

    **Additional Readings or Resources**

    [https://youtu.be/ht4SQXIcQts?si=-2kKClyw1h2mg7R2](https://youtu.be/ht4SQXIcQts?si=-2kKClyw1h2mg7R2)

    [https://www.youtube.com/watch?v=JEikQP8-es0&t=305s](https://www.youtube.com/watch?v=JEikQP8-es0&t=305s)

    · Video Recommendation on SpaceX

    SpaceX's organizational culture reflects Elon Musk's high-performance leadership philosophy. Employees are expected to work under intense pressure, meet

    ambitious goals, and adapt quickly to changing priorities. Musk has frequently implemented layoffs, restructuring efforts, and performance-based expectations that some employees perceive as ultimatums. This environment can foster innovation and accountability, but it may also contribute to heightened stress, burnout, and employee turnover. Organizational Behavior theories suggest that while high performance standards can improve productivity, excessive pressure and low job security may negatively affect employee motivation.

    [(198) How To Motivate Your Employees As A Leader – YouTube](https://www.youtube.com/watch?v=2c3kpWtVWuc)

    One of the core tasks of team leaders is keeping motivation and inspiration high. This doesn’t mean all great leaders are charismatic and inspiring. In fact, the opposite is often true. Motivating employees isn’t about what you say to them; it’s about understanding what they’re seeking from work. And while understanding the unique desires of each team member might take a while, there’s a proven model for understanding human motivation that just might help you uncover your team’s motivation mysteries faster. In the mid-1980s, researchers Edward Deci and Richard Ryan outlined a model of motivation called “self-determination theory.” Their theory posited that intrinsic motivation comes in three forms: autonomy, competence, and relatedness.

    Mock scenario:

    At Larkin Consulting, the operations team showed up each day and completed their tasks—but little more. Work was getting done, yet deadlines slipped, ideas were scarce, and no one seemed particularly invested.

    Their manager, Daniel, saw this as a motivation issue.

    “We just need to be more proactive,” he said in meetings, repeating the same message each week. What he didn’t realize was that the team wasn’t resisting effort—they didn’t understand what they were working toward.

    Goals shifted frequently, often without explanation. One week efficiency was the focus; the next, innovation. Priorities were mentioned briefly, then replaced before they took hold. Team members like Aisha found themselves asking quietly,
    _What actually matters here?_

    Over time, that uncertainty turned into disinterest. Without clear goals or purpose, tasks felt routine and disconnected. People stopped going beyond what was asked because they didn’t see the point. Daniel, meanwhile, remained focused on output. He rarely asked for input or checked in on how the team was experiencing the work. When meetings felt quiet, he interpreted it as agreement rather than disengagement—missing the signs of low morale and confusion.

    His feedback, when given, was vague. “Let’s just improve this next time,” he’d say, without clarifying expectations. When the results didn’t change, he grew visibly frustrated but didn’t adjust his approach. This reflected a low sense of leader identity—he held the title, but didn’t actively shape direction, support, or meaning for his team.

    As a result, relationships weakened. Team members worked in parallel rather than together. Questions went unasked. The initiative faded.

    The cost was gradual but clear: slower progress, inconsistent quality, and a team that had mentally checked out. Even high performers began doing the minimum, conserving energy for work that felt meaningful elsewhere.

    And despite Daniel’s repeated calls to “be more motivated,” nothing improved—because the root issue was never addressed.

    **Discussion Questions**:

    1. What specific actions could Daniel take to increase motivation, engagement, and performance within a team?

    2. How does having unclear goals and inconsistent priorities affect employee motivation?

    3. How can leaders identify when a lack of motivation is a leadership problem rather than an employee problem?

    4. What actions do you think employees will take if these conditions and environment continue at Larkin Consulting? What is the best response to a leader like David?

    5. How can Daniel leverage self-awareness to recognize how his vague feedback fuels the team's confusion, and social awareness to accurately read their silence as disengagement rather than agreement, to establish the clear goals necessary for true employee accountability?

    **## elon.docx**

    Please note that the mock scenario/case study is now related to the Elon Musk SpaceX story.

    1. What specific actions could SpaceX leaders take to increase employee motivation, engagement, and performance while maintaining the company’s high standards and innovative culture?

    2. How do constant deadlines, changing expectations, and uncertainty about job security affect employee motivation and long-term performance?

    3. How can leaders determine when declining motivation is caused by leadership practices or organizational conditions rather than employee commitment or work ethic?

    4. If the conditions described in Maya’s experience continue, what actions do you think employees will take? How should leaders respond to signs of burnout, disengagement, and turnover?

    5. How can Elon Musk use self-awareness to recognize when their expectations, feedback, or management style may be contributing to employee burnout, and how can social awareness help him identify disengagement before performance begins to decline?

    **## mgmt615week4.docx**

    **Must be Authentic Answer 5 questions each with at 1500 words. With citations.**

    **Pearce Chapter 5: Managing Performance and Encouraging Innovation (motivation)**

    **Chapter 6: "Empathy and Social Awareness" by Bobbie Ann Adair White from Leading Self and Others with Emotional Intelligence**.

    This chapter 6,
    **Empathy and Social Awareness**, emphasizes that successful leaders possess the ability to understand and appreciate the emotions, perspectives, and needs of others. Through empathy and social awareness, leaders can build trust, improve communication, strengthen teamwork, and create inclusive workplaces. The chapter underscores that these competencies are critical for effective leadership and can be developed through active listening, perspective-taking, and increased awareness of interpersonal and organizational dynamics.

    **Empathy** is the ability to understand and share the feelings of another person. It involves putting oneself in another person's position and appreciating their experiences without judgment. Empathetic individuals:

    **Listen actively and attentively.**

    **Show compassion and understanding.**

    **Build trust and strong relationships.**

    **Recognize and validate the emotions of others.**

    **Foster a supportive and inclusive environment.**

    **Social awareness** refers to the ability to accurately perceive and understand the emotions, behaviors, and dynamics within individuals and groups. Socially aware leaders are to:

    **Interpret verbal and nonverbal cues.**

    **Understand organizational culture and interpersonal relationships.**

    **Recognize the concerns and motivations of others.**

    **Adapt their communication style to different audiences.**

    **Navigate conflict and workplace challenges effectively.**

    **Empathy and social awareness** are essential emotional intelligence competencies that allow leaders to understand others, build meaningful relationships, and foster healthy, productive work environments. Leaders who cultivate these skills are better positioned to inspire trust, encourage collaboration, and lead effectively in diverse and changing environments.

    **Lester & Lester Chapter 7:** Behavioral Theories In this chapter Lester & Lester describe how your leadership identity can be strengthened or weakened by the behavior and leadership actions taken over time.

    · Pearce, J. L. (2021). Organizational Behavior: Real Research for Real Managers (5th). Irvine, CA: Melvin & Leigh. (ISBN: 978-1-7360-4020-1)

    · Lester, G. V. & Lester, P. (2023). Applied Organizational Behavior and Leadership Development: An Identity Approach. Kendall Hunt Publishing. (ISBN: 978-1-792-49445-1)

    · Adair White, B. A. (2024). Leading Self and Others with Emotional Intelligence. Kendall Hunt Publishing. (ISBN: 979-8-765-79272-8)

    **Additional Readings or Resources**

    [https://youtu.be/ht4SQXIcQts?si=-2kKClyw1h2mg7R2](https://youtu.be/ht4SQXIcQts?si=-2kKClyw1h2mg7R2)

    [https://www.youtube.com/watch?v=JEikQP8-es0&t=305s](https://www.youtube.com/watch?v=JEikQP8-es0&t=305s)

    · Video Recommendation on SpaceX

    SpaceX's organizational culture reflects Elon Musk's high-performance leadership philosophy. Employees are expected to work under intense pressure, meet

    ambitious goals, and adapt quickly to changing priorities. Musk has frequently implemented layoffs, restructuring efforts, and performance-based expectations that some employees perceive as ultimatums. This environment can foster innovation and accountability, but it may also contribute to heightened stress, burnout, and employee turnover. Organizational Behavior theories suggest that while high performance standards can improve productivity, excessive pressure and low job security may negatively affect employee motivation.

    [(198) How To Motivate Your Employees As A Leader – YouTube](https://www.youtube.com/watch?v=2c3kpWtVWuc)

    One of the core tasks of team leaders is keeping motivation and inspiration high. This doesn’t mean all great leaders are charismatic and inspiring. In fact, the opposite is often true. Motivating employees isn’t about what you say to them; it’s about understanding what they’re seeking from work. And while understanding the unique desires of each team member might take a while, there’s a proven model for understanding human motivation that just might help you uncover your team’s motivation mysteries faster. In the mid-1980s, researchers Edward Deci and Richard Ryan outlined a model of motivation called “self-determination theory.” Their theory posited that intrinsic motivation comes in three forms: autonomy, competence, and relatedness.

    Mock scenario:

    At Larkin Consulting, the operations team showed up each day and completed their tasks—but little more. Work was getting done, yet deadlines slipped, ideas were scarce, and no one seemed particularly invested.

    Their manager, Daniel, saw this as a motivation issue.

    “We just need to be more proactive,” he said in meetings, repeating the same message each week. What he didn’t realize was that the team wasn’t resisting effort—they didn’t understand what they were working toward.

    Goals shifted frequently, often without explanation. One week efficiency was the focus; the next, innovation. Priorities were mentioned briefly, then replaced before they took hold. Team members like Aisha found themselves asking quietly,
    _What actually matters here?_

    Over time, that uncertainty turned into disinterest. Without clear goals or purpose, tasks felt routine and disconnected. People stopped going beyond what was asked because they didn’t see the point. Daniel, meanwhile, remained focused on output. He rarely asked for input or checked in on how the team was experiencing the work. When meetings felt quiet, he interpreted it as agreement rather than disengagement—missing the signs of low morale and confusion.

    His feedback, when given, was vague. “Let’s just improve this next time,” he’d say, without clarifying expectations. When the results didn’t change, he grew visibly frustrated but didn’t adjust his approach. This reflected a low sense of leader identity—he held the title, but didn’t actively shape direction, support, or meaning for his team.

    As a result, relationships weakened. Team members worked in parallel rather than together. Questions went unasked. The initiative faded.

    The cost was gradual but clear: slower progress, inconsistent quality, and a team that had mentally checked out. Even high performers began doing the minimum, conserving energy for work that felt meaningful elsewhere.

    And despite Daniel’s repeated calls to “be more motivated,” nothing improved—because the root issue was never addressed.

    **Discussion Questions**:

    1. What specific actions could Daniel take to increase motivation, engagement, and performance within a team?

    2. How does having unclear goals and inconsistent priorities affect employee motivation?

    3. How can leaders identify when a lack of motivation is a leadership problem rather than an employee problem?

    4. What actions do you think employees will take if these conditions and environment continue at Larkin Consulting? What is the best response to a leader like David?

    5. How can Daniel leverage self-awareness to recognize how his vague feedback fuels the team's confusion, and social awareness to accurately read their silence as disengagement rather than agreement, to establish the clear goals necessary for true employee accountability?

    **## elon.docx**

    Please note that the mock scenario/case study is now related to the Elon Musk SpaceX story.

    1. What specific actions could SpaceX leaders take to increase employee motivation, engagement, and performance while maintaining the company’s high standards and innovative culture?

    2. How do constant deadlines, changing expectations, and uncertainty about job security affect employee motivation and long-term performance?

    3. How can leaders determine when declining motivation is caused by leadership practices or organizational conditions rather than employee commitment or work ethic?

    4. If the conditions described in Maya’s experience continue, what actions do you think employees will take? How should leaders respond to signs of burnout, disengagement, and turnover?

    5. How can Elon Musk use self-awareness to recognize when their expectations, feedback, or management style may be contributing to employee burnout, and how can social awareness help him identify disengagement before performance begins to decline?

    **## mgmt615week4.docx**

    **Must be Authentic Answer 5 questions each with at 1500 words. With citations.**

    **Pearce Chapter 5: Managing Performance and Encouraging Innovation (motivation)**

    **Chapter 6: "Empathy and Social Awareness" by Bobbie Ann Adair White from Leading Self and Others with Emotional Intelligence**.

    This chapter 6,
    **Empathy and Social Awareness**, emphasizes that successful leaders possess the ability to understand and appreciate the emotions, perspectives, and needs of others. Through empathy and social awareness, leaders can build trust, improve communication, strengthen teamwork, and create inclusive workplaces. The chapter underscores that these competencies are critical for effective leadership and can be developed through active listening, perspective-taking, and increased awareness of interpersonal and organizational dynamics.

    **Empathy** is the ability to understand and share the feelings of another person. It involves putting oneself in another person's position and appreciating their experiences without judgment. Empathetic individuals:

    **Listen actively and attentively.**

    **Show compassion and understanding.**

    **Build trust and strong relationships.**

    **Recognize and validate the emotions of others.**

    **Foster a supportive and inclusive environment.**

    **Social awareness** refers to the ability to accurately perceive and understand the emotions, behaviors, and dynamics within individuals and groups. Socially aware leaders are to:

    **Interpret verbal and nonverbal cues.**

    **Understand organizational culture and interpersonal relationships.**

    **Recognize the concerns and motivations of others.**

    **Adapt their communication style to different audiences.**

    **Navigate conflict and workplace challenges effectively.**

    **Empathy and social awareness** are essential emotional intelligence competencies that allow leaders to understand others, build meaningful relationships, and foster healthy, productive work environments. Leaders who cultivate these skills are better positioned to inspire trust, encourage collaboration, and lead effectively in diverse and changing environments.

    **Lester & Lester Chapter 7:** Behavioral Theories In this chapter Lester & Lester describe how your leadership identity can be strengthened or weakened by the behavior and leadership actions taken over time.

    · Pearce, J. L. (2021). Organizational Behavior: Real Research for Real Managers (5th). Irvine, CA: Melvin & Leigh. (ISBN: 978-1-7360-4020-1)

    · Lester, G. V. & Lester, P. (2023). Applied Organizational Behavior and Leadership Development: An Identity Approach. Kendall Hunt Publishing. (ISBN: 978-1-792-49445-1)

    · Adair White, B. A. (2024). Leading Self and Others with Emotional Intelligence. Kendall Hunt Publishing. (ISBN: 979-8-765-79272-8)

    **Additional Readings or Resources**

    [https://youtu.be/ht4SQXIcQts?si=-2kKClyw1h2mg7R2](https://youtu.be/ht4SQXIcQts?si=-2kKClyw1h2mg7R2)

    [https://www.youtube.com/watch?v=JEikQP8-es0&t=305s](https://www.youtube.com/watch?v=JEikQP8-es0&t=305s)

    · Video Recommendation on SpaceX

    SpaceX's organizational culture reflects Elon Musk's high-performance leadership philosophy. Employees are expected to work under intense pressure, meet

    ambitious goals, and adapt quickly to changing priorities. Musk has frequently implemented layoffs, restructuring efforts, and performance-based expectations that some employees perceive as ultimatums. This environment can foster innovation and accountability, but it may also contribute to heightened stress, burnout, and employee turnover. Organizational Behavior theories suggest that while high performance standards can improve productivity, excessive pressure and low job security may negatively affect employee motivation.

    [(198) How To Motivate Your Employees As A Leader – YouTube](https://www.youtube.com/watch?v=2c3kpWtVWuc)

    One of the core tasks of team leaders is keeping motivation and inspiration high. This doesn’t mean all great leaders are charismatic and inspiring. In fact, the opposite is often true. Motivating employees isn’t about what you say to them; it’s about understanding what they’re seeking from work. And while understanding the unique desires of each team member might take a while, there’s a proven model for understanding human motivation that just might help you uncover your team’s motivation mysteries faster. In the mid-1980s, researchers Edward Deci and Richard Ryan outlined a model of motivation called “self-determination theory.” Their theory posited that intrinsic motivation comes in three forms: autonomy, competence, and relatedness.

    Mock scenario:

    At Larkin Consulting, the operations team showed up each day and completed their tasks—but little more. Work was getting done, yet deadlines slipped, ideas were scarce, and no one seemed particularly invested.

    Their manager, Daniel, saw this as a motivation issue.

    “We just need to be more proactive,” he said in meetings, repeating the same message each week. What he didn’t realize was that the team wasn’t resisting effort—they didn’t understand what they were working toward.

    Goals shifted frequently, often without explanation. One week efficiency was the focus; the next, innovation. Priorities were mentioned briefly, then replaced before they took hold. Team members like Aisha found themselves asking quietly,
    _What actually matters here?_

    Over time, that uncertainty turned into disinterest. Without clear goals or purpose, tasks felt routine and disconnected. People stopped going beyond what was asked because they didn’t see the point. Daniel, meanwhile, remained focused on output. He rarely asked for input or checked in on how the team was experiencing the work. When meetings felt quiet, he interpreted it as agreement rather than disengagement—missing the signs of low morale and confusion.

    His feedback, when given, was vague. “Let’s just improve this next time,” he’d say, without clarifying expectations. When the results didn’t change, he grew visibly frustrated but didn’t adjust his approach. This reflected a low sense of leader identity—he held the title, but didn’t actively shape direction, support, or meaning for his team.

    As a result, relationships weakened. Team members worked in parallel rather than together. Questions went unasked. The initiative faded.

    The cost was gradual but clear: slower progress, inconsistent quality, and a team that had mentally checked out. Even high performers began doing the minimum, conserving energy for work that felt meaningful elsewhere.

    And despite Daniel’s repeated calls to “be more motivated,” nothing improved—because the root issue was never addressed.

    **Discussion Questions**:

    1. What specific actions could Daniel take to increase motivation, engagement, and performance within a team?

    2. How does having unclear goals and inconsistent priorities affect employee motivation?

    3. How can leaders identify when a lack of motivation is a leadership problem rather than an employee problem?

    4. What actions do you think employees will take if these conditions and environment continue at Larkin Consulting? What is the best response to a leader like David?

    5. How can Daniel leverage self-awareness to recognize how his vague feedback fuels the team's confusion, and social awareness to accurately read their silence as disengagement rather than agreement, to establish the clear goals necessary for true employee accountability?

  • [Solved] hope

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    [>Accounting homework help](https://www.sweetstudy.com/fields/business-finance-accounting) **files (2)** – ## DiscussionAssignmentInstructions5.docx – Screenshot2026-06-218.05.52PM.png **## DiscussionAssignmentInstructions5.docx** PSYC 310 **Discussion Assignment Instructions** You will complete 3 d…

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    [>Accounting homework help](https://www.sweetstudy.com/fields/business-finance-accounting)

    **files (2)**

    – ## DiscussionAssignmentInstructions5.docx

    – Screenshot2026-06-218.05.52PM.png

    **## DiscussionAssignmentInstructions5.docx**

    PSYC 310

    **Discussion Assignment Instructions**

    You will complete 3 discussions in this course. For each discussion, you will post 1 thread of at least 500 words by 11:59 p.m. (ET) on Thursday of the assigned Module: Week. You must then post 2 replies of at least 250 words by 11:59 p.m. (ET) on Monday of the assigned Module: Week except for Module 8: Week 8, which is due on Friday. For each thread, you must support your assertions with at least 2 scholarly citations in current APA format. Each reply must incorporate at least 1 scholarly citation in current APA format. Any sources cited must have been published within the last five years. Acceptable sources include the textbook, the Bible, Scholarly Articles, etc.

    **Screenshot2026-06-218.05.52PM.png**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2026-06-218-05-52pm-png)

    **Screenshot2026-06-218.05.52PM.png**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2026-06-218-05-52pm-png)

    **## DiscussionAssignmentInstructions5.docx**

    PSYC 310

    **Discussion Assignment Instructions**

    You will complete 3 discussions in this course. For each discussion, you will post 1 thread of at least 500 words by 11:59 p.m. (ET) on Thursday of the assigned Module: Week. You must then post 2 replies of at least 250 words by 11:59 p.m. (ET) on Monday of the assigned Module: Week except for Module 8: Week 8, which is due on Friday. For each thread, you must support your assertions with at least 2 scholarly citations in current APA format. Each reply must incorporate at least 1 scholarly citation in current APA format. Any sources cited must have been published within the last five years. Acceptable sources include the textbook, the Bible, Scholarly Articles, etc.

    **Screenshot2026-06-218.05.52PM.png**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2026-06-218-05-52pm-png)

    **## DiscussionAssignmentInstructions5.docx**

    PSYC 310

    **Discussion Assignment Instructions**

    You will complete 3 discussions in this course. For each discussion, you will post 1 thread of at least 500 words by 11:59 p.m. (ET) on Thursday of the assigned Module: Week. You must then post 2 replies of at least 250 words by 11:59 p.m. (ET) on Monday of the assigned Module: Week except for Module 8: Week 8, which is due on Friday. For each thread, you must support your assertions with at least 2 scholarly citations in current APA format. Each reply must incorporate at least 1 scholarly citation in current APA format. Any sources cited must have been published within the last five years. Acceptable sources include the textbook, the Bible, Scholarly Articles, etc.

    **Screenshot2026-06-218.05.52PM.png**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2026-06-218-05-52pm-png)

  • [Solved] msproject4

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    [>Operations Management homework help](https://www.sweetstudy.com/fields/business-finance-operations-management) This is a continuation of the Consumer Market Study project. You will need your project file from Assignment 3. – Read and follow the instructions for " consumer market study 4" – If you …

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    [>Operations Management homework help](https://www.sweetstudy.com/fields/business-finance-operations-management)

    This is a continuation of the Consumer Market Study project. You will need your project file from Assignment 3.

    – Read and follow the instructions for " consumer market study 4"
    – If you had problems with Assignment 3, or you are concerned about your Assignment 3 being 100% correct, you can use the provided "MS Project #4 Start File" that is linked under this assignment and is only accessible after Project Assignment 3 has been graded.
    – When finished, upload your project file to this folder.

    – [\
    \
    ConsumerMarketStudyMSP4.pdf](https://www.sweetstudy.com/files/consumermarketstudymsp4-pdf "ConsumerMarketStudyMSP4.pdf")
    – [\
    \
    Msproject3.mpp](https://www.sweetstudy.com/files/msproject3-mpp-10566107 "Msproject3.mpp")

  • [Solved] Prof Double R

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) ASSIGNMENT Argue for or against universal health care within the United States. Be sure to discuss the impact on the triangle of health care delivery: costs, care, and quality. Support your position. Submit th…

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    ASSIGNMENT

    Argue for or against universal health care within the United States. Be sure to discuss the impact on the triangle of health care delivery: costs, care, and quality. Support your position.

    Submit the assignment as a 2- to 4-page Microsoft Word document with double spacing, 12-point Times New Roman font, and one-inch margins. As you write the short papers, consider how diversity, equity, and inclusion can be included. Sources should be cited according to APA style. Be certain to read through the rubric to include all of the required elements.

    RUBRIC

    Includes all of the main elements and requirements and cites multiple examples to illustrate each element.

    Provides in-depth analysis that demonstrates complete understanding of multiple concepts.

    All of the course concepts are correctly applied

    Draws insightful conclusions that are thoroughly defended with evidence and examples

    Incorporates many scholarly resources effectively that reflect depth and breadth of research.

    Exceeds expectations with an intentional use of language that promotes a thorough understanding

  • [Solved] Leadership Communication

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) A. Create a document, as the new customer service manager, to help your team understand the four domains of emotional intelligence (self-awareness, self-management, social awareness, and relationship managemen…

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    A.  Create a document, as the new customer service manager, to help your team understand the four domains of emotional intelligence (self-awareness, self-management, social awareness, and relationship management) by doing the following:

    1.  Introduce yourself as the new customer service manager to your team, focusing on **one** of the six company values provided in the scenario.

    2.  Discuss how you and your team will use **one** of the following elements of self-awareness in your daily interactions:

    •   emotional awareness

    •   accurate self-assessment

    •   self-confidence

    3.  Discuss how you and your team will use **one** of the following elements of self-management in your daily interactions:

    •   emotional self-control

    •   transparency

    •   adaptability

    •   achievement

    •   initiative

    •   optimism

    4.  Discuss how you and your team will use social awareness to practice empathy in your daily interactions.

    a.  Discuss how unconscious bias may affect ethical decision-making on your team.

    b.  Describe **two** types of cognitive bias, including an example of _each_ bias.

    5.  Discuss how you and your team will use **one** of the following elements of relationship management in your daily interactions:

    •   influence

    •   coaching and mentoring

    •   conflict management

    •   teamwork

    •   inspirational leadership

    a.  Discuss how you will create a culture of care within your team.

    6.  Explain why you and your direct reports will use _at least_ **one** of the four domains of emotional intelligence (self-awareness, self-management, social awareness, and relationship management) to be effective as a team.

    B.  Acknowledge sources, using in-text citations and references, for content that is quoted, paraphrased, or summarized.

    C.  Demonstrate professional communication in the content and presentation of your submission.

  • [Solved] Week One Discussion 2.

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) **files (2)** – ## WeekOneDiscussion2InstructionsHM.docx – WEEKONEREADINGSStateofLogistics_SOL-2021.pdf **## WeekOneDiscussion2InstructionsHM.docx** Week One Discussion 2 The purpose of a Discussion is to fos…

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    **files (2)**

    – ## WeekOneDiscussion2InstructionsHM.docx

    – WEEKONEREADINGSStateofLogistics_SOL-2021.pdf

    **## WeekOneDiscussion2InstructionsHM.docx**

    Week One Discussion 2

    The purpose of a Discussion is to foster a conversation among students for everyone to gain a deeper appreciation for the course content.

    Contributions must display original thinking and good knowledge of the subject matter, including links and references to sources used to back up your arguments.

    1. Your contribution must be a Substantial Contributions.  A Substantial Contribution is a posting that adds value to the conversation by providing relevant different views or a personal relevant experience.  A point of view from an authority on the subject is also a substantial contribution.

    2. Postings such as:
    _I agree with Joe, ………_ and
    _repeating what Joe has already said…_ are not substantial contributions and do not add value to the discussion. This person in simply using someone else's contribution, not her/his own. If you agree with someone, explain why and provide new information.

    3. Provide links and references of resources used. Expert sources add credibility to your statements and provide new views on the subject.

    4. This is a business course. Use professional business language. Provide facts and quantitative information such as figures (numbers), statistics, charts, graphs, to justify your arguments.

    **Consider "Subscribing" to your Thread in order to receive email notices anytime someone writes back to you!**

    It's critical for business leaders to stay current on the events that shape our world.  The Wall Street Journal is a premier source that integrates all things business.  Our series of Discussion Boards – one each week based on current events in the WSJ – is designed to get you not only familiar with the Journal but also get you into a routine of staying current on business news.  Whether it's for your current projects at work or your next job interview, you'll be glad that you always stay up-to-date!

    For each WSJ thread, read the article posted and consider how it relates the course concepts for the week.  Then, discuss each of the questions listed with your cohort.

    Follow the links provided and use your NU Single Sign On (SSO) to access the NU library.  FYI –  You can also access The Wall Street Journal daily editions and searches at:
    [Login](https://www.proquest.com/publication/105983?accountid=25320)

    **Article**:  Newman, J. Kang, J. & Gasparro, A. (2021, May 7). Grocers, Restaurants to Suppliers: Hurry Up, Make More.
    _The Wall Street Journal_.
    [https://www.proquest.com/docview/2522606029/fulltext/334F61D79DCA4F5APQ/4?accountid=25320](https://www.proquest.com/docview/2522606029/fulltext/334F61D79DCA4F5APQ/4?accountid=25320)

    **Summary**: Friction between food retailers and their suppliers is adding costs across the food chain. Big buyers including Walmart Inc. and Sysco Corp. are fining suppliers over infractions like late or incomplete orders. Meanwhile, many food makers and distributors say labor shortages, supply constraints and high freight costs are making it difficult to deliver complete, timely orders.

    **Questions**:

    1.
    **In your own words, explain what channel conflict is. Then, explain how this article provides an illustration of channel conflict.**

    2.
    **Offer at least two recommendations for how the industry might reduce the channel conflict that's presently happening between buyers and suppliers.**

    3.
    **What long term changes might be necessary in the food industry to prevent future shortages in the supply chain like those that are happening now?**

    **WEEKONEREADINGSStateofLogistics_SOL-2021.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/weekonereadingsstateoflogistics-sol-2021-pdf-10566707)

    **WEEKONEREADINGSStateofLogistics_SOL-2021.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/weekonereadingsstateoflogistics-sol-2021-pdf-10566707)

    **## WeekOneDiscussion2InstructionsHM.docx**

    Week One Discussion 2

    The purpose of a Discussion is to foster a conversation among students for everyone to gain a deeper appreciation for the course content.

    Contributions must display original thinking and good knowledge of the subject matter, including links and references to sources used to back up your arguments.

    1. Your contribution must be a Substantial Contributions.  A Substantial Contribution is a posting that adds value to the conversation by providing relevant different views or a personal relevant experience.  A point of view from an authority on the subject is also a substantial contribution.

    2. Postings such as:
    _I agree with Joe, ………_ and
    _repeating what Joe has already said…_ are not substantial contributions and do not add value to the discussion. This person in simply using someone else's contribution, not her/his own. If you agree with someone, explain why and provide new information.

    3. Provide links and references of resources used. Expert sources add credibility to your statements and provide new views on the subject.

    4. This is a business course. Use professional business language. Provide facts and quantitative information such as figures (numbers), statistics, charts, graphs, to justify your arguments.

    **Consider "Subscribing" to your Thread in order to receive email notices anytime someone writes back to you!**

    It's critical for business leaders to stay current on the events that shape our world.  The Wall Street Journal is a premier source that integrates all things business.  Our series of Discussion Boards – one each week based on current events in the WSJ – is designed to get you not only familiar with the Journal but also get you into a routine of staying current on business news.  Whether it's for your current projects at work or your next job interview, you'll be glad that you always stay up-to-date!

    For each WSJ thread, read the article posted and consider how it relates the course concepts for the week.  Then, discuss each of the questions listed with your cohort.

    Follow the links provided and use your NU Single Sign On (SSO) to access the NU library.  FYI –  You can also access The Wall Street Journal daily editions and searches at:
    [Login](https://www.proquest.com/publication/105983?accountid=25320)

    **Article**:  Newman, J. Kang, J. & Gasparro, A. (2021, May 7). Grocers, Restaurants to Suppliers: Hurry Up, Make More.
    _The Wall Street Journal_.
    [https://www.proquest.com/docview/2522606029/fulltext/334F61D79DCA4F5APQ/4?accountid=25320](https://www.proquest.com/docview/2522606029/fulltext/334F61D79DCA4F5APQ/4?accountid=25320)

    **Summary**: Friction between food retailers and their suppliers is adding costs across the food chain. Big buyers including Walmart Inc. and Sysco Corp. are fining suppliers over infractions like late or incomplete orders. Meanwhile, many food makers and distributors say labor shortages, supply constraints and high freight costs are making it difficult to deliver complete, timely orders.

    **Questions**:

    1.
    **In your own words, explain what channel conflict is. Then, explain how this article provides an illustration of channel conflict.**

    2.
    **Offer at least two recommendations for how the industry might reduce the channel conflict that's presently happening between buyers and suppliers.**

    3.
    **What long term changes might be necessary in the food industry to prevent future shortages in the supply chain like those that are happening now?**

    **WEEKONEREADINGSStateofLogistics_SOL-2021.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/weekonereadingsstateoflogistics-sol-2021-pdf-10566707)

    **## WeekOneDiscussion2InstructionsHM.docx**

    Week One Discussion 2

    The purpose of a Discussion is to foster a conversation among students for everyone to gain a deeper appreciation for the course content.

    Contributions must display original thinking and good knowledge of the subject matter, including links and references to sources used to back up your arguments.

    1. Your contribution must be a Substantial Contributions.  A Substantial Contribution is a posting that adds value to the conversation by providing relevant different views or a personal relevant experience.  A point of view from an authority on the subject is also a substantial contribution.

    2. Postings such as:
    _I agree with Joe, ………_ and
    _repeating what Joe has already said…_ are not substantial contributions and do not add value to the discussion. This person in simply using someone else's contribution, not her/his own. If you agree with someone, explain why and provide new information.

    3. Provide links and references of resources used. Expert sources add credibility to your statements and provide new views on the subject.

    4. This is a business course. Use professional business language. Provide facts and quantitative information such as figures (numbers), statistics, charts, graphs, to justify your arguments.

    **Consider "Subscribing" to your Thread in order to receive email notices anytime someone writes back to you!**

    It's critical for business leaders to stay current on the events that shape our world.  The Wall Street Journal is a premier source that integrates all things business.  Our series of Discussion Boards – one each week based on current events in the WSJ – is designed to get you not only familiar with the Journal but also get you into a routine of staying current on business news.  Whether it's for your current projects at work or your next job interview, you'll be glad that you always stay up-to-date!

    For each WSJ thread, read the article posted and consider how it relates the course concepts for the week.  Then, discuss each of the questions listed with your cohort.

    Follow the links provided and use your NU Single Sign On (SSO) to access the NU library.  FYI –  You can also access The Wall Street Journal daily editions and searches at:
    [Login](https://www.proquest.com/publication/105983?accountid=25320)

    **Article**:  Newman, J. Kang, J. & Gasparro, A. (2021, May 7). Grocers, Restaurants to Suppliers: Hurry Up, Make More.
    _The Wall Street Journal_.
    [https://www.proquest.com/docview/2522606029/fulltext/334F61D79DCA4F5APQ/4?accountid=25320](https://www.proquest.com/docview/2522606029/fulltext/334F61D79DCA4F5APQ/4?accountid=25320)

    **Summary**: Friction between food retailers and their suppliers is adding costs across the food chain. Big buyers including Walmart Inc. and Sysco Corp. are fining suppliers over infractions like late or incomplete orders. Meanwhile, many food makers and distributors say labor shortages, supply constraints and high freight costs are making it difficult to deliver complete, timely orders.

    **Questions**:

    1.
    **In your own words, explain what channel conflict is. Then, explain how this article provides an illustration of channel conflict.**

    2.
    **Offer at least two recommendations for how the industry might reduce the channel conflict that's presently happening between buyers and suppliers.**

    3.
    **What long term changes might be necessary in the food industry to prevent future shortages in the supply chain like those that are happening now?**

    **WEEKONEREADINGSStateofLogistics_SOL-2021.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/weekonereadingsstateoflogistics-sol-2021-pdf-10566707)

  • [Solved] Week One Discussion 1

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) **files (8)** – ## WeekOneDiscussion1InsturctionsHM.docx – ## Week1e-Assessments-SCM610.pptx – ## Week1d-SupplierRelationships-SCM610.pptx – Week1c-CustomerRelationships-SCM610.pptx – Week1f-SupplyChainMapping…

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    **files (8)**

    – ## WeekOneDiscussion1InsturctionsHM.docx

    – ## Week1e-Assessments-SCM610.pptx

    – ## Week1d-SupplierRelationships-SCM610.pptx

    – Week1c-CustomerRelationships-SCM610.pptx
    – Week1f-SupplyChainMapping-SCM610.pptx
    – Week1b-ReviewofSCM-SCM610.pptx
    – WEEK1Assigment1READINGSmanaging_the_network_of_supply_and_demand-2.pdf
    – WEEKONEREADINGSStateofLogistics_SOL-2021.pdf

    **## WeekOneDiscussion1InsturctionsHM.docx**

    Week One Discussion 1

    The purpose of a Discussion is to foster a conversation among students for everyone to gain a deeper appreciation for the course content.

    Each week contains multiple Discussions that you are required to address. Post your weekly contributions commenting on the key issues and also comment on contributions of two of your colleagues.

    Contributions must display original thinking and good knowledge of the subject matter, including links and references to sources used to back up your arguments.

    1. Your contribution must be a Substantial Contributions.  A Substantial Contribution is a posting that adds value to the conversation by providing relevant different views or a personal relevant experience.  A point of view from an authority on the subject is also a substantial contribution.

    2. Postings such as:
    _I agree with Joe, ………_ and
    _repeating what Joe has already said…_ are not substantial contributions and do not add value to the discussion. This person in simply using someone else's contribution, not her/his own. If you agree with someone, explain why and provide new information.

    3. Provide links and references of resources used. Expert sources add credibility to your statements and provide new views on the subject.

    4. This is a business course. Use professional business language. Provide facts and quantitative information such as figures (numbers), statistics, charts, graphs, to justify your arguments.

    **Consider "Subscribing" to your Thread in order to receive email notices anytime someone writes back to you!**

    **Why is it important that supply chain management processes be both cross-functional and cross-firm? In your answer address the problems associated with functional silos and corporate silos.**

    **## Week1e-Assessments-SCM610.pptx**

    SCM 610

    Supply Chain Collaboration

    Week 1 – Supply Chain Management

    Customer Relationship Management

    Supplier Relationship Management

    Assessments

    Supply Chain Mapping

    Department of Management and Marketing

    SCM 610 – Supply Chain Collaboration

    1

    ‹#›

    Overview

    Supply Chain Management

    Customer Relationship Management

    Supplier Relationship Management

    Assessments

    Supply Chain Mapping

    SCM 610 – Supply Chain Collaboration

    Chapter 10

    Conducting Assessments of the Supply Chain Management Processes

    Supply Chain Management: Processes, Partnerships, Performance

    4th Edition

    3

    ‹#›

    The Supply Chain Management Processes

    Supply Chain Management Processes

    Logistics

    Marketing

    Finance

    Tier 2

    Supplier

    End Customer

    Manufacturer

    Information Flow

    Purchasing

    Production

    Tier 1

    Supplier

    Customer

    R&D

    PRODUCT FLOW

    CUSTOMER RELATIONSHIP MANAGEMENT

    PRODUCT DEVELOPMENT AND COMMERCIALIZATION

    RETURNS MANAGEMENT

    ORDER FULFILLMENT

    DEMAND MANAGEMENT

    CUSTOMER SERVICE MANAGEMENT

    SUPPLIER RELATIONSHIP MANAGEMENT

    MANUFACTURING FLOW MANAGEMENT

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach, FL: Supply Chain Management Institute, 2014, p. 3.

    The Need for a Process Assessment

    The assessment helps bring the right parties to the table and provides a forum for a cross-functional discussion.

    The assessment enables management to benchmark the practices of the firm with those prescribed in the framework.

    The assessment helps managers prioritize improvement opportunities identified.

    © Supply Chain Management Institute. Source: Supply Chain Management: Processes, Partnerships, Performance.

    How The Tool Works

    Each process has its own assessment tool.

    Each process is broken-down into its sub-processes and each sub-process is assessed on several items.

    Each item is given a:

    Score: from 1 to 5, depending on with which statement the participant agrees most.

    Importance: from 1 to 3, depending on how important the participant feels that item is for the success of the process.

    Justification: a written explanation of why the participant scored the item the way they did.

    © Supply Chain Management Institute. Source: Supply Chain Management: Processes, Partnerships, Performance.

    The Assessment Tools

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach, FL: Supply Chain Management Institute, 2014, p. 388.

    7

    ‹#›

    Preparing for an Assessment

    Gain top management sponsorship and commitment from managers in all functions.

    Plan for the assessment at least 1 month in advance.

    Get good cross-functional representation – this is key for unleashing the power of the consensus building meeting.

    © Supply Chain Management Institute. Source: Supply Chain Management: Processes, Partnerships, Performance.

    8

    ‹#›

    Assessing a Process

    Select which process(es) to assess and gain management commitment.

    Choose the team members and schedule the process.

    Acquaint the team members with the framework, and the details of the supply chain management processes that will be assessed.

    Have the team members individually respond by filling out the assessment tools.

    Process the responses to be used as the basis for discussion during the consensus-building session.

    Manage the consensus-building session.

    Develop a summary of scores, importance and justification to be used to prioritize opportunities and develop action items for implementation of improvements.

    © Supply Chain Management Institute. Source: Supply Chain Management: Processes, Partnerships, Performance.

    9

    ‹#›

    Planning: A Sample Schedule

    Acquaint

    Describe process or participants read article/book chapter of the process to assess.

    Complete Assessment Tool

    Participants complete assessment tool individually

    Deadline

    Deadline for returning completed assessment

    Summarize

    results of assessment for consensus building meeting

    Tuesday Wednesday Thursday Friday Saturday Sunday Monday Tuesday Wednesday Thursday

    Consensus Building Meeting

    Evaluate responses, produce agreed score and identify areas of opportunities and priorities

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach , FL: Supply Chain Management Institute, 2014, p. 185.

    10

    ‹#›

    Consensus Building Meeting

    Average duration: 3-4 hours

    There is group learning

    There are some similar questions

    Meeting dynamics

    Reluctant beginning

    Intense discussion

    Accelerated finish: strategic sub-processes tend to require more time

    © Supply Chain Management Institute. Source: Supply Chain Management: Processes, Partnerships, Performance.

    11

    ‹#›

    Sample Summary of Responses

    © Supply Chain Management Institute. Source: Supply Chain Management: Processes, Partnerships, Performance.

    12

    ‹#›

    Establishing Priorities with the Results

    | | | | |
    | — | — | — | — |
    | 5 | 5/1 | 5/2 | 5/3 |
    | 4 | 4/1 | 4/2 | 4/3 |
    | 3 | 3/1 | 3/2 | 3/3 |
    | 2 | 2/1 | 2/2 | 2/3 |
    | 1 | 1/1 | 1/2 | 1/3 |
    | Score | 1 | 2 | 3 |

    Importance

    Score

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach, FL: Supply Chain Management Institute, 2014, p. 191.

    Evaluate resource commitment

    No action required

    Actionable Items

    Highest Priority

    13

    ‹#›

    Next up!

    Supply Chain Management

    Customer Relationship Management

    Supplier Relationship Management

    Assessments

    Supply Chain Mapping

    SCM 610 – Supply Chain Collaboration

    ## image1.PNG

    ## image3.emf

    ## image5.jpeg

    ## image6.png

    ## image7.wmf

    ## image2.png

    **## Week1d-SupplierRelationships-SCM610.pptx**

    SCM 610

    Supply Chain Collaboration

    Week 1 – Supply Chain Management

    Customer Relationship Management

    Supplier Relationship Management

    Assessments

    Supply Chain Mapping

    Department of Management and Marketing

    SCM 610 – Supply Chain Collaboration

    1

    ‹#›

    Overview

    Supply Chain Management

    Customer Relationship Management

    Supplier Relationship Management

    Assessments

    Supply Chain Mapping

    SCM 610 – Supply Chain Collaboration

    Chapter 3

    Supplier Relationship Management

    Supply Chain Management: Processes, Partnerships, Performance

    4th Edition

    3

    ‹#›

    Supply Chain Management
    Integrating and Managing Business Processes Across the Supply Chain

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach , FL: Supply Chain Management Institute, 2014, p.55.

    Supplier Relationship Management Teams

    From

    To

    MIS

    R&D

    MKTG

    LOG

    ACCT

    Purchasing

    MIS

    R&D

    MKTG

    LOG

    ACCT

    Sales

    MIS

    R&D

    MKTG

    LOG

    ACCT

    Buyer

    Seller

    MIS

    R&D

    MKTG

    LOG

    ACCT

    5

    ‹#›

    The Strategic Supplier Relationship Management Process

    Customer Relationship Management

    Strategic Sub-Processes

    Process Interfaces

    Activities

    Customer Service Management

    Demand Management

    Order Fulfillment

    Manufacturing Flow Management

    Product Development

    & Commercialization

    Returns Management

    Review Corporate, Marketing, Manufacturing and Sourcing Strategies

    Identify Criteria for Segmenting Suppliers

    Provide Guidelines for the Degree of Customization in the Product and Service Agreement

    Develop Framework of Metrics

    Develop Guidelines for Sharing Process Improvement Benefits with Suppliers

    Outline metrics of interest

    Relate metrics to the supplier’s impact on profitability and the profitability for the supplier

    Identify product & service components that are key to the organization’s success now and in the future

    Profitability / Growth / Stability

    Technology

    Capacity

    Innovation

    Quality

    Volume purchased

    Criticality / service level required

    Sophistication / Compatibility

    Consider quality/cost implications of various differentiation alternatives

    Select boundaries for degree of differentiation

    Outline options for sharing the benefits of process improvements

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach , FL: Supply Chain Management Institute, 2014, p. 57.

    6

    ‹#›

    Bottlenecks

    Cooking Oil

    Strategic

    Chicken

    Beef

    Promotional Sauces

    Non-Critical

    Straws

    Leverage

    Cups

    Napkins

    Low Volume of Spend High

    Low Complexity for Wendy’s High

    Comparing Suppliers on Complexity and Volume:
    An Example from Wendy’s

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach , FL: Supply Chain Management Institute, 2014, p. 60.

    7

    ‹#›

    The Operational Supplier Relationship Management Process

    Customer Relationship Management

    Operational Sub-Processes

    Process Interfaces

    Activities

    Customer Service Management

    Demand Management

    Order Fulfillment

    Product Development

    & Commercialization

    Returns Management

    Differentiate Suppliers

    Prepare the Supplier/Segment Management Team

    Internally Review the Supplier/

    Supplier Segment

    Identify Opportunities

    with the Suppliers

    Develop the Product and Service Agreement and

    Communication Plan

    Measure Performance and

    Generate Supplier

    Cost/Profitability Reports

    Implement the Product and Service Agreement

    Manufacturing Flow Management

    Perform supplier profitability analysis or total cost analysis

    Assess potential growth, strategic value and drivers

    Identify Account/Commodity Manager

    Select team members

    Product purchased

    Sales growth

    Criticality of supplier

    Sales opportunities

    Cost reduction opportunities

    Service improvement opportunities

    Develop and follow implementation plan

    Meet regularly with key customers

    Measure by supplier and for the supplier

    Revenue  Costs

    Profitability  Other: service, quality

    Report performance

    Outline and draft the PSA

    Gain commitment of the company’s functions

    Gain supplier acceptance of PSA

    Agree on a communications and continuous improvement plan

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach , FL: Supply Chain Management Institute, 2014, p. 67.

    8

    ‹#›

    Vendor Assurance: The Eight Steps

    | | |
    | — | — |
    | Step 1 | Specifications. The concept of Vendor Assurance is explained to the vendor and the mutual commitment to Vendor Assurance established. The specifications of the goods or service to be purchased are explained and their content discussed. |
    | Step 2 | Process Description. Good manufacturing practices and environmental responsibility are demonstrated by the vendor. A detailed description of the vendor’s normal process is provided in confidence and forms the basis of the Vendor File. |
    | Step 3 | Risk Assessment. Jointly, hazards are identified, risks are quantified, and Critical Control Points associated with the vendor’s process are located. |
    | Step 4 | Quality Management. Existing quality systems to minimize risks are assessed and documented. Where necessary, additional methods to monitor and control key areas are implemented. A commitment and positive attitude to quality improvement are demonstrated by the vendor. |
    | Step 5 | Conformance. The vendor provides data that demonstrates his process is capable of consistently meeting his customers’ requirements. |
    | Step 6 | Review. The periods’ activities are reviewed, confirming that the customers’ requirements are met, assuring incoming materials can be accepted based on vendor data, and identifying areas for improvement. |
    | Step 7 | Mutual Development. Exchanged visits between Mars, Incorporated and the vendor by relevant personnel from all parts of both companies occur, as appropriate, to better understand one another’s processes, needs, limitations, specifications and quality performance. |
    | Step 8 | Continue Commitment to Quality. Enduring business relationships are established which motivate vendors to continuously improve quality, costs, and responsiveness to our mutual benefits. This will be assured by regular audits as part of normal communications between partners. |

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach , FL: Supply Chain Management Institute, 2014, p. 70.

    9

    ‹#›

    Next up!

    Supply Chain Management

    Customer Relationship Management

    Supplier Relationship Management

    Assessments

    Supply Chain Mapping

    SCM 610 – Supply Chain Collaboration

    ## image1.PNG

    ## image3.emf

    ## image5.jpeg

    ## image6.jpeg

    ## image2.png

    **Week1c-CustomerRelationships-SCM610.pptx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week1c-customerrelationships-scm610-pptx)

    **Week1f-SupplyChainMapping-SCM610.pptx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week1f-supplychainmapping-scm610-pptx)

    **Week1b-ReviewofSCM-SCM610.pptx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week1b-reviewofscm-scm610-pptx)

    **WEEK1Assigment1READINGSmanaging_the_network_of_supply_and_demand-2.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week1assigment1readingsmanaging-the-network-of-supply-and-demand-2-pdf)

    **WEEKONEREADINGSStateofLogistics_SOL-2021.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/weekonereadingsstateoflogistics-sol-2021-pdf)

    **WEEKONEREADINGSStateofLogistics_SOL-2021.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/weekonereadingsstateoflogistics-sol-2021-pdf)

    **## WeekOneDiscussion1InsturctionsHM.docx**

    Week One Discussion 1

    The purpose of a Discussion is to foster a conversation among students for everyone to gain a deeper appreciation for the course content.

    Each week contains multiple Discussions that you are required to address. Post your weekly contributions commenting on the key issues and also comment on contributions of two of your colleagues.

    Contributions must display original thinking and good knowledge of the subject matter, including links and references to sources used to back up your arguments.

    1. Your contribution must be a Substantial Contributions.  A Substantial Contribution is a posting that adds value to the conversation by providing relevant different views or a personal relevant experience.  A point of view from an authority on the subject is also a substantial contribution.

    2. Postings such as:
    _I agree with Joe, ………_ and
    _repeating what Joe has already said…_ are not substantial contributions and do not add value to the discussion. This person in simply using someone else's contribution, not her/his own. If you agree with someone, explain why and provide new information.

    3. Provide links and references of resources used. Expert sources add credibility to your statements and provide new views on the subject.

    4. This is a business course. Use professional business language. Provide facts and quantitative information such as figures (numbers), statistics, charts, graphs, to justify your arguments.

    **Consider "Subscribing" to your Thread in order to receive email notices anytime someone writes back to you!**

    **Why is it important that supply chain management processes be both cross-functional and cross-firm? In your answer address the problems associated with functional silos and corporate silos.**

    **## Week1e-Assessments-SCM610.pptx**

    SCM 610

    Supply Chain Collaboration

    Week 1 – Supply Chain Management

    Customer Relationship Management

    Supplier Relationship Management

    Assessments

    Supply Chain Mapping

    Department of Management and Marketing

    SCM 610 – Supply Chain Collaboration

    1

    ‹#›

    Overview

    Supply Chain Management

    Customer Relationship Management

    Supplier Relationship Management

    Assessments

    Supply Chain Mapping

    SCM 610 – Supply Chain Collaboration

    Chapter 10

    Conducting Assessments of the Supply Chain Management Processes

    Supply Chain Management: Processes, Partnerships, Performance

    4th Edition

    3

    ‹#›

    The Supply Chain Management Processes

    Supply Chain Management Processes

    Logistics

    Marketing

    Finance

    Tier 2

    Supplier

    End Customer

    Manufacturer

    Information Flow

    Purchasing

    Production

    Tier 1

    Supplier

    Customer

    R&D

    PRODUCT FLOW

    CUSTOMER RELATIONSHIP MANAGEMENT

    PRODUCT DEVELOPMENT AND COMMERCIALIZATION

    RETURNS MANAGEMENT

    ORDER FULFILLMENT

    DEMAND MANAGEMENT

    CUSTOMER SERVICE MANAGEMENT

    SUPPLIER RELATIONSHIP MANAGEMENT

    MANUFACTURING FLOW MANAGEMENT

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach, FL: Supply Chain Management Institute, 2014, p. 3.

    The Need for a Process Assessment

    The assessment helps bring the right parties to the table and provides a forum for a cross-functional discussion.

    The assessment enables management to benchmark the practices of the firm with those prescribed in the framework.

    The assessment helps managers prioritize improvement opportunities identified.

    © Supply Chain Management Institute. Source: Supply Chain Management: Processes, Partnerships, Performance.

    How The Tool Works

    Each process has its own assessment tool.

    Each process is broken-down into its sub-processes and each sub-process is assessed on several items.

    Each item is given a:

    Score: from 1 to 5, depending on with which statement the participant agrees most.

    Importance: from 1 to 3, depending on how important the participant feels that item is for the success of the process.

    Justification: a written explanation of why the participant scored the item the way they did.

    © Supply Chain Management Institute. Source: Supply Chain Management: Processes, Partnerships, Performance.

    The Assessment Tools

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach, FL: Supply Chain Management Institute, 2014, p. 388.

    7

    ‹#›

    Preparing for an Assessment

    Gain top management sponsorship and commitment from managers in all functions.

    Plan for the assessment at least 1 month in advance.

    Get good cross-functional representation – this is key for unleashing the power of the consensus building meeting.

    © Supply Chain Management Institute. Source: Supply Chain Management: Processes, Partnerships, Performance.

    8

    ‹#›

    Assessing a Process

    Select which process(es) to assess and gain management commitment.

    Choose the team members and schedule the process.

    Acquaint the team members with the framework, and the details of the supply chain management processes that will be assessed.

    Have the team members individually respond by filling out the assessment tools.

    Process the responses to be used as the basis for discussion during the consensus-building session.

    Manage the consensus-building session.

    Develop a summary of scores, importance and justification to be used to prioritize opportunities and develop action items for implementation of improvements.

    © Supply Chain Management Institute. Source: Supply Chain Management: Processes, Partnerships, Performance.

    9

    ‹#›

    Planning: A Sample Schedule

    Acquaint

    Describe process or participants read article/book chapter of the process to assess.

    Complete Assessment Tool

    Participants complete assessment tool individually

    Deadline

    Deadline for returning completed assessment

    Summarize

    results of assessment for consensus building meeting

    Tuesday Wednesday Thursday Friday Saturday Sunday Monday Tuesday Wednesday Thursday

    Consensus Building Meeting

    Evaluate responses, produce agreed score and identify areas of opportunities and priorities

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach , FL: Supply Chain Management Institute, 2014, p. 185.

    10

    ‹#›

    Consensus Building Meeting

    Average duration: 3-4 hours

    There is group learning

    There are some similar questions

    Meeting dynamics

    Reluctant beginning

    Intense discussion

    Accelerated finish: strategic sub-processes tend to require more time

    © Supply Chain Management Institute. Source: Supply Chain Management: Processes, Partnerships, Performance.

    11

    ‹#›

    Sample Summary of Responses

    © Supply Chain Management Institute. Source: Supply Chain Management: Processes, Partnerships, Performance.

    12

    ‹#›

    Establishing Priorities with the Results

    | | | | |
    | — | — | — | — |
    | 5 | 5/1 | 5/2 | 5/3 |
    | 4 | 4/1 | 4/2 | 4/3 |
    | 3 | 3/1 | 3/2 | 3/3 |
    | 2 | 2/1 | 2/2 | 2/3 |
    | 1 | 1/1 | 1/2 | 1/3 |
    | Score | 1 | 2 | 3 |

    Importance

    Score

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach, FL: Supply Chain Management Institute, 2014, p. 191.

    Evaluate resource commitment

    No action required

    Actionable Items

    Highest Priority

    13

    ‹#›

    Next up!

    Supply Chain Management

    Customer Relationship Management

    Supplier Relationship Management

    Assessments

    Supply Chain Mapping

    SCM 610 – Supply Chain Collaboration

    ## image1.PNG

    ## image3.emf

    ## image5.jpeg

    ## image6.png

    ## image7.wmf

    ## image2.png

    **## Week1d-SupplierRelationships-SCM610.pptx**

    SCM 610

    Supply Chain Collaboration

    Week 1 – Supply Chain Management

    Customer Relationship Management

    Supplier Relationship Management

    Assessments

    Supply Chain Mapping

    Department of Management and Marketing

    SCM 610 – Supply Chain Collaboration

    1

    ‹#›

    Overview

    Supply Chain Management

    Customer Relationship Management

    Supplier Relationship Management

    Assessments

    Supply Chain Mapping

    SCM 610 – Supply Chain Collaboration

    Chapter 3

    Supplier Relationship Management

    Supply Chain Management: Processes, Partnerships, Performance

    4th Edition

    3

    ‹#›

    Supply Chain Management
    Integrating and Managing Business Processes Across the Supply Chain

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach , FL: Supply Chain Management Institute, 2014, p.55.

    Supplier Relationship Management Teams

    From

    To

    MIS

    R&D

    MKTG

    LOG

    ACCT

    Purchasing

    MIS

    R&D

    MKTG

    LOG

    ACCT

    Sales

    MIS

    R&D

    MKTG

    LOG

    ACCT

    Buyer

    Seller

    MIS

    R&D

    MKTG

    LOG

    ACCT

    5

    ‹#›

    The Strategic Supplier Relationship Management Process

    Customer Relationship Management

    Strategic Sub-Processes

    Process Interfaces

    Activities

    Customer Service Management

    Demand Management

    Order Fulfillment

    Manufacturing Flow Management

    Product Development

    & Commercialization

    Returns Management

    Review Corporate, Marketing, Manufacturing and Sourcing Strategies

    Identify Criteria for Segmenting Suppliers

    Provide Guidelines for the Degree of Customization in the Product and Service Agreement

    Develop Framework of Metrics

    Develop Guidelines for Sharing Process Improvement Benefits with Suppliers

    Outline metrics of interest

    Relate metrics to the supplier’s impact on profitability and the profitability for the supplier

    Identify product & service components that are key to the organization’s success now and in the future

    Profitability / Growth / Stability

    Technology

    Capacity

    Innovation

    Quality

    Volume purchased

    Criticality / service level required

    Sophistication / Compatibility

    Consider quality/cost implications of various differentiation alternatives

    Select boundaries for degree of differentiation

    Outline options for sharing the benefits of process improvements

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach , FL: Supply Chain Management Institute, 2014, p. 57.

    6

    ‹#›

    Bottlenecks

    Cooking Oil

    Strategic

    Chicken

    Beef

    Promotional Sauces

    Non-Critical

    Straws

    Leverage

    Cups

    Napkins

    Low Volume of Spend High

    Low Complexity for Wendy’s High

    Comparing Suppliers on Complexity and Volume:
    An Example from Wendy’s

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach , FL: Supply Chain Management Institute, 2014, p. 60.

    7

    ‹#›

    The Operational Supplier Relationship Management Process

    Customer Relationship Management

    Operational Sub-Processes

    Process Interfaces

    Activities

    Customer Service Management

    Demand Management

    Order Fulfillment

    Product Development

    & Commercialization

    Returns Management

    Differentiate Suppliers

    Prepare the Supplier/Segment Management Team

    Internally Review the Supplier/

    Supplier Segment

    Identify Opportunities

    with the Suppliers

    Develop the Product and Service Agreement and

    Communication Plan

    Measure Performance and

    Generate Supplier

    Cost/Profitability Reports

    Implement the Product and Service Agreement

    Manufacturing Flow Management

    Perform supplier profitability analysis or total cost analysis

    Assess potential growth, strategic value and drivers

    Identify Account/Commodity Manager

    Select team members

    Product purchased

    Sales growth

    Criticality of supplier

    Sales opportunities

    Cost reduction opportunities

    Service improvement opportunities

    Develop and follow implementation plan

    Meet regularly with key customers

    Measure by supplier and for the supplier

    Revenue  Costs

    Profitability  Other: service, quality

    Report performance

    Outline and draft the PSA

    Gain commitment of the company’s functions

    Gain supplier acceptance of PSA

    Agree on a communications and continuous improvement plan

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach , FL: Supply Chain Management Institute, 2014, p. 67.

    8

    ‹#›

    Vendor Assurance: The Eight Steps

    | | |
    | — | — |
    | Step 1 | Specifications. The concept of Vendor Assurance is explained to the vendor and the mutual commitment to Vendor Assurance established. The specifications of the goods or service to be purchased are explained and their content discussed. |
    | Step 2 | Process Description. Good manufacturing practices and environmental responsibility are demonstrated by the vendor. A detailed description of the vendor’s normal process is provided in confidence and forms the basis of the Vendor File. |
    | Step 3 | Risk Assessment. Jointly, hazards are identified, risks are quantified, and Critical Control Points associated with the vendor’s process are located. |
    | Step 4 | Quality Management. Existing quality systems to minimize risks are assessed and documented. Where necessary, additional methods to monitor and control key areas are implemented. A commitment and positive attitude to quality improvement are demonstrated by the vendor. |
    | Step 5 | Conformance. The vendor provides data that demonstrates his process is capable of consistently meeting his customers’ requirements. |
    | Step 6 | Review. The periods’ activities are reviewed, confirming that the customers’ requirements are met, assuring incoming materials can be accepted based on vendor data, and identifying areas for improvement. |
    | Step 7 | Mutual Development. Exchanged visits between Mars, Incorporated and the vendor by relevant personnel from all parts of both companies occur, as appropriate, to better understand one another’s processes, needs, limitations, specifications and quality performance. |
    | Step 8 | Continue Commitment to Quality. Enduring business relationships are established which motivate vendors to continuously improve quality, costs, and responsiveness to our mutual benefits. This will be assured by regular audits as part of normal communications between partners. |

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach , FL: Supply Chain Management Institute, 2014, p. 70.

    9

    ‹#›

    Next up!

    Supply Chain Management

    Customer Relationship Management

    Supplier Relationship Management

    Assessments

    Supply Chain Mapping

    SCM 610 – Supply Chain Collaboration

    ## image1.PNG

    ## image3.emf

    ## image5.jpeg

    ## image6.jpeg

    ## image2.png

    **Week1c-CustomerRelationships-SCM610.pptx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week1c-customerrelationships-scm610-pptx)

    **Week1f-SupplyChainMapping-SCM610.pptx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week1f-supplychainmapping-scm610-pptx)

    **Week1b-ReviewofSCM-SCM610.pptx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week1b-reviewofscm-scm610-pptx)

    **WEEK1Assigment1READINGSmanaging_the_network_of_supply_and_demand-2.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week1assigment1readingsmanaging-the-network-of-supply-and-demand-2-pdf)

    **WEEKONEREADINGSStateofLogistics_SOL-2021.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/weekonereadingsstateoflogistics-sol-2021-pdf)

    **## WeekOneDiscussion1InsturctionsHM.docx**

    Week One Discussion 1

    The purpose of a Discussion is to foster a conversation among students for everyone to gain a deeper appreciation for the course content.

    Each week contains multiple Discussions that you are required to address. Post your weekly contributions commenting on the key issues and also comment on contributions of two of your colleagues.

    Contributions must display original thinking and good knowledge of the subject matter, including links and references to sources used to back up your arguments.

    1. Your contribution must be a Substantial Contributions.  A Substantial Contribution is a posting that adds value to the conversation by providing relevant different views or a personal relevant experience.  A point of view from an authority on the subject is also a substantial contribution.

    2. Postings such as:
    _I agree with Joe, ………_ and
    _repeating what Joe has already said…_ are not substantial contributions and do not add value to the discussion. This person in simply using someone else's contribution, not her/his own. If you agree with someone, explain why and provide new information.

    3. Provide links and references of resources used. Expert sources add credibility to your statements and provide new views on the subject.

    4. This is a business course. Use professional business language. Provide facts and quantitative information such as figures (numbers), statistics, charts, graphs, to justify your arguments.

    **Consider "Subscribing" to your Thread in order to receive email notices anytime someone writes back to you!**

    **Why is it important that supply chain management processes be both cross-functional and cross-firm? In your answer address the problems associated with functional silos and corporate silos.**

    **## Week1e-Assessments-SCM610.pptx**

    SCM 610

    Supply Chain Collaboration

    Week 1 – Supply Chain Management

    Customer Relationship Management

    Supplier Relationship Management

    Assessments

    Supply Chain Mapping

    Department of Management and Marketing

    SCM 610 – Supply Chain Collaboration

    1

    ‹#›

    Overview

    Supply Chain Management

    Customer Relationship Management

    Supplier Relationship Management

    Assessments

    Supply Chain Mapping

    SCM 610 – Supply Chain Collaboration

    Chapter 10

    Conducting Assessments of the Supply Chain Management Processes

    Supply Chain Management: Processes, Partnerships, Performance

    4th Edition

    3

    ‹#›

    The Supply Chain Management Processes

    Supply Chain Management Processes

    Logistics

    Marketing

    Finance

    Tier 2

    Supplier

    End Customer

    Manufacturer

    Information Flow

    Purchasing

    Production

    Tier 1

    Supplier

    Customer

    R&D

    PRODUCT FLOW

    CUSTOMER RELATIONSHIP MANAGEMENT

    PRODUCT DEVELOPMENT AND COMMERCIALIZATION

    RETURNS MANAGEMENT

    ORDER FULFILLMENT

    DEMAND MANAGEMENT

    CUSTOMER SERVICE MANAGEMENT

    SUPPLIER RELATIONSHIP MANAGEMENT

    MANUFACTURING FLOW MANAGEMENT

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach, FL: Supply Chain Management Institute, 2014, p. 3.

    The Need for a Process Assessment

    The assessment helps bring the right parties to the table and provides a forum for a cross-functional discussion.

    The assessment enables management to benchmark the practices of the firm with those prescribed in the framework.

    The assessment helps managers prioritize improvement opportunities identified.

    © Supply Chain Management Institute. Source: Supply Chain Management: Processes, Partnerships, Performance.

    How The Tool Works

    Each process has its own assessment tool.

    Each process is broken-down into its sub-processes and each sub-process is assessed on several items.

    Each item is given a:

    Score: from 1 to 5, depending on with which statement the participant agrees most.

    Importance: from 1 to 3, depending on how important the participant feels that item is for the success of the process.

    Justification: a written explanation of why the participant scored the item the way they did.

    © Supply Chain Management Institute. Source: Supply Chain Management: Processes, Partnerships, Performance.

    The Assessment Tools

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach, FL: Supply Chain Management Institute, 2014, p. 388.

    7

    ‹#›

    Preparing for an Assessment

    Gain top management sponsorship and commitment from managers in all functions.

    Plan for the assessment at least 1 month in advance.

    Get good cross-functional representation – this is key for unleashing the power of the consensus building meeting.

    © Supply Chain Management Institute. Source: Supply Chain Management: Processes, Partnerships, Performance.

    8

    ‹#›

    Assessing a Process

    Select which process(es) to assess and gain management commitment.

    Choose the team members and schedule the process.

    Acquaint the team members with the framework, and the details of the supply chain management processes that will be assessed.

    Have the team members individually respond by filling out the assessment tools.

    Process the responses to be used as the basis for discussion during the consensus-building session.

    Manage the consensus-building session.

    Develop a summary of scores, importance and justification to be used to prioritize opportunities and develop action items for implementation of improvements.

    © Supply Chain Management Institute. Source: Supply Chain Management: Processes, Partnerships, Performance.

    9

    ‹#›

    Planning: A Sample Schedule

    Acquaint

    Describe process or participants read article/book chapter of the process to assess.

    Complete Assessment Tool

    Participants complete assessment tool individually

    Deadline

    Deadline for returning completed assessment

    Summarize

    results of assessment for consensus building meeting

    Tuesday Wednesday Thursday Friday Saturday Sunday Monday Tuesday Wednesday Thursday

    Consensus Building Meeting

    Evaluate responses, produce agreed score and identify areas of opportunities and priorities

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach , FL: Supply Chain Management Institute, 2014, p. 185.

    10

    ‹#›

    Consensus Building Meeting

    Average duration: 3-4 hours

    There is group learning

    There are some similar questions

    Meeting dynamics

    Reluctant beginning

    Intense discussion

    Accelerated finish: strategic sub-processes tend to require more time

    © Supply Chain Management Institute. Source: Supply Chain Management: Processes, Partnerships, Performance.

    11

    ‹#›

    Sample Summary of Responses

    © Supply Chain Management Institute. Source: Supply Chain Management: Processes, Partnerships, Performance.

    12

    ‹#›

    Establishing Priorities with the Results

    | | | | |
    | — | — | — | — |
    | 5 | 5/1 | 5/2 | 5/3 |
    | 4 | 4/1 | 4/2 | 4/3 |
    | 3 | 3/1 | 3/2 | 3/3 |
    | 2 | 2/1 | 2/2 | 2/3 |
    | 1 | 1/1 | 1/2 | 1/3 |
    | Score | 1 | 2 | 3 |

    Importance

    Score

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach, FL: Supply Chain Management Institute, 2014, p. 191.

    Evaluate resource commitment

    No action required

    Actionable Items

    Highest Priority

    13

    ‹#›

    Next up!

    Supply Chain Management

    Customer Relationship Management

    Supplier Relationship Management

    Assessments

    Supply Chain Mapping

    SCM 610 – Supply Chain Collaboration

    ## image1.PNG

    ## image3.emf

    ## image5.jpeg

    ## image6.png

    ## image7.wmf

    ## image2.png

    **## Week1d-SupplierRelationships-SCM610.pptx**

    SCM 610

    Supply Chain Collaboration

    Week 1 – Supply Chain Management

    Customer Relationship Management

    Supplier Relationship Management

    Assessments

    Supply Chain Mapping

    Department of Management and Marketing

    SCM 610 – Supply Chain Collaboration

    1

    ‹#›

    Overview

    Supply Chain Management

    Customer Relationship Management

    Supplier Relationship Management

    Assessments

    Supply Chain Mapping

    SCM 610 – Supply Chain Collaboration

    Chapter 3

    Supplier Relationship Management

    Supply Chain Management: Processes, Partnerships, Performance

    4th Edition

    3

    ‹#›

    Supply Chain Management
    Integrating and Managing Business Processes Across the Supply Chain

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach , FL: Supply Chain Management Institute, 2014, p.55.

    Supplier Relationship Management Teams

    From

    To

    MIS

    R&D

    MKTG

    LOG

    ACCT

    Purchasing

    MIS

    R&D

    MKTG

    LOG

    ACCT

    Sales

    MIS

    R&D

    MKTG

    LOG

    ACCT

    Buyer

    Seller

    MIS

    R&D

    MKTG

    LOG

    ACCT

    5

    ‹#›

    The Strategic Supplier Relationship Management Process

    Customer Relationship Management

    Strategic Sub-Processes

    Process Interfaces

    Activities

    Customer Service Management

    Demand Management

    Order Fulfillment

    Manufacturing Flow Management

    Product Development

    & Commercialization

    Returns Management

    Review Corporate, Marketing, Manufacturing and Sourcing Strategies

    Identify Criteria for Segmenting Suppliers

    Provide Guidelines for the Degree of Customization in the Product and Service Agreement

    Develop Framework of Metrics

    Develop Guidelines for Sharing Process Improvement Benefits with Suppliers

    Outline metrics of interest

    Relate metrics to the supplier’s impact on profitability and the profitability for the supplier

    Identify product & service components that are key to the organization’s success now and in the future

    Profitability / Growth / Stability

    Technology

    Capacity

    Innovation

    Quality

    Volume purchased

    Criticality / service level required

    Sophistication / Compatibility

    Consider quality/cost implications of various differentiation alternatives

    Select boundaries for degree of differentiation

    Outline options for sharing the benefits of process improvements

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach , FL: Supply Chain Management Institute, 2014, p. 57.

    6

    ‹#›

    Bottlenecks

    Cooking Oil

    Strategic

    Chicken

    Beef

    Promotional Sauces

    Non-Critical

    Straws

    Leverage

    Cups

    Napkins

    Low Volume of Spend High

    Low Complexity for Wendy’s High

    Comparing Suppliers on Complexity and Volume:
    An Example from Wendy’s

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach , FL: Supply Chain Management Institute, 2014, p. 60.

    7

    ‹#›

    The Operational Supplier Relationship Management Process

    Customer Relationship Management

    Operational Sub-Processes

    Process Interfaces

    Activities

    Customer Service Management

    Demand Management

    Order Fulfillment

    Product Development

    & Commercialization

    Returns Management

    Differentiate Suppliers

    Prepare the Supplier/Segment Management Team

    Internally Review the Supplier/

    Supplier Segment

    Identify Opportunities

    with the Suppliers

    Develop the Product and Service Agreement and

    Communication Plan

    Measure Performance and

    Generate Supplier

    Cost/Profitability Reports

    Implement the Product and Service Agreement

    Manufacturing Flow Management

    Perform supplier profitability analysis or total cost analysis

    Assess potential growth, strategic value and drivers

    Identify Account/Commodity Manager

    Select team members

    Product purchased

    Sales growth

    Criticality of supplier

    Sales opportunities

    Cost reduction opportunities

    Service improvement opportunities

    Develop and follow implementation plan

    Meet regularly with key customers

    Measure by supplier and for the supplier

    Revenue  Costs

    Profitability  Other: service, quality

    Report performance

    Outline and draft the PSA

    Gain commitment of the company’s functions

    Gain supplier acceptance of PSA

    Agree on a communications and continuous improvement plan

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach , FL: Supply Chain Management Institute, 2014, p. 67.

    8

    ‹#›

    Vendor Assurance: The Eight Steps

    | | |
    | — | — |
    | Step 1 | Specifications. The concept of Vendor Assurance is explained to the vendor and the mutual commitment to Vendor Assurance established. The specifications of the goods or service to be purchased are explained and their content discussed. |
    | Step 2 | Process Description. Good manufacturing practices and environmental responsibility are demonstrated by the vendor. A detailed description of the vendor’s normal process is provided in confidence and forms the basis of the Vendor File. |
    | Step 3 | Risk Assessment. Jointly, hazards are identified, risks are quantified, and Critical Control Points associated with the vendor’s process are located. |
    | Step 4 | Quality Management. Existing quality systems to minimize risks are assessed and documented. Where necessary, additional methods to monitor and control key areas are implemented. A commitment and positive attitude to quality improvement are demonstrated by the vendor. |
    | Step 5 | Conformance. The vendor provides data that demonstrates his process is capable of consistently meeting his customers’ requirements. |
    | Step 6 | Review. The periods’ activities are reviewed, confirming that the customers’ requirements are met, assuring incoming materials can be accepted based on vendor data, and identifying areas for improvement. |
    | Step 7 | Mutual Development. Exchanged visits between Mars, Incorporated and the vendor by relevant personnel from all parts of both companies occur, as appropriate, to better understand one another’s processes, needs, limitations, specifications and quality performance. |
    | Step 8 | Continue Commitment to Quality. Enduring business relationships are established which motivate vendors to continuously improve quality, costs, and responsiveness to our mutual benefits. This will be assured by regular audits as part of normal communications between partners. |

    Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, Fourth Edition, Ponte Vedra Beach , FL: Supply Chain Management Institute, 2014, p. 70.

    9

    ‹#›

    Next up!

    Supply Chain Management

    Customer Relationship Management

    Supplier Relationship Management

    Assessments

    Supply Chain Mapping

    SCM 610 – Supply Chain Collaboration

    ## image1.PNG

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    ## image5.jpeg

    ## image6.jpeg

    ## image2.png

    **Week1c-CustomerRelationships-SCM610.pptx**

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  • [Solved] Business Finance – Management Week One Assignment 1.

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    **## WeekOneAssignmenT1InstructionsHM.docx**

    | | |
    | — | — |
    | Instructions | |
    | **#1 of 2: Case study**<br>Read and analyze the case study below. Provide a background of the study as your introduction. Repeat each question as your main headings as you answer each part completely. Utilize at least <br>**one** course reference and <br>**two** outside references to support your statements. All writing assignments <br>**must follow APA guidelines**, such as: title page, headings/sub-headings, referencing, quoting, paraphrasing, writing style and formatting. _Do not include an abstract or table of contents for this short assignment._<br>**NOTES:**<br>- For Case Studies, write as if you are employed by the subject company and writing an internal report — no need to cite internal sources (e.g., the Case Study).<br>- You are solving this case as a current-day project — write in the present tense!<br>- Write as a formal document submitted by a work team, so avoid 1st person (i.e., "I" or "We").<br>- If help is needed for general writing, contact the NU's Writing Center immediately.<br>- Students should use National University's digital library for credible business sources and other peer-reviewed papers as references.<br>· <br>[Managing the Network of Supply and Demand](https://navigate.nu.edu/content/enforced/175602-SCM610-41662-2607/Week%20One/managing_the_network_of_supply_and_demand-2.pdf) – PDF Document <br>_(342.6 KB) (_<br>_**SEE ATTACHMENT)**_<br>· <br>_Additional requirement:  Each question in the Case asks you to identify problems and challenges.  In each section, you must also include_<br>_**your recommended solutions** that would implement CRM, SRM and supply chain management concepts in general._<br>**Rubric Name: SCM – Case Study Rubric**<br>![](https://www.sweetstudy.com/questions/business-finance-management-week-one-assignment-1)![](https://www.sweetstudy.com/questions/business-finance-management-week-one-assignment-1)![](https://www.sweetstudy.com/questions/business-finance-management-week-one-assignment-1) |

    Week One Assignment 1 of 2

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    **## WeekOneAssignmenT1InstructionsHM.docx**

    | | |
    | — | — |
    | Instructions | |
    | **#1 of 2: Case study**<br>Read and analyze the case study below. Provide a background of the study as your introduction. Repeat each question as your main headings as you answer each part completely. Utilize at least <br>**one** course reference and <br>**two** outside references to support your statements. All writing assignments <br>**must follow APA guidelines**, such as: title page, headings/sub-headings, referencing, quoting, paraphrasing, writing style and formatting. _Do not include an abstract or table of contents for this short assignment._<br>**NOTES:**<br>- For Case Studies, write as if you are employed by the subject company and writing an internal report — no need to cite internal sources (e.g., the Case Study).<br>- You are solving this case as a current-day project — write in the present tense!<br>- Write as a formal document submitted by a work team, so avoid 1st person (i.e., "I" or "We").<br>- If help is needed for general writing, contact the NU's Writing Center immediately.<br>- Students should use National University's digital library for credible business sources and other peer-reviewed papers as references.<br>· <br>[Managing the Network of Supply and Demand](https://navigate.nu.edu/content/enforced/175602-SCM610-41662-2607/Week%20One/managing_the_network_of_supply_and_demand-2.pdf) – PDF Document <br>_(342.6 KB) (_<br>_**SEE ATTACHMENT)**_<br>· <br>_Additional requirement:  Each question in the Case asks you to identify problems and challenges.  In each section, you must also include_<br>_**your recommended solutions** that would implement CRM, SRM and supply chain management concepts in general._<br>**Rubric Name: SCM – Case Study Rubric**<br>![](https://www.sweetstudy.com/questions/business-finance-management-week-one-assignment-1)![](https://www.sweetstudy.com/questions/business-finance-management-week-one-assignment-1)![](https://www.sweetstudy.com/questions/business-finance-management-week-one-assignment-1) |

    Week One Assignment 1 of 2

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    **## WeekOneAssignmenT1InstructionsHM.docx**

    | | |
    | — | — |
    | Instructions | |
    | **#1 of 2: Case study**<br>Read and analyze the case study below. Provide a background of the study as your introduction. Repeat each question as your main headings as you answer each part completely. Utilize at least <br>**one** course reference and <br>**two** outside references to support your statements. All writing assignments <br>**must follow APA guidelines**, such as: title page, headings/sub-headings, referencing, quoting, paraphrasing, writing style and formatting. _Do not include an abstract or table of contents for this short assignment._<br>**NOTES:**<br>- For Case Studies, write as if you are employed by the subject company and writing an internal report — no need to cite internal sources (e.g., the Case Study).<br>- You are solving this case as a current-day project — write in the present tense!<br>- Write as a formal document submitted by a work team, so avoid 1st person (i.e., "I" or "We").<br>- If help is needed for general writing, contact the NU's Writing Center immediately.<br>- Students should use National University's digital library for credible business sources and other peer-reviewed papers as references.<br>· <br>[Managing the Network of Supply and Demand](https://navigate.nu.edu/content/enforced/175602-SCM610-41662-2607/Week%20One/managing_the_network_of_supply_and_demand-2.pdf) – PDF Document <br>_(342.6 KB) (_<br>_**SEE ATTACHMENT)**_<br>· <br>_Additional requirement:  Each question in the Case asks you to identify problems and challenges.  In each section, you must also include_<br>_**your recommended solutions** that would implement CRM, SRM and supply chain management concepts in general._<br>**Rubric Name: SCM – Case Study Rubric**<br>![](https://www.sweetstudy.com/questions/business-finance-management-week-one-assignment-1)![](https://www.sweetstudy.com/questions/business-finance-management-week-one-assignment-1)![](https://www.sweetstudy.com/questions/business-finance-management-week-one-assignment-1) |

    Week One Assignment 1 of 2

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