BUS/612 Case Study: Capital State Arena
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Case Study: Capital State Arena
Purchasing is a critical factor that contributes heavily to a company’s bottom line. Moreover, the purchasing function has evolved into the more encompassing concept supply management, which research has shown has direct influence on company performance (Stolle and Moser, 2009). Purchasers must understand the impact their role will have on company success and strive to make the right procurement decisions. Benton’s (2014) Capital State Arena Case Study provides a synopsis that allows readers to evaluate this important aspect of business. This student provides an overview of the scenario and some recommendations that the university should adopt to help make a decision on
Scenario Summary
Capital State Arena is a newly-designed, multi-purpose use venue that Capital State University is building as a replacement for the current St. Patrick Area. The university leadership team wants to attract more functions to the venue than the basketball games which are the arena’s main purpose. As such, the arena will need upgrades to the lighting system and console to help the new arena compete with other venues for these extra functions. The console is the main component that completes the planning committee’s suggestion of a theatrical lighting system. The purchasing agent will need to ensure the final acquisition meets the needs of all the potential users of the arena. The goal of expanding the customer base for the arena necessitates flexible and expandable controlling console to meet immediate and future client needs.
There are some key product attributes that were detailed for the university’s purchasing department along with the requisition request. The ability of a supplier to meet these requirements should influence the purchasing agent’s decision. The company prefers a user-friendly console that grants the operator access and control of the sophisticated lighting system through a computer. There is also the expectation that either the console be manufactured domestically, or the supplier have the ability to facilitate repairs within a 24-hour window. The lighting controls should be purchased from a local supplier, preferably within a 25-mile radius of the venue. The lighting controls should be purchased from a local supplier, preferably within a 25-mile radius of the venue. The vendor must also agree to provide back-up equipment, in the event of failure, to avert any loss of income by the university from paid agreements to use the arena. The system must be made in the in U.S., or the supplier must have access to facilitate repairs in 24 hours or less. Finally, expandability and future upgradability are needed to continue keeping up with technology.
Develops a Supplier Selection and Evaluation Model for the Purchasing Decision and Justifies the Reasoning for the Response
Jdklajfk and kjpaowk (?????????) defined the four stages of the supplier selection process as “defining objectives, formulating the selection criteria, qualifying the suitable alternatives, and final selection” (p. 1). First, the buyer needs to determine what to look for in a buyer. This should be standardized as a requirement when a project manager submits a requisition for an item. Once this information is given to the purchasing team, the purchasing agent aluate the need for a strategic alliance among supply chain partners. Provide an example from the text and/or your professional experience of a successful strategic alliance. Provide a benefit of this partnership and how a project manager can use this strategy in a project involving purchasing and supply management. Respond to at least two of your classmates’ postings. After identifying the needs of the new console and lighting system, a requisition was sent to the purchasing department. The purchasing department identified three manufacturers that appeared to meet most of the requirements: Electronic Theater Cotrols (ETC, Strand . The purchasing department obtained the technical specifications and the cost information for each supplier’s version of the system. This information is useful to compare each supplier’s system for some of the key factors like ease of use. Table 1.0 displays key characteristics about each of the console options.
The purchasing department will need to evaluate which console is the best fit for the organization. This is a critical component of the supplier selection process. The linear averaging system
End Users’ Needs Matrix, and Explains the Needs for Each User and How the Needs Were Determined
Conclusion
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