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In this assignment, you will create a five-slide presentation explaining your Contingency Plan. The video should last, at most, 5 minutes. See below for the details of your slide presentation. Slide 1: Introduce yourself Slide 2: Explain the objective of your Contingency Plan Slide 3: Explain the Contingency Plan Slide 4: Outline how you propose to maintain the Contingency Plan Slide 5: Add additional information as you see fit

Topic 5 DQ 2 GO TO DISCUSSION Start Date Aug 22, 2024, 12:00 AM Due Date Aug 26, 2024, 11:59 PM Points 5 Status Upcoming Assessment Description Identify and discuss three reasons why market segmentation is so important to strategy implementation. Include examples from an industry you have been or would like to be associated with.

This week, you will complete the Change Management Plan and Risk Management Plan sections of your project management plan. In addition, you will address the Effects of Predictable and Unpredictable Environments. Change Management Plan [Author]: When creating a change management plan, describe the process that will be used to manage changes for this project. Your change control plan should include a definition for how you will manage change, plans for processing those changes, and how those changes will be implemented. Any analysis and customer interaction should be included, as well as approval processes for the plan. You will need to research this item but make sure to cite your sources and be creative!Note: Ensure that you have incorporated the two events provided by your instructor: (1) an added work event and (2) an unexpected risk event. The change control process will serve as your way to handle these activities. Added work event: Added work; WBS 1.3.1.1 must be extended to start 30 days later. The Stakeholders need to be notified and a change request submitted. The missed QC testing (from 1.2.1.) cost will be an additional $10,000 and a Change Request to approve the added cost needed. Consider letting the Stakeholders know what is the BAC and impact to SPI and CPI.  Unexpected risk event: The date is June 11, 2026 and a problem was found. WBS 1.2.1.5 Quality Control Testing missed  a key Quality Control test and the QC Specialist did not let you know until now. The cost $24.2k should be challenged. The challenge: the QC test should have been caught before the selection of pilot site (WBS1.3.1.1).  The Project and Business Manager need to challenge the lack of completing WBS 1.2.15.

Topic 5 DQ 1 GO TO DISCUSSION Start Date Aug 22, 2024, 12:00 AM Due Date Aug 24, 2024, 11:59 PM Points 5 Status Upcoming Assessment Description What is a supply chain, value chain, and block chain? How can and will they impact strategy and does your strategic plan reflect that? Provide examples.

Space, Grand, and QSP Matrices Analysis SUBMIT ASSIGNMENT Start Date Aug 22, 2024, 12:00 AM Due Date Aug 28, 2024, 11:59 PM Points 40 Rubric View Rubric Status Upcoming Assessment Traits Requires Lopeswrite Assessment Description Using the work you completed for Parts, I, II, and III with your CLC group to inform your analysis for the following in a paper (500–750-words). Analyze the significance of these three matrices regarding their relevance for strategic planning. Include a description of the key information for each of the three matrices. Discuss how the information from your analysis will influence your recommendations for strategy selection, planning, and implementation. In preparation for the final submission of the assignment, without prematurely determining and formalizing strategic goals and objectives, begin thinking about possible strategies to capitalize and add value to the organization based on the analysis of this information. Deliverables Submit a Word document to the digital classroom. All analysis in the paper should be substantiated with a minimum of five relevant and credible sources in support of your content. Credible sources need to be relevant to the assessment and can include GCU Library databases, corporate websites and peer-reviewed sources, or those provided in the topic Resources. Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required. This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion. You are required to submit this assignment to LopesWrite. A link to the LopesWrite technical support articles is located in Class Resources if you need assistance.

CLC - Space Matrix, Grand Matrix, and Quantitative Strategic Planning Matrix GO TO GROUP Start Date Aug 22, 2024, 12:00 AM Due Date Aug 28, 2024, 11:59 PM Points 40 Rubric View Rubric Status Upcoming Assessment Traits Group Requires Lopeswrite Assessment Description This is a Collaborative Learning Community (CLC) assignment. Throughout this course, you will work in a CLC group on a strategic case analysis project. This project consists of different parts you will complete each week that build on each other. Go to the Strategy Club website and review the "Sample Strategic Plan for Colgate-Palmolive" (2019) under the student resources section. This sample strategic plan is an example of what your completed strategic case analysis should look like at the end of the course. To complete the assignment deliverable, you will be following the directions and steps listed below. These steps are provided to assist you in delivering appropriately complete work. Note: Be sure that the matrices are completed by the 5th day of the topic, so that you have time to complete your individual analysis of the matrices. Complete the following three parts with your CLC group: Part I: SPACE Matrix Construct a strategic position and action evaluation (SPACE) matrix by doing the following. Step 1: Review your company’s business, its most recent Form 10K and quarterly report, and review industry and competitive information pertaining to your company to assist you. Step 2: Follow guidelines provided in Chapter 6 of Strategic Management: A Competitive Advantage Approach, Concepts, and Cases to learn how to create a SPACE matrix. Step 3: Use your Strategic-Planning Template to develop a SPACE matrix for your company. Step 4: In 150-200 words, explain what strategies you recommend, given your SPACE analysis. Avoid generic, vague terms such as market development. Part II: Grand Strategy Matrix Construct a Grand Strategy matrix by doing the following: Step 1: Use the data you have previously compiled about your company throughout the course to assist you. Follow guidelines provided in Chapter 6 of Strategic Management: A Competitive Advantage Approach, Concepts, and Cases to learn how to create a Grand Strategy matrix. Specifically refer to Figure 6-13. Step 2: Use your Strategic-Planning Template to develop a Grand Strategy matrix for your company. Step 3: When developing the Grand Strategy matrix be sure to rank the X axis from 1 (extremely weak competitive position) to 9 (extremely strong competitive position). Rank the Y axis from 1 (extremely slow market growth) to 9 (extremely rapid market growth). Part III: Quantitative Strategic Planning Matrix (QSPM) Construct a Quantitative Strategic Planning Matrix by doing the following: Step 1: Use the data you have previously compiled about your company throughout the course to assist you. Follow guidelines provided in Chapter 6 of Strategic Management: A Competitive Advantage Approach, Concepts, and Cases to learn how to create a Quantitative Strategic Planning Matrix (QSPM). Specifically refer to Tables 6-4 and 6-5. Step 2: Use your Strategic-Planning Template to develop a Quantitative Strategic Planning Matrix for your company. Deliverables Part I: Submit the SPACE matrix. Part II: Brief explanation (150-200 words), explaining what strategies you recommend, given your SPACE analysis. Part II: Submit the Grand Strategy matrix. Part III: Submit the QSPM. Additional information for the Deliverable(s) Submit the Strategic Planning Template with the completed matrices to the digital classroom. Submit the Strategic Planning Template with the completed matrices to the digital classroom. All analysis in the paper should be substantiated with a minimum of five relevant and credible sources in support of your content. Credible sources need to be relevant to the assessment and can include GCU Library databases, corporate websites and peer-reviewed sources, or those provided in the topic Resources. While APA style is not required for the body of this assignment, solid academic writing is expected, and in-text citations and references should be presented using APA documentation guidelines, which can be found in the APA Style Guide, located in the Student Success Center. This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion. You are required to submit this assignment to LopesWrite. A link to the LopesWrite technical support articles is located in Class Resources if you need assistance.

Choose only 1of the 2 task. Option #1: Make or Buy The PMP® Certification Exam may include Make or Buy Analysis questions. Although it's not the only reason for learning this material, this assignment helps prepare you for that type of question on the exam. The assignment is relevant whether you plan to take the PMP® exam, have already passed the exam, or have no plans to take the exam. The calculation part of the question requires only addition and multiplication. Start by reading the scenario and then answer the questions below. Scenario: YOU ARE THE PROJECT MANAGER ON PROJECT VIM, WHICH IS BUILDING A NEW PRINTER, SCANNER, COPIER, AND FAX MACHINE FROM VARIOUS COMPONENT PARTS. ONE OF THE COMPONENT PARTS FOR THE VIM PRODUCT IS CURRENTLY AVAILABLE FROM A SUPPLIER FOR $115,000 FOR THE 5,000 UNITS YOU NEED. YOU TOOK OVER FOR A PRIOR PROJECT MANAGER WHO ONLY ALLOCATED $90,000 FOR THIS COMPONENT. THIS MEANS THAT YOU WILL EXCEED YOUR PROJECT BUDGET IF YOU PURCHASE THE VIM COMPONENT UNITS FROM THIS SUPPLIER. You reach out to your in-house manufacturing group and find that you can produce these 5,000 units in-house, within a time frame that fits the project timeline. The manufacturing group indicates that there is a one-time charge of $3,000 for setting up the production line. The material and labor cost will be $12 per unit if the firm manufactures the product in-house. You also learn that since this is a new set-up (which is using old equipment), the in-house manufacturing team estimates the following defects percentages, as well as the probability of those defects occurring: Defect %0253540Probability of occurrence (%)10602010 The replacement cost for defective components made in-house is $30 per defective unit. Calculate the following using this Excel template Download this Excel template: Total material costs. Expected number of defective units at each defect percentage (%). Cost of replacing defective units at each defect percentage (%). Material costs plus cost of replacing defective units at each defect percentage (%). The probability of cost for the defect percentage (%) levels. Expected value of "making" components in-house. Address the following in a written essay: Using the expected value, present your recommendation to make or buy the Project VIM component parts. Will you need to issue a change request for additional money on your project? If so, for how much; and, if not, why not? What reasons do you think management might use to opt for the less economical choice? Option #2: Lease or Buy The PMP® Certification Exam may include Lease or Buy Analysis questions. Although it's not the only reason for learning this material, this assignment helps prepare you for that type of question on the exam. The assignment is relevant whether you plan to take the PMP® exam, have already passed the exam, or have no plans to take the exam. This assignment requires both calculations (using only addition and multiplication) and written answers. Start by reading the scenario, and then answer the questions and perform the calculations below. SCENARIO: You are the project manager of a campaign rally that your non-profit holds each year to promote the adoption of greyhounds. You will require the use of a large tent for the week of the rally. You must determine if you should lease or buy a tent, and, if leasing, for how long. Scenario 1 - The cost of the tent is $1,580. Scenario 2 - You can lease the tent for seven days, with a set-up and return charge of $700 and daily fee of $125. Scenario 3 - You can lease the tent for 10 days, with a set-up fee of $375 and a daily fee of $125; however, you will have to hire individuals to take down the tent and return it for a charge of $195. If you choose this option, the daily fee is discounted by 20%. Answer the following questions: What is the economical choice and why? Show this in your calculations as well. What do you recommend to the sponsor of your project and why? Thinking strategically, what reasons might management use to opt for the less economical choice? Include your calculations in an appendix, which comes after the references page.

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Logistics Management Critical Thinking In today’s highly competitive, extremely variable, and dynamic environment, many firms are seeking solutions. Supply chain management becomes more sophisticated and the difference between what firms want to achieve and what they can do in-house continues to grow, firms begin to realize that doing the right thing becomes more interesting than doing everything.  Accordingly, they become better focused and more specialized by outsourcing and offshoring activities that are far from their core businesses. In many cases, firms decide to outsource this function in whole or in part to agents or third-party logistics firms. Using this concept of offshoring and outsourcing answer the following questions by conceding any Saudi Local company or any Multinational company. Question: 1.What are the roles of Third-party logistics firms in the smooth running of Supply chain process of a multinational organization? (3 Mark) 2.What are the motivational factors for companies going internationally? (3 Mark) 3.On what ground do companies choose developing countries' locations for offshoring? Use examples. (Mention the country and decisive factors) (3 Mark) References (Use APA style of referencing (1 Mark) The Answer must follow the Keyword/ outline points below: Each answer should be 300 to 400 range of word counts. Outsourcing, offshoring, Third Party Logistics Their Main functions Motivational Factors /Drivers Reasons with suitable Examples

You are a new HR Manager who has been hired to work for a manufacturing company called Smith Industrial Operations Products Inc. (SIOP), which employs approximately 350, makes industrial equipment, and has one plant located in Connecticut. The company has a small profit margin of 10%. It is located in a small town near many midsize manufacturing facilities. Background – The company was started in 1970 by a small group of entrepreneurial engineers who developed a unique high quality machine assembly product that other manufacturers could not imitate (due to the high quality, the technical know-how, and the complexity of the process required to manufacture the product). As the company grew it was acquired and sold several times by larger enterprises. Recently, the company was acquired by a small group of foreign investors. During the last acquisition, some of the original managers decided to become investors in the company to take some control of the operation. As a result of all the changes in the business, they have been struggling to build their customer base, as well as recruit employees to regain the momentum they had in the past. During the past 50 years that the company has been in business, the manufacturing site remained in the same 15-mile radius of the original location, and therefore many of the employees decided to continue to work there during these acquisitions. Some of the employees were laid off and then later were rehired. To encourage them to come back with equal benefits, the company kept their original hire dates. Turnover for the long service employees has been low, but turnover for the new employees is very high. There are numerous manufacturing businesses located within a 25-mile radius of the facility and many of these businesses need employees with the same skill set, so the competition for manufacturing labor is fierce. The Plant Manager has requested to see you as soon as possible to help him address a compensation issue that he recognized with his Machine Operators. He indicates in his interview with you that he has a significant problem with a group of Machine Operators. Specifically, he tells you that he has 28 Operators who have service time between 10-15 years, and who he believes are underpaid and need an adjustment to their salary. You ask how and why he believes this has occurred. He does not know but says that you need to fix this fast or these employees will leave. You realize that this is a significant issue but need to understand the root cause and don’t feel comfortable just making an adjustment without data and analysis. You ask him to give you time to assimilate and learn more about the organization and how this happened. You know that giving an “adjustment” to 28 people out of 200 machine operators would not be a wise solution. From your research in trying to understand how and why this issue has occurred, you discover the following: • The minimum wage in Connecticut increases each year. Each year, over the past 4-5 years, the minimum wage has gone up approximately 5.0%. HRM307 – Compensation & Benefits SIOP Team Project - Information Copyright Post University 2022, All Rights Reserved • Inflation rates have remained steady over the same period with changes each year of only 0.5- 1.0%. • Machine Operators are not on a pay for performance plan. They have not received performance reviews or merit increases. • Over the past 4-5 years Machine Operators have received three Cost of Living Adjustments (COLA). These have ranged from 1.5% to 2% across the board. • Machine Operator output is measured on an individual basis (number of quality parts), but they work in cell teams with other Operators. Each Operator is expected to be flexible and work on many different types of machines. • The job description for a Machine Operator has not been reviewed or updated in 6 years. • There is an internal pay structure for hourly employees. The pay structure consists of 6 pay grade levels with small differentials between these levels. The Machine Operator is the first level of the pay structure. Each level consists of several positions which are valued at the same pay range. These salary ranges have not changed for 5 years. • The Company provides a competitive benefits package consisting of medical, dental, vision, tuition reimbursement, a 401k, time off, and an annual discretionary bonus plan. Machine Operator Statistics Years of Service Number of Machine Operators Percentage of Machine Operators Average comparatio (80% is minimum of salary range, 100% = midpoint/market of salary range, 120% = maximum of salary range) Annual Turnover Less than 2 years 126 63% 81% Very High 2-5 years 20 10% 83% High 5-10 years 0 0% n/a 10-15 years 28 14% 85% Low Over 15 years 26 13% 110% Low 200 100% Problem Statement – You have been requested to give an “adjustment” to 28 Machine Operators between 10-15 years of service. You have researched the root cause of the problem but have not yet presented this to the Plant Manager or the leadership team. Make a powerpoint and answer the following questions, 1) What do you believe has caused the issue with the Machine Operator pay for the 28 employees between 10-15 years of service? List and discuss as many as you can think of. 2) What are the key issues that must be addressed in this problem as you think about developing your compensation strategy/plan? 3) What should be done prior to taking any actions? 4) What are the key issues regarding internal equity? What are the key issues regarding the pay structure? Explain each.