Contract Closeout Procedures The Surface Force Logistics Center, Medium Endurance Cutter Product Line (SFLC-MECPL: all future references will be sighted as SFLC-MEC) is the glue that is holding our cutters together; however, we are failing to meet adequate closeout times with current and prior year contracts. SFLC-MEC Purchasing Agents need more efficient closeout procedures for contracts. The biggest areas of weakness are: failure to closeout contracts, no standard in closeout procedures, and lack of awareness within upper management. This trend has cost the Coast Guard hundreds of thousands of dollars and cannot continue on future contracts. The first area of weakness that Purchasing Agents are running into is with proper closeout procedures.
As described by Catherine Durnell Cramton, we clearly had difficulties due to dispersed collaboration. We failed to establish mutual knowledge because all members had different levels of interests in this exercise. Nef is the team member who did analysis and knew all about details about the little field simulation, but this knowledge could not have immersed to other members because it was difficult for all members to invest time in order to fully understand logics. Especially, some members in our teams had difficulty to manage their busy schedule including school works and professional working hours. The other reason we failed to establish mutual knowledge was attributed to the means of communication.
After we have finished our six periods decisions on the simulation analysis, we have made three big mistakes during our analysis on staffing, training, and compensation parts. First of all, our team was not balance all of the decisions perfectly at the very beginning quarters. we knew that we have $350,000 budget can be spent each quarter, however, our G-person team has spent more budget for staffing part in the first quarter since we thought more employees would improve company 's productivity and quality rates. In contrast, this decision leads us to the problem that we don 't have much money to increase benefits and training for employees in our company. In addition, we only covered basic benefits and training such as Employee-Funded
point (AP), or any central unit [8, 9]. This characteristic incurs several serious issues listed as follows. 1) Due to lack of central unit, central management like data collection or analysis is impossible. 2) To guarantee the routing, service discovery and data dissemination, many protocols in VANETs require the knowledge of global or partial topology of the network. However, significant overheads in terms of communication and storage are incurred due to the flooding or multi-hop forwarding [10, 11].
It is said that a foreman mason lived under bad conditions. He had to do hard work and for that, he was not well paid. He had to build “concrete platforms, culverts, coalbins, sidewalks, and, in fact, anything that could be made out of cement” (42). For that, “the corporation […] paid him two and a half day for ten hours’ work, as well as the superintendence and construction of what he was doing” (42). Besides the bad conditions, the text also tells us about how nature was like before it became built over: the storyteller and the foreman mason were “at Williamsbridge, a little station on the Harlem, building a coal bin.
There were many different things wrong with the execution of Firehouse Subs. The first reason why I will no longer patronize this business is because of how disorganized the employees were. The second reason is how long the employees took to get our food ready. The first reason is how Firehouse Subs was completely disorganized. The employees did not have any concept about how to work the cash register.
For example, Walmart would intentionally be short staffed, forcing employees to stay past their scheduled time which caused their personal responsibilities to suffer. For example, one former employee spent countless unpaid hours doing work for Walmart instead of spending it with her husband who eventually passed away. Other unjust techniques employed by Walmart included fudging employees hours in the system- affecting their pay, and the use of threats to motivate the workers to put up with the hostile working environment. In certain situations, the franchise also spent vast amounts of money for unlawful surveillance equipment. All of these immoral practices cultivated an environment void of justice.
(Hart) What he envisioned was not playing out like he wanted. With more available floor space, McCollough intended to remodel 140 stores, but was forced to decrease to 20 to 25 stores instead. The time and effort it would have taken to renovate 140 stores would cost the company $1 million dollar per store and this was not a price the company was able to pay. Unlike in the 90s, by 2003, the company was not profiting and the sales reduced so to save money, Circuit City set out to lay off 3,900 commissioned workers, which accounted for 60% of the company’s sales associates. (Hart) These employees would be rehired, but paid on hourly wages.
IMPACT 3 of the group members left the job within 1- month of the project which resulted in a substantial delay in the finalization of the design of Goon and hence its launch. The XYZ Company had projected around $500000 revenue during the peak time. The company had to bear this opportunity cost and had to settle with 1 month delay in the products launch. RECOMMENDATION The team should have asserted and talked through Alex, the concern that they were being offended and should have reiterated the fact that they are his team mates and not his subordinates. They should have reported to a senior manager about the arrogant and aggressive behaviour of Alex and made their intensions of leaving the project clear in case the behaviour remains the same.