Glass shards that result from firefighters breaking windows…
Questions
Glаss shаrds thаt result frоm firefighters breaking windоws during fоrcible entry:
Which third line оf defense is perfоrmed аfter T cell аctivаtiоn?
Recаll the аssignments yоu cоmpleted in Weeks 9-11 оr refer to the Reference pаper that you prepare for and provide appropriate answers to the following questions.Instructions Time: 60 minutes.Allowed: One two-sided (8.5×11) cheat sheet; textbook notes; calculator (optional)Format: Answer any 2 of the 5 below. 300–400 words per answer (bullet points are fine)Grading (20 pts each answer): Accuracy (8), Use of chapter terms (6), Clarity & logic (4), Professional tone (2)Tip: Name the case you are using, define key terms (e.g., KPI, Incoterm), show a simple step list or mini-table if helpfulChapter 9 (Delivery & Carrier Choice)Choose one case: Cameron Power Equipment o Dhiman Electronics(a) In 2–3 sentences, restate the decision the buyer faces in the case (network/warehouse vs. route/package/carrier). (b) Identify two key trade-offs (e.g., service level vs. transport cost; inventory carry vs. cross-dock fees). (c) Recommend a simple path forward (one paragraph) and name one delivery KPI you’d track and one risk + mitigation (e.g., buffer days, carrier diversification). Also, ground your terms (e.g., LTL/TL, 3PL, Bill of Lading, FOB/Incoterms distinction) using Chapter 9 slides where relevant. Chapter 12 (Supplier Selection)Using Chapter 12’s framework, take a familiar buy (real or from class) and outline a simple, weighted-point supplier scorecard (3 criteria max) and how you’d use it to decide single vs. multiple sourcing for the next 12 months. Keep math light (e.g., 50/30/20 weights). In a short closing line, note one strategic factor (Level 1) and one traditional factor (Level 2) that most influenced your choice. Chapter 13 (Supplier Evaluation & Relationships)Choose one case: Industrial Products PLC (custom packaging) or Stern Aerospace (supplier scorecard).(a) Name two KPIs you would emphasize for that context and why. (b) Describe one change you’d make to the current evaluation/scorecard to improve fairness or usefulness. (c) State a light-touch governance cadence (e.g., monthly ops review; quarterly QBR/CAPA). Tie briefly to the Buyer–Supplier Satisfaction ideas (desirable region, “crunch/stroking” tools). Chapter 14 (Global Supply — TCO & Incoterms)Use The Outsourcing Proposal case (Trojan weldments) to show how you’d present a transparent, light TCO/TLC: list the components you would include (unit price, main freight leg, insurance, duties, brokerage, port/terminal, inland drayage, safety stock and pipeline inventory carry). Conclude with: (a) one Incoterm you’d prefer and named place (e.g., FCA Shenzhen CY / DDP London, ON) and (b) one prominent risk and mitigation** (e.g., FX, quality escapes, lead-time). Chapter 14 (Global Transfer & Compliance)Use Sarin Pharmaceuticals Ltd. to sketch a pragmatic transfer plan: (a) one paragraph on near-term continuity (ABC parts, supplier prioritization, language/label, quality sign-offs); (b) which intermediaries (forwarder/broker) you’d lean on and why; (c) one trade program or tool (FTZ, bonded, TIB/duty drawback) you would consider to ease cash flow during the ramp. Keep it practical and focused on “first 90 days.”