Communication and Negotiation Skills - Management Assignment Help

Assignment Task

PLAGIARISM 
Plagiarism is a form of cheating, by representing someone else's work as your own or using someone  else's work (another student or author) without acknowledging it with a reference. This is a serious  breach of the Academic Regulations and will be dealt with accordingly. Students found to have  plagiarized can be excluded from the program. 
Referring to the below case study, Answer the following questions. Each question  carries 12 Marks. 
1. Who are the stakeholders that may directly or indirectly affect the decision making of  procurement? 
2. What is the main problem/ challenge that NMD Limited was facing? What were the  NMD Limited’s expectations about the price change from the suppliers? 
3. What was the dispute between Aabid and Chowdary? What were the assumptions that  governed their opposing interests or viewpoints? Was the dispute work-related or  personal? 
4. What are the interests for each of the two main suppliers? What evidence is there to  advocate the existence of these interests? 
5. While relying on your analysis of the CPO’s embraced strategies regarding their  procurement approach with suppliers, what type (s) of negotiations (interest based,  finding who is right or exercising power and pressure) NMD is likely to focus on?  Justify why each strategy would be undertaken? 
6. Based on the case background, propose a price approach by each supplier during the  tender process. While considering the financial issues it faced with NMD during the  past procurement, what other offerings can Syskatech uniquely propose to ensure it  would win the tender? 
7. Based on the case background and particularly the manufacturing capability to  manufacture in house the desired transformer and its potential to outsource its  materials, what tactics can Aabid and his team play on the suppliers to ensure a  reasonable price for the desired procured unit? Consider at least one strategy for each  type of negotiations approach (Interest based, identifying who is righteous and  seeking to exercise power).
• Abstract 
• This case is about the negotiation process carried out by the chief procurement officer  (CPO) of a leading public sector unit in India. When the company receives an order,  the order is materialized by using electric equipment in large quantity. Due to changes  in the business situation, the company realizes that it may not be possible to purchase  the equipment that they require at the same price as before.  
The company has two vendors from whom they buy this equipment. Both the vendors  have similar manufacturing policies and same raw material suppliers. Additionally,  both the vendors have gone through some management level changes. The CPO who  is responsible for the purchase of the electric equipment has to conclude the deal with  the vendors and obtain the best possible price which is closest to the amount they had  previously paid the vendors. 
Aabid, the Chief Procurement Officer (CPO) of NMD Limited, a leading Public Sector  Undertaking (PSU), in Navi Mumbai, was confused. NMD Limited, which had recently received an order for Electro Static Precipitator, was in requirement of a transformer which  formed the central component of the order. The Chief Executive Officer (CEO) had insisted  that the transformer be procured. Aabid had earlier purchased the transformer from one of  NMD’s two vendors, Syskateck Industries and Tyco Technocorp, at a ‘dream price’. Aabid  was unsure of being able to procure it again at the same price. He was expecting the price to  have gone up by a minimum of 40 per cent. However, Aabid observed that the management  at both Syskateck and Tyco had undergone changes in the recent past and therefore saw an  opportunity to seal the procurement of the transformer at the lowest possible price. He invited  suggestions from his team members to minimize the procurement price of the transformer. 
Profile of NMD Limited 
NMD Limited was an integrated power plant equipment manufacturer and one of the largest  engineering and manufacturing companies of its kind in India, engaged in designing,  engineering, manufacturing, constructing, testing, commissioning and servicing of a wide  range of products and services. NMD catered to the core sectors of the economy, namely the  power transmission industry, the transportation sector (railways), renewable energy, the oil &  gas industry, and the defense sector, with over 180 product offerings to meet the needs of  these sectors. The establishment of NMD Limited in 1964 brought about an upsurge in  India’s heavy electrical equipment industry. Consistent performance in a highly competitive  environment enabled NMD Limited to attain the coveted Maharatna status in 2013. Only  companies with an investment ceiling ranging from ?10,000 million to ?50,000 million were  awarded this prize. 
The high-quality standards and reliability of NMD’s products and systems were an outcome  of its strict adherence to international standards, through acquiring and adapting some of the  best technologies from leading OEM companies in the world, coupled with indigenous  technologies developed in their in-house R&D centres. Most of the manufacturing units and other entities of NMD had obtained accreditation from Quality Management Systems  (ISO9001:2008), Environmental Management Systems (ISO14001:2004) and Occupational  Health & Safety Management Systems (OHSAS18001:2007). 
Case Background 
NMD had bagged an order for 250 electro static precipitators by quoting aggressively, as the  engineering sector was down in the dumps. The transformer, being the heart of the recently  obtained order, formed a good percentage of the total value. NMD had procured a similar  component in the previous year from one of its two suppliers. NMD had an in-house  manufacturing capability for the above discussed component. Information about its  manufacturing option and procurement policy is shared below. 
Manufacturing Option 
In one of the divisions of NMD, spare capacity to manufacture the transformer was available.  Sourcing the component from within would have led to capacity utilization at NMD. This  was considered to be essential by the corporate management since the company was passing  through a lean phase with a dearth of orders especially in the division where the transformer  could be manufactured and assembled. 
Although the technology available within the company was slightly outdated, it could still  manufacture marketable products. While the item was made up of two discrete components  that were hard-wired externally, there were suppliers in the market who could supply an  integrated version (with the two components merged into one product). The high internal cost  of manufacture, combined with its old design, led to a towering price of ?1.04 million per  piece. 
Procurement Policy 
The procurement policies of NMD were limited as it happened to be a PSU. The company  had a written document indicating unified purchasing policy which was followed across various divisions of the company. This procurement policy had its own advantages and  disadvantages, both of which have been mentioned below.

This Management Assignment has been solved by our Management Experts at My Uni Paper. Our Assignment Writing Experts are efficient to provide a fresh solution to this question. We are serving more than 10000+ Students in Australia, UK & US by helping them to score HD in their academics. Our Experts are well trained to follow all marking rubrics & referencing style.

Be it a used or new solution, the quality of the work submitted by our assignment experts remains unhampered. You may continue to expect the same or even better quality with the used and new assignment solution files respectively. There’s one thing to be noticed that you could choose one between the two and acquire an HD either way. You could choose a new assignment solution file to get yourself an exclusive, plagiarism (with free Turnitin file), expert quality assignment or order an old solution file that was considered worthy of the highest distinction.