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You are the procurement manager of a NSW based specialist chocolate company, whose product focus in the quality of imported Cocoa from overseas locations, primarily West Africa. In addition to the emphasis on quality, the organisation prides itself on its socially responsive sourcing practises.
It has come to the attention of the senior executive of the firms—due to increased social awareness and pressure—that there are a number of vulnerabilities in your current supply chain concerning the exploitation of workers and the lack of sustainable practises utilised by your suppliers.
The executive have requested you
analyse the major labour and sustainability issues that faced the procurement of cocoa within your organisation,
and outline the
best practises towards ensuring your organisation procurement goals aligned with both the UN Global Compacts and Australian procurement standards.
In addition to your own research, the links and documents on Moodle can help as a starting point.
Table 1 – The case analysis framework
Step 1 – Situation Analysis
(Journals and Industry Reports)
Supply Chain structures
What are you organisation goals and main products/services? Where does your main product fit in terms of strategic value?
What does the physical flow of goods or services look like (e.g. supply chain nodes)
The business context
Competitor analysis: who are the main (real-life) ‘players’ in your market?
What are your organisational competencies?
Step 2 – Identification of main issues and problems
Categorise
Prioritise
Step 3 – Generation and evaluation of alternative solutions
(Note: Requires strong procurement perspective and strongly anchored in academic literature)
Brainstorm ideas
(strongly embedded in academic literature)
Risk assessment of alternative solutions
Step 4 – Recommend solution and justification
Description
(strongly embedded in academic literature)
Justification
(strongly embedded in academic literature)
Step 5 – Implementation (succinct to the point including Gantt Chart)
Resources
Timing
Step 1 – Situation Analysis
(Journals and Industry Reports)
Supply Chain structures
(the industry)
Physical Flow of Goods
Information management
Supply Chain performance
(industry perspective)
Overall performance of the supply chain – customer service & cost
The business context
(industry NSW)
Competitor analysis
External business environment
Step 2 – Identification of main issues and problems
Categorise
Prioritise
Step 3 – Generation and evaluation of alternative solutions
(Note: Requires strong procurement perspective and strongly anchored in academic literature)
Brainstorm ideas
(strongly embedded in academic literature)
Risk assessment of alternative solutions
Step 4 – Recommend solution and justification
Description
(strongly embedded in academic literature)
Justification
(strongly embedded in academic literature)
Step 5 – Implementation (succinct to the point including Gantt Chart)
Resources
Timing
Step 1 – Situation Analysis
(Journals and Industry Reports)
Supply Chain structures
(the industry)
Physical Flow of Goods
Information management
Supply Chain performance
(industry perspective)
Overall performance of the supply chain – customer service & cost
The business context
(industry NSW)
Competitor analysis
External business environment
Step 2 – Identification of main issues and problems
Categorise
Prioritise
Step 3 – Generation and evaluation of alternative solutions
(Note: Requires strong procurement perspective and strongly anchored in academic literature)
Brainstorm ideas
(strongly embedded in academic literature)
Risk assessment of alternative solutions
Attachments:
3193671_1_Case-Study-2-Brief–1-.docx

Mediation: Master Solution to Employment Disputes?
We typically think of mediation as the province of marital counselors and labor strife. More organizations use mediation to resolve conflicts than you might think. In fact, in the United States, Canada, Great Britain, Ireland, and India, mediation is growing rapidly as a means to settle employment disputes. We introduced mediation in this chapter; let’s look at some examples when it has succeeded and when it has failed.
Mediation has often succeeded: Mediation has often succeeded:
? Many states have experimented with mediation as an alternative to traditional trials to resolve legal disputes. The state of Maryland found in a pilot program that 58 percent of appellate cases could be resolved through mediation and that mediation was both cheaper and faster than a traditional courtroom resolution.
? The Equal Employment Opportunity Commission (EEOC), the federal agency that oversees employment discrimination complaints in the United States, uses mediation extensively. Safeway, the third-largest U.S. supermarket chain, uses the EEOC to mediate numerous employment disputes. Says Donna Gwin, Safeway’s Director of Human Resources, “Through mediation, we have had the opportunity to proactively resolve issues and avoid potential charges in the future. We have seen the number of charges filed with EEOC against us actually decline. We believe that our participating in mediation and listening to employees’ concerns has contributed to that decline.”
? In 2008, the Screen Actors Guild (SAG) and the Alliance of Motion Picture and Television Producers (AMPTP), representing some 350 studios and production companies, engaged in prolonged negotiations over a new labor agreement. The negotiations failed, and the parties agreed to mediation. However, mediation also failed, and in response SAG asked its members to approve a strike authorization.
? When David Kuchinsky, the former driver for New York Knicks center Eddy Curry, sued Curry for sexual harassment, discrimination, and failure to pay $93,000 in wages and reimbursements, the parties agreed to mediation. However, after the sides failed to reach a settlement during mediation, Kuchinsky reinstated his lawsuit, and Curry filed a $50,000 countersuit.
Questions
1. Drawing from these examples, what factors do you think differentiate occasions when mediation was successful and when it failed?
2. One successful mediator, Boston’s Paul Finn, argues that if the disputing parties are seeking justice, “It’s best to go somewhere else.” Why do you think he says that?
3. Do you think a mediator should find out why the parties want what they want? Why or why not?
4. The EEOC reports that whereas 85 percent of employees agree to mediate their charges, employers agree to mediate only 30 percent of the time. Why do you think this disparity exists?

SITHKOP002-Plan And Cost Basic Menus
Assessment Method 2 – Project- Part 1
Instructions for students
This assessment requires you to identify customer preferences, and plan, cost and write an à la carte seasonal menu.
This assessment consists of 4 tasks. Student must complete these tasks.
Task 1-Identify customer profile
Task 2- Develop a seasonal à la carte menu (background information) and written report
Task 3- Cost menu and written report
Task 4-Write menu content and written report
Task 5-Prepare and cost a table d’hote menu
To achieve satisfactory in this assessment, you must satisfactorily complete all the skills listed in the marking guide.
Assessor will inform you the submission date for this assessment. It recommends allocating approximately 6 hours for this assessment.
You could complete with assessment in computer lab, classroom based, simulated industry environment and self-paced.
You must use spreadsheet software and word processing software as per the instructions given in the task. (E.g. MS Excel /MS Word)
Your assessor will provide you the soft copies of required templates for this assessment.
Recommended font sizes of the document should range between 10 and 14 and font type should be as Calibri, Arial, Times New Roman or Tahoma.
On completion, you are required to submit all the parts to your assessor.
Your assessor will inform you the submission date.
Ask your assessor, if you do not understand a question. Your assessor cannot tell you the answer he/she may be able to re-word the question for you.
You must use only black or blue pens to complete any document.
The additional and specific instructions are listed under each task.
Assessment 2-Project / April 2018
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KFQ Partners Pty Ltd RTO ID: 21996 | CRICOS: 02999J
SITHKOP002-Plan And Cost Basic Menus
Information To Complete The Project-Part 1
Describe your workplace or training environment’s style.
Develop a customer profile for your workplace or training environment.
Identify customer preferences in your workplace or training environment.
Develop and cost a seasonal à la carte menu that incorporates ethnic food preferences of customer groups.
Format and print the à la carte menu.
Develop and determine a selling price for a table d’hote menu.
Complete written reports.
Attach organisational information to this assessment when requested within each task.
Use the list in the
Learner task checklist
provided when submitting your assessments.
Task 1: Identify customer profile
Instructions to complete the task
Research information about your workplace or training environment and customers.
Sources of organisational information could include manual documentation, computerised records and reports, and your colleagues, management or other staff.
Document your research findings in the tables given below.
Attach copies of organisational information used to identify customer preferences.
Assessment 2-Project / April 2018
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KFQ Partners Pty Ltd RTO ID: 21996 | CRICOS: 02999J
SITHKOP002-Plan And Cost Basic Menus
Research information about your workplace or training environment’s cuisine, menu and service style.
Category
Organisational information
Style of cuisine
Menu style
Service style
Sequence of courses
Develop a profile of your workplace or training environment’s customers. List the sources of organisational information you used to develop this profile.
Profile category
Profile information
Sources of customer
profile information
Age range
Gender
Income level and/or
buying power
Social and cultural
background
Based on your current menu, what are your customers’ food preferences? Use organisational documents, POS or other computer systems and manual or computerised reports to complete the table.
If your workplace or training environment’s menu does not match the headings provided, please modify heading to reflect your menu structure. Attach one copy of each type of organisational information used to identify customer preferences to this assessment.
Food preferences
Organisational information
First course /
Main course / meal
Dessert / sweet
entrée
item
Highest selling / most popular
menu item
Lowest selling / least popular
menu item
Assessment 2-Project / April 2018
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57
KFQ Partners Pty Ltd RTO ID: 21996 | CRICOS: 02999J
SITHKOP002-Plan And Cost Basic Menus
Task 2: Develop a seasonal à la carte menu (background information) and written Report.
Instructions to complete the task
You can choose to
develop a seasonal à la carte menu
for your workplace or training organisation,
or
use the scenario information provided.
If choosing to develop a
Attachments:
3193743_1_2-SITHKOP002-Project.doc