$74 billion by 2026. However, the competition is fierce. For example, the global agriculture drones market is predicted to be valued at $6.2 billion by 2024. Emogene Edgerton is chief executive officer of Vanlandingham Robotics. She has put together a strong team that has kept Vanlandingham Robotics in the top 25 percent of the robotics companies. This has been a tough challenge. The key to their success has been their suppliers. However, because of the intense rivalry between companies, many up-and-coming enterprises are trying to poach Vanlandingham's suppliers. This has Emogene very concerned. Suppliers are essentially the life blood of the corporation. Vanlandingham Robotics has always treated their suppliers well; however, they do not have a forral supplier-relationship program. Freda Farmer has been promoted to the position of supply quality manager. One of her duties is to provide functional support for implementation of supplier performance management techniques and procedures to drive overall progress in supplier performance with a rigorous emphasis on the highest impact and poorest performing suppliers. She cultivates a strategy to establish and enhance relationships with suppliers that drive comprehensive business metrics. Freda believes the key to a successful and robust supplier performance management system is for it be objective versus subjective. Therefore, she works with her suppliers to develop a set of mutually acceptable supplier performance metrics. These metrics are price, quality, delivery, responsiveness, technology, and total cost of ownership (TCO). As part of the process Freda begins collecting data on the metrics. For example, for price she collects data related to unit price and inventory and transportation costr. For some of the other metrics the focus is on percent defect-free deliveries, delivery time, changes in delivery schedule, percent of products shipped cost effectively, etc. The data will be used to score the six metrics. Candi Cody, vice president of supply chain management, works with Freda to develop a scorecard with four performance categories: unacceptable, conditional, certified, and preferred. The performance categories are based on a range of points from zero to 100 . Less than 50 points is unacceptable, 50 to 74 is conditional, 75 to 89 is certified, and greater than 89 is preferred. Candi determines what the weight of each of the metrics will be, with the weights summing to 100 percent. These welghts will be reassessed annually and adjusted according to the needs of the business. Emogene, Candi, and Freda meet to determine how best to begin the process of assersing their vendors. They determine that the most manageable method is to evaluate five vendors at a time. They decide to use the new supplier performance management system to objectively rank the suppliers. Once the assessments are complete, they will ascertain which vendors they will consolidate their purchase through; thus, reducing the number of current Emogene, Candi, and Freda meet to determine how best to begin the process of assessing their vendors. They determine that the most manageable method is to evaluate five vendors at a time. They decide to use the new supplier performance management system to objectively rank the suppliers. Once the assessments are complete, they will ascertain which vendors they will consolidate their purchase through; thus, reducing the number of current vendors to the best rated suppliers. The first five vendors selected for evaluation are Bailey Technologies, Gomez Automation, Khan Software, McKay Mechanization Inc,, and Stafford Systems. Their scores for each metrics are as follows: The data has been collected in the Microsoft. Excel Online file below. Open the spreadsheet and perform the required analysis to answer the questions below. Do not round intermediate calculations
