(L0 2, 3, 4, 5) Taylor Jenkins jumped out of his chair. Harrington Chemicals, a sales lead that Taylor had been working on for six months, had just placed its first order for 8,000 bottles of Omnigar. To get the order, Taylor had had to promise a delivery date of May 20. Though he didn't take the time to check with the production scheduler, he was sure the company wouldn't have any problems filling an order for this important new customer. Harrington's order was more than enough to push Taylor over the April bonus threshold. Since Taylor was retiring at the end of April, it would be a satisfying way to end his 30year career. If the company missed the delivery date, he would be long gone by the time it happened. Harrington's order was not met with much enthusiasm when it reached the desk of production scheduler Missy Price. What was Jenkins thinking when he promised a May 20 delivery date? she complained. @He knows I have to approve all the delivery dates. We've already scheduled all our available labor for May on the Omnigar line? Purchasing agent Pat Melton's reaction was similar. QI don't know where I'll get the raw materials for those extra 8,000 bottles. Our supplier is running low and only has enough material for the 12,000 bottles already scheduled for May. In response to these concerns, Omnigar's production manager