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Chapter 10 - Sourcing and Supply Management
Chapter 10
Sourcing and Supply Management
1. Can you think of an organization that has benefited by extending social responsibility to its
supply chain? What about one whose supply chain practices have hurt its reputation?
corporate social responsibility. the most admired and least admired companies for
social responsibility which can be a source of current examples of high and low
performers. For example in 2015, Lego was ranked as one of the top ten companies in
the world for CSR in part because of its efforts to replace the plastic used in its
products with more sustainable materials. (Adams, Susan (2015), “The Companies
http://www.forbes.com/sites/susanadams/2015/09/17/the-companies-with-the-best-csr-
reputations-in-the-world/).
2. Consider the purchase of a new mobile phone. How would you determine the total cost of
ownership? What are the costs that you might incur before the purchase, during the purchase,
When evaluating the total cost of ownership of a new mobile phone consider the costs
that occur before, during, and after the purchase. Before the purchase, you must
consider the time required to do research and evaluate the different phone and service
plan options. During the purchase, you must consider the purchase price of the phone,
the service plan, as well as the size of the network coverage. The length and type of
service plan must be considered since it affects cost and flexibility. After the purchase,
10-1
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Chapter 10 - Sourcing and Supply Management
issues such as the reliability of the phone, the durability of the phone, the consistency of
network coverage, and the length of time before the phone becomes obsolete affect the
total costs.
3. How would you do a spend analysis if you were the supply manager for a large state
university?
A large state university has many different types of purchases. The first step would be
to identify who in the university is making purchases. For example, it may be that
each College purchases the computers for their faculty. The accounting system would
provide information about who is purchasing what. After this information has been
gathered, you can determine which purchases could be standardized and combined.
4. The top management team at your company is considering outsourcing the supply
Some types of supply management activities may be good candidates for outsourcing.
Those activities that would benefit from specialized expertise or knowledge or can be
done at a lower total cost by a supplier are potential candidates for outsourcing. Before
performance. For example, some companies outsource spend analysis and market
research activities. Other strategic activities such as managing a major commodity that
10-2
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Chapter 10 - Sourcing and Supply Management
5. Many universities have outsourced dinning services. Do you think this is a good idea? Why
or why not?
A university’s core competency is education not food service. Further, planning and
running food service operations to ensure good quality food and service while
controlling cost can be very challenging. Outsourcing would allow the university to
focus on its core competency. If a qualified supplier were selected, it could obtain
economies of scale by using similar menus and purchasing for a number of universities
in which it provides dining services. A detailed analysis should be done following the
6. Consider Marriott or Hilton corporations, which have hotels around the world. What type of
To maintain consistent standards and gain leverage, hotel chains try to source many
key items from a single global source. For example, pillows, bedding, and clock radios
would be purchased globally. Fresh food, flowers and produce are items that are often
purchased locally. Produce such as meat are often sourced nationally. Cultural
differences and laws and regulations must be considered when making sourcing
decisions.
7. For an organization that you are familiar with, provide an example of each of the four
categories of purchases shown in Figure 10-4. What sourcing strategy would you use for
each? Why?
The four categories are: 1) non-critical, which are low value, low risk items, 2)
bottleneck, which are low value but high risk items, 3) leverage, which are high value
but low risk items and 4) strategic, which are high value and high risk items. One
10-3
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Chapter 10 - Sourcing and Supply Management
example would be the purchases by an airline such as Delta. Non-critical items would
include the cups and napkins that are used for food service on the plane. The company
might use vendor-managed information for these items. Bottleneck items would include
spare parts that are needed for repair of an aircraft. The company may decide to use
two suppliers to make sure that parts are always available. Leverage items would
include the uniforms that the crew wears. The company might use a single national or
global supplier to keep costs low. The airplane engines are essential high cost items that
affect safety, reliability, and operating costs. The company would develop strategic
8. Why don’t companies seek full partnerships with all of their suppliers?
partnerships require cross-functional relationships among people in the buyer’s and the
rewards. The buyer and supplier must develop mutual trust and interdependence.
Buyers and suppliers do not have the resources to develop extensive relationships with
all of the companies that they do business with. Instead, they must focus those
resources on the supply chain partners who are most critical for their organizations’
success.
9. When evaluating a supplier’s financial stability, what are some key indicators to consider?
Why?
One of the greatest concerns is that the supplier will go out of business and will not be able to
supply the product. Cash flow is one indicator that the supplier may stop operating.
Liquidity ratios such as the quick ratio (Cash + Receivables)/(Current Liability) can
10-4
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Chapter 10 - Sourcing and Supply Management
sold/inventory) is too low, the supplier also may have cash flow problems. The ability to
indicator. The debt to equity ratios (total liabilities/equity) and current debt to equity
(current liabilities/equity) indicate levels of debt. If debt ratios are too high, the
supplier may not be able to take on additional debt or to pay its lenders. Profitability
ratios also are important. Net profit margin (profit after taxes/total assets) and return
profitable and retain in business. However, if profitability is too high the supplier’s
10. What are the costs and challenges involved with switching suppliers?
The first step when switching suppliers is to find a qualified supplier who is willing to
do business with the company. The supply manager must search for suppliers and then
evaluate their capabilities to see if they are able to meet the buyer’s needs. Supplier
equipment, processes, employee skills, training, and morale, quality systems and
logistics systems. Product testing may be required to make the final decision that the
new supplier is qualified. To agree upon the terms of the contract, competitive bidding,
e-auctions, or negotiation are needed. Then the buyer must determine how to phase out
the existing supplier and start the new supplier. The buyer must develop processes for
10-5
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Chapter 10 - Sourcing and Supply Management
Problem Solutions
1. The supply manager at a dishwasher manufacturer is assessing the company should purchase
the pump from a supplier or assemble the pump in-house. Forecasts suggest that 15,000 pumps
are needed per year. The annual fixed costs to assemble the pumps are$120,000 per year. The
variable costs per unit to assemble the pump are $25/unit. The pumps can be purchased for
$30/unit. Does the cost analysis support insourcing or outsourcing pump assembly?
Total Cost insource= (Variable Costs X Volume + Fixed Costs) = (($25/unit x 15,000
The cost is lower to outsource the pumps than to insource the pumps.
2. An online retailer must decide if it should insource or outsource its website maintenance.
The company estimates that 4,000 hours per year will be needed to maintain its website. To
insource maintenance requires $25,000 in fixed costs per year and $27/hour in variable costs.
Quotes from suppliers show that website maintenance can be outsourced for $35 per hour. Does
Total Cost insource= (Variable Costs X Volume + Fixed Costs) = (($27/unit x 4,000
The cost is lower to insource website maintenance than to outsource website maintenance.
10-6
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Chapter 10 - Sourcing and Supply Management
3. A furniture manufacturer is assessing if it should make or buy the wooden frames for
upholstered dining room chairs. The forecast is for 100,000 chairs to be produced per year. The
fixed costs per year to make the frames are $150,000 and the variable costs are $5/frame. The
supplier’s bid is $8/frame. Does the cost analysis support insourcing or outsourcing the chair
frames?
Total Cost insource= (Variable Costs X Volume + Fixed Costs) = (($5/unit x 100,000
The cost is lower to insource the chair frames than to outsource the chair frames.
dashboard components. Strategically the company is focusing on design and final equipment
assembly. The company expects to make 75,000 units next year. The total variable costs to
assemble the dashboard components is $270/unit including both direct labor and direct materials.
The fixed costs associated with the assembly process are $500,000 per year. A supplier has
quoted a delivered price of $280/unit for up to 80,000 units per year. What are the total costs to
insource and to buy the assembly from the supplier? Considering cost and strategic factors,
Total Cost insource= (Variable Costs X Volume + Fixed Costs) = (($270/unit x 75,000
Although the cost is slightly higher ($250,000) to outsource the assembly, the strategic focus
on design and final product assembly suggests that outsourcing is the best decision in this
case. The company must consider the ability of the supplier to provide the quality and
10-7
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Chapter 10 - Sourcing and Supply Management
delivery needed as well as any challenges that may be encountered in working with the
supplier.
5. WatchNU is a company that designs and manufacturers drones for military use. The
supply manager is getting ready to renegotiate the contract with the security service provider that
it uses for its offices and manufacturing plant. Three suppliers responded to the RFP for
security services for the next three years. The current security services provider, SecureIT
quoted $990,000 per year. Two suppliers that have not been used by WatchNU in the past
The supply manager is also analyzing the costs associated with insourcing security services
rather than using a supplier as a way to reduce costs and provide greater control over security.
The salary and benefits for a full-time security services manager is estimated to be $100,000.
Other fixed costs are estimated to be $30,000/year. Three security guards are needed 24
hours/day, 365 days per year. The salary and benefits for the security guards is $30/hour.
What are the costs to insource the security services? Do you recommend insourcing or
The variable costs in this case are: 3 guards X $30/hour X 24 hours/day X 365 days/year =
The cost to insource is higher than one supplier’s quotation but lower than the other two
suppliers. However, price alone should not be the deciding factor. Because security
services are not WatchNU’s core competency and there appear to be qualified suppliers,
the security services should be outsourced. Before making the final decision, the new
10-8
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Chapter 10 - Sourcing and Supply Management
suppliers’ capabilities should be carefully evaluated to ensure that they can provide the
6. The Big Apple Pizza Company, a manufacturer and distributor of frozen food products, is
introducing a new frozen Chicago-style pizza. The new sauce for this pizza is a unique, special
recipe and it resulted in very positive taste test ratings in market research studies. The supply
manager is trying to decide if the company should make or buy this sauce. The current forecast is
for 120,000 total gallons of the sauce to be used over the estimated three-year life of the product.
The first year, 30,000 gallons are forecast with 45,000 gallons each in years two and three.
Currently, Big Apple purchases all of the sauce used in its products, ready-made, from a
single source, Top Tomato. The supplier’s production plant is located 320 miles from Big
Apple’s production plant, and weekly, truckload deliveries are currently used. The company
buys approximately 600,000 gallons of sauce per year from Top Tomato. The sauce supplier has
provided high quality, low-cost standard pizza sauces to Big Apple and other pizza makers for
over five years. The current sauce supplier has quoted a delivered price of $2.85/gallon for the
sauce if a three-year contract is used. Conformance to quality standards for Top Tomato’s sauce
Big Apple’s manufacturing manager has stated that a facility and sauce-making
equipment are needed at an investment of $60,000 because the company does not make any
sauces. The manufacturing manager stated that he had been considering laying off several
workers because of lower demand for frozen potpies, so he was in favor of making the sauce.
The following direct costs have been estimated for making the sauce. Typically, overhead costs
for Big Apple’s production facility are allocated to products at a rate of 200 percent of direct
labor.
10-9
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Chapter 10 - Sourcing and Supply Management
Apply the eight steps for the insourcing/outsourcing decision. Should Big Apple Pizza make or
Step 1. Assess Fit with the Firm’s Core Competencies. Big Apple does not currently make
sauce so this does not appear to be a current core competency of the company. Is sauce-
making intended to be a future core competency, most likely not? Are there economies of
scale to be gained from sauce production that a supplier will realize because they produce
sauce for a wide-range of customers? The fact that the sauce is unique suggests that there
may be some risk of losing intellectual property if the sauce is outsourced but this may be
outsourcing.
Step 2. Evaluate the Suitability for Outsourcing. The recipe for the sauce is proprietary.
However, the process to make sauce is mature and uses a known technology. The company
is already purchasing sauce from a high quality supplier. Step 2 favors outsourcing.
Step 3. Evaluate the Reasons for Outsourcing. Once the new pizza enters the market, Big
Apple’s competitors will be able to copy the sauce. Thus, the investment in sauce making
equipment and time spend ramping up on process that is new to Big Apple may not be
worth it because of the short time frame of the advantage. Working with an experienced
sauce supplier may enable to company to more quickly enter the market with a higher
Year 1 2 3
10-10
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Chapter 10 - Sourcing and Supply Management
Cost to Buy
Forecast (gallons/year) 30,000 45,000 45,000
Total Price ($2.85/gallon) $85,500 $128,250 $128,250
Cost to Make
Direct Labor ($.25/gallon) $7,500 $11,250 $11,250
Direct Materials ($2.00/gallon) $60,000 $90,000 $90,000
Total Direct Costs $67,500 $101,250 $101,250
Equipment Depreciation $20,000 $20,000 $20,000
Other Overhead Costs $15,000 $22,500 $22,500
Total Operations Cost $102,500 $143,750 $143,750
7. Your company has used competitive bidding to select a supplier for janitorial services. Three
suppliers returned acceptable bids within the allotted period. Based on these ratings from the
supplier assessment, which supplier appears to be the best? Why? How would the final
Multiple each supplier’s rating in each category by the weight. Sum the score for each
supplier.
systems
stability
experience
Based on the weighted scores, Supplier C appears to be the best because it has the highest
score of3.2. However, the weighted score for Supply B is very close at 3.15. Judgment
8. As the buyer for the city of Perrysburg, you are evaluating a supplier for garbage cans to be
used in the city’s parks. Three suppliers returned acceptable bids within the allotted period.
Based on these ratings from the supplier assessment, which supplier appears to be the best?
Multiple each supplier’s rating in each category by the weight. Sum the score for each
supplier.
The weighted score is highest for Supplier C suggesting that they may be the best supplier
10-12
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Chapter 10 - Sourcing and Supply Management
9. Simply Chocolate, a retailer selling gourmet candy, has decided to expand its market by
adding online sales. The supply and marketing managers must select a company to develop a
website. Based on an initial screening, the team has narrowed the list to four potential suppliers.
Based on these ratings which supplier appears to be the best? Why? How would the final
Multiple each supplier’s rating in each category by the weight. Sum the score for each
supplier.
D.Designs has the highest overall rating at 4.05 suggesting that they may be the best
supplier to select. However, judgment should be used to make the final decision.
10-13
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Chapter 10 - Sourcing and Supply Management
10. The senior buyer at How Does Your Garden Grow Inc needs to select a supplier for plastic
patio chairs for a one-year contract. The chairs will be shipped to the company’s distribution
center in Toledo Ohio. Three potential suppliers have been identified and the data were gathered.
Develop a weighted-point model. Based on this model, which supplier should be selected?
unit*
Time)
10-14
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Chapter 10 - Sourcing and Supply Management
Perfection
Quality performance
50% 2 1 5 2.5 3 1.5
and systems
Management
capabilities and
10% 3 0.3 5 0.5 3 0.3
attitudes *
Delivery performance
20% 5 1 1 0.2 3 0.6
Purchase price
20% 5 1 2 0.4 2 0.4
Total Weighted Score
3.3 3.6 2.8
*All scores on a five-point scale with 1 = poor, 5 = excellent
Perfection Plastics has the highest weighted score of 3.6 so may be the best supplier to use.
It is the largest company so it may have more resources to grow and expand if needed. One
concern is the location of the company in Oakland CA. The company must hold more
inventory because of the long transportation lead time of five days and the less reliable
delivery performance (late 10% of the time). What are the costs of holding the extra
inventory? How often will the company’s team need to visit the supplier? Travel will
increase costs.
The variable costs are the direct labor and direct materials. Assume that the $60,000 in
equipment will be allocated over the three-year life of the sauce so $20,000 per year in
depreciation costs will be incurred. Other overhead costs are not directly estimated but are
10-15
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Other documents randomly have
different content
redressa vite: il fallait que cela fût plus royal et plus absurde; il fallait
une surprise plus stupéfiante et une plus vraie satisfaction et une
plus digne justification de son amour.
Elle vida de leurs fleurs l'antichambre et le salon. Toutes les
grâces printanières furent semées sur le lit funèbre: lilas et roses,
muguets et mimosas, toute la chevelure odorante d'un jardin de fée!
Alors, elle se sentit presque contente et un peu ivre.
Debout, les doigts crispés, l'haleine rapide, elle regardait
l'amoncellement fou des fleurs et la pâle tête presque enfouie sous
les roses,—mais tout à coup, sentant qu'une chaotique armée de
réflexions allait prendre d'assaut sa cervelle démantelée, elle se mit
à ranger les fleurs—artistement!
Elle ne voulait pas réfléchir, ni songer à l'instant d'avant, ni à
l'instant d'après: être brave, seulement; dépasser une bravoure de
femme: être héroïque—imprudemment; oui, faire son devoir de belle
et de bonne adultère,—puis se coucher sous la colère qui allait
éclater comme un tonnerre dans cette chambre insolente, sur le
calme insolent de la mort, sur l'insolente paix de l'orgueilleuse
amante.
Les lumières?
Ce soin dernier fut décisif et chassa définitivement l'armée des
chaotiques réflexions.
Elle alluma les candélabres de la cheminée, et, posés au chevet
du lit sur une table, ils eurent l'apparence de deux buissons ardents,
de flammes inextinguibles et solennelles. Mais, sous l'avalanche de la
lumière, le mort devenait hideux: la tête pâle éclatait d'une
blancheur plus blême que le drap, plus blême que la batiste de
l'oreiller, et des trous d'ombre se creusaient sous les yeux, et le nez
s'allongeait vilainement, et la bouche sembla méchante,—sa bouche
si douce!
Il fallut mettre tout cela au point, organiser le jeu des lueurs,
maintenir la tête pure en une pâleur juste, combiner les ombres en
vue du calme et de la beauté: un des candélabres resta au chevet,
l'autre se dressa au pied du lit.
Et le cierge?
Elle le retrouva dans un tiroir, entamé à peine, n'ayant pleuré que
quelques larmes, cierge pascal, cierge de gloire qu'il lui avait plu
d'acquérir un jour,—cierge adultère et de blasphème, car il avait
éclairé, en pleurant, les premiers baisers de l'Amie et de l'Adoré.
Ce cierge! Ah! que ce fut dur pour elle, la vue de ce flambeau
d'amour, tout incrusté de grains d'encens, ce flambeau de
consolation et de ressouvenir qu'ils ne devaient allumer qu'aux
anniversaires, destiné à leur mesurer des années de joie,—et qui
allait donner au mort sa dernière lueur, pleurer sur le mort ses
suprêmes larmes.
L'amertume du péché, en cette minute, lui contracta la gorge et
lui troubla le cœur.
Le cierge adultère! En l'achetant, en le profanant, en faisant
surgir de la cire sacrée une flamme sacrilège, en l'érigeant témoin
des mauvaises amours,—elle avait acheté la mort, la condamnation
de l'adoré et la sienne; car, n'était-elle pas condamnée, elle aussi, et
ne savait-elle pas exactement ce qui allait se passer, tout ce qui allait
se passer, quand la tremblante clef aurait ouvert à son seigneur la
porte de la maison adultère?
Mais elle ne voulait pas réfléchir, pas encore, jamais! Sa bravoure
était en actes et non en pensées.
Elle alluma le cierge adultère et s'agenouilla, droite, les mains
jointes et un peu écartées du corps, et—sans un mouvement que
celui de sa poitrine effarée,—elle attendit l'heure de son maître, la
belle, la bonne, la brave, la glorieuse Adultère.
LA ROBE
L'une était jeune fille et l'autre jeune femme, et lui, venait dans
la maison faire la cour à la jeune fille, mais il aimait bien aussi la
jeune femme.
Ida avait épousé un gentilhomme qui s'occupait à dresser des
chevaux pour les courses; il revêtait un habit rouge, sonnait de la
trompe mieux qu'un piqueur et goûtait la conversation des
palefreniers, parce qu'elle est instructive. Sa femme lui servait peu,
si ce n'est de décor et de parfum: parfois, il l'entourait de regards
attendris, la flattait ainsi qu'une pouliche et lui donnait à manger
dans le creux de sa main un diamant ou un rang de perles; parfois
aussi, il la respirait en fermant les yeux, après l'avoir vaporisée de
foin nouvellement coupé, qu'il appelait dans sa langue «new mown
hay». De tout cela, Ida était fort satisfaite, car il ne lui manquait
rien, aucun plaisir essentiel. Les plaisirs essentiels, pour Ida, étaient:
se lever à midi, mettre de belles robes, faire de la musique et, le soir,
aux lumières, parer son torse pur de plus de joyaux que n'en portait
Aline, reine de Golconde. Elle savait qu'il est des êtres nommés
«amants» et qui ont pour les femmes le goût que son mari avait
pour les chevaux, mais elle n'eut jamais envie d'en attacher un à sa
personne: ces grands scarabées, à son avis, n'étaient agréables
qu'en troupe, quand ils évoluaient avec discrétion dans un salon bien
tenu; et lorsqu'on lui disait que de tels insectes inspirent souvent, à
des femmes, des passions folles, elle riait si fort que ses diamants
émus faisaient le bruit d'une rivière qui se brise sur des pierres.
Pourtant, le scarabée qui courtisait sa sœur Mora n'était pas trop
bête ni trop laid, même seul et vu de près, et il ne déplaisait ni à
Mora, ni à Ida. Mora voulait bien l'épouser et Ida voulait bien être
aimable et ne pas décourager le plaisir de ces enfants, le plaisir de
se marier, de faire comme tout le monde. Il s'appelait Donald et sa
voix un peu chantante était douce, de celles qu'on entend le soir
dans les gorges pâmées des montagnes. Son geste enveloppant
suggérait l'abandon; ne le craignant pas, rassurées par le bleu pâle
de ses yeux et le rose doux de ses joues, les femmes allaient à lui
comme à une sœur, et s'il disait son adresse à manier la rame, elles
s'affligeaient d'un si rude exercice pour une grâce si adolescente.
Assises côte à côte au piano, Ida et Mora déliraient de joie;
ceintes d'un multicolore réseau d'harmonie qui les séparait du reste
du monde, elles s'enivraient sans honte, troublées mais insatisfaites,
cherchant l'extase, n'arrivant qu'à un délicieux énervement, à cause
sans doute du discord de leurs désirs: Mora jouait pour le plaisir des
bruits agréables, pour l'excès de vibration que la musique importe
dans les cellules cérébrales, pour l'intensité et l'activité que le
rythme donne aux battements du cœur et à la circulation du sang;
Ida jouait pour broder un accompagnement à ses rêves et, pendant
que la musique se dessinait en vives arabesques devant ses yeux
éblouis, elle perdait quasiment la conscience de son être; allégée et
simplifiée, elle sortait d'elle-même, elle montait, mais pour
redescendre bientôt, surprise et un peu suffoquée. Cette illusion
était plus sûre encore lorsque, au lieu de jouer elle-même, elle
écoutait sa sœur qui avait le génie des interprétations rythmiques.
Donald entra. Sans l'avoir vu ni entendu, elles eurent la
divination qu'il était là et, charmantes en la spontanéité de leur
résignation, elles se levèrent, laissant une phrase inachevée, et
s'avancèrent pour l'accueillir.
Donald baisa la main d'Ida et le front de Mora.
Il apportait toujours des fleurs, non pas certes des bouquets,
mais de vraies fleurs libres sur leur tige intacte; il en apportait trois
seulement, choisies entre les plus parfaites et les plus pures,
d'immaculées roses blanches, couleur de neige qui tombe, de
fragiles et somptueux magnolias, empreints de sang, d'une seule
marque de sang au centre même de leur beauté et qui semblaient
des sacrés-cœurs ou, comme disait Mora, de fières et blanches
dominicaines qui ont taché d'amour et de pourpre leur sein vierge,
en buvant au calice de la Passion. Il savait trouver de simples
violettes d'un azur si profond et si délicat que les chimères se
réjouiraient d'élever de tels yeux vers l'infini, et des cyclamens d'un
rose si charnel et si vivant que leur sourire impressionnait comme un
baiser.
Ce jour-là, il avait à la main trois divines pâquerettes, trois astres
de rêve, trois symboliques soleils d'or étoilés d'argent lunaire, fleurs
de résurrection; Mora et Ida en mirent une, chacune, à leur corsage
et, comme toujours, la troisième fut déposée, dans un verre de
Venise irisé d'espoir, aux pieds de l'Inconnue, aux pieds de celle qui
allait devenir, aux pieds de la Femme que l'Amour était en train de
créer et de modeler dans l'ombre.
On causa de choses futiles, exprès, pour ne livrer que peu à peu,
avec modération et avec pudeur, le nu de son âme à l'amoureuse
curiosité de l'âme inquiète et attentive. Ensuite Ida s'informa si les
émeraudes étaient seyantes à son teint, si on pouvait les mêler aux
perles et aux diamants, si leur vert, un peu de prairie, n'effarait pas,
par son absolu, la blancheur des épaules: on décida qu'une peau
très candide et veinée de bleu s'accommodait mal des émeraudes,
mais elles pouvaient agréer aux chairs un peu dorées.
«Je suis contente que vous permettiez cela, Donald; je pourrai
donc mettre mon collier d'émeraudes, car je suis dorée comme une
idole»,—et Ida, relevant sa manche, fit miroiter sur sa peau de
brune, les joyaux smaragdins, dernier présent de son mari. Ensuite,
Mora s'informa de l'accord imposé par une robe violette: il fallait
évidemment des doublures et des retroussis soufre et, comme
bijoux, peut-être des opales, peut-être des perles teintées. Mora
compara cet accord à «celui-ci, tenez»,—et elle trouvait sur le piano
un accord clairement soufre et violet, mais d'un soufre un peu vif et
d'un violet un peu sombre. «Il faudrait la harpe», dit-elle, mais elle
chercha encore et bientôt ce fut une étrange improvisation en
rythme brisé où passaient, éclatantes ou mourantes, apaisées ou
exaltées, toutes les nuances du violet, et, brodées en arabesque,
toutes les nuances du jaune.
Elle joua longtemps, peut-être une heure, sans s'arrêter, sans
prendre garde à la tombante nuit, ni au trouble divin qui s'épandait,
par ses doigts, dans l'air.
Ida et Donald étaient assis sur le divan. D'abord, n'écoutant que
d'une oreille la fantaisie de Mora, ils avaient continué leur causerie,
mais les paroles s'en allèrent. Sans voix, ils songeaient et ils
frémissaient comme l'air lui-même empli de captieuses sonorités et
de vibrantes ondes. Un espace très étroit les séparait; un sursaut le
combla, Donald, excité, s'étant incliné à droite, Ida, oppressée,
s'étant inclinée à gauche. Leurs épaules d'abord, puis leurs genoux
se touchèrent, puis leurs mains se trouvèrent et un double courant
de fluides charnels les pénétrait, les amollissait et, alternativement,
activait leur inconsciente vie. Les fleurs, les émeraudes, les épaules,
le bras nu montré, le corsage soufre et violet emprisonnant en rêve
le beau buste de Mora, tout cela et les conseils de la musique, et la
tombante nuit avait dirigé vers le paysage sensuel la promenade de
leurs rêves,—si bien que, sans le savoir, se croyant toujours dans le
monde du désir, ignorants de leurs tangibles réalités, plongés dans
l'incertitude du songe, insoupçonneux de la véracité de leurs actes,
ils se baisèrent doucement sur la bouche. Le prélude fut impératif:
Ida se renversa, les yeux clos, comme couchée sur un lit de nuages
et elle reçut Donald dans ses bras, avec une grâce toute nuptiale.
Quand ils revinrent à eux, ils n'eurent pas à rougir; ils ne
savaient pas ce qu'ils avaient fait et ils ne le surent jamais: le
souvenir leur resta seulement de minutes exquises, d'un voyage
dans le ciel, d'un plaisir à la fois aigu et doux, infiniment pur et
infiniment surhumain.
Pourtant, quand Ida rajusta instinctivement sa toilette, elle
s'aperçut que la pâquerette penchait à son corsage, tout écrasée, sa
tête d'or étoilée d'argent: alors, elle alla prendre celle qui avait été
déposée aux pieds de l'Inconnue, et elle la piqua sur son sein, sur le
sein de la Femme qui était devenue, de la femme que l'Amour venait
de créer et de modeler dans l'ombre.
A ce moment, Mora, qui jouait toujours, sentit un terrible frisson
passer dans ses moelles.
STRATAGÈMES
A Octave Mirbeau.
. . . . . . . . . . . . . . . . . . . .
C'est tout ce que j'en sais.
Après? Les stores baissés: passent les poteaux, les arbres, les
maisonnettes. Sur les plaques tournantes, les roues grondent.
L'ombre est violette. Le roulis roule le fugace enlacis… Par la
portière, adieu! Jamais plus? Jamais plus. Ton nom? Ta demeure?
Les baisers ont pris toutes les lèvres, les lèvres n'ont pas remué pour
des paroles. Ah! ce train qui va, qui va! Ah! ma vie qui va, qui va!
Après? Rencontres. Non. Non plus. Oui. Pourquoi ne pas revivre
une minute ceci: l'agréable rêveuse sur mon épaule pleurait son exil.
Elle avait peur, la nuit, dormant seule…
Petite bourgeoise du petit bourgeois, très avenante dans
l'attifage économique d'une femme d'ordre: «Pas de cadeaux, disait
sa voix ferme et discrète, une ligne nouvelle, plutôt, sur mon livret.
Comme cela, mon mari est content, il m'appelle sa fourmi. Quand le
mille est complet, cela fait de la rente, de la bonne rente, mon
mimi.» Elle était charmante, vraiment, dans ses silences.
A pas muets sur le parquet criant. La porte se pousse, à l'heure
dite déverrouillée. De l'imprudente lumière, mais le plaisir, en
l'ombre, s'alanguit trop. Pourtant, il y a des yeux au bout des doigts,
des yeux de chat faits pour les ténèbres… La lumière, parfois je la
souffle. J'aime mieux ton cœur que la couronne brodée sur ton
cœur,—et tu n'aimes pas les distractions. Les feuilles tombèrent. A
Paris? Là, elle avait ses habitudes et l'imprévu.
Je me souviens qu'elle n'aimait pas les distractions.
Vraiment, cela vaut-il la peine? La peine qu'on se donne?
Chez elle.
Pendant que me troublent les enchantements de la Sonate que le
hasard de mon doigt lui a désignée, je m'assieds, loin d'elle, sur le
sofa, les yeux fermés.
«—… Ah! Ce sont donc mes propres désirs qui t'ont déchiré?
Voilà le premier trait, le premier cri, le premier sourire, le premier
pleur, le premier doute… Elle fuit! Reviens, reviens! Reviens, la
pourpre de ta robe ensanglante mes yeux, je vois le néant rouge où
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