求各位大侠好汉拍砖：AWA 练笔 - ChaseDream

题目：
”The falling revenue the company is experiencing coincides with delays in manufacturing. These delays, in turn, are due in large part in poor planning in purchasing metals. Consider further that he manager of the department that handles purchasing of raw materials has an excellent background in general business, psychology and sociology, but knows little about the prosperities of metals. The company should therefor, move the purchasing manager to sales department and bring in a scientist from the research division to be manager of the purchasing department. "

答案：
The argument that the company's falling revenue is ultimately due to poor planning in purchasing metals and hiring a scientist to be in charge of metal purchasing could solve the problem and stop revenue from falling is unwarranted and obviously committed to fallacy of incomplete consideration.

First of all, the argument inferred that the falling revenue is due to the delays in manufacturing by citing the claim that they coincide with each other. This claim has very weak basis, as there is absolutely no guarantee that if B coincides with A, B is then the reason why A happened. It is very likely this is just a pure coincidence, and the true reason for the revenue falling is stronger competitors, or poor strategy in marketing pricing, etc.

Secondly, even if the reason for revenue falling is delays in manufacturing, which is caused by poor planning in purchasing metals, there is absolutely no warranted evidence to attribute this to the fact that the purchasing manager lacks knowledge of prosperities of metal. By claiming the above, the argument assumes that knowing the prosperities of metal is the key of success in the planning of metal purchasing. The argument cited no clear or detailed evidence to support this assumption. Many factors could contribute to a successful plan in purchasing metal, such as choosing the right vender, working with the right quality assurance manager, and coordinating clearly with sales and manufacturing department to fully understand the needs. Failure of any above factors could lead to an unsuccessful planning of metal purchasing.

Finally, should purchasing manager's lack of knowledge of metal prosperities be the only reason the planning failed, we cannot guarantee that a scientist from the research division could be any better than the purchasing manager as the argument failed to provide any evidence to show that the scientist from research division would have sufficient knowledge on the prosperity for metal, and especially on the metals the manufacturing plan uses for its production.

In conclusion, unless the argument could address all the issues above and provide clear evidence on the linkage between falling revenue, delays in manufacturing, purchasing manager’s knowledge on metal prosperity and the difference the scientist from research division could make, its plan to solve the problem is unsound and questionable.