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166 Matching questions

  1. consumer
  2. of the 7 rights of purchasing, which is most important?
  3. What are port selection, modal selection, carrier selection, location of decision making authority?
  4. four possible events that occure during a stockout
  5. while goods are in motion, what are the inventory costs associated with them?
  6. what is the process model forming logistics relationships?
  7. what are waterand air shipment?
  8. bever cons
  9. what are the forces driving change?
  10. what are closed loop supply chains?
  11. what are the three phases of disaster management cycle?
  12. sharing capability matrix: quadrant 1
  13. bloodhound pros
  14. what are the four primary functions of distribution?
  15. Issues group 1
  16. understand the importance of "collaborative" supply chain relationships
  17. understand the relationships between order management and customer service
  18. what is the weighted factor model?
  19. why do we work in teams?
  20. what are the factors driving change?
  21. collaborative
  22. transactional
  23. CPFR
  24. sharing capability matrix: quadrant 3
  25. common MFG databases
  26. what is the strategic role of supply chain management?
  27. social loafing
  28. build zone
  29. utility/value
  30. when is teaming appropriate
  31. ABC Costing
  32. what are the characteristics of an indispensible supply chain manager?
  33. groupthink
  34. what are compatibility, configuration, coordingation, and control?
  35. what is the main advantage of international air transport?
  36. what are the characterisitcs of relief change?
  37. S&OP
  38. Supply chain management
  39. willingness
  40. what is an effective tool when tyring to choose between a number of candidates for a supplier?
  41. deregulation
  42. what are the value-added roles of logistics?
  43. understand who the indispensible supply chain manager is
  44. what are the sources of information for supplier identification?
  45. how does a firm's willingness and capability play into information sharing?
  46. eagle cons
  47. issues group 2
  48. what is the strategic scanning process?
  49. moving average
  50. power shift from suppliers to large retailers
  51. assignments
  52. know how organizations influence customers' ordering patterns as well as how they execute customers' orders
  53. What are distribution tradeoffs?
  54. functional management
  55. horizontal inegration
  56. what forces are driving change?
  57. lost customers
  58. strategic
  59. what are the potential consequences of a stock out?
  60. SC response time
  61. backorders
  62. inventory dwell time
  63. inventory
  64. what are some pitfalls to avoid in network design?
  65. what is involved in network design?
  66. actual demand
  67. total order fulfillment cycle time
  68. characteristics of good performance measures
  69. critical issues in technology selection and implementation processes
  70. what are the four critical issues to network design?
  71. what are balancing supply and demand, protecting against uncertainty, allowing quantity purchase discounts?
  72. What is a type of distribution trade-off?
  73. logistics
  74. How do we classify customers?
  75. benchmarking
  76. stockout
  77. independent demand
  78. sharing capability matrix: quadrant 2
  79. what is one of the new global rules?
  80. what promotes competition in supply chain?
  81. what does supply chain mangement means?
  82. ERP
  83. what are the factors driving change?:
  84. logistics costs as a % of GDP
  85. understand the relationship between logisitics and other important functional areas in an organization, including manufacturing, marketing, and finance
  86. lost sales
  87. what is the indispensable supply chain manager?
  88. What influences seasonal stocks?
  89. how does relationship intensity play a role?
  90. web links/retail link
  91. What is continuity/contigency planning?
  92. event logistics
  93. what is supply chain sustainability?
  94. never-ending debate
  95. what is a forecast error?
  96. what are closed loop design chain?
  97. likely future directions for outsourced logistics services
  98. downside to teams
  99. customer success objective
  100. inventory days of supply
  101. error
  102. what are the challengens facing organizations developing and implementing supply chain strategies?
  103. know the varous elements of customer service and how they impact both buyers and sellers
  104. connectivity
  105. during a backorder, a customer might purchase another product
  106. what are the factors of more rapid and more thorough decision execution
  107. what are structural and cultural barriers?
  108. mithodology used to create a plan?
  109. peer pressure
  110. technology
  111. what are the stuctural and cultural barriers?
  112. nodes
  113. customer satisfaction
  114. sharing capability matrix: quadrant 4
  115. Negotiating barriers to collaboration
  116. eagle pros
  117. cutomer service
  118. two core themes of teams
  119. Types of 3PLs
  120. bloohound cons
  121. what are the three big flatteners of globalization?
  122. what is the precent of sales lossed due to returens?
  123. what makes a good forecast
  124. demand management
  125. customer service objective
  126. what are the 2 core qualities of successful teams
  127. describe and differentiate between the primary types of sc solutions and their capabilities
  128. dependent demand
  129. the seven rights of purchasing, which is of singular importance?
  130. what role does trust play?
  131. how do you perform a strategic assessment?
  132. supplier scorecards
  133. what are the logisitcs activities?
  134. what is estimation?
  135. supply chain management
  136. what happens when supply and demand are misaligned?
  137. upside of teams
  138. What does not have an impact on inventory?
  139. links
  140. customer success
  141. what is the precent of lost sales due to returns?
  142. What are transportation, distance, documents, diversity, culture, and demanding customers?
  143. micro dimension
  144. what are the pitfalls to avoid in netork design?
  145. why do companies exist?
  146. what are the stakeholders in emergency relief?
  147. cash to cash cycle time
  148. understand the overall importance of information to scm and the role it plays in the sc
  149. beavers pros
  150. exponential smothing
  151. customer
  152. what are the considerations of reverse logisitcs?
  153. business logistics
  154. understand the rationale for the development of supply chain management in leading organizations
  155. protect zone
  156. Today's SC measurement system must
  157. danger zone
  158. vertical integration
  159. customer satisfaction objective
  160. 3PL
  161. selecting trading partners
  162. military logistics
  163. major drivers in our economy in the global marketplace
  164. macro level value-added
  165. measurement
  166. requirements of a firm's willingness and capability to play into information sharing
  1. a inventory postioning, number of facilities, and facility ownership
  2. b is the key to understanding and to behavoir and results
  3. c -never finish research
    -needs more information
  4. d 4C's of network, fith C is contingency
  5. e forecast= a(last period demand) + (1-a)(last forecast)
    forecast= last period forecast- a(last period forecast error)
  6. f -overall business goals and objectives
    -needs assessments
    -identification of analysis of strategic factors and trends
    -profile of current logisitics network
    -benchmark values for logisitics costs
    -identification of "gaps" between current and desired measures of logisitcs performance
  7. g -view technology as an enabler
    -avoid technology detours
    -drive process and relationship innovation
    -keep eye on capabilities/technology map
    -take a step by step approach
    -stay balanced over the long run
  8. h - measures the cost and performance of activities, resources, and cost objectives; resources are assigned to activities, then activities are assigned to cost objects based on their use
    -traditional cost accounting is well suited to stiuation where an output and an allocation process are highly correlated
    -traditional cost accounting is not very effective in situation where the output is not correlated with the allocation base
  9. i some configuration issues in transportation
  10. j the short-term, logical result of an effective customer service system. When this happens customers begin to recognize mutual interdependence with their suppliers
  11. k collaboraton is the art and science of building a team that consists of the right componaies and the right relationships
    -a collaborative process and project management to meet the real needs of the end customer profitably
  12. l measures days required for each
    -order authorization to entry
    -entry to release
    -release to shippable
    -shippable to customer receipt
    -receipt to customer acceptance
  13. m multiple, global, dynamic, and temporary
  14. n assessing the impact of product design, manufacturing cost associated shipping raw materials impact on the environment
  15. o faster transit times
  16. p current suppliers, buyers previous experience, purchasing database, internal contracts, puchasing consortiums
  17. q -team composition
    -team chemistry
  18. r measures:
    -communicatie expectations
    -evaluate performance
    -drive constant improvement
  19. s anxious and curious engagement
    institutional knowledge
    futurist vision
    take good risks
    persuasive communication
    coach to make others better
    people who have analytical skills, communication, and like people
  20. t supporting a team despite one's beliefs creates dissonance
  21. u -self-assessment
    -trading partner assessment
    -third party assessment
  22. v forcast(t)= (1/n)* (Y(t-1)+Y(t-2)......
  23. w -least profitable and incur a loss
    can change customer interation so customer can move to another segment
    charge the customer the actual cost of doing business
    swith the cutstomer to an alternative distribution channel
  24. x -technology focus
    low willingness and high connectivity- apple
  25. y manage day to day; relationship managment; efficient info- sharing
  26. z -add more value by working on the team
    -their other responsibilities can be effectively performed by others
  27. aa company wants: quickly and inexpensively to share accurate, relevant information with SC decision makers
  28. ab -buyer waits unitl the product is available
    -the buy back-orders the product
    -the seller loses current revenue
    -the seller loses a buyer and future revenue
  29. ac -an external supplier that performs all or part of a company's logistics functions
    -among these multiple logistics activities are included, those that are included are "integrated" or managed together, and they provide solutions to logistics/supply chain problems
  30. ad right supplier
  31. ae customers have a low cost to serve and a low net sales value, so the firm should maintain the cost to serve and build net sales value to help drive the customer into the protect segment
  32. af the design and integration of all aspects of support for the operational capability of the military forces and their equipment to ensure readiness, reliability, and efficiency
  33. ag some customers will turn to alternative supply sources
  34. ah the end customer is the only one who puts money into the supply chain
  35. ai -where does SCM fit?
    -how do you handle all of SCM?
  36. aj -never-ending debate
    -social loafing
    -peer pressure
  37. ak demand for the the primary item
  38. al -supply chain networks
    -inventory deployment
  39. am -capability focus
    high willingness and high connectivity
  40. an can make or break your business
  41. ao the right supplier
  42. ap -aligned with the organization's goals
    -customer oriented
    -easy, simple, and understandable
    -meaningful to workers, managers, and customers
    -communicated to all relevant individuals
    -integrated across appropriate functions or departments
    -promote cooperative behavior both horizontally and vertically
    -timely and easy to collect data
    -tactical and strategic
    -drives appropriate behavior-learning and impovement
  43. aq the integration of business processes from end user through original suppliers that provide products, services, and information that adds value
  44. ar -marketing: possession utility
    -logistics: place/time utility and quantity logistics
    -production: form utility
  45. as the integration of business processes from end user through original suppliers that provide products, services, and information that add value for customers
  46. at globalization, technology, organizational consolidation, government regulation, empowered consumer
  47. au - true end customer demand
    -production cannot meet initial projected demand, resulting in real shortages
    -channel partners over-order in an attempt to meet demand and stock their shelves
    -as supply catches up with demand, orders are canceled or returned
    -financial and production planning are not aligned with real demand; therefore production continues
    -as demand declines, all parties attempt to dreain inventory to prevent write- down
    aka the bullwhip affect
  48. av SC's designed and managed to explicitly consider both forward and reverse flows activities in a supply chain
  49. aw transportation, finance, communications, technology
  50. ax scanning new competitive rules, strategic adaptation, having the right infrastructure to support that strategy
  51. ay mitigation and preparedness, response, and recovery
  52. az -great vision
    -plenty of ideas
    -stong wills
  53. ba in 2006 around 10%
  54. bb tendency to go along to get along
  55. bc -globalization
    -organizational consolidation
    -government regulation
    - combined=the empowered customer
  56. bd the process of planning, implementing, and controlling the effecient, effective flow of storage of goods, services, and related information from point of origin to point of consumption for the purpose of conforming to customer requirements
  57. be fixed spatial points where goods stop for storage and processing
  58. bf team composition and team chemistry
  59. bg backorder, customer may purchase
  60. bh change in corporate ownership, cost pressures, competitive capabilities, and corporate organizational change
  61. bi activities converned with supporting the internal customer(manaufacturing) with materials and the external customer (retail stores) with product
  62. bj change in corportate ownership, cost of pressures,competitive capabilities, corporate orgnaizational change
  63. bk impede systems' thinking
  64. bl focus is on helping customers succeed; customer success requires an intimate understanding of success factors of entire SC; the firms helps the customer meet its customers' meet its customers' needs and becomes indispensible
  65. bm -detail-oriented
    -does meticulous work
  66. bn -big egos
    -lack of follow through
  67. bo accumulation, sortation, allocation, and assortment
  68. bp -techonology evaluation
    -implemenatation plan
    -avoid customization
  69. bq - the end customer must become the focal point for the entire sc
    -key informants must share knowledge up and down the sc
    -every sc member know what it must do to help meet customer needs
    -upstream companies seek tighter linkage with end customer through mindshare
  70. br customer permanently switches to another supplier
  71. bs a compnay's cultural predisposition to share all useful decision making information
  72. bt theoretical time expressed in calendar days, to recognize a major shift in demand, internalize the change, re-plan, and increase production by 20%
    = forecast cycle+re-plan cycle+time to increase production
  73. bu tranditional linkages between firms in the supply chain
  74. bv -senior management
    -taking down silos
    -supply chain continuity
  75. bw in one who is whole brained; one who uses his left brain and right
    left: logical, sequential, rational, analytical, objective, looks at parts
    right: random, intuitive, holistic, synthesizing, subjective, looks at wholes
  76. bx major modes of international transportation
  77. by share real time information; reduce SC uncertainty
  78. bz acutual demand-forecast
  79. ca the weighted factor model
  80. cb - substitutes for inventroy leads to a lean sc
    -takes time out leads to an agile sc
    -drives process re-engineering leads to customer centric sc
    -enables collaboration leads to a learning sc
  81. cc management of materials in motion and at rest
  82. cd in transit stocks
  83. ce 3-5 percent
  84. cf problems associated with global logistics
  85. cg -transportation based
    -warehous/distribution based
    -forwarder based
    -financial based
    -information based
  86. ch Coporate governance
  87. ci -teams are the mechanism to design and execute SC strategy
    - teaming reduces friction, shifting thinking from silo to holistic
    -teams are used to make complex, difficult decisions
    -teams are responsiible for difficult implementation initiatives
    -teams will provide the foundation of organizational design; yet teams are not always the better way
  88. cj -are operationg metrics driven by satisfaction metrics
    -is the reward systme tied to customer satisfaction metrics?
    -do employees know how the company performs to customer expectations?
    do your suppliers use metrics aligned to customer needs?
    -do suppliers know how the SC performs to customer expectations?
  89. ck -does your company have a satisfaction policy? a success policy?
    -is the policy understood throughout the organization?
    -are your satisfaction metrics provided by key customers?
    are metrics customized for "A" customers?
    -do employees know what drives customer satisfaction? customer success?
  90. cl continuity
  91. cm total inventory in the supply chain relationship-incoming, plant, and field- expressed as calendar day of supply based on recent actual daily cost of sales
  92. cn short term horizon, too little or too much info, thinking in two dimensions, using published costs
  93. co the ability of firms throughout the SC to collaborate on activies related to the flow of product, services, information, and capital
  94. cp -when they catch the scent on the trail, you can't stop them until they have caught their prey
  95. cq the long term logical result of an effective customer service system
  96. cr a company's ability to use technology to collect, analyze, and disseminate decision making information
  97. cs -acquire and install the latest and greatest technology: outcome- exceeds budget, fails to deliver, easilty copied
    -seek appropriate solution to a specific problem
  98. ct no consensus, avoid tough decisions, wasted resources
  99. cu occurs when a seller has only a portion of the product ordered by the buyers; are created secure the portion of the inventory that is currently not available
  100. cv lack of accountability leads to "free riders" and frustration
  101. cw directly influenced by demand for the primary item
  102. cx an attitude that permeates all departments of well-managed compnaies. This attitude incorptorates the following themes:
    -understanding the customers' needs
    -understanding the trends in the customers' marketplace
    -designing and implementing a system that responds to those needs
  103. cy impedes system's thinking
  104. cz -relationship focus
    high willingness and low connectivity
  105. da the network of activities, facilities, and personnel required to organiz, schule, and deploy the reources for an event to take place and to efficiently withdraw after the event
  106. db -transportation
    -organization relationships
    -technology/ information
  107. dc information age, my time, my place place ideal
  108. dd average time to convert a dollar spent to acquire raw materials into a dollar collected for a finished product
    = inventory days of supply + days sales outstanding - days payable outstanding
  109. de an effective tool when trying to decide between a number of candidates when choosing a supplier
  110. df short-term horizon, too little and too much information, thinking is two dimensions and using published costs
  111. dg -ABC classification can identify "customers of choice"
    -by profitability
  112. dh compatability, configuration, coordination, and control
  113. di the ratio of days inventory sits idle to days inventory is moving
  114. dj the major challenge of the total cost of the return flow process
  115. dk -bring diverse set of talent and expertise together
    -enhanced communication and cooperation
    -more rapid and more thorough decision execution
  116. dl transportation efficiency
  117. dm -a well-defined goal is clearly articulated and communicated
    -a variety of expertise and experience is needed
    -time commitment
    -get the best people with the right knowledge and experience
    -leader who has the skills and clout needed to guide the team
    -team composition accounts for diverse personalities and working style
  118. dn -the ability to collect, store, and disseminate by investing in software which leads to great progress
    -the willingness to share by investing in cuclture which leasds to a mostly clueless state if let go
    -technical ability to connect vs willingness to share
  119. do focus is on understanding what the customer views as important; measures the customer satisfaction is exteranally oreinted; the firm seeks feedback from its key customers and uses this feedback to design its value-added processes and meausrement system
  120. dp purchaser must develop qualified suppliers to work closely with other departments at the lowest administrative cost
  121. dq person in the middle
  122. dr -transaction focus
    low willingness and low connectivity
  123. ds Group A: 75% of sales, 10% of relationships- most valued
    Group B: 15% of sales, 15% of relationships- valued
    Group C: 10% of sales, 75% of relationships- average guy
  124. dt exames the relaitonships between logisitcs and other functional areas in an organization: marketing, manufacturing/operations, finance, accounting
  125. du 3-5%
  126. dv puts money in the supply chain
  127. dw weather, transportation, seasonality
  128. dx includes those business agreements between firms that have "parallel" or cooperating positions in the logistics process
  129. dy represents an alternative that may imply even greater involvement than the partnership or strategic alliance
    strategic alliance
  130. dz -tough to get moving, may not be enough time to get things done
  131. ea -power shift from suppliers to large retailers
  132. eb true
  133. ec providing time and place utility/value of materials and products in support of functional management organization objectives
  134. ed supply chains designed to examine both open and closed activities of the supply chain
  135. ee 24 hour design day
  136. ef -timely
    -as accurate as possible
    -obtained using forecasting methods which are: appropriate, easy to use, understandable, communicable
  137. eg macro inventory as a % of GDP was about 14.5%
    total logisitcs cost around 1.3 trillion
  138. eh focus is on what the firm can do( measures internal service levels); the firm hopes that by performing well along thes internal measures that customers will be pleased
  139. ei the infromation/experience revolution, logistics capabilities, and government intervention
  140. ej -extends beyond metrics to processes
    -includes withing and outside industry comparisons
    -impacts performance
  141. ek -provide better understanding
    -motivate collaborative behavior
    -drive world class results
    if you can not measure it, you do not understand it, therefore you cannot manage it
  142. el -scanning: events, trends, implications, inflection points
    -new competitive rules
    -strategic adaptations
    -do we have the right infrastructure in place to support the strategy
  143. em cost of distribution centers and inventory vs. cost of transportation
  144. en getting the right product, to the right customer, in the right quantity, in the right condition, at the right place, at the right time, and at the right cost
  145. eo the role of distribution in supply chain management
  146. ep the process by which managemnt proactively communicates, coordinates, integrates and provides direction for planning the volume, rate and mix of projected demand and supply
  147. eq gatekeeping, reducing cycle time, return centers, outsourcing your retrurns
  148. er = forecast +error
  149. es occurs when desired quantities are not available
  150. et = actual demand - forecast
  151. eu logisitics systems can be viewed or approached in several different ways for analysis pursposes, including materials management vs physical distribution, cost centers, nodes vs links and channels. All four approaches are viable for different pursposes
    -logisitcs systems are frequently analyzed from a systems approach which emphasizes total cost and tradeoffs when changes are proposed. Either short or long-run perspective can be used
    -the cost of logisitics systems can be affected by a number of major factors, including competition in the market, the spatial realtionship of nodes, and product characteristics
  152. ev that part of supply chain process that plans, implements, and controls the efficient, effective flow and stroage of goods, service, and related information from point of use or consumption in order to meet customer requirements
  153. ew those customers who fall in the protect segment are the most profitable
  154. ex both parties in the vendor relationship are said to be at arms length
  155. ey 80%/20% rule; cost reduction
  156. ez represent the transportation network and connect the nodes in the logistics system
  157. fa -industrial packaging
    -warehousing and storage
    -demand forecasting
    -materials handling
    -customer service
    -inventory control
    -order fulfillment
    -facility location
    -production planning/scheduling
    -return goods handling
  158. fb government, NGOs, corportate businesses, and donors
  159. fc -collaboration occurs when companies work together for mutual benefti
    -collaboration goes well beyond vague expressions of partnership and aligned interests
    -companies leverage each other on an operational basis and creates a synergistic business envirnoment in which the sum of the parts is greater than the whole
  160. fd collaborative planning, forecasting, and replenishment
    - global industry- wide process for trading partners to increase forecasting effectivenss through using joint business planning and process and common interface. This will result in more efficient inventories and less out of stock. This drives more sales for both the retailer and manufacturer
  161. fe must have a presence in the home market of rivals
  162. ff inventory vs. cost of transportation
  163. fg methodology used to create a plan and processes to ensure essential activities continue during and after a disaster
  164. fh the relationship suggested by a strategic alliance is one in which two or more business organizations cooperate and willingly modify their business objectives and proctices to help achieve long-term goals and objectives
  165. fi -decision ownership leads to rapid buy-in and implementation
    -leveraged diversity brings new and creative options to light
    -organizational understanding is developed and shared across boundaries
    -faster task completion as "turf" issues are mitigated
    more effective problem solving emerges via brainstorming
  166. fj -perform strategic assessment
    -decision to form relationship
    -evaluate alternatives
    -selct partners
    -structure operating model
    -implementation and continous imporvement