
Print test
166 Matching questions
- consumer
- of the 7 rights of purchasing, which is most important?
- What are port selection, modal selection, carrier selection, location of decision making authority?
- four possible events that occure during a stockout
- while goods are in motion, what are the inventory costs associated with them?
- what is the process model forming logistics relationships?
- what are waterand air shipment?
- bever cons
- what are the forces driving change?
- what are closed loop supply chains?
- what are the three phases of disaster management cycle?
- sharing capability matrix: quadrant 1
- bloodhound pros
- what are the four primary functions of distribution?
- Issues group 1
- understand the importance of "collaborative" supply chain relationships
- understand the relationships between order management and customer service
- what is the weighted factor model?
- why do we work in teams?
- what are the factors driving change?
- collaborative
- transactional
- CPFR
- sharing capability matrix: quadrant 3
- common MFG databases
- what is the strategic role of supply chain management?
- social loafing
- build zone
- utility/value
- when is teaming appropriate
- ABC Costing
- what are the characteristics of an indispensible supply chain manager?
- groupthink
- what are compatibility, configuration, coordingation, and control?
- what is the main advantage of international air transport?
- what are the characterisitcs of relief change?
- S&OP
- Supply chain management
- willingness
- what is an effective tool when tyring to choose between a number of candidates for a supplier?
- deregulation
- what are the value-added roles of logistics?
- understand who the indispensible supply chain manager is
- what are the sources of information for supplier identification?
- how does a firm's willingness and capability play into information sharing?
- eagle cons
- issues group 2
- what is the strategic scanning process?
- moving average
- power shift from suppliers to large retailers
- assignments
- know how organizations influence customers' ordering patterns as well as how they execute customers' orders
- What are distribution tradeoffs?
- functional management
- horizontal inegration
- what forces are driving change?
- lost customers
- strategic
- what are the potential consequences of a stock out?
- SC response time
- backorders
- inventory dwell time
- inventory
- what are some pitfalls to avoid in network design?
- what is involved in network design?
- actual demand
- total order fulfillment cycle time
- characteristics of good performance measures
- critical issues in technology selection and implementation processes
- what are the four critical issues to network design?
- what are balancing supply and demand, protecting against uncertainty, allowing quantity purchase discounts?
- What is a type of distribution trade-off?
- logistics
- How do we classify customers?
- benchmarking
- stockout
- independent demand
- sharing capability matrix: quadrant 2
- what is one of the new global rules?
- what promotes competition in supply chain?
- what does supply chain mangement means?
- ERP
- what are the factors driving change?:
- logistics costs as a % of GDP
- understand the relationship between logisitics and other important functional areas in an organization, including manufacturing, marketing, and finance
- lost sales
- what is the indispensable supply chain manager?
- What influences seasonal stocks?
- how does relationship intensity play a role?
- web links/retail link
- What is continuity/contigency planning?
- event logistics
- what is supply chain sustainability?
- never-ending debate
- what is a forecast error?
- what are closed loop design chain?
- likely future directions for outsourced logistics services
- downside to teams
- customer success objective
- inventory days of supply
- error
- what are the challengens facing organizations developing and implementing supply chain strategies?
- know the varous elements of customer service and how they impact both buyers and sellers
- connectivity
- during a backorder, a customer might purchase another product
- what are the factors of more rapid and more thorough decision execution
- what are structural and cultural barriers?
- mithodology used to create a plan?
- peer pressure
- technology
- what are the stuctural and cultural barriers?
- nodes
- customer satisfaction
- sharing capability matrix: quadrant 4
- Negotiating barriers to collaboration
- eagle pros
- cutomer service
- two core themes of teams
- Types of 3PLs
- bloohound cons
- what are the three big flatteners of globalization?
- what is the precent of sales lossed due to returens?
- what makes a good forecast
- demand management
- customer service objective
- what are the 2 core qualities of successful teams
- describe and differentiate between the primary types of sc solutions and their capabilities
- dependent demand
- the seven rights of purchasing, which is of singular importance?
- what role does trust play?
- how do you perform a strategic assessment?
- supplier scorecards
- what are the logisitcs activities?
- what is estimation?
- supply chain management
- what happens when supply and demand are misaligned?
- upside of teams
- What does not have an impact on inventory?
- links
- customer success
- what is the precent of lost sales due to returns?
- What are transportation, distance, documents, diversity, culture, and demanding customers?
- micro dimension
- what are the pitfalls to avoid in netork design?
- why do companies exist?
- what are the stakeholders in emergency relief?
- cash to cash cycle time
- understand the overall importance of information to scm and the role it plays in the sc
- beavers pros
- exponential smothing
- customer
- what are the considerations of reverse logisitcs?
- business logistics
- understand the rationale for the development of supply chain management in leading organizations
- protect zone
- Today's SC measurement system must
- danger zone
- vertical integration
- customer satisfaction objective
- 3PL
- selecting trading partners
- military logistics
- major drivers in our economy in the global marketplace
- macro level value-added
- measurement
- requirements of a firm's willingness and capability to play into information sharing
- a inventory postioning, number of facilities, and facility ownership
- b is the key to understanding and to behavoir and results
- c -never finish research
-needs more information - d 4C's of network, fith C is contingency
- e forecast= a(last period demand) + (1-a)(last forecast)
or
forecast= last period forecast- a(last period forecast error) - 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 - 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 - 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 - i some configuration issues in transportation
- j the short-term, logical result of an effective customer service system. When this happens customers begin to recognize mutual interdependence with their suppliers
- 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 - l measures days required for each
-order authorization to entry
-entry to release
-release to shippable
-shippable to customer receipt
-receipt to customer acceptance - m multiple, global, dynamic, and temporary
- n assessing the impact of product design, manufacturing cost associated shipping raw materials impact on the environment
- o faster transit times
- p current suppliers, buyers previous experience, purchasing database, internal contracts, puchasing consortiums
- q -team composition
-team chemistry - r measures:
-communicatie expectations
-evaluate performance
-drive constant improvement - 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 - t supporting a team despite one's beliefs creates dissonance
- u -self-assessment
-trading partner assessment
-third party assessment - v forcast(t)= (1/n)* (Y(t-1)+Y(t-2)......
- 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 - x -technology focus
low willingness and high connectivity- apple - y manage day to day; relationship managment; efficient info- sharing
- z -add more value by working on the team
-their other responsibilities can be effectively performed by others - aa company wants: quickly and inexpensively to share accurate, relevant information with SC decision makers
- 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 - 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 - ad right supplier
- 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
- 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
- ag some customers will turn to alternative supply sources
- ah the end customer is the only one who puts money into the supply chain
- ai -where does SCM fit?
-how do you handle all of SCM? - aj -never-ending debate
-goupthink
-social loafing
-peer pressure - ak demand for the the primary item
- al -supply chain networks
-complexity
-information
-inventory deployment - am -capability focus
high willingness and high connectivity - an can make or break your business
- ao the right supplier
- 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
-quantifiable
-drives appropriate behavior-learning and impovement - aq the integration of business processes from end user through original suppliers that provide products, services, and information that adds value
- ar -marketing: possession utility
-logistics: place/time utility and quantity logistics
-production: form utility - as the integration of business processes from end user through original suppliers that provide products, services, and information that add value for customers
- at globalization, technology, organizational consolidation, government regulation, empowered consumer
- 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 - av SC's designed and managed to explicitly consider both forward and reverse flows activities in a supply chain
- aw transportation, finance, communications, technology
- ax scanning new competitive rules, strategic adaptation, having the right infrastructure to support that strategy
- ay mitigation and preparedness, response, and recovery
- az -great vision
-plenty of ideas
-stong wills - ba in 2006 around 10%
- bb tendency to go along to get along
- bc -globalization
-technology
-organizational consolidation
-government regulation
- combined=the empowered customer - 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
- be fixed spatial points where goods stop for storage and processing
- bf team composition and team chemistry
- bg backorder, customer may purchase
- bh change in corporate ownership, cost pressures, competitive capabilities, and corporate organizational change
- bi activities converned with supporting the internal customer(manaufacturing) with materials and the external customer (retail stores) with product
- bj change in corportate ownership, cost of pressures,competitive capabilities, corporate orgnaizational change
- bk impede systems' thinking
- 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
- bm -detail-oriented
-does meticulous work - bn -big egos
-lack of follow through
-self-promotional - bo accumulation, sortation, allocation, and assortment
- bp -techonology evaluation
-implemenatation plan
-avoid customization - 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 - br customer permanently switches to another supplier
- bs a compnay's cultural predisposition to share all useful decision making information
- 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 - bu tranditional linkages between firms in the supply chain
- bv -senior management
-taking down silos
-supply chain continuity - 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 - bx major modes of international transportation
- by share real time information; reduce SC uncertainty
- bz acutual demand-forecast
- ca the weighted factor model
- 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 - cc management of materials in motion and at rest
- cd in transit stocks
- ce 3-5 percent
- cf problems associated with global logistics
- cg -transportation based
-warehous/distribution based
-forwarder based
-financial based
-information based - ch Coporate governance
- 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 - 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? - 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? - cl continuity
- 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
- cn short term horizon, too little or too much info, thinking in two dimensions, using published costs
- co the ability of firms throughout the SC to collaborate on activies related to the flow of product, services, information, and capital
- cp -when they catch the scent on the trail, you can't stop them until they have caught their prey
- cq the long term logical result of an effective customer service system
- cr a company's ability to use technology to collect, analyze, and disseminate decision making information
- cs -acquire and install the latest and greatest technology: outcome- exceeds budget, fails to deliver, easilty copied
-seek appropriate solution to a specific problem - ct no consensus, avoid tough decisions, wasted resources
- 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
- cv lack of accountability leads to "free riders" and frustration
- cw directly influenced by demand for the primary item
- 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 - cy impedes system's thinking
- cz -relationship focus
high willingness and low connectivity - 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
- db -transportation
-cost/value
-organization relationships
-technology/ information - dc information age, my time, my place place ideal
- 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 - de an effective tool when trying to decide between a number of candidates when choosing a supplier
- df short-term horizon, too little and too much information, thinking is two dimensions and using published costs
- dg -ABC classification can identify "customers of choice"
-by profitability - dh compatability, configuration, coordination, and control
- di the ratio of days inventory sits idle to days inventory is moving
- dj the major challenge of the total cost of the return flow process
- dk -bring diverse set of talent and expertise together
-enhanced communication and cooperation
-more rapid and more thorough decision execution - dl transportation efficiency
- 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 - 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 - 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
- dp purchaser must develop qualified suppliers to work closely with other departments at the lowest administrative cost
- dq person in the middle
- dr -transaction focus
low willingness and low connectivity - 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 - dt exames the relaitonships between logisitcs and other functional areas in an organization: marketing, manufacturing/operations, finance, accounting
- du 3-5%
- dv puts money in the supply chain
- dw weather, transportation, seasonality
- dx includes those business agreements between firms that have "parallel" or cooperating positions in the logistics process
- dy represents an alternative that may imply even greater involvement than the partnership or strategic alliance
strategic alliance - dz -tough to get moving, may not be enough time to get things done
- ea -power shift from suppliers to large retailers
-deregulation
-gobalization
-technology - eb true
- ec providing time and place utility/value of materials and products in support of functional management organization objectives
- ed supply chains designed to examine both open and closed activities of the supply chain
- ee 24 hour design day
- ef -timely
-as accurate as possible
-reliable
-obtained using forecasting methods which are: appropriate, easy to use, understandable, communicable - eg macro inventory as a % of GDP was about 14.5%
total logisitcs cost around 1.3 trillion - 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
- ei the infromation/experience revolution, logistics capabilities, and government intervention
- ej -extends beyond metrics to processes
-includes withing and outside industry comparisons
-impacts performance - 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 - el -scanning: events, trends, implications, inflection points
-new competitive rules
-strategic adaptations
-do we have the right infrastructure in place to support the strategy - em cost of distribution centers and inventory vs. cost of transportation
- 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
- eo the role of distribution in supply chain management
- 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
- eq gatekeeping, reducing cycle time, return centers, outsourcing your retrurns
- er = forecast +error
- es occurs when desired quantities are not available
- et = actual demand - forecast
- 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 - 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
- ew those customers who fall in the protect segment are the most profitable
- ex both parties in the vendor relationship are said to be at arms length
vendor - ey 80%/20% rule; cost reduction
- ez represent the transportation network and connect the nodes in the logistics system
- fa -industrial packaging
-transportation
-warehousing and storage
-demand forecasting
-materials handling
-customer service
-inventory control
-order fulfillment
-facility location
-procurement
-production planning/scheduling
-return goods handling - fb government, NGOs, corportate businesses, and donors
- 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 - 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 - fe must have a presence in the home market of rivals
- ff inventory vs. cost of transportation
- fg methodology used to create a plan and processes to ensure essential activities continue during and after a disaster
- 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
partner - 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 - fj -perform strategic assessment
-decision to form relationship
-evaluate alternatives
-selct partners
-structure operating model
-implementation and continous imporvement