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170 Multiple choice questions

  1. scanning new competitive rules, strategic adaptation, having the right infrastructure to support that strategy
  2. measures:
    -communicatie expectations
    -evaluate performance
    -drive constant improvement
  3. lack of accountability leads to "free riders" and frustration
  4. -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
  5. occurs when desired quantities are not available
  6. -globalization
    -technology
    -organizational consolidation
    -government regulation
    - combined=the empowered customer
  7. the role of distribution in supply chain management
  8. -big egos
    -lack of follow through
    -self-promotional
  9. -add more value by working on the team
    -their other responsibilities can be effectively performed by others
  10. = actual demand - forecast
  11. -power shift from suppliers to large retailers
    -deregulation
    -gobalization
    -technology
  12. transportation, finance, communications, technology
  13. 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
  14. major modes of international transportation
  15. - 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
  16. 4C's of network, fith C is contingency
  17. continuity
  18. represents an alternative that may imply even greater involvement than the partnership or strategic alliance
    strategic alliance
  19. methodology used to create a plan and processes to ensure essential activities continue during and after a disaster
  20. -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
  21. team composition and team chemistry
  22. directly influenced by demand for the primary item
  23. 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
  24. 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
  25. some customers will turn to alternative supply sources
  26. the ratio of days inventory sits idle to days inventory is moving
  27. both parties in the vendor relationship are said to be at arms length
    vendor
  28. mitigation and preparedness, response, and recovery
  29. demand for the the primary item
  30. customer permanently switches to another supplier
  31. in 2006 around 10%
  32. a company's ability to use technology to collect, analyze, and disseminate decision making information
  33. -where does SCM fit?
    -how do you handle all of SCM?
  34. includes those business agreements between firms that have "parallel" or cooperating positions in the logistics process
  35. cost of distribution centers and inventory vs. cost of transportation
  36. measures days required for each
    -order authorization to entry
    -entry to release
    -release to shippable
    -shippable to customer receipt
    -receipt to customer acceptance
  37. -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
  38. -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
  39. -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
  40. 24 hour design day
  41. 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
  42. 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
  43. multiple, global, dynamic, and temporary
  44. -timely
    -as accurate as possible
    -reliable
    -obtained using forecasting methods which are: appropriate, easy to use, understandable, communicable
  45. right supplier
  46. -tough to get moving, may not be enough time to get things done
  47. -relationship focus
    high willingness and low connectivity
  48. -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
  49. 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
  50. -when they catch the scent on the trail, you can't stop them until they have caught their prey
  51. - 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
  52. -scanning: events, trends, implications, inflection points
    -new competitive rules
    -strategic adaptations
    -do we have the right infrastructure in place to support the strategy
  53. -transportation based
    -warehous/distribution based
    -forwarder based
    -financial based
    -information based
  54. the integration of business processes from end user through original suppliers that provide products, services, and information that adds value
  55. weather, transportation, seasonality
  56. change in corporate ownership, cost pressures, competitive capabilities, and corporate organizational change
  57. exames the relaitonships between logisitcs and other functional areas in an organization: marketing, manufacturing/operations, finance, accounting
  58. the short-term, logical result of an effective customer service system. When this happens customers begin to recognize mutual interdependence with their suppliers
  59. -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?
  60. fixed spatial points where goods stop for storage and processing
  61. supporting a team despite one's beliefs creates dissonance
  62. -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
  63. 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
  64. 3-5%
  65. - 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
  66. information age, my time, my place place ideal
  67. -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
  68. 80%/20% rule; cost reduction
  69. the integration of business processes from end user through original suppliers that provide products, services, and information that add value for customers
  70. inventory vs. cost of transportation
  71. 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
  72. -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
  73. can make or break your business
  74. management of materials in motion and at rest
  75. the infromation/experience revolution, logistics capabilities, and government intervention
  76. no consensus, avoid tough decisions, wasted resources
  77. the weighted factor model
  78. 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
  79. must have a presence in the home market of rivals
  80. short term horizon, too little or too much info, thinking in two dimensions, using published costs
  81. transportation efficiency
  82. the end customer is the only one who puts money into the supply chain
  83. globalization, technology, organizational consolidation, government regulation, empowered consumer
  84. an effective tool when trying to decide between a number of candidates when choosing a supplier
  85. macro inventory as a % of GDP was about 14.5%
    total logisitcs cost around 1.3 trillion
  86. current suppliers, buyer's previous experience, purchasing database, internal contacts, and purchasing consortiums
  87. -transaction focus
    low willingness and low connectivity
  88. 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
  89. person in the middle
  90. -capability focus
    high willingness and high connectivity
  91. 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
  92. compatability, configuration, coordination, and control
  93. -senior management
    -taking down silos
    -supply chain continuity
  94. the long term logical result of an effective customer service system
  95. true
  96. -ABC classification can identify "customers of choice"
    -by profitability
  97. in transit stocks
  98. inventory postioning, number of facilities, and facility ownership
  99. backorder, customer may purchase
  100. government, NGOs, corportate businesses, and donors
  101. -techonology evaluation
    -implemenatation plan
    -avoid customization
  102. company wants: quickly and inexpensively to share accurate, relevant information with SC decision makers
  103. purchaser must develop qualified suppliers to work closely with other departments at the lowest administrative cost
  104. -never finish research
    -needs more information
  105. -supply chain networks
    -complexity
    -information
    -inventory deployment
  106. 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
  107. 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
  108. impedes system's thinking
  109. the ability of firms throughout the SC to collaborate on activies related to the flow of product, services, information, and capital
  110. -technology focus
    low willingness and high connectivity- apple
  111. share real time information; reduce SC uncertainty
  112. problems associated with global logistics
  113. those customers who fall in the protect segment are the most profitable
  114. acutual demand-forecast
  115. tranditional linkages between firms in the supply chain
  116. -team composition
    -team chemistry
  117. -detail-oriented
    -does meticulous work
  118. -great vision
    -plenty of ideas
    -stong wills
  119. accumulation, sortation, allocation, and assortment
  120. -never-ending debate
    -goupthink
    -social loafing
    -peer pressure
  121. puts money in the supply chain
  122. 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
  123. - 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
  124. manage day to day; relationship managment; efficient info- sharing
  125. providing time and place utility/value of materials and products in support of functional management organization objectives
  126. some configuration issues in transportation
  127. inventory postioning, number of facilities, and facility ownership
  128. forcast(t)= (1/n)* (Y(t-1)+Y(t-2)......
  129. the major challenge of the total cost of the return flow process
  130. a compnay's cultural predisposition to share all useful decision making information
  131. SC's designed and managed to explicitly consider both forward and reverse flows activities in a supply chain
  132. 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
  133. -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
  134. is the key to understanding and to behavoir and results
  135. tendency to go along to get along
  136. 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
  137. 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
  138. Coporate governance
  139. change in corportate ownership, cost of pressures,competitive capabilities, corporate orgnaizational change
  140. activities converned with supporting the internal customer(manaufacturing) with materials and the external customer (retail stores) with product
  141. -extends beyond metrics to processes
    -includes withing and outside industry comparisons
    -impacts performance
  142. 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
  143. -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?
  144. 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
  145. -acquire and install the latest and greatest technology: outcome- exceeds budget, fails to deliver, easilty copied
    -seek appropriate solution to a specific problem
  146. disadvantage of working in a team
  147. -transportation
    -cost/value
    -organization relationships
    -technology/ information
  148. 3-5 percent
  149. faster transit times
  150. supply chains designed to examine both open and closed activities of the supply chain
  151. represent the transportation network and connect the nodes in the logistics system
  152. -marketing: possession utility
    -logistics: place/time utility and quantity logistics
    -production: form utility
  153. purchasers must develop qualified suppliers and work closely with other departmetns at the lowest administrative cost
  154. -perform strategic assessment
    -decision to form relationship
    -evaluate alternatives
    -selct partners
    -structure operating model
    -implementation and continous imporvement
  155. -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
  156. the process by which managemnt proactively communicates, coordinates, integrates and provides direction for planning the volume, rate and mix of projected demand and supply
  157. the right supplier
  158. current suppliers, buyers previous experience, purchasing database, internal contracts, puchasing consortiums
  159. -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. = forecast +error
  161. 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
  162. gatekeeping, reducing cycle time, return centers, outsourcing your retrurns
  163. -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
  164. -self-assessment
    -trading partner assessment
    -third party assessment
  165. impede systems' thinking
  166. -bring diverse set of talent and expertise together
    -enhanced communication and cooperation
    -more rapid and more thorough decision execution
  167. 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
  168. short-term horizon, too little and too much information, thinking is two dimensions and using published costs
  169. assessing the impact of product design, manufacturing cost associated shipping raw materials impact on the environment
  170. forecast= a(last period demand) + (1-a)(last forecast)
    or
    forecast= last period forecast- a(last period forecast error)