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170 True/False questions

  1. likely future directions for outsourced logistics services-techonology evaluation
    -implemenatation plan
    -avoid customization

          

  2. never-ending debateno consensus, avoid tough decisions, wasted resources

          

  3. exponential smothingthose customers who fall in the protect segment are the most profitable

          

  4. understand the relationship between logisitics and other important functional areas in an organization, including manufacturing, marketing, and finance- 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

          

  5. moving averagecustomers 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

          

  6. inventory days of supplytotal inventory in the supply chain relationship-incoming, plant, and field- expressed as calendar day of supply based on recent actual daily cost of sales

          

  7. power shift from suppliers to large retailerscan make or break your business

          

  8. know how organizations influence customers' ordering patterns as well as how they execute customers' ordersGroup 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

          

  9. what makes a good forecast-timely
    -as accurate as possible
    -reliable
    -obtained using forecasting methods which are: appropriate, easy to use, understandable, communicable

          

  10. what are the 2 core qualities of successful teamsmultiple, global, dynamic, and temporary

          

  11. what are the considerations of reverse logisitcs?gatekeeping, reducing cycle time, return centers, outsourcing your retrurns

          

  12. what is one of the new global rules?can make or break your business

          

  13. actual demandis the key to understanding and to behavoir and results

          

  14. bever cons-big egos
    -lack of follow through
    -self-promotional

          

  15. what are the sources of information for supplier identification?current suppliers, buyer's previous experience, purchasing database, internal contacts, and purchasing consortiums

          

  16. macro level value-addedproviding time and place utility/value of materials and products in support of functional management organization objectives

          

  17. what forces are driving change?-globalization
    -technology
    -organizational consolidation
    -government regulation
    - combined=the empowered customer

          

  18. What is continuity/contigency planning?supply chains designed to examine both open and closed activities of the supply chain

          

  19. what happens when supply and demand are misaligned?- 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

          

  20. upside of teams-never-ending debate
    -goupthink
    -social loafing
    -peer pressure

          

  21. mithodology used to create a plan?-never-ending debate
    -goupthink
    -social loafing
    -peer pressure

          

  22. why do companies exist?- 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

          

  23. What influences seasonal stocks?-ABC classification can identify "customers of choice"
    -by profitability

          

  24. vertical integrationtranditional linkages between firms in the supply chain

          

  25. bloohound consoccurs 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

          

  26. what is an effective tool when tyring to choose between a number of candidates for a supplier?cost of distribution centers and inventory vs. cost of transportation

          

  27. Supply chain managementthe integration of business processes from end user through original suppliers that provide products, services, and information that adds value

          

  28. what are the factors driving change?change in corportate ownership, cost of pressures,competitive capabilities, corporate orgnaizational change

          

  29. what is involved in network design?inventory postioning, number of facilities, and facility ownership

          

  30. requirements of a firm's willingness and capability to play into information sharing-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

          

  31. what are the stuctural and cultural barriers?scanning new competitive rules, strategic adaptation, having the right infrastructure to support that strategy

          

  32. the seven rights of purchasing, which is of singular importance?multiple, global, dynamic, and temporary

          

  33. What does not have an impact on inventory?- 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

          

  34. while goods are in motion, what are the inventory costs associated with them?inventory postioning, number of facilities, and facility ownership

          

  35. what are the stakeholders in emergency relief?-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

          

  36. understand who the indispensible supply chain manager isanxious 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

          

  37. benchmarkingcollaborative 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

          

  38. independent demanddemand for the the primary item

          

  39. measurementis the key to understanding and to behavoir and results

          

  40. 3PL-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

          

  41. What are distribution tradeoffs?cost of distribution centers and inventory vs. cost of transportation

          

  42. sharing capability matrix: quadrant 3-technology focus
    low willingness and high connectivity- apple

          

  43. groupthinkthe 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

          

  44. describe and differentiate between the primary types of sc solutions and their capabilitiesaccumulation, sortation, allocation, and assortment

          

  45. assignmentsoccurs 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

          

  46. what is the strategic scanning process?scanning new competitive rules, strategic adaptation, having the right infrastructure to support that strategy

          

  47. protect zonethose customers who fall in the protect segment are the most profitable

          

  48. CPFRmanage day to day; relationship managment; efficient info- sharing

          

  49. what are structural and cultural barriers?globalization, technology, organizational consolidation, government regulation, empowered consumer

          

  50. what are the forces driving change?multiple, global, dynamic, and temporary

          

  51. supply chain managementthe integration of business processes from end user through original suppliers that provide products, services, and information that add value for customers

          

  52. what are the characteristics of an indispensible supply chain manager?multiple, global, dynamic, and temporary

          

  53. S&OPcollaborative 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

          

  54. what is the indispensable supply chain manager?purchasers must develop qualified suppliers and work closely with other departmetns at the lowest administrative cost

          

  55. understand the overall importance of information to scm and the role it plays in the sc- 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

          

  56. utility/valuecustomers 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

          

  57. customer satisfactionfocus 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

          

  58. inventory dwell timeaverage 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

          

  59. what are some pitfalls to avoid in network design?short-term horizon, too little and too much information, thinking is two dimensions and using published costs

          

  60. military logisticsthe 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

          

  61. demand managementdirectly influenced by demand for the primary item

          

  62. collaborativeputs money in the supply chain

          

  63. four possible events that occure during a stockoutweather, transportation, seasonality

          

  64. of the 7 rights of purchasing, which is most important?right supplier

          

  65. groupthinkdisadvantage of working in a team

          

  66. lost salessome customers will turn to alternative supply sources

          

  67. what is the precent of lost sales due to returns?an effective tool when trying to decide between a number of candidates when choosing a supplier

          

  68. what is estimation?the major challenge of the total cost of the return flow process

          

  69. dependent demanddirectly influenced by demand for the primary item

          

  70. functional managementthe ability of firms throughout the SC to collaborate on activies related to the flow of product, services, information, and capital

          

  71. supplier scorecardsan 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

          

  72. what is the strategic role of supply chain management?purchasers must develop qualified suppliers and work closely with other departmetns at the lowest administrative cost

          

  73. Negotiating barriers to collaboration-senior management
    -taking down silos
    -supply chain continuity

          

  74. backordersgetting 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

          

  75. what are the four primary functions of distribution?the infromation/experience revolution, logistics capabilities, and government intervention

          

  76. what are the sources of information for supplier identification?gatekeeping, reducing cycle time, return centers, outsourcing your retrurns

          

  77. cash to cash cycle timetheoretical 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

          

  78. what are the three phases of disaster management cycle?mitigation and preparedness, response, and recovery

          

  79. sharing capability matrix: quadrant 2-relationship focus
    high willingness and low connectivity

          

  80. what are the challengens facing organizations developing and implementing supply chain strategies?-where does SCM fit?
    -how do you handle all of SCM?

          

  81. social loafinglack of accountability leads to "free riders" and frustration

          

  82. sharing capability matrix: quadrant 1-transaction focus
    low willingness and low connectivity

          

  83. strategic= actual demand - forecast

          

  84. linkscollaborative 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

          

  85. what are the logisitcs activities?-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

          

  86. understand the rationale for the development of supply chain management in leading organizationsin 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

          

  87. What are port selection, modal selection, carrier selection, location of decision making authority?-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

          

  88. What are transportation, distance, documents, diversity, culture, and demanding customers?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

          

  89. transactionalthose customers who fall in the protect segment are the most profitable

          

  90. what are the value-added roles of logistics?-marketing: possession utility
    -logistics: place/time utility and quantity logistics
    -production: form utility

          

  91. what are the factors driving change?:change in corportate ownership, cost of pressures,competitive capabilities, corporate orgnaizational change

          

  92. understand the importance of "collaborative" supply chain relationshipspurchaser must develop qualified suppliers to work closely with other departments at the lowest administrative cost

          

  93. know the varous elements of customer service and how they impact both buyers and sellers-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?

          

  94. SC response timetheoretical 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

          

  95. event logisticsthat 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

          

  96. why do we work in teams?-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

          

  97. web links/retail linkthose customers who fall in the protect segment are the most profitable

          

  98. what are compatibility, configuration, coordingation, and control?4C's of network, fith C is contingency

          

  99. beavers pros-when they catch the scent on the trail, you can't stop them until they have caught their prey

          

  100. bloodhound pros-tough to get moving, may not be enough time to get things done

          

  101. how does relationship intensity play a role?-ABC classification can identify "customers of choice"
    -by profitability

          

  102. what are some of the network design issues?inventory postioning, number of facilities, and facility ownership

          

  103. Today's SC measurement system must-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

          

  104. cutomer servicethe long term logical result of an effective customer service system

          

  105. peer pressuresupporting a team despite one's beliefs creates dissonance

          

  106. error= actual demand - forecast

          

  107. danger zonethose customers who fall in the protect segment are the most profitable

          

  108. horizontal inegrationtranditional linkages between firms in the supply chain

          

  109. customer successthe short-term, logical result of an effective customer service system. When this happens customers begin to recognize mutual interdependence with their suppliers

          

  110. what is the weighted factor model?-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

          

  111. micro dimensiontransportation, finance, communications, technology

          

  112. what is the process model forming logistics relationships?-perform strategic assessment
    -decision to form relationship
    -evaluate alternatives
    -selct partners
    -structure operating model
    -implementation and continous imporvement

          

  113. what role does trust play?acutual demand-forecast

          

  114. what is the precent of sales lossed due to returens?3-5 percent

          

  115. eagle pros-great vision
    -plenty of ideas
    -stong wills

          

  116. customergetting 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

          

  117. what are closed loop supply chains?SC's designed and managed to explicitly consider both forward and reverse flows activities in a supply chain

          

  118. customer satisfaction objectivefocus 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

          

  119. what are the potential consequences of a stock out?backorder, customer may purchase

          

  120. what are the three big flatteners of globalization?-marketing: possession utility
    -logistics: place/time utility and quantity logistics
    -production: form utility

          

  121. eagle consoccurs 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

          

  122. willingnessa compnay's cultural predisposition to share all useful decision making information

          

  123. downside to teams-never-ending debate
    -goupthink
    -social loafing
    -peer pressure

          

  124. what are closed loop design chain?can make or break your business

          

  125. what are waterand air shipment?major modes of international transportation

          

  126. issues group 2-transportation
    -cost/value
    -organization relationships
    -technology/ information

          

  127. connectivitya company's ability to use technology to collect, analyze, and disseminate decision making information

          

  128. major drivers in our economy in the global marketplacemust have a presence in the home market of rivals

          

  129. selecting trading partners-self-assessment
    -trading partner assessment
    -third party assessment

          

  130. critical issues in technology selection and implementation processescost of distribution centers and inventory vs. cost of transportation

          

  131. technologyoccurs when desired quantities are not available

          

  132. what are the four critical issues to network design?compatability, configuration, coordination, and control

          

  133. what does supply chain mangement means?assessing the impact of product design, manufacturing cost associated shipping raw materials impact on the environment

          

  134. business logistics- 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

          

  135. total order fulfillment cycle timeaverage 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

          

  136. Issues group 1-detail-oriented
    -does meticulous work

          

  137. nodesrepresent the transportation network and connect the nodes in the logistics system

          

  138. what are the factors of more rapid and more thorough decision executionshort term horizon, too little or too much info, thinking in two dimensions, using published costs

          

  139. during a backorder, a customer might purchase another product-relationship focus
    high willingness and low connectivity

          

  140. what is a forecast error?- 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

          

  141. what are balancing supply and demand, protecting against uncertainty, allowing quantity purchase discounts?the role of distribution in supply chain management

          

  142. how do you perform a strategic assessment?-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

          

  143. consumersome customers will turn to alternative supply sources

          

  144. what promotes competition in supply chain?transportation efficiency

          

  145. What is a type of distribution trade-off?cost of distribution centers and inventory vs. cost of transportation

          

  146. characteristics of good performance measuresinventory postioning, number of facilities, and facility ownership

          

  147. How do we classify customers?-ABC classification can identify "customers of choice"
    -by profitability

          

  148. Types of 3PLs-transportation
    -cost/value
    -organization relationships
    -technology/ information

          

  149. what is the strategic role of supply chain management?scanning new competitive rules, strategic adaptation, having the right infrastructure to support that strategy

          

  150. inventorymanage day to day; relationship managment; efficient info- sharing

          

  151. common MFG databases24 hour design day

          

  152. stockoutoccurs when desired quantities are not available

          

  153. customer service objectivefocus 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

          

  154. build zonecustomers 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

          

  155. when is teaming appropriate-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

          

  156. logistics costs as a % of GDPthe 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

          

  157. how does a firm's willingness and capability play into information sharing?-capability focus
    high willingness and high connectivity

          

  158. what are the pitfalls to avoid in netork design?short term horizon, too little or too much info, thinking in two dimensions, using published costs

          

  159. ABC Costing- 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

          

  160. ERPgetting 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

          

  161. what are the characterisitcs of relief change?multiple, global, dynamic, and temporary

          

  162. lost customerscustomer permanently switches to another supplier

          

  163. what is the main advantage of international air transport?purchaser must develop qualified suppliers to work closely with other departments at the lowest administrative cost

          

  164. sharing capability matrix: quadrant 4-capability focus
    high willingness and high connectivity

          

  165. customer success objectivefocus 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

          

  166. deregulation-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

          

  167. logisticsthe 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

          

  168. understand the relationships between order management and customer servicethe end customer is the only one who puts money into the supply chain

          

  169. what is supply chain sustainability?inventory postioning, number of facilities, and facility ownership

          

  170. two core themes of teams-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