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33 True/False questions

  1. Cash-to-Cash Conversion- reducing assets in the supply chain can "spin" cash for reinvestment in other projects

          

  2. Example of Manufacturing PostponementKeeping all the car panels a base color (white or gray) until the order is received, then painting to the color ordered

          

  3. Globalization- Expanding the Supply Chain. International, mature and emerging markets have become a part of the overall business growth strategy for many companies.

    -Breadth - foreign manufacturing, office & retail sites, foreign suppliers & customers

    -Depth - second and third tier suppliers & customers

          

  4. Dwell Time Minimization- Expanding the Supply Chain. International, mature and emerging markets have become a part of the overall business growth strategy for many companies.

    -Breadth - foreign manufacturing, office & retail sites, foreign suppliers & customers

    -Depth - second and third tier suppliers & customers

          

  5. Enterprise Operations- Expanding the Supply Chain. International, mature and emerging markets have become a part of the overall business growth strategy for many companies.

    -Breadth - foreign manufacturing, office & retail sites, foreign suppliers & customers

    -Depth - second and third tier suppliers & customers

          

  6. Geographic (or Logistics) Postponement-Build or stock a full-line inventory at one or a few strategic locations
    -Forward deployment of inventory is postponed until customer orders are received
    -Once orders received, specific item is expedited to the local distributor
    -Advantages are manufacturing economies of scale along with responsiveness to customer
    -Often used for critical, high cost parts and assemblies (e.g. engines)

          

  7. Trends in SCM...

          

  8. Responsive business modelForceast ->Buy materials ->Maufacture->Warehouse->Sell->Deliver (This is a push or Make-to-Stock model)

          

  9. Example of Geographic PostponementKeeping full inventory in a central warehouse and releasing customer orders to local distributors or direct shipping to customer

          

  10. Benefits of Actively Managing the Supply ChainImproved customer service
    Increased revenue
    Lower costs
    Better asset utilization
    Reduced uncertainty throughout the supply chain
    Elimination of rush (unplanned) activities
    Minimize delays / shorter lead-times
    Lower inventory levels throughout the supply chain
    Adds customer value / retain customers
    Ability to effectively respond to disruptions and conflicts
    Organizations that benefit the most are those with large inventories, large numbers of suppliers, complex products, and large purchasing budgets because they have the most to gain or lose.

          

  11. EffecientSupply chain and process are designed to minimize cost.
    -Predictable supply and low cost
    -Low cost production and highly utilized capacity
    -High inventory turns
    -Ideal for FUNCTIONAL products

          

  12. Globalization Offers Firms Several Attractive OpportunitiesDistance of typical order-to-delivery operations is significantly longer compared to domestic business.
    Documentation requirements for business transactions is significantly more complex. A typical cross-border shipment now involves....
    Accurately completing and filing about 35 documents
    Compliance with > 600 laws & 500 trade agreements which are constantly changing.
    Interfacing with about 25 parties, including customs, carriers, freight forwarders, government agencies, etc.
    Operations must deal with significant Diversity in work practices and local operating environments.
    How consumers demand products and services must accommodate cultural variations.

          

  13. Concepts Necessary for Achieving Integrated ManagementConsists of firms collaborating to leverage strategic positioning, and to improve operating efficiency

          

  14. Cost Reduction and Continuous Improvement:-Keeping the basic products centralized and performing the customization at the destination distributor
    -Historical example - Autos
    -Installing dealer options like sound systems, GPS, sun roofs on new cars purchased
    -Contemporary example - Computers
    -Dell Computers, doing final assembly or packaging additional system options like printers, digital cameras at a distribution center

          

  15. Responsive...

          

  16. Anticpatory business modelForceast ->Buy materials ->Maufacture->Warehouse->Sell->Deliver (This is a push or Make-to-Stock model)

          

  17. Significant Differences for Global Logistics-Economic value
    -Lowest cost
    - Economicies of scale
    - Product/service creation
    -Market Value
    -Attractive assortment
    - Economy-of-scope effectiveness
    -Relevancy value
    -Customization
    -Segmental diversity
    -Product/service positions

          

  18. Integrative managements createsConsists of firms collaborating to leverage strategic positioning, and to improve operating efficiency

          

  19. Cash Spin-The backbone of most firm's logistical information systems
    -Maintains an integrated database of current and historical data
    -Processes most (if not all) transactions across all business functions
    -Most common / widely used ERP software packages;
    -SAP
    -Oracle

    -Example transactions include
    -Order entry and order management
    -Inventory assignment
    -Shipping and receiving

          

  20. Sustainability and "Greening" the Supply Chain:Improved customer service
    Increased revenue
    Lower costs
    Better asset utilization
    Reduced uncertainty throughout the supply chain
    Elimination of rush (unplanned) activities
    Minimize delays / shorter lead-times
    Lower inventory levels throughout the supply chain
    Adds customer value / retain customers
    Ability to effectively respond to disruptions and conflicts
    Organizations that benefit the most are those with large inventories, large numbers of suppliers, complex products, and large purchasing budgets because they have the most to gain or lose.

          

  21. ResponsiveSupply chain designed to respond quickly to market demands
    -Fast response
    -Minimal stockouts
    -Need flexible capacity (volume)
    -inventory of parts
    -minimize lead times
    -Need to have a variety of products
    -Ideal for INNOVATIVE products

          

  22. Flexibility & Responsiveness:Firms will increasingly need to be more flexible and responsive to customer needs adapting to unexpected changes and circumstances. Necessitating closer integration and collaboration

          

  23. Logistics-The work required to move and geographically position inventory

    -Order Management
    -Inventory
    -Transportation
    -Warehousing
    -Material Handling
    -Packaging

          

  24. ERP- reducing assets in the supply chain can "spin" cash for reinvestment in other projects

          

  25. Combined Postponement-Keeping the basic products centralized and performing the customization at the destination distributor
    -Historical example - Autos
    -Installing dealer options like sound systems, GPS, sun roofs on new cars purchased
    -Contemporary example - Computers
    -Dell Computers, doing final assembly or packaging additional system options like printers, digital cameras at a distribution center

          

  26. Supply Chain StrategyConsists of firms collaborating to leverage strategic positioning, and to improve operating efficiency

          

  27. Manufacturing (or Form) Postponement-Build or stock a full-line inventory at one or a few strategic locations
    -Forward deployment of inventory is postponed until customer orders are received
    -Once orders received, specific item is expedited to the local distributor
    -Advantages are manufacturing economies of scale along with responsiveness to customer
    -Often used for critical, high cost parts and assemblies (e.g. engines)

          

  28. Supply Chain ManagementConsists of firms collaborating to leverage strategic positioning, and to improve operating efficiency

          

  29. Basic supply chain modelIs a channel and business organizational arrangement, based on acknowledge dependency, and collaboration

          

  30. Barriers to Implementing Responsive SystemsNeed for publicly held corporations to maintain planned quarterly profits
    -Expectations of continued financial results often
    drive promotional and pricing strategies to "load the
    channel" with inventory, i.e., "Channel Stuffing"
    Need to establish collaborative relationships
    -Most business managers do not have training or
    experience in development of collaborative
    arrangements

          

  31. Enterprise Integration and Administration ModulesSupport day to day supply chain operations

          

  32. More Opportunities Exist for Improvements at Higher Levels of FunctionalityStrategic planning: Formulaiton of strategic alliance, Develop and refine capabilities and Customer service analysis

    Decision analysis: Vehichle routing and scheduling, inventory levels and mangement, Network/facility locations and integration and Vertical integration Vs. Third party

    Management control: Financial measurement, Customer service measurement, Productivity measurement and quality measurement.

    Transaction system: Order management, Inventory assignment, Order selection, Shipping, Pricing and invoicing and customer inquiry.

          

  33. Supply Chain Information System FunctionalityStrategic planning: Formulaiton of strategic alliance, Develop and refine capabilities and Customer service analysis

    Decision analysis: Vehichle routing and scheduling, inventory levels and mangement, Network/facility locations and integration and Vertical integration Vs. Third party

    Management control: Financial measurement, Customer service measurement, Productivity measurement and quality measurement.

    Transaction system: Order management, Inventory assignment, Order selection, Shipping, Pricing and invoicing and customer inquiry.