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Current information regarding sales history , shipment history, order status, promotional summaries,
and shipment information.
What is the procurement strategy which focuses typically on purchases strategic items and services that involve
a HIGH level of EXPENDITURE and are vital to the organization's SUCCESS?
Critical Purchases
Which is the best way to ensure LONG-TERM organizational success?
to intensely research and then - meet the requirements of individual customers.
The terms 'purchasing' and 'procurement' are often used synonymously but which of the following
statements provides a more refined distinction?
Procurement has a broader meaning than purchasing.
This plot shows cumulative production and a cumulative forecast for a six month planning period.
Which of the following statements is best?
The two lines are at the same value in the June period.
The company is using a level plan for this six month period.
Suppliers who participate in VENDOR-managed inventory that has substantial advantages for both the
buying organization and the supplier called...
Certified suppliers
If an average inventory is 2000 units and annual relevant carrying cost of each unit is $5 then annual
relevant carrying cost will be
$5000
Which is the best fit strategy for fast-moving consumer goods?
MT
If relevant opportunity cost of capital is $2950 and relevant carrying cost of inventory is $6700 then
relevant INCREMENTAL cost will be
$ ,750
3
Business buyers seek benefits in economic, social and technical terms and in total CLASSIFIED as
Hi est b n fit package
gh
ck
retailers
Which is an alternative approach to achieving FL XIBILI to accomplish MA CUST M ZAT ?
E
F c sed fac
o
TY
SS
ION
tory
What happens when a firm becomes committed to value-added solutions for major customers?
It rapidly becomes involved in CU MIZED or TAILO logistics.
STO
RED
In recent growth of global commerce, which elements of logistical operations have EXPANDED?
S ze and c mplexity.
i
INVE
NTORY
CARR
YING
cost
INS RANCE
U
Which one of the following is NOT a TYPICAL question dealt with by an operations managers?
All are typical of operations decisions. (How to motivate employees? / How much capacity will be
needed in the months ahead? / What is a satisfactory location for a new facility?)
RADIO FREQUENCY identification technology is expected to be used:
To enhance the ability to keep accurate inventory COUNTS in warehouses
One of the common causes of the BULLWHIP effect is:
The BATCHING of orders
Which of the following was not a motivating force behind the ADOPTION of supply chain
management?
Cost cutting efforts by dominant companies in supply chains
The following classes of costs are usually involved in inventory decisions except
Machining cost
VING
ave e
rag
Which manufacturing strategy focus on contribute SPECIFIC FINISHED product like Lamborghini,
Princess Cruises?
ENGINEER-to-Order
Buffer stock is the level of stock
Minimum stock level below which actual stock should not fall
Which of the following explains the activities required PRIOR TO paying a supplier invoice for goods
ordered?
Check invoice against original documents, check for receipt of goods, check for problems with goods
Which of these statements about SALES and OPERATIONS PLANNING (S&OP) is best?
S&OP indicates how the organization will use its TACTI CAPAC RESO S to meet expected customer
CAL
ITY
URCE
demand.
Which rate is UTILIZED when a shipper agrees to provide multiple shipments to a carrier IN
EXCHANGE FOR a discount or exception from the prevailing class rate?
AGGREG TENDE rate
ATE
Who are INTERMEDIARIES that coordinate transportation arrangements for shippers, consignees,
and carriers?
Brokers
A business strategy can be thought of as a long-term alignment between:
What a business provides and what customers want
Which elements are integrated and synchronized through the S&OP process?
The business, unconstrained marketing, and resource plans
If economic order quantity for one year is 15000 packages and demand in units for one year are 1500 units
then NUMBER OF DELIVERIES in a year will be
10
Buying of goods or materials for production in a way that they are DELIVERED DIRECTLY on
manufacturing facility of company is called
ju i ti purchasing
st
me
Which costs are resulted from EFFORTS to prevent failures and from efforts to reduce both failure and
appraisal costs?
Preve
ntion
costs
If demand in units is 18000, relevant ordering cost for each year is $150 and an order quantity is 1500 then
annual relevant ordering cost would be
$180
asting
and comm
unication
nsive
LEA production
N
DATION
The time period between placing an ORDER its RECEIPT in stock is known as
LEAD time
Some companies reach the point where sales and operations planning becomes a competitive
advantage. Which of these is NOT an indication of reaching this phase?
Capital equipment planning is performed on an annual basis at the start of the budget year
Soft benefits of S&OP include:
All of the above (Enhanced teamwork / Greater accountability for results / Better and faster
decisions)
Which of the following is true for Inventory CONTROL ?
All of the above (Economic order quantity has minimum total cost per order / Ordering cost decreases
with lot size / Inventory carrying costs increases with quantity per order )
In which kind of shipment, the MANIFEST is as same as the BILL of LADING ?
Single-stop shipment
If purchase order lead time is 35 minutes and number of units sold per time is 400 units then
REORDER point will be
14000 units
What is the right statement?
The fewer the times a product is HANDLED , the less potential exists for product DAMAGE .
1
OVERV of 21st century Supply Chain
IEW
LUTION
Why
INTEGRATION
RESP SIV
ON
FINA
NCIAL
LI
MOD
EL
ENESS
Sophi
GLOBA Z
Creates VALU
stication
ATION
HNOLOGY
MANCE
tion
IA
INTERCHA
NGEABLE
parts
RAILR , ELE
OADS
MA PRO
SS
of labor
TION
, COMMU
CTRICITY
DUCTION
NICATIONS
Moving ASSE
MBLY
LI
NES
yed
very
Scientific MANAG
EMENT
Operations RESEA
RCH
methods
techniques
FO Model T
RD
ACTUR
BILITY
ITION
Q , JI , TQ
C
Mass CUST
OMIZATION
Era (199 T Y)
6
ODA
ERING
SS
Integrate INTE
RNAL
AGEMENT
ERNAL
2B
EC
OMMERCE
partners
GRATE
GHT
TIONS
ME
PORARY
, to
IMIZE
st
CONTEM
NTITIES
ICE
strategic thinking
Supply Chain STRA : is a CHANNEL and business ORGAN NAL ARRA MENT based on
TEGY
ACK
NOWLEDGE
IZATIO
BORATION
NGE
phically
POSI inven
TION
EC IC
ONOM
value
LE
CE
ency
tory
MAR
KET
VA
LUE
TMENT
ECONOMY of SCO .
PE
CONVE
RELEV
NIENT
ANCY
CUST Z
OMI
ATION
UE
DING
ket
CES
RIGHT PRI ec
onomic
CE
value
ION
and relevancy value requires total inte of the ov all business process and is known as the
integrative management value proposition.
gration
EC. VAL.
L EST TOT Cost
OW
AL
EC IES of SCA
ONOM
EFFICIENCY.
LE
MARK. VA.
ATTRA
ASSO
CTIVE
UFACTU
RTMENT
Economy of SCO
PE
EFFE
CTIVENESS
er
Product/Service PRESE
NTATION
STRATEGY : MA ET / DIST
RK
RIBUTION
RELE. VA.
CUST
OMIZATION
SE TAL DIVE
GMEN
RSITY
Product/Service POSI
TIONING
IN
DEL
rk
on
ntiality
rest
NGE
SER
cal
gements
TRANSA
CTION
Sys ->
tem
MAN
AGEMENT
TEM
F nct nality
CONT ->
ROL
io
DECI
SION
ANA
LYSIS
-> STRA
TEGIC
PLA
Transaction system
Transaction system functionality consists of - F ALIZED RU and PROCE
ORM
cking
LES
and regu
NNING
DURES
lating
ay
gist
ction
For example:
Order ENT Order FULFI
RY
LLMENT
INVE
NTORY
adju
stment
INVO
ICING
Management Control
Management control functionality focuses on PE MANCE m gement and repo
RFOR
CK
omer
vice
ctivity
lity
ana
ormance
and reso
rting
urce
utili
zation
Decision analysis
Decision analysis functionality focuses on SO WA too to assi ma ers
FT
RE
ls
st
nag
Software tools help to ide y, ev ate and compa ALT NA VES to improve effec ness
ntif
alu
re
ER
TI
tive
- Segmental PROFI
Also called DECI
SION
NTORY
CATION
- ROU
TING
TABILITY
rtment
Strategic planning
Strategic planning functionality transfo - trans al da to ASSI in STRA Y EVA TION
rms
action
ta
TEG
ST
LUA
Orga z transaction and performance da into a r nal d base to assist in ev luat alte
usiness strategies.
ni
es
ta
elatio
ata
ing
Examples include
- Strategic A ANCE decisions - Development of m ring CAPAB
LLI
- Cu r
stome
anufactu
ILITIES
R P SIVENESS opportunities.
ES
ON
rtunities
ex st for improvements
i
at HI ER LEV S of functionality
GH
EL
rnative
RA
NT
Processes most (if not all) transa s across all business functions
ction
tory
pping
Components :
Enterprise Pla
nning
and Moni
toring
nnin
ormatio
Process
Demand planning responsiveness
Reverse logistics
Description
The assessment of demand and strategic
design to achieve maximum
responsiveness to customer
requirements
The development and administration of
relationships with customers to facilitate
strategic information sharing, joint
planning, and integrated operations.
The ability to execute superior and
sustainable order-to-delivery
performance and related essential
services.
The participation in product service
development and lean launch.
The support of manufacturing strategy
and facilitation of postponement
throughout the supply chain.
The development and administration of
relationships with suppliers to facilitate
strategic information sharing, joint
planning, and integrated operations.
The repair and support of products
during their life cycle, including
warranty, maintenance, and repair
The return and disposition of inventories
in a cost-efective and secure manner.
AL
us
tion
tion
uraged
onal
ep
slation
tive
ON
nd
DERS
ct
very
Enterprise extension
GM
ING operating information can achieve a high degree of collaboration and enhanc
ed strategic planning.
Process SPEC LIZ paradigm the commi to focus collaborative
arrangements on planning JOI ope s with a goal of elimi nonprod or non
v ad redundancy by firms in a supply chain.
IA
ATION
tment
NT
alue
ration
nating
ding
OUTSO
TRANSP RT modes
Public WAREH
VAL AD servi
THI and FOU party service provi
AS T or NO AS BAS service provi
URCING
ATION
OUSES
UE
DED
ces
RD
SE
RTH
ders
SET
ED
ders
uctive
Responsiveness
ORY
VE
P SH
AND
P LL
U
ntory
DIFF
ERENCES
LIER
OR
NCE
ITY
AYS
Make to CENT
RAL
Stock
ASSE to ORDER
MBLE
PROD to ORDER
UCE
ACTURE
to Order
F CAST = P SH
ORE
ORD = P LL.
ERS
GOAL
THE GOAL is MINIM the amount of safety stock in the system without reducing O
IZE
TI DELIV performance
ME
ERY
Postponement
Postponement strategies kee supp chai responsive
p
ly
ns
Type of Postponement
- Manufacturing (or F RM) - Geographic (or L GIS )
O
TICS
- C MB NED
O
PO
ac
nd
CKLY
IZE
ntories
MANUFACTURING postponement
Manufacturing ON order A A TI
E
ME
OD
NO CUSTO
MIZATION
ITTED
CIENT
UGHT
EN
RY
EN
USE
CT
FORWA DEPLO
RD
YMENT
ne
ntory
Once orders received, SPE FIC item is expedited TO THE LOCA distributor
CI
OMIES
LE
GH
NESS
to customer
Combined postponement
Keeping the basic products C NTR LIZED and performing the C STO ZATION at the desti
nation distributor
E
MI
HI RICAL example
STO
AUT
OS
ound
ems
fs
C NT PORARY example
O
EM
Compu
ters
D ll Computers, doing Final assembly or packaging additional system options like pr ters,
e
in
ras
bu
nter
RY
Reduce TRANSPO
RTATION
cost
SCENCE
Improve COMPETI
VENESS
ity
MODU
FLE
XIBLE
LAR
and STANDA
RDIZED
product design
manufacturing system
ME
FA RESP
ST
ONSE
logistics
EXP TIONS OF C T NUED FIN CIAL results often drive promotional and pricing strategies
to load the channel with inventory
ECTA
ON
AN
TION
RIENCE
in development of collaborative
FINANCIAL SOPHISTICATION
Enables M S REMENT of timebased supply chain
EA
CASHTOCASH C NV RSION
the time required to convert ra mate or inv tory purch into s les rev
O
rial
en
ases
enue
Globalization
Offer firms several attrative opportunities
Demand EXCEE local supply
DS
CING
Identif and matc the sources of raw materials and components to manuf t rers and d
str butors.
ying
hing
ac
OFFSHO
RING
Moving manufacturing and distribution operations to countries with favorable LABO C STS a
R
nd TA LA .
X
WS
How consumers Demand products and services must accommodate CULTURAL VARIATION
S
CHAPTER 5: Manufacturing
The 8 DIMENSIONS of product quality
Total quality management
Management standards have been established by the ISO in BOTH QUALITY and ENVIRON
MENT
ISO certiCied suppliers are frequently PREFERRED by PROCUREMENT DEPARTMENTS
Manufacturing perspectives
Brand power Volume Variety
Leadtime
MASS CUSTOMIZATION
Where does it work
What does it take to succeed?
LEAN systems
Primary objectives of lean systems
CHAP 8
FIXED Costs
VARIABLE Costs