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True/False Questions
Note to students, select the answer that is true or false “most of the time”, few situations
in social sciences are simply black or white.
Answer: False
Answer: True
Answer: False
Answer: False
5. In the history of power source relationships, percentage wise, labor costs went
down while materials costs went up.
Answer: True
6. Supply management plays a major role in improving the “bottom line” by driving
sales up and costs down.
Answer: True
7. Generally speaking, firms with the fasted time to market with new products by
using cross functional teams including suppliers, enjoy higher profits.
Answer: True
8. Some 75% of many manufacturer’s quality problems can be traced back to defects
in purchased materials.
Answer: True
9. Of the factors that make up total cost of ownership (TCO), the big majority of this
cost is in the acquisition cost.
Answer: False
Answer: False
11. When supply savings and increased sales due to superior supply chain
management are combined, it is not uncommon to increase ROI 50%.
Answer: True
12. The term “supply chain” means all the members are linked together in one master
contract covering a long time period.
Answer: False
13. The term “value chain” includes both the upstream and downstream portion of the
supply chain.
Answer: True
14. The extended enterprise means a group of firms collaborating as a supply alliance,
i.e. a strategic network or virtual corporation.
Answer: True
Answer: True
16. The final step in the typical purchasing cycle for materials in to audit the invoice.
Answer: False
17. Supply management must be a core competency based on its impact on the
bottom line.
Answer: True
Answer: True
Answer: True
21. When the group of firms view each other as partners and collaborate effectively
for the good of the larger group, then they leave established an extended
enterprise characterized by virtual integration.
Answer: True
22. Strategic sourcing is about understanding the markets you're purchasing from
inside and out and learning from your own organization and your suppliers'
organizational processes, working as a mediator between suppliers and your
organization, and capturing information and using it to improve relationships.
Answer: True
23. Strategic sourcing requires two-way continuous improvement process work from
each organization.
Answer: True
24. Maintenance is an issue that should be considered after equipment has been
purchased.
Answer: False
25. Supply management does not have much of an impact on the bottom line.
Answer: False
Answer: False
27. World-class supply managers need not improve supply processes before the
processes have been implemented.
Answer: False
Answer: False
29. When the group of firms view each other as partners and collaborate effectively
for the good of the larger group, then they leave established a transactional
relationship.
Answer: False
30. Strategic sourcing is about dominating the markets you're purchasing from
through force and intimidation, never letting the supplier forget that you are the
“boss.”
Answer: False
31. Strategic sourcing requires one-way improvement efforts where the buying firm
tells the supplying firm what is best.
Answer: False
Answer: A
33. The term supply management is broader than the purchasing function because it::
A) includes marketing
B) includes operations/production
C) includes managing relationships with suppliers
D) includes negotiating enforceable contracts
18. includes measuring the total cost of ownership
Answer: C
34. Strategic sourcing differs from tactical purchasing in that this activity
periodically:
A) analyzes the organization’s spend
B) analyzes the supply market
C) develops sourcing strategy and plans
D) outsources basic business services such as security
19. A, B &C
Answer: E
35. Supply management’s impact on the bottom line includes the ability to increase
sales by:
A) reducing the development time of new products by using cross functional
teams including suppliers
B) obtaining the lowest possible prices
C) finding suppliers with the fastest delivery times
D) all of the above
20. none of the above
Answer: A
36. “Lean Thinking” can help reduce total cost of ownership (TCO), this means the
supply team in the entire “chain” must work to:
A) lower conversion cost
B) reduce cycle time cost
C) reduce risk cost
D) reduce non-value costs
21. reduce processing costs
Answer: D
37. The major reason supply management can greatly improve a firm’s return on
investment (ROI) is:
A) the reduction of post ownership costs
B) the reduction of downtime costs
C) the reduction of quality costs
D) the reduction of acquisition cost
22. every dollar saved in purchasing is = to a new dollar of profit
Answer: E
Answer: A
39. The term value chain means we include the supply chain in our analysis and
management with:
A) end consumer
B) the downstream portion of the chain and distribution, such as marketing
C) channels of distribution
D) financial impact studies
24. opportunity cost
Answer: B
40. When we add the term networks to the supply and value chains, we are
emphasizing the need to focus on and interactively communicate with:
A) suppliers
B) distributors
C) final consumers
D) tiers of suppliers
25. all support organizations
Answer: C
41. The term extended enterprise is an extension of supply networks, we now have:
A) true value creation
B) real value maintenance
C) innovative and virtual integration
D) a network of firms collaborating in partnership
26. adaptive networks
Answer: D
Answer: C
Answer: C
Answer: E
Answer: E
Answer: B
Answer: D
Answer: A
Answer: C
Answer: E
Answer: B
Answer: C
Answer: D
Answer: C
Answer: A
Answer: D
Answer: B
Answer: E
59. Which of the following is generally not true about supply management and the
bottom line?
A) Purchased items account for a large percentage of the cost of goods sold.
Hence, a reduction in cost of purchased goods has a major impact on the
bottom line
B) A Euro increase in sales is equivalent to a Euro decrease in materials cost in
impacting the bottom line
C) Outsourcing allows firms to focus on their core competencies, which reduced
potential for waste, which then can improve the bottom line
D) A dollar saved in materials cost is usually considered a dollar increase in
profit, which directly translates into bottom line savings
E) Supply management can work collaboratively with suppliers to discover
opportunities to lower costs, which ultimately improves the bottom line
Answer: B
60. Which of the following is not one of The Four Phases of Supply Management?
A) Generation of Requirements
B) Sourcing
C) Pricing
D) Profit Sharing
E) Post Award Activities
Answer: D
61. Which of the following bullets is not true about supply management systems?
A) Supply management systems require software optimization models to run
effectively
B) Virtually all firms have supply management systems
C) A cross-functional approach to supply management systems enables the
lowest total cost
D) Carefully selected suppliers should also join in-house cross-functional teams
in developing supply management systems
E) Supply management systems that include reverse auctions, exchanges, and
real-time electronic transmissions only increase the importance of supply
management
Answer: A
Answer: A
Answer: B
Answer: C
True/False Questions
28. The lower purchasing is on the organization chart, the less impact the supply
function will have on corporate strategy.
Answer: True
29. The degree of competition for critical materials will be a key factor in the
importance of supply management.
Answer: True
30. Even in a firm, which primarily purchases small numbers of standard production
parts, the supply department can be a significant value as a profit center.
Answer: False
31. The “mind set” or focus on internal processes usually produces the kind of
detailed work necessary to achieve significant material savings.
Answer: False
32. The smaller the organization, the less likely the purchasing operations will be
strategic.
Answer: True
Answer: True
Answer: False
35. Managing contract and blanket order releases are operational responsibilities.
Answer: True
Answer: True
37. Hybrid organizational structures often use cross functional teams to achieve the
best of both centralized and decentralized decision making.
Answer: True
Answer: False
Answer: False
41. Cross function teams are often the key step in a firms evolution to supply chain
management.
Answer: True
42. Aside from the benefits of synergy, cross functional teams provides input from all
affected functions.
Answer: True
43. One of the big challenges and problems with cross functional teams is the lack of
time for the team member participation and role conflict.
Answer: True
17. Cross functional teams operate best when they use the brainstorming approach to
innovative thinking.
Answer: False
18. The key first step in establishing cross functional teams is obtaining executive
sponsorship.
Answer: True
19. Its best to let a cross functional team “train itself” as they learn how to
communicate with one another.
Answer: False
20. One of the key skills for any leader is to be an effective listener.
Answer: True
21. The importance of supply management in any specific firm is determined by the
following factors:
A) availability of materials and services
B) absolute dollar volume of purchases
C) percentage of product cost represented by materials and services
D) types of materials and services purchased
44. All of the above
Answer: E
Answer: C
Answer: D
24. Aside from reducing potential duplication of efforts, the major advantage of
centralized purchasing is:
: A) improved inventory control
B) leveraged volume purchasing
C) consolidation
D) transportation savings
E) lower administrative costs
Answer: B
25. When a firm’s major activity is research and development, the firm will most
likely use:
: A) centralized purchasing
B) headquarter purchasing
C) decentralized purchasing
D) hybrid purchasing structure
E) a specialized purchasing staff at headquarters
Answer: C
Answer: C
27. The materials management organization structure paved the way for _____
structure:
: A) value network chain structures
B) supply chain management structure
C) procurement management structure
D) purchasing centralization
E) purchasing decentralization
Answer: B
28. The most significant advantage of the supply chain management structure is:
: A) it facilitated a total systems approach to stimulate integration
B) it uses the internet to extract key information
C) it increases the visibility of the purchasing department
D) it focuses management attention on quality
E) it reveals that inventory costs are often understated
Answer: A
Answer: E
Answer: E
EXAMINATION QUESTIONS AND ANSWERS
True/False Questions
Answer: True
Answer: True
Answer: True
4. During the late 1980's and early 1990's, “partnerships” became popular. The
authors of the textbook argue that there are problems with the term partner. One
of the problems given in the text was that the implications of the term “partner”
were not well understood.
Answer: True
5. During the late 1980's and early 1990's, “partnerships” became popular. The
authors of the textbook argue that there are problems with the term partner. One
of the problems given in the text was that legal problems and concerns inevitably
arose regarding the term.
Answer: True
Answer: True
Answer: True
8. The fundamental difference between collaborative relationships and supply
alliances is the presence of institutional trust in alliances.
Answer: True
9. The failure to develop and manage institutional trust is the principle reason that so
many supply alliances fail.
Answer: True
Answer: True
Answer: True
12. A captive buyer is held hostage by a supplier free to switch to another customer.
Answer: True
13. A captive supplier makes investments in order to secure a portion of the buyer's
business, with no assurance of sufficient business to recoup the investment.
Answer: True
14. Successful supply chain management requires the effective and efficient
management of a portfolio of relationships.
Answer: True
Answer: True
16. One of the advantages of transactional relationships is that lower skill levels of
procurement personnel are required.
Answer: True
Answer: True
18. Collaborative and alliance relationships tend to result in lower total costs and
improve performance of the supply chain.
Answer: True
19. A firm can evolve to SM without any relationships that are built on institutional
trust.
Answer: False
Answer: False
Answer: False
22. Since it has become a well-known term and is established in the legal system, the
authors of the textbook support the use of the term partner
Answer: False
23. Collaborative relationships are typically used for the procurement of commodity
items.
Answer: False
Answer: False
Answer: False
Answer: False
Answer: False
28. A captive supplier makes investments in order to secure a portion of the buyer's
business, but it is given assurance of sufficient business to recoup the investment
through legal contracts.
Answer: False
29. Successful supply chain management requires that all relationships with suppliers
be either collaborative or alliances.
Answer: False
Answer: False
31. One of the advantages of collaborative relationships is that lower skill levels of
procurement personnel are required.
Answer: False
32. "Greater price competition through the Internet is the new imperative," declares
Michael Dell.
Answer: False
33. Collaborative and alliance relationships tend to result in higher total costs for non-
commodity products than conducting the same business using transactional
relationships.
Answer: False
34. Which of the following is not one of the three types of buyer supplier
relationships presented in the textbook?
A) Transactional
B) Transcendental
C) Collaborative
D) Alliance
Answer: B
Answer: A
Answer: E
Answer: A
Answer: D
39. Researchers Stanley and Pearson found that there are three most important factors
in a successful buyer-supplier relationship. Which of the following is not one of
the factors?
A) Two-way communication
B) Paying a fair and reasonable price
C) The supplier's responsiveness to supply management's needs
D) Clear product specifications
Answer: B
40. Which of the following is not one of the outcomes that collaborative relationships
tend to foster?
A) Longer term contracts
B) Reduction of risk for suppliers
C) Reducing total costs
D) A focus on price
E) Improvement of processes
Answer: D
41. Which of the following is not one of the outcomes that collaborative relationships
tend to foster?
A) Decreased information sharing
B) Increased investment in R & D
C) Increased investment in training
D) Increased investment in equipment
E) Better focus on customer needs
Answer: A
42. Which of the following is not one of the benefits of supply alliances?
A) Lower total costs
B) Reduced time to market
C) Increased inspection levels
D) Improved technology flow from suppliers
E) Improved continuity of supply
Answer: C
Answer: B
Answer: C
Answer: C
46. Which of the following is not one of the issues that affect a supplier's assessment
of a buying firm?
A) Cash Flow
B) Openness and Approachability
C) Availability
D) Professionalism
E) Gifts and gratuities
Answer: E
Answer: B
Answer: A
Answer: D
Answer: E
Answer: E
52. Which of the following is not an e-Commerce trap presented in the textbook?
A) Gilding the pig
B) The Magic pill
C) Shooting the moon
D) Supplier equality
Answer: C
Answer: C
Answer: A
Answer: B
Answer: B
Answer: D
59. Which of the following is not an action to develop and manage trust?
A) An inter-firm team is appointed
B) Discussions conducted in an atmosphere of respect
C) A team of attorneys is appointed to manage the relationship
D) Inter-firm team receives guidance and training in the implementation of
practices
E) Listening, understanding, time, energy are invested
Answer: C
60. Which of the following is not an action to develop and manage trust?
A) Senior leaders at both firms act as champions
B) A communication system is developed
C) Base negotiations on the zero-sum game
D) Actions to develop and measure trust are created
E) Risks and rewards are addressed openly
Answer: C
61. Which of the following is not an action to develop and manage trust?
A) Hold back critical information from the alliance partner, just in case
B) Negotiation is used as a trust-building opportunity
C) Both firms work together on technology plans
D) Technical personnel from both firms visit the other
E) Contractual relations are designed to enhance trust
Answer: A
62. Which of the following is not an action to develop and manage trust?
A) Contract relations focus on continuous improvement
B) Team and relationship skills are developed early
C) A contracting philosophy and a legal infrastructure are designed to the
relationship
D) Develop multiple backup suppliers to assure continuity of supply
E) Institutional trust is measured and managed
Answer: D
63. The Quaker Oats case history demonstrates that in addition to having the trust
required to form an alliance:
A) Both parties must have mutual respect
B) Volume quantities must be fixed
C) There is still a need for a comprehensive contract, including such questions
and answers as “what if”?
D) It is not necessary to have open book accounting
E) Legal provisions are still necessary
Answer: C
1. The ideal services supplier listens to what users complain about most and then
designs service products that supply the market's missing ingredients.
Answer: True
Answer: True
Answer: True
4. Supply Management frequently must assume a far more active role in all phases
of services procurement than when purchasing materials.
Answer: True
5. The four formats for statements of work given in the textbook are: performance,
functional, design and level-of-effort.
Answer: True
Answer: True
7. In writing an effective S.O.W. as given in the textbook, the S.O.W. should explain
the interrelationship between tasks, identify all constraints and limitations and be
clear about phase requirements.
Answer: True
8. In writing an effective S.O.W. as given in the textbook, the S.O.W. should: limit
abbreviations to those in common usage, include procedures and eliminate
extraneous statements.
Answer: True
9. The conventional method and the owner as a contractor are alternative methods of
purchasing construction services as presented in the textbook.
Answer: True
10. The ideal services supplier focus on cost reduction ahead of customer satisfaction.
Answer: False
11. Satisfaction is cannot be built into service products but must be added as an
afterthought.
Answer: False
Answer: False
13. Supply management frequently must assume a less active role in services
procurement than when purchasing materials.
Answer: False
14. The four formats for statements of work given in the textbook are: performance,
functional, design and firm fixed price.
Answer: False
15. In planning the statement of work, all of the following should be considered:
statistical process control, process capability analysis, and the sampling
methodology.
Answer: False
16. In writing an effective S.O.W. as given in the textbook, the S.O.W. should not
include explanations of the interrelationship between tasks or constraints and
limitations.
Answer: False
17. In writing an effective S.O.W. as given in the textbook, brevity should be used by
utilizing as many abbreviations as possible and not including procedures and or
extraneous statements.
Answer: False
Answer: False
19. Which of the following is not one of the four formats for statements of work?
A) Performance S.O.W., which details everything the buyer wants
B) Functional S.O.W., which defines what the buyer is “trying to do”
C) Design S.O.W., which is the most detailed type of statement of work
D) Development S.O.W., which specifies the assistance that a buying firm must
provide the supplying firm during the length of the contract
E) Level-of-Effort S.O.W., which is a specialized version of the performance
statement of work
Answer: D
Answer: B
Answer: A
Answer: E
Answer: B
24. Which of the following is not one of the tips on writing an effective S.O.W. given
in the textbook?
A) Explain the interrelationship between tasks
B) Identify all constraints and limitations
C) Include standards that will make performance measurement possible and
meaningful
D) Include clause for punitive damages to assure compliance
E) Be clear about phase requirements
Answer: D
25. Which of the following is not one of the tips on writing an effective S.O.W. given
in the textbook?
A) Be clear
B) Use active, not passive tenses
C) Utilize legalese to hide negative issues
D) Be precise
E) Spell out the buyer's obligations carefully
Answer: C
26. Which of the following is not one of the tips on writing an effective S.O.W. given
in the textbook?
A) Limit abbreviations to those in common usage
B) Include procedures
C) Do not over specify or overstate
D) Always integrate escape clauses
E) Eliminate extraneous statements
Answer: D
27. Which of the following is not a tip given in the textbook for selecting service
contractors?
A) Partner with users
B) Engage in reciprocity
C) Learn from the past
D) Update specifications
E) Minimize assumptions
Answer: B
28. Which of the following is not a tip given in the textbook for selecting service
contractors?
A) Minimize assumptions
B) Encourage questions
C) Facilitate comparison
D) Play hardball
E) Plan evaluation
Answer: D
Answer: B
Chapter 10 Outsourcing
True/False Questions
Answer: True
Answer: True
Answer: True
Answer: True
5. Firms are becoming more aware of the strategic dimension of the make-or-buy
decision.
Answer: True
6. As technology has advanced most manufacturing firms have become much more
specialized.
Answer: True
7. Cost of materials has continued to increase in many industries, which means that
the make or buy outsourcing decision must be reinvestigated from time to time for
even stable demand products.
Answer: True
Answer: False
9. Outsourcing all critical activities is a trend where the idea is to achieve significant
cost leverage.
Answer: False
10. “Netsourcers” are internal supply management specialists that keep a company
competitive in e-business.
Answer: False
11. As technology has advanced, most manufacturing firms have become much more
generalized.
Answer: False
Answer: B
13. Which of the following is not a strategic issue in making the outsourcing
decision?
A) The Issue of Short-term Vulnerabilities
B) Core Competencies
C) Supplier Dominance
D) The Creation of Strategic Vulnerabilities
E) The Dangers of Vertical Integration
Answer: A
14. From a strategic level, which of the following items is the most logical to
outsource?
A) An item that can be bought and sold in a commodity exchange
B) An item that is critical to the success of the product
C) An item that requires specialized design, manufacturing skills or equipment
D) An item that fits well within the firm's core competencies
Answer: A
15. Which of the following is not a reason to investigate the make or buy decision at
the tactical level?
A) If you currently outsource and the supplier suddenly has poor performance
B) Changing sales demand in the short term
C) Restricted manufacturing capability due to a breakdown
D) Increased manufacturing capability exists due to reduced sales of other items
E) If the part under consideration is still in the design stage
Answer: E
Answer: C
Answer: B
Answer: C
20. Which of the following is a major element typically included in a “to buy” cost
analysis?
A) Delivered purchased material costs
B) Transportation costs
C) Direct labor costs
D) Any follow-on costs stemming from quality and related problems
E) Incremental inventory carrying costs
Answer: B
21. Which of the following is a major element typically included in a “to buy” cost
analysis?
A) Incremental factory overhead costs
B) Incremental managerial costs
C) Incremental purchasing costs
D) Incremental costs of capital
E) Receiving and inspection costs
Answer: E
22. Which of the following is a major element typically included in a “to make” cost
analysis?
A) Direct labor costs at your facility
B) Purchase price of the part from the supplier
C) Transportation costs
D) Receiving and inspection costs of incoming goods
E) Any follow-on costs related to quality or service provided by the supplier
Answer: A
23. Which one of the following points is not a reason that Netsourcing has become
popular?
A) Netsourcing enables a quick e-business presence
B) Netsourcing provides supply managers that flexibility to make changes
C) Netsourcing can help create a sustained performance
D) Netsourcing can provide support without the need to train or hire specialized
personnel
E) Netsourcing can completely replace supply management using intelligent
agents
Answer: E
24. Which one of the following points is not a reason that the Make-or-Buy Decision
is often a volatile decision?
A) Rigid formulas and rules of thumb are often used, which are often a poor
choice to apply
B) The make-or-buy question is influenced by a multitude of diverse factors that
are constantly changing
C) Companies do not support promotions based on cost savings
D) The relevant factors for the decision often vary immensely from one firm to
another
E) Companies often do not periodically evaluate the effectiveness of their past
decisions to generate information helpful in guiding future decisions
Answer: C
Answer: C
Answer: E
27. Which of the following activities or steps was not included in the typical
framework for outsourcing provided in the textbook?
A) Development of a strategic roadmap
B) Development of a decision flowchart
C) Development of a tactical roadmap
D) Development of a transition back plan
E) Development of a review system
Answer: C
a. It contains Ink
c. To Mark
a. Lawrence D Miles
a. Value analysis
b. Value Management
. Value Methodology
b. To avoid dust
c. To cover mattress
a. Economic value
b. Cost value
c. Esteem
a. Information
b. Creative
c. Execution
d. Recommendation
a. Construction
b. Process
c. Manufacturing
e. It contains Ink
b. Lawrence D Miles
e. Economic value
f. Cost value
g. Esteem
a. To cover window
b. For aesthetic
c. Prevent dust
a. Identifying problem
c. Creating alternatives
a. JIS
b. DIN
c. SI
d. ANSI
b. Creative
c. Evaluation
d. Development
a. Identification
b. Creative
c. Evaluation
d. Development
a. 16
b. 30
c. 15
d. 6
a. Basic function
b. Design objective
c. Sell function
a. Design
b. Production
c. Sales
a. Political value
b. Economic Value
a. Gordon technique
a. 0.25
b. 0%
c. 0.33
d. 0.5
a. Power
b. Current
c. Watts
d. Volts
a.
i. It contains Ink
k. To make a mark
c. Lawrence D Miles
29. Problem solving consists of
e. Identifying problem
g. Creating alternatives
e. JIS
f. DIN
g. SI
h. ANSI
b. Gordon technique
e. 0.25
f. 0%
g. 0.33
h. 0.5
a. To convey current
b. Produce heat
c. Lighting
d.
f. To avoid dust
g. To cover mattress
h. Protect mattress
e. Information
f. Creative
g. Execution
h. Recommendation
a. Intellectual transformation
b. Spiritual transformation
c. Physical transformation
38. What are the assumptions considered while drawing break even chart
a. Protect food
b. Produce low temperature
c. Cool content
d. Freeze water
a. Area
b. Volume
c. Mass
d. None
a. Material cost
b. Labor cost
d. None
d. None
a. Cost value
b. Worth
c. Esteem value
d. Use value
b. Decreasing cost
c. Both a & b
d. None
a. Management
b. Design
c. Marketing
3. Individual
1. Rotate blade
2. Blow air
3. For breeze
1. 0.25
2. 0%
3. 0.33
4. 0.5
50. Who is the father of Value management
1. Lawrence D Miles
1. Basic function
2. Design objective
3. Sell function
1. 16
2. 30
3. 15
4. 6
3. Both a & B
54. Out of the seven types of values as per Aristotle, VA/VE concentrates on
1. Political value
2. Economic Value
3. Spiritual value
4. Religious value
2. To avoid dust
3. To cover mattress
1. Economic value
2. Cost value
3. Esteem
1. Cost value
2. Worth
3. Esteem value
4. Use value
1. Construction
2. Process
3. Manufacturing
a. Cost value
b. Esteem value
c. Worth
d. Use value
by kalehiwot
kone