SCMN/Relationships

Text: Supply Chain ManagementFrom Vision to Implementation

Fawcett, Ellram, ogden

1. A goal of supply chain managers is to use technology and teamwork to build efficient and effective processes that create ______ for the end customer.

a) value

b) profit

c) inventory

d) processes

Text: Page 8

1. A goal of supply chain managers is to use technology and teamwork to build efficient and effective processes that create ______ for the end customer.

a) value

b) profit

c) inventory

d) processes

2. “Performance” refers to the product’s mean time between failures and its overall life expectancy.

(True/False)

Text: Page 32

2. False

3. A/ An _______ is a capability the company is so good at that it provides the company a competitive advantage.

a) strategic value

b) core competency

c) economies of scale

d) target task

Text: Page 81

3. A/ An _______ is a capability the company is so good at that it provides the company a competitive advantage.

a) strategic value

b) core competency

c) economies of scale

d) target task

4. Usually decisions made in one area of process seldom affect performance in other areas.

(True/False)

Text: Page 87

4. False

5. Poorly designed supply chains may exhibit all of the following problems except ______.

a) long cycle times

b) reduced number of approved suppliers

c) high inventories

d) communication issues

Text: Page 216-217

5. Poorly designed supply chains may exhibit all of the following problems except ______.

a) long cycle times

b) reduced number of approved suppliers

c) high inventories

d) communication issues

6. A supplier relationship characterized by an arm’s length approach regarding relationship intensity would be considered ______.

a) strategic alliance

b) transactional

c) business alliance

d) operational alliance

Text: Page 349

6. A supplier relationship characterized by an arm’s length approach regarding relationship intensity would be considered ______.

a) strategic alliance

b) transactional

c) business alliance

d) operational alliance

7. _______ relationships represent the majority of a company’s SC relationships.

a) Transactional

b) Strategic

c) Business

d) Basic

Text: Page 349

7. _______ relationships represent the majority of a company’s SC relationships.

a) Transactional

b) Strategic

c) Business

d) Basic

8. Alliances tend to be _______.

a) short term

b) costly

c) global

d) long term

Text: Page 352

8. Alliances tend to be _______.

a) short term

b) costly

c) global

d) long term

9. ______ is the foundation for effective SCM because it promotes collaboration, risk taking, and both shared information and shared resources.

a) A contract

b) Arms-length relationship

c) Financing

d) Trust

Text: Page 359

9. ______ is the foundation for effective SCM because it promotes collaboration, risk taking, and both shared information and shared resources.

a) A contract

b) Arms-length relationship

c) Financing

d) Trust

10. _____ are the building blocks of successful supply chain teams.

a) Contractual requirements

b) Alliances

c) Information systems

d) Goals

Text: Page 351

10. _____ are the building blocks of successful supply chain teams.

a) Contractual requirements

b) Alliances

c) Information systems

d) Goals

11. Advances in _______ have facilitated the globalization of business and are enabling many of the changes taking place in SCM.

a) competition

b) transport equipment

c) information technology

d) manufacturing

Text: Page 377

11. Advances in _______ have facilitated the globalization of business and are enabling many of the changes taking place in SCM.

a) competition

b) transport equipment

c) information technology

d) manufacturing

12. All of the following are phases of an alliance relationship development except______.

a) internal planning

b) budget and resources required

c) daily management for execution and renewal

d) collaborative planning

Text: Pages 352-355

12. All of the following are phases of an alliance relationship development except______.

a) internal planning

b) budget and resources required

c) daily management for execution and renewal

d) collaborative planning

13. A/An ______ is recommended as an initial step in the process of determining the relationship intensity of the supply base.

a) supplier selection team

b) ABC analysis

c) make/buy analysis

d) transactional analysis

Text: Page 347

13. A/An ______ is recommended as an initial step in the process of determining the relationship intensity of the supply base.

a) supplier selection team

b) ABC analysis

c) make/buy analysis

d) transactional analysis

14. One definition of supply chain management is the design and management of seamless value-added _____ across organizational boundaries to meet the real needs of the ______.

a) products, producer

b) processes, end customer

c) information systems, supply chain

d) services, supplier

Text: Page 8

14. One definition of supply chain management is the design and management of seamless value-added _____ across organizational boundaries to meet the real needs of the ______.

a) products, producer

b) processes, end customer

c) information systems, supply chain

d) services, supplier

15. Major objectives of a supply chain manager include all of the following except ______.

a) reduce product or service costs

b) create value for the end customer

c) improve service to operations and the customer

d) transform inputs acquired from suppliers into more highly valued products

Text: Page 15-17

15. Major objectives of a supply chain manager include all of the following except ______.

a) reduce product or service costs

b) create value for the end customer

c) improve service to operations and the customer

d) transform inputs acquired from suppliers into more highly valued products

16. ______ is a phenomenon that occurs when demand variations are exaggerated as decisions are made up the chain.

a) CPFR

b) SCM

c) The Bullwhip Effect

d) The Contingency Theory

Text: Page 10

16. ______ is a phenomenon that occurs when demand variations are exaggerated as decisions are made up the chain.

a) CPFR

b) SCM

c) The Bullwhip Effect

d) The Contingency Theory

17. ________ theory regarding strategic thinking conceptualizes the relationship between a changing environment, managerial decision-making, and performance.

a) Contingency

b) Industrial Organization

c) Resource-Based

d) Business model

Text: Page 14

17. ________ theory regarding strategic thinking conceptualizes the relationship between a changing environment, managerial decision-making, and performance.

a) Contingency

b) Industrial Organization

c) Resource-Based

d) Business model

18. SCM is the design and management of seamless, ________ processes across organizational boundaries to meet the real needs of the end customer.

a) purchasing

b) business

c) value added

d) quantifiable

Text: Page 8

18. SCM is the design and management of seamless, ________ processes across organizational boundaries to meet the real needs of the end customer.

a) purchasing

b) business

c) value-added

d) quantifiable

19. The terms 1st tier, 2nd tier, 3rd tier, in the context of a supply chain refer to the _________.

a) levels of supplier certification

b) sequence of suppliers or customers that are in the chain but distant from the base company

c) value categories of procured commodities

d) number of suppliers for a procured commodity

Text: Page 7

19. The terms 1st tier, 2nd tier, 3rd tier, in the context of a supply chain refer to the _________.

a) levels of supplier certification

b) sequence of suppliers or customers that are in the chain but distant from the base company

c) value categories of procured commodities

d) number of suppliers for a procured commodity

20. The real measure of quality is whether or not a product or service lives up to _______ expectations.

a) customer

b) design

c) company

d) supply chain

Text: Page 32

20. The real measure of quality is whether or not a product or service lives up to _______ expectations.

a) customer

b) design

c) company

d) supply chain

21. Competitive success depends on how well a company, and its supply chain, adapts to new ________ demands.

a) business

b) organization

c) market

d) supplier

Text: Page 198

21. Competitive success depends on how well a company, and its supply chain, adapts to new ________ demands.

a) business

b) organization

c) market

d) supplier

22. Few companies have mastered the art of _______.

a) role shifting

b) supply chain management

c) marketing

d) employee satisfaction

Text: Page 194

22. Few companies have mastered the art of _______.

a) role shifting

b) supply chain management

c) marketing

d) employee satisfaction

23. As customers gained access to a wide array of competitive offerings, power began to shift toward the _________.

a) suppliers

b) competitors

c) customer

d) employees

Text: Page 194

23. As customers gained access to a wide array of competitive offerings, power began to shift toward the _________.

a) suppliers

b) competitors

c) customer

d) employees

24. Management of the supply network entails supplier selection, _______ and oversight.

a) leveraging

b) evaluation

c) approval

d) negotiation

Text: Page 225

24. Management of the supply network entails supplier selection, _______ and oversight.

a) leveraging

b) evaluation

c) approval

d) negotiation

25. A supply chain is made up of a series of processes that involve an input, a ______, and an output.

a) shipment

b) supplier

c) customer

d) transformation

Text: Page 218

25. A supply chain is made up of a series of processes that involve an input, a ______, and an output.

a) shipment

b) supplier

c) customer

d) transformation

26. _______ is the process of moving an aspect of production, service, or business function from within an organization to an outside supplier.

a) Procurement Mobilization

b) Outsourcing

c) Make-or-Buy

d) Supply Chain Negotiation

Text: Page 282

26. _______ is the process of moving an aspect of production, service, or business function from within an organization to an outside supplier.

a) Procurement Mobilization

b) Outsourcing

c) Make-or-Buy

d) Supply Chain Negotiation

27. The key is to assure that the added costs associated with the added complexity don’t outweigh the ________ created.

a) value

b) profits

c) customers

d) capital

Text: Page 309

27. The key is to assure that the added costs associated with the added complexity don’t outweigh the ________ created.

a) value

b) profits

c) customers

d) capital

28. Outstanding alliance performance requires careful _______ and execution.

a) investment

b) planning

c) management

d) capital

Text: Page 352

28. Outstanding alliance performance requires careful _______ and execution.

a) investment

b) planning

c) management

d) capital

29. _______ is the formal communication process where two or more individuals meet to discuss an issue or issues and come to a mutually satisfactory agreement.

a) Specification

b) Request for quote

c) Strategy

d) Negotiation

Text: Page 361

29. _______ is the formal communication process where two or more individuals meet to discuss an issue or issues and come to a mutually satisfactory agreement.

a) Specification

b) Request for quote

c) Strategy

d) Negotiation

30. ______ is the most critical step in the negotiation process.

a) Establishment of the team

b) Preparation

c) Location and agenda

d) Establishment of issues

Text: Page 363

30. ______ is the most critical step in the negotiation process.

a) Establishment of the team

b) Preparation

c) Location and agenda

d) Establishment of issues