SCMN/Relationships

1. SCMN/Relationships Text: Supply Chain Management From Vision to Implementation Fawcett, Ellram, ogden

2. 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

3. 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

4. “Performance” refers to the product’s mean time between failures and its overall life expectancy. (True/False)

5. Text: Page 32 2. False

6. 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

7. Text: Page 81 • 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

8. Usually decisions made in one area of process seldom affect performance in other areas. (True/False)

9. Text: Page 87 4. False

10. 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

11. Text: Page 216-217 • 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

12. 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

13. Text: Page 349 • 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

14. 7. _______ relationships represent the majority of a company’s SC relationships. a) Transactional b) Strategic c) Business d) Basic

15. Text: Page 349 • _______ relationships represent the majority of a company’s SC relationships. a) Transactional b) Strategic c) Business d) Basic

16. 8. Alliances tend to be _______. a) short term b) costly c) global d) long term

17. Text: Page 352 8. Alliances tend to be _______. a) short term b) costly c) global d) long term

18. ______ 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

19. Text: Page 359 • ______ 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

20. _____ are the building blocks of successful supply chain teams. a) Contractual requirements b) Alliances c) Information systems d) Goals

21. Text: Page 351 • _____ are the building blocks of successful supply chain teams. a) Contractual requirements b) Alliances c) Information systems d) Goals

22. 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

23. Text: Page 377 • 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

24. 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

25. Text: Pages 352-355 • 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

26. 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

27. Text: Page 347 • 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

28. 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

29. Text: Page 8 • 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

30. 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

31. Text: Page 15-17 • 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

32. ______ 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

33. Text: Page 10 • ______ 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

34. ________ 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

35. Text: Page 14 • ________ 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

36. 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

37. Text: Page 8 • 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

38. 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

39. Text: Page 7 • 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

40. 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

41. Text: Page 32 • 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

42. 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

43. Text: Page 198 • Competitive success depends on how well a company, and its supply chain, adapts to new ________ demands. a) business b) organization c) market d) supplier

44. Few companies have mastered the art of _______. a) role shifting b) supply chain management c) marketing d) employee satisfaction

45. Text: Page 194 • Few companies have mastered the art of _______. a) role shifting b) supply chain management c) marketing d) employee satisfaction

46. 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

47. Text: Page 194 • 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

48. Management of the supply network entails supplier selection, _______ and oversight. a) leveraging b) evaluation c) approval d) negotiation

49. Text: Page 225 • Management of the supply network entails supplier selection, _______ and oversight. a) leveraging b) evaluation c) approval d) negotiation

50. 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