Relationships / SCMN

1. Relationships / SCMN Clay Usery

2. 1) Which is not a type of business relationship? Collaborative Contractual Transactional Alliance

3. 1) Which is not a type of business relationship? Collaborative Contractual Transactional Alliance

4. 2)Transactional Relationships involve all these except: Transitory Cost-Driven High Product Cost Arm’s Length

5. 2)Transactional Relationships involve all these except: Transitory Cost-Driven High Product Cost Arm’s Length

6. 3) Some barriers to Strategic Alliances are all of the following except: • A. Unwillingness among managers to share sensitive info. • B. Failure to consider realities of the partner’s situation. • C. Belief that alliance partner is only as good as last performance. • D. Decreased flexibility by having a dedicated alliance.

7. 3) Some barriers to Strategic Alliances are all of the following except: • A. Unwillingness among managers to share sensitive info. • B. Failure to consider realities of the partner’s situation. • C. Belief that alliance partner is only as good as last performance. • D. Decreased flexibility by having a dedicated alliance.

8. 4) An Evergreen contract is a contract that: Has no end point Promotes economic responsibility through collaboration Continually improves over life of contract Starts an environmentally-friendly philanthropic venture.

9. 4) An Evergreen contract is a contract that: Has no end point Promotes economic responsibility through collaboration Continually improves over life of contract Starts an environmentally-friendly philanthropic venture.

10. 5) Which is not an important factors of success in buyer-supplier relationship two-way communication Supplier’s responsiveness to supply management needs. Clear product specs. Clear mutual goal of relationship.

11. 5) Which is not an important factors of success in buyer-supplier relationship two-way communication Supplier’s responsiveness to supply management needs. Clear product specs. Clear mutual goal of relationship.

12. 5) Which is not an important factors of success in buyer-supplier relationship two-way communication Supplier’s responsiveness to supply management needs. Clear product specs. Clear mutual goal of relationship.

13. 5) Which is not an important factors of success in buyer-supplier relationship two-way communication Supplier’s responsiveness to supply management needs. Clear product specs. Clear mutual goal of relationship.

14. 6) Which function does not promote trust in a relationship? On-time payment Leverage Shared risk/reward Investing in each other’s capabilities

15. 6) Which function does not promote trust in a relationship? On-time payment Leverage Shared risk/reward Investing in each other’s capabilities

16. 7) Which is not a benefit of a supply alliance? Lower total cost Reduced time to market Increased intermediation Improved continuity of supply

17. 7) Which is not a benefit of a supply alliance? Lower total cost Reduced time to market Increased intermediation Improved continuity of supply

18. 8) Which is an appropriate situation for an Alliance? Non-competitive market Supplier dependency creation Neglected areas of business Low switching cost

19. 8) Which is an appropriate situation for an Alliance? Non-competitive market Supplier dependency creation Neglected areas of business Low switching cost

20. 9) Performance Metrics measure all of the following except: Quality Cost Flexibility Capability

21. 9) Performance Metrics measure all of the following except: Quality Cost Flexibility Capability

22. 10) ISO stands for: International Organization for Standardization

23. 10) ISO stands for: International Organization for Standardization

24. 11) Which relationship is most appropriate for the acquiring of commodities? Transactional Strategic Collaborative Contractual

25. 11) Which relationship is most appropriate for the acquiring of commodities? Transactional Strategic Collaborative Contractual

26. 12) Which is the term for cutting out of certain parts of the supply chain? Collaboration Streamlining Disintermediation Made-to-order fulfillment

27. 12) Which is the term for cutting out of certain parts of the supply chain? Collaboration Streamlining Disintermediation Made-to-order fulfillment

28. 13) An Ombudsman is a: Chief ethics officer for collaborative relationships. Initiator of strategic alliance Overseer of shared financial books Go between for two firms to communicate disputes.

29. 13) An Ombudsman is a: Chief ethics officer for collaborative relationships. Initiator of strategic alliance Overseer of shared financial books Go between for two firms to communicate disputes.

30. 14) Which is not a result of a buyback contract: Increased retail level of product availibility. Increased information distortion of supply chain. Supplier response to customer demand. Increased risk for retailer.

31. 14) Which is not a result of a buyback contract: Increased retail level of product availibility. Increased information distortion of supply chain. Supplier response to customer demand. Increased risk for retailer.

32. 15) Trust in a relationship is not : Two-sided Personal Open Information Sharing Objectively Evaluated

33. 15) Trust in a relationship is not : Two-sided Personal Open Information Sharing Objectively Evaluated

34. 16) An effective negotiator has all these traits except: Self-control Verbal Clarity Broad based training Tact

35. 16) An effective negotiator has all these traits except: Self-control Verbal Clarity Broad based training Tact

36. 17) Hard-Bargaining tactics should only be used when: More cooperative efforts have failed. Long-term partnerships are the goal. When using win-win tactics. All of the above.

37. 17) Hard-Bargaining tactics should only be used when: More cooperative efforts have failed. Long-term partnerships are the goal. When using win-win tactics. All of the above.

38. 18) What is the major reason manager’s are unable to share information in partnerships. Technology Willingness Connectivity Power

39. 18) What is the major reason manager’s are unable to share information in partnerships. Technology Willingness Connectivity Power

40. 19) The more fairly the stronger partner treats the weaker partner the more likely that: The two partners will become equal The strong partner will become stronger The relationship will become stronger The weak partner will become weaker

41. 19) The more fairly the stronger partner treats the weaker partner the more likely that: The two partners will become equal The strong partner will become stronger The relationship will become stronger The weak partner will become weaker

42. 20)Vendor-Managed Inventory is managed by the _______ until purchase by the consumer. Supplier Retailer Third Party

43. 20)Vendor-Managed Inventory is managed by the _______ until purchase by the consumer. Supplier Retailer Third Party

44. 21) In a Continuous Replenishment Program in-store inventory is owned by the ________. Retailer Supplier Third Party

45. 21) In a Continuous Replenishment Program in-store inventory is owned by the ________. Retailer Supplier Third Party

46. 22) Fluctuations of orders increase as they move from the retailer to manufacturer in the: Disintermediation Supply Chain Decentralization The Bullwhip effect Strategic to transactional reversal

47. 22) Fluctuations of orders increase as they move from the retailer to manufacturer in the: Disintermediation Supply Chain Decentralization The Bullwhip effect Strategic to transactional reversal

48. 23) An effective way to improve supplier performance is to: Impose a supplier development program. Use hard-bargaining tactics Share core competencies with supplier. All of the above.

49. 23) An effective way to improve supplier performance is to: Impose a supplier development program. Use hard-bargaining tactics Share core competencies with supplier. All of the above.

50. 24) Companies use marketing strategies to market products to customers using all these strategies except: Cost leadership strategy Market scope Differentiation Focus based