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Global supply chain management > Better for midterm > Flashcards

Better for midterm Flashcards

1
Q

Steps of the network planning process

A
  1. Network design
  2. Inventory positioning
  3. Resource allocation
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2
Q

Network design

A

o Number, location, and sizes of manufacturing plants, warehouses,
o Assignment of retailer outlets to warehouses
o Other major decisions with a planning horizon of a few years

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3
Q

Inventory positioning

A

o Identify where to stock the different products
o Decisions related to inventory management

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4
Q

Resource allocation

A

o Where to produce? Should each plant specialize in a few products or should be flexible?
o What should be the sourcing strategy?
o How much capacity should each plant have?

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5
Q

What is the trade-off of a decision?

A

It is a situational decision that involves diminishing or losing one quality, quantity, or property of a set or design in return for gains in other aspects.

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6
Q

Inventory carrying costs (Centralization vs. Decentralization)

A

Lower Higher

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7
Q

Transportation costs (Centralization vs. Decentralization)

A

Higher Lower

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8
Q

Facilities costs (Centralization vs. Decentralization)

A

Lower Higher

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9
Q

Information costs (Centralization vs. Decentralization)

A

Lower Higher

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10
Q

Delivery time (Centralization vs. Decentralization)

A

Longer Shorter

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11
Q

Product availability (Centralization vs. Decentralization)

A

Higher Lower

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12
Q

Flexibility (volume, mix, product) (Centralization vs. Decentralization)

A

Higher Lower

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13
Q

Network design can be solved in 2 ways:

A

Mathematical optimization techniques
Simulation models

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14
Q

Items are aggregated into product groups based on:

A

 Distribution pattern
 Product type

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15
Q

Distribution pattern 

A

all products picked up at the same source and destined for the same customers are aggregated together

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16
Q

Product type 

A

in many cases, different products are variations in product models or style, or differ only in the type of packaging

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17
Q

Transportation rates

A

They can be associated with internal or external fleet

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18
Q

Two modes of transportation

A

Truckload (TL)
Less than truckload (LTL)

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19
Q

LTL carriers divide the rates in three types of freight rates

A

o Class
o Exception
o Commodity

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20
Q

LTL cost function is

A

not linear with distance

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21
Q

We can estimate the distance using

A

o Straight-line distances
o Street network

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22
Q
A
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23
Q

Warehouse costs include three main components

A

Handling costs
Fixed costs
Storage costs

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24
Q

Handling costs

A

labor and utility costs, proportional to the annual flow through the warehouse

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25
Q

Fixed costs

A

all cost components that are not proportional to the amount of material flow

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26
Q

Storage costs

A

they represent inventory holding costs, which are proportional to the average inventory

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27
Q
A
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28
Q

The total space required is considered

A

3 times the space required for the products

29
Q

Locations of warehouses must satisfy a variety of conditions

A

o Geographical and infrastructure conditions
o Natural resources and labor availability
o Local industry and tax regulations
o Public interest

30
Q

Network design is a strategic decision 

A

3-5 years

31
Q

Inventory positioning is related to

A

o Identify where to stock the different products
o Decisions related to inventory management

32
Q

High-variability-low-volume products should be positioned in

A

a central warehouse to benefit-risk pooling effect

33
Q

Low-variability-high-volume products should be positioned in

A

a decentral warehouse to reduce transportation costs

34
Q

Low-variability-low-volume

A

does not have a unique solution

35
Q

Depending on the objective of the planning process, the output can focus on the following:

A

Sourcing strategies
Supply chain master plan

36
Q

Sourcing strategies

A

where should each product be produced during the planning horizon?

36
Q

Supply chain master plan

A

what are the production quantities, shipment size, and storage requirements by product, location, and time period

36
Q

Business enterprises have increasingly invested in and focused attention on their supply chains and their management because of

A

Fierce competition
Products with shorter life cycle
High expectations of customers

37
Q

Global optimization is

A

the process of finding the best systemwide strategy

37
Q

Building redundancy

A

If one portion fails (e.g. fire at a warehouse), the demand can still be satisfied

38
Q

Supply chain management issues span a large spectrum of a firm’s activities

A

Strategic level
Tactical level
Operational level

39
Q

Forecasting means

A

predicting future demand

40
Q

Demand varies from period to period for four reasons:

A

o Trend
o Seasonality
o Random variation
o Cycle

41
Q

Forecasts have four major characteristics (or principles)

A

o Forecasts are usually wrong  errors are inevitable
o Forecasts should include an estimate of error  since forecasts are usually wrong, we need to know “how much”
o Forecasts are more accurate for product types
o Forecasts are more accurate for the near term  this is important for long lead time items  lead time reduction will improve forecast accuracy

42
Q

Three principles of data collection to get good data

A

o Record data in the same terms as needed for the forecast
o Record the circumstances related to the data
o Record the demand separately for different customer group

43
Q

Forecasting methods

A

o Qualitative
o Quantitative

44
Q

Forecasting methods can be based on

A

o Extrinsic factors
o Intrinsic factors

45
Q

Qualitative technique

A
  • They are based on judgments, intuitions, and opinions  they are subjective
46
Q

Quantitative techniques

A
  • They are projections based on historical data (from inside or outside the organization)
47
Q

Extrinsic techniques

A
  • They are based on external (extrinsic) indicators
  • They are based on the theory that the demand for a type of product is correlated to activity in another field  of economic/leading indicators
  • It is difficult to find an indicator that correlates with the demand
  • They are suitable for the demand of the types of products, not for individual items
48
Q

Intrinsic techniques

A
  • They use internal (intrinsic) historical data
  • Suitable for individual items
49
Q

Seasonal index

A

indicates the degree of seasonal variation for a product

50
Q
A
51
Q

Forecast error can occur in two ways

A

o Bias
o Random variation

52
Q

Bias

A

 It exists when the cumulative actual demand differs from the cumulative forecast  forecast average demand was wrong
 It is a systematic error  actual demand is consistently above or below the forecast demand
 When bias exists, the forecast should be evaluated and changed to improve accuracy

53
Q

Random variation

A

Demand varies randomly

54
Q

To measure the forecast error there are several ways, the most common is the

A

mean absolute deviation (MAD)

55
Q
A
56
Q
A
57
Q

MAD is used to determine

A

o average forecast error
o Monitor the quality of the forecast through the tracking signal

58
Q
A

Algebraic sum of forecast errors = Cumulative Deviation

59
Q
A
60
Q

What is the pooling effect?

A

Risk pooling in the supply chain is defined as a risk management tool that reduces demand variability by putting all business supply chains in one flow. In the risk pooling supply chain, an organization has several stores in different locations. The organization has one central warehouse which keeps goods on behalf of all the stores. The other way of putting it is having all the eggs in one basket instead of having a warehouse in each location.

61
Q

Average inventory formula

A
62
Q

Internal feet costs calculation

A
63
Q

TL carriers subdivide the country into

A

zones, and they provide clients with zone-to-zone table costs. TL cost structure is not symmetric  it might be more expensive to ship from zone A to zone B than from zone B to zone A

64
Q

Formula of new forecast

A
65
Q
A
66
Q
A

Global supply chain management (2 decks)

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