Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

供應鏈概論 | SCMT > Ch.7 Supply Mngt / Procurement > Flashcards

Ch.7 Supply Mngt / Procurement Flashcards

1
Q

Org activities to
- analyze sourcing opportunities
- develop sourcing strategies
- select suppliers
- procure G/S

A

Supply Management

Sourcing / Purchasing / Procurement

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Why Supply Management Is Critical

A
  1. Global Sourcing
  2. Financial Impact
  3. Performance Impact
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

To compete against global competitors & their SC, managers have to realize and

A

Global Sourcing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Financial Impacts of Supply Mngt

A
  1. COGS
  2. Inventory
  3. Profit Margin
    Net Income/Sales (%)
  4. Return on Assets (ROA)
    Net Income/Avg Total Assets

use EBIT

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Profit Leverage Effect

A

The effect of
1. COGS -$1 ⇒
EBIT +$1 (fixed sales)
2. Sales +$1 ⇒
EBIT +$1×Profit Margin

EBIT=Pretax Profit

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Calculation of
↑ Profit Margin
by ↓ COGS

(EBIT r/t Net Income)

A
  1. Amount of COGS↓
    =EBIT↑    ⇒ Profit Margin↑
  2. % of COGS↓
    =% of Inventory↓⇒ROA↑

EBIT↑ / Total Assets↓

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Performance Impacts of
Supply Mngt

A

Cost + Quality & Delivery
performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Improve long-term business performance by
- understand sourcing needs
- develop long-term sourcing strategies
- selecting suppliers
- managing supply base

A

Strategic Sourcing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Strategic Sourcing Process

A
  1. Assess Opportunities
  2. Profile Internally & Externally
  3. Develop Sourcing Strategy
  4. Screen Suppliers &
    Create Selection Criteria
  5. Conduct Supplier Selection
  6. Negotiate & Implement Agreement
    bidding/negotiating/contracting
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

A high-level strategic decision regarding G/S provided internally or externally from SC partners

Develop Sourcing Strategy

A

Make-or-Buy Decision

InSourcing vs OutSourcing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Identify & Quantify all major costs of various sourcing options

A

Total Cost Analysis
Incl. Direct/InDirect Costs of
OSC activities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

3 Internal Costs of Operation to decide InSource / OutSource?

A
  1. Staff
  2. Material
  3. Overhead

MOS

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

A structured approach to develop sourcing strategy based on value potential & relative complexity or risk of a sourcing opportunity

A

Portfolio Analysis

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Portfolio Analysis quadrants

A
  1. Routine Quadrant
    G/S accnt for small portion of purchase expense
  2. Leverage Quadrant
    G/S accnt for large portion of purchase expense
  3. Bottleneck Quadrant
    G/S of unique reqmts met by a few potential suppliers
  4. Critical Quadrant
    G/S of unique reqmts w/ limited supply
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

2 x 2 Quardrant for Portfolio Analysis

A

Complex. Bottleneck Critical
or hi
Risk ↑ Routine leverage
Impact ↓
low ← → high
$ Value

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

A Sourcing Strategy that

the buying firm depends on a single company for all of particular G/S

A

Single Sourcing

17
Q

A Sourcing Strategy that

the buying firm shares business with two/multiple suppliers

A

Dual/Multiple Sourcing

18
Q

A Sourcing Strategy that

the buying firm uses
1 supplier for 1 particular part/service
&
another supplier for a different part/service

A

Cross Sourcing

19
Q

2 Approaches to creating profiles

Profile Internally & Externally

A
  1. Category Profile
    understand a sourcing category that impacts sourcing strategy
  2. Industry Analysis
    profiling major force/trend impacting industry, e.g. $/competition/regulation/substitution/tech/supply-demand trend
20
Q

To assess opportunities, the Quantitative Techniques to understand spending patterns and identify improvement opportunities

A

Spend Analysis
1. G/S Categories make up the bulk of spending
2. How much spent w/ various suppliers
3. Location-wise spending patterns

21
Q

Qualitative Criteria to evaluate suppliers

A
  1. Process & Design capabilities
  2. Mngt capabilities
  3. Financial & Cost structure
  4. Long-term Relationship
22
Q

An inquiry to gather data from potential supplier about G/S for potential use in business

A

RFI
Request for Info

23
Q

System for Conducting Supplier Selection

A

Weighted-Point Evaluation System

24
Q

A formal request for suppliers to prepare bids, based on terms & conditions set by buyer

A

Request for Quotation

25
Q

Descriptions that Request for Quotation contains

A

Description by
1. Market Grade/Industry Standard
best for standard item
2. Brand
particular supplier’s G/S
3. Spec
*spec covers material/steps/dim/
4. Performance Characteristics
the wanted outcomes

26
Q

4 Situations when Negotiating best used

A
  1. New/ Complex Tech/ Vague Spec Product
  2. Wide range of performance factors
  3. Supplier is required to participate development
  4. Supplier needs Buyer’s input of risk & cost
27
Q

2 Types of Contracts

A
  1. Fixed-Price Contract
    $ doesn’t change
  2. Cost-Based Contract
    Tied to cost of key inputs/economic factors
28
Q

Activitie: first identify need
→assign a supplier
→approve spec/scope
→acknowledge receipt
→submit $$

A

Procure-to-Pay Cycle

  1. Ordering
  2. Follow-up & Expediting
  3. Receipt & Inspection
  4. Settlement & Payment
  5. Records Maintenance
29
Q

Trends in Supply Management

A
  1. Sustainable Supply
  2. Supply Chain Disruptions
    disaster/economic or political events/threat to rev/risk of outsourcing globally
30
Q

Spending of internal customers purchase from nonqualified suppliers & bypass established purchasing procedures

A

Maverick Spending

31
Q

A document that authorizes supplier to deliver G/S

A

PO
Purchase Order

32
Q

___ documents required service/ performing qualification/ outcome

Communicate needs

A

SOW
Statement of Work/
Scope of Work

供應鏈概論 | SCMT (9 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions