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DISTRIBUTION MANAGEMENT > DISTRIBUTION MANAGEMENT REVIEWER > Flashcards

DISTRIBUTION MANAGEMENT REVIEWER Flashcards

1
Q

Is the activity of both selling and delivering product and services from manufacturer to customers.

A

DISTRUBUTION

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2
Q

Is the administration of an organization, whether it is a business, a non-profit organization, or a government body.

A

MANAGEMENT

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3
Q

Is the process used to oversee the movement of goods from supplier to manufacturer to wholesaler or retailer and finally to end consumer.

A

DISTRIBUTION MANAGEMENT

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4
Q

Serves the primary function of ensuring the product or service is available to the consumer within an arm’s length of his/her desire.

A

DISTRIBURTION MANAGEMENT

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5
Q

It makes sure that the product of service is available to the consumer.
* When they want
* Where they want
* How they want

A

DISTRIBUTION MANAGEMENT

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6
Q

It provides “time”, “place”, and “possession” utility to the consumer

A

DISTRIBUTION MANAGEMENT

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7
Q

Involves the management of order processing, inventory, transportation, and the combination of warehousing, materials handling, and packaging, all integrated throughout a network of facilities.

A

LOGISTICS

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8
Q

Refers to the responsibility to design and administer systems to control movement and geographical positioning of raw materials, work-in-process, and finished inventories at the lowest total cost.

A

LOGISTICS

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9
Q

are made of a variation of computer-controlled systems that automatically place and retrieve loads from set storage locations in a facility with precision, accuracy and speed.

A

AUTOMATED STORAGE AND RETRIEVEL SYSTEM (ASRS)

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10
Q

Is responsible for the overall logistics of a base or a program, in order to meet the operational and technical needs of a particular mission. He/she is also responsible for the material environment of expatriate teams.

A

LOGISTICS SPECIALIST

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11
Q

Give me 6 elements in logistics value proposition

A

> Service benefits
Availability
Operational Performance
Service Reliability
Cost Minimization
Logistics Value Generation

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12
Q

It is the order processing; dedicated communications can be maintained on a real time basis between a customer and a supplier’s logistical operation.

A

Service Benefits

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13
Q

It involves having inventory to consistently meet customer material or product requirements.

A

Availability

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14
Q

-It deals with the time required to deliver a customer’s order
-Operational performance involves delivery speed and consistency
-It is concerned with how a form handles all aspects of customer requirements, including service failure, on day-in and day-out basis.

A

Operational Performance

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15
Q

It involves the quality attributes of logistics to continuously meet customers’ expectations.

A

Service Reliability

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16
Q

It is a cost that includes all the expenditures to perform logistical requirements.
*Lewis, Culliton, and Steel conceptualized the total cost logistics model. It illustrates an electronics parts distribution strategy wherein the high variable cost of direct factory-to-customer transport.

A

Cost Minimization

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17
Q

It is the key to achieve logistical leadership to master the art of matching operating competency and commitment to key customer expectations and requirements.

A

Logistic Value Generation

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18
Q

CREATION AND BASIC LOGISTICAL PERFORMANCE IN MEASURED IN TERMS OF:

A

 Availability
 Operational Performance
 Service Reliability

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19
Q

It is the interrelation of functions that challenges the successful implementation of integrated logistical management.

A

THE WORK OF LOGISTICS

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20
Q

5 areas of logistical work

A

> ORDER PROCESSING
INVENTORY
TRANSPORTATION
WAREHOUSING MATERIALS HANDLING, AND PACKAGING
FACILITY NETWORK

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21
Q

 It is the proper processing and handling of orders.
 This is the primary important part of logistics work.
 In most supply chains, customer requirements are transmitted in the form of orders. The processing of these orders involves all aspects of managing customer requirements, including initial order receipt, delivery invoicing, and collection.

A

ORDER PROCESSING

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22
Q

-It is a complete list of items such as property, goods in stock, or the contents of a building, etc.,
-Objective:
* Is to achieve desired customer service with the minimum inventory commitment.

A

INVENTORY

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23
Q

5 Aspects of selective inventory development

A

> Core Customer Segmentation
Product Profitability
Transportation Integrated
Time-based Performance
Competitive Performance

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24
Q

is named after Italian economist Vilfredo Pareto, who in 1906 observed that 80% of land in Italy was owned by 20% of the population. He expressed this surprising observation in a mathematical formula that is now commonly known as the 80/20 rule.

A

Pareto Principle

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25
Q

It focuses on a highly profitable customers constitute the core market of every enterprise inventory strategies need to focus

A
  • Core Customer Segmentation
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26
Q
  • Most enterprise experience a substantial variance in the volume and profitability across product lines.
  • If no restrictions are applied, a firm may find that less that 20 percent of all products marketed account for more than 80 percent of total profit.
A
  • Product Profitability
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27
Q

 It is the operational area of logistics that geographically moves ad positions inventory.

A

 TRANSPORTATION

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28
Q

 A private fleet of equipment may be operated.
 Contracts may be arranged with dedicated transport specialists.
 An enterprise may engage the services of a wide variety of carriers that provide different transportation services as needed on a per shipment basis

A

-THREE BASIC WAYS OF TRASPORTATION-

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29
Q

5 kind of transportation

A
  • Rail
  • Water
  • Air
  • Pipeline
  • Lands
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30
Q

Once everything is loaded, close the doors and put on our security seal. The seal will be inspected regularly at every stage of its journey to see that it has not been tampered with will stay in place unless customs wants to take a look, in which case they will replace it with a customs seal.

A

THE SECURITY SEAL

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31
Q

is an air transport documents used in air freight shipments.

A

AIR WAY BILL

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32
Q

A forwarder, or forwarding agent, also known as a non-vessel operating common carrier (NVOCC), is a person or company that organizes shipments for individuals or corporations to get goods from the manufacturer or producer to a market, customer or final point of distribution

A

FRIEGHT FORWARDER

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33
Q

is a document used to acknowledge the receipt of a shipment of goods via sea freight

A

BILL OF LANDING

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34
Q

 Is one of the basic shipping export documents, providing accurate information for the cargo dimensions, container, seal and loading location

A

PACKING LIST

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35
Q

 is declaration from the shipper with shipping date, proper commodity classification, shipping company, intermediary and ultimate consignee

A

EXPORT DECLARATION

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36
Q

WHAT ARE THE THREE FUNCTIONAL AREAS OF LOGISTICS?

A

 Order Processing
 Inventory
 Transportation

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37
Q
  1. It serves to protect the product during the logistical process.
  2. The master carton facilities ease of handling, by creating one large package rather that a multitude of small individual products.
A

TWO IMPORTANT FEATURES IN HANDLING PRODUCTS

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38
Q

COMMON TYPES OF FORK LIFTS

A
  • Straight Mast
  • Rough Terrain
  • Telehandler
  • Stacker
  • Order Pricker
  • Turret Truck
  • Reach Type Outrigger
  • Forklifts
  • Boom Aerial Lifts
  • Scissor Lifts
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39
Q

 is a flat transport structure, which supports goods in a stable fashion while being lifted by a forklift, a pallet jack, a front loader, a jacking device, or an erect crane.
 is the structural foundation of a unit load, which allows handling and storage efficiencies.

A

pallets

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40
Q

RACKING TYPES THAT USE: LAST IN FIRST OUT (LIFO)

A
  • Push Back or Gravity Flow
  • Double-Deep
  • Triple-Deep
  • Drive-In
  • Gravity Racking (normally LIFO but can be FIFO with some set ups)
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41
Q

WAREHOUSING SYSTEM USE

A

 Last In First Out (LIFO) = First In Last Out (FILO)
 Last In Last Out (LILO) = First in First Out (FIFO)

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42
Q

 is a primary responsibility of logistical management. It creates a structure from which logistical operations are performed.
 Example: manufacturing plants, warehouses, cross dock operations, and retail stores

A

FACILITY NETWORK DESIGN

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43
Q

 The internal operational scope of integrated logistics operations, the information from and about customers flow through the enterprise in the form of sales activity, forecasts, and orders.

A

LOGISTICAL OPERATIONS

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44
Q

 The operational management of logistics is concerned with movement and storage of inventory in the form of materials, work-in-process, and finished products delivered to a customer.

A

INVENTORY RAW

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45
Q

 The movement of finished product to customers is customer accommodation. The customer’s ship-to location represents the final destination.

A

CUSTOMER ACCOMMODATION

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46
Q

 The area of manufacturing support concentrates on managing work-in-process inventory as it flows between stages of manufacturing. The primary logistical responsibility in manufacturing is to participate in formulating a master production schedule and to arrange for its implementation by timely availability of materials, component parts, and work-in-process inventory.

A

MANUFACTURING SUPPORT

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47
Q

 The area of procurement is concerned with purchasing and arranging inbound movement of materials, parts, and/or finished inventory from suppliers into manufacturing or assembly plants, warehouses, or retail stores.

A

PROCUREMENT

48
Q

 Identifies specific locations within a logical system that have requirements.
 Two Logistical Information Major Components
- Planning/Coordination
- Operations

A

IMFORMATION FLOW

49
Q

Two Common Characteristics:
1. They are designed to manage inventory
2. The range of logistics alternative is limited by available technology

A

LOGISTICAL OPERATING ARRANGEMENTS

50
Q

Three widely utilized structures are:

A
  1. Echelon
  2. Direct
  3. Combined
51
Q

 It means that the flow of products typically proceeds through a common arrangement of firms and facilities as it moves from origin to final destination.
 It utilize warehouses to create inventory assortments and achieve consolidation economies associated with large-volume transportation shipments.

A

ECHELON

52
Q

 In contrast to inventory echeloning are logistical systems designed to ship products direct to customer’s destination from one or a limited number of centrally located inventories.

A

DIRECT

53
Q

 The ideal logistical arrangement is a situation wherein the inherent benefits of echeloned and direct logistics structures are combined

A

-COMBINED-

54
Q

 Flexible operations are preplanned contingency strategies to prevent logistical failures

A

FLEXIBLE STRUCTURE

55
Q

the customer-specified delivery facility might be near a point of equal logistics cost or equal delivery time from two different logistics facilities.

A

FIRST

56
Q

situation justifying flexible distribution is when the size of a customer’s order creates an opportunity to improve logistical efficiency if serviced through an alternative channel arrangement

A

SECOND

57
Q

flexible operation may result from a selective inventory stocking strategy. The cost and risk associated with stocking inventory require careful analysis to determine which items to place in each warehouse.

A

THIRD TYPE

58
Q

flexible operations results from agreement between firms to move selected shipments outside the established echeloned or direct logistics arrangements.

A

FOURTH TYPE

59
Q

Process of precisely coordinating or matching two or more activities, devices, or processes in time.

A

GENERAL

60
Q

Process of making two or more data storage devices or programs (in the same or different computers) having exactly the same information at a given time.

A

COMPUTING

61
Q

 The performance cycle represents the elements of work necessary to complete the logistics related to customer accommodation, manufacturing, or procurement. It consist of specific work ranging from identification of requirements to product delivery.

A

PERFORMANCE CYCLE STRUCTURE

62
Q

 The major objective of logistics in all operating areas is to reduce performance cycle uncertainty. The dilemma is that the structure of the performance cycle itself, operating conditions, and the quality of logistical operations all randomly introduce operational variance
 To the achieve the planned time performance.

A

LOGISTICAL PERFORMANCE UNCERTAINTY

63
Q

is to support procurement, manufacturing, and customer accommodation operational requirements.

A

GOAL OF LOGISTICS

64
Q

are more basic than products or services

A

Customer needs and requirements

65
Q

have different needs and requirements.

A

Different customers

66
Q

become meaningful only when available and positioned from the customers perspective, which is the focus of logistics strategy

A

Products and services

67
Q

is secondary to profit.

A

VOLUME

68
Q

 It has historically been used to distinguish between two types of end users.

A

CUSTOMER ACCOMMODATION

69
Q

companies are generally oriented toward short termed interaction with their customers.

A

TRANSACTIONAL MARKETING

70
Q

focuses on the development of long term relations with the key supply chain participants such as consumers, intermediate customers.

A

RELATIONSHIP MARKETING

71
Q

 The fundamental attributes of basic customer service

A

CUSTOMER SERVICE

72
Q
  • Stockout Frequency (no product available)
  • Fill Rate (impact of stockout overtime)
  • Orders Shipped Complete
A

Availability

73
Q
  • Speed (elapsed time, from order to delivery)
  • Consistency (cycle time of completion)
  • Flexibility (ability to accommodate special situation)
  • Malfunction Recovery (service breakdown)
A

Operational Performance

74
Q
  • The Perfect Order (to do everything right)
  • Basic Service Platform (commitment level)
A

Service Reliability

75
Q

Evolution of Management Thought

A

CUSTOMER SUCCESS

76
Q

 A network of organizations, people, activities, information, and resources involved in handling or distributing and moving a product or service from the supplier to the customer

A

SUPPLY CHAIN

77
Q

 A network between a company and its suppliers to produce and distribute a specific product to the final buyer; it includes different activities, people, entities, information, and resources.

A

SUPPLY CHAIN

78
Q

 the management of the flow of goods and services and includes all processes that transform raw materials into final products

A

SUPPLY CHAIN MANAGEMENT (SCM)

79
Q

 What raw materials will be needed, how many of them and when

A

SUPPLIER

80
Q

 What is the most optimal way to distribute products considering available resources

A

MANUFACTURING

81
Q

 What is the fastest way to deliver products considering weather conditions, traffic, other constrains.

A

DISTRIBUTION

82
Q

 What demand for a certain product to expect; how to deliver the best buyer experience

A

CUSTOMER

83
Q

 is defined as an integrated manufacturing process, wherein the Supplier supplies raw materials or semi finished goods to the manufacturer and are manufactured or assembled into final products, and then the finished goods are sent to the wholesaler, to retailer and finally delivered to customers

A

TRADITIONAL SUPPLY CHAIN

84
Q

 is a complicated network of resources, producers, warehouses, and retailers that signal the various steps it takes to get a product to market.

A

MODERN SUPPLY CHAIN

85
Q
  • Is the ratio of time inventory sits idle in comparison to the amount of time it is being productively moved to a desired location in the supply chain.
A

DWELL TIME

86
Q

are a department or individual within the same organization as the logistics service provider.

A

INTERNAL USERS

87
Q

are the beneficiaries in the communities that the organization serves

A

EXTERNAL USERS

88
Q

 Lead time is the time between placing an order and receiving the goods or service.
 In disaster/emergency relief situations, timing of delivery can have a serious impact on the relief operation and on the beneficiaries.

A

DELIVERY LEAD TIME

89
Q

 Key Performance Indicators (KPIs) are quantifiable measurements of performance for key activities managed by organization or team.
 These include all the activities that are needed to keep an operation functioning on an ongoing basis.

A

KEY PERFORMANCE INDICATORS (KPIs)

90
Q

Anything the organization choses to measure is a metric.

A

 Identified Metric

91
Q
  • The ongoing value is the running value of the defied metric when is measured at any given moment.
A

 Ongoing Value

92
Q

The target value is the minimum or maximum desirable value for the identified metric

A

TARGET VALUE

93
Q

The unit of modality of measurement and organization chooses to view and track an activity.

A

UNIT OF MEASURE

94
Q

– a flat number that indicates a target number

A

NUMERICAL

95
Q

– a measurement of an activity as a percent of a whole.

A

PERCENT

96
Q

a measurement of activity referenced against another number

A

RATE

97
Q

will establish a time frame, indicators, persons responsible, and costs of each activity, and should be shared with all persons involved.

A

ACTION PLAN

98
Q

Orders received on or before the date requested

A

ON-TIME

99
Q

Orders are complete in quantity

A

IN-FULL

100
Q

Orders are complete with proper documentation, labelling, and without damage to items or packaging

A

ERROR-FREE

101
Q

 It is important to create a reporting system that will follow the progress of strategic plans, and give feedback on activities of a specific location over a specific time frame

A

-LOGISTICS REPORT-

102
Q

is the continuous process of gathering logistics and program information to measure against previous base-line indicators that are aligned to the goals and objectives of a program.

A

MONITORING

103
Q

is the continuous measurement process of the quality of the output a logistics function or service provides to analyze progress towards meeting established objectives and goals.

A

EVALUATION

104
Q

the ability to disseminate information on the number of orders issued.

A

ORDER INFORMATION

105
Q

is the satisfactory delivery of a logistics service that enables the end user to fulfil the intended purpose of the request

A

EFFICIENCY

106
Q
  • focuses on reducing the total cost of logistics rather than the cost of each activity
A

TOTAL COST

107
Q

the total cost that a company experiences while holding inventory

A

INVENTORY COST

108
Q

insurance and taxes

A

inventory service costs

109
Q

leasing costs or land rates.

A

storage space costs

110
Q
  • costs related to pilferage, the risk of goods being kept so long that they become obsolete, the risk of damage.
A

inventory risk costs

111
Q

the cost of storing - labor, asset/item depreciation, and other overheads.

A

carrying cost

112
Q
  • the difference between the value a customer attributes to a product or service and the cost of acquiring the item
A
  • Inventory Value
113
Q

include those costs incurred for issuing and closing orders, the related handling costs, and the associated communications costs

A
  • Order management costs
114
Q

covers the cost of disposing of item packaging, disposing of spoiled, expired, recalled or damaged relief items, or of disposing of damaged, unserviceable equipment.

A
  • cost of waste
115
Q

is used to monitor the quality of the logistics performance by assessing the level of compliance with organizational guidelines and procedures.

A
  • logistics evaluation tool

DISTRIBUTION MANAGEMENT (1 decks)

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