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Scm 300 > Exam 2 > Flashcards

Exam 2 Flashcards

1
Q

Waiting line goals

A

Finding balance between long lines and idle paid staff

How many servers are required?

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2
Q

4 parts of waiting line

A

Customers
Servers
Waiting lines
Service facility

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3
Q

Infinite pool of customers

A

Odds of a customer coming in are the same as one walking out

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4
Q

Degrees of variability

A 
Prepared/unprepared customer
Big/small orders
High/low maintenance customer
cash/credit 
Arrival rates
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5
Q

Balking vs reneging

A

Balking- not getting in a line because it is too long

Reneging- waiting in line and then leaving

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6
Q

Finite pool of customers

A

Every customer in the store decreases the chance of another customer arriving

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7
Q

Jockeying

A

Line jumping

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8
Q

Priority discipline rules

A 
1st come 1st serve
Earliest due date
Emergencies
Reservations
Preemptive discipline- VIP lines
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9
Q

Integration

A

Bringing together groups that were separated to improve

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10
Q

Importance of integration

A

The only way for supply chain partners to achieve effectiveness efficiency and adaptibility

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11
Q

Requirement of integration

A

Coordination and communication from customer

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12
Q

Loser mentality

A

Allowing yourself to make mistakes

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13
Q

Pull system characteristics

A 
Low inventories
Demand driven system 
Flexible manufacturing
Closer ties with supplier
Forecasting miscalculations
Tough to sell 
Risky customer service rates
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14
Q

Push system characteristics

A 
High inventories
Low customisation-con
Shorter lead times-pro
Mistakes are okay
Forecasting miscalculations-con
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15
Q

Postponement

A

Combine push and pull, standardised manufacturing but customise the final assembly

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16
Q

Lean manufacturing

A

Production philosophy to meet customer demand and desires with minimal inventory levels and waste

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17
Q

Keys to clean manufacturing

A 
High performance quality 
Consistent quality
Quality at the source- employees inspecting
Continuous improvement
Poka yoke
Closer supplier ties
Small lot sizes
Work standards
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18
Q

Rocks and water analogy

A

Rocks are a capacity problem, water is the service supplier. Boat cannot move through rocks it water shrinks, but they try to eliminate those rocks instead of trying to float above rocks

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19
Q

Bullwhip effect

A

Constant demand levels but fluctuating supply levels

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20
Q

Causes of bullwhip effect

A 
Poor forecasting
Order batching
Price fluctuating 
Rationing- partial order 
Shortage gaming
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21
Q

Sales cycle problem

A

Customers can predict when an item will be on sale and only buy it when it is on sale

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22
Q

Order batching problem

A

Supplier thinks lower shipment orders are due to low demand not because companies are using leftover inventory

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23
Q

Rationing vs gaming

A

Rationing- retailer ordering less from supplier than demand

Gaming- retailer inflates order sizes to avoid shortage

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24
Q

5 methods for controlling bullwhip effect

A 
Everyday low pricing
Vendor management inventory systems
Information sharing
Strong supplier relationships
Lean manufacturing
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25
Q

8 supply chain processes

A 
Demand management 
Customer relationship management
Customer service management
Order fulfillment
Manufacturing flow management 
Product development
Returns management
Supplier relationship management
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26
Q

Global profit motivations

A

Reaching new customers
Manage risk of low sales in one market with another
Learn about new products, sale, and distribution options

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27
Q

Intellectual property

A

Work that is the result of creativity, to which one has the rights and may apply for a patent for

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28
Q

Contract manufacturing

A

Hiring another company to do the manufacturing for you

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29
Q

Near sourcing

A

Faster in delivery, go where labour costs are higher but save money on gas

Ex. Walmart moving from China to Mexico

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30
Q

Global brand strategy

A

Preparing for differences in packaging laws, environmental standards, retail systems, consumer tastes

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31
Q

Benefits of external partners

A

Speed- facilities ready in place
Expertise
Resource utilisation
Focus on core competencies

32
Q

Risks of external partners

A

Quality control
Intellectual property
Business practices
Loss of strategic flexibility- you give up some supply chain

33
Q

Manufacturing audits

A

A process where companies examine whether or not their manufacturing contracts abide by the rules

34
Q

Currency exchange considerations

A

Must decide between high risk/ high reward and low risk/low reward

35
Q

Infrastructure

A

Structures and equipment used for moving goods

36
Q

Customs trade partnership against terrorism

A

Put into place after 9/11
Background checks and documentation of anyone who handles the products
Data mining program

37
Q

Third party logistics company

A

An organisation that manages and executes a logistics function on behalf of another company

38
Q

Electronic manufacturing services industry

A

Companies that take on numerous supply chain responsibilities associated with the manufacturing of electronic items

39
Q

EMS advantages

A

Fast start
Strong start- quality control
Cost advantages
Flexibility

40
Q

Customs house broker

A

A contractor that helps a clients goods clear customs in a foreign country

41
Q

Freight forwarder

A

A contractor that helps companies organise the shipment of goods through the supply chain

42
Q

Incoterms

A

A series of commercial terms established by the ICC to facilitate communication in commercial transactions

43
Q

Commercial invoice

A

Summation of items being shipped, parties involved, cargo values and other info

44
Q

Bill of lading

A

Contract between shipper and carrier, receipt of goods, certificate of ownership

45
Q

Packing list

A

Describes all items in a box such as weight and dimensions

46
Q

Shippers export declaration

A

Document used by the Customsto track all items that are exported and types of exports

Required of cargo > $2500

47
Q

Validated export license

A

US government authorisation for controlled or policed items, drugs and agriculture

48
Q

Duty drawbacks

A

Utilised when an item is imported and re exported

Method of avoiding tariffs

49
Q

Free trade zone

A

Where acceptable items can enter country duty free, usually re exported

50
Q

Art of international commerce examples

A

Food- FDA approved
Textile- tariffs
Toy- safety standards

51
Q

4 retailing options

A

Brick and mortar
Online and e tailing
Bricks and clicks
Clicks and calls

52
Q

Ommi channel retailing

A

Fully provides the customer with information both online and in store ad to what products they have, prices

53
Q

Drop shippers

A

Manufacturers and whole sales sell directly to customers

54
Q

Collaborating,
Planning,
Forecasting,
Rescheduling

A

Effort by supply chain partners to share data to reduce supply chain costs

55
Q

Vendor managed inventory

A

Supplier controls inventory and accepts negotiated responsibilities such as monitoring and restocking

56
Q

Scan based trading

A

Retailers don’t pay vendors until customer buys product, the vendor owns product and retailers sell for the vendor

57
Q

Prototype stores

A

Series of stores that have a common design, construction and layout

58
Q

Elements of corporate social responsibility

A

Legal and ethical
Serves the community
Environmental sustainability

59
Q

Reasons for CSR

A

Avoid legal issues
Public relations
business risks- political, resource, population growth, climate change
Increased profits, Lower costs

60
Q

How SCM helps companies become socially responsible

A

Eliminate waste
Make life better for humans
Better organisational operations

61
Q

CSR issues to consider

A 
Money is important
Regional solutions
Innovation
Media and special interests
Impact on stakeholders
62
Q

CSR challenges

A

What’s the right thing to do?
Monitoring suppliers
Tracking outcomes in supply Chain

63
Q

Ethical issues in SCM

A 
Obeying laws
Ethical business partners
Treating suppliers well
Conflicts of interest
Breaches of data
64
Q

Global health issues

A 
Logistics challenges
Procurement challenges 
Operations challenges
SCM talent pool
No single solution
Lack of communication and coordination
Media and social media coverages
65
Q

4 tools for managing ethical supply chain

A

Continued education on ethics
Security in supply chain
Whistleblower program
Monitoring programs

66
Q

SA 8000

A

Certification that focuses on social responsibility in workplace

67
Q

Sustainability

A

Meeting needs of present and not compromising future generations meeting their needs

68
Q

ISO 14000

A

Certification for companies committed to sustainability at an organisational level

69
Q

Zara Ortega lesson

A

You need 5 fingers touching factory and 5 touching customer

70
Q

Zara 3 principles

A

Close the communication loop
Stick to a rhythm across chain
Leverage capital assets and increase flexibility

71
Q

Secret to Zara’s success

A

Sustains an environment that optimises entire supply chain instead of each step

72
Q

Humanitarian examples

A

Kenya and Malaria- people selling nets instead of using to protect themselves from malaria. They needed money for food

Clinton Gates-needed help paying for antiviral drugs, got them cheaper from Cipla, they were more expensive before to offset organisations that don’t pay bills

73
Q

Useless items

A

Giving huge winter coats to Haiti because they’ve been sitting on shelves

Giving drugs to people who don’t need them because they will expire soon

74
Q

Mandated spend

A

Benefactor says exactly how he wants you to use the items

75
Q

End of pipe solutions

A

Solutions to deal with outputs of supply chain, disposal

Cradle to grave design or cradle to cradle design

76
Q

Order of environmental burden

A

Reduce, reuse, recycle, landfill

Scm 300 (3 decks)

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