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2277 Global Supply Chain > FINAL EXAM REVIEW > Flashcards

FINAL EXAM REVIEW Flashcards

1
Q

SC Concept

A
  • view entire set of activities from raw material production to customer purchase to disposal as a linked chain of activities:
    1. Flow of materials
    2. Flow of information
    3. Fund transfer

3 phases: raw materials flow from supplier to man, processed by manufacturer, finished goods distributed

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2
Q

Growth in the SC Concept

A
  • originally it was very internal
  • companies today compete more on the basis of time & quality
  • growth in computer, tech, new approaches, global sourcing, closer rel’s w/ suppliers
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3
Q

SCM as a mgmt philosophy

A
  1. systems approach, viewing SC as a whole
  2. strategic orientation toward cooperative efforts for interfirm & intrafirm capabilities
  3. customer focus to create customer value
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4
Q

SCM as activities

A
  • integrated behaviour & processes
  • sharing info, risks, rewards
  • cooperation & partnerships
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5
Q

SCM as processes

A
  • processes focuses on meeting customer demands, firm is organized around these processes
  • CSR, CSM, demand mgmt, procurement, production
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6
Q

Distribution channels and importance of intermediaries in the DC

A

Manufacturer - agents or brokers - wholesaler - retail - customer
Intermediaries reduce the number of points of contact, streamlining the sc process

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7
Q

Matching Supply and Demand

A
  • Very difficult, uncertainty in supply & demand, changing customer requirements, decreasing product lifecycles, conflicting objectives w/in firm and the supply chain
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8
Q

Two Process Views of SC

A
  1. Cycle View - processes are divided into a series of cycles, specifies roles & responsibilities & desired outcome
  2. Push/Pull - push is performed in anticipation of cust. order
    pull - initiated by customer order
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9
Q

Evolution of Supply Chain Management

A
  1. Fragmentation
  2. Consolidation
  3. Integration
  4. Value Capture
  5. Automation
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10
Q

Logistics objectives

A
  1. Rapid response
  2. Minimum inv
  3. Minimum variance
  4. Movement consolidation
  5. Quality improvement
  6. Life cycle support
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11
Q

Manufacturing and retail supply chain

A

MANUF - supplier - godown - factory - DC - store
RETAIL - supplier - godown - central dc - rdc - customer
- Managing the supply chain is core to a retailer’s business
-retailing is assortment, product management

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12
Q

Retailer’s role in a SC

A

one of the important value additions a retailer does is moving the product from the point of origin (Manufacturer) or other source (Supplier) to the point of consumption (Customer).
- Retailers are the final business in a supply chain that links manufacturers to consumers
Retailers increase value by:
1. providing assortment,
2. breaking bulk,
3. holding inventory,
4. providing services.

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13
Q

Structure of retailing and SC around the world

A

US and EU are similar, India and China similar LOOK AT CHART

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14
Q

Factors which influenced the growth in international trade

A
  • reduction of trade barriers between countries and regions
  • agreements have allowed more open trading within regions
  • developing countries now participating
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15
Q

Measuring logistics performance

A

LPI - customs, infrastructure, logistics competence, international shipping, tracking and tracing and timeliness

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16
Q

Linear shipping connectivity index

A
  • measures countries access to container shipping services

- ex biggest ship, # of companies providing service, # of services, # of ships, twenty-foot equivalent

17
Q

Globalisation and glocalisation

A

Global - umbrella term for a complex series of economic, social, technological, cultural and political changes, which continue to take place throughout the world
Glocal - thinking on a global, world-market scale, but adapting to local wants as appropriate

18
Q

Globalisation of the manufacturing sector – trends

A
  • global comp
  • global sourcing
  • global access to - knowledge and - new tech
  • high levels of customer awareness
19
Q

Outsourcing and offshoring

A

Outsourcing - transferring mgmt & delivery of process to a third party
Offshoring - transferring specific processes to lower cost locations in other countries
- outsourcer can offshore

20
Q

Reasons why companies outsource

A
  • reduce costs (logistics, taxes, capital, direct & indirect)
  • share risk
  • learn from local suppliers
  • tariffs
21
Q

Supply Chain Integration

A
  • alignment and interlinking of business processes

- internal, backward, forward, forward & backward

22
Q

Supply Chain Strategies

A

taking a ‘bottom–up’ perspective of strategy allows us to see how logistics can contribute to the wider business unit and firm strategies
LEAN & AGILE
L - inventory kept at a minimum & replenished only when used
A - mass customization

23
Q

Taxonomy for selecting global supply chain strategies

A

Lean, Cont. Repl - d = P, LTS
Agile, Quick Resp - d = uP, LTS
Lean, planning & execution - d = P, LTL
Leagile - d =uP, LTL

24
Q

Characteristics of different transport modes

A
  • air, road, water, rail, pipeline
    road - fixed cost low, variable cost medium, favourable in speed, availability, dependability, and frequency but bad b/c limited capacity
    rail - fixed cost high, variable cost is low, good on speed, dependability and capacity
    air - fixed cost low, variable cost high, speed
    water - fixed cost medium, variable cost low, slow
25
Q

Defining and classifying logistics companies

A

Consignor - who sends consignment
Consignee - receives the consignment
Hauliers/trucking companies
Freight forwarders - arrange transportation for freight, arrange customs clearance
NVOCC - companies who consolidate smaller shipments from various consignees into full container loads which the NVOCC then takes responsibility for
Couriers
Integrators - FedEx

26
Q

Importance of procurement

A

Procurement is a strategic activity

27
Q

Managing value and risk (the Kraljic Matrix

A

Leverage items - high profit impact, low supply risk
Strategic items - high profit impact, low supply risk
Non-critical items - low profit impsct, low supply risk
Bottleneck items - low profit impact, high supply risk

28
Q

Importance of inventory management

A
  • invenotry is in all levels of supply chain - raw m, wip, finished good, in transit
  • inventory is expensive
  • without inventory one minor problem in the supply chain would result in a stoppage of the entire chain
29
Q

Objectives of Efficient Warehouse Operations

A
  1. Timely customer service
  2. Keep track of items so you can find them easily
  3. Minimise total effort & cost
  4. Provide communications links with customers
30
Q

Warehouse activities

A
  1. Receive
  2. Identify
  3. Dispatch
  4. Hold goods
  5. Pick goods
  6. Marshal
  7. Dispatch
  8. Operate info system
31
Q

Cube utilization and accessibility

A
  • CU is measure of how well space is utilized

Accessibility means being able to get at the goods wanted with a minimum amount of work.

32
Q

Locating stock - basic systems

A
  • Group functionally related items together
  • Group fast moving items together
  • Group physically similar items together
  • Locate working stock & reserve stock separately

2277 Global Supply Chain (2 decks)

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