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Global supply chain management > Final GSCM > Flashcards

Final GSCM Flashcards

1
Q

Drivers of sourcing relations

A

Specificity

Transaction costs

Contract duration

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2
Q

Specificity

A

Refers to how common the item is and, in a relative sense, how many substitutes might be available

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3
Q

Transaction costs

A

Costs associated with making a purchase: ordering, selecting, billing, price setting, etc.

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4
Q

Contract duration

A

Length of the relationship

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5
Q

Types of relationships

A

Strategic alliance

Spot purchase

Request for proposal

Reverse auction

Request for bid

Vendor managed inventory

Electronic catalog

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6
Q

Strategic alliance

A

Close relationship

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7
Q

Spot purchase

A

No relationship, market based

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8
Q

Request for proposal

A

Requirements are formulated and potential vendors prepare a detailed proposal how they intend to meet requirements, including a price

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9
Q

Reverse auction

A

Sellers compete (often electronically) to obtain business, and prices typically decrease over time, buyer specifies the item

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10
Q

Request for bid

A

Specification of item is given and price is the main or only factor in selecting

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11
Q

Vendor managed inventory

A

The supplier manages an item or group of items for a customer

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12
Q

Electronic catalog

A

Online purchasing

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13
Q

Bullwhip effect

A

The phenomenon that small fluctuations in demand at the customer end of the supply chain are amplified to extreme fluctuations at the supplier side of the supply chain.

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14
Q

Causes of the Bullwhip effect

A

Order synchronisation

Order batching

Trade promotion and forward buying

Reactive and over-reactive ordering

Shortage gaming

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15
Q

Order synchronization

A

Customers order on the same order cycle

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16
Q

Order batching

A

Retailers may be required to order in integer multiples of some batch size

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17
Q

Trade promotion and forward buying

A

Supplier gives retailer a temporary discount / retailer purchases enough to satisfy demand until the next trade promotion.

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18
Q

Reactive and over-reactive ordering

A

Each location forecasts demand to determine shifts in the demand process / responding to a ‘high’ demand observation.

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19
Q

Shortage gaming

A

To secure a better allocation, the retailers inflate their orders

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20
Q

Consequences of Bullwhip effect

A

Inefficient production or excessive inventory

Low utilization of the distribution channel

Necessity to have capacity far exceeding average demand

High transportation costs

Poor customer service due to stock outs

Excessive inventory among the supply chain

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21
Q

Social of triple bottom line

A

Pertains to fair and beneficial business practices toward labor, the community, and the region in which a firm conducts its business

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22
Q

Economic

A

The firm’s obligation to compensate shareholders who provide capital via competitive returns on investment

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23
Q

Environmental

A

The firm’s impact on the environment and society at large

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24
Q

Total Cost of Ownership (TCO)

A

Estimate of the cost of an item that includes all the costs related to the procurement and use of the item including disposing of the item after its useful life.

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25
Q

Acquisition costs

A

Purchase planning costs

Quality costs

Taxes

Purchase price

Financing costs

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26
Q

Ownership costs

A

Energy costs

Maintenance and repair

Financing

Supply chain/supply network costs

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27
Q

Post-ownership costs

A

Disposal

Environmental costs

Warranty costs

Product liability costs

Customer dissatisfaction costs

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28
Q

Logistics

A

Planning, controlling, and implementing the flow and storage of goods from origin to consumption

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29
Q

Functions of a warehouse

A

Storage

Sorting and picking

Transport

Operations

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30
Q

Factor rating method (qualitative data)

A

Possible locations are known

Use weights to assign importance of a factor

Weakness due to subjectivity of weights
Assignment of weight is subjective so the decision may change based on who does it

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31
Q

Cost-volume analysis (quantitative data)

A

To make an economic comparison of known locations

Determine fixed and variable costs for each location
Fixed costs (e.g. costs for a truck)
Variable costs (e.g. costs per product or costs per kilometer)

Graphically:
- plot cost for each location (y=costs, x=annual volumes
-select location with lowest cost for expected volume

32
Q

Centre-of-gravity method

A

Mathematical technique for finding the best location for a single warehouse

Method uses
Location of markets (retailers)
Volume of goods to be shipped to those markets

Costs directly proportional to distance and volume

Ideal location: minimizes weighted distance between warehouse and retailers

33
Q

Design of warehouses

A

Select systems
Forklift truck, automated vehicles, etc.

Sizing
How much storage capacity is needed?
Which height/width/depth is appropriate for the building?

Layout of the warehouses
Position various departments with respect to each other

Think of future expansion

34
Q

U layout is appropriate for:

A

Appropriate for regular warehousing activities

35
Q

I layout

A

Appropriate for high volume cross docking

36
Q

Cross-docking

A

Approach to split large shipments into small shipments for local delivery
low inventory cost

37
Q

Evaluation of layout design

A

Objective
Minimize the weighted distances between departments

The weighted distance is for example the distance from the middle of one area to the middle of another area multiplied with the amount of products that have to be transported between these areas

38
Q

Criteria for choosing transport type

A

Speed

Accessibility

Costs

Frequency

Risks

Capability

39
Q

Inventory cost =

A

Inventory cost =
quantity x value per unit x interest rate x time

40
Q

Theoretical minimum number of workstations (Nt)

A

Nt = sum of task times (T) / workstation cycle time ( C )

41
Q

Project

A

Unique product, one of a kind.

One or small number of products

High level of customisation

Consumer can give their preferences

42
Q

Jobbing

A

Small scale, one or a few customised identical outputs.

Dedicated to a few products using the same resources.

Low volume/ high variety products

43
Q

Batch

A

More standardized products, producing many identical items.

Same production line is used for multiple products

Advantage: economies of scale

44
Q

Mass/ line

A

Similar or identical items produced in high volumes.

Efficiency = important

45
Q

Continuous

A

Products are not countable (only measured in kg, l, m). Similar or identical products that flow through the process.

Produces in high volumes

Product (almost) never changes

Production (almost) never stops

46
Q

Layout

A

Physical arrangement or grouping of production resources

47
Q

Fixed position

A

End item remains in the same position while it being produced

48
Q

Functional

A

Production means are grouped according to function

49
Q

Cellular

A

Machines are grouped in order to optimize the movement of materials and to reduce the throughput time

50
Q

Product

A

The arrangement of resources follows the steps in which the end-time is produced

51
Q

Customer Order Decoupling Point (CODP)

A

Last major stockpoint in the goods flow

Point at which a customer gets involved in the production process

Deliveries to customers are made from here

52
Q

Internal lead time

A

Time before the customer gets involved

53
Q

Customer lead time

A

Time after the customer gets involved

54
Q

Make-to-stock firms

A

Serve customers from finished goods inventory

Essential issue: Balance the level of inventory against the level of customer service

Forecasting is a very important task

55
Q

Assemble-to-order firms

A

Combine a number of preassembled modules to meet a customer’s specifications

A primary task is to define a customer’s order in terms of alternative components

One capability required is a design that enables as much flexibility as possible in combining components

Manufacturing results in customer specific products, assembled in a similar way

Maintaining inventories of components is key issue

Forecasting at aggregate/component level

56
Q

Make-to-order firms

A

Make the customer’s product from raw materials and parts

Essential issue is to deliver on time, while keeping costs low through high capacity utilization

Catalogue products with small demand and specific customer details/specification

57
Q

Purchase-to-order firms

A

Will work with the customer and will start buying parts/products after an order has been placed

Companies wait for the customers to specify their wishes and start procuring after receiving an order

Products are very exclusive or specific and will not be kept in stock, but specification is more or less known

Customer is willing to wait

58
Q

Engineer-to-order firms

A

Will work with the customer to first design, then purchase raw material and finally make the product

Frequently, Design of the products requires novel solutions and a lot of engineering knowledge

Manufacturing might be relatively easier, but still complex: many suppliers, materials, and subcontractors

59
Q

Quality of design

A

Inherent value of the product

60
Q

Quality conformance

A

Degree to which the product/ service design specifications are met

61
Q

Quality performances

A

Performance

Features

Reliability

Durability

Serviceability

Aesthetics

Reputation

62
Q

Importance of quality internally

A

Decrease of cost, improved planning, reduce fire-fighting, better motivated personnel.

63
Q

Importance of quality externally

A

Satisfy customers, reputation of the company, product liability.

64
Q

Statistical process control

A

Involves testing a random sample of output from a process to determine whether the process is producing items within a preselected range.

65
Q

Process Capability Index shows

A

Shows how well the parts being produced fit into the range specified by the design specification

66
Q

Total quality management (TQM)

A

Managing the entire organization so that it excels on all dimensions of products and services that are important to the customer.

67
Q

Six sigma

A

A statistical term to describe the quality goal of no more than four defects out of every million units.

68
Q

Waste

A

Anything that does not add value from the customer’s perspective

69
Q

Muda

A

An activity that is wasteful and does not add value

70
Q

Mura

A

Unevenness

71
Q

Muri

A

Over-burden of resources

72
Q

The seven sources of waste

A

Transportation

Inventory

Motion

Wait

Over-processing

Over-production

Defect

73
Q

5S

A

Sort

Set in order

Shine

Standardised

Sustain

74
Q

Poka Yoke

A

Mistake proofing

75
Q

Andon: signalling

A

Communicating that there is an issue, Andon triggers problem solving

76
Q

Kaizen

A

Continuous improvement

Global supply chain management (3 decks)

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