Finance Business Partnering - Supply Chain Flashcards

1
Q

What does supply chain management look at?

A

All activities from goods inwards to goods outwards

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2
Q

What is the goal of supply chain management?

A

To design and manage the supply chain process to be efficient and effective

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3
Q

How does good supply chain management create competitive advantage?

A

It creates customer value and increases the likelihood of a sale

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4
Q

What can an organization achieve by operating an effective supply chain process?

A

Cut costs and offer goods at a cheaper price than competitors

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5
Q

What are some benefits of a robust supply chain?

A

Higher quality, more reliability, less wasted time, lower frustration

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6
Q

What are the component parts of supply chain management?

A

Sourcing, production, and distribution

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7
Q

What is the role of the sourcing function in supply chain management?

A

Identify and buy inputs for production

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8
Q

What is another name for the production function?

A

Manufacturing or operations

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9
Q

What does the production function coordinate?

A

Activities involved in manufacturing products

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10
Q

What is a key focus of the production function?

A

Ensuring goods are made in the right quantities, at the right time, and to the expected quality

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11
Q

What is the responsibility of the distribution function?

A

Physical distribution of the product to the end user

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12
Q

What can efficient logistics operations achieve?

A

Reduce costs and impress customers

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13
Q

How can poor logistics management affect customers?

A

Lead to dissatisfaction even if the product is excellent

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14
Q

To whom can a company sell and deliver products?

A

Directly to consumers, retailers, or wholesalers

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15
Q

What tasks do distribution centres typically perform?

A
  • Hold manufactured products in storage
  • Execute order processing and fulfilment
  • Manage final deliveries
  • Manage item returns
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16
Q

Fill in the blank: The sourcing function works closely with ______ and production teams.

A

Research and development (R&D)

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17
Q

True or False: The production function aims to monitor product quality.

A

True

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18
Q

What is a primary consideration when identifying the right supplier?

A

Price must be low enough to achieve target profitability without jeopardizing quality

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19
Q

What does the production process require for efficiency?

A

Well-planned machinery and methods to produce desired products

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20
Q

What is essential for manufacturing operations regarding machinery?

A

Operate machinery close to full capacity to minimize idle time

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21
Q

What is a consequence of complex distribution chains?

A

They often cross countries or continents

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22
Q

What triggers the production process in a build to order system?

A

The receipt of a customer order

This process is used for customised or complex items that are not pre-manufactured.

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23
Q

What is an example of a build to order process?

A

An energy utilities company ordering wind turbines from a manufacturer

This illustrates how production starts only after an order is placed.

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24
Q

Why might a manufacturer avoid producing complex goods ahead of an order?

A

To avoid expending vast amounts of money without guaranteed sales

Producing ahead may not meet exact specifications for future orders.

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25
Q

What type of goods do customers expect to buy immediately?

A

Mass-market items

Examples include clothing, foodstuffs, small furniture, and electrical goods.

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26
Q

What is the importance of demand forecasting in supply chain management?

A

It helps ensure resources are in place to meet demand

Accurate forecasting prevents stock surpluses or deficits.

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27
Q

What are the consequences of producing too much stock?

A

Excess stock storage, discounting sales prices, and potential obsolescence

These issues negatively impact organisational performance.

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28
Q

What happens if an organisation produces too little stock?

A

Out of stock issues may arise, leading to customer dissatisfaction

Customers may choose to buy from competitors instead.

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29
Q

How does poor forecasting affect the supply chain?

A

It complicates supplier orders and can lead to increased costs

Predicting quantities is generally easier and cheaper than adjusting orders last minute.

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30
Q

What methods do organisations use to forecast demand?

A

Historical data, anticipated influences, customer research, expert opinions, and big data analysis

These methods help predict sales patterns over time.

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31
Q

True or False: Most organisations consider accurate forecasting unimportant.

A

False

Accurate forecasting is crucial for optimising performance.

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32
Q

Fill in the blank: Demand forecasting is an important part of _______.

A

[supply chain management]

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33
Q

Why do companies need to use suppliers?

A

Few companies have free access to all the inputs they require to develop and manufacture products.

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34
Q

What are common inputs sourced from suppliers?

A

Inputs include:
* Raw materials
* Component parts
* Machinery
* Equipment
* Services

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35
Q

What is a key consideration when selecting suppliers related to quantity?

A

Buying in large quantities can result in discounts and prevent inventory from running out.

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36
Q

What must organizations balance when deciding how much and how often to buy?

A

The costs of carrying a high level of inventory.

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37
Q

What is the importance of quality in supplier selection?

A

Goods purchased must be of an acceptable quality; suppliers must be approved and deliveries checked.

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38
Q

What is the primary focus in the purchasing process?

A

Minimising cost while ensuring the best overall value.

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39
Q

What does the delivery consideration involve?

A

The supplier’s ability to deliver consistently, on time, and at expected volumes.

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40
Q

What is the goal of developing seamless processes with suppliers?

A

To ensure goods flow into the production process in the right quantities when needed and to minimise waste.

41
Q

What is the economic order quantity (EOQ) model?

A

A model that minimises holding and ordering costs by determining the optimal order point and quantity.

42
Q

How does demand environment complexity affect inventory management?

A

The more dynamic the demand environment, the more difficult it is to manage order periods and quantities.

43
Q

What is the advantage of a partnership style approach to supplier relationships?

A

It can improve quality, reduce waste, reduce costs, and increase efficiency.

44
Q

What is the risk of using too few suppliers?

A

Becoming too dependent on a supplier, which can create issues if they have problems or increase prices.

45
Q

What is delegated sourcing?

A

When a chosen supplier obtains supply from other suppliers, introducing further risks in the supply chain.

46
Q

What is a key ethical consideration in selecting suppliers?

A

Choosing suppliers who operate on similar ethical and socially responsible bases as your organization.

47
Q

Why is corporate social responsibility important in supply chains?

A

Consumers expect organizations to demand high standards of corporate social responsibility from their supply chains.

48
Q

What is a recent trend in sourcing despite globalization?

A

A movement towards local sourcing.

49
Q

What are the benefits of local sourcing?

A

It creates jobs and prosperity in local regions and reduces environmental damage from transportation.

50
Q

What is the manufacturing process?

A

The manufacturing process transforms raw materials into final products.

51
Q

Can the entire manufacturing process for a product be performed in a single factory?

A

No, it may involve a network of factories and suppliers for components and final assembly.

52
Q

What needs to be done before manufacturing starts?

A

Design the production process, source machinery, lay out the production floor, and train staff.

53
Q

What is the role of the sourcing team in manufacturing?

A

Ensure that all materials, parts, or subassemblies are in inventory or ready for shipment.

54
Q

What does logistics management ensure in the production process?

A

The flow and storage of supplies needed to produce the goods.

55
Q

What are the three types of production?

A
  • Design to order
  • Build to order
  • Build to stock
56
Q

What is ‘Design to order’ production?

A

Relevant for complex products that need unique designs.

57
Q

What is ‘Build to order’ production?

A

Relevant for products that can be customized in the production stage.

58
Q

What is ‘Build to stock’ production?

A

Relevant for standardized products built in anticipation of orders.

59
Q

What is project manufacturing?

A

Involves dealing with one complex and unique product build at a time.

60
Q

What is batch production?

A

Production of a defined quantity of the same product on machines configured for it.

61
Q

What is mass production?

A

Involves a production line running for a long time on one product with high automation.

62
Q

What is continuous flow production?

A

Production that runs 24-7 to avoid starting and stopping, highly efficient and largely automated.

63
Q

What factors determine the choice of production technique?

A

Need for high volumes, variety, or heavy customization.

64
Q

Fill in the blank: ‘Build to order’ is relevant for a product that can be _______ in the production stage.

A

[customised]

65
Q

True or False: Mass production typically involves low levels of task automation.

A

False

66
Q

Fill in the blank: Continuous flow production works well for products that do not _______.

A

[change over time]

67
Q

What is an example of project manufacturing?

A

Building a passenger airplane for a specific airline.

68
Q

What is an example of batch production?

A

Production of high-end sneakers.

69
Q

What is an example of mass production?

A

Production of a type of food product in large quantities.

70
Q

What is an example of continuous flow production?

A

Gas refinery where production never stops.

71
Q

What is the primary goal of lean production?

A

To eliminate all forms of waste and non-value-adding activities from operations.

72
Q

What approach does lean production use to manage inputs?

A

Just-in-time approach.

73
Q

What are prevention costs?

A

Costs involved in preventing errors and defects from arising, such as investment in staff training.

74
Q

What are appraisal costs?

A

Costs involved in checking that the goods produced meet the required quality standards.

75
Q

What are internal failure costs?

A

Costs involved when goods are found not to meet quality standards, such as rework costs or lost revenue from discounted items.

76
Q

What are external failure costs?

A

Costs arising from selling substandard items, such as returns or damage to reputation.

77
Q

How can higher levels of investment in prevention and appraisal affect failure costs?

A

They reduce internal and external failure costs experienced further down the line.

78
Q

What advantages come from increasing quality?

A

Improved sales performance, enhanced reputation, and fewer returned items.

79
Q

What are some challenges associated with techniques to increase quality?

A

They can be expensive, require staff buy-in, and may lead to low motivation if standards are set too high.

80
Q

True or False: If quality is too high, organizations may need to increase selling prices to cover costs.

A

True.

81
Q

What must organizations do to get the quality of their offerings just right?

A

Listen very carefully to customer expectations.

82
Q

Fill in the blank: Lean production seeks to eliminate _____ and non-value-adding activities.

A

waste.

83
Q

List the four types of costs associated with quality.

A
  • Prevention costs
  • Appraisal costs
  • Internal failure costs
  • External failure costs
84
Q

What are key performance indicators (KPIs) important for?

A

Measuring performance within the supply chain

KPIs help organizations drive performance by monitoring relevant indicators.

85
Q

What should organizations identify to improve performance?

A

KPIs that matter to them

Organizations should measure and monitor these indicators to enhance future performance.

86
Q

What are the three categories of KPIs for sourcing, production, and delivery?

A
  1. Making the best use of available resources
  2. Quality measures
  3. Cash flow generation

Each category addresses specific aspects of performance management.

87
Q

What does persistent occurrence of spare capacity indicate?

A

Potential cost savings without affecting output

This suggests inefficiency in resource utilization.

88
Q

What does unscheduled downtime in production processes indicate?

A

A risk that output targets cannot be met

This may necessitate investment or expenditure to ensure reliability.

89
Q

What should a budget include regarding quality measures?

A

A target for tolerable quality failures

Tracking this target ensures production effort is not wasted on non-value adding goods.

90
Q

Why is it important to meet targets for delivery time?

A

To maintain customer loyalty

Delays can negatively impact customer satisfaction.

91
Q

What are the consequences of accidents arising from negligence?

A

Costs in compensation, legal claims, public perceptions, and staff morale

These accidents can also delay delivery of production output.

92
Q

What is essential for realizing the value an organization generates?

A

Net cash receipts reflecting the costs and value of goods or services

Monitoring cash flow is crucial for financial health.

93
Q

What should organizations monitor regarding inventory levels?

A

To avoid tying up money without delivering corresponding value

Excess inventory can hinder cash flow.

94
Q

What can early payments to suppliers create?

A

An unnecessary shortage of cash

It’s important to adhere to credit terms for financial stability.

95
Q

What is a potential issue with late payments from customers?

A

Costs to recover cash that do not increase profitability

Late payments can strain cash flow management.

96
Q

What are some suggested KPIs for efficiency?

A
  • Cost variances to budget or history of supplied parts and services
  • Percentage of inward deliveries on time (by supplier)
  • Percentage of production capacity being used
  • Production output volume as percentage of budgeted volume or current demand
  • Downtime of production facility
  • Cost per outward distribution channel

These KPIs help assess resource utilization and operational effectiveness.

97
Q

What are some suggested KPIs for quality?

A
  • Percentage of goods inwards returned back to supplier
  • Meeting target times for production
  • Meeting target rates for defective products in production
  • Occurrence of safety incidents
  • Number of delivery-related complaints
  • Returns of product from customers

These KPIs focus on minimizing non-value-adding efforts.

98
Q

What are some suggested KPIs for cash flow?

A
  • Inventory turnover
  • Payments to suppliers
  • Receivables turnover
  • Time from despatch to customer receipt, delivery speed

These KPIs help ensure cash remains available.