Lesson 1 Flashcards

1
Q

What is operations management

A

The planning, scheduling, and control of the activities that transform inputs into finished goods/services

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2
Q

What is supply chain management

A

The active management of supply chain activities and relationships in order to maximize customer value and achieve a sustainable competitive advantage

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3
Q

What is a supply chain

A

A network of manufacturers and service providers that work together to create products/services needed by end users

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4
Q

How are manufacturers and service providers linked

A

They are linked together through physical, information, and monetary flows

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5
Q

Upstream

A

Positioned earlier in supply chain

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6
Q

Downstream

A

Positioned later in supply chain

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7
Q

First-tier supplier

A

provides directly to firm

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8
Q

Second-tier supplier

A

provides to first-tier supplier

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9
Q

What does SCOR model stand for

A

Supply Chain Operations Reference model

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10
Q

What are the activities in the SCOR model

A

Planning activities, Sourcing activities, “Make” or production, Delivery activities, Return activities

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11
Q

Planning activities

A

seek to balance demand requirements against resources and communicate these plans to the various participants

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12
Q

Sourcing activities

A

include identifying, developing, and contracting with suppliers and scheduling the delivery of incoming goods/services

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13
Q

“Make” or production

A

activities which cover the actual production of a good/service

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14
Q

Delivery activities

A

everything from entering customers orders and determining delivery dates to storing and moving goods to their final destination

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15
Q

return activities

A

activities necessary to return and process defective/excess products/materials

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16
Q

Logistics

A

transport and storage solutions

17
Q

Operations

A

has a sense of immediacy (day-to-day)

18
Q

Strategy top-down model

A

Mission statement > Business strategy > Operations and supply chain strategies & Other functional strategies

19
Q

Mission statement

A

why an organization exists.
describes what is important to the organization, called core values, and identifies organization’s domain

20
Q

Strategy

A

mechanism by which a business cordinates its decisions regarding structural and infrastructural elements

21
Q

Business strategy

A

identifies a firm’s targeted customers and sets time frames and performance objectives for the business

22
Q

Core competency

A

an organizational strength or ability, developed over a long period, that customers find valuable and competitors find difficult/impossible to copy

23
Q

Functional strategy

A

translates business strategy into specific actions for functional areas.

24
Q

Structural decision categories

A

capacity, facilities, technology

25
Q

Infrastructural decision categories

A

organization, sourcing, planning and control

26
Q

Three primary objectives

A
  • help management choose right mix of structural and infrastructural elements
  • ensure choices are aligned with business strategy
  • support development of core competencies
27
Q

Four performance dimensions

A

Quality, time, flexibility, cost

28
Q

Quality performance dimension

A

Performance quality, Conformance quality, Reliability quality

29
Q

Time performance dimension

A

Delivery speed, Delivery reliability, Delivery window

30
Q

Flexibility performance dimension

A

Mix flexibility, Changeover flexibility, Volume flexibility

31
Q

Cost

A

Labor costs, Material costs, Engineering costs, Quality-related costs.