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SCM > Lesson 10 > Flashcards

Lesson 10 Flashcards

1
Q

why is grouping logistics into a single organization important?

A

because it would:
1. increase the likelihood of integration
2. improve knowledge of how operational changes impact performance in other areas

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2
Q

functional aggregation vs. comprehensive aggregation

A

FA = logistics are grouped into a single management

CA = strategic management of all forms of inventory management and storage for maximum benefit of the enterprise

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3
Q

what position are the 8 process owners in the process organization?

A
  1. demand planning
  2. customer relationship management
  3. order fulfillment/service delivery
  4. product/service development launch
  5. manufacturing customization
  6. supplier relationship collaboration
  7. life cycle support
  8. reverse logistics
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4
Q

what process owners do this process team belongs to?

Marketing, sales, logistics, manufacturing, finance, information technology

A

demand planning

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5
Q

what process owners do this process team belongs to?

Marketing, sales, logistics, information technology

A

customer relationship management

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6
Q

what process owners do this process team belongs to?

Sales, order processing, logistics, customer service, accounting

A

order fulfillment/service delivery

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7
Q

what process owners do this process team belongs to?

New product development, marketing, procurement, manufacturing, logistics

A

product/service development launch

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8
Q

what process owners do this process team belongs to?

Procurement, manufacturing, logistics

A

manufacturing customization

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9
Q

what process owners do this process team belongs to?

Procurement, manufacturing, information technology

A

supplier relationship collaboration

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10
Q

what process owners do this process team belongs to?

Procurement, logistics, customer service, finance

A

life cycle support

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11
Q

what process owners do this process team belongs to?

Logistics, customer service

A

reverse logistics

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12
Q

what are the 3 factors enabling the process structure?

A
  1. development of highly involved work environment with self-directed teams
  2. improved productivity results found in organizations that started managing process than functions
  3. ability to rapidly share accurate information
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13
Q

what are the challenges of managing from the process perspective?

A
  1. all efforts must be focused on value-added for the customer
  2. all skills necessary to complete work must be available to process owners
    - critical skills not shared can disrupt workflow and create “bottlenecks”
  3. work performed by process should stimulate “SYNERGISM” in the organization
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14
Q

what are the 5 barriers and in terms of what of the Process Integration?

A
  1. functional organization structure = department budgets
  2. measurement and reward system = functional performance
  3. inventory use = traditional positioning supports functional performance
  4. infocratic structure = information content and flow follow traditional functions
  5. limits to sharing knowledge = functional experts hoard power
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15
Q

what reflects an organizational gap in achieving end-to end integration in terms of Procurement & Manufacturing Integration and Distribution & Marketing Integration?

A

the great divide

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16
Q

where do the supply chain perspective places more emphasis?

A

external relationships

17
Q

what are the 3 essential concepts in understanding dependency?

A

risk, power, leadership

18
Q

for dependency, this pertains to the disproportionate work among channel members wherein the collaborative role of the member is based on this within a specific supply chain

A

risk

19
Q

this increase in retailer ___ over the last decade where powerful firms tending to link together into supply chain arrangements

A

power

20
Q

category dominance vs. brand power

A

power

21
Q

no dominant model for how firms gain _____ responsibility. greater commitment tot he relationship when leaders use rewards and expertise to exercise power

A

leadership

22
Q

what are the supply chain relationship classification based on acknowledged dependency and information sharing?

A

contract
outsource
administered
alliance
enterprise extension

23
Q

product/service procurement

A

contract

24
Q

function/process performance

A

outsource

25
Q

leader/follower engagement

A

administered

26
Q

voluntary integration

A

alliance

27
Q

act as one

A

enterprise extension

28
Q

acknowledged dependency and info sharing are limited to extensive

A

LIMITED > EXTENSIVE

contract > outsource > administered > alliance > enterprise extension

29
Q

what are the 3 steps for relationship management?

A

initiating > implementing > maintaining relationships

30
Q

alliances are often initiated by the ___ that was the Customer in the relaionship

A

firm

31
Q

in implementing relationships, partners should have:

A
  1. compatible cultures
  2. common strategic vision
  3. supportive operating philosophies
32
Q

in implementing relationships, start small to foster wins such as:

A
  1. acknowledge early wins
  2. to motivate key contacts
  3. to build confidence about alliance performance
33
Q

in implementing relationships, to implement the alliance in its simplest form:

A

fine tune arrangement when improvement will add substantial value

34
Q

what are the 3 key activities on maintaining relationships?

A
  1. Mutual strategic and operational goals.
  2. Two-way performance measurements.
  3. Formal and informal feedback mechanisms
35
Q

what are the 2 aspects of trust?

A

reliability and character

36
Q

this trust is grounded in perception of actual behavior and operating performance

A

reliability-based trust

37
Q

this trust is based on culture and philosophy

A

character-based trust

38
Q

what develops over time and repeated interactions among organizations?

A

trust

39
Q

Trust can be maintained by sharing ____ and ______ for key decisions.

A

explanations and business rationale

SCM (12 decks)

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