M1ACh3 Flashcards

1
Q

How is customer service measured, and what are three basic attributes?

A

Customer service is measured by the delivery of a product to a customer at the time a customer specified.

  • Availability: SC allows high levels of this while keeping inventory and facility costs to a minimum
  • Operational performance: time needed to deliver a product
  • Customer satisfaction
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2
Q

What are six of the reasons misalignment gaps occur?

A
  • Change in market conditions (.com bubble)
  • Change in business direction (Prius)
  • A disruptive technology (Netflix online only)
  • Anticipated change in market (Zara styles)
  • Business combination or merger
  • Product life cycle changes
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3
Q

What is the process for aligning organizational strategies?

A

Market external environment analysis
Organizational strategy (overall mission and core competency)
Future direction Competitive priorities
Functional Area Strategies Capabilities (current, needed, planned)
(Finance, marketing, SC)
+ Continuous improvement loop to adjust company priorities of cost, quality, time, and price

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4
Q

When cutting costs to yield net gains at the bottom line, what is one thing to be mindful of?

A

Not to cut costs that cause greater spend in another area. View change holistically.

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5
Q

What four things are streamlined organizations adept at?

A
  • Identifying each partner and step in the supply chain
  • Identifying bottlenecks/problems in the supply chain
  • Identifying non-value added steps
  • Identifying processes that are interdependent
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6
Q

What are the three V’s of a supply chain strategy?

A

Visibility - all parties can see and react more quickly (automation)
Velocity - maximize speed of all transactions within a supply chain community
Variability - number of defects, time, yields, etc. Traditional offset is safety stock, demand variability caused by bullwhip

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7
Q

What are six metrics you can use to monitor supply chain performance?

A
  • Past performance
  • Future desired performance
  • Competitior’s performance
  • Industry average performance
  • World class or best in class performance
  • Oliver Wright supply chain excellence checklist
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8
Q

What are general supply chain capabilities based on? They are also the five elements of a supply chain.

A
  • Organizational design
  • Processes
  • Systems and technology
  • Human resources
  • Metrics
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9
Q

Name eight ways to reduce risk of misalignment or gaps in the supply chain.

A
  • Pursue cost efficiency and velocity but not at the expense of flexibility (TL + FCL only)
  • Multiple supply chains to each product
  • Watch trends at final consumer level
  • Watch trends in global markets
  • Design products for maximum flexibility
  • Evaluate complexity
  • Limit product and service offerings
  • Use influence to collaborate with partners vs. controlling them
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10
Q

What are four methods to maximize velocity in a supply chain?

A
  • More rapid mode of transport (if beneficial)
  • Reduce inventory idle time
  • Eliminate activities that don’t add value
  • Speed up demand and cash flow
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11
Q

What are five elements of planning and implementing a supply chain strategy?

A
  • Improving market knowledge
  • The Three V implementation (velocity, visibility, reduced variability)
  • Streamlining operations
  • Improving management of risk
  • Increasing sustainability
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12
Q

What five values should you manage for the customer?

A
  • Quality of product and service
  • Affordability (manage resources to create right price point)
  • Availability
  • Service (easy to repair)
  • Sustainability
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13
Q

The creation of an organizational structure to support the strategic business plans and goals of an enterprise. Given the mission and business strategy, the organization structure design provides the framework within which the business operational and management activities will be performed.

A

Organizational Design

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14
Q

1) A form of business ownership that is not organized as a separate legal entity, but entailing ownership by two or more persons.
2) A relationship built on trust, shared risk, and rewards aimed toward achieving a competitive advantage

A

Partnership

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15
Q

A measurement (usually a percentage) of the actual output to the standard output expected. Measures how well something is performing relative to existing standards.

A

Efficiency

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16
Q

1) Capability of a system to perform its expected function

2) Capability of a worker, machine, work center, plant, or organization to produce output by time period

A

Capacity

17
Q

Net income for the previous 12 months divided by total assets.

A

Return on Assets (ROA)

18
Q

A computer application that can find optimal inventory strategies and policies related to customer service and return on investment over several echelons of a supply chain.

A

Inventory optimization software

19
Q

An accounting classification useful for determining the amount of direct materials, direct labor, and allocated overhead associated with the products sold during a given period of time.

A

Cost of Goods Sold (COGS)

20
Q

A process of creating, producing, and delivering a good or service to the market. For a good [this] encompasses the raw material supplier, the manufacture and assembly of the good, and the distribution network. For a service, [this] consists of suppliers, support personnel and technology, the service ‘producer,’ and the distribution channel. May be controlled by a single business or a network of several business.

A

Value stream

21
Q

The functions within a company that add value to the goods or services that the organization sells to customers and for which it receives payment.

A

Value chain

22
Q

A relative measure of financial performance that provides a means for comparing various investments by calculating the profits returned during a specified time period. In the theory of constraints, [this] is calculated as throughput minus operating expense divided by investment.

A

Return on Investment (ROI)

23
Q

A lean production tool to visually understand the flow of materials from supplier to customer that includes the current process and flow as well as the value-added and non-value-added time of all the process steps. Used to lead to reduction of waste, decrease flow time, and make the process flow more efficient and effective.

A

Value stream mapping