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SCM > Midterms > Flashcards

Midterms Flashcards

1
Q

set of processes used to effectively and efficiently integrate suppliers, manufacturers, distribution centers, distributions, and retaillers

A

Supply Chain Management

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2
Q

it also includes coordination and collaboration with channel partners, which can be suppliers, customers

A

Supply Chain according to Supply Chain Management Professionals

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3
Q

Provides combination of Product, service or solution to end customer

A

Common Definition of SCM

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4
Q

Designing, planning, executing, or measuring activities related to:
- Sourcing
- Procurement
- Manufacturing
- Integrated Operations Planning

A

SCM and Logistics

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4
Q

Use product in additional process or product

A

Customer

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5
Q

Residential homes that consume food and use appliances

A

Consumers

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6
Q
  • Reduced operating cost
  • Increased revenue
  • Asset Utilization
A

Supply chain Value Adds

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7
Q

Supply Chain Application

Involving suppliers, manufacturers, distributors, and retailers for consumer products

A

Product

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8
Q

Supply Chain Applications:

For items that are being heavily promoted such as end-aisle tasting displays in wholesale clubs.

A

Promotional

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9
Q

Supply Chain Applications:

Moves bulk products such as grains, metals, and chemicals. In many cases, these materials are relatively low value

A

Bulk material

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10
Q

Supply Chain Applications:

Applies supply chain principles to talent management, where individual talent represents that products that are moved through the supply chain with the value-added process being training and education.

A

Talent

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11
Q

Supply chain Applications:

Addresses the increasing volume of product that is sold online from manufacturers or distributors directly consumers.

A

Business to consumer (B2C)

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12
Q

Supply chain Applications:

Handles product returns for recycling of products, components, reprocessing, and packaging.

A

Recycling

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13
Q

Supply chain Applications:

Provides facility resources for information-based supply chains, such as servers farms for cloud or social media applications.

A

Resource

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14
Q

Supply chain Applications:

Provides and sequences the equipment and the building suppliers for construction

A

Construction

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15
Q

Supply chain Applications:

Recovers material that has reached its useful life in the field.

A

Recovery

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16
Q

Supply chain Applications:

Provides post-event support for disaster recovery, This includes bringing in equipment for recovery, food and medical care items, and commodities to support reconstruction.

A

Humanitarian

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17
Q

Supply chain Applications:

Sources and delivers from multiple regions around the world

A

Global

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18
Q

Supply chain Applications:

Facilitates the handling and delivery of heavy equipment, such as agricultural, construction, or military equipment

A

Durables

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19
Q

Supply chain Applications:

Moves agricultural product from the farm to the commodity elevator or processing plant.

A

Agricultural Commodity

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20
Q

Supply chain Applications:

Rapidly introduces new product to the market, this is typically a responsive supply chain that is defined to bring new product variation to market or to have souvenirs such as for movies, athletics events

A

Innovative

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21
Q

Supply chain Applications:

Specialized requirements include the ability to provide chains for range of products

A

Military

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22
Q

Supply chain Applications:

Supports the very precise demands for completing.

A

Clinical trials

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23
Q

Assessment of demand and strategic design to achieve maximum responsiveness to customer requirements

A

Demand Planning Responsiveness

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24
Q

Development and administration of relationships with customers to facilitate strategic information sharing joint planning and integrated operations

A

Customer Relationship Collaboration

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25
Q

Ability to execute superior and sustainable order-to-delivery performance

A

Order Fulfillment & Service Delivery

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26
Q

Participation in production/service development and lean launch

A

Product/Service Development Launch

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27
Q

Support of manufacturing strategy and facilitation of postponement

A

Manufacturing Customization

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28
Q

Development and administration of relationships with suppliers to facilitate strategic information sharing, join planning and integrated operations

A

Supplier Relationship Collaboration

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29
Q

Repair and support of products during their life cylce

A

Life Cycle Support

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30
Q

Return and disposition of inventories in a cost effective, secure and responsible manner

A

Reverse Logistics

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31
Q

Achieving a high degree of cooperative behavior requires

A

Information sharing paradigm

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32
Q

Commitment to focusing collaborative arrangements on planning joint operations

A

Process specialization paradigm

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33
Q
  • Transportation specialists
  • Warehousing specialist
A

Integrated Service Providers

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34
Q
  • Environmentally friendly raw materials
  • Substitution of environmentally questionable materials.
  • Taking environmental criteria into consideration
  • Environmental design considerations
A

Green Supply Chain Management Practices

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35
Q
  • Firms Can be Fast Alone, The Goal is Supply Chain Synchronization
  • “Hurry up and wait.”
A

Integrated Supply Chain Management

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36
Q
  • Synchronized Operating Environment
  • Cycle time compression 10x
  • Point in time performance
A

World Class Supply Chain

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37
Q

Discuss how firms employ supply chain competencies to create competitive advantage

A

Supply Chain Value Adds

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38
Q

Configure in a customer relevant way while simultaneously increasing quality, productivity and operational excellence.

  • Service Excellence —> Effectiveness
  • Cost Minimization and Avoidance —> Efficiency
  • Value Generation —> Relevancy
  • Continuous Improvement —> Sustainability
A

Supply Chain Value Proposition

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39
Q
  • Anticipatory (Push)
  • Responsive (Pull or demand driven)
A

Responsiveness

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40
Q
  • Pushed based on forecast
  • Essential work is completed prior to experience demand
A

Anticipatory Business Model (“Push”)

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41
Q
  • Seeks to reduce or eliminate reliance on forecast
  • Employs joint planning with supply chain partners
A

Responsive Business Model (“Pull”)

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42
Q

Needs for publicly held firms to delivery quarterly profits, which motivates them to push products to customers

A

Systems

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43
Q

Globalization Opportunities and Differences

A

Globalization

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44
Q

90% of global demand is not fully satisfied by local supply

A

Demand exceeds local supply

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45
Q

Identify and matching the sources of raw materials and components to manufacturers and distributors

A

Strategic Sourcing

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46
Q

Moving manufacturing and distribution operations to countries with favorable labor costs and tax laws.

A

Offshoring

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47
Q

Distance of typical order-to-delivery operations

A

Significant difference for global logistics

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48
Q

Logistics should be managed as an integrated effort to achieve customer satisfaction at the lowest total cost

A

Logistics Value Proposition

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49
Q

Service benefits, Cost benefits, Value generation

A

Logistics Value Proposition

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50
Q

The more significant the service failure impact upon a customer’s business, the greater priority placed on error-free logistical performance

A

Logistics Service Benefits

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51
Q

Having inventory meet customer requirements

A

Availability

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52
Q

Time required to deliver an order

A

Operational Performance

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53
Q

Quality of performance, how consistent

A

Service Reliability

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54
Q

Key to achieving logistical leadership is to master the art of matching operating competency and commitment to key customer expectations

A

Logistics Value Generation

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55
Q

Gives emphasis on accuracy, work balancing, forecasting and communication

A

Order Processing

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56
Q

Core customer segmentation, product profitability, and transportation integration

A

Inventory

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57
Q

integrated nature, integral part of other areas, forward facing logistics

A

Warehousing, materials handling, and packaging

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58
Q
  • Number of Facilities,
  • Location
  • Ownership arrangement
A

Facility network design

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59
Q

The operational management of logistics is concerned with movement and storage of inventory in the form of materials, work-in-progress, and finished products

A

Inventory Flow

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60
Q

Flow of components and product from the raw material provider to the consumer

A

Facility Network Design

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61
Q

Achieve logistical integration within a supply chain context, six operational objectives must be simultaneously achieved:
- Responsiveness
- Variance Reduction
- Inventory Reduction
- Shipment consolidation
- Quality
- Life Cycle Support

A

Logistical Integration Objectives

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62
Q

Logistical Integration Objectives:

A firm’s ability to satisfy customer requirements in a timely manner. Importance of information technology

A

Responsiveness

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63
Q

Logistical Integration Objectives:

Common solutions to safeguard against variance include additional inventory and/or expedited transpotation

A

Variance Reduction

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64
Q

Logistical Integration Objectives:

Control of asset commitment and turnover

A

Inventory Reduction

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65
Q

Logistical Integration Objectives:

  • Transportation cost is the most significant logistical expenditure
  • Transportation cost is directly related to product type, size of shipment, and distance traveled.
A

Shipment Consolidation

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66
Q

Logistical Integration Objectives:

  • Focus on continuous quality improvement
  • Total Quality Management (TQM)
A

Quality

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67
Q

Logistical Integration Objectives:

Few products are sold without some guarantee the product will perform as advertised

A

Life Cycle Support

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68
Q

Logistical Operating Arrangement:

The potential for logistical services to favorably impact customer experience is directly related to operating system design

A

Balance of Performance, Cost, and Flexibility

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69
Q

Logistical Operating Arrangement:

Flow of product typically proceeding through an established arrangement of firm as it moves from origin to final destination
- Use of warehouse

A

Echelon

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70
Q

Logistical Operating Arrangement:

Systems designed to ship product direct to the customers destination from one or a limited number of centrally located inventories

A

Direct

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71
Q

Logistical Operating Arrangement:

Ideal logistical arrangement, wherein the inherent benefits of echelon and direct logistics structures are combined.

A

Combined

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72
Q

Logistical Operating Arrangement:

Preplanned contingency strategies to prevent logistical failures, typically on the importance of meeting the needs of a specific customer

A

Flexible

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73
Q
  • Multi-firm operational integration across a supply chain.
  • Seeks to coordinate flow of materials, products, and information between supply chain partners to reduce duplication and redundancy
A

Supply Chain Synchronization

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74
Q

Represents the elements of work necessary to complete the logistics related to customer accommodation, manufacturing, or procurement

A

Logistics Performance Cycle Structure

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75
Q

Input = Demand

Output = Level of Performance

A

Logistics Performance Cycle Structure

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76
Q

A major objectives of logistics in all operating areas is to reduce ___________

A

Performance Cycle Uncertainty

77
Q

Logistics is the process that links supply chain participants into integrated operations

A

Logistics Summary

78
Q
  • End user of product in consumer market
  • customer company in business market
A

Customer from the perspective of the total supply chain

79
Q

Intermediate customer organizations exist between the firm and end users

A

Customer from the perspective of specific firm within a supply chain

80
Q

Any delivery location

A

customer from the perspective of a logistics manager

81
Q

Is a traditional strategy with a focus on creating successful individual transactions between the company and its customers

A

Transactional Marketing

82
Q

Is a new strategy with a focus on the development of long term relations

A

Relational Marketing

83
Q

Recognizes that each individual customer may indeed have unique requirements

A

Micromarketing of one-to-one marketing

84
Q

Significantly reduce transaction costs

A

one-to-one relationships

85
Q

Customer Service Provides Customers…

A

With the right amount, of the right product, at the right time

86
Q

Capacity to have inventory when desired by the customer

A

Availability

87
Q

Measures the magnitude or impact of stock outs over time

A

Fill Rate

88
Q

Occurs when a firm has no product available to fulfill customer demand

A

Stockout

89
Q

Require shipping everything that a customer orders to count as a complete shipment

A

Orders shipped complete

90
Q

Deals with time required to delivers a Customer’s Order

A

Operational Performance

91
Q

Elapsed time from when a customer established a need to order until the product is delivered

A

Speed

92
Q

measured by the number of times that actual cycles meet the time planned for completion

A

Consistency

93
Q

Firm’s ability to accommodate special situations and unusual or unexpected customer requests

A

Flexibility

94
Q

Firm’s ability to quickly implement contingency plans when a failure occurs in the supply chain

A

Malfunction recovery

95
Q

Firm’s Ability to Perform All Order-related Activities

A

Service Reliability

96
Q

The Ultimate in Logistics Service Levels

A

The Perfect Order

97
Q

Gaps Managers Must Fill to Satisfy customers

A
  • Knowledge
  • Standards
  • Performance
  • Communications
  • Perception
  • Satisfaction/Quality
98
Q

How well the product performs in comparison to how it was designed to perform

A

Performance

99
Q

Likelihood that the product will perform throughout its expected life

A

Reliability

100
Q

Actual life expectancy of the product

A

Durability

101
Q

Extent to which the product meets its design specifications

A

Conformance

102
Q

What different function or tasks can the product performance

A

Features

103
Q

Extent to which styling, color, and workmanship is pleasing to customer

A

Aesthetics

104
Q

Ease of fixing or repairing the product if it fails

A

Serviceability

105
Q

Based on the customer’s experience before, during, and after they purchase a product

A

Perceived Quality

106
Q

Is a philosophy focused on meeting customer expectations with respect to all needs, across all company function, and recognizing all customers, both internal and external

A

Total Quality Management

107
Q

Purchased goods and services are among the largest cost elements for most firms

A

Procurements as a Strategic Activity of the Firm

108
Q

Purchasing was historically perceived as just a buying function for manufacturing and repair materials and supplies

A

Purchasing Perspective

109
Q

Organizational Capability that ensures that firm is positioned to implement its strategies with support from its supply base

A

Procurement Perspective

110
Q

Focus on Several Issues Related to Firm’s Supply Base

A

Procurement Objectives

111
Q

Insourcing vs Outsourcing
- Alternative procurement strategies

A

Procurement Strategies

112
Q

Volume consolidation, reducing total number of suppliers while minimizing risk

A

Users buy

113
Q
  • Building Partnerships
  • Sharing Information and Knowledge
A

Supplier operational integration

114
Q

Primary objective of operational integration is to cut waste, reduce cost, and develop a relationship that allows both buyer and seller to achieve mutual improvements

A

Supplier Operational Integration

115
Q

More frequent delivery of smaller quantities

A

Just-in-Time (JIT)

116
Q
  • Integration of suppliers into manufacturing processes
  • Procurement of logistics services
A

JIT II

117
Q

Initiated by U.S Department of Defense to purchase performance outcomes instead of individual transactions defined by product specifications

A

Performance-based logistics Interface

118
Q

Produces a unique product quickly and at a low cost using a high-volume production process

A

Mass customization

119
Q

used when products are unique and extensively customized for specific needs of individual customers

A

Engineer-to-order (ETO)

120
Q

Relies on relatively small quantities, but more complexity

A

Make-to-order (MTO)

121
Q

when base components are made and stocked to forecast, but products are not assembled until a customer order is received

A

Assemble-to-order (ATO)

122
Q

features economies of scale, large volumes, long production runs low variety, and distribution channels

A

Make-to-stocks (MTS)

123
Q

Sufficiently large customer segment that values “translatable variety”

A

Market Characteristics

124
Q

Modular or adjustable product building blocks

A

Product/Process Characteristics

125
Q

Only the goods/services that customer want. As quickly as customer want.

A

Lean Systems Produces

126
Q

To go from traditional TQM three-sigma to six-sigma quality effort requires a more intensive approach

A

Defining the Six Sigma Program

127
Q
  • Supply Chain Visibility
  • Simultaneous resource consideration
A

Supply Chain Planning

128
Q

Visibility regarding location and status of inventory

A

Supply Chain Visibility

129
Q

Supply Chain Planning Objectives

A

Developing a consistent forecast within the firm

130
Q

Forecasting of unit sales by geography and product

A

Demand Planning

131
Q

Development of a manufacturing plan considering resource availability

A

Production planning

132
Q

Coordinating overall movement demand, vehicle availability, and transportation expenses

A

Logistics planning

133
Q

coordinating product demand with the ability to produce and ship products to the consumer

A

Inventory deployment

134
Q

An internal-to-firm demand collaboration process where individual from operations-focused and customer-facing processes collaborate to develop a coordinated plan

A

Sales & Operations Planning (S&OP)

135
Q

Collaboratively establishes a coordinated plan for responding to customer requirements within the resource constraints of the enterprise

A

S&OP Process

136
Q
  • Identifying how suppliers can enhance customer value.
  • Facilitating joint product innovation and development
A

Rationale For Supplier Integration

137
Q

Facilitating customer segmentation with key customers

A

Rationale for Customer Integration

138
Q

Is the specific definition of what is projected to be sold, when, and where

A

Forecast

139
Q

The largest expenditure in logistics, usually representing over 60% of a typical firm’s total logistics spend

A

Transportation

140
Q

Movement of inventory to specified destinations

A

Product movement

141
Q

in transit inventory is captive, usually inaccessible during transporation

A

Restrictive Element

142
Q

Occurs while product is in transit or waiting to be moved or unloaded

A

Restrictive Element

143
Q

Inventory can be diverted during shipment to a new destination

A

Flexible Element

144
Q

Consists of rights-of-way, vehicles, and carriers operating within five basic modes

A

Transportation Modal Structure

145
Q

Track mileage has declined by over a half since 1970

A

Rail

146
Q

The Philippine highway network spans over 32k kilometers 20kmi across all regions of the Philippines

A

Truck

147
Q

Oldest model of transporation

A

Water

148
Q

Highest fixed cost and lowest variable cost of all modes

A

Pipeline

149
Q

Least Utilized, 1% of intercity ton miles

A

Air

150
Q

Transportation services can be improved by combinig modes

A

Specialized Transportation Services

151
Q

Combining the use of truckload and rail

A

Intermodal

152
Q

Non Operating Intermediaries

A

Containership

153
Q

Cost per unit weight decreases as distance increases

A

Economy of Distance

154
Q

Cost per unit weight decreases as total weight increases

A

Economy Weight

155
Q

Cost per unit weight decreases as the density of the shipment increases

A

Economy Density

156
Q

Odd package shapes and sizes waste cubic capacity

A

Stowability

157
Q

May be needed to load and unload trucks, railcars, or ships.

A

Special Equipment Handling

158
Q

Carriers must pay for liability insurance or accept financial responsibility

A

Liability

159
Q

Economy of Scale

A

Lane of Volumes

160
Q

Movement both ways between a given market/lane

A

Balance

161
Q

Opportunity to avoid empty miles

A

Back haul

162
Q

Also known as empty miles to relocate equipment

A

Dead Head

163
Q

Cost allocation is primarily a carrier concern

A

Costing Freight

164
Q

costs that change in a predictable, direct manner in relation to some level of activity

A

Variable

165
Q

Expenses that do not change in short run

A

Fixed

166
Q

Created by the decision to provide a particular service

A

Joint

167
Q

Includes carrier costs that are incurred on behalf of all or select shippers

A

Common

168
Q

transportation are only incurred if you operate the vehicle

A

Variable Costs

169
Q

________ are not influenced by shipment volume

A

Fixed Costs

170
Q

Pricing Strategy:

price is similar to cost-plus pricing strategy for manufacturing

A

Pricing Strategy: Cost-of-service

171
Q

Pricing Strategy:

________ price is based on value as perceived by the shipper rather than the carrier

A

Value-of-service

172
Q

Seller States price at point of origin and agrees to load a carrier but assumes no further responsibility

A

F.O.B Origin

173
Q

Seller arranges for transportation and adds charges to the sales invoice

A

F.O.B Destination

174
Q

Seller includes transportation in the product price

A

Delivered pricing

175
Q

Buyer pays a single price regardless of where they are located

A

Single zone delivered pricing

176
Q

Seller charge different prices for different geographic areas

A

Multiple zone pricing

177
Q

Final delivered price is determined by the product’s list price plus transportation cost

A

Base point pricing

178
Q

Shipment is picked up at origin travels to the border terminal

A

Origin pickup

179
Q

Shipment is loaded in a trailer and dropped in the terminal yard awaited customs entry

A

Loading and customs filing

180
Q

Once customs entry is filed, the drayage agent picks up the trailer and crosses the border.

A

Border Crossing

181
Q

Customs inspection of product, paperwork, and vehicles

A

Customer Inspection

182
Q

The drayage agent drops the trailer at the freight terminal

A

terminal arrival

183
Q

Shipment travels through the U.S. freight network to its destination

A

Destination Delivery

184
Q

Key functionalities such as equipment scheduling and yard management, load planning

A

Operations

185
Q

Identification of opportunities to consolidate orders and shipments to drive efficiency and economy of scale

A

Consolidation

186
Q

Recommendation of optimal carrier solution based on service and price

A

Negotiation

187
Q

Ensuring all local, state, and federal regulations are followed

A

Control

188
Q

“Back end” of transportation including paying carriers, auditing bills for accuracy

A

Payment, auditing, and claims administration

189
Q

Basic document utilized in purchasing transport services

A

Documentation: Bill of Loading

190
Q

Carrier’s method for charging for services performed

A

Documentation: Freight Bill

191
Q

Lists individual stops or consignees when multiple shipments are placed on a single vehicle

A

Shipment Manifest

SCM (2 decks)

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