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4th 1st Sem > SCM 9-12 > Flashcards

SCM 9-12 Flashcards

1
Q

6 drivers of supply chain design

A

Demand.
Geography.
Transportation.
* Economies of scale.
* Proximity to market.
Resources.
Economic support.
Political and tax policy.

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2
Q

Factors Affecting Industrial Location

A
  • Desired customer service level.
  • Access to transportation.
  • Freight rates.
  • Tax rates and tax breaks.
  • Real estate: costs, quality, availability.
  • Employment quality and availability.
  • Climate, livability.
  • Regional culture.
  • Duty and duty-drawback laws (if global).
    5
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3
Q

Spatial/temporal integration.

  • Temporal-spatial nature of logistics function – __________
  • Temporal formation – _______
  • Spatial elements – ______
A

– right place and right time
– product availability
– transportation

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4
Q

Warehouse Requirements

_________:
* Closed-loop focus.

_________:
* Make-to-plan (MTP).
* Make-to-order (MTO).
* Assemble-to-order (ATO).

_________:
* Rapid replenishment.
* Market-based ATO.

__________:

A

– Procurement drivers
– Manufacturing drivers.
– Customer relationship drivers
– Warehouse justification.

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5
Q

_____
* Set of interrelationships designed to achieve the desired
objective.
* Total integrated effort to accomplish the desired objective.

A

System Analysis

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6
Q

T or F

Total system performance is singularly important!

A

duh

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7
Q

T or F

Components or parts of system need optimum construction

A

F

Components or parts of system need not have optimum construction

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8
Q

T or F

Components linked together in a balanced system will
produce greater end results than the sum of individual
components.

A

t

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9
Q

2 Key Trade-offs

A

Cost to Cost
Example: more transportation for less inventory.

Cost to Serve
Example: more cost for increased revenue.

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10
Q

Read only

Supply Chain Design Questions 1
* WHERE should the manufacturing plants be located, and which products
should they produce?
* HOW MANY distribution centers should the firm use, and where should they
be located?
* WHAT CUSTOMERS or market areas should be serviced from each distribution center?
* WHICH PRODUCT lines should be produced or stocked at each plant or
distribution center?
* What is the ROLE of master or regional distribution centers relative to field or
local distribution centers?
* What SOURCING and marketing channels should be used to source material
and serve international markets?
* What COMBINATION of public and private warehouse facilities should be
used?
* What service providers and value-added services should be used to meet
market requirements?
* What is the IMPACT of increases in fuel prices?

A

OK

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11
Q

2 TYPES OF Manufacturing/Distribution Integration

A

– Economy of Scale
– Economy of Scope

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12
Q

one of the 2 TYPES OF Manufacturing/Distribution Integration

______:
Companies can achieve economies of scale by increasing production and lowering costs. This happens because costs are spread over a larger number of goods

A

Economy of Sclae

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13
Q

one of the 2 TYPES OF Manufacturing/Distribution Integration

  • states the average total cost of a company’s production
    decreases when there is an increasing variety of goods
    produced
  • Generalized relationship
A

Economy of Scope

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14
Q

3 Facility Network Integration

A
  • Transportation cost integration (Spatial).
  • Inventory cost integration (Temporal).
  • Total cost-service integration
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15
Q

3 Logistics System Design Requirements

A

– Commondity
– Integrated Service
– Customized Service

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16
Q

one of the 3 Logistics System Design Requirements:

  • Direct bulk or cross- dock delivery.
  • Limited product requirements.
  • Unique information requirements and
    capabilities.
  • Precise management requirements
A

Commodity

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17
Q

one of the 3 Logistics System Design Requirements:

  • Delivery to
    customer DC
  • Broad product
    offering
  • Range of
    information
    requirements and
    capabilities
  • Accept more
    generic strategies
A

INtegrated service

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18
Q

one of the 3 Logistics System Design Requirements:

Delivery in small
quantities
* Select products
* Tracking of
individual
behavior
* Individual
focused
strategies

A

Customized Service

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19
Q

t or f

all supply chains have the same requirements.

A

f.
NOT ALL

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20
Q

5 Supply Chain Design Criteria

A

Design to:

– MInimized landed cost
– max asset utilization
– max competitive positioning (relevancy)
– minimize risk
– max control

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21
Q

t or f
infrastructure congestion is becoming increasingly
problematic

A

t

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22
Q

t or f
increased energy cost will shift supply chain mode
selection and design.

A

t

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23
Q

Location Problem Types

*____ versus. distribution center location.
*____ versus. dynamic time horizon.
*____ versus. deterministic data.
*____ versus. multiple products.
*____ versus. discrete approaches.
*____ versus. temporal dimensions.
*____ versus. cost optimization.
28

A

Plant
Static
Stochastic
Single
Continuous
Spatial
Profit

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24
Q

Supply chain design criteria from

1990 - 2012 - 2021

A

1990
- Demand.
* Production.
* Material.
* Transportation

2012:
(yung 1990)
+ Sustainability (energy labor political)
+ Taxation

2021
(yung 2012)
+ water

conclusion: overtime nagbabago supply chain design

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25
Q

______ is the Combination of
Logistics Functions in Single Managerial Group

A

Functional Aggregation

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26
Q

____:

Motivated by belief that GROUPING LOGISTICS into a single organization would:
* Increase likelihood of integration.
* Improve knowledge of how operational changes impact performance in other areas.
* The trend is towards strategic management of all forms of inventory movement and storage for maximum benefit of the enterprise.

Development of logistics information systems enabled
functional integration of organizations.

A

FUNCTIONAL AGGREGATION

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27
Q

Aspects of Functional Aggregation

  • _____, ______, and _____ are separate line operations.
  • ______ embraces the full potential
    of management information to plan and coordinate operations.
  • Overall ____ and ____ exist at the highest level of the organization to facilitate integration.
A

– purchasing, manuf support, customer relationship managment
– logistical resource planning
– planning and control

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28
Q

Which process owner sa process org?

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

A

demand planning

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29
Q

Which process owner sa process org?

Marketing, sales, logistics, information technology

A

customer relationship management

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30
Q

Which process owner sa process org?

Sales, order processing, logistics, customer service, accounting

A

order fulfillment / service delivery

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31
Q

Which process owner sa process org?

New product development, marketing, procurement, manufacturing, logistics

A

product / service development launch

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32
Q

Which process owner sa process org?

Procurement, manufacturing, logistics

A

Manufacturing customization

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33
Q

Which process owner sa process org?

Procurement, manufacturing, information technology

A

supplier relationship collaboration

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34
Q

Which process owner sa process org?

Procurement, logistics, customer service, finance

A

life cycle support

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35
Q

Which process owner sa process org?

Logistics, customer service

A

reverse logistics

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36
Q

5 barriers to process integration

A

Functional organization structure.(Department budgets.)

Measurement & reward systems. (Functional performance.)

Inventory use. (Traditional positioning supports functional performance.)

Infocratic structure. (Information content and flow follow traditional functions.)

Limits to sharing knowledge. (Functional experts hoard power)

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37
Q

____ reflects an organizational gap in achieving end-to-end integration.
Access the text alternative for slide images.

A

The great divide

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38
Q

The great Divide

division between:
___ and ____

A

Procurement and manuf integration

&

Distribution and marketing integration

39
Q

t or f

Supply Chain Perspective places More
Emphasis on internal Relationships

A

F

EXTERNAL not Internal

40
Q

3 Essential Concepts to Understanding
Dependency

____:
* Disproportionate work among channel members.
* Collaborative role of member is based on risk within a specific supply chain.

_____:
* Increase in retailer power over the last decade.
* Powerful firms tending to link together into supply chain arrangements.
* Category dominance versus. brand power.

_____:
* No dominant model for how firms gain leadership responsibility.
* Greater commitment to the relationship when leaders use rewards and expertise to exercise power.

A

risk
power
leadership

41
Q

3 Highlights of Basic Forms of Collaboration

A

– Contracting
— Outsourcing
— Administered

42
Q

3 Highlights of Basic Forms of Collaboration

Dominant firm governs by command and control.
* Limited sharing of strategic information and limited joint
planning.
* Relationship has no specific termination or rebid time frame.

A

administered

43
Q

3 Highlights of Basic Forms of Collaboration

  • Adds time dimension to traditional buying/selling.
  • (example price, service, and performance expectations over
    time period)
A

contracting

44
Q

one of the 3 Highlights of Basic Forms of Collaboration

  • Shifts focus from buying materials to performing a specific
    service or activity
A

outsourcing

45
Q

2 highlights of basic forms of collab

____ (example, Walmart, Proctor & Gamble, Dell & suppliers, and H.E. Butt & suppliers)
* Governed by desire to voluntarily work together bot
intellectually and operationally.
* Voluntary integration of human, financial, operational, and
technical resources.
* Extensive joint planning and expectations of ongoing
relationship.

_____
* Extreme form of Alliance.
17

A

— alliance
— enterprise extension

46
Q

t or f

Alliances are often initiated by the firm that was the customer
in the relationship

A

t

47
Q

t or f

The initiating firm should perform an in-depth assessment of
its internal practices, policies, and culture.

A

t

48
Q

in Implementing Relationships

Partners should have (give 3)

A
  • Compatible cultures.
  • A common strategic vision.
  • Supportive operating philosophies
49
Q

t or f

in Implementing Relationships

start big to foster early wins

A

f.

start small

50
Q

t or f

in implementing relationship, Implement the alliance in its simplest form.

A

t

51
Q

Maintaining Relationships – Dependent on Three Key Activities

A
  • Mutual strategic and operational goals.
  • Two-way performance measurements.
  • Formal and informal feedback mechanisms.
52
Q

type of trust

___ is grounded in perception of actual
behavior and operating performance.

A

Reliability based trust

  • Firms perceived as incapable of delivering as promised are
    perceived as unreliable.
  • Unreliable firms are unworthy of trust in a relationship
53
Q

type of trust

__ is based on culture and philosophy

A

character based trust

  • Perception that partners are interested in each other’s welfare.
  • Trusting partners believe that each other will protect the other’s
    interest
54
Q

Measurement System Objectives – Related to Logistical Operations

  • Monitoring system performance by establishment of _______.
  • controlling ______ by having appropriate standards of performance relative to metrics being monitored.
  • Directing _______ on system performance through
    motivation and reward.
  • ______ through superior logistics
    performance.
A

– appropriate metrics to track and report.
– system performance
– employee focus
– improving shareholder value

55
Q

5 Operational Assessment

A
  • Functional perspectives.
  • Measuring customer accommodation.
  • Determining appropriate metrics.
  • Supply chain comprehensive metrics.
  • Benchmarking.
56
Q

5 Functional Perspective on Logistics
Measures – Major Categories

A
  • Cost.
  • Customer service.
  • Quality.
  • Productivity.
  • Asset management
57
Q

t or f

__ is Most Direction Reflection of Logistics Performance

A

cost

58
Q

Customer Service Requires … Specific Measures for ________ , which are?
_______
_______

A

— Each Element of Basic Service Platform
— availability organization’s fill rate (item x line x value x order)
— Operational performance

59
Q

Quality Measures – Often Include __________ performance

A

Service reliability

NOTE:
* Accuracy of work activities performed.
* Damage frequency is the ratio of number of damaged units
to the total number of units.
* Number of customer returns of damaged or defective
goods.
* Number of instances when information is not available on
request.
* Number of instances when inaccurate information is
discovered.

60
Q

Productivity – Measured as ______.

Through ____ and _____.

A

— Output of Goods Compared with Input Quantities

— Labor Productivity
— Eqpt. Downtime

61
Q

Inventory Turnover Rate – Measured
Differently by ________

A

Different Types of Firms.

Note:

Majority of firms:
COGS / Ave inventory valued @ cost

Some firms:
Sales revenue / Ave inventory valued @ cost

62
Q

Measuring Customer Relationships –
Requires an Additional Set of Metrics, which are? (give 3)

A

— Perfect order
— Absolute performance
— customer satisfaction

63
Q

one of the metrics of customer relationships:

___ measures the effectiveness of the overall integrated logistical performance

A

— Perfect order

64
Q

one of the metrics of customer relationships:

– provides a better indication of how a
firm’s performance impacts customers.

A

absolute performance

65
Q

one of the metrics of customer relationships:

measurement requires monitoring,
measuring, and collecting information from the customer

A

customer satisfaction

66
Q

Determining Appropriate Metrics Using
Frameworks considers 3 of the following, which are:

A

competitve basis
measurement focus
measure frequency

67
Q

Determining Appropriate Metrics Using
Frameworks

_____ reflects the fundamental choice
between responsive or efficient logistics performance.

A

competitve basis

68
Q

Determining Appropriate Metrics Using
Frameworks

__ is a continuum ranging from
operational metrics to strategic metrics

A

measurement focus

69
Q

Determining Appropriate Metrics Using
Frameworks

__ is the need to monitor day-to-
day performance versus less frequent review to diagnose performance problems.

A

measurement frequency

70
Q

6 supply Chain Comprehensive Metrics

A

— Cash-to-cash cycle time
— Inventory days of supply
— dwell time
— On-shelf in-stock percentage
— total supply chain cost
— supply chain response time

71
Q

2 of the supply Chain Comprehensive Metrics

________.
* Calendar days of sales available based on recent sales activity.

________.
* Ration of days inventory sits idle to the days it is productively used or
positioned.

A

Inventory days of supply
Dwell time

72
Q

2 of the supply Chain Comprehensive Metrics

_______.
* Time required to convert a dollar spent on inventory into a dollar of
sales revenue.

______.
* Percentage of time a product is available on the shelf in a store.

A

Cash-to-cash cycle time

on-shelf in-stock percentage

73
Q

2 of the supply Chain Comprehensive Metrics

______
* Sum of costs across all firms in the supply chain.

_______
* Time required for all firms to recognize a fundamental shift in demand,
internalizing that finding, replan, and adjust output to meet that
demand.

A

Total supply chain cost
Supply chain response time

74
Q

______ Needed to Link Supply
Chain Performance to Financial Results

A

financial assessment

75
Q

tools of financial assessment

A

— Segmentation of data.
* By channel, territory, customer, product, and supplier.
— Cost-revenue analysis.
— Strategic profit model.

76
Q

_____ Needed to Provide a
Financial View of Integrated Logistics

Accounting deficiencies make this difficult.

A

cost revenue analysis

77
Q

Three approaches are available to identify and control
logistics expenses.

A
  • Contribution.
  • Net profit.
  • Activity-based costing.
78
Q

read only

Accounting Practices to Financial
Statements – Creates Some Deficiencies

Costs are aggregated on a standard account basis rather
than activity basis.
* Inbound freight expense is deducted from gross sales.
* Outbound freight is reported as an operating expense.
* Freight is not reported as a specific cost. (that is, products
purchased on a delivered price basis)
* Fails to specify and assign inventory cost.

A

k

79
Q

____ Requires All Costs
be Identified as Fixed or Variable

A

contribution analsysis

80
Q

Costs

____are those that do not directly change with volume.
* _____ are those that change as a result of volume.
* _____ are those specifically incurred because of the existence of the segment of analysis (example, product,
customer, channel).

  • _____ exist because of more than one segment of business
A

– Fixed costs
– Variable costs
– Direct costs
– Indirect costs

81
Q

____ Partial Solution
to Arbitrary Allocations
— suggests costs be traced to
activities.

A

activity based costing

Biggest challenge with the ABC approach is identifying the activities, related expenses, and drivers of expense

82
Q

_____ – Shows Relationship
of Income and Balance Sheet to ROA

A

Strategic Profit Model

83
Q

Strategic Profit Model

  • _____ is critical measure of
    financial success.
  • _____ measures profitability of
    funds invested by owners.
  • _____ measures profitability generated
    by managing operational assets.
A

– Return on investment (ROI)
– Return on net work (RONW)
– Return on assets (ROA)

84
Q

Two Fundamental Ways to Improve ROA

A

– Manage net profit margin improvements.
– Manage asset turnover improvements.

NOTE:

  • Net profit margin is net profit divided by net sales.
  • Measures portion of each sales dollar that is kept by the
    firm.
  • Asset turnover is ratio of total sales divided by total
    assets.
  • Measures efficiency of management utilization of assets.
85
Q

Evolving Responsibilities: Supply Chain
Professionals.

3 fucntions include

A

— Procurement
— manufacturing
— logistics

86
Q

4 Es Dimensions of Sustainability

A

Environmental
Economics
Ethics
Education

87
Q

_____

— Typically begin as single network.
— Moving toward separate network for Distributor-to-Consumers (D2C).
— Focus on growing regional markets.
Identify delivery expectations and requirements.
— Growing percent of business.
— e-commerce packaging

A

omni-channel network

88
Q

_____ – Supply Chain as
a Control Tower
* Managing global inventory.
* Managing multi-channel inventory.
* Using big data to develop total supply chain intelligence to
improve competitive positioning.

A

Global Data Integration

89
Q

Top workforce issues orgs face

A

Attracting talent 59%
Developing leaders 48%
Retaining high performers 40%
Enhancing employee motivation and
engagement
38%
Enhancing workforce performance 37%
Developing bench strength 34%
Reducing workforce cost 30%
Enhancing career and job flexibility 29%
Effectively managing succession 27%

90
Q

Top Reasons Organizations Look
Externally for Talent

A

Reason Percentage
Need new skills/capabilities due to strategy change 44%

Need new skills/capabilities due to update in innovation/technology tools, products, applications, or industry standards
43%

Lack of bench talent to move up into larger of next level role 43%

Need for new skills/capabilities due to newly created lines of
business and/or service offerings for customers
39%

Enhancing employee motivation and engagement 38%

Backfilling talent that unexpectedly left the organization 34%

Enhancing career and job flexibility 29%

Reorganization opened up new or different scoped roles 20%

Looking for best-in-class talent from target companies 19%

91
Q

Many firms find it challenging to…
* Acquire. [ATTRACT INTEREST]
* Develop. [INTERVIEW]
* Conserve. [COACH & EDUCATE]
* Retain. [WORKLIFE BALANCE]

A

K

92
Q

___ is a communications technology that facilitates secure communication between financial and supply chain
institutions.

A

BLOCKCHAIN

93
Q

___ objective is to increase data accuracy, integrity, and security as information is exchanged between supply
chain partners.

A

BLOCKCHAIN

94
Q

Blockchain Benefits ARE

A

Enhanced transparency
Greater scalability
better security
increased inovation

4th 1st Sem (16 decks)

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