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Om (Semi finals) > Semi finals > Flashcards

Semi finals Flashcards

1
Q

network of all the individual

A

supply chain

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2
Q

everything from the delivery of source materials

A

supply chain

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3
Q

integration of the activities that procure material and service

A

supply chain

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4
Q

8 SUPPLY CHAIN MANAGEMENT INCLUDES DETERMINING THE

A
  1. transportation vendors
  2. credit and cash transfer
  3. suppliers
  4. distributor
  5. accounts payable and receivable
  6. warehousing and inventory
  7. order fulfillment
  8. sharing customer, forecasting and production formation
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5
Q

when companies enter growing global market such as china

A

global supply chain issues

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6
Q

distribution system may be less reliable

A

quality production

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7
Q

receives such as attention because it is an integral part of a firm strategy

A

supply chain

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8
Q

core of managing the global supply chain

A

economic

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9
Q

transfer some of what are traditional internal activities

A

outsourcing

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10
Q

operates in a way that delivers the highest level of ethical

A

an ethical supply chain

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11
Q

for goods and services to be obtained from outside sources

A

supply chain strategies

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12
Q

responds to the demands and specification of a “request for quotation”

A

many supplier

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13
Q

implies that rather than looking for a short-term strategy

A

few supplier

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14
Q

developing the ability to produce goods

A

vertical integration

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15
Q

suppliers becomes part of company coalition

A

keiretsu network

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16
Q

rely on a variety of supplier relationship to provide service on demand

A

virtual companies

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17
Q

managers move toward integration of the supply chain

A

managing the supply chain

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18
Q

contractual terms of a buy/sell relationship

A

mutual agreement on goals

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19
Q

must appreciate that the inly entity that puts in money

A

partners in the chain

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20
Q

critical to an effective and efficient supply chain

A

trust

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21
Q

are most likely to be successful if risk end customer research

A

suppliers relationship

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22
Q

positive relationship between purchasing and supplying

A

compatible organizational issue

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23
Q

focus on maximizing local profit

A

local optimization

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24
Q

push merchandise into the chain of sale that have not occured

A

incentives

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25
Q

bias towards large lots

A

large lots

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26
Q

relayed from retailer

A

bullwhip

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27
Q

sharing profit of sales (pos) and computer assisted ordering (coa)

A

accurate “pull” data

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28
Q

reduction through aggressive management

A

lot sized reduction

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29
Q

member in the chain as responsible for monitoring

A

single stage control of replenishment

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30
Q

use of local supplier

A

vendor-managed inventory (vmi)

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31
Q

unfilled orders with a vendor

A

blanket orders

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32
Q

obtaining variety of similar components with labelling

A

standardization

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33
Q

delaying any modifications

A

postponement

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34
Q

supplier will ship directly to the end consumer

A

drop shipping

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35
Q

distribution center where merchandise is held

A

pass-through facility

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36
Q

extension of pass through facility

A

channel assembly

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37
Q

uses the internet to faciliate purchasing

A

e-procurement

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38
Q

transfer the traditional approaches to speeding

A

electronic ordering and fund

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39
Q

provide data for purchase order

A

electronic data interchange (edi)

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40
Q

shipping notice delivered directly from vendor to the purchasers

A

advance shipping notice (asn)

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41
Q

provide current information about products in electronic form

A

online catalogs

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42
Q

3 version of online catalogs

A

catalog provided by vendors
catalog provided by intermediaries
exchange provided by buyers

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43
Q

list of goods available from different vendors

A

catalogs provided by vendors

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44
Q

internet sites where business buyers and sellers can meet

A

catalog provided by intermediaries

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45
Q

one of the first was covisints created by auto giant ford

A

exchange provided by buyers

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46
Q

enable automotive organization to securely exchange information

A

covisints

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47
Q

process of buying and selling goods and service by offering them up for bids

A

auctions

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48
Q

company invites outside vendors

A

request for quotes

49
Q

automated process of recording sales and purchased through the use of software

A

real-time inventory tracking

50
Q

consider numerous factor such as strategic fit and quality performance

A

vendor selection

51
Q

VENDOR SECTION AS A THREE STAGES PROCESS

A

vendor evaluation
vendor development
negotiation

52
Q

3 CLASSIC TYPES OF NEGOTIATION STRATEGIES

A

cost-based price model
competitive bidding
logistics management

53
Q

suppliers opends its books to the purchasers

A

cost-based price model

54
Q

involves inviting multiple vendors

A

competitive bidding

55
Q

efficiency to operation through the integration of all material integration

A

logistics management

56
Q

longer the product is in transit, the longer the firm has its money invested

A

cost of shipping alternatives

57
Q

refers to good and material that a business holds for Ultima goal

A

inventory

58
Q

canserve several functions that ass flexibility to a firms operation

A

inventory

59
Q

types of inventory

A
  1. raw material inventory
  2. work-in process inventory
  3. maintenance/ repair/ operating supply (mro) inventory
  4. finished goods inventory
60
Q

usually purchased but have yet to enter the manufacturing process

A

raw material inventory

61
Q

products or components that are no longer raw materials

A

work-in-process inventory

62
Q

maintenance, repair and operating material

A

maintenance/repair/ operating supply inventory

63
Q

an end item ready to be sold

A

finished goods inventory

64
Q

good inventory is meaningless if the management doesn’t know what inventory is on hand

A

record accuracy

65
Q

critical component for running an organization

A

accurate recording

66
Q

process of continuous inventory recording and inspection

A

cycle counting

67
Q

role of inventory in service businesses is a bit different

A

control of inventory

68
Q

inventory losses other than from sales

A

shrinkage

69
Q

inventory theft

A

pilferage

70
Q

2 INVENTORY MODELS

A

dependent demand
independent demand

71
Q

cost association with holding or “carrying” over time

A

holding cost

72
Q

cost of supplier, form , order processing, purchasing clerical support and so fort

A

ordering cost

73
Q

cost to prepared a machine or process for manufacturing an order

A

set up cost

74
Q

3 INDEPENDENT MODELS ARE

A

basic economic order quantity (eoq) model
production order quantity model
quantity discount model

75
Q

how much to order

A

reorder points

76
Q

time between placement and receipt of an order

A

lead time

77
Q

inventory level which an order should br placed

A

reorder points

78
Q

raw material deliveries may be uniquely unrealible

A

safety stock

79
Q

suitable for the production environment

A

production order quality model

80
Q

creative management strategy

A

outsourcing

81
Q

procuring from external supplies services

A

outsourcing

82
Q

moving a business process to a foreign country but remaining control of it

A

offsourcing

83
Q

organization that outsources

A

client firm

84
Q

firm that provider outsourcing activity

A

outsource provider

85
Q

organization is unique, skills, talented and capabilities

A

core competencies

86
Q

created to describe the return of business activity to the client firm

A

backsourcing

87
Q

5 ADVANTAGES OF OUTSOURCING

A
  1. cost savings
  2. gaining outside expertise
  3. improving operations and service
  4. focusing on core competencies
  5. gaining outside technology
88
Q

number 1 reason driving outsourcing for many firm

A

cost saving

89
Q

gaining access to a broad base of skills

A

gaining outside expertise

90
Q

outsourcing provider may have production flexibility

A

improving operations and service

91
Q

bring its core competencies to the supply chain

A

focusing on core competencies

92
Q

client firm can outsource the State of the art

A

gaining outside technology

93
Q

5 DISADVANTAGE OF OUTSOURCING

A
  1. increase importation cost
  2. loss of control
  3. creating future competition
  4. negative impact on employees
  5. longer-term impact
94
Q

delivery cost may rise substantially

A

increase importation cost

95
Q

permeate and link to allother problem

A

loss of control

96
Q

morate may drop when functiond are out-sourced

A

negative impact on employees

97
Q

tend to be longer team than advantagd of outsourcing

A

longer-term impact

98
Q

determines quantity a company of retailers should order in minimize the total inventory cost

A

production order quantity model

99
Q

reduced price for an item

A

quantity discount

100
Q

percentage service able operations that aid not get a service stock out

A

service level

101
Q

inventory exhausted and the service or product is not avai

A

stock out

102
Q

extra inventory units held to reduce stock out

A

safety stock

103
Q

all the previous inventory model are fixed-quantity (Q) system

A

fixed-period (p) system

104
Q

q system where inventory is continuously monitored

A

perpetual inventory system

105
Q

inventory is ordered at the end of a given period

A

fixed-period (p) system

106
Q

method for analyzing, developing and maintain a manufacturing plan

A

aggregate planning

107
Q

help managers deal with capacity

A

long-range planning

108
Q

begins once long-term capacity decision are made

A

medium range planning

109
Q

may extend up to year but us usually less than 3 month

A

short term planning

110
Q

process of breaking the aggregate plan. down inti greater

A

manufacturing environment

111
Q

basic demand option

A

influencing demand
back ordering during high demand period
counter seasonal product and service mixing

112
Q

demand is low, a company can try to increase demand through advertising

A

influencing demand

113
Q

are orders for good or service that a firm accept but us unable to fulfill at the moment

A

back ordering during high demand period

114
Q

widely used active smoothing technique

A

counter seasonal product and service mixing

115
Q

attempt to achieve output rates for each period

A

chase strategy

116
Q

aggregate plan in which production 8s uniform from period to period

A

level strategy

117
Q

conducted in the same way except with demand management

A

aggregate planning in service

118
Q

try to match the demand curve by changing different prices

A

yield management

119
Q

service or demand can be sold in advance to consumption

A

demand fluctuates
capacity is relatively fixed
demand can be segmented
variable cost are low and fixed coset are high

Om (Semi finals) (1 decks)

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