SCM 303 Exam 3
Three major challenges facing supply executives when setting supply strategies and objectives are:
(1) What is the effective interpretation of corporate objectives and supply objectives? (2) What is the appropriate action plan or strategy to achieve the desired objectives? and, (3) How can supply issues be identified and integrated into organizational objectives and strategies?
A zero defects quality strategy emphasizes:
"do it right the first time."
For an organization with revenue of $100 million, purchases of $60 million, and profit of $8 million before tax, a 10 percent reduction in purchase spend would result in an increase in profit of:
75 percent.
Which of the following is not a purpose of APS planning charts?
Aid employees in understanding production purposes.
Which of the following is not a theoretical factor of forecasting?
Amount
When planning for an increase in production, APS helps to
Both determine what is best for the customer and identify and calculate the cost of strategic options are correct
Which of the following is not a stage in the S&OP maturity model?
Competing.
Which of the following is not a key component of forecast accuracy?
Competition.
Promotions such as "buy one get one free" are somewhat risky in terms of forecasting. Why?
Could decrease future sales.
What is typically the first planning stage of the APS technology tool?
Demand planning.
Evaluation of the supply function's contribution to organizational goals and strategies can be viewed in the context of:
E. both A and C above. A. operational and strategic. C. direct and indirect.
The trend is to decentralize risk management, and allow each function to assess its risk exposure and develop strategies to best manage functional risks.
False
Which of the following is not an APS application issue?
Financial flow.
Which of the following is not a demand planning requirement?
Handle time fences.
Which of the following is not a benefit that is offered by advanced planning and scheduling (APS)?
Improved forecast accuracy.
Which of the following is not true about CPFR?
It is good for low-volume items.
Which of the following is not input needed for an APS?
Past inventories.
Which of the following is not a reason for increased importance of S&OP?
Precise demands by key customers.
What does the R stand for in CPFR?
Replenish
Which of the following is not a benefit of sales and operations planning?
The S&OP process eliminates the need to have finished goods inventory.
Which of the following is true about forecasting errors?
The accuracy of forecasting has improved over time, Forecasting becomes easier when the specifications are more detailed, Forecasting becomes more difficult at a reduced level of aggregation.
Which of the following optimizes resources to move materials and goods within supply chains to minimize cost while meeting deadline constraints?
Transportation planning.
Supply chain sustainability performance must comply with legal obligations and meet the values and standards of the organization's stakeholders, including employees, shareholders, and customers.
True
The key decisions and plans in corporate strategy address: What business are we in and how will we allocate resources among these businesses?
True
The true test of supply's contribution is when the chief executive officer and the senior management team recognize that supply and suppliers are critical to organizational success and competitive advantage.
True
There is not one best way for all organizations to organize and manage the supply function, conduct activities, and effectively integrate suppliers.
True
A strategy is:
an action plan to achieve specific long-term goals and objectives
Strategic planning can be defined as:
an action plan to achieve specific long-term goals and objectives.
Linking current and future needs with current and future markets is the primary focus of:
an effective supply strategy.
Supply strategies that are based on changes in demand and supply are known as:
assurance-of-supply strategies.
Supply strategies that are designed to exploit market opportunities and organizational strengths to give the buying organization an advantage in the marketplace are known as:
competitive-edge strategies.
Organizational objectives and supply objectives typically are expressed:
differently, making it difficult to translate organizational objectives into supply objectives.
Interest in the supply function as a managerial activity began:
during World Wars I and II because of global materials shortages.
Supply strategies that are designed to anticipate and recognize shifts in the economy, organization, people, legal, government regulations and controls, and technologies are:
environmental change strategies.
Supply can influence risk management in which area(s)?
financial, operational and reputation
When a supply-related risk exists, the supply management team should:
identify and classify risks, assess possible impact, develop a mitigation strategy, inform the chief supply officer, await instructions, and implement the directive.
The optimization module of an advanced planning and scheduling (APS) system
is the computational engine of the supply chain planning system
If organizational objectives and supply objectives are incongruent:
it will be difficult to translate organizational objectives into supply objectives.
The supply area is a good training ground for managers because it provides exposure to:
pressure of decision making under uncertainty and various levels and functions in the organization.
A successful supply chain management strategy integrates:
processes and systems within and across organizations.
In a situation where there are low economies of scale and a long response time, the supply chain strategy should focus on
production flexibility since detailed and accurate forecasting is not of critical importance
Supply has the potential to contribute to:
profitability, competitive position and sustainability performance.
Advanced planning and scheduling (APS) facilitates improvements in customer service by
reducing the time to make accurate commitments to customers
The impact of supply management actions on the balance sheet is measured by the:
return on assets effect.
The question: "How can supply and the supply chain contribute effectively to organizational objectives and strategy?" is a key question in:
strategic supply management.
A systems approach to managing the flow of information, materials, and services from tiers of suppliers through the buying organization to tiers of customers is:
supply chain management.
The design and management of seamless, value-added processes across organizational boundaries to meet the needs of the end customer is called:
supply chain management.
Strategies designed to make available the knowledge and capabilities of supply chain members to others in the buying organization are called:
supply-chain-support strategies.
Normally, most organizational objectives can be summarized as:
survival, growth, financial, and sustainability.
Normally, most organizational objectives can be summarized under four categories:
survival, growth, financial, and sustainability.
When developing strategies related to "how to buy," decisions must be made about:
systems and processes.
The return on assets effect (ROA) quantifies and measures:
the impact of supply actions on inventory and the balance sheet.
Supply decisions can affect:
the income statement and the balance sheet.
The use of the concepts of purchasing, procurement, supply, and supply chain management will vary from organization to organization depending on:
the organization's stage of development and/or sophistication, the industry in which they operate and the organization's competitive position.
Company image may be directly influenced by:
treating suppliers in a fair and equitable manner, complying with regulatory requirements and sustainability practices of suppliers.
When developing supply strategies, the supply manager must determine:
what to make or buy, when to buy, how much to buy and how it should be ordered.
In manufacturing organizations, the dollars spent with suppliers fall into what range as a percent of revenues?
50 to 80
For an organization with annual sales of $500 million, purchases of $300 million and profit of $50 million, a 10 percent reduction in the cost of purchases would result in a profit-leverage effect of:
60 percent (sales increase of 60 percent would be required to achieve the same percentage increase in profit).
Evidence of the growth and influence of supply management in an organization includes
involvement in strategic planning and executive status of the chief supply officer.
On average, the dollars spent with suppliers as a percent of revenues:
is greater in manufacturing organizations than in service organizations.
