Global Supply Chain Ch.1
An abundance of competitors and choices have conditioned customers to want higher quality, faster delivery, and products and services tailored to their individual needs at a higher total cost.
false
Cost management is no longer an integral part of purchasing and supply chain management.
false
Formal organizational charts portray the entirety of the workings of an organization.
false
Most of the features that make their way into final products originate with suppliers.
false
Purchasing is becoming less responsible for sourcing indirect goods and services required by internal groups.
false
Supply chain management does not require the coordination of activities and flows that do not extend across boundaries.
false
The availability of low-cost domestic supplier alternatives has led to the shift away from outsourcing and offshoring.
false
The development of strategic purchasing practices can only help a company maintain its competitive position in a rapidly changing business environment.
false
The routine ordering and follow-up of basic operational supplies is a strategic responsibility.
false
The traditional approach to purchasing and supply management is to build relations with suppliers to jointly pull costs out of the product or service and expect suppliers to contribute innovate ideas that continually add value to a firm's products and services.
false
There is a definitive and prescriptive set of supply chain measures that result in one best way to measure supply chain performance.
false
According to Porter, a firm's value chain is composed of primary and support activities that can lead to competitive advantage when configured properly.
true
Competition today is no longer between firms; it is between the supply chains of those firms.
true
Distribution management involves the management of packaging, storing, and handling of materials at receiving docks, warehouses, and retail outlets.
true
Global sourcing is a requirement and no longer a luxury for most firms.
true
In Period 4 of the evolution of purchasing and supply chain management, firms faced stable competition and had access to abundant material - conditions that historically have diminished the overall importance of purchasing.
true
In the manufacturing sector, the percentage of purchases to sales averages 55 percent.
true
Purchasing and supply management has a major impact on product and service quality.
true
Sophisticated customers, both industrial and consumer, no longer talk about price increases - they demand price reductions!
true
Supply management is a broader concept than purchasing.
true
The key to the success of any company is the quality of its employees.
true
Today's emphasis on supplier quality has shifted from detecting defects at the time of receipt or use to prevention early in the materials-sourcing process.
true
