SCM421 Exam 3 (Topic 13-16)

16.4 Which questions do you need to ask to define and evaluate your company's competitive needs? a. What are the "unwritten" rules of the game? b. How ready is your team to compete in the existing and emerging environments? c. When does hunting season open? d. Why aren't we competitive? e. All of the above f. A & B only

f. A & B only a. What are the "unwritten" rules of the game? b. How ready is your team to compete in the existing and emerging environments?

Topic 16 EOT Which of the following key capabilities is big data making possible? a. Customer profiling b. Understanding causation c. Making hidden connections among variables visible d. Deepening relationship intensity e. All of the above f. A, C, & D only

f. A, C, & D only a. Customer profiling c. Making hidden connections among variables visible d. Deepening relationship intensity

Topic 16 EOT For which of the following applications is graphene being used today? a. Making tennis rackets b. As a replacement for silicon in computer processers c. In membranes to filter salt water d. As an anti-rust coating e. All of the above f. A, C, & D only

f. A, C, & D only a. Making tennis rackets c. In membranes to filter salt water d. As an anti-rust coating

16.3 Which of the following are competitive threats that shorten life cycles and speed up the obsolescence process? a. Disruptive technologies b. Tough new rivals c. Changing customer expectations d. Globalization e. Social Media f. All of the above g. A, C, & D only

f. All of the above

16.5 Which of the following are decision areas that additive manufacturing is likely to influence? a. New product development b. Spare parts fulfillment c. Make-versus-buy decisions d. The nature and capabilities of your supply network e. The nature and capabilities of your buyer/supplier relationships f. All of the above g. D & E only

f. All of the above

Topic 16 EOT Which of the following classes has Deere & Company offered to its supply base to increase the speed of learning across the entire supply team? a. Cash flow analysis b. Project management c. Design of experiments d. Team effectiveness e. Win-win negotiations f. All of the above

f. All of the above

13.6 If you discover that a supplier's process is not capable of consistently producing within your required design specifications, which of the following actions should you consider taking? a. Buy your own computer numerically controlled (CNC) machines. b. Evaluate the specifications to make sure they are not tighter than they really need to be. c. Work to improve the process to reduce variability. d. Find a new supplier that operates better, more consistent processes. e. All of the above f. B, C, & D only

f. B, C, & D only Evaluate the specifications to make sure they are not tighter than they really need to be. Work to improve the process to reduce variability. Find a new supplier that operates better, more consistent processes.

13.3 Which of the seven rights of purchasing is most frequently measured? a. Obtains the right material b. In the right quantity c. At the right time d. For delivery to the right place e. From the right supplier f. With the right service g. At the right price

g. At the right price

13.6 Suppose that the design engineering team set the specifications for length of a stamped sheet-metal part at 10 inches (T) with acceptable tolerances of ±.05 inches (USL and LSL). The average length of the products produced by the actual stamping process is 9.995 inches (m) with a standard deviation of .005 inches (). What is your Cp? a. 3.33 b. 1.11 c. .888 d. 9.99 e. 10.00

a. 3.33

Topic 15 EOT Which is the least intense form of supplier integration? a. Collaborative forecasting b. Vendor managed inventory c. Insourced warehousing d. Early supplier involvement in NPD e. Supplier-integrated manufacturing

a. Collaborative forecasting

16.3 Which of the following is NOT a stage in the product, company, or national life cycle? a. Evaluation b. Emergence c. Growth d. Maturity e. Decline

a. Evaluation

15.3 Actions by which group of companies served as a wake-up call for companies worldwide in the 1980s? a. Japanese manufacturers b. Mexican maquiladoras c. Italian fashion manufacturers d. The Canadian service industry e. UK telecommunication companies

a. Japanese manufacturers

15.3 Which of the following statements is false? a. Supplier integration is easy to accomplish b. Trust is imperative for supplier integration to work c. Make sure to have mechanisms in place to protect confidentiality d. Buyer/supplier integration is a two-way street e. The importance of chemistry should not be underestimated

a. Supplier integration is easy to accomplish

Topic 15 EOT Which company served as an example of the effects of poor synchronization of supplier involvement? a. Volkswagen b. Boeing c. Apple d. Dell e. Walmart

b. Boeing

Topic 14 EOT Which of the following is something you should do in the final step of the Supply-Base Rationalization Process? c. Define relationship intensity b. Document results and share success stories a. Protect intellectual property d. Perform risk assessment e. All of the above are actions of the final step

b. Document results and share success stories

Topic 14 EOT Getting relationship intensity right will help you maximize __________ as you minimize __________. e. Value, trust c. Value, costs a. Profit, costs b. Trust, distrust d. Trust, losses

c. (Maximize) Value, (Minimize) costs

13.4 (T/F) The process for designing/developing a supplier scorecard must be different and distinct from the process you use to develop buyer appraisal criteria.

FALSE

13.5 (T/F) As a rule, supplier certification programs require very little time, effort, or resource dedication.

FALSE

Topic 16 EOT (T/F) Because of supply glitches that tarnished the KFC brand in China, YUM Brands was forced to invest hundreds of millions to rebuild the brand and reignite growth in the fast-growing Chinese market.

FALSE

Topic 16 EOT (T/F) Big data—aka, predictive analytics—provides much better understanding of large data sets, helping you understand why things work the way they do. That is, big data is all about causality.

FALSE

Topic 16 EOT (T/F) Most companies have adopted Toyota's disciplined approach to building chemistry and investing in supply chain wide learning

FALSE

13.3 (T/F) What gets measured gets done.

TRUE

13.4 (T/F) Supplier scorecards are like a report card; that is, your selected criteria and scales tell suppliers what you will be grading them on.

TRUE

13.5 (T/F) The best place for you to start certifying suppliers is in the "leverage" or "critical" quadrants of the purchasing portfolio matrix.

TRUE

14.4 (T/F) Intent and behavior are the building blocks of trust-related capabilities.

TRUE

14.4 (T/F) To collaborate effectively with alliance partners you have to share resources and be willing to accept inter-dependencies.

TRUE

14.5 (T/F) The supply base rationalization process is a strategic review of your supply base and follows the supplier selection template.

TRUE

16.4 (T/F) In business, like in sports, the "unwritten" competitive rules are always in flux.

TRUE

Topic 13 EOT (T/F) Not everyone uses balanced scorecards because you need a rare combination of vision and discipline to make the scorecarding process work.

TRUE

Topic 13 EOT (T/F) Sometimes design engineers specify tolerances that are really tighter than needed (we call this behavior guardbanding). This may be a sign that engineers don't trust you to buy high-quality parts.

TRUE

Topic 13 EOT (T/F) Your goal in developing a buyer measurement system is to develop a holistic buyer measurement system that promotes appropriate behavior and high levels of performance.

TRUE

Topic 14 EOT (T/F) Aggregating purchases is the same as leveraging volumes with suppliers.

TRUE

Topic 14 EOT (T/F) The fact that your company faces resource constraints means that you must decide how intensely and collaboratively you will work with each of your company's suppliers.

TRUE

Topic 16 EOT (T/F) Rules and readiness analysis provide the inputs and insight you need to set "draft-day" priorities.

TRUE

Topic 16 EOT (T/F) The "percent of people living on a dollar a day or less—a traditional poverty measure—has fallen by 80%. This feat is one of the greatest antipoverty achievements in world history.

TRUE

Topic 16 EOT (T/F) U.S. MNE sales are equal to the third largest economy in the world.

TRUE

13.5 Which of the following is NOT an appropriate scenario for promoting/pursuing ISO 9000 certification? a. You are a small supplier and have many customers that encourage competing certifications. b. You are a small customer and lack the resources to build a strong in-house certification program. c. You are a supplier and want to demonstrate that your processes actually produce products of outstanding quality (i.e., PPM defects). d. You are a small customer and lack the clout to require your suppliers become certified. e. None of the above; that is, they are all appropriate scenarios

c. You are a supplier and want to demonstrate that your processes actually produce products of outstanding quality (i.e., PPM defects).

16.3 What percent of your time do you need to invest to avoid becoming obsolete in only three years? a. 5% b. 10% c. 15% d. 20% e. 25%

d. 20%

14.6 Honda follow's Deming's PDCA model. Which of the following is a process step in that model? a. Perform b. Deliver c. Count d. Act e. None of the above

d. Act

15.4 Which of the following can increase the chances of a good collaborative forecast? a. A robust process to translate the information you get from suppliers into better forecasts b. Sufficient time and dedication on both sides c. Trust by both parties so that appropriate information can be shared d. All of the above e. None of the above

d. All of the above

Topic 16 EOT Which of the following are commonly used activities/tools used to build a cohesive supply team? a. Supplier conferences b. Supplier councils c. Collaborative training d. All of the above e. A & B only

d. All of the above

14.4 Which is NOT a benefit of trust in a buyer/supplier relationship? a. Promotes a willingness to adapt while acknowledging vulnerability b. Allows you to sacrifice short-term gain for long-term advantage c. Enables collaboration, resource sharing, and risk taking to co-create value d. Emerges by chance in a relationship e. All of the above

d. Emerges by chance in a relationship

Topic 15 EOT Which of the following statements is false? a. Forecasts are almost always wrong b. By working together with suppliers, better forecasts can be developed c. Better information will almost always help improve your forecasts d. While collaborative forecasting has benefits, it always comes with a huge price tag e. Collaborative forecasting is a great way to start the integration journey with your supplier

d. While collaborative forecasting has benefits, it always comes with a huge price tag

13.6 Suppose that the design engineering team set the specifications for length of a stamped sheet-metal part at 10 inches (T) with acceptable tolerances of ±.05 inches (USL and LSL). The average length of the products produced by the actual stamping process is 9.995 inches (m) with a standard deviation of .005 inches (). What is your Cpk? a. 3.33 b. 1.11 c. .888 d. 9.99 e. 3.00

e. 3.00

13.5 Which of the following is true of dock-to-stock suppliers? a. You no longer perform incoming inspections. b. You don't trust them. c. Incoming shipments go straight to inventory or to the production floor. d. Dock to stock is a permanent designation that means you never have to worry again. e. A and C only f. B and D only

e. A and C only You no longer perform incoming inspections. You don't trust them.

13.4 Which of the following is a key dimension of the balanced scorecard? a. Customer expectations b. Operational excellence c. Future capability development d. Financial Performance e. All of the above f. A and D only

e. All of the above

13.5 Which of the following are buyer benefits from supplier certification? a. Higher-quality parts b. Better buyer/supplier relationships c. Lower transaction costs d. Simplified receiving e. All of the above f. A and D only

e. All of the above

14.6 Honda has seen excellent results from supplier development efforts, including which of the following? a. Improved quality b. Improved labor productivity c. Continuous improvements in process capabilities d. Upstream improvements for the suppliers' suppliers. e. All of the above

e. All of the above

14.6 Which of the following is something an organization might "DO" during the PDCA process? a. Improved quality b. Improved labor productivity c. Continuous improvements in process capabilities d. Upstream improvements for the suppliers' suppliers. e. All of the above

e. All of the above

16.4 Which of the following questions do you ask to evaluate your company's readiness to compete? a. What does your company do well? b. Does your company have any unique advantages? c. What skill gaps do you face? d. What complementary capabilities are most needed? e. All of the above f. A & C only

e. All of the above

Topic 15 EOT What did Japanese manufacturers do differently in the 1980s, which enabled them to capture U.S. market share? a. They emphasized longer-term relationships b. They integrated more tightly with their supply partners c. They promoted just-in-time sourcing d. They pursued the a Keiretsu structure e. All of the above

e. All of the above

14.6 Which of the following is NOT true regarding with supplier development? a. It can help identify/develop suppliers for products currently unavailable. b. It can dramatically improve suppliers' capabilities. c. It can achieve global competitiveness. d. It can build a synergistic relationship. e. It focuses on price and profit for your organization.

e. It focuses on price and profit for your organization.

Topic 13 EOT Which of the following is NOT a step in the process for developing a buyer appraisal system? a. Distinguish objective from subjective criteria. b. Establish weights via "Penny Experiment." c. Define measurement scale for each criterion. d. Assess group influence to adjust weights. e. None of the above; that is, they are all steps in the process.

e. None of the above; that is, they are all steps in the process.

Topic 14 EOT Sometimes you don't actually need all the parts you are buying. General Motors discovered it was using 270 types of radios in its cars. GM cut back to only 50. What does this exemplify? c. Tiering e. Standardization a. Rationalization b. Decentralization d. Aggregation

e. Standardization

15.4 Which is the most intense form of supplier integration? a. Collaborative forecasting b. Vendor managed inventory c. Insourced warehousing d. Early supplier involvement in NPD e. Supplier-integrated manufacturing

e. Supplier-integrated manufacturing

13.6 (T/F) Quality is an important supplier-selection criterion that is found on about 25% of all supplier-selection/evaluation scorecards.

FALSE

14.5 (T/F) Supply base rationalization means reducing the overall (i.e., total) number of suppliers to the least amount needed to meet your demand.

FALSE

16.3 (T/F) According to Charles Fine, although it is difficult, companies can achieve a long-term or sustainable competitive advantage.

FALSE

16.5 (T/F) Globalization has increased standards of living by easing extreme poverty and giving rise to a global middle class. As a result, trade liberalization is a high priority for U.S. policy makers.

FALSE

Topic 13 EOT (T/F) ISO 9000 is a quality certification that assures/guarantees that your suppliers produce the highest-quality products.

FALSE

16.4 (T/F) In the design era, your job is to develop and coordinate the capacity and capabilities of a world-class supply team.

TRUE

16.5 (T/F) As you identify and evaluate game changers, your job is to figure out how each will change the rules of the game—and your company's preparedness to win.

TRUE

Topic 13 EOT (T/F) By certifying your suppliers, you shift the responsibility for assuring quality back to the source—the supplier.

TRUE

Topic 14 EOT The idea behind value co-creation is to look for suppliers that ___________________. d. Have the capacity to produce your product e. Possess a state of the art R&D facility a. Possess capabilities that complement your own c. Want to make a steady profit b. Have the same core values as you

a. Possess capabilities that complement your own

Topic 15 EOT What organization developed the Stage-Gate Process? a. The Product Development Institute b. The Institute for Supply Management c. The American Society for Quality d. INFORMS e. The American Society of Value Engineers

a. The Product Development Institute

Topic 14 EOT Multiple factors influence your decision to either sole source or multiple source. Which of the following is NOT one of the three questions you should ask to help determine the right strategy to use? a. Which supplier has the highest performance? c. How many qualified suppliers are there? d. What is your company's buying philosophy? b. How technologically complex is the item being purchased?

a. Which supplier has the highest performance?

14.5 Many factors influence the decision of whether to sole source or multiple source. Which of the following is not one of those factors? a. Characteristics of the market b. Buyer capabilities c. Supplier capabilities d. Purchasing philosophy of the buying firm

b. Buyer capabilities

15.3 Which is a primary reason why teaming up with suppliers has become so important? a. Suppliers have become more demanding b. Customers have become more demanding c. Governmental agencies have become more demanding d. Trade regulations have become more stringent e. Compliance requirements have become more stringent

b. Customers have become more demanding

15.5 At which step of CPFR is the cadence call most commonly and appropriately used? a. Strategy and planning b. Demand and supply management c. Execution d. Analysis e. In all of the above

b. Demand and supply management

Topic 15 EOT What is vendor managed inventory is all about? a. Developing joint demand forecasts with your supplier b. Letting your supplier take care of your inventory c. Relying on the supplier's warehousing capabilities d. Involving the supplier early in NPD efforts e. Having the supplier establish manufacturing facilities close by

b. Letting your supplier take care of your inventory

15.4 Which is NOT a step in the VMI replenishment process? a. Store shares POS data with supplier b. Supplier receives PO and fills order c. Supplier stocks shelves and rotates product d. Supplier evaluates inventory and sales status e. Supplier delivers inventory

b. Supplier receives PO and fills order

13.3 Which of the following best describes purchase-price variance? a. The difference between what you pay and what you wanted to pay. b. The difference between what you pay and the budgeted price. c. The difference between what you paid last year. d. The difference between what you pay and what your rivals pay. e. None of the above.

b. The difference between what you pay and the budgeted price.

13.4 Which of the following is NOT a key role of a supplier scorecard? a. They communicate expectations. b. They are very hard to use. c. They let suppliers know how well they are performing and where they stand. d. They are a source of benchmarking data. e. None of the above; that is, they are all key roles.

b. They are very hard to use.

Topic 15 EOT Which of the following would not be a reason to implement VMI? a. You can focus on more important things b. You become dependent on your supplier and lose control c. The supplier may actually do a better job than you in managing your inventory d. If the supplier charges a fee for VMI, this fee is negligible e. Point-of-sales data can easily be shared with the supplier

b. You become dependent on your supplier and lose control

Topic 15 EOT Barriers to supplier integration can be overcome by various means. Which is NOT one of these means? a. You being a coach and motivator b. You being a protector of your turf c. You being a great motivator d. You being on the same "wavelength" as your supplier e. You listening to the needs of the supplier

b. You being a protector of your turf

15.5 Order generation and fulfillment are done in which step of CPFR? a. Strategy and planning b. Demand and supply management c. Execution d. Analysis e. In none of the above

c. Execution

Topic 13 EOT Which of the following is NOT someone you should invite to help design your firm's appraisal system? a. Purchasing leadership b. Internal customers c. External customers d. Buyers

c. External customers

14.3 A relationship where you cultivate close working relationships to improve processes or develop innovative products is known as which of the following? a. Transactional relationship b. Arm's length relationship c. Leverage relationship d. Strategic alliance e. None of the above

c. Leverage relationship

Topic 14 EOT If we lived in an ideal world, every company would develop ____________________________ with every member of its supply chain? c. Productive relationships d. Comprehensive plans b. Low costs e. Communication methods a. Effective strategies

c. Productive relationships

Topic 15 EOT What is insourced warehousing? a. A practice that encourages you to work together with your supplier to improve demand forecasts b. Transferring the responsibility to manage your inventory to your supplier c. Relying on warehousing capabilities of third parties to better manage distribution d. Involving the supplier in your NPD efforts e. Suppliers establishing manufacturing facilities close by

c. Relying on warehousing capabilities of third parties to better manage distribution

Topic 14 EOT Which of the following is the greatest roadblock to companies developing productive buyer-supplier relationships? c. Resources e. Conflict e. People b. Location a. Distance

c. Resources

15.4 What is inviting suppliers into your plant to manufacture and assemble the product is referred to as? a. Collaborative manufacturing b. Outsourced manufacturing c. Supplier-integrated manufacturing d. Supplier-leveraged manufacturing e. Third-party manufacturing

c. Supplier-integrated manufacturing

15.5 The production forecast is dealt with in which review meeting of the S&OP process? a. Product review b. Demand review c. Supply review d. Reconciliation e. Business review

c. Supply review

16.5 Most game changers can be categorized into which of the following three groups? a. Information technology, Materials science, & Regulations b. Product technology, Process technology, & Regulations c. Technology, Relationships, & Regulations d. Evolutionary, Transformational, & Punctuated e. Gradual, Transformational, and Extinctual

c. Technology, Relationships, & Regulations

15.5 Which of the following is false? a. Integrated Business Planning (IBP) combines the Sales and Operations Planning (S&OP) process with Collaborative Planning, Forecasting, and Replenishment (CPFR). b. IBP can result in a single agreed-upon and more accurate forecast. c. The S&OP process helps trading partners work together to develop a robust forecast. d. The S&OP process relies on five monthly, internal review meetings. e. The CPFR process consists of four key steps.

c. The S&OP process helps trading partners work together to develop a robust forecast.

14.3 Which of the following are two likely outcomes of building the wrong relationship with the right supplier? a. Right time and right price b. Tickets to a football and basketball game c. Wasted resources and lost opportunity d. Salary increase and end-of-year bonus

c. Wasted resources and lost opportunity

Topic 13 EOT Which of the following is an appropriate way to use supplier scorecards?? a. Inform business reviews. b. Help suppliers benchmark best-in-class performance. c. Support a supplier recognition program. d. Post to the Internet to provide suppliers up-to-date, real-time performance information. e. All of the above

e. All of the above

13.3 Which of the following is NOT a step in the process for developing a buyer appraisal system? a. Decide who should provide input. b. Generate preliminary list of appraisal criteria. c. Provide feedback and promote discussion. d. Autocratically choose the most important criteria. e. None of the above; that is, they are all steps in the process.

d. Autocratically choose the most important criteria.

14.5 A buyer can potentially achieve a price reduction in three primary ways. Which of the following DOES NOT represent one of those three? a. Negotiate with your incumbent supplier b. Introduce market competition by dual sourcing c. Leverage volumes with a single supplier via long-term contracts d. Continue with the status quo and existing supply base e. All of these are ways to reduce price

d. Continue with the status quo and existing supply base

Topic 14 EOT Transactional suppliers know they are not your most important accounts. They don't expect you to __________ their capabilities. But, they do expect you to treat them __________. b. Think about, properly a. Care about, fairly d. Invest in, fairly c. Be happy with, respectfully

d. Invest in, fairly

15.3 Which is NOT a benefit of supplier integration? a. Reduced design and development time b. Reduced technological risk c. Reduced procurement item cost d. Reduced procurement item reliability e. Reduced financial risk

d. Reduced procurement item reliability

14.3 Which of the following is false about transactional suppliers? a. They do not expect you to invest in capabilities b. They recognize that relationships are cost driven and arms length c. They need efficient buying practices and processes in place d. They have sufficient resources to waste with good customers

d. They have sufficient resources to waste with good customers

14.3 Which of the following is true regarding strategic suppliers? a. Represent 5-10% of your supply relationships b. Account for a disproportionate amount of spend c. Account for almost all value co-creation opportunities d. Are partners in profit e. All of the above

e. All of the above

14.4 Which of the following is true regarding the pressure to "make the numbers"? a. Drives opportunism b. Creates a social dilemma c. Is driven by short-term operating and financial mindsets d. Hinders value co-creation e. All of the above f. A & B only

e. All of the above

14.5 Why is building the right relationships with the right supplier a complex and difficult task? a. You must select and manage suppliers for every SKU your firm purchases. b. You source from hundreds, if not thousands, of suppliers. c. You buy the same SKU from multiple suppliers in multiple geographies. d. Your company may believe that you get the best price by pitting suppliers against each other in a bidding process that undermines value co-creation. e. All of the above f. A & B only

e. All of the above

14.6 Honda's BP program includes which of the following? a. Best position b. Best price c. Best product d. Best performance e. All of the above f. A & B only

e. All of the above

15.4 Whether to involve suppliers in NPD initiatives or not can depend on which of the following? a. How complex the development effort is b. How high coordination costs are c. How much technological uncertainty exists d. How established and cooperative the buyer/supplier relationship is e. All of the above

e. All of the above

15.5 Which is a requirement for IBP to work? a. Leadership commitment b. Trustworthy partners c. Confidentiality d. Change management e. All of the above

e. All of the above

Topic 15 EOT At which stage of the NPD (New Product Development) process can the supplier add value? a. Idea generation b. Screening/scoping c. Business case analysis d. Product launch e. All of the above

e. All of the above

Topic 13 EOT Which of the following is NOT a step in the process for developing a buyer appraisal system? a. Decide who should provide input. b. Generate preliminary list of appraisal criteria. c. Provide feedback and promote discussion. d. Distinguish objective from subjective criteria. e. None of the above; that is, they are all steps in the process.

e. None of the above; that is, they are all steps in the process.

15.3 Which can be regarded as the foundation for Honda's supplier integration successes? a. Open-book accounting b. Involving suppliers late in NPD c. Streamlined and coordinated processes d. Information sharing e. Trust

e. Trust

16.3 Mental models can become rigid, locking a company into a fixed way of thinking about the world. Which of the following are keys to avoiding the downside of successful mental models? a. Recognize that adaptation is a critical genetic trait. b. Invest in technology. c. Hire the best consultants. d. Cultivate a culture of continuous improvement. e. All of the above f. A & D only

f. A & D only a. Recognize that adaptation is a critical genetic trait. d. Cultivate a culture of continuous improvement.

13.4 Which of the following is a reason or rationale for the development of the balanced scorecard concept? a. Existing measures were too short-term focused. b. Managers wanted to maintain the status quo. c. Existing measures were too financially oriented d. Existing measures focused too much on value creation and customer satisfaction. e. All of the above f. A and C only

f. A and C only Existing measures were too short-term focused. Existing measures were too financially oriented

16.5 Which of the following are purchasing game changers? a. Additive manufacturing b. Predictive analytics c. Materials science d. Cyber security e. All of the above f. A, B, & C only

f. A, B, & C only a. Additive manufacturing b. Predictive analytics c. Materials science

13.3 Which of the following is something you should expect a great buyer to do? a. Build productive relationships with internal customers. b. Understand supply and demand for the items/categories they buy. c. Scan actively; that is, track risks and emerging technologies. d. Design processes for making standard buys (e.g., p-cards and web catalogues). e. Help suppliers continuously improve their own processes. f. All of the above g. A, B, and D only

f. All of the above

14.3 Which of the following is a relationship goal of a transactional relationship? a. Maximize value co-creation b. Assure availability c. Minimize costs d. Maximize the life cycle of the product e. All of the above f. B & C only

f. B & C only (Assure availability & Minimize costs)

Topic 13 EOT Which of the following is a beenfit of using a balanced scorecard? a. Promotes a single-minded focus on financial profitability. b. Links behavior to strategy. c. Promotes future capability development. d. Improves discipline. e. All of the above f. B, C, and D only

f. B, C, and D only Links behavior to strategy. Promotes future capability development. Improves discipline.

14.4 Trust is built by which of the following? a. Withholding information b. Taking advantage of the skills of alliance partners c. Being empathetic d. Developing interpersonal relationships e. All of the above f. C & D only

f. C & D only (Being empathetic & Developing interpersonal relationships)

13.6 Which of the following is NOT one of the steps in W. Edward Deming's PDCA cycle? a. Plan b. Procrastinate c. Do d. Check e. Calculate f. Act g. Both B & E

g. Both B & E (Procrastinate & Calculate)

16.4 Which of the following is an era used to describe the evolution of purchasing practice? a. Clerical Era b. Eyeshade Era c. Transactional Era d. Transformational Era e. Strategic Era f. Scientific Era g. All of the Above h. A, C, & E only

h. A, C, & E only a. Clerical Era c. Transactional Era e. Strategic Era