Supply Chain Management Chapter 1 Study CWU

A process is: A set of planned steps used to achieve an objective. A system of activities that transforms inputs into valuable outputs. A system of decisions. A combined effort by people who want to get something done.

A system of activities that transforms inputs into valuable outputs. Processes involve transformation, and they may or may not involve people.

Which of the following statements are reasons why operations management is important? Efficient and productive operations drive the economic well-being of nations. Operations management is responsible for much of the value created by organizations. Operations management is a key source of competitive differentiation among firms. All of these are reasons why operations management is important.

All of these are reasons why operations management is important. Operations management affects both macroeconomic and individual firm outcomes

Which of the following functions would NOT have to think about "processes"? Logistics management Production management Supply management Accounting All of these have to think about "processes."

All of these have to think about "processes." All functions must think about processes.

Growth of the supply chain management perspective in operations management results from the advent of: Technology and infrastructure advances. Collaborative networks. A focus on core capabilities. All of these.

All of these. In addition to the three listed alternatives, reduction in trade barriers also contributed to growth of the supply chain perspective.

Structural operations management decisions include: Workforce, capacity, and facilities. Workforce, production planning, and materials controls. Capacity, facilities, and technology. Materials controls, supply chain, and value definition.

Capacity, facilities, and technology. Structural decisions include capacity, facilities, technology, and the supply chain network. The other decisions are infrastructural decisions.

A supply chain is a global network of organizations and activities involved in: Producing, buying, servicing, and disposing of goods and services. Designing, transforming, consuming, and disposing of goods and services. Financing, producing, and marketing of goods and services. Designing, financing, selling, and disposing of goods and services.

Designing, transforming, consuming, and disposing of goods and services. The organizations and activities in a supply chain are involved in designing, transforming, consuming, and disposing of goods and services.

Johnson Company makes widgets, which it then sends to Smith Company. Smith Company puts the widgets in packages. Smith Company is considered by Johnson to be a: Critical customer. Upstream product supplier. Aftermarket supplier. Downstream product supplier.

Downstream product supplier. Companies that enhance finished goods are considered downstream product suppliers.

Which of the following is NOT one of the processes included in operations management? Design Finance Produce Deliver

Finance Design, supply, produce, and deliver are operations management processes. Finance is not.

Which of the following statements is NOT true regarding supply chain management? Globalization has slowed the growth of supply chain management. Supply chain management is a way of viewing operations management. Supply chain management has grown as a result of a focus on core competencies. Supply chain management is about making the most of relationships with suppliers.

Globalization has slowed the growth of supply chain management. Globalization has increased the growth of supply chain management. SCM involves relationships with customers and partners, not just suppliers.

During the "mass production" era, operations management focused primarily on: Production and design. Internal production. The global supply chain. Sales, production and design.

Internal production. In the mass production era, the operations focus was on internal production.

Which functional activities are the most closely related to operations managers' attempts to manage the flow of materials and information in a firm? Finance, accounting, and supply management Logistics, finance and supply management Logistics, supply, and customer management Customer, finance, and logistics management

Logistics, supply, and customer management Supply management, logistics management, and customer management are the functions most directly related to the flows of both materials and information. Finance and accounting are primarily about managing capital and reporting information.

Physical goods can be differentiated from services in the operations management process by: Longer lead times and they can be inventoried. More capital intensive and short lead times. More labor intensive and longer lead times. More expensive and easier to control.

Longer lead times and they can be inventoried. Physical goods typically have longer lead times than services and can be inventoried (services typically cannot).

While there is overlap between operations management and supply chain management, the two are different in that: Operations management focuses on production, supply chain management focuses on supply and logistics. Operations management focuses on tangible goods, supply chain management focuses on services. Operations management focuses on processes, supply chain management focuses on relationships and flows. All of these.

Operations management focuses on processes, supply chain management focuses on relationships and flows. The key distinction is that supply chain management focuses on relationships and flows, whereas operations management focuses on processes.

Which of the following statements about operations management processes is NOT true? Inputs to operations management processes can be materials, people, and/or information. Outputs of operations management processes are always tangible goods. Operations management processes involve transformation of inputs into valuable outputs. Design of operations processes should reflect what customers want.

Outputs of operations management processes are always tangible goods. Outputs of operations management processes can be services

Every organization operates which of the following types of supply chains? Product and tangible goods supply chains. Information and personnel supply chains. Direct and indirect supply chains. Product and resource/technology supply chains.

Product and resource/technology supply chains. Product supply chains manage flows of goods and services. Resource/technology supply chains manage acquisitions and flows of equipment, facilities, workers, product designs, and so on.

Operations managers answer questions of what, how, when, where, and who by defining both the ___________ and _____________ aspects of the operations management system. Financing and capacity Marketing and delivery Structural and infrastructural Production and accounting

Structural and infrastructural Structural and infrastructural aspects of operations management must be defined to answer questions of what, how, when, where, and who.

Joe Jones was asked to undertake a project to determine the resources and capacity his firm would need in the next three to 10 years. These types of decisions are considered to be: Infrastructural aspects of operations management. Positional aspects of operations management. Assessment aspects of operations management. Structural aspects of operations management.

Structural aspects of operations management. Resources and capacity are among the structural decisions.

Operations management is: The management of production. The management of services. The management of processes. The management of physicians.

The management of processes. "Processes" comprehends all of the aspects of operations management. The other answers are just possible components of operations management.

To an operations manager, the "key customer" is: The person who buys a product. The person who has the greatest impact on design, sales, and growth opportunities for the product. The Echelon 1 customer. The person who uses the product.

The person who has the greatest impact on design, sales, and growth opportunities for the product. The key customer is one who has the greatest impact on design, sales, and growth opportunities.

*Jones Manufacturing sells a part to Lear Corporation. Lear puts this part into a radio, which Lear then sells to Ford. From Ford's point of view, Jones Manufacturing is a(n) __________ supplier. Echelon 1 Echelon 2 Tier 1 Tier 2

Tier 2 A supplier's supplier is known as a Tier 2 supplier. Learning Objective: 01-05 Identify the partners and functional groups that work together in operations management.