Marketing Distribution Exam 1

Floor spacer, racks, bins, stockrooms, clerks

Storage

For example, the types of customers a business chooses to serve will determine the ________ ________ that are relevant, which in turn determines the types of capabilities that will be required.

Value propositions

Affects how the customer views, not only the process by the firm.

Visible to customer

For example, uncertainties in the availability of raw materials at a suppliers can severely limit a firms ability to ....

deliver products to customers

The overall operating capacity of a processes is limited by ___ constraint.

+1

Firms foster an innovative culture through the following practices:

- Hiring the best and the brightest - Creating effective rewards - Providing adequate resources

Processes involve structured actives and resource that are guided by performance metrics. A particular process can be defined by its:

1. Activities 2. Inputs, outputs, flows 3. Process structure 4. Management policies

The five most basic principles at the heart of Theory of constraints are:

1. Every process has a constraint 2. Every process contains variance that consumes capacity 3. Every process must be manages as a system 4. Performance measures are critical to the process successes 5. Every process must continually improve

Several steps can be taken to ensure metrics motivated process behaviors in wats that increase customer value:

1. Identify and prioritize the customers served by the process 2. Prioritize the requirements of these critical customers, while not loosing site of less critical groups 3. Must pick a limited number of clinical requirements and provide meaningful operations definitions for them.

A well designed value proposition has 5 characteristics:

1. It offers a combination features that customers find attractive and are willing to pay for 2. It differentiates the firm from its competition in a way that is difficult to improve 3. It satisfies the financial and strategic objectives of the business 4. It can be reliability delivered and given the operational capabilities of the business and its supporting supply 5. It is consistant with the firms social and core values

Some firms use a disimpled stage gate process developed by Robert G Cooper to manage costs and risks in product/ process innovation products. In this process:

1. Resources are committed only on stage by stage basis 2. Near the completion of each stage, senior managers review progress and make a go/ no go decision to determine if the project should be continued. 3. If the decision is a go, then resources are provided for the next stage 4. At the next gate, the project is reviewed again and another go. No go decision is made 5. If the decision is a no go then the project mat repeat the stage, or it may be terminated

Under such conditions, management has three options:

1. live with the mismatch 2. change the key customers to those who value the solutions provided by the firm. 3. change the operational capabilities

Other companies, add or remove capacity to correspond to average demand. This approach ________ the risks of having too much capacity and missing our on sales.

Balances

Advances in communication, computers, and transportation technologies have extensive ______ and the growth of supply chain partnerships.

Connectivity

Marketing managers often lead _______ making regarding customers and products.

Decisions

_______ physical links such as conveyer belts can buy used to reduce transfer time and viability in lower material handling costs. However, building physical links requires capital investments and fixed operating costs, and they make it more costly to change the flows within a process. Specialized information links are subject to the same trade-offs.

Dedicated

Operations, transportation, and inspection activities are usually defined by output capacity, whereas delays and storage activities are ______ by storage capacity

Defined

Space on shop floor, bind, carts, racks

Delay

Using process thinking, operational managers design, document, and change business processes located throughout the supply chain, with the goal of ensuring that these processes make ____ results inevitable

Desired

Changes in technologies, competitors, and markets can at the same time ____ the viability of an existing business model while giving rise to a new one.

Destroy

Of the three levels of strategic planning, the functional strategy is the most _______, as well as the must constrained, as it must operate within a set of decisions made in the corporate and SBU strategic plans.

Detailed

Determining the values of the ket design parameters Perform detail design of the component, including material and process selection, assembly precedence, and tooling requirements

Detailed design and development

If the required operational capabilities do not exist, then they must be _______, or different customers and value propositions should be targeted.

Developed

The overall resources in product/ process development can be split into these three categories:

Developments, sustaining and warranty, and production and sales support costs

Operations manager usually express amounts of capacity in terms of wither resource availability or potential output rate. Different businesses use _____ units of capacity measurement

Different

The ______ imposed by the stage gate approach has been shown to increase teamwork, rescue product development time and cost, and identify problems earlier.

Discipline

An operations strategy might depend heavily on making changes such as installing new equipment/ systems, implementing training program, adapting new approach, acquiring /devising facilities, or _____ workers.

Downsizing

On the other hand, because resources are often _____ in parallel process, they tend to be less completely utilized, thus, making the process more costly.

Duplicated

Operations management is _______ because of its changed in customers demand, resources, and competition along with technologies.

Dynamic

Down stream stages of the supply chain are made up of laters of patterns and customers commonly refer to as ______.

Echelons

Operations management activities located throughout the supply chain create and enhance the value of goods and services by increasing their.....

Economic, functional, and psychological value

In come industries such as customer in a single manufacturing plant to meet global demand so that they can achieve _______ _____ _____.

Economy of scale

To be ______ operations management mist be consistent with strategic goals of the firm

Effective

These changes are important for operations and business strategy managers to continually _____ their existing business models and possible business model innovations.

Evaluate

Over the years, a number of typical process structures have _____. Each of theses structures represents a scheme of supportive choices regarding the sequin, position, and linking of activities in a process.

Evolved

Strategy development consists of two interrelated activities:

Execution and feedback/measurement

_______- reasons include insufficient demand or supplied inputs. Internal includes lack of resource availability, efficiency problems and quality problems.

External

What trends are we well position to take advantage of? What. new technologies to exploit? What new markets are opening up? What changes might be positive for us?

External opputunities

What obstacles do we face? What are competitors doing that could affect us? Can technology hurt us? New government regulations pose difficulties?

External threats

A firms culture also typically ______ the objectives it sets and the decisions it makes on strategic planning. Example, one firm might be more aggressive or more risk averse than another firm.

Influenced

Process activities create outputs from inputs though a series of flows. Most processes involve two basic types:

Information flows and material flows

With easier ________ _______, there is less of a need to include all operations at one location or within the organizational boundary, contact information sharing between supply chain partners improves efficiently in planning, in material movements, and the transfers of funds.

Information transactions

_________ developed in these areas contribute to supply chain operations, abilities to create new solution and to rescind effectively to changes in technology, competition, and the overall operating environment.

Capabilities

In recent years we have witnessed incredible _____ in government and social systems round the world.

Changes

Evaluate pilot production units Establish market channels and an order fulfillment system Train sales force and field service personnel

Commercialization

______ _________ along with associated performance measures and targets objectives, provides a language for managers to communicate the value proposition in operational terms.

Competitive priorities

A business gains key customers by offering a compelling value proposition, a statement of products and service features. A value proposition need to be both attractive to customers different from ______ offerings.

Competitors

Identify core product concept Cinduct market, technical, and financial assessments Identify the target values of the product attributes, volume and price Determine the ordinary product architecture, including product variants and components sharing plan Propose and investigate production process concepts

Concept development

The supply chain concepts can be used to describe the _____ among business partners.

Connections

Operational capacity decisions occur in ___ term (0-6 months) and typically require small changes to low skilled labor, equipment and space.

Short

Low skilled labor, equipment, space - overtime, parties, temporary, layoff, rental, leasing

Short term (0-6 months)

Numerous studies have shown that more innovative firms consistently outperform their rivals. Firms that have developed strong innovations competences grow at rates that are three to six times the rate of their competitors, and they typically create profits that are ___ ________ percent higher of their competitors. Why are innovative firms so successful? They gain the following advantages from bringing faster, better, and more efficient innovators.

20 to 150

The sustainable effective capacity of a process can estimate ____-_____% max design capacity, satisfy customer demand, though they may plan out that exceeds capacity levels for short periods of time

70-80

Process thinking causes managers to address critical process elements, including:

Activities, inputs, outputs, flows, structure, resources, and metrics

Businesses that product high-quality products have many ________, including improved company reputation and easier selling, the elimination of the time consuming activities and costly resources required to correct related problems and employees who are motivated by the knowledge that they product great products.

Advantages

Reasons for economy of scale

Allocation of fixed costs, equipment and construction costs, lower costs for purchases, and learning

By opening up its innovation process, the firm increases the number of sources for new and better ideas, leading to higher quality products. By leveraging the expertise and resources of suppliers, research firms, universities, and other partners, companies can increase the number of products they successfully launch and reduce the time it takes to bring new products and processes online. When companies work together to develop new products, they often share the financial and legal risks of development.

Benefits of Codevelopment

Technology innovations such as apps have given ____ to many new business models.

Birth

Inventory due to __________ creates requirements for longer total operating time and for more space to store inventories items.

Bottle necks

Limited output, increases lead time, adversely effect cost, quality and flexibility

Bottleneck

Viewing supply chain operations as a collection of process, rather than a collection of departments, functions, or companies os important because this perspective helps mangers to____ _____ organizational barriers that can impede operational performance

Break down

One of the three levels of strategic planning, corporate planning is the _____ in scope and least constrained

Broadest

Every organization can be describes as a ______ of processes that connect different organizational groups.

Bundle

To ensure that high level of _________ is achieved, operations managers must develop a deep understanding of product and service attributes that are important to their key customers. The critical features of the value proposition need to be communicated in terms that makes sense to operations managers.

Consistency

At a hair salon, you ____ the expertise and labor of the hairstylist as part of the experience of getting a haircut.

Consume

A process that incorporated a critical strategic skill set. Difficult to copy.

Core capability

Operations management interact with three groups that are external to the firm: (1) __________, (2)________, (3)_________.

Customers, suppliers, and stakeholders

Capture additional sales by getting their new products to market more quickly than their competitors do. Are able to react quickly to competitors product introductions, thus capitalizing on the development and promotional efforts of their competitors. Product a more continuous stream of new product introductions that create a greater and more constant market awareness of their brands

Fast innovators

A process that feeds a number of alternate processes coming out of it

Feeder process

_______ and qualifying an additional supplier or distributer is a tactical decision. Some may be smaller decisions, such as hiring specialized labor such as physicians, or engineers.

Finding

Within a supply chain context, operations management brings together four sets of players, the ______, ______, _____, and ________.

Firm, customers, suppliers, and stakeholders

The ____ tier suppliers provides goods and services directly to the firm. A _____ tier provides inputs to the first and so on.

First, second

There are three basic ways to deal with variability processes:

First, second and third

At the heart of operations strategy is the notion of _____.

Fit

Process that have many parallel activities are typically faster and more _____ than more several processes

Flexible

A ______ on core capabilities leads a firm to concentrate on those few skills and areas of knowledge that make the firm distinct and competitive, and to outsource other, noncore activities suppliers who have advantages die to better skills or higher scales of operations.

Focus

Every SBU consists of ______ _______ such as internal operations, marketing, accounting, engineering, supply management, logistics and finance.

Functional groups

_____ are tangible, can be inventoried, little customer contact, long lead times, often capital-intensive, quality easily assessed, and material is transformed.

Goods

______ can be produced in advance and held in inventory until a customer buys them or consumes them, _____ are intangible and cannot be stored.

Goods, services

Operations managers are usually concerned when effective capacity is _______ than actual production plan to make is greater than actually made, or number of customers we planned to serve is less than actual

Greater

Variance are amplified by sequential step in process

Greatest variances

Consider for example, for customers _____ concerns over sustainability issues have opened up to the possibility of new business models that offer organic to eco friendly products.

Growing

Have fewer problems in launching new products and fewer failures in the marketplace Satisfy customers more effectively, building strong brand image and customer loyalty.

High quality innovators

Stakeholders demands often differ from the demands of customers or suppliers. Like customers and suppliers, stakeholders can significantly affect ____ __ ____ _____.

How a firm operates

Operations management is mainly concerned with ____ _____ _____ ____ ____ ____ ____ and used to accomplish business goals.

How resources will be used or developed

An organization cannot structure an effective or efficient operations management function, unless it has clearly ____ its customers.

Identified

It is important for operations managers to know what products and services features key customers consider __________, what they are willing to pay, and what levels of performance they consider acceptable.

Important

A company can find itself with capabilities and value propositions that no customers care about, either because it made ______ investments, or because existing customers changed, or both.

Improper

As firms become more relevant on their suppliers, the greatest _____ in product value are usually achieved through better coordination with these partners.

Improvements

At the same time growing transportation technology and infrastructure have made the shipping of goods and the transport of people faster, shipping docks, and highways, continues to be built in developing countries. This growing infrastructure _____ the reliability of deliveries to remote places, this opening opportunities to work with new suppliers and serve new markers.

Improves

In companies that pursuer a low-cost strategy, most innovation tends to be _______ in nature, whereas technology-leading companies tend to pursue more radical product and process innovation.

Incremental

Operations strategy is ultimately desired by what is done over time, not by that is written down as plans. Mangers have to assign resource tasks, identify the relative priorities of completing orders, and monitor the progress of order and work as they flow through the system. In addition manager have to device and implement storage ____ needed to make changes to supply chain operations a reality

Innovation

________ projects often involve uncertainty relating to customers responses, competition, technology, and resource availability. Good innovation project teams clarify and reduce uncertainty as much as possible and build flexibility for situations in which uncertainties persist.

Innovation

__________ may be a response to emerging customer needs, or it can even be a way to create new needs. Can take various forms: product innovation, process innovation, customer business model, and now, supple chain innovation

Innovation

Capacity can be measured in terms of ____ used.

Inputs

____ are items that come from outside processes and are acted upon or consumed by process

Inputs

Inspectors, stations, gaudes, robot, équipement

Inspection

Operations around the world are becoming more _________ over time.

Interconnected

Operations management spans boundaries at any single firm, bringing together the activities of ______ ______ (to a given company) with the operations of the customer, suppliers, and other partners around the world.

Internal operations

What advantages do we have? What do we do better than anyone else? What is our unique value proposition? What do our customers see as our strengths?

Internal strengths

What could we improve? What should we avoid? What do our customers see as major weakness? What factors present ability to completive advantage?

Internal weakness

Types of customers include ____, ____ and ____ customers.

Internal, immediate, and final

However, decisions in all three areas listed above need to be _____ agreed upon by executing in the marketing, operations, and financial functions of the firm, because the decisions are so interdependent.

Jointly

While each of these customer groups is important, it is also beneficial for operations managers to identify ____ _____.

Key customers

The product life cycle has four phases:

Launch, growth, maturity, decline

Every innovation project, successful or not, involves ______ - learning about new markers, new technologies, new methods, new suppliers, and even new personnel. These lessons learned often lead to new innovation opportunities that create competitive advantages.

Learning

A constrain is a physical ______ applies by a person, equipment, or facilitates.

Limitation

Capacity changes take a ____ time to implement and often include increases/ decreases in capacity, such as building a new retail mall or manufacturing plant or outsourcing customer service operations to a supplier.

Long

Operations mangers are also concerned with actual production exceeds effective capacity for a ___ period of time.

Long

Physical plant - are building, outsourcing

Long term (More than two years)

Service operations managers often use reservations and appointments to help customers avoid ___ _____ _____.

Long wait times

In addition to managing costs, timeliness, and quality, operations managers place priorities on ________-______ initiatives affecting areas such as innovation, flexibility, and sustainability.

Longer-term

_____ _____suggest equipment or employees are underused, while high suggest overused and a corresponding danger may occur is demand continues to exceed available capacity.

Low rates

Decisions made at this level limit the choices that can be made at ______ strategic planning levels

Lower

An operations manager interacts with ______ in other business functions, both inside and outside of their own company.

Managers

Supply chain management focuses on _________ _______ and ______ (of information, materials, energy, money, and people). Think of supply chain management as a way of viewing operations management. You can also think of the supply chain network of organization in which activities are conducted.

Managing relationships and flows

Processes are spread across many organizations that make up a supply chain, it is important or all _______ to understand basic operating principles

Mangers

Ramp up production volume Fill distribution channels Launch promotion and advertising campaigns Evaluate field experience with product

Market introduction

Through the creation of new and improved products, firms can appeal to new ______ _______ or take away business through competitors.

Market segments

Product related priorities address the customers problem to be "solved" and are communicated in terms of the quality, timeliness, and the cost of the production and service "__________".

Solution

These factors must be compared with the firm's _______ and _____ strategies in order to ensure that design and development projects move the firm in the right direction. The screening mist also compares the resource needs of a potential developmental project to the resources available, while considering the needs of other ongoing and planned projects.

Marketing and technology

Capacity limit are expressed in two ways:

Maximum and effective capacity

Specialized labor, equipment, space - hiring, firing, contract labor, leasing, subcontract, install, renovate

Medium term (6-24 months)

Equally important are the standards and rewards associated with _____.

Metrics

Some dimensions of quality are often viewed by customers as _______ requirements (order qualifiers) for most products. At the same, superiority in other dimension of quality can significantly differentiate a product.

Minimum

Some businesses are mostly about producing goods (production of gasoline), and some are mostly about delivering services (financial consulting). However, most businesses integrate a ____ of goods-producing and services-producing operations activities.

Mix

Many firms are involved in _______ business. Example, General Electric operates more than 20 diverse businesses from air craft to financial services.

More than one

We focus on theses processes because they offer "biggest bang for buck"

Most resource consumed

Also, a single supplier might improve inputs for ______ tiers of the supply chain.

Multiple

If strategic planning processes are _______, overtime the dynamics of changing market trends, technology, and competition can destroy the fit between customer-desired outcomes, value propositions, and capabilities.

Neglected

Tools, labor, machine capacity, supplier capacity

Operation

What are the activities of a process?

Operation, transportation, inspection, delay, storage

Process thinking can be applied to any ____ that involves the transformation of materials, information, curriers, or even people

Operations

______ ____ is about designing, executing, and improving business processes.

Operations Management

An ______ ______ is defines as choices made in three primary areas.

Operations strategy

These product specific traits can be classified into one of three categories.

Order winners, order qualifiers, or order losers

Processes often span the _____ boundaries of different firms in a supply chain.

Organizational

____ include both intended and unintended products of the process, including physical goods, services, and information

Outputs

However, when firms concentrate on only their immediate relationships, they only address a small portion of the total opportunity to improve the ___________ ______ of the system.

Overall effectiveness

Both design capacity and effective are _____ concepts.

Planning

Operations management incudes the ______ and ______ of tasks that may be longterm (yearly) or short term (daily) in nature.

Planning and execution

Corporate strategic planning addresses the _____ of business owned by a firm.

Portfolio

While goods-manufacturing operations can use inventory to smooth out imbalances between production capacity and customer demand, a product of service must maintain capacity to meet demands during peek periods; otherwise, it will ____ the demand. (Ex- restaurant when it is busy)

Postpone

Each dimension __________ appeals to different types of customers, each also may require different capabilities of supply chain operations.

Potentially

Operations management is a _____-_____ discipline.

Process - oriented

The structure limits the ...

Process capabilities

_______ use resources (workers, machines, money, and knowledge) to transform inputs (such as materials, energy, money, people, and data) into outputs (goods and services)

Processes

__________ innovations can be technological or organizational in nature. Operations managers are always looking for new technologies to enhance their capabilities. However, organization innovation can be effectives in creating new efficiencies or new market operations.

Product

Conduct full scale product performance tests and simulations Conduct customer tests Design and test critical tools and production procedures Refine details of product design

Product and market testing

In addiction to customers and suppliers, other groups of people have an interest in the well-being of an operation, ________.

Stakeholders

Decide which companies will be designed vs off the shelf Identify who will design, product, and assemble the components Specify the types of processes to be used to product the product and the structure of the supply chain Identify who will develop and supply need process technologies Develop early prototypes and system level simulations

Product and princess planning

The overall effect is to product greater ______ ______ though higher quality and greater efficiencies. However, it also makes supply chain partners more interdependent.

Product value

Typically, competitive parties address both _________-related outcomes and _______-related outcomes. Once these priorities are established, they form the basis for performance measurement.

Product, process

For example, companies use design process to develop new goods and services and strategic planning process to determine how the firm should compete. They use _____ ______ to plan and execute the supply, manufacturing, and delivery of goods and services to customers. Finally, companies use evaluation processes to measure and report how well they are meeting their goals or using their resources.

Production processes

On time delivery of a product is in many cases in order qualifiers. Similarly, availability of a good or service is usually a _______.

Qualifiers

Once managers have establishes and goals of operations strategy, they must convert them into operating _____.

Realities

The experience and information you ______ at a school is a form of service called education.

Receive

Locating two activities closer to one another ______ the time needed to move materials and tools between them.

Reduces

The capacity of a process is determined by the limits of its ________.

Resources

By including more partners, a firm risks looking for control over intellectual property. Either intentionally or accidentally, a codevelopment partner may leak secret plans or technical knowledge to competitors or other parties who might use this information against the firm. The firm can lose control over the goals and timing of the innovation project if it becomes too dependent on partners.

Risks of Codevelopment

Operations managers need to clearly specify what each partner in the supply chain must do better than its ______, what mist it do at least of its _____, and what must it avoid doing.

Rivals

_______, _______, and ______ represent a few important examples. These failing political barriers have opened new opportunities to develop global supply chains. While these global chains can offered improved product costs and quality, they can also be more complex and risky. Today, operations managers must often manage long pipelines of inventories that cross multiple country borders.

Russia, india, and china

Several factors: overtime may be used more frequently and routine maintenance can be delated, increasing breakdowns. Use of overtime mat now be sustainable in the long run, too much stress is put on employees and can cause _____ ______.

Safety problems

By focusing on managing processes, operational managers can better ensure that the operational capabilities and outcomes they create are more fully consistent with the firms strategy. In addition process thinking causes managers and workers to view operational activities from a customers perspective. Processes are the means by which customers needs are ____.

Satisfied

______ are intangible, cannot be inventories, extensive customer contact, short lead times, often labor-intensive, quality more difficult to asses, and information or the customer is transformed.

Services

Capacity decision are important because demand, products, technology, and the competitive environment _____ over time.

Shift

Because produces and markets differ across business divisions, a separate management team (usually by a president or VP) is usually needed to run each of these semi-independent organizations or ____ ____ ___ ___. An SBU can be organized faint product, market, or geographic dimensions.

Strategic Busine SS units

Each function has to generate a ________ _________ - one that is coordinated with and supportive of the SBU plan.

Strategic plan

_______ ______ made at all levels need to take into account the business environment, including economic conditions, competitor actions, market opportunities, and so on.

Strategic plans

Within most firms, _________ ________ _______ processes take place within a heirchy consisting of (1) corporate planning, (2) strategic business unit (SBU) planning, (3) functional planning. These three levels should be closely linked so that they are mutually consistent and supportive.

Strategic process planning

Problems like these can be avoided when partners across a supply chain network share their plans and capabilities and work together to develop improvements. In addition, the creation of partnerships in integrated networks open up opportunities to take advantages of complementary cost structures, the respective partners' technical expertise, market knowledge, and brand entities. By combining such assets, companies are able to make ____ ____ ____ together, than they could individually.

Stronger product offering

There are key _____ ______ in operations processes designed to provide mostly goods vs. mostly services.

Structural differences

Each processes has a ______ the defines, orders, and links the activities included in the operation. Usually, it also has procedures, monitoring, and control structures, and feedback mechanisms

Structure

_________ deals with how inputs, activities, and outputs of a process are organized. Process managers denied a process structure by sequencing, physically positioning, and linking activities. Ideally, the sequencing, positioning, and linking of process activities should be closely tied to the priorities the process mangers place on various performance outcomes.

Structure

Between every pair of subprocess, an interface mist be maintained. Often these interfaces cross departmental boundaries

Subprocess

These high level processes consists of smaller and more focused _____

Subprocesses

Labor is needed to track and control inventory. These factors increase cost. Quality often ____.

Suffers

It is difficult to describe capabilities directly without describing them in terms of outcomes such as quality, flexibility, and so on. Usually abilities to deliver ______ performance came from investments and departmental efforts in one or more of the areas.

Superior

The network of organization that contains this system of activities is often referred to as a _____ _____.

Supply chain

Because it is difficult, if not impossible, to _______ deliver the highest levels of all of these products attributes. Operations managers need to communicate which attributes are of highest and lowest priority, respectively in accordance with the order winners and qualifiers of the targeted key customers these priorities from the basis on which performance measures van be formulated and implemented.

Systematically

_____ capacity decisions occur in the medium term (6-24 months) and may be medium sized capacity changes, such as buying equipment and leasing space.

Tactical

Operational activities exist in order to produce both _____ and ____ services. Books, cars, and TV's are all tangible goods. In contrast, service like health care, banking, and entertainment are largely experimental or informational.

Tangible and intangible

The use of _____ employees at retail stores and distribution centers for holidays is an example of an operational capacity change.

Temporary

The production and consumption of a service usually occurs at ______ ______ ______.

The same time

With new technology and global sources of supply, firms are now able to focus on their core capabilities - that is,

Things they do well.

The _______ element of delivering value is capabilities. Capabilities are unique and superior operational abilities that steam from the routines, skills, and processes the businesses develop. It is important to develop capabilities in the few areas that are of greatest strategic value for the firm.

Third

There are ____ general strategies for determining when to change capacity revenue to demand

Three

These _______ elements operate within an environment. The environment consists of those conditions such as competition. Regulations and technology that influence the ways managers develop an operations strategy.

Three

In a supply chain, each upstream stage of supply is known as a ___.

Tier

There are two important lead times:

Time to market and order to deliver lead time

Because most firms deliver products that involve both goods and services, operations managers recognize the importance of delivering to a ___ ____ ____, which refers to all of the outputs in an operation, both goods and services, that are combines to define a customer complete consumptions experience.

Total product experience

Operations management deals with the processes that ____ ______, including materials, information, energy, money, and even people, into goods and services.

Transforms input

Pallets, carts, four lift trucks, trucks, trains, planes

Transportation

Operations managers located in various functions throughout the supply chain typically have ______ sets of innovation-related priorities: support product innovation and drive process innovation

Two

_______ outputs are often undesired by-product.

Unintended

Process capacity is usually specified with respect to some ____ of time.

Unit

Changing one element of a process in isolation can lead to ______ results. Every change made to a given activity needs to be evaluated in light of how it relates to other activities in the process.

Unpredictable

Each tier _____ supply chain involve multiple suppliers for the same items or service.

Upstream

From a single firms perspective there are multiple types of suppliers; ________, _______, and ________.

Upstream product suppliers, downstream product suppliers, resource and technology suppliers, and aftermarket suppliers

Metrics should be ____ and quantitate and they should be compared using a clearly specified method that uses objectify gathered data.

verifiable

The result of core capabilities approach is supply chains in which each of the partnering organizations focuses on .....

what it does best.