Strategic Supply Chain MNGT CH. 14 T/F
Outputs/costs of (labor + materials + energy + capital), would be classified as a complete productivity measure.
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A company has 5 employees that work an 8 hour shift. During those eight hours they make 80 units. The labor productivity would be 10 units/hr.
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A model used for integrating supply chains and measuring partner performance is the SCOR model which separates supply chain operations into four categories: Sourcing, Costs, Operations, and Returns.
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Currently there is no software that will aid in analyzing the present carbon footprint of firms.
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In general, performance measurement systems are mostly identical from company to company.
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In well-managed supply chains, performance measurement systems become smaller and less complicated due to the closer relationships, trust and interactions.
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One of the primary steps in developing world-class performance measures is to define a product's functions and attributes.
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Supply chain cash-to-cash cycle time is a performance measure that provides the average number of days between selling the end product to the customer and receiving full payment for the goods.
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Supply chain perfect order fulfillment performance measures the average percentage of orders that are filled on or before the requested delivery date.
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The Balanced Scorecard framework consists of four perspectives: financial perspective, human resources perspective, inventory perspective, and the logistics perspective.
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Traditional performance measures tend to link current operating characteristics to long-term strategies and objectives.
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A weakness of the labor productivity measure is that managers might be tempted to lay off workers to improve labor productivity.
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An effective performance measurement system consists of the traditional financial information for external reporting purposes along with tactical-level performance criteria used to assess the firm's competitive capabilities.
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Establishing output or productivity standards creates a goal that can drive employees and managers to do whatever it takes to reach these goals, even if it means damaging the company.
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In general, firms aim toward first achieving adequate performance, and then continually improving on those measures.
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SCORmark allows APICS Supply Chain Council (SCC) members to benchmark performance against selected peer companies using a benchmarking portal at the SCC's website.
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Some researchers have indicated that the Balanced Scorecard approach can problematic and costly to implement, and even after implementation may be unsuccessful in achieving the overall objectives.
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Supply chain strategies must consider the trade-offs between the cost, quality, sustainability, and service requirements.
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The Balanced Scorecard approach to performance measurement seeks to improve managerial decision-making by aligning an organization's performance measures with its strategic plan and goals.
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The SCOR model's newest process category is called Enable.
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To control and enhance the capabilities of companies within a supply chain, well-designed performance measurement systems must be implemented.
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Using cost as a departmental or business unit performance measure can actually result in actions that raise costs for the organization.
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Web-based balanced scorecard applications are sometimes referred to as performance dashboards.
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While profit, revenue, and cost related performance metrics would seem to be useful in moving a company in the right direction, they often give no indication of the underlying causes of the financial performance.
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World class performance measurement systems today include assessments of environmental performance.
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