Supply Chain Management Concepts Quiz
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Questions and Answers

Supply chain performance measurement is not crucial for firms to know if procedures are working as expected.

False (B)

High-level supply chain performance occurs when strategies at each firm ______ well with overall supply chain strategies.

fit

What are two primary benefits of utilizing third-party logistics providers (3PLs)?

Third-party logistics providers offer expertise in transportation and logistics services, allowing companies to focus on their core competencies. They can also offer cost savings through economies of scale and specialized resources.

Which of the following is NOT a key element of achieving successful intra-firm functional integration in a supply chain?

<p>Financial control (D)</p> Signup and view all the answers

Match the following supply chain concepts with their descriptions:

<p>Third-party logistics providers (3PLs) = Outside agencies providing transportation and other logistics services. Supply Chain Performance Measurement = Evaluating the effectiveness of procedures and identifying areas for improvement. Distribution Network Design = Creating networks based on trade-offs between cost and sophistication.</p> Signup and view all the answers

The development of Materials Requirements Planning (MRP) and Manufacturing Resource Planning (MRPII) occurred in the 1990s.

<p>False (B)</p> Signup and view all the answers

Which of the following strategies were primarily focused on during the 1960s-1970s?

<p>Inventory management, MRP, MRPII, and cost containment (B)</p> Signup and view all the answers

The use of ______ techniques became a dominant strategy for manufacturers in the 1950s.

<p>mass production</p> Signup and view all the answers

What were the key driving forces behind the development of MRP and MRPII?

<p>Advancements in computer technology.</p> Signup and view all the answers

Which of the following is NOT a core focus of supply chain management today?

<p>Financial reporting (D)</p> Signup and view all the answers

Match the decade to the primary focus of manufacturing strategy:

<p>1950s = Mass production techniques 1960s-1970s = Inventory management, MRP, MRPII, and cost containment 1980s-1990s = JIT, TQM, BPR, supplier and customer alliances</p> Signup and view all the answers

Which of the following is NOT a strategy that emerged during the 1980s-1990s?

<p>Materials Requirements Planning (MRP) (C)</p> Signup and view all the answers

The triple bottom line concept emphasizes that businesses should prioritize profits over environmental and social concerns.

<p>False (B)</p> Signup and view all the answers

What is the primary goal of supply chain management?

<p>To efficiently and effectively manage the flow of goods, services, and information from the source to the end customer.</p> Signup and view all the answers

How did the focus on manufacturing strategies shift from the 1960s-1970s to the 1980s-1990s?

<p>The focus shifted from internal efficiency (inventory, cost containment) to external factors like customer satisfaction, quality, and collaboration with suppliers.</p> Signup and view all the answers

The ability to meet the needs of current supply chain members without compromising the needs of future generations is known as ______.

<p>sustainability</p> Signup and view all the answers

The use of supplier and customer alliances became a key focus in the 1950s.

<p>False (B)</p> Signup and view all the answers

Match the following supply chain management concepts with their respective categories:

<p>Supply base reduction = Operations Customer relationship management = Logistics Global sourcing = Supply Demand management = Operations Sustainable sourcing = Supply RFID = Logistics MRP = Operations Network design = Logistics Lean systems = Operations Six Sigma quality systems = Operations</p> Signup and view all the answers

Which of these practices promotes ethical and sustainable sourcing?

<p>Using recycled materials and reducing waste (C)</p> Signup and view all the answers

Collaborative Planning, Forecasting, and Replenishment (CPFR) is primarily a tool for managing inventory levels within a single organization.

<p>False (B)</p> Signup and view all the answers

Explain the importance of integrating different aspects of supply chain management.

<p>Integration helps to break down silos, improve information sharing, and create a more efficient and responsive supply chain. This leads to better coordination, reduced lead times, lower costs, and improved customer satisfaction.</p> Signup and view all the answers

Which of the following industries generates huge volumes of data that can be used for supply chain analytics?

<p>All of the above (E)</p> Signup and view all the answers

Supply chain analytics primarily focuses on analyzing historical data.

<p>False (B)</p> Signup and view all the answers

What is a major factor driving the growth of supply chain analytics?

<p>The rise in computing capabilities and big data.</p> Signup and view all the answers

Supply chain analytics uses ______ data to make predictions or draw conclusions.

<p>raw</p> Signup and view all the answers

Improving supply chain sustainability can help companies achieve market differentiation.

<p>True (A)</p> Signup and view all the answers

Match the following benefits of improving supply chain sustainability with their respective descriptions:

<p>Enhance processes = Optimize internal operations and workflows. Reduce costs = Minimize waste and optimize resource utilization. Increase productivity = Improve efficiency and output. Uncover product innovation = Develop new products or processes with reduced environmental impact. Achieve market differentiation = Attract environmentally conscious customers and gain a competitive edge.</p> Signup and view all the answers

How can supply chain sustainability contribute to achieving market differentiation?

<p>By attracting environmentally conscious customers and gaining a competitive edge.</p> Signup and view all the answers

What is the primary purpose of an industrial buyer?

<p>Purchase raw materials for conversion, services, capital equipment, and MRO supplies. (A)</p> Signup and view all the answers

The term "Supply Management" encompasses a broader range of responsibilities compared to the traditional term "Purchasing."

<p>True (A)</p> Signup and view all the answers

What does MRO stand for in the context of industrial buying?

<p>Maintenance, Repair, and Operations</p> Signup and view all the answers

________ are wholesalers and retailers who purchase goods for resale.

<p>Merchants</p> Signup and view all the answers

Match the following terms with their definitions:

<p>Merchants = Purchase raw materials for conversion, services, capital equipment, and MRO supplies. Industrial Buyers = Wholesalers and retailers who purchase for resale. Supply Management = A newer term for the expanded responsibilities of purchasing professionals</p> Signup and view all the answers

What is the term used to describe the practice of using only one supplier for a particular product or service?

<p>Single sourcing</p> Signup and view all the answers

Which of the following is NOT a reason favoring the use of two or more suppliers?

<p>Proprietary product or process (B)</p> Signup and view all the answers

Current trends in supply chain management favor using a single supplier for most products and services.

<p>False (B)</p> Signup and view all the answers

The concept of ________ takes into account the total cost of acquiring, using, and disposing of a product or service.

<p>total cost of ownership</p> Signup and view all the answers

Match the following reasons with the type of supplier selection strategy they support:

<p>Establish a good relationship = Single sourcing Spread risk of supply interruption = Two or more Suppliers Create competition = Two or more Suppliers Lower cost = Single sourcing Volume too small to split = Single sourcing</p> Signup and view all the answers

Using multiple suppliers can help reduce the risk of supply disruptions.

<p>True (A)</p> Signup and view all the answers

Aside from spreading risk, what is another key benefit of using multiple suppliers?

<p>Creating competition</p> Signup and view all the answers

Which of the following is NOT a potential advantage of single sourcing?

<p>Supplier diversity (C)</p> Signup and view all the answers

When a company has a small volume of purchases, they might lean towards ______ to avoid splitting the volume across multiple suppliers.

<p>single sourcing</p> Signup and view all the answers

Explain why single sourcing can be considered a risky proposition.

<p>Single sourcing can be risky because if the sole supplier experiences disruptions, a company can face significant supply chain disruptions. This can lead to production delays, lost sales, and potentially even damage to the company's reputation.</p> Signup and view all the answers

Flashcards

Third Party Logistics Providers (3PLs)

Companies that provide outsourced logistics services including transportation and warehousing.

Supply Chain Performance Measurement

A process to assess if supply chain procedures are functioning effectively.

Cost vs. Sophistication Trade-off

Decisions balancing distribution costs against system complexity.

Intra-firm Functional Integration

Coordination among different departments within a company for better logistics.

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High-Level Supply Chain Performance

Occurs when individual firm strategies align with overall supply chain goals.

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Supply Chain Management

Managing the flow of goods and services from suppliers to customers.

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Sustainability

Meeting current needs without compromising future generations' ability to meet theirs.

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Triple Bottom Line

Assessing success by considering people, planet, and profits.

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Supply Base Reduction

Minimizing the number of suppliers to enhance management efficiency.

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Supplier Alliances

Strategic partnerships with suppliers for mutual benefit.

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Global Sourcing

Acquiring goods or services from international suppliers.

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Lean Systems

An approach to improve efficiency by eliminating waste.

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Logistics Management

Planning, implementing, and controlling efficient movement of goods.

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Mass Production Techniques

Methods used by manufacturers to produce large quantities efficiently.

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Just-In-Time (JIT)

Inventory strategy to increase efficiency by receiving goods only as needed.

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Total Quality Management (TQM)

A management approach focused on continuous quality improvement.

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Business Process Reengineering (BPR)

Radically redesigning business processes for improvements in productivity.

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Materials Requirements Planning (MRP)

A production planning system to manage manufacturing processes and inventory.

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Manufacturing Resource Planning (MRPII)

An extension of MRP that includes additional resources like labor and equipment.

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Inventory Management

The supervision of non-capitalized assets and stock items.

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Supplier and Customer Alliances

Collaborative relationships between suppliers and customers to enhance cooperation.

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Supply Chain Analytics

The process of examining raw supply chain data to extract insights and predictions.

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Big Data

Extremely large datasets that can be analyzed to reveal trends and patterns.

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Supply Chain Sustainability

Efforts to improve environmental and social impacts in supply chains.

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Cost Reduction

Strategies aimed at lowering expenses in the supply chain.

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Process Enhancement

Improvements made to current supply chain processes for better efficiency.

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Productivity Increase

Raising the rate at which goods are produced or services provided in a supply chain.

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Market Differentiation

Creating a distinct advantage in the market through unique supply chain strategies.

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Societal Outcomes

The impacts of supply chain decisions on society at large.

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Merchants

Wholesalers and retailers who buy for resale.

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Industrial Buyers

Purchasers of raw materials, services, capital equipment, and MRO supplies.

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Supply Management

Expanded responsibility for purchasing professionals involving resource and supplier management.

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MRO Supplies

Materials used for maintenance, repair, and operations.

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Strategic Objectives

Goals that guide the overall direction of an organization.

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Single Sourcing

The practice of relying on one supplier for a product or service.

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Benefits of Single Sourcing

Advantages include better relationships, lower costs, and reduced quality variability.

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Risks of Single Sourcing

Challenges include supply disruptions and lack of competition.

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Multiple Sourcing

Using two or more suppliers for a product or service.

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Benefits of Multiple Suppliers

Advantages include risk spreading, increased capacity, and supplier competition.

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Transportation Economies

Cost savings achieved through efficient shipping practices.

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Supplier Diversity

Encouraging a variety of suppliers to foster innovation and competition.

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Capacity Needs

The requirement for production ability from suppliers to meet demand.

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Quality Variability

The changes in quality of products received from suppliers.

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Total Cost of Ownership

A method evaluating all costs associated with purchasing from suppliers.

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Study Notes

Chapter 1: Learning Objectives

  • Define supply chain management and describe a supply chain.
  • Detail the objectives and elements of supply chain management.
  • Describe global, regional, and local supply chain management.
  • Explain the history and current trends in supply chain management.
  • Understand how the bullwhip effect affects the supply chain.

Chapter 1: Chapter Outline

  • Introduction to supply chain management.
  • Defining supply chain management.
  • Importance of supply chain management.
  • Origins of supply chain management in the US.
  • Foundations of supply chain management.
  • Current trends in supply chain management.

Chapter 1: What is a Supply Chain? (Part 1)

  • A supply chain encompasses the movement of products from raw materials to final product.
  • Key stakeholders include raw material manufacturers, component manufacturers, final product manufacturers, wholesalers, distributors, and retailers.
  • Activities like transportation and storage link these entities.
  • Information, planning, and integration are vital for smooth operations.

Chapter 1: What is a Supply Chain? (Part 2)

  • Supply chain includes a product and service flow, recycling, etc.

  • Raw materials, suppliers, intermediates, end-product manufacturer (focal firm), and retailers form the chain.

  • Information flow/planning/activity integration is crucial.

Chapter 1: What is Supply Chain Management? (Part 1)

  • Supply chain management integrates all activities involved in procuring, converting, and logistics including channel partners.
  • The aim is comprehensive coordination among all parties in the supply chain for improved efficiency and customer service.
  • Supply chain partners must share demand forecasts, plans, capacities, and new developments to maximize effectiveness

Chapter 1: What is Supply Chain Management? (Part 2)

  • Effective supply chain management integrates a multitude of activities across diverse parties, from raw materials to end consumers.

  • This integration aims at cost reduction, improved quality, and exceptional customer service.

  • Sharing information about a wide range of factors directly impacts various supply chain participants (e.g., demand forecasting, production, marketing, etc.)

Chapter 1: Origins of Supply Chain Management (Part 1)

  • Supply chain management's evolution was driven by a combination of technological advancements, growing business strategies, and the necessity for improved inventory management.
  • Early attempts at managing material and information flow in supply chains were crucial steps in the development of the field that occurred over time

Chapter 1: Origins of Supply Chain Management (Part 2)

  • During the 1950s to 1960s, US manufacturers focused on mass production techniques.
  • The 1960s and 1970s saw the introduction of Materials Requirements Planning (MRP) and Manufacturing Resource Planning (MRPII) to improve inventory management and coordination.

Chapter 1: Origins of Supply Chain Management (Part 3)

  • During the 1980s and 1990s, intense global competition prompted manufacturers to implement strategies such as supply chain management (SCM), Just-in-Time (JIT), Total Quality Management (TQM), and Business Process Reengineering (BPR) in an effort to improve efficiency in these aspects.

Chapter 1: Origins of Supply Chain Management (Part 4)

  • The 2000s and beyond showcased two key areas of advancement: supply management focus evolving from buying items to encompass other logistics and customer service aspects by retailers and wholesalers.
  • Emphasis on improved supply chain capabilities via third-party service providers, integration of logistics, and use of outsourcing for transportation were commonly used at the time.

Chapter 1: Origins of Supply Chain Management (Part 5)

  • Modern emphasis is increasingly focused on environmental and social considerations in supply chains.
  • Sustainability is crucial as firms seek to balance current needs with future sustainability.
  • Triple bottom line considerations (people, planet, profit) are a key part of this.

Chapter 1: The Foundations of Supply Chain Management (Part 1)

  • Supply, Operations, and Logistics - managing these separately and individually is important, but it's especially important to tie them together.

Chapter 1: The Foundations of Supply Chain Management (Part 2)

  • Supplier Management (evaluation, certification, strategic partnerships, sustainability),
  • How these elements impact overall supply chain performance and efficiency.

Chapter 1: The Foundations of Supply Chain Management (Part 3)

  • Demand Management (matching demand & capacity),
  • Supplier & Buyer integration,
  • Communication.

Chapter 1: The Foundations of Supply Chain Management (Part 4)

  • Logistics Management (customer relationship management),
  • Network design,
  • Global supply chain considerations,
  • Sustainability.
  • Supply chain analytics (analyzing data to make predictions).
  • Rise in computational power and big data impact on supply chain capabilities.
  • Data analysis is necessary to manage the supply chain in the current context.
  • Emphasis on improving supply chain sustainability.
  • Possible benefits of sustainable practices: better processes, lower costs, and more.
  • Considerations of ethical sourcing, environmental responsibility, and social impact.
  • Increasing Importance of Supply Chain Visibility
  • The Need for Accurate Tracking
  • Importance of Technology
  • Technology advancements impact the supply chain by enhancing visibility.

Chapter 2: Learning Objectives

  • Describe purchasing's role in achieving a company's competitive advantage.
  • Describe different purchasing processes.
  • Analyze different sourcing decisions (make-or-buy).
  • Analyze total cost of ownership (TCO).
  • Discuss centralization, decentralization, and hybrid purchasing structures.
  • Discuss the importance of global sourcing.

Chapter 2: Learning Objectives (Part 1)

  • The role of purchasing in achieving competitive advantage.
  • Different purchasing processes- the flow, electronic, public, and green.
  • Analysis of small value purchase orders' characteristics and handling.

Chapter 2: Learning Objectives (Part 2)

  • Analysis of sourcing decisions- single/multiple sourcing, make-or-buy.
  • TCO analysis in sourcing decisions.
  • Various purchasing structures (centralized, decentralized, hybrid).

Chapter 2: Learning Objectives (Part 3)

  • Global sourcing- opportunities and challenges.
  • Basic international trade law and commercial terms.

Chapter 2: A brief history of Purchasing Terms (Part 1)

  • Merchants, industrial buyers, purchasing, and contracting are essential components in the purchasing history.
  • The growth of global sourcing demonstrates the increased interconnectedness of the world's markets.

Chapter 2: A brief history of Purchasing Terms (Part 2)

  • Supply management is a newer term to describe a wider array of responsibilities for purchasing professionals, encompassing acquisition and management of necessary organizational resources and suppliers.
  • It stretches beyond basic buying to encompass strategy acquisition and management.

Chapter 2: The Role of Supply Management in an Organization (Part 1)

  • The primary goals of purchasing are uninterrupted material flow, improved quality, and enhanced customer satisfaction.
  • Purchasing influences these objectives by actively seeking reliable suppliers, improving raw material quality, and participating in product design.

Chapter 2: The Role of Supply Management in an Organization (Part 2)

  • The financial effect of purchasing is expressed through factors such as the profit leverage.
  • Return on assets (ROA) and inventory turnover offer additional measures of purchasing's financial impact on the business.

Chapter 2: The Purchasing Process - Manual (Part 1)

  • The manual purchasing process involves steps like Material Requisition/Purchase Requisition, Request for Quotation (RFQ), and Purchase Order (PO).
  • These steps involve the exchange of documents to initiate and track the order's progress to ensure the smooth execution of requirements.

Chapter 2: The Purchasing Process - Manual (Part 2)

  • The manual purchasing process is described in detail step-by-step, including the documents and forms involved (purchase requisition, purchase order).
  • Procedures for different types of purchase orders are noted.

Chapter 2: The Purchasing Process - e-Procurement (Part 1)

  • e-Procurement systems and their steps (material user request, approval, supplier assignment, buyer review, contract).
  • The electronic purchasing process facilitates speed, accuracy, and efficiency.

Chapter 2: The Purchasing Process - e-Procurement (Part 2)

  • e-procurement processes in which buyers and sellers interact using electronic systems and processes, including the flow/steps in an electronic system.
  • Detailed steps and considerations are part of the process of e-procurement systems.

Chapter 2: The Purchasing Process - e-Procurement (Part 3)

  • The advantages of using e-procurement systems include cost efficiency, improved accuracy, timely completion, trackability, and mobility.
  • Advantages and functions of e-procurement systems and the support of business functions.

Chapter 2: Small-Value Purchase Orders

  • Handling small-value purchase orders efficiently can streamline operations and reduce administrative overhead.
  • Procurement credit cards, blanket purchase orders, stockless buying, and other strategies are outlined for managing small orders.

Chapter 2: Sourcing decisions: The Make-or-Buy Decision (Part 1)

  • Distinguishes between sourcing from external suppliers (outsourcing) and manufacturing internally (making) a component or product.
  • External suppliers offer a variety of pricing and quality factors.

Chapter 2: Sourcing decisions: The Make-or-Buy Decision (Part 2)

  • Understanding the reasons for choosing to outsource to external suppliers versus maintaining in-house production.
  • Cost advantage due to economies of scale, reduced capacity constraints, or lack of in-house expertise.

Chapter 2: Sourcing decisions: The Make-or-Buy Decision (Part 3)

  • The reasons for opting for internal production (making).
  • Strategic considerations like maintaining proprietary technology, controlling quality, and minimizing associated lead time.

Chapter 2: Sourcing decisions: The Make-or-Buy Decision (Part 4)

  • Make-or-Buy break-even analysis- The break-even point for each option.
  • Comparative cost analysis to determine optimal options in sourcing decisions.

Chapter 2: Sourcing decisions: The Make-or-Buy Decision (Part 5)

  • Cost implications of sourcing decisions, including both fixed and variable costs for each option.
  • Using a graph to visualize the break-even point, and making a decision based on projected output.

Chapter 2: Roles of the Supply Base

  • A list of suppliers used by a firm for acquiring goods or services.
  • A smaller supply base usually focuses on long-term strategic alliances for volume consolidation.
  • Preferred suppliers offer various benefits like access to technology, design expertise, and information about the supply market and demand forecasting.

Chapter 2: Supplier Selection (Part 1)

  • The methodology for selecting suppliers and the various criteria involved.
  • The factors needed to evaluate potential suppliers include quality, cost, communication, capacity, and total cost of ownership.

Chapter 2: Supplier Selection (Part 2)

  • Detailed factors needed to evaluate suppliers for various aspects of business.
  • Example of supplier performance evaluation.
  • Total cost of ownership (TCO) is a key factor in the process

Chapter 2: How Many Suppliers to Use

  • The reasons to choose a single supplier versus multiple suppliers.
  • Advantages of using a single supplier (cost savings, quality control).
  • Advantages of multiple suppliers (reduced risk, competition & capacity).

Chapter 2: Purchasing Organization (Part 1)

  • Different purchasing organization structures (centralized, decentralized, hybrid).
  • Factors influencing the choice of purchasing structure, including complexity, volume of purchases, and geographic distribution of operations.

Chapter 2: Purchasing Organization (Part 2)

  • Advantages of centralized vs. decentralized structures (e.g., volume concentration, localized knowledge of requirements).

Chapter 2: Global Sourcing (Part 1)

  • Different entities in import-export business.
  • How Import broker/merchant businesses work.

Chapter 2: Global Sourcing (Part 2)

  • Various important motivations for global sourcing.
  • The complexity, opportunities, and various factors that influence firms that decide to engage in global sourcing activities.

Chapter 2: Global Sourcing (Part 3)

  • Rules and regulations regarding international purchase contracts and the international sale of goods.
  • Important concepts on incoterms and the effects of incoterms on the process of managing purchases and sales internationally.

Chapter 2: Global Sourcing (Part 4)

  • Importance or influence of a countertrade (the exchange of goods or services without currency involvement).
  • The meaning of various types of countertrade such as barter or offset transactions within a context of global sourcing activities.

Chapter 2: Global Sourcing (Part 5)

  • Types of countertrade (direct vs indirect offset).
  • Specific examples like counterpurchase, barter, and offset trading methods used in international settings.

Chapter 2: Procurement in Government & Non-Profit Agencies (Part 1)

  • Public procurement's unique challenges- compliance with regulations and competitive bidding practices in public sector procurement processes.

Chapter 2: Procurement in Government & Non-Profit Agencies (Part 2)

  • Procurement regulations, rules, and government-specific laws and regulations that influence public sector procurement.
  • Example of specific legal acts, such as the Federal Acquisition Streamlining Act and Buy American Act.

Chapter 3: Learning Objectives

  • Understand the importance of supplier partnerships.
  • Understand the impact of the COVID-19 pandemic on supplier relationships.
  • Explain processes for managing supplier relationships during a pandemic.

Chapter 3: Developing Supplier Relationships (Part 1)

  • Importance of effective supplier partnerships, especially in competitive and fast-paced market situations like COVID-19
  • Mutual commitment and benefit between suppliers and buyers, based on trust, collaboration, and appropriate risk-return management.

Chapter 3: Developing Supplier Relationships (Part 2)

  • Keys to building a successful partnership include trust, shared vision, clear communication and the development of effective, business-oriented relationships—especially during a crisis.

Chapter 3: Developing Supplier Relationships (Part 3)

  • The importance of personal business relationships and establishing personal connections with suppliers, especially during times of uncertainty or during the pandemic.

Chapter 3: Developing Supplier Relationships (Part 4)

  • Importance of commitment and top management support in maintaining successful partnerships and managing any challenges during times of crisis or in major business shifts.

Chapter 3: Developing Supplier Relationships (Part 5)

  • Several important elements needed to ensure change management is well managed.
  • Effective strategies for change management, such as identifying internal champions and securing executive buy-in.

Chapter 3: Developing Supplier Relationships (Part 6)

  • Information sharing and transparent communication.
  • Important factors for building strong relationships, maintaining confidentiality, and managing expectations.

Chapter 3: Developing Supplier Relationships (Part 7)

  • Performance metrics, measuring and evaluating performance of suppliers, determining how to improve performance and productivity.
  • Developing comprehensive performance standards for evaluation purposes.

Chapter 3: Developing Supplier Relationships (Part 8)

  • Importance of continuous improvement in supplier relationships, understanding how a series of small improvements help to eliminate waste in a system and enhance value.
  • Continuous improvement techniques for suppliers

Chapter 3: Developing Supplier Relationships (Part 9)

  • Importance of monitoring supplier relationships continuously.
  • Monitoring supplier relationships and how organizations can proactively manage performance indicators in supplier relationships.

Chapter 3: Managing Supplier Relationships During the COVID-19 Pandemic

  • Supplier relationships become more critical during crises, requiring adaptability and a focus on short-and long-term solutions.
  • Best practices for managing supplier relations remain crucial during unexpected impacts like pandemics, with the goal of mitigating any disruption.

Chapter 3: Supplier Evaluation and Certification (Part 1)

  • Defining and understanding supplier evaluation and certification.
  • Best practices and importance of building fair and fact-based relationships with suppliers.

Chapter 3: Supplier Evaluation and Certification (Part 2)

  • Detailed guidelines for supplier evaluation processes (e.g., criteria used in certification).
  • Understanding the importance of criteria, such as timely response, quality control, production performance.

Chapter 3: Supplier Evaluation and Certification (Part 3)

  • Weighted criteria evaluation systems and the usage and development of tools for detailed assessment of supplier characteristics.
  • Methods for assessing supplier performance

Chapter 3: Supplier Evaluation and Certification (Part 4)

  • Supplier scorecards and methods used to track and measure supplier performance based on key metrics.

Chapter 3: Supplier Evaluation and Certification (Part 5)

  • The importance of ISO 9000 and its role in assessing supplier quality management systems.
  • Certification or standardization in quality management systems

Chapter 3: Supplier Evaluation and Certification (Part 6)

  • Understanding ISO 9000 standards and their relevance to supplier quality and consistency.
  • ISO 9001 & 2015 standards provide guidelines for auditing and management of quality management systems.

Chapter 3: Supplier Evaluation and Certification (Part 7)

  • Understanding ISO 14000 environmental management systems and why they're beneficial for businesses and their suppliers.

Chapter 3: Supplier Development

  • Definition and importance of supplier development.
  • Identifying critical suppliers who might not meet expectations and the importance of continuous improvement.
  • A seven-step approach to supplier development process (identification, team formation, management discussion, etc.)

Chapter 3: Supplier Recognition Programs

  • The importance of recognizing successful suppliers and how these programs can encourage future collaboration.
  • Ways that supplier recognition programs benefit the organizations involved.

Chapter 3: Supplier Relationship Management (Part 1)

  • Definition and objectives of supply relationship management.
  • Using software applications to streamline communication and processes within a supplier relationship.

Chapter 3: Supplier Relationship Management (Part 2)

  • Key functions within an SRM system designed to enhance performance and effectiveness, including automation and integration of various aspects of a business supply chain.

Chapter 3: Supplier Relationship Management (Part 3)

  • How analytical SRM enhances strategic decision-making processes with suppliers.
  • The importance of leveraging data and information to assess long-term supplier-buyer performance.

Chapter 3: Supplier Relationship Management (Part 4)

  • The positive effects of automation in the supplier relationship management system.
  • Automation techniques and their positive and negative effects on relationships with suppliers.

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Description

Test your knowledge on key concepts in supply chain management with this quiz. Explore the importance of performance measurement, third-party logistics, and the evolution of planning strategies through different decades. Gain insights into functional integration and the core focuses of contemporary supply chain practices.

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