Thẻ ghi nhớ: SCM quiz 1 | Quizlet

63. _____ is the process of incorporating or bringing together different groups, functions, or organizations, either formally or informally, physically or by information technology, to work jointly and often concurrently on a common business-related assignment or purpose. a. Cooptation b. Program management c. Collaboration d. Collusion e. Integration

E. Intergration

64. Which of the following are not considered relationship management skills? a. Ability to conduct detailed price and cost analyses b. Ability to act ethically. c. Ability to listen effectively. d. Ability to communicate. e. Ability to use creative problem-solving.

A. Ability to conduct detailed price and cost alayses.

65. All of the following are examples of the different methods that supply management will apply to achieve integration except _____. a. Cross-functional or cross-organizational committees and teams b. Hiring English majors into supply management to correct document language c. Information systems such as videoconferencing and webmail d. Process-focused organizations that are dedicated to certain processes e. Colocation of suppliers and customers

B. Hiring English Majors into Supply

66. _____ is defined as the process by which two or more parties adopt a high level of purposeful cooperation to maintain a trading relationship over time to achieve specific goals.a. Supply base management b. Collaboration c. KPI d. Supply integration e. SRM

D. Suply Integration

67. All of the following are characteristics that define a collaborative buyer-supplier relationship except _____. a. one or a limited number of suppliers for each purchased item or family of items b. a win-win approach to reward sharing c. open exchange of information d. a credible commitment to work together during difficult times e. the buyer unilaterally resolving disputes

E. The buyer unilaterally resolving disputes.

68. Which of the following is not a common obstacle to closer buyer-seller relationships? a. Long-term contracts. B. Confidentiality. c. Limited interest by suppliers. d. Legal barriers. e. Resistance to change.

A. Long Term Contracts.

69. [A/An] _____ consists of personnel from different functions and increasingly from suppliers who are brought together to achieve supply management or supply chain-related tasks. a. Big R b. External RM c. cross-functional sourcing team d. Little r e. Internal RM

C. Cross Functional sourcing team.

70. Which of the following is not a potential drawback of using a cross-functional sourcing team? a. Team process loss. b. Reduced innovation. c. Negative effects on individual members. d. Poor team decisions. e. Groupthink.

B. Reduced innovation

71. _____ is a function of the professional's ability to translate supply market data into compelling insights that solve business problems and to enable organizational connections and networking that accelerate business success. a. SRM b. Groupthink c. Reciprocity d. Process gain e. Relationship capital

E. Relationship Capital

72. _____ occurs when a team does not complete its task in the best or most efficient manner or members are not motivated to employ their resources to create a successful outcome. a. Groupthink b. KPI c. Collaboration d. Process loss e. Synergy

D. Process Loss

73. When _____ is present, the total group effort is _____ the expected sum of the individual parts. a. process loss....less than b. groupthink....more than c. process loss....more than d. collaboration....less than e. synergy....the same as

A. Process loss... Less than

74. _____ is the tendency of a rational group or team to arrive at a bad decision when other information is available a. Serendipity b. Collusion c. Process loss d. Maverick spend e. Groupthink

E. Groupthing

75. Which of the following is not an example of an appropriate use of a cross-functional team? a. New product development. b. Preparing a RFQ for a routine commodity product. c. Locating a new production facility. d. Developing a commodity or purchase family strategy. e. Establishing a new business unit.

B. Preparing a RFQ for a outine commodity product.

76. A _____ is one that requires members to use a variety of higher-level skills, supports giving members regular feedback about performance, results in an outcome with a significant effect on the organization and others outside the team, and provides members autonomy for deciding how they will do the work. a. gray box design b. statement of work c. technology roadmap d. meaningful task e. traditional buyer-supplier relationship

D. Meaningful Task

77. Which of the following is not a requirement of being an effective team member? a. Understands the team's task - the member has task-relevant knowledge. b. Has the time to commit to the team. c. Has the right corporate political connections. d. Has the ability to work with others in a group. e. Can assume an organizational rather than strict functional perspective.

C. Has the right corporate political connections

78. Management can exert subtle control over a team's tasks through all of the following except _____. a. authorizing the creation of the sourcing team b. selecting the team's task c. selecting the team leader and members d. conducting performance reviews and holding teams accountable for performance outcomes e. sitting in on all team meetings

E. sitting in on all team meetings

79. Which of the following is not true regarding establishing sourcing team goals a. Teams with established goals often use those goals as a basis for evaluating how well the team is performing. b. Teams will establish, on average, challenging rather than easy goals. c. External pressure on a team to set goals usually results in the setting of more challenging goals. d. Teams establish goals only because they have to. e. Teams with goals perform better, on average, than teams that are asked simply to perform their best without explicit end goals.

D. Teams establish goals only because they have to.

80. All of the following are examples of how supply management should monitor and anticipate activity in its supply market except _____. a. ensuring that cost accounting keeps track of historical prices paid b. forecasting long-term supply and prices for its basic commodities c. monitoring technological innovations that impact its primary materials or make substitute materials economically attractive d. evaluating not only its existing suppliers but also other potential suppliers e. providing timely visibility to new-product requirements

A. Ensuring that cost accounting keeps track of historical prices paid.

81. All of the following questions are important in considering new or existing suppliers for integration except _____. a. Is the supplier capable of hitting affordable targets regarding cost, quality, conductivity, weight, and other performance criteria? b. Does the supplier have sufficient marketing funds for promoting its new products? c. Will the supplier be able to meet product introduction deadlines? d. Will the supplier be able to increase capacity and production fast enough to meet our market share requirements? e. Do the supplier's personnel have the required training to start up required processes and debug them?

B. Does the supplier have sufficient marketing funds for promoting its new products.

82. Using _____, the supplier is given blueprints and told to make the product from them. a. black box design b. gray box design c. red box design d. white box design e. shadow box design

D. White box design

83. Using _____, the supplier's engineers work cooperatively with the buying company's engineers to jointly design the product. a. shadow box design b. gray box design c. red box design d. white box design e. black box design

B. Grey box Design.

84. Using _____, suppliers are provided with functional specifications and are asked to complete all technical specifications, including materials to be used, blueprints, and so on. a. shadow box design b. white box design c. gray box design d. red box design e. black box design

E. Black Box Design.

85. The term _____ refers to the set of performance criteria and products and processes an organization intends to develop or manufacture. a. concurrent engineering b. early supplier involvement c. process loss d. technology roadmap e. R&D plan

E. R&D Plan

86. Which of the following are not examples of technology roadmaps? a. Incorporation of new AICPA accounting standards into existing accounting systems. b. Projected performance specifications for a class of products or processes. c. An intention to integrate a new material or component. d. Development of a product to meet customer requirements that is currently unavailable in the market. e. Integration of multiple complementary technologies that results in a radically new product.

A. incorporation of new AICPA accounting stanards into existing accounting systems.

87. All of the following are elements of successful supplier suggestion programs except _____. a. the savings from the suggestion are often shared 50/50, not kept solely by the buying company b. the program focuses on cost improvement, not simply cutting the supplier's margins c. successful buying companies provide prompt feedback to the supplier on its suggestion and also implement good suggestions promptly d. it is critical to acknowledge the supplier's suggestion, through an awards program, newsletter, or announcement at a supplier conference e. the supplier should be allowed to keep 100% of the savings since it came up with the idea

E. The supplier should be able to keep 100% of the savings since it came up the idea

Purchasing offices were once corporate backwaters, filled with people who didn't dream of advancing to the top rungs of their organization.

true

Integration does not require that people create a common understanding of the end goal or purpose.

false

Outsourcing products through low cost country sourcing environments or contract manufacturers is very much the same as sourcing in North American buyer-seller situations.

false

Because the links between operations and supply management have been so close, it is not unusual for supply management to report directly to operations.

true

Many firms are now colocating supply management personnel directly at operating locations so supply management can respond quickly to operation's needs.

true

Perhaps the most important and challenging linkages exist between supply management and marketing/sales.

false

Many supply management groups are recruiting commodity managers with very strong technical backgrounds, who are able to talk the talk and walk the walk alongside their engineering counterparts.

true

Supply management usually maintains significant data about individual activity costs that can increase total cost.

false

In collaboration, the relationship is bilateral; both parties have the power to shape its nature and future direction over time.

true

A long-term contract does not provide an incentive for a supplier to invest in new plants and equipment.

false

The need for confidentiality regarding financial, product, and process information is the most frequently cited reason for not developing closer supplier relationships.

true

Closer buyer-supplier relationships interest all suppliers.

false

A shift to a more trusting buyer-supplier relationship is easy.

false

External relationship management begins with internal relationship management: internal alignment is key.

true

Experience reveals that cross-functional sourcing teams are usually part-time/continuous assignments, making the use of sourcing teams a challenging way to work.

true

A primary objective of using teams is to bring together individuals with common perspectives and expertise to perform better on a task compared to individuals or departments acting along.

true

Perhaps the greatest benefit of team interaction is that once a team makes a decision, implementing the decision often becomes easier due to group buy-in.

true

The use of cross-functional sourcing teams guarantees a successful outcome to a project or assignment.

false

Membership on a team can have negative effects on individuals.

true

A team may pressure an individual to support or conform to a lower production norm than the individual's personal norm.

true

Successfully using teams does not require extensive planning before a team should be allowed to pursue an assignment.

false

Organizations should use teams selectively due to limited resource availability.

true

Interacting as a team requires the same set of skills as the skills required for traditional work.

false

If team members receive delayed reinforcement, they will exert greater effort than if the reinforcement is immediate.

false

If positive work is never recognized or reinforced through rewards, the positive effort will likely be extinguished.

true

The effectiveness of the sourcing team leader is one of the weakest predictors of team success.

true

Being an effective team leader means satisfying a demand set of essential operating responsibilities and requirements while still promoting the creativity, leadership ability, and cohesiveness of team members.

true

Goal setting is not a critical cross-functional team requirement.

false

Cross-functional sourcing teams are a less-than-ideal way to promote cross-organizational cooperation.

false

Cross-functional sourcing teams that incorporate supplier participation report fewer problems coordinating work activity between the team and key suppliers.

true

In forward-thinking enterprises, supply management seldom plays a key role in the development of new products and services.

false

On supplier assessments, performance data should be weighted in such a manner that they are aligned with customer performance requirements.

true

Supplier selection should never occur before a new part is actually designed or reaches production.

true

If given the opportunity, suppliers seldom have a major impact on the overall timing and success of a new product.

false

According to research, the sharing of technology roadmaps often strongly influences the type of buyer-supplier relationship that resulted in the integration process.

true

The physical co-location of a supplier engineer at a buying company is increasingly becoming a part of the normal product development process structure.

true

Suppliers of critical nonstandard commodities are involved much later in the product development initiative.

false

Early visibility to product requirements allows supply management to share critical information with suppliers that can help avoid delays.

true

Suppliers are never an invaluable source of ideas for process improvement.

false

Many companies are encouraging suppliers to provide a permanent on-site representative who can aid the company in improving customer order fulfillment processes.

true

false

Enterprises are relying increasingly on external suppliers to provide only materials and products, not information technology, services, and design activities (T/F)

false

The objectives of a world-class purchasing organization do not need to evolve beyond the traditional mantra of ensuring we "get a good price!" (T/F)

false

Organizations are constantly looking for people who have developed the skills necessary to deal with the narrow variety of tasks faced by purchasing (T/F)

true

If a supplier's components are defective and causing problems for manufacturing, then purchasing must find ways to improve supplier quality (T/F)

true

Purchasing can directly affect (positively or negatively) the long-term growth, revenue, and operating outcomes and plans of stakeholders and business units (T/F)

true

The authority to review and challenge specifications (for products or for services) is within purchasing's span of control in managing demand, although internal stakeholders sometimes dispute this right (T/F)

false

Purchasing's right to evaluate and select suppliers means that sales representatives are not allowed to talk with non-purchasing personnel (T/F)

false

Contract management should be used to trigger proactive sourcing events only after a contract expires (T/F)

true

When creating a forecast for a needed product or service, internal customers may not always be able to express exactly what it is they will need at a future point in time (T/F)

true

For routine, off-the-shelf items, the purchase requisition may contain all the information that purchasing requires (T/F)

false

When purchasing works directly with internal stakeholders to anticipate future requirements, such as during new-product development, or with physician councils in a health care provider, purchasing is acting reactively (T/F)

false

The process that buyers use to select suppliers does not vary widely depending on the required item and the relationship that a buyer has with its suppliers (T/F)

false

Buyers use competitive bidding when price is a minor criteria and the required item (or service) has complex material specifications (T/F)

false

For standard items, the negotiation process is an efficient method to purchase relatively straightforward requirements (T/F)

true

If the requested item is complex or requires an untested or new production process, purchasing can include additional information or attachments on its RFQ to assist the supplier, which might include detailed blueprints, samples, or technical drawings (T/F)

true

In drafting a purchase order, purchasing must include a large number of details regarding policies because it is a legally binding document (T/F)

true

Almost all firms establish blanket purchase orders with their suppliers (T/F)

true

Buyers use material purchase releases to order items covered by blanket purchase orders (T/F)

false

Responsibility for concealed damage is often simple and easy to detect (T/F)

true

Material discrepancies usually result from incorrect quantity shipments (T/F)

false

The buyer should assume that the purchasing cycle ends with the receipt of an ordered item or the selection of a supplier (T/F)

false

Managing the purchase of semifinished components is not a critical purchasing responsibility because components rarely affect product quality and cost (T/F)

true

Historically, most organizations have paid minimal attention to MRO items (T/F)

false

The way MRO items are typically dispersed throughout an organization makes monitoring MRO inventory relatively simple (T/F)

false

Capital equipment purchasing involves buying assets intended for use less than one year (T/F)

false

It is a common and preferred current practice for suppliers to arrange shipment to a purchaser and simply include the transportation cost as part of the purchase cost (T/F)

true

Most companies spend too much time and too many resources managing the ordering of goods and services, particularly lower-value items (T/F)

false

The dollar value of the items covered by procurement cards is relatively high (T/F)

A

25. All of the following are objectives of a world-class purchasing organization except _____.

A) ensure that all hard copies of purchase orders and other paper documents are filed correctly in a secure area

B) develop integrated supply strategies that support business goals and objectives

C) manage the sourcing process efficiently and effectively

D) supplier performance management

E) supply assurance

A

27. One of the most important objectives of the purchasing function is the selection, development, and maintenance of suppliers, a process that is sometimes described as _____.

A) supplier performance management

B) category management

C) customer service

D) procure-to-pay

E) maverick buying

B

29. Effective supply market intelligence involves all of the following except _____. / A) updating supply markets and trends and translating their impacts on key business outcomes / B) ensuring that purchasing does not exceed its annual operating budget / C) identifying emerging materials and service technologies to support company strategies in key performance areas / D) developing supply options and contingency plans to reduce risk / E) supporting the organization's requirements for a diverse and globally competitive supply base

B

31. _____ is the process of using unit and rate consumption levels to forecast and estimate future consumption in an internal functional customer and providing guidance and input on how to optimize usage and educating the user on the tradeoffs.

A) Specification management

B) Demand management

C) Category management

D) Supply market intelligence

E) Cost management

C

33. _____ is a situation that occurs when sellers seek to "go around" purchasing and instead directly contact and attempt to sell directly to end users (stakeholders).

A) Insourcing

B) Bidding

C) Maverick buying and selling

D) Negotiating

E) Outsourcing

A

35. _____ involves unbundling the price paid and understanding the total cost of ownership over the life cycle of a product or service to deliver a target cost and a unit rate to determine if it is priced competitively in the marketplace.

A) Cost management

B) Procure-to-pay

C) Supplier relationship management

D) Category management

E) Spend management

E

37. Which of the following is not one of the characteristics of a mature, well-developed supply strategy? / A) A repeatable and well-defined process for building strategy and governance around defining, planning, managing, and receiving products and services for a business. / B) Clear alignment with executive vision and internal user-specific business goals. / C) Established goals and metrics for short-term project plans, as well as a definite five-year plan that provides year over year performance improvements. / D) Established communication plan to inform senior management and all lines of business updated and reviewed quarterly against defined goals and objectives. / E) Required use of an online catalog.