Chilcutt OM 300 Exam 3 Questions And Answers
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supply chain ANS the network of activities that deliver a product or service to the customer.
activities within the supply chain ANS 1. obtaining raw materials
2. transforming raw materials into basic finished goods
3. further processing of basic finished goods into customized products that are sold
supply chain echelon/tiers ANS -the lower the tier level, the closer the level to the customer
objective of supply chain management ANS build a chain of suppliers that focuses on maximizing value to the
ultimate customer
Supply Chain Management ANS The business function that coordinates all of the network links
-coordinates movement of goods through supply chain from suppliers to manufacturers to distributors
-promotes information sharing in the supply chain, such as forecasts, sales data, & promotions
The Supply Chain's Strategic Importance ANS supply chain management is the integration of the activities that:
-procure materials and services
-transform them into intermediate goods and final products, &
-deliver them through a distribution system
activities performed as part of supply chain management ANS 1. suppliers
2. distributors
3. warehousing and inventory
4. transportation vendors
5. order fulfilment
6. credit and cash transfers
7. accounts payable and receivable
8. sharing customer, forecasting, and production information
,Outsourcing ANS -transfers traditional internal activities and resources of a firm to outside vendors
-utilizes the efficiency that comes with specialization
-firms outsource:
information technology, accounting, legal, logistics, & production
6 sourcing strategies ANS 1. negotiating with many suppliers
2. long-term partnering with few suppliers
3. vertical integration
4. joint ventures
5. Keiretsu
6. virtual companies that use suppliers on an as needed basis
Many Suppliers ANS -Commonly used for commodity products
-Purchasing is typically based on price
-Suppliers compete with one another
-Supplier is responsible for maintaining necessary levels of technology, expertise, forecasting abilities, as well as
cost, quality, and delivery competencies
Few Suppliers ANS -Buyer forms longer term relationships with fewer suppliers
-Create value through economies of scale and learning curve improvements
-Suppliers more willing to participate in JIT programs and contribute design innovations and technological expertise
-Cost of changing suppliers is huge
Trade secrets and other alliances
Vertical Integration ANS -developing the ability to produce goods or services previously purchased
-integration may be forward, towards the customers, or backwards, towards suppliers
-can improve cost, quality, and inventory but requires capital, managerial talent, and demand
-risky in industries with undergoing technological changes
joint venture ANS -formal collaborations:
enhance skills, secure supply, & reduce costs
-cooperate without diluting the brand or conceding competitive advantage
, Keiretsu Networks ANS -part collaboration, part purchasing from few suppliers, and part vertical integration
-supplier becomes part of the company coalition
-often provide financial support for suppliers through ownership or loans
-members expect long-term relationships and provide technical expertise and stable quality production
-may extend through several tiers of the supply chain
Virtual Companies ANS -Rely on a variety of good, stable relationships to provide services on demand
-Exceptionally lean performance, specialized management expertise, low capital investment, flexibility, and speed
supply chain risk ANS -More reliance on supply chains means more risk
-customer and its suppliers are more dependent on each other as the number of suppliers used decreases
-risk is compounded by globalization and logistical complexity
types of risk ANS Traditional Concerns:
-vender reliability
-vendor quality
Concerns Due To Globalization:
-increase shipping times =>less reliable logistics
-tariffs and quotas impacting companies ability to do business
-more complex information flows
-greater political/currency risks
Mitigation Tactic (supplier fails to deliver/supplier with quality problems) ANS -use multiple suppliers, contract
with penalties, subcontractors on retainer, pre-planning
-improver supplier selection process, require supplier certification, train and monitor suppliers
Mitigation Tactic (logistic delays or damage/distribution) ANS -have redundant transportation modes and
warehouses, improve packaging design, contracts with penalties
- careful partner selection, contracts with penalties, monitoring of partners
