University of Houston

MBA 6205

Chapter 1: Supply Chain Management and Competitive Strategy

Multiple Choice

1)One definition of supply chain management is managing the flow of                          and                       

from the suppliers’ supplier to the customers’ customer. A) raw materials, labor

1. 2. orders, inventory
   3. information, materials
   4. suppliers, customers

2. A goal of supply chain managers is to use technology and teamwork to build efficient and effective processes that create                            for the end customer.

1. value
2. profit
3. inventory D) processes

3. One definition of supply chain management is the design and management of seamless valueadded                       across organizational boundaries to meet the real needs of the

                        .

1. products, producer
2. processes, end customer
3. information systems, supply chain
4. services, supplier

4. A “value chain” defined by Michael Porter in the text refers to                 .

1. external products of suppliers that add value to a process
2. the business’s financial return on investment
3. only the manufacturing transformation of raw materials to customer products
4. the interconnectivity of internal business functions whose decisions create value to a product or process

5. Supply chain members experience the “bullwhip effect”                  .

1. as a direct result of inadequate communications up and down the supply chain
2. when members of the supply chain initiate a collaborative forecast
3. when demand forecasts are stable, quantified and communicated throughout the chain
4. typically during a new product introduction when the rate of increase in demand occurs

6.                        is a phenomenon that occurs when demand variations are exaggerated as decisions are made up the chain.

1. CPFR
2. SCM
3. The Bullwhip effect
4. Contingency theory

7. All of the following are major problems cited in the text regarding supply chain management in actual practice except                                .

1. they do not effectively work together to reduce inventory levels and costs up and down the chain
2. excessive management focus on the external supply chain while minimal attention on the internal chain
3. companies are actually members of the supply chain, they manage as separate distinct entities
4. most company efforts at collaboration target only the first tier customers and suppliers

8.                        theory regarding strategic thinking conceptualizes the relationship between a changing environment, managerial decision-making, and performance.

1. Contingency
2. Industrial organization
3. Resource-based
4. Business model

9.                         theory regarding strategic thinking claims that market forces should drive decision- making.

1. Contingency
2. Industrial organization
3. Resource-based
4. Business model

10.                       theory regarding strategic thinking focuses on building organizational skills and processes that enable a company to deliver distinctive products and services.

1. Contingency
2. Business model
3. Industrial organization
4. Resource-based

11. Managers must consider each of the following areas in developing effective supply chain strategies to satisfy its customers except                                      .

1. core competencies
2. environment
3. feedback
4. resources

12. A major weakness of historical supply chain strategies is                  .

1. the operating costs are seldom budgeted
2. the lack of consideration of supplier geographic location
3. that interdependencies of the supply chain members are not realized

4. that they frequently do not require use contract manufacturers

13. Questions that a supply chain strategist must ask in the development of supply chain strategy are?

1. How does the company uniquely help the chain deliver on its value proposition?
2. What valued capabilities do other members of the chain possess?
3. What is the overall supply chain’s value proposition?
4. How can we do the job better than anyone else?

14. SCM is the design and management of seamless,                  processes across organizational boundaries to meet the real needs of the end customer.

1. purchasing
2. business
3. value-added
4. quantifiable

15. The terms 1^st tier, 2^nd tier, 3^rd tier, in the context of a supply chain refers to the              .

1. levels of supplier certification
2. sequence of suppliers or customers that are in the chain but distant from the base/focal company
3. value categories of procured commodities
4. number of suppliers for a procured commodity

16. Typical members of an internal value chain of a business include all of the following except:

1. Finance
2. Logistics
3. Supply Chain Management
4. 2^nd tier supplier

17. The operations function of logistics is typically to                     .

1. move and store materials so they are available when and where they are needed
2. manage the upstream and downstream business processes
3. provide business management with customer and supplier information systems D) manage distribution centers

18. Major components of a well-performing supply chain feedback system include all of the following except                                       .

1. good information systems
2. information archival capability
3. consistent performance measurement
4. frequent information sharing

19. The theoretical ideal supply chain process collaboration is                        .

1. internal process integration

2. forward and backward integration from the supplier’s supplier to the customer’s customer
3. backward process integration with valued first-tier suppliers
4. forward process integration with valued first-tier customers

20. Before SC processes can be managed effectively up and down the supply chain, they must be

                    .

1. documented as a value chain process
2. supported adequately with supply chain expert staffing
3. managed well within the focal firm
4. evaluated for efficiency and effectiveness

21. Major objectives of a supply chain manager include all of the following except                  .

1. reduce product or service costs
2. create value for the end customer
3. improve service to operations and the customer
4. transform inputs acquired from suppliers into more highly valued products

22. Assuming you are the manufacturer of a product, from your perspective a Distributor is an example of a                                             member of the value chain. A) downstream
    2. upstream
    3. not a member of the value stream
    4. internal

23. Assume for a moment you are a SC manager at Dell Computer. One of the commodities you plan and purchase is the microprocessor device from Intel. Intel is therefore considered a (an)

                       member of the value chain.

1. downstream
2. upstream
3. not a member of the value stream
4. internal

24. The term “outsource” is used frequently in the text. Outsourcing is defined as             .

1. Disqualifying a supplier for a procured product or service
2. A decision to have certain components in the value chain provided outside of one’s business
3. Relying on the customer to add-value to the product or service
4. Reducing the number of suppliers of a product or service to only one source

25. A major SC management cause of why inventories of a business could become excessive is all of the following except                           .

1. SC management viewed itself as an independent distinct entity removed from the other chain members
2. SC management failed to share information with other members of the chain
3. SC management does not routinely challenge product forecast accuracy

4. SC management actions resulted in a lack of speed in flow of product through the chain

True/False

1. 1. Purchased goods and services flow from downstream suppliers to the focal firm.

1. 2. Supply chain information typically flows both upstream and downstream from the focal firm.  

1. 3. Supply chain management is often defined as managing the flow of information and materials from the “suppliers’ supplier to the customers’ customer.  

1. 4. Supply chain management is the design and management of seamless, value-added processes across organizational boundaries to meet the real needs of the manufacturer/service provider.

1. 5. Before processes can be managed effectively up and down the supply chain, they must be managed well inside the focal firm.  

1. 6. The term internal “value chain” describes the interconnected nature of a business’s internal functions such as R&D, Operations, and Marketing that add value to a process.  

1. 7. A supply chain phenomenon “The Bullwhip Effect” occurs as the result of a well planned, well communicated coordinated management effort throughout the supply chain membership.

1. 8. The theoretical ideal supply chain collaboration is “backward process integration with valued first-tier suppliers”.

1. 9. Winning supply chain strategies should help a company do more than just beat the competition; they should help the company meet the real needs of their customers.  

1. 10. Industrial organization theory suggests that supplier and technology forces should drive corporate strategic decision-making.

1. 11. There are four distinct decision areas that must be addressed in any effective strategy. They are Environment, Resources, Objectives and Feedback.  

1. 12. The strategic development decision area, “Feedback”, helps managers adapt the organization’s strategy to meet the demands of a changing requirements world.