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Supply Chain Management > Chapter 2: Purchasing Organization in the Enterprise > Flashcards

Chapter 2: Purchasing Organization in the Enterprise Flashcards

1
Q

Types of purchases

A

Raw materials
semi finished products and components
finished products
maintenance repair and operating items
production support items
services
capital equipment

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2
Q

They often receive a grade indicating the quality level

A

Raw materials

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3
Q

Are purchases category in that includes items such as petroleum coal lumber and metals discovered in zinc

A

Raw materials

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4
Q

It includes all the items purchased from suppliers required to support an organization’s final production

A

Semi finish products and components

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5
Q

This includes single part number components subassemblies assemblies subsystems and systems

A

Semi finished products and components

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6
Q

This category also includes purchased items that require no major processing before resale to end customers

A

Finished products

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7
Q

It includes anything that does not go directly into a organization’s product however these items are essential for running a business this includes spare machine parts office and computer supplies and cleaning supplies

A

Maintenance repair and operating items

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8
Q

Items that include the materials required to pack and ship final products such as pallets boxes master shipping containers tape bags etc

A

Production support items

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9
Q

Most common type includes machine repair snow removal data entry consultants and the management of cafeteria services

A

Services

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10
Q

Involves buying assets intended for use exceeding one year

A

Capital equipment

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11
Q

Purchasing functions

A

Product design
product specifications
Target costing
Supplier selection
Supplier location
inventory management

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12
Q

The intent is to enhance the design with the inputs of all the key stakeholders

A

Product design

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13
Q

Is a clear complete and accurate statement of the technical requirements of a material an item or a service end of the procedure to determine if the requirements are met

A

Specification

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14
Q

This approach first determines what an acceptable selling price will be to compete in the marketplace and subtract a desired contribution margin to arrive at an acceptable cost

A

Target costing

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15
Q

Product target cost equals

A

Projected selling price minus the desired profit contribution

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16
Q

The factors in selecting is the product quality, on time delivery performance, facility proximity, industry position, financial stability, etc

A

Supplier selection

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17
Q

It is one of the criteria used in selecting vendors, it is especially important because of the emphasis on reducing supply chain response time

A

Supplier Location

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18
Q

The function and compassing the physical receipt of the material the inspection of the shipment for conformance with the purchase order for quantity and damage and identification and delivery of destination

A

Receiving

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19
Q

A document used by the receiving function of a company to inform others of the receipt of goods purchase

A

Receiving report

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20
Q

When an Organization has several plants located in different geographical regions, there are two alternatives. One, to have a ____________________ located at the ______. The other, to have a _________________ set up in _________.

A

centralized purchase department, headquarters

decentralized purchasing department,
each plant

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21
Q

refers to purchasing all the requirements under the central point of the organization.

A

Centralized Purchase

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22
Q

defines centralized procurement as a purchasing system in which all the departments of a company with a wide geographical distribution can make purchases through a common purchasing organization.

A

Business Dictionary

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23
Q

is a purchase of all required goods and services by a single department for all the branches of the entire company. Generally, a purchasing manager heads the department.

A

centralized procurement

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24
Q

is beneficial in finding the best deals with local vendors for the corresponding location of the company department.

A

Centralized procurement

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25
Q

It not only aids in avoiding duplicity of orders, but also promotes advantages arising from the high volume bulk discounts, lower transportation and inventory management costs.

A

Centralized procurement

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26
Q

is an indispensable solution for those who feel difficulties in managing long-running transitions and mending fences.

A

Centralized purchasing

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27
Q

Combining the requirements of Plants and buying in bulk leads to substantial
reduction in purchase cost.

A

Centralized Purchasing

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28
Q

There is only one department dealing with limited items, a high order of purchase skill can be expected.

A

Centralized Purchasing

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29
Q

_____ of materials in an emergency is possible.

A

Inter-Plant transfer

(Under Centralized Purchasing)

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30
Q

Surplus Materials in one Plant can be utilized in meeting the requirements of another.

A

Centralized Purchasing

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31
Q

The _____________at Headquarters may lay down common policies, procedures and systems for all the plants.

A

Centralized Purchase Department

(Under Centralized Purchasing)

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32
Q

periodic reporting system may be established between the plants and the Centralized Purchase Department at Headquarters.

A

Centralized Purchasing

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33
Q

Organizations having ________ would benefit by adopting a judicious blend of ____________ and _________.

A

Multi-plant operations,

Decentralized setup with Centralized control.

(Under Centralized Purchasing)

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34
Q

Advantages of Centralized Purchasing

A
  1. Overhead expense reduction
  2. Better relationships within the organization
  3. Advanced control
  4. Team cohesion
  5. Saved money
  6. More benefits
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35
Q

First and probably the most important feature of centralized purchasing is the reduction in overhead costs for the enterprise. Separate facilities require not only individual lease agreements, but also separate utility deposits, insurance policies, security features, office equipment, network, etc.

A

Overhead Expense reduce

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36
Q

Interpersonal communication in recent years has been consistently placed high as an important requirement for conducting successful job performance in the organizations. Communication is what makes a team strong. In a centralized office, where employees and managers have the opportunity to interact in person, atmosphere is much more pleasant, than in departments where colleagues communicate via telephone or email. Company meetings, conferences and training seminars that are held in a group setting increase employee productivity and rally team.

A

Better relationships within the organization

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37
Q

Management teams may operate more efficiently and cost-effectively in a centralized office. Managers who are often absent or spread out among various departments are typically less effective due to the absence of regular contact with employees.

A

Advanced control

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38
Q

Employees who work together as a collective group get to know one another’s work styles and approaches as their own. That’s why such teams are typically better able to collaborate on projects as a group. A centralized office also increases its ability to be consistent across all channels, with employees all working under the same set of guidelines with regard to brand development and customer service directives.

A

Team cohesion

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39
Q

Centralized purchasing has many cost-saving features. Purchasing manager can buy in bulk at reduced costs, can better manage inventory and assess company needs. Moreover, in centralized procurement there is no need to employ individual managers for individual locations. It’s obvious that addition of duplicate staff positions implies additional costs. Fortunately, in centralized purchasing you don’t have to bother about that.

A

Saved money

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40
Q

Other key advantages of centralized procurement

A
  1. avoidance of duplication
  2. saved time
  3. knowledge resource sharing
  4. reduced transportation costs
  5. increased specialization
  6. better relationships with the buyers
  7. uniformity in purchasing policies.
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41
Q

Disadvantages of Centralized Purchasing

A

● Complex management of the company in case organization becomes too large;
● Difficulties with timely replacement of defective materials;
● High probability of delays – often requisitions for goods have to be sent from distant areas;
● Difficulties with purchasing materials from local suppliers in caseof an emergency;
● Centralized purchasing is not suitable, if branches are located at different geographical locations

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42
Q

______________has to work in close coordination with all Decentralized Purchase Departments at Plants and Finance Department at Headquarters. Only an atmosphere of mutual trust will ensure that these departments will work towards the total organizational objectives.

A

Centralized Purchase Department at Headquarters

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43
Q

___________is just the reverse of centralized purchasing.

This is suitable for organizations running more than one plant.

Under this type, each plant has its purchasing agents. In other words, every department makes its purchases.

This also calls localized purchasing.

Also, ____________ is quite flexible and can quickly adjust following the requirements of a particular plant.

A

Decentralized purchasing

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44
Q

More attention can pay by the departmental head to buying problems as he will be carrying the limited number of activities in his department and he can hold responsible for the purchase of goods and the overall performance of the plant.

The serious drawback which emerges from this type is the lack of uniformity in purchasing procedure in the organization.

A

Decentralized purchasing

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45
Q

At the same time, uniformity in prices cannot ensure and every departmental head may not possess the caliber of an expert buyer.

This method also poses the problems of coordination among various departments of the organization and usually leads to unplanned buying.

In comparison to centralized buying, this method involves a lesser economy in purchasing.

A

Decentralized purchasing

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46
Q

Advantages of Decentralized Purchasing

A

● Materials can purchase by each department locally as and when required.
● Timely availability of materials.
● Materials are purchasing in the right quantity of the right quality for each department easily.
● No heavy investment requires initially.
● Less cost of internal transport.
● Lower chance of obsolescence.
● Purchase orders can place quickly, and.
● The replacement of defective materials takes little time.

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47
Q

MEANING:

___________is the retention of powers and authority concerning planning and decisions, with the top management, knows as ___________

A

Centralized, Centralization

48
Q

MEANING:

_________is the dissemination of authority, responsibility, and accountability to the various management levels know as _________.

A

decentralized, Decentralization

49
Q

TERMS OF PURCHASE:

_________is Due to the large scale order, better terms of purchase may be available,

A

Centralized

50
Q

TERMS OF PURCHASE

but __________in Less favorable terms may be available.

A

Decentralized

51
Q

NATURE:

____________is usually involves two people; a manager and his subordinate.

A

Centralized

52
Q

NATURE:

_________involves the entire organization; from the top management to individual departments

A

Decentralized

53
Q

ADVANTAGE:

_________is proper coordination and Leadership,

A

Centralized

54
Q

ADVANTAGE:

__________ is sharing of burden and responsibility

A

Decentralized

55
Q

CONTROL:

________ is controlling by the manager or the delegator controls it.

A

Centralized

56
Q

CONTROL:

__________ control rests with the respective departments or classes

A

Decentralized

57
Q

NEED:

_________need all organizations to need delegation to get things done, Delegating authority is essential to assign responsibility.

A

Centralized

58
Q

NEED:

______________is an optional mode of working, Organizations can also work in a centralized manner.

A

Decentralized

59
Q

RESPONSIBILITY:

____________ is the delegator can delegate authority but the responsibility remains with him, the delegator is accountable for the task.

A

Centralized Responsibility

60
Q

RESPONSIBILITY:

__________ is the head of the departments responsible for the
activities performed under him, Therefore, responsibility is fixed
at the department-level.

A

Decentralized

61
Q

INVOLVES:

______ is involves in Systematic and consistent reservation of authority

A

Centralized

62
Q

INVOLVES:

______ involves Systematic dispersal of authority.

A

Decentralized

63
Q

“Everywhere Production goes, __________follow behind like a shadow.”

A

Costs

64
Q

_______ is the act of buying the goods and services that a company needs to operate and/or manufacture products.

A

Purchasing

65
Q

Given that the purchasing department of an average company spends an estimated __________ of every revenue dollar on items ranging from raw materials to services, there has been greater focus on purchasing in recent years as firms look at ways to lower their operating costs.

A

50 to 70 percent

66
Q

______is now seen as more of a strategic function that can be used to control bottom-line costs.

A

Purchasing

67
Q

_________ is the cost incurred in procuring the raw materials/input goods.

A

Purchase Cost

68
Q

● Requisition, soliciting bids, purchase order, shipping advice,
invoice, and payment.
● Regarded as unacceptably slow, expensive, and labor intensive.
● Purchasing was seen as essentially a clerical function.
● Purchasing simply was not considered to be a high-profile or career fast-track position.

A

Traditional Purchasing Process

69
Q

● New concept of total cost of ownership (TCO).
● Instead of buying the good or service that has the lowest
price, the buyer instead weighs a series of additional factors
when determining what the true cost of the good or service is to his
or her company.
● These factors can include “price, freight, duty, tax,
engineering costs, tooling costs, letter of credit costs, payment
terms, inventory carrying costs, storage requirements, scrap
rates, packaging, rebates or special incentive values, [and]
warranty and disposal costs.”

A

Modern Purchasing Process

70
Q

Purchasing Cost Reduction Ideas

A
  1. BULK BUYING
  2. OPPORTUNITY BUYING
  3. LOCAL VENDORS
  4. PARTNERSHIP WITH MAJOR VENDORS
  5. E PROCUREMENT
  6. BUYING MATERIAL FROM TAX EXEMPTED AREA
  7. ALTERNATE MATERIAL
  8. TRY MERGE IN TRANSIT
  9. VENDOR MANAGEMENT INVENTORY (VMI)
71
Q

“Planning for the_______ is one way to reduce the cost.”

A

purchases

72
Q

The companies which have greater geographical presence or are multi locational can achieve better price by buying bigger volumes instead of buying for
individual units. Central buying policies are recommended for such unit .
_________ results in annual contracts for a period of six – twelve months for entire year requirement with prices being finalized for the entire period .

A

BULK BUYING

73
Q

Most of the commodities and raw material has seasonal cycle of prices as they peak and fall in intervals .Hence we can book maximum amount of our requirement when prices are low.

A

OPPORTUNITY BUYING

74
Q

Vendors should be located in close vicinity of company
which helps in keeping low inventory as well as low freight cost

A

LOCAL VENDORS

75
Q

It is highly recommended to have partnership with vendors in either having equity or technical collaboration so as to pass on savings to the customer . Which results in cost reduction in manufacturing cost. Most of the Automobiles Majors has this kind

A

PARTNERSHIPS WITH MAJOR VENDORS

76
Q

Putting up tenders and requirement on Internet and setting up auction for requirement on web which helps in reaching out more numbers of vendor base . This also helps in cutting cost when we opt for conventional way of asking tender/quotation .

A

E Procurement

77
Q

Most popular way of _________ is reverse auction , where the lowest price bidder takes away the order.

A

procurement strategy

78
Q

In several countries the federal/ State govts provide tax havens for manufactures for certain period say 10- 15 years .Hence buying from these areas helps in cutting cost .In common parlance it is called ________. Look out for such places prior to placing orders.

A

BUYING MATERIAL FROM TAX EXEMPTED AREA

TAX HOLIDAYS

79
Q

○ Select high cost items and replace it by some low cost material.
○ Eg; steel by plastic/aluminium.

A

ALTERNATE MATERIAL

80
Q

The concept of in-transit product merging—where, for example, two things are shipped from different locations and then married in transit so that they reach the customer as a single shipment—can be seen as a technique for reducing inventory .

A

TRY MERGE IN TRANSIT

81
Q

With the appropriate incentives, allowing suppliers to assume the responsibility for replenishment of your inventory, because of their visibility into both their own inventory and production schedule and your demand data, can almost always reduce your inventory.

A

VENDOR MANAGED INVENTORY (VMI)

82
Q

__________is an evaluation and approval process that businesses can use to determine if prospective vendors and suppliers can meet their organizational standards and obligations once under contract. The end goal is to secure a low-risk, best-in- class vendor and supplier portfolio.

A

Vendor assessment

83
Q

__________both furnish services or goods

A

Vendors and suppliers

84
Q

The term ________applies to business-to-business (B2B) and business-to-consumer (B2C) sales relationships

A

vendor

85
Q

_______applies only to B2B relationships.

A

supplier

86
Q

Benefits of Vendor Assessment

A
  1. Risk Mitigation
  2. Lower Regulatory Compliance Risk
  3. Scope of Service and Contract Compliance
  4. Decrease in Security and Cyber Risk
87
Q

By carefully vetting vendors and suppliers, you can lower the regulatory, contract, and security risks of working with entities outside your company.

A

● Risk Mitigation

88
Q

Confirm compliance with the laws, regulations, and standards that apply to your business. If your vendor is in another country or you sell to another country, check those countries’ legal requirements, too. For example, if you do business in the European Union, the General Data Protection Regulation (GDPR) applies.

A

○ Lower Regulatory Compliance Risk

89
Q

Conduct a legal review of contract terms, nondisclosure agreements (NDAs), or partnership agreements to ensure that you’ve set favorable conditions and mitigated any risks.

A

○ Scope of Service and Contract Compliance

90
Q

The threat of cyber risk grows as we increasingly move our work to the cloud. Therefore, it’s crucial to protect all your customer and company data. Your selection process should focus on assessing a third-party vendor or supplier to store your data. First, identify and evaluate the type of data that vendors and suppliers may need to access, and decide whether they need to access all, some, or none of it to do their work. It’s crucial to ensure the vendor takes the proper measures to encrypt and protect your data. Once you Identify potential partners, have them complete a questionnaire that thoroughly covers security management system details.

A

○ Decrease Security and Cyber Risk

91
Q

Supplier Performance Monitoring

A
  1. Financial Health
  2. Expertise
  3. Operational Performance
  4. Business Process and Practices
  5. Behaviours and Cultural Factors
92
Q

sales, profitability, liquidity, return on investment (ROI),
debt ratio, transparency of finances (Aiter et al., 2011).

A

● Financial health

93
Q

network capabilities, quality and production capabilities, technical level compared to sector average, spread of technical creation, investment in R&D (Aiter et al., 2011).

A

● Expertise

94
Q

on-time delivery, lead time, responsiveness, inventory management and control, order acceptance, processing and fulfilment, customer service, preventive maintenance, hours of operations training (Aiter et al., 2011).

A

● Operational performance

95
Q

how a supplier provides a product or a service at the best value, on time and as required (Aiter et al., 2011).

A

● Business processes and practices

96
Q

the improvement culture, information capabilities, intention of coordination (Aiter et al., 2011).

A

● Behaviours and cultural factors:

97
Q

10 C Model of Supplier Evaluation

A
  1. Competency
  2. Capacity
  3. Commitment
  4. Control
  5. Cash
  6. Cost
  7. Consistency
  8. Culture
  9. Clean
  10. Communication
98
Q

Ask vendors to provide evidence of proven quality with other customers, and review their training and development procedures, qualification records, essential personnel background and abilities, and recruitment methods.

A

Competency

99
Q

Look into prospective partners’ current and forecasted orders and customers, along with how that impacts the ability to meet your current and projected requirements. Ask for operational statistics around quality- or service-level challenges, which should be readily available if the supplier is ISO 9000 accredited. To learn more about this accreditation read “The Ultimate Guide to ISO 9000.”

A

Capacity

100
Q

Review the policies and procedures the company uses on an ongoing basis to monitor and manage quality and adherence to industry standards, such as ISO 9000 and HIPAA.

A

Commitment to Quality

101
Q

Ensure that your future partner will be able to deliver consistently high levels of quality and service throughout the life of the contract. For example, look for a vendor that assigns an account manager as a single point of contact dedicated to quality control and oversight; this indicates the vendor’s commitment to high performance.

A

Consistency of Performance

102
Q

Review whether the product or service can be delivered at a reasonable price and keep your vendor or supplier in business.

A

Cost:

103
Q

Of course, you want to work with a financially stable entity. Request the most recent fixed and current asset lists, profit and loss (P&L) statements, and credit rating documentation.

A

Cash and Finance

104
Q

Ensure that your vendor or supplier will set up and manage (or conform to your existing) communications channels, whether in person with your account manager and other key personnel, via virtual meetings, or with collaboration software.

A

Communication

105
Q

Ask for evidence of how the company manages inventory, quality control operations procurement, marketing, distribution and health, and safety.

A

Control of Internal Processes

106
Q

Vendor and supplier services and products should conform to legal and environmental standards and requirements.

A

Clear (Corporate Social Responsibility)

107
Q

Determine if you and your potential partner share values and working philosophies before you enter into a contract. A similar outlook makes for smoother work relationships and helps you establish long-term partnerships.

A

Culture

108
Q

Different Methods of Vendor Evaluation

A
  1. Commercial
  2. Technical
  3. Records
  4. Before the Fact
  5. After the Fact
109
Q

T or F

There is no single vendor evaluation method that covers every circumstance. To evaluate vendors, take into consideration your business and the vendor classification, as well as whether the vendor is a prospect or already under contract, and if you’re conducting a post award review.

A

True

110
Q

When considering the commercial side of any potential vendor or supplier, keep in mind their reputation, market dominance, market and advertising presence, awards, ability to deliver promptly, and existing clients.

A

Commercial

111
Q

A technical evaluation is centered on standards for compliance, innovation, technical equipment, and scientific capabilities.

A

Technical

112
Q

In this type of vendor evaluation, you collect data from public sources, such as financial records, industry news items, and award notices.

A

Records

113
Q

In this type of evaluation, the evaluator plans and starts gathering data public data sources and vendor or supplier endorsement or reviews early in the history of the project. Replies to RFIs and RFPs with substantiating documents should provide many of the necessary answers, too.

A

Before-the-Fact

114
Q

For this evaluation, review a first engagement or shipment and assess performance and process. Ask critical stakeholders about successes, failures, and operations. Responses provide data for decisions, future planning, and discussions after an event is complete.

A

After-the-Fact

115
Q

refers to the purchasing of requirements of each production center in an organization.

A

Decentralized Purchase

116
Q

Disadvantages of Decentralized Purchasing

A

● Organization losses the benefit of a bulk purchase.
● Poor layout of space.
● More finance requires.
● Duplicate purchase of materials.
● Specialized knowledge may be lacking in purchasing staff.
● There is a chance of over and under-purchasing of materials.
● Fewer chances of effective control of materials.
● Less technical skills obtains.
● More clerical work, and.
● Lack of proper co-operation and co-ordination among various departments

Supply Chain Management (6 decks)

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