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Flashcards in Exam 1 Deck (42)
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1

A supply chain view

Each activity in a process should add value to the preceding activities. Waste and unnessary cost should be eliminated

2

Support process

A process that provides vital resources and inputs to the core processes and therefore is essential to the management of the business

3

Supplier relationship process

Selects the suppliers of services materials and information and facilitates the timely and effient flow of these items into the firm

4

New service/product development process

Designs and develops new services or products from inputs recieved from external customer specifications or from the market in general through the customer relationship process

5

Order fulfillment process

Includes the activites required to produce and deliever the service or product to the external customer

6

Customer relationship process

Identifies attracts and builds relationships with external customers and facilitates the placement of orders by customers

7

Competitive priorities

The critical dimensions that a process or supply chain must posses to satisfy its internal or external customers both now and in the future

8

Competitive capabilites

The cost quality time and flexibility dimensions that a process or supplu chain actually posseses and is able to deliever

9

Order winners

A criterion customers use to differentiate the services or products of one firm from those of another

10

Order qualifiers

Min level required from a ser of criteria for a firm to do business in a particular market segment

11

Front office

High interaction with customers/highly customized service and flexible flows with individualized processes

12

Hybrid office

Some interaction with customers, standard services with some options and flexible flows with some dominate paths with some exceptions as to how work performed

13

Back office

Low interaction with customers, standard services and line flows, routine work performed the same for all customers

14

Job process

Low volume products made to order and customized process with flexible and unique sequence of tasks

15

Batch processes

Multiple products with low to moderate volume and disconneted line flows moderately repetitive work

16

Line processe

Few major products higher volume and connected line highly repetitive work

17

Continuous flow process

High volume high standarization commodity products and continuous flow

18

Design to order

Designing new products that do not currently exist and then manufacturing them to meet unique customer specifications

19

Make to order

Make products to customer specifications in low volumes

20

Assemble to order

Producing a wide varity of products from relatively few subassemblies and components after the customer orders are recieved

21

Postponement

The final activitss in the provision of a product is delayed until the order is recieved

22

Mass customization

Highly divergent processes generate a wide varitey of customized products at reasonably low costs

23

Make to stock

Holding items in stock for immediate delievery thereby min customer delivery times

24

Mass production

Combining a line process with the make to stock strategy

25

Checklist

A form used to record the frequency of occurance of certain process failures

26

Pareto chart

A bar chart on which factors are plotted along the horizontal axis in decreasing frequency

27

Cause and effect diagram

Related a key performance problem to its protential causes

28

Break even analysis

Technique for evaluating processes and equipment alternatives

29

Break even analysis objective

To find the point in dollars and units at which cost equals revenue

30

Break even analysis requires

Estimation of fixed costs variable costs and revenue