Semi finals Flashcards
(119 cards)
1
Q
network of all the individual
A
supply chain
2
Q
everything from the delivery of source materials
A
supply chain
3
Q
integration of the activities that procure material and service
A
supply chain
4
Q
8 SUPPLY CHAIN MANAGEMENT INCLUDES DETERMINING THE
A
- transportation vendors
- credit and cash transfer
- suppliers
- distributor
- accounts payable and receivable
- warehousing and inventory
- order fulfillment
- sharing customer, forecasting and production formation
5
Q
when companies enter growing global market such as china
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global supply chain issues
6
Q
distribution system may be less reliable
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quality production
7
Q
receives such as attention because it is an integral part of a firm strategy
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supply chain
8
Q
core of managing the global supply chain
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economic
9
Q
transfer some of what are traditional internal activities
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outsourcing
10
Q
operates in a way that delivers the highest level of ethical
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an ethical supply chain
11
Q
for goods and services to be obtained from outside sources
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supply chain strategies
12
Q
responds to the demands and specification of a “request for quotation”
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many supplier
13
Q
implies that rather than looking for a short-term strategy
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few supplier
14
Q
developing the ability to produce goods
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vertical integration
15
Q
suppliers becomes part of company coalition
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keiretsu network
16
Q
rely on a variety of supplier relationship to provide service on demand
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virtual companies
17
Q
managers move toward integration of the supply chain
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managing the supply chain
18
Q
contractual terms of a buy/sell relationship
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mutual agreement on goals
19
Q
must appreciate that the inly entity that puts in money
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partners in the chain
20
Q
critical to an effective and efficient supply chain
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trust
21
Q
are most likely to be successful if risk end customer research
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suppliers relationship
22
Q
positive relationship between purchasing and supplying
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compatible organizational issue
23
Q
focus on maximizing local profit
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local optimization
24
Q
push merchandise into the chain of sale that have not occured
A
incentives
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bias towards large lots
large lots
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relayed from retailer
bullwhip
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sharing profit of sales (pos) and computer assisted ordering (coa)
accurate "pull" data
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reduction through aggressive management
lot sized reduction
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member in the chain as responsible for monitoring
single stage control of replenishment
30
use of local supplier
vendor-managed inventory (vmi)
31
unfilled orders with a vendor
blanket orders
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obtaining variety of similar components with labelling
standardization
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delaying any modifications
postponement
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supplier will ship directly to the end consumer
drop shipping
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distribution center where merchandise is held
pass-through facility
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extension of pass through facility
channel assembly
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uses the internet to faciliate purchasing
e-procurement
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transfer the traditional approaches to speeding
electronic ordering and fund
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provide data for purchase order
electronic data interchange (edi)
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shipping notice delivered directly from vendor to the purchasers
advance shipping notice (asn)
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provide current information about products in electronic form
online catalogs
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3 version of online catalogs
catalog provided by vendors
catalog provided by intermediaries
exchange provided by buyers
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list of goods available from different vendors
catalogs provided by vendors
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internet sites where business buyers and sellers can meet
catalog provided by intermediaries
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one of the first was covisints created by auto giant ford
exchange provided by buyers
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enable automotive organization to securely exchange information
covisints
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process of buying and selling goods and service by offering them up for bids
auctions
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company invites outside vendors
request for quotes
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automated process of recording sales and purchased through the use of software
real-time inventory tracking
50
consider numerous factor such as strategic fit and quality performance
vendor selection
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VENDOR SECTION AS A THREE STAGES PROCESS
vendor evaluation
vendor development
negotiation
52
3 CLASSIC TYPES OF NEGOTIATION STRATEGIES
cost-based price model
competitive bidding
logistics management
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suppliers opends its books to the purchasers
cost-based price model
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involves inviting multiple vendors
competitive bidding
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efficiency to operation through the integration of all material integration
logistics management
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longer the product is in transit, the longer the firm has its money invested
cost of shipping alternatives
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refers to good and material that a business holds for Ultima goal
inventory
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canserve several functions that ass flexibility to a firms operation
inventory
59
types of inventory
1. raw material inventory
2. work-in process inventory
3. maintenance/ repair/ operating supply (mro) inventory
4. finished goods inventory
60
usually purchased but have yet to enter the manufacturing process
raw material inventory
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products or components that are no longer raw materials
work-in-process inventory
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maintenance, repair and operating material
maintenance/repair/ operating supply inventory
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an end item ready to be sold
finished goods inventory
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good inventory is meaningless if the management doesn't know what inventory is on hand
record accuracy
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critical component for running an organization
accurate recording
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process of continuous inventory recording and inspection
cycle counting
67
role of inventory in service businesses is a bit different
control of inventory
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inventory losses other than from sales
shrinkage
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inventory theft
pilferage
70
2 INVENTORY MODELS
dependent demand
independent demand
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cost association with holding or "carrying" over time
holding cost
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cost of supplier, form , order processing, purchasing clerical support and so fort
ordering cost
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cost to prepared a machine or process for manufacturing an order
set up cost
74
3 INDEPENDENT MODELS ARE
basic economic order quantity (eoq) model
production order quantity model
quantity discount model
75
how much to order
reorder points
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time between placement and receipt of an order
lead time
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inventory level which an order should br placed
reorder points
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raw material deliveries may be uniquely unrealible
safety stock
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suitable for the production environment
production order quality model
80
creative management strategy
outsourcing
81
procuring from external supplies services
outsourcing
82
moving a business process to a foreign country but remaining control of it
offsourcing
83
organization that outsources
client firm
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firm that provider outsourcing activity
outsource provider
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organization is unique, skills, talented and capabilities
core competencies
86
created to describe the return of business activity to the client firm
backsourcing
87
5 ADVANTAGES OF OUTSOURCING
1. cost savings
2. gaining outside expertise
3. improving operations and service
4. focusing on core competencies
5. gaining outside technology
88
number 1 reason driving outsourcing for many firm
cost saving
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gaining access to a broad base of skills
gaining outside expertise
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outsourcing provider may have production flexibility
improving operations and service
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bring its core competencies to the supply chain
focusing on core competencies
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client firm can outsource the State of the art
gaining outside technology
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5 DISADVANTAGE OF OUTSOURCING
1. increase importation cost
2. loss of control
3. creating future competition
4. negative impact on employees
5. longer-term impact
94
delivery cost may rise substantially
increase importation cost
95
permeate and link to allother problem
loss of control
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morate may drop when functiond are out-sourced
negative impact on employees
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tend to be longer team than advantagd of outsourcing
longer-term impact
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determines quantity a company of retailers should order in minimize the total inventory cost
production order quantity model
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reduced price for an item
quantity discount
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percentage service able operations that aid not get a service stock out
service level
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inventory exhausted and the service or product is not avai
stock out
102
extra inventory units held to reduce stock out
safety stock
103
all the previous inventory model are fixed-quantity (Q) system
fixed-period (p) system
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q system where inventory is continuously monitored
perpetual inventory system
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inventory is ordered at the end of a given period
fixed-period (p) system
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method for analyzing, developing and maintain a manufacturing plan
aggregate planning
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help managers deal with capacity
long-range planning
108
begins once long-term capacity decision are made
medium range planning
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may extend up to year but us usually less than 3 month
short term planning
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process of breaking the aggregate plan. down inti greater
manufacturing environment
111
basic demand option
influencing demand
back ordering during high demand period
counter seasonal product and service mixing
112
demand is low, a company can try to increase demand through advertising
influencing demand
113
are orders for good or service that a firm accept but us unable to fulfill at the moment
back ordering during high demand period
114
widely used active smoothing technique
counter seasonal product and service mixing
115
attempt to achieve output rates for each period
chase strategy
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aggregate plan in which production 8s uniform from period to period
level strategy
117
conducted in the same way except with demand management
aggregate planning in service
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try to match the demand curve by changing different prices
yield management
119
service or demand can be sold in advance to consumption
demand fluctuates
capacity is relatively fixed
demand can be segmented
variable cost are low and fixed coset are high
