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British Columbia Institute of Technology *
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Course
4460
Subject
Industrial Engineering
Date
Feb 20, 2024
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docx
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2
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OPMT4460 SCM Supply (2024)
Lecture #02 (Friday): Student Worksheet Name:
ANSWERS
Set:
This session covers chapters 4, 5 and 6 of the textbook.
#1 – Professionally managing suppliers and developing close working relationships with different internal groups is referred to as:
a)
Supplier Partnering
b)
Vendor Management
c)
Supply Integration
d)
Supply Chain Management
The answer to Q#1 is: C #2 – In order to improve the competitive success of a business competing on “innovation” a business may try to improve the integration of Purchasing with Engineering by:
a)
Moving a Buyer from the Purchasing office to Engineering to improve day-to-day communication
b)
Increased efforts to send Purchasing personnel to trade-shows to search for new products and technologies
c)
Requiring that Purchasing personnel include an assessment of a supplier’s technical and innovation capabilities when assessing supplier qualifications
d)
All of the above The answer to Q#2 is: D #3 – When trying to develop closer relationships with suppliers there can be many obstacles including things such as confidentiality, legal barriers and the resistance to change. For a small organization such as Confident Chair Creators (who purchases the steel that they use from one of the largest steel manufacturers in the USA), which of the following would you consider to be the largest obstacle to improving supplier relationships for Confident Chair Creators with that large steel supplier? a)
Confidentiality (divulging company information may create a direct competitor)
b)
Limited interest by suppliers (the volume purchased by CCC is too small for the USA supplier to care enough to put effort into improving the relationship)
c)
Legal barriers (the products purchased can not cross an international boundary as they are not legal to export or import in Canada)
d)
Resistance to change (the corporate culture of CCC does not embrace improvement)
The answer to Q#3 is: B #4 – An organization which has multiple locations and is considering centralizing
its Purchasing functions
will need to be aware of:
a)
The need to encourage cross-functional collaboration
b)
Possible delays in response time to/from locations removed from where Purchasing is located
c)
Possible degraded relationships with Suppliers located near facilities which will no longer have their own Purchasing personnel
d)
All of the above
The answer to Q#4 is: D 1 | P a g e
#5 – Large multi-national organizations should consider decentralized
Purchasing because:
a)
There will be an opportunity for increased economies of scale with suppliers
b)
Each Purchasing Department can form close working relationships with unique suppliers in their geographic areas
c)
There will be greater standardization in how procurement tasks are done enabling the transfer of personnel form location to location without requiring extensive training
d)
All of the above
The answer to Q#5 is: B #6 – One of the “future trends” in organizational design is to have a horizontal focus which is best defined as:
a)
Having personnel from many traditional departments working together as a team rather than in separate departments
b)
Having software that allows each user access to the information stored in all functional departments for improved decision making
c)
Building factories and offices with more ground-floor surface area and fewer “floors” (higher levels) so that people are able to move in a horizontal versus vertical direction d)
Limiting current staff from applying for jobs that have opened up in higher levels of the company
so that personnel may only change jobs horizontally
The answer to Q#6 is: A #7 – An organization should develop a “Category Strategy” for Purchased products and services for all of
these categories except:
a)
Future projects which will be complex and require significant resource dedication
b)
Expenditures which comprise a significant amount of annual spending (often referred to as “A” level products and services)
c)
Products or services where their disruption may cause significant impact on business operations and/or customer service (products and services hard to replace or duplicate quickly)
d)
Low value readily available products such as nuts and bolts and screws
The answer to Q#7 is: D #8 – “Porters Five Forces” … (it’s helpful if you read the text before the lecture)
a)
Was created in order to describe competitive forces in a market economy and is used widely for business strategy development and sales and marketing strategies
b)
Can be used to help predict supplier and buyer behavior c)
Is a helpful educational tool to lead organizational stakeholders to understand current supply market conditions (when you understand your suppliers needs, you can figure out how you can help them help you)
d)
All of the above
The answer to Q#8 is: D #9 – In a Portfolio Analysis all purchases (and related supply chains) are reviewed to determine the level of resource dedication needed to optimally service that segment type. Which of the following categories
would the following “Confident Chair” acquisition fall under? (Type “
HERE
” in the appropriate space)
Critical
Routine
Leverage
Bottleneck
Office Supplies
HERE
Steel Coils
HERE
2 | P a g e
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