International Logistics Exam 1 Frank
Adams
Control Decisions - ANS-the day-to-day decisions you make that define how you make
things.
Forecasting, Inventory, Scheduling, Quality Control
Design Decisions - ANS-where and how you deploy your assets—especially plant and
equipment (i.e., your infrastructure)—to create value over the long haul.
Product Design, Process Design, Facility Layout, Facility Location
Design for manufacturability - ANS-designing of products so that they can be easily and
inexpensively made.
Design decisions are easy-to-change in the short term and have an immediate impact
on your firm's competitiveness. - ANS-False
Which of the following is not a critical design decision?
Forecasting is the tool you use to guess what products are going to sell—and when they
will sell. - ANS-true
The value chain expresses the idea that different functions within the firm are
interconnected and only by working together can the firm effectively create customer
value and compete in a tough competitive environment. - ANS-True
environmental scanning - ANS-The process of systematically seeking, acquiring, and
interpreting relevant data to identify external opportunities and threats.
, Tangibility refers to the fact that you can't hold a service in your hand—i.e., you can only
experience it as you consume it. - ANS-True
Facility location decisions - ANS-Where should you make things? You want to locate
your operations in places that give you access to either factor inputs (e.g., low-cost
labor or materials) or consumer markets
Reorder points - ANS-replenishment is triggered.Compares the amount of inventory
currently available with the rate of demand to determine when to produce
scientific method - ANS-Frederick Taylor brought an early form of continuous
improvement to the factory floor. His approach of observing, training, monitoring, and
improving led to standardized operations practices
services as part of the economy - ANS-You want to enjoy a higher standard of
living—now and in the future. Better living standards depend on gains in productivity as
well as innovation. Future prosperity thus depends on how well we manage and
improve service operations.
Service operations are very different from—and, in many respects, more challenging to
manage than—manufacturing operations.
Product vs. Service Supply Chain - ANS-service providers can't control customer
behavior the way a manufacturer can control the physical dimensions of a product
SCOR model - ANS-a tool that benchmarks best practices across a company's core
value added activities, including sourcing, operations, logistics, and product return.
Evolution of Operations Management - ANS-SCM is one of our most important areas of
emphasis rather than just a fad
Henry Ford invented the assembly line. - ANS-False
The industrial revolution marked the beginning of good operations management
practice. - ANS-False
Which company invented the lean six sigma paradigm shift? - ANS-Toyota
SCOR meaning - ANS-Supply Chain Operations Reference Model
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