Test Bank For Supply Chain Management A Logistics Perspective Exam 2 Edition By John Coyle, John Langley, Robert Novack, Brian Gibson

Test Bank For Supply Chain Management A Logistics Perspective Exam 2 Edition By John Coyle, John Langley, Robert Novack, Brian Gibson Activity-based costing (ABC) - ANSWER-Accurately assigns costs to activities, making it effective for analyzing costs e.g. labor for picking different quantities .Adaptive Manufacturing - ANSWER-Demand driven, and resource optimized rapidly adjusting to customer demand .Aggregate product plan (APP) - ANSWER-Long range plan, aligning production with annual forecasts, managing, workforce, and inventory levels .Assemble to Order (ATO) - ANSWER-Components are stocked, but final assembly occurs after customer orders, flexible for customization, e.g. automobiles .Assemble to Order (ATO) - ANSWER-Customization from available components e.g. chipotle .assembly line - ANSWER-Arranges resources by the sequence of production steps for high volume standardized, products, e.g. cars .B2B and B2C models - ANSWER-E-commerce is divided into business to business and business to consumer segments .Balancing Goals - ANSWER-Facilities must balance, flexibility, responsiveness, and efficiency to produce quality output at a reasonable cost .Balancing supply and demand goal - ANSWER-Match customer demand with supply to minimize stockouts and excess inventory .Build segment - ANSWER-Low cost to serve but low sales; focuses on increasing sales to move into protect segment .Build-to-order (BTO) - ANSWER-Standard product with customizable elements assembled post order low inventory, high customization, e.g. private jet .Capacity Planning - ANSWER-Determines production levels to meet customer demand .Capacity Requirements Planning (CRP) - ANSWER-Short range, verifies labor, and equipment resources for detailed production requirements .Capital goods - ANSWER-Long-term investments requiring financial planning .Centralized Facilities - ANSWER-Cost efficient, larger inventory .Channel components - ANSWER-Intermediaries like distributors wholesalers retailers, transportation providers. Involves both logistics and marketing channels. .Channel functions - ANSWER-Sorting out, accumulating, allocating, and assorting .Channels of distribution - ANSWER-Flow of goods, services, information, and finances from production to final consumption .Click and collect - ANSWER-Order online, pick up in store .Collaborative Planning, Forecasting, and Replenishment (CPFR) - ANSWER-Extends S&OP principles to include supply chain, partners, e.g. retailers, distributors, manufacturers to align on a single collaborative forecast .Commodities - ANSWER-Low risk, high value, e.g. basic materials like bolts, packaging. Focus: reduce price through volume purchasing, use just in time (JIT) .Common e-commerce models - ANSWER-Sell-Side vs. Buy-Side B2B & B2C Online marketplace Online trading communities .competitive advantage - ANSWER-Unique processes, e.g. Amazon fulfillment can differentiate companies while efficient processes, e.g. Korean air can reduce cost .Competitive Dimensions - ANSWER-Companies prioritize among cost quality, speed, reliability, flexibility, and responsiveness world class companies like Unilever achieve multiple goals through strategic focus .continuous process - ANSWER-Similar to assembly lines, but used for uninterrupted production, e.g. chemicals, high efficiency, but low flexibility .Cost engineer segment - ANSWER-High sales but high costs; work to streamline interactions to reduce costs .CPFR goals - ANSWER-Drive efficiencies and responsiveness across the entire supply chain by creating a mutually agreed-upon forecast .CPFR model process - ANSWER-1. Strategy and planning 2. Demand and supply management 3. Execution 4. Analysis .Criticals - ANSWER-High risk, high value. High value items giving competitive edge, e.g. computer chips. Focus: enhance value through innovation and strong supplier relationships .CRM process steps - ANSWER-1. Segment customer base by profitability 2. Identify the product/service package for each customer segment 3. Develop and execute best processes 4. Measure performance and continuously improve .Cumulative Sum of Forecast Errors (CFE) - ANSWER-Total error, overtime, accounting for positive and negative errors .customer profitability analysis - ANSWER-Considers all cost drivers affected by customer interactions, allowing companies to more accurately assess profitability .Customer service - ANSWER-Encompasses all activities impacting the flow of information, products, and cash between the organization and its customers .Danger zone segment - ANSWER-Low profitability, potential strategies include: - changing customer interaction methods - charging true costs - moving to alternative distribution channels .Dedicated fulfillment - ANSWER-Separate distribution networks for store and Internet orders, e.g. Walmart Reduces inventory conflict, but requires duplicate facilities and inventories .Demand Management - ANSWER-Efforts to estimate and manage customer demand to inform operational decisions .Demand management benefits - ANSWER-All line supply chain processes with customer needs, creating more value Supports collaboration along the supply chain to meet customer needs effectively .Demand management challenges - ANSWER-- department silos - forecast overreliance Tactical use of data