SCM Exam 3 UPDATED ACTUAL Questions and CORRECT Answers
Normally, most organizational objectives can be summa-
rized as:
marketing, management, finance, and operations.
leadership, market share, earnings per share, and return
on investment. C
survival, growth, financial, and sustainability.
profitability, return on investment, liquidity, and share-
holder value.
growth, maintenance, new products, and asset manage-
ment.
Supply strategies that are based on changes in demand
and supply are known as:
Multiple Choice
assurance-of-supply strategies. A
risk-management strategies.
cost-reduction strategies.
environmental-change strategies.
supply chain support strategies.
A zero defects quality strategy emphasizes:
Multiple Choice
"it is the process, not the people."
D
"quality is free."
"conformance to specification."
"do it right the first time."
"six sigma."
,When developing supply strategies, the supply manager
must determine:
what to make or buy.
when to buy. E
how much to buy.
how it should be ordered.
what to make or buy, when to buy, how much to buy and
how it should be ordered.
When developing strategies related to "how to buy," de-
cisions must be made about:
Multiple Choice
D
make or buy.
size of inventories.
insource or outsource.
systems and processes.
Supply strategies that are designed to anticipate and rec-
ognize shifts in the economy, organization, people, legal,
government regulations and controls, and technologies
are:
Multiple Choice A
environmental change strategies.
change management strategies.
total cost strategies.
internal management strategies.
supply assurance strategies.
Three major challenges facing supply executives when
setting supply strategies and objectives are:
, Multiple Choice
(1) How can we simultaneously provide uninterrupted
supply and minimize inventory? (2) How can we improve
quality while reducing our supply base? and, (3) How can
we increase our involvement in outsourcing decisions?
(1) What is the effective interpretation of corporate objec-
tives and supply objectives? (2) What is the appropriate
action plan or strategy to achieve the desired objectives?
and, (3) How can supply issues be identified and integrat-
ed into organizational objectives and strategies?
(1) Should we have a centralized or decentralized pur- B
chasing structure? (2) Should we hire managers trained in
supply management or in technical fields? and, (3) Should
we outsource any or all of the purchasing function?
(1) Should we pre-certify suppliers? (2) Should we allow
internal users to purchase certain categories of purchas-
es? and, (3) Should we increase or decrease the number
of suppliers in our supply base?
(1) How many suppliers should we do business with? (2)
Which suppliers should we select? and, (3) What type of
relationship should we have with these suppliers?
A strategy is:
Multiple Choice
an action plan to maximize rewards in the current period
in return for big risks.
C
a procedure for allocating resources among functions in
the organization.
an action plan to achieve specific long-term goals and
objectives.
an action plan to achieve specific operational and tactical
Normally, most organizational objectives can be summa-
rized as:
marketing, management, finance, and operations.
leadership, market share, earnings per share, and return
on investment. C
survival, growth, financial, and sustainability.
profitability, return on investment, liquidity, and share-
holder value.
growth, maintenance, new products, and asset manage-
ment.
Supply strategies that are based on changes in demand
and supply are known as:
Multiple Choice
assurance-of-supply strategies. A
risk-management strategies.
cost-reduction strategies.
environmental-change strategies.
supply chain support strategies.
A zero defects quality strategy emphasizes:
Multiple Choice
"it is the process, not the people."
D
"quality is free."
"conformance to specification."
"do it right the first time."
"six sigma."
,When developing supply strategies, the supply manager
must determine:
what to make or buy.
when to buy. E
how much to buy.
how it should be ordered.
what to make or buy, when to buy, how much to buy and
how it should be ordered.
When developing strategies related to "how to buy," de-
cisions must be made about:
Multiple Choice
D
make or buy.
size of inventories.
insource or outsource.
systems and processes.
Supply strategies that are designed to anticipate and rec-
ognize shifts in the economy, organization, people, legal,
government regulations and controls, and technologies
are:
Multiple Choice A
environmental change strategies.
change management strategies.
total cost strategies.
internal management strategies.
supply assurance strategies.
Three major challenges facing supply executives when
setting supply strategies and objectives are:
, Multiple Choice
(1) How can we simultaneously provide uninterrupted
supply and minimize inventory? (2) How can we improve
quality while reducing our supply base? and, (3) How can
we increase our involvement in outsourcing decisions?
(1) What is the effective interpretation of corporate objec-
tives and supply objectives? (2) What is the appropriate
action plan or strategy to achieve the desired objectives?
and, (3) How can supply issues be identified and integrat-
ed into organizational objectives and strategies?
(1) Should we have a centralized or decentralized pur- B
chasing structure? (2) Should we hire managers trained in
supply management or in technical fields? and, (3) Should
we outsource any or all of the purchasing function?
(1) Should we pre-certify suppliers? (2) Should we allow
internal users to purchase certain categories of purchas-
es? and, (3) Should we increase or decrease the number
of suppliers in our supply base?
(1) How many suppliers should we do business with? (2)
Which suppliers should we select? and, (3) What type of
relationship should we have with these suppliers?
A strategy is:
Multiple Choice
an action plan to maximize rewards in the current period
in return for big risks.
C
a procedure for allocating resources among functions in
the organization.
an action plan to achieve specific long-term goals and
objectives.
an action plan to achieve specific operational and tactical
