SCM 300 Final Exam Questions with Correct Answers (Grade A+)
Question 1: Performance metric (PM)
Answer: a single performance measurement used to evaluate, motivate, and improve performance.
Question 2: System of metrics
Answer: A group of metrics that collectively attempt to provide a multi-dimensional view of a resource or
outcome.
Question 3: Reasons organizations use PMs
Answer: (a) Helps to establish and support standards, (b) Motivate good behavior, (c) Identify trends, (d)
Managing large numbers of resources, (e) Performance data can facilitate decision making and planning
Question 4: Importance of Goals and Stakeholders
Answer: key to developing metrics that meet stakeholder goals is first recognizing all the stakeholders and
then understanding their individual goals.
Question 5: Consequences of poor metrics
Answer: ill-conceived metrics can motivate bad behavior: (ex) SC goals are not met, poor output, waste,
undesirable employee behaviors, managers may make poor decisions, employee victimization, undeserved
winners, lack of contentment.
Question 6: Requirements of a good metric
Answer: measureable, easily understood, attainable, strategically oriented, easy to measure, provides value,
provides guidance, cheater proof
Question 7: SMART metrics
Answer: a metric that is Specific, Measurable, Attainable, Relevant, and Timely. A helpful device that can
guide managers in the development of useful managerial metrics.
Question 8: 3 Key measurement system attributes
Answer: (1) Effective: were the desired goals met? (2) Efficient: A measure of the resources used in the
process. (3) Adaptable: measure of the conditions under which the tasks were completed.
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, Question 9: Keys to designing a system of metrics
Answer: Stakeholders and goals, Good metrics, Simplicity, Completeness, Redundancy (avoid), Continuous
improvement, Leadership
Question 10: KPIs (Key Performance Indicators)
Answer: Individual performance metrics identified by the company as being imperative to achieving the
organization's most important goals.
Question 11: Executive dashboards
Answer: computer-generated visual representation of a company's performance that is often available to
executives on any of their digital devices. Often include KPIs, real-time and historical data, and color-coded
performances centers that helps them quickly identify positive, negative, and neutral output.
Question 12: Managerial paralysis
Answer: situation where managers are inundated with data. This slows decision-making and may result in
managers stalling or avoiding decision-making.
Question 13: Common measurement pitfalls
Answer: Managers fail to use the data, Blind belief in institutional metrics, incomplete measurements,
Utilizing too many metrics, Driving toward perfection may waste resources, What do those numbers really
mean?
Question 14: Shared metrics
Answer: A metric that impacted by two related parties.
Question 15: Balanced scorecard (BSC)
Answer: performance management tool that focuses on strategic activity and outcomes. (tracks 4 different
traditional output areas.) (1) Financial results (2) Customer-related results (3) Internal business process
results, (4) Learning and growth results. -All of these are used to locate problems before they impact
financial results.
Question 16: SCOR Model (Supply Chain Operations Reference Model)
Answer: Measurement tool that allows SC partners to track performance, communicate progress, and
develop opportunities for improvement. (5 primary SC processes: Plan, Source, Make, Deliver, Return) This
is a tool used to integrate the SC.
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Question 1: Performance metric (PM)
Answer: a single performance measurement used to evaluate, motivate, and improve performance.
Question 2: System of metrics
Answer: A group of metrics that collectively attempt to provide a multi-dimensional view of a resource or
outcome.
Question 3: Reasons organizations use PMs
Answer: (a) Helps to establish and support standards, (b) Motivate good behavior, (c) Identify trends, (d)
Managing large numbers of resources, (e) Performance data can facilitate decision making and planning
Question 4: Importance of Goals and Stakeholders
Answer: key to developing metrics that meet stakeholder goals is first recognizing all the stakeholders and
then understanding their individual goals.
Question 5: Consequences of poor metrics
Answer: ill-conceived metrics can motivate bad behavior: (ex) SC goals are not met, poor output, waste,
undesirable employee behaviors, managers may make poor decisions, employee victimization, undeserved
winners, lack of contentment.
Question 6: Requirements of a good metric
Answer: measureable, easily understood, attainable, strategically oriented, easy to measure, provides value,
provides guidance, cheater proof
Question 7: SMART metrics
Answer: a metric that is Specific, Measurable, Attainable, Relevant, and Timely. A helpful device that can
guide managers in the development of useful managerial metrics.
Question 8: 3 Key measurement system attributes
Answer: (1) Effective: were the desired goals met? (2) Efficient: A measure of the resources used in the
process. (3) Adaptable: measure of the conditions under which the tasks were completed.
Page 1
, Question 9: Keys to designing a system of metrics
Answer: Stakeholders and goals, Good metrics, Simplicity, Completeness, Redundancy (avoid), Continuous
improvement, Leadership
Question 10: KPIs (Key Performance Indicators)
Answer: Individual performance metrics identified by the company as being imperative to achieving the
organization's most important goals.
Question 11: Executive dashboards
Answer: computer-generated visual representation of a company's performance that is often available to
executives on any of their digital devices. Often include KPIs, real-time and historical data, and color-coded
performances centers that helps them quickly identify positive, negative, and neutral output.
Question 12: Managerial paralysis
Answer: situation where managers are inundated with data. This slows decision-making and may result in
managers stalling or avoiding decision-making.
Question 13: Common measurement pitfalls
Answer: Managers fail to use the data, Blind belief in institutional metrics, incomplete measurements,
Utilizing too many metrics, Driving toward perfection may waste resources, What do those numbers really
mean?
Question 14: Shared metrics
Answer: A metric that impacted by two related parties.
Question 15: Balanced scorecard (BSC)
Answer: performance management tool that focuses on strategic activity and outcomes. (tracks 4 different
traditional output areas.) (1) Financial results (2) Customer-related results (3) Internal business process
results, (4) Learning and growth results. -All of these are used to locate problems before they impact
financial results.
Question 16: SCOR Model (Supply Chain Operations Reference Model)
Answer: Measurement tool that allows SC partners to track performance, communicate progress, and
develop opportunities for improvement. (5 primary SC processes: Plan, Source, Make, Deliver, Return) This
is a tool used to integrate the SC.
Page 2
