SCM Exam 3 UPDATED ACTUAL Questions and CORRECT Answers
Evidence of the growth and influence of supply manage- -involvement in strategic planning and executive status of
ment in an organization includes: the chief supply oflcer.
-treating suppliers in a fair and equitable manner, comply-
Company image may be directly influenced by: ing with regulatory requirements and sustainability prac-
tices of suppliers.
The use of the concepts of purchasing, procurement, sup- -the organization's stage of development and/or sophis-
ply, and supply chain management will vary from organi- tication, the industry in which they operate and the orga-
zation to organization depending on: nization's competitive position.
The design and management of seamless, value-added
processes across organizational boundaries to meet the -supply chain management.
needs of the end customer is called:
-profitability, competitive position and sustainability per-
Supply has the potential to contribute to:
formance.
For an organization with revenue of $100 million, pur-
chases of $60 million, and profit of $8 million before tax,
-75 percent.
a 10 percent reduction in purchase spend would result in
an increase in profit of:
Interest in the supply function as a managerial activity during World Wars I and II because of global materials
began: shortages.
The return on assets effect (ROA) quantifies and mea- the impact of supply actions on inventory and the balance
sures: sheet.
In manufacturing organizations, the dollars spent with
50 to 80
suppliers fall into what range as a percent of revenues?
Supply can influence risk management in which area(s)? financial, operational and reputation
The supply area is a good training ground for managers pressure of decision making under uncertainty and vari-
because it provides exposure to: ous levels and functions in the organization.
A successful supply chain management strategy inte-
processes and systems within and across organizations
grates:
, On average, the dollars spent with suppliers as a percent is greater in manufacturing organizations than in service
of revenues: organizations.
The impact of supply management actions on the balance
return on assets effect.
sheet is measured by the:
Evaluation of the supply function's contribution to organi-
operational and strategic.
zational goals and strategies can be viewed in the context
direct and indirect.
of:
Normally, most organizational objectives can be summa-
survival, growth, financial, and sustainability.
rized as:
Supply strategies that are based on changes in demand
assurance-of-supply strategies.
and supply are known as:
A zero defects quality strategy emphasizes: "do it right the first time."
When developing supply strategies, the supply manager what to make or buy, when to buy, how much to buy and
must determine: how it should be ordered.
When developing strategies related to "how to buy," de-
systems and processes.
cisions must be made about:
Supply strategies that are designed to anticipate and rec-
ognize shifts in the economy, organization, people, legal,
environmental change strategies.
government regulations and controls, and technologies
are:
(1) What is the effective interpretation of corporate objec-
tives and supply objectives? (2) What is the appropriate
Three major challenges facing supply executives when
action plan or strategy to achieve the desired objectives?
setting supply strategies and objectives are:
and, (3) How can supply issues be identified and integrat-
ed into organizational objectives and strategies?
an action plan to achieve specific long-term goals and
A strategy is:
objectives.
2/6
Evidence of the growth and influence of supply manage- -involvement in strategic planning and executive status of
ment in an organization includes: the chief supply oflcer.
-treating suppliers in a fair and equitable manner, comply-
Company image may be directly influenced by: ing with regulatory requirements and sustainability prac-
tices of suppliers.
The use of the concepts of purchasing, procurement, sup- -the organization's stage of development and/or sophis-
ply, and supply chain management will vary from organi- tication, the industry in which they operate and the orga-
zation to organization depending on: nization's competitive position.
The design and management of seamless, value-added
processes across organizational boundaries to meet the -supply chain management.
needs of the end customer is called:
-profitability, competitive position and sustainability per-
Supply has the potential to contribute to:
formance.
For an organization with revenue of $100 million, pur-
chases of $60 million, and profit of $8 million before tax,
-75 percent.
a 10 percent reduction in purchase spend would result in
an increase in profit of:
Interest in the supply function as a managerial activity during World Wars I and II because of global materials
began: shortages.
The return on assets effect (ROA) quantifies and mea- the impact of supply actions on inventory and the balance
sures: sheet.
In manufacturing organizations, the dollars spent with
50 to 80
suppliers fall into what range as a percent of revenues?
Supply can influence risk management in which area(s)? financial, operational and reputation
The supply area is a good training ground for managers pressure of decision making under uncertainty and vari-
because it provides exposure to: ous levels and functions in the organization.
A successful supply chain management strategy inte-
processes and systems within and across organizations
grates:
, On average, the dollars spent with suppliers as a percent is greater in manufacturing organizations than in service
of revenues: organizations.
The impact of supply management actions on the balance
return on assets effect.
sheet is measured by the:
Evaluation of the supply function's contribution to organi-
operational and strategic.
zational goals and strategies can be viewed in the context
direct and indirect.
of:
Normally, most organizational objectives can be summa-
survival, growth, financial, and sustainability.
rized as:
Supply strategies that are based on changes in demand
assurance-of-supply strategies.
and supply are known as:
A zero defects quality strategy emphasizes: "do it right the first time."
When developing supply strategies, the supply manager what to make or buy, when to buy, how much to buy and
must determine: how it should be ordered.
When developing strategies related to "how to buy," de-
systems and processes.
cisions must be made about:
Supply strategies that are designed to anticipate and rec-
ognize shifts in the economy, organization, people, legal,
environmental change strategies.
government regulations and controls, and technologies
are:
(1) What is the effective interpretation of corporate objec-
tives and supply objectives? (2) What is the appropriate
Three major challenges facing supply executives when
action plan or strategy to achieve the desired objectives?
setting supply strategies and objectives are:
and, (3) How can supply issues be identified and integrat-
ed into organizational objectives and strategies?
an action plan to achieve specific long-term goals and
A strategy is:
objectives.
2/6
