Titre de l’ouvrage:
Auteur(s):
Par: beaumaria • 4 année de cela
Par: daantendam • 5 année de cela
Quelques exemples de cette série de questions pratiques
1.
When did logistics began to receive attention and where was it initially focused on?
Réponse: In 1950 and it was focused on improving productivity within the four walls of the factory.
2.
Explain inbound logistics
Réponse: The movement of material, components and products received from suppliers
3.
Explain materials management
Réponse: describes the movement of components and materials within the factory or firm.
4.
Explain physical distribution
Réponse: The movement of finished goods outward from the end of the assembly line, and through the shipping department to the end customer.
5.
When did the importance of purchasing get a general level of recognition?
Réponse: Mid-1970
6.
How was the purchasing function seen throughout the 1970s?
Réponse: More admin9istrative than strategic. It played a passive role in the organization
7.
What happend in 1980 with purchasing?
Réponse: Firms began to appreciate the potential contribution of purchasing to the bottom line. The term supply chain management began to emerge. Thinking of supply managers moved from one of efficiency toward affectiveness. Purchasing strategy began to align consciously with the overall corporate and business strategies of the firm.
8.
Explain what happened in the 1990s
Réponse: Supply chain management moved away from disparate functions of logistics, transportation, purchasing and physical distribution.
9.
For what stands PEST?
Réponse: Political, economic, social and technological.
10.
Explain political pressures and give some examples.
Réponse: Political pressures have forced changes in both the focus of supply and the structure of industries. Examples: regional development policies, focus on reduction in public expenditure and overhead, opportunities from privatisation, constraints of regulation.
Quelques exemples de cette série de questions pratiques
1.
Which three factors are useful and sound to consider the constituent parts of supply strategy under? Explain these factors as well.
Réponse: Process-based, procedures-based and policy-based Process-based: are the approaches linked to specific organisational processes that need to be in place in order to facilitate strategy implementation. (Include development of appropriate skills and competencies and information systems) Procedures-based: are the approaches concerning the organisational procedures that are needed to facilitate the implementation of a strategy through the organisational systems. (include: use of performance measures and total cost-benefit analysis.) Policy-based: are the approaches that are necessary for the formulation of the strategy itself. These sit in the centre of the model since without an understanding of the policies that the organisation declares in setting out its store, strategy formulation and deployment are likely to be made in isolation, thus lacking cohesion and robustness.
2.
Why are strategic performance measures essential for the delivery of strategy?
Réponse: They ensure that both the internal and external elements of the organization are aligned.
3.
What is strategy?
Réponse: A pattern or plan from which an organization can develop its major goals and objectives.
4.
Which three important points emerge from the definition of strategy?
Réponse: Strategy affects the scale and scope of an organization\'s activities over the long-term; strategy is about being responsive to changes in the external environment; strategy is about aligning activities with strategic resources and capabilities.
5.
What are the three levels of strategy levels?
Réponse: Corporate-level strategy, business-level strategy, functional-level
6.
What is strategic alignment?
Réponse: Functional strategies should connect with business- and corporate-level strategies. (Does our functional-level strategy support business- or corporate-level strategies?)
7.
Why is alignment important?
Réponse: It is important so that resource allocation and activities at the functional level are consistent with high-level objectives.
8.
To what does supply involvement refer to?
Réponse: To the extent to which supply strategists actively participate in corporate- and busines-level strategic decision making.
9.
For what stands SMART?
Réponse: Specific, measurable, achievable, relevant and time bound.
10.
What is the fundamental objective of a purchasing and supply chain performance measurement system?
Réponse: To aid in strategy implementation through a formal, systematic approach to monitoring and evaluating purchasing activities.
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