SCM供应链管理练习(英文版)

Software Configuration Management(SCM)Document Number: [nn]Date: Day, Month Day, Year[Project Name][Author 1][Author 2 - if none, leave blank line][Author 3 - if none, leave blank line][Author 4 - if none, leave blank line]Professor [Name]Software Engineering DepartmentMonmouth UniversityWest Long Branch, NJ 07764-1898Table of Contents1. SCOPE 41.1.I DENTIFICATION 4 1.2.S YSTEM O VERVIEW 4 1.3.D OCUMENT O VERVIEW 42. REFERENCED DOCUMENTS 53. REQUIREMENTS SUMMARY 53.1.B ACKGROUND,O BJECTIVES, AND S COPE 5 3.2.O PERATIONAL P OLICIES AND C ONSTRAINTS 6 3.3.D ESCRIPTION OF C URRENT S YSTEM OR S ITUATION 6 3.4.U SERS OR I NVOLVED P ERSONNEL7 3.4.1C ONFIGURATION R EQUIREMENTS8 3.5.S OFTWARE C ONFIGURATION M ANAGEMENT C RITERIA94. JUSTIFICATION 124.1A SSUMPTIONS AND C ONSTRAINTS12 4.2A DDITIONAL I TEMS FOR CONSIDERATION: 125. NOTES 131 Scope[This section shall be divided into the following paragraphs.]1.1 Identification[This paragraph shall contain a full identification of the system and the software to which this document applies, including, as applicable, identification number(s), title(s), abbreviation(s), version number(s), and release number(s).]1.2 System Overview[This paragraph shall briefly state the purpose of the system and the software to which this document applies. It shall describe the general nature of the system and software; summarize the history of system development, operation, and maintenance; identify the project sponsor, acquirer, user, developer, and support agencies; identify current and planned operating sites; and list other relevant documents.]1.3 Document Overview[This paragraph shall summarize the purpose and contents of this document and shall describe any security or privacy considerations associated with its use.]2 Referenced Documents[This section shall list the number, title, revision, and date of all documents referenced in this specification. This section shall also identify the source for all documents.]3 Requirements Summary[This section shall be divided into the following paragraphs to describe the risk management requirements as it currently exists.]3.1 Background, Objectives, and Scope[This paragraph shall describe the background, mission or objectives, and scope of the product or situation.][Example: Requirements regarding software configuration management (SCM) cover a broad arena. SCM is considered one of the integral processes that support the other activities in the standard. The developer's approach, described in the project's SDP, is to address all applicable contract clauses for SCM including:Configuration identificationConfiguration controlConfiguration status accountingConfiguration auditsPackaging, storage, handling, and delivery3.2 Operational Policies and Constraints[This paragraph shall describe any operational policies and constraints that apply to the current system or situation.][Example: SCM activities apply to all software products prepared, modified, and/or used to develop software products as well as to the products under development, modification, reengineering, or reuse. If a system/subsystem or SWI is developed in multiple builds, SCM in each build is to be understood to take place in the context of the software products and controls in place at the start of the build.]3.3 Description of Current System or Situation[This paragraph shall provide a description of the current system or situation, identifying differences associated with different states or modes of operation (for example, regular, maintenance, training, degraded, emergency, alternative-site, wartime, peacetime). The distinction between states and modes is arbitrary. A system may be described in terms of states only, modes only, states within modes, modes within states, or any other scheme that is useful. If the system operates without states or modes, this paragraph shall so state, without the need to create artificial distinctions. ]3.4 Users or Involved Personnel[This paragraph shall describe the types of users of the system, or personnel involved in the current situation, including, as applicable, organizational structures, training/skills, responsibilities, activities, and interactions with one another.][Example: Developer's key activities related to Software configuration management:Describe the approach to be followed for software configuration management, identifying risks/uncertainties and plans for dealing with them. Cover all contractual clauses pertaining to software configuration management.Participate in selecting CSCIs during system (architectural) design. Identify entities to be placed under configuration control. Assign a project-unique identifier to each SWI and each additional entity to be placed under configuration control, including software products to be developed or used and the elements of the software development environment. Use an identification scheme that identifies entities at the level of control and include version/revision/release status.Establish and implement procedures designating levels of control each identified entity must pass through, the persons or groups with authority to authorize changes and to make changes at each level, and the steps tobe followed to request authorization for changes, process change requests, track changes, distribute changes, and maintain past versions. Propose to the acquirer, in accordance with contractually established forms and procedures, changes that affect an entity already under acquirer control. Prepare and maintain records of configuration status of all entities that have been placed under project-level or higher configuration control. Maintain configuration status records for the life of the contract. Include, as applicable, version/revision/release, changes since being placed under project-level or higher configuration control, and status of associated problem/change reports.Support acquirer-conducted configuration audits as specified in the contract.Establish and implement procedures for packaging, storage, handling, and delivery of deliverable software products. Maintain master copies of delivered software products for the duration of the contract.Prepare a version description for the system.Meet general requirements and perform integral processes of the standard.]3.4.1 Configuration Requirements[This paragraph describes the configuration management requirements for the project.][Example: SCM requirements task the developer to "keep track of" everything during the course of the development. SCM is an activity, not an organization. SCM may be performed by members of the development team, individuals within a project tasked with that responsibility, a separate organization, or other arrangement suitable for the project.]3.5 Software Configuration Management Criteria[This paragraph describes the software configuration management criteria to be followed during the project.[Example: The standard requires the developer to establish levels of control for all work products. Some examples of possible levels of control and of things the developer might identify and control are:Author control:Engineering data -- notes, records, work-in-progress (i.e., dataspecified in documents associated with particular developmentactivities)Software development filesProject control:Source code files, data files, installation softwareInformation in documents agreed upon by the project to becorrectReuse librariesEvaluation recordsOrganizational control:General purpose software -- operating systems, databasemanagement systems, e-mail, word processors, spreadsheetsEngineering and development tools -- CASE tools, editors,compilers, debuggers, SCM tools, test softwareComputer system administrative tools and products -- diagnosticsoftware, network managers, archives, backupsEvaluation recordsAcquirer control:SpecificationsSome key goals of SCM requirements are to ensure that the developer: keeps track of all software and software product descriptions associatedwith the project; implements only authorized changes to requirements; and knows what software and associated products match a specific set of requirements or changes to those requirements.To implement changes to requirements, the acquirer and developer must agree upon what those changes are. When requirements have been defined and recorded as specifications and those specifications have been placed on contract, changes are implemented through contract modifications. When specifications have not been made a part of the contract, the acquirer and developer will need to provide a means for controlling and making changes to requirements. These means can be as informal as a phone call or hand-shake, or as formal as documents signed by authorized acquirer and developer representatives. The standard does not provide contractual forms or notices concerning changes in requirements, such as Engineering Change Proposals (ECPs), Engineering Change Notices (ECNs), or notification to users of changes in a particular version of the software. Although the standard does provide a reminder in the form of two "shell" requirements to support acquirer configuration management activities for (1) proposing changes to acquirer controlled entities, and (2) supporting configuration audits, these activities may not apply to all projects.All work products (including computerized files, the software products that constitute the development environment, and hardware), not just deliverables, are to be identified and controlled during the developmentand under developer software configuration management activity. The physically controlled items can include: computer files, magnetic media (tapes, diskettes, video cassettes), paper documents, books, manuals, and drawings.The standard leaves it up to the developer to describe what software configuration management records will be produced, when they will be produced, the level of detail of information that will be contained in each record and who is responsible for performing these activities.4 Justification[This section shall be divided into the following paragraphs.]4.1 Assumptions and Constraints[This paragraph shall identify any assumptions and constraints applicable to the changes identified in this section.]4.2 Additional Items for consideration:[This paragraph shall identify additional items that should be taken into consideration.][Example: Additional items that should be taken into consideration are: Describe the approach to be followed for software product evaluation, identifying risks/uncertainties and plans for dealingwith them. Cover all contractual clauses pertaining to softwareproduct evaluation.•Perform in-process evaluations of the software products generated. Perform a final evaluation of each deliverablesoftware product before its delivery.•Prepare and maintain records of each software product evaluation. Maintain these records for the life of the contract.Handle problems in software products under project-level orhigher configuration control in accordance with paragraph 5.17of the standard.•Maintain independence in software product evaluation. The persons responsible for evaluating a software product are not tobe the same persons who developed the product.•Meet general requirements and perform integral processes of the standard.5 Notes[This section shall contain any general information that aids in understanding this document (e.g., background information, glossary, rationale). This section shall include an alphabetical listing of all acronyms, abbreviations, and their meanings as used in this document and a list of terms and definitions needed to understand this document.]。

供应链管理专业英语Title: Navigating the Intricacies of Supply Chain ManagementIntroductionIn today's global business landscape, supply chain management (SCM) plays a crucial role in ensuring that organizations can efficiently deliver products and services to their customers. SCM encompasses the planning, implementation, and control of the flow and storage of goods, services, and information from the point of origin to the point of consumption. The complexities involved in managing a supply chain are multifaceted and require a deep understanding of logistics, inventory, transportation, and inter-organizational relationships.Understanding the Supply Chain StructureAt its core, a supply chain consists of various entities including suppliers, manufacturers, distributors, retailers, and customers. Each entity plays a critical role in ensuring the smooth operation of the chain. For instance, suppliers provide raw materials or components, manufacturers transform these inputs into finished products, distributors manage the movement of goods, and retailers facilitate the sale to end consumers.Strategic Planning in Supply Chain ManagementStrategic planning is a foundational element in SCM as it allows organizations to anticipate future demand and make informed decisions about resource allocation. This process involves market research, demand forecasting, and the development of a long-term plan to guide the entire supply chain. Strategies may include diversifying supply sources, implementing just-in-time (JIT) manufacturing, or investing in technology to enhance efficiency.Operational Efficiency through Process OptimizationEfficient processes are essential for reducing waste, minimizing costs, and improving customer satisfaction. Techniques such as lean management and six sigma can be applied to identify and eliminate inefficiencies within the supply chain. By streamlining operations, companies can achieve faster throughput times, lower inventory levels, and higher quality outputs.Inventory Management and ControlInventory management is a critical aspect of SCM as it directly affects cash flow and customer service levels. Effective inventory control requires accurate forecasting, monitoring stock levels, and implementing appropriate inventory policies such as economic order quantity (EOQ) or critical ratio analysis. By maintaining optimal inventory levels, organizations can avoid stockouts and overstocking, which can lead to lost sales and increased carrying costs.Transportation and Logistics CoordinationThe transportation of goods is a significant component of SCM, involving decisions on mode of transport, route selection, and carrier management. Efficient logistics coordination ensures timely delivery of products while controlling transportation costs. Advancements in technology, such as vehicle tracking systems and real-time data analytics, have transformed the way logistics are managed, allowing for greater visibility and responsiveness in transportation networks.Technology Integration for Enhanced VisibilityThe integration of technology has become indispensable in modern supply chains. Enterprise Resource Planning (ERP) systems, RFID tags, and other digital tools provide real-time data on inventory levels, supplier performance, andproduction schedules. This enhanced visibility enablescompanies to respond quickly to changes in demand or supply chain disruptions, thus maintaining operational agility.Risk Management and Contingency PlanningSupply chains are vulnerable to risks such as natural disasters, political instability, or economic fluctuations. Risk management involves identifying potential threats, assessing their impact, and developing contingency plans to mitigate these risks. Diversifying suppliers, building safety stock, and establishing alternative sourcing strategies are common approaches to safeguard against unforeseen events.Sustainability in Supply Chain ManagementSustainability has emerged as a key consideration in SCM. Organizations are increasingly held accountable for their environmental impact and social responsibilities. Sustainable practices include reducing carbon footprint through efficient transportation methods, minimizing waste through recyclinginitiatives, and ensuring ethical sourcing by monitoring labor conditions at supplier facilities.ConclusionSupply chain management is an ever-evolving field that demands continuous improvement and adaptation to remain competitive. By embracing strategic planning, process optimization, inventory control, logistics coordination, technology integration, risk management, and sustainability practices, organizations can navigate the complexities of their supply chains and achieve operational excellence. As global markets continue to expand and consumer demands shift, those who master the art of supply chain management will undoubtedly secure a competitive edge in their respective industries.。

Chapter 8Aggregate Planning in the Supply ChainTrue/False1.The goal of aggregate planning is to satisfy demand in a way thatminimizes profit.Answer: FalseDifficulty: Easy2.Aggregate planning is a process by which a company determines levels ofcapacity, production, subcontracting, inventory, stockouts, and evenpricing over a specified time horizon.Answer: TrueDifficulty: Moderate3.Aggregate planning solves problems involving aggregate decisions ratherthan stock keeping unit (SKU) level decisions.Answer: TrueDifficulty: Easy4.Traditionally, much of aggregate planning is focused within anenterprise and may not always be seen as a part of supply chainmanagement.Answer: TrueDifficulty: Moderate5.Aggregate planning is an important supply chain issue because, to beeffective, it requires inputs from throughout the supply chain, but its results have little impact on the supply chain.Answer: FalseDifficulty: Moderate6.Short-term production serves as a broad blueprint for operations andestablishes the parameters within which aggregate planning decisions are made.Answer: FalseDifficulty: Easy7.The aggregate planning problem is concerned with determining theproduction level, inventory level, and capacity level (internal andoutsourced) for each p eriod that maximizes the firm’s profit over theplanning horizon.Answer: TrueDifficulty: Moderate8.To create an aggregate plan, a company must specify the planning horizonfor the plan and the duration of each period within the planning horizon.Answer: TrueDifficulty: Easy9. A planning horizon is usually between three and five years.Answer: FalseDifficulty: Moderate10. A poor aggregate plan can result in improved sales and profits if theavailable inventory and capacity are unable to meet demand.Answer: FalseDifficulty: Easy11. A poor aggregate plan may result in a large amount of excess inventoryand capacity, thereby raising costs.Answer: TrueDifficulty: Moderate12.The aggregate planner must make a trade-off between capacity, inventory,and backlog costs.Answer: TrueDifficulty: Moderate13.An aggregate plan that increases one cost typically results in theincrease of the other two.Answer: FalseDifficulty: Moderate14.The time flexible strategy is where the production rate is synchronizedwith the demand rate by varying machine capacity or hiring and layingoff employees as the demand rate varies.Answer: FalseDifficulty: Hard15.The time flexible strategy is where workforce (capacity) is kept stablebut the number of hours worked is varied over time in an effort tosynchronize production with demand.Answer: TrueDifficulty: Moderate16.The mixed strategy is where a stable machine capacity and workforce aremaintained with a constant output rate with inventory levels fluctuating over time.Answer: FalseDifficulty: Hard17.Most strategies that an aggregate planner actually uses are incombination, and are referred to as mixed strategies.Answer: TrueDifficulty: Easy18. A highly effective tool for a company to use when it tries to maximizeprofits while being subjected to a series of constraints is aggregateprogramming.Answer: FalseDifficulty: Moderate19.To improve the quality of these aggregate plans, forecast errors must betaken into account when formulating aggregate plans.Answer: TrueDifficulty: Moderate20.Forecasting errors are dealt with in aggregate plans using either safetybacklog or safety capacity.Answer: FalseDifficulty: Moderate21.Safety inventory is defined as inventory held to satisfy demand that ishigher than forecasted.Answer: TrueDifficulty: Easy22.Safety capacity is defined as capacity used to satisfy demand that islower than forecasted.Answer: FalseDifficulty: Easypanies should work with downstream partners to produce forecasts andwith upstream partners to determine constraints when doing aggregateplanning.Answer: TrueDifficulty: Easy24.The aggregate plan should be viewed primarily as an in-house tool thatdoes not need to be communicated to supply chain partners.Answer: FalseDifficulty: Easy25.Given that forecasts are always wrong to some degree, the aggregate planneeds to have some flexibility built into it if it is to be useful.Answer: TrueDifficulty: Moderate26. A manager should perform sensitivity analysis on the inputs into anaggregate plan to choose the best solution for the range ofpossibilities that could occur.Answer: TrueDifficulty: Moderate27.As inputs into the aggregate plan change, managers do not need to makechanges to the aggregate plan.Answer: FalseDifficulty: Easy28.As capacity utilization increases, it becomes less important to performaggregate planning.Answer: FalseDifficulty: ModerateMultiple Choice1.The process by which a company determines levels of capacity, production,subcontracting, inventory, stockouts, and even pricing over a specifiedtime horizon isa.aggregate planning.b.detail planning.c.inventory planning.d.sales planning.e.all of the aboveAnswer: aDifficulty: Moderate2.The goal of aggregate planning is toa.dissatisfy customers in a way that maximizes profit.b.dissatisfy customers in a way that minimizes profit.c.satisfy demand in a way that maximizes profit.d.satisfy demand in a way that minimizes profit.e.none of the aboveAnswer: cDifficulty: Easy3.Aggregate planning solves problems involvinga.aggregate decisions and stock keeping unit (SKU) level decisions.b.aggregate decisions or stock keeping unit (SKU) level decisions.c.aggregate decisions rather than stock keeping unit (SKU) leveldecisions.d.stock keeping unit (SKU) level decisions rather than aggregatedecisions.e. b and c onlyAnswer: cDifficulty: Easy4.Aggregate planning, to be effective, requires inputs froma.all customers.b.all departments.c.all suppliers.d.throughout the supply chain.e.throughout the company.Answer: dDifficulty: Moderate5.Much of aggregate planning has traditionally been focuseda.on short-term production scheduling.b.on customer relationship management.c.within an enterprise.d.beyond enterprise boundaries.e.all of the aboveAnswer: cDifficulty: Moderate6.Which of the following are not operational parameters the aggregateplanner is concerned witha.production rateb.workforcec.overtimed.backorderse.inventory on handAnswer: dDifficulty: Moderate7.The operational parameter concerned with the number of units completedper unit time (such as per week or per month) isa.production rate.b.workforce.c.overtime.d.backlog.e.inventory on hand.Answer: aDifficulty: Easy8.The operational parameter concerned with the number of workers/units ofcapacity needed for production isa.production rate.b.workforce.c.overtime.d.backlog.e.inventory on hand.Answer: bDifficulty: Easy9.The operational parameter concerned with the amount of overtimeproduction planned isa.production rate.b.workforce.c.overtime.d.backlog.e.inventory on hand.Answer: cDifficulty: Easy10.The operational parameter concerned with demand not satisfied in theperiod in which it arises, but carried over to future periods isa.production rate.b.workforce.c.overtime.d.backlog.e.inventory on hand.Answer: dDifficulty: Easy11.The operational parameter concerned with the planned inventory carriedover the various periods in the planning horizon isa.production rate.b.workforce.c.overtime.d.backlog.e.inventory on hand.Answer: eDifficulty: Easy12.The operational parameter concerned with the number of units of machinecapacity needed for production isa.machine capacity level.b.subcontracting.c.overtime.d.backlog.e.inventory on hand.Answer: aDifficulty: Easy13.The operational parameter concerned with the subcontracted capacityrequired over the planning horizon isa.machine capacity level.b.subcontracting.c.overtime.d.backlog.e.inventory on hand.Answer: cDifficulty: Easy14.The aggregate plana.serves as a broad blueprint for operations.b.establishes the parameters within which short-term production anddistribution decisions are made.c.allows the supply chain to alter capacity allocations and changesupply contracts.d.all of the abovee. b and c onlyAnswer: dDifficulty: Moderate15.Aggregate planning is concerned with determininga.the production level, sales level, and capacity for each period.b.the demand level, inventory level, and capacity for each period.c.the production level, inventory level, and capacity for eachperiod.d.the production level, staffing level, and capacity for eachperiod.e.none of the aboveAnswer: cDifficulty: Moderate16.To create an aggregate plan, a company must specifya.the planning horizon for the plan.b.the duration of each period within the planning horizon.c.key information required.d.all of the abovee. a and b onlyAnswer: dDifficulty: Moderate17.The planning horizon isa.the time period over which the aggregate plan is to produce asolution.b.the duration of each time period in the aggregate plan.c.the length of time required to produce the aggregate plan.d.the solution to the aggregate plan.e.none of the aboveAnswer: aDifficulty: Easy18.The length of the planning horizon is usually betweena.one and three months.b.three and eighteen months.c.one and three years.d.three and five years.e.none of the aboveAnswer: bDifficulty: Moderate19.Which of the following is not information needed by the aggregateplannera.demand forecast for each period in the planning horizonb.production costsbor costsd.cost of subcontracting productione.cost of changing the demand forecastAnswer: eDifficulty: Moderate20.The cost of changing capacity includes thea.cost of adding machine capacity.b.cost of reducing machine capacity.c.cost of hiring workforce.d.cost of laying off workforce.e.all of the aboveAnswer: eDifficulty: Easy21.Which of the following is not a cost of changing capacitya.cost of adding machine capacityb.cost of hiring workforcec.cost of laying off workforced.cost of overtimee.cost of reducing machine capacityAnswer: dDifficulty: Moderate22.Which of the following is not a constraint the aggregate planner needsto considera.limits on stockouts and backlogsb.limits on overtimec.limits on sales commissionsd.limits on layoffse.limits on capital availableAnswer: cDifficulty: Moderate23. A poor aggregate plan can result ina.appropriate inventory levels.b.efficient use of capacity.c.better sales and lost profits.d.lost sales and lost profits.e.lost sales and better profits.Answer: dDifficulty: Hard24.The fundamental trade-offs available to an aggregate planner are betweena.capability, inventory, and backlog costs.b.capability, inventory, and sales costs.c.capacity, inventory, and backlog costs.d.capacity, inventory, and sales costs.e.none of the aboveAnswer: cDifficulty: Easy25.Which of the following is not a distinct aggregate planning strategy forachieving balance between capacity, inventory, and backlog costsa.adjustable strategyb.Chase strategyc.level strategyd.mixed strategye.time flexible strategyAnswer: aDifficulty: Easy26.The strategy where the production rate is synchronized with the demandrate by varying machine capacity or hiring and laying off employees asthe demand rate varies is thea.adjustable strategy.b.Chase strategy.c.level strategy.d.mixed strategy.e.time flexible strategy.Answer: bDifficulty: Moderate27.The strategy where workforce (capacity) is kept stable but the number ofhours worked is varied over time in an effort to synchronize production with demand is thea.adjustable strategy.b.Chase strategy.c.level strategy.d.mixed strategy.e.time flexible strategy.Answer: eDifficulty: Moderate28.The strategy where a stable machine capacity and workforce aremaintained with a constant output rate, with inventory levelsfluctuating over time, is thea.adjustable strategy.b.Chase strategy.c.level strategy.d.mixed strategy.e.time flexible strategy.Answer: cDifficulty: Hard29.Most strategies that an aggregate planner actually uses are incombination and are referred to as thea.adjustable strategy.b.Chase strategy.c.level strategy.d.mixed strategy.e.time flexible strategy.Answer: dDifficulty: Easy30. A highly effective tool for a company to use when it tries to maximizeprofits while being subjected to a series of constraints isa.aggregate programming.b.distribution programming.c.production programming.d.linear programming.e.manufacturing programming.Answer: dDifficulty: Moderate31.When formulating aggregate plans,a.forecast errors have no impact.b.forecast errors must be taken into account.c.forecast accuracy is assumed.d.forecast accuracy is not a factor.e.none of the aboveAnswer: bDifficulty: Moderate32.Forecasting errors are dealt with usinga.safety backlog.b.safety capacity.c.safety inventory.d.all of the abovee. b and c onlyAnswer: eDifficulty: Moderate33.Inventory held to satisfy demand that is higher than forecasted isa.safety backlog.b.safety capacity.c.safety inventory.d.safety sales.e.safety workforce.Answer: cDifficulty: Easy34.Capacity used to satisfy demand that is higher than forecasted isa.safety backlog.b.safety capacity.c.safety inventory.d.safety sales.e.safety workforce.Answer: bDifficulty: Easy35.Which of the following is an approach a company can use to create abuffer for forecast error using safety inventorya.overtimeb.carry extra workforce permanentlyc.build and carry extra inventoriesd.subcontractinge.purchase capacity or product from an open or spot marketAnswer: aDifficulty: Easy36.Which of the following is not an approach a company can use to create abuffer for forecast error using safety capacitya.overtimeb.carry extra workforce permanentlyc.build and carry extra inventoriesd.subcontractinge.purchase capacity or product from an open or spot marketAnswer: cDifficulty: Easy37.Aggregate planning should consider information froma.only the enterprise as its breadth of scope.b.downstream partners to produce forecasts.c.upstream partners to determine constraints.d.all of the abovee. b and c onlyAnswer: dDifficulty: Easy38.The quality of the aggregate plan can be improved by using informationfroma.only the local firm.b.only downstream partners.c.only upstream partners.d.all parts of the supply chain.e.none of the aboveAnswer: bDifficulty: Moderate39.The aggregate plan should be communicated toa.only the local firm.b.only downstream partners.c.only upstream partners.d.all supply chain partners who will be affected by it.e.none of the aboveAnswer: cDifficulty: Moderate40.The aggregate plan needs toa.be a final product because changes are disruptive to the supplychain.b.be considered fixed because forecasts are usually accurate.c.have some flexibility built into it because forecasts are alwayswrong.d.have some flexibility built into it because forecasts are usuallyright.e.none of the aboveAnswer: cDifficulty: Moderate41.How frequently should the aggregate plan be reruna.weeklyb.monthlyc.every 3 to 8 monthsd.as inputs to the aggregate plan changee.neverAnswer: dDifficulty: Hard42.As capacity utilization increases,a.it becomes less important to perform aggregate planning.b.it becomes more important to perform aggregate planning.c.it does not affect the importance of performing aggregateplanning.d.it lessens the importance of aggregate planning.e.none of the aboveAnswer: bDifficulty: ModerateEssay/Problems1.Discuss the primary objective and operational parameters of aggregateplanning.Answer: The goal of aggregate planning is to satisfy demand in a waythat maximizes profit. Aggregate planning is a process by which acompany determines levels of capacity, production, subcontracting,inventory, stockouts, and even pricing over a specified time horizon.The aggregate planner’s main objective is to identify the followingoperational parameters over the specified time horizon:•Production rate: the number of units completed per unit time (such as per week or per month).•Workforce: the number of workers/units of capacity needed forproduction.•Overtime: the amount of overtime production planned.•Machine capacity level: the number of units of machine capacityneeded for production.•Subcontracting: the subcontracted capacity required over the planning horizon.•Backlog: demand not satisfied in the period in which it arises butcarried over to future periods.•Inventory on hand: the planned inventory carried over the variousperiods in the planning horizon.The aggregate plan serves as a broad blueprint for operations andestablishes the parameters within which short-term production anddistribution decisions are made. The aggregate plan allows the supplychain to alter capacity allocations and change supply contracts.Difficulty: Moderate2.Discuss the information required for aggregate planning.Answer: An aggregate planner requires the following information:• Demand forecast F t for each Period t in the planning horizon thatextends over T periods• Production costs• Labor costs, regular time ($/hour), and overtime costs ($/hour)• Cost of subcontracting production ($/unit or $/hour)• Cost of changing capacity; specifically, cost of hiring/laying offworkforce ($/worker) and cost of adding or reducing machine capacity($/machine)• Labor/machine hours required per unit• Inventory holding cost ($/unit/period)• Stockout or backlog cost ($/unit/period)• Constraints:• Limits on overtime• Limits on layoffs• Limits on capital available• Limits on stockouts and backlogs• Constraints from suppliers to the enterpriseThis information is used to create an aggregate plan that in turn helpsa company make the following determinations:•Production quantity from regular time, overtime, andsubcontracted time: used to determine number of workers andsupplier purchase levels.•Inventory held: used to determine how much warehouse space andworking capital is needed.•Backlog/stockout quantity: used to determine what the customerservice levels will be.•Workforce hired/laid off: used to determine any labor issuesthat will be encountered.•Machine capacity increase/decrease: used to determine if newproduction equipment needs to be purchased or idled.The quality of an aggregate plan has a significant impact on theprofitability of a firm. A poor aggregate plan can result in lost sales and lost profits if the available inventory and capacity are unable tomeet demand. A poor aggregate plan may also result in a large amount of excess inventory and capacity, thereby raising costs. Therefore,aggregate planning is a very important tool in helping a supply chainmaximize profitability.Difficulty: Hard3.Explain the basic strategies that an aggregate planner has available tobalance the various costs and meet demand.Answer: There are essentially three distinct aggregate planningstrategies for achieving balance between these costs. These strategies involve trade-offs between capital investment, workforce size, work hours, inventory, and backlogs/lost sales. Most strategies that aplanner actually uses are a combination of these three and are referred to as mixed strategies. The three strategies are as follows:1. Chase strategy—using capacity as the lever: With this strategy, the production rate is synchronized with the demand rate by varying machine capacity or hiring and laying off employees as the demand rate varies.In practice, achieving this synchronization can be very problematic because of the difficulty in varying capacity and workforce on short notice. This strategy can be expensive to implement if the cost of varying machine or labor capacity over time is high. It can also have a significant negative impact on the morale of the workforce. The Chase strategy results in low levels of inventory in the supply chain and high levels of change in capacity and workforce. It should be used when the cost of carrying inventory is very expensive and costs to change levels of machine and labor capacity are low.2. Time flexibility strategy—using utilization as the lever: This strategy may be used if there is excess machine capacity ., if machines are not used twenty four hours a day, seven days a week). In this case, the workforce (capacity) is kept stable but the number of hours workedis varied over time in an effort to synchronize production with demand.A planner can use variable amounts of overtime or a flexible schedule to achieve this synchronization. Although this strategy does require that the workforce be flexible, it avoids some of the problems associatedwith the Chase strategy, most notably changing the size of the workforce.This strategy results in low levels of inventory but with lower average utilization. It should be used when inventory carrying costs arerelatively high and machine capacity is relatively inexpensive.3. Level strategy—using inventory as the lever: With this strategy, astable machine capacity and workforce are maintained with a constantoutput rate. Shortages and surpluses result in inventory levelsfluctuating over time. Here production is not synchronized with demand.Either inventories are built up in anticipation of future demand orbacklogs are carried over from high- to low-demand periods. Employeesbenefit from stable working conditions. A drawback associated with this strategy is that large inventories may accumulate and customer ordersmay be delayed. This strategy keeps capacity and costs of changingcapacity relatively low. It should be used when inventory carrying andbacklog costs are relatively low.Difficulty: Moderate4.Discuss key issues to be considered when implementing aggregate planning.Answer: 1. Think beyond the enterprise to the entire supply chain. Most aggregate planning done today takes only the enterprise as its breadthof scope. However, there are many factors outside the enterprisethroughout the supply chain that can dramatically impact the optimalaggregate plan. Therefore, avoid the trap of only thinking about yourenterprise when aggregate planning. Work with partners downstream toproduce forecasts, with upstream partners to determine constraints, and with any other supply chain entities that can improve the quality of the inputs into the aggregate plan. As the plan is only as good as thequality of the inputs, using the supply chain to increase the quality ofthe inputs will greatly improve the quality of the aggregate plan. Also make sure to communicate the aggregate plan to all supply chain partners who will be affected by it.2. Make plans flexible because forecasts are always wrong. Aggregate plans are based on forecasts of future demand. Given that theseforecasts are always wrong to some degree, the aggregate plan needs to have some flexibility built into it if it is to be useful. By building flexibility into the plan, when future demand changes, or other changes occur, such as increases in costs, the plan can appropriately adjust to handle the new situation. A manager should perform sensitivity analysis on the inputs into an aggregate plan. Using sensitivity analysis on the inputs into the aggregate plan will enable the planner to choose thebest solution for the range of possibilities that could occur.3. Rerun the aggregate plan as new data emerges. Aggregate plans providea map for the next three to eighteen months. This does not mean that a firm should only run aggregate plans once every three to eighteen months. As inputs into the aggregate plan change, managers should use the latest values of these inputs and rerun the aggregate plan. By using the latest inputs, the plan will avoid suboptimization based on old data and will produce a better solution. For instance, as new demand forecasts become available, aggregate plans should be reevaluated.4. Use aggregate planning as capacity utilization increases. Surprisingly, many companies do not create aggregate plans and instead rely solely on orders from their distributors or warehouses to determine their production schedules. These orders are driven either by actual demand or through inventory management algorithms. If a company has no trouble efficiently meeting demand this way, then one could claim thelack of aggregate planning may not significantly harm the company. However, when utilization becomes high and capacity is an issue, relying on orders to set the production schedule can lead to capacity problems. When utilization is high, the likelihood of producing for all the orders as they arrive is very low. Planning needs to be done to best utilize the capacity to meet the forecasted demand. Therefore, as capacity utilization increases, it becomes more important to perform aggregate planning.Difficulty: Moderate。

供应链管理及业务管理知识分析模式(英文版) Supply Chain Management and Business Management Knowledge Analysis ModelIntroduction:Supply chain management (SCM) and business management are two crucial aspects of a company's success and growth. SCM involves the coordination and management of all activities involved in buying, producing, and delivering products or services to customers. On the other hand, business management encompasses the planning, organizing, and controlling of all business operations to achieve organizational goals. This article aims to analyze the key knowledge areas within SCM and business management, highlighting their importance and interdependence.1. Supply Chain Management Knowledge Areas:1.1 Logistics Management:Logistics management focuses on the movement of goods and materials from suppliers to customers. It involves the transportation, warehousing, inventory control, and order fulfillment processes. Efficient logistics management ensures timely delivery, reduces costs, and enhances customer satisfaction.1.2 Procurement and Supplier Management:This knowledge area involves the selection, evaluation, and management of suppliers to ensure the reliable and cost-effective supply of materials or services. It includes activities such as sourcing, negotiation, contract management, and supplierperformance measurement.1.3 Demand Planning and Forecasting:Demand planning and forecasting involve the estimation of future customer demand for products or services. It helps in the optimization of inventory levels, production planning, and resource allocation. Accurate forecasting reduces stockouts, minimizes inventory carrying costs, and improves customer service.1.4 Inventory Management:Inventory management encompasses the control and optimization of inventory levels to meet customer demands while minimizing holding costs. It includes inventory classification, safety stock determination, replenishment strategies, and utilization of advanced inventory management techniques like just-in-time (JIT) and economic order quantity (EOQ).1.5 Risk Management:Supply chain risk management involves identifying, assessing, and mitigating risks associated with supply chain operations. It includes evaluating risks related to supplier reliability, demand volatility, transportation disruptions, natural disasters, and geopolitical factors. Effective risk management helps in minimizing potential disruptions and ensuring business continuity.2. Business Management Knowledge Areas:2.1 Strategic Planning:Strategic planning involves setting the long-term goals and direction of the company. It includes analyzing internal andexternal factors, conducting market research, defining the company's mission and vision, and formulating strategies to achieve competitive advantage. Strategic planning provides a roadmap for decision-making and resource allocation.2.2 Financial Management:Financial management focuses on the efficient utilization and allocation of financial resources within the company. It includes budgeting, financial analysis, cash flow management, and capital investment decisions. Effective financial management ensures profitability, liquidity, and sustainability of the business.2.3 Organizational Behavior:Organizational behavior refers to understanding individual and group dynamics within the company. It includes topics like motivation, leadership, communication, team dynamics, and organizational culture. Understanding and managing organizational behavior promotes employee engagement, productivity, and effective teamwork.2.4 Marketing and Sales Management:Marketing and sales management involves the identification of target markets, development of marketing strategies, and implementation of promotional activities to achieve sales objectives. It includes market research, product development, pricing, distribution, and customer relationship management. Effective marketing and sales management drive customer acquisition, retention, and revenue generation.2.5 Operations Management:Operations management focuses on the design, control, and improvement of production processes to deliver products or services efficiently. It includes capacity planning, production scheduling, quality management, and continuous process improvement. Effective operations management increases productivity, reduces costs, and ensures customer satisfaction.Conclusion:Supply chain management and business management are interconnected and essential for the success of any company. A comprehensive knowledge analysis model helps to identify and prioritize key knowledge areas within these domains. Companies that effectively manage their supply chains and employ sound business management principles gain a competitive edge, achieve operational excellence, and sustain long-term growth and profitability.3. Interdependence between Supply Chain Management and Business Management:The interdependence between supply chain management and business management is crucial for the overall success and growth of a company. While supply chain management focuses on the operational aspects of sourcing, production, and delivery, business management provides the strategic framework and direction for these activities. The knowledge areas within both domains are interconnected and rely on each other for effective decision-making and implementation.For example, strategic planning plays a significant role in both supply chain management and business management. A company'sstrategic objectives and goals influence its supply chain strategy, such as sourcing strategies, selection of suppliers, and distribution network design. On the other hand, the company's supply chain capabilities and constraints impact its overall strategic decisions, such as market entry strategies, product differentiation, and pricing.Similarly, financial management is essential for both supply chain management and business management. Efficient financial management helps in allocating resources effectively within the supply chain, such as optimizing inventory levels, implementing cost-saving measures, and improving cash flow. It also enables the company to make informed business decisions, such as investing in new technologies or expanding into new markets.Organizational behavior plays a critical role in both domains as well. Effective communication, teamwork, and leadership within the supply chain contribute to smooth coordination and collaboration among various stakeholders. In business management, understanding organizational behavior helps in creating a positive work culture, motivating employees, and fostering innovation, thereby leading to better business performance and customer satisfaction.Marketing and sales management are interconnected with supply chain management as well. Market research and customer insights are crucial in demand planning and forecasting, which informs supply chain decisions, such as production levels, inventory management, and transportation requirements. Conversely, supply chain capabilities influence marketing and sales strategies, such as product availability, delivery speed, and customer service levels.Integration between these knowledge areas ensures alignment between supply and demand, resulting in customer satisfaction and competitive advantage.Furthermore, operations management plays a key role in both supply chain management and business management. Efficient operations management techniques, such as lean manufacturing, Six Sigma, and total quality management, improve productivity, reduce waste, and enhance product/service quality. These improvements, in turn, enhance the company's overall performance and competitiveness. Additionally, operations management principles help in optimizing supply chain processes, such as production scheduling, inventory management, and order fulfillment, leading to cost savings, shorter lead times, and improved customer satisfaction.4. Importance of Supply Chain Management and Business Management Knowledge:The knowledge areas within supply chain management and business management are crucial for companies to remain competitive, adapt to changing market dynamics, and drive overall business success. Below are the key reasons why companies should prioritize and invest in these knowledge areas:4.1 Optimal Resource Utilization:Efficient supply chain management ensures optimal utilization of resources, such as raw materials, production capacity, and transportation, resulting in cost savings and improved profitability. Likewise, effective business management helps in allocatingfinancial, human, and technological resources to their best possible use, maximizing the value generated by the company.4.2 Enhanced Customer Satisfaction:Supply chain management focuses on meeting customer demands by ensuring the availability of products/services, on-time delivery, and quick response to customer queries. This improves customer satisfaction and loyalty. Business management, meanwhile, helps in developing effective marketing and sales strategies, understanding customer preferences, and delivering superior customer service, further enhancing customer satisfaction and building long-term relationships.4.3 Risk Mitigation and Resilience:Supply chain management knowledge areas, such as risk management and procurement, help in identifying and mitigating potential risks to the supply chain, including disruptions from suppliers, transportation issues, or natural disasters. Business management complements these efforts by implementing suitable risk management strategies at the organizational level, such as diversifying revenue streams, implementing robust financial controls, and building strong relationships with key stakeholders. This ensures business continuity and resilience.4.4 Competitive Advantage:Companies that excel in supply chain management gain a competitive advantage by offering better value to customers through lower costs, higher product quality, and faster delivery. Similarly, effective business management, through strategic planning, marketing, and operations, helps companies differentiatethemselves from competitors and create unique value propositions that attract and retain customers.4.5 Innovation and Agility:Both supply chain management and business management knowledge areas foster innovation and agility within organizations. Supply chain innovation, such as implementing advanced technologies like automation, AI, and IoT, improves operational efficiency, reduces costs, and enables faster response to market changes. Business management knowledge areas, such as strategic planning and organizational behavior, help in creating a culture of innovation, driving continuous improvement, and fostering agile decision-making.Conclusion:Effective supply chain management and business management are critical for the success of any company. The knowledge areas within these domains are interconnected and mutually dependent. Companies that prioritize and invest in these knowledge areas gain a competitive edge, achieve operational excellence, and sustain long-term growth and profitability. Understanding and implementing the key principles and practices within supply chain management and business management enable companies to optimize resources, enhance customer satisfaction, mitigate risks, and leverage opportunities for innovation and competitive advantage.。

全球供应链管理英文试题1. What is the primary goal of global supply chain management?A) To reduce costsB) To increase market shareC) To improve customer satisfactionD) All of the above2. Which of the following is not a key element of the global supply chain?A) LogisticsB) ProcurementC) Human ResourcesD) Advertising3. What does the acronym "3PL" stand for in the context of supply chain management?A) Third Party LogisticsB) Three Percent LogisticsC) Third Party LiabilityD) None of the above4. What is the primary advantage of outsourcing certain supply chain functions to a third-party provider?A) It reduces the company's overhead costs.B) It allows the company to focus on core competencies.C) It always results in lower quality products.D) It eliminates the need for supply chain management.5. How does just-in-time (JIT) inventory management impact a company's supply chain?A) It increases the need for large storage facilities.B) It reduces the amount of inventory on hand.C) It increases the risk of stockouts.D) Both B and C are correct.6. What is the role of a supply chain coordinator?A) To manage the company's advertising campaigns.B) To oversee the entire supply chain process.C) To handle the company's financial transactions.D) To recruit new employees.7. Which of the following is a risk associated with global sourcing?A) Currency fluctuationsB) Language barriersC) Cultural differencesD) All of the above8. What is the purpose of a supply chain partnership?A) To reduce costs by eliminating competition.B) To share risks and benefits among different parties.C) To create a monopoly in the market.D) To increase the price of goods and services.9. How does the use of advanced analytics in supply chain management benefit a company?A) It helps in predicting market trends and demand.B) It reduces the need for human decision-making.C) It increases the likelihood of stockouts.D) It makes the supply chain process more complex.10. What is the significance of supply chain visibilityin managing a global supply chain?A) It allows companies to track their products at all times.B) It ensures that all suppliers are located in the same country.C) It increases the cost of managing the supply chain.D) It reduces the need for communication between partners.11. What is the primary reason for implementing a supply chain management system (SCMS)?A) To automate payroll processes.B) To integrate and streamline supply chain operations.C) To increase the cost of production.D) To limit the company's market reach.12. How does the concept of sustainability influence global supply chain management?A) It requires companies to only source materials from local suppliers.B) It encourages companies to consider environmental and social impacts.C) It mandates the use of only high-cost materials.D) It prohibits companies from outsourcing any functions.13. What is the role of a logistics manager in a global supply chain?A) To manage the company's financial investments.B) To oversee the transportation and storage of goods.C) To handle the company's public relations.D) To train new employees.14. What is the difference between a push and pull strategy in supply chain management?A) Push strategies are based on customer demand, while pull strategies are based on production capacity.B) Pull strategies are based on customer demand, while push strategies are based on production capacity.C) Both strategies are the same and interchangeable.D) Push strategies are only used for perishable goods.15. What is the importance of risk management in global supply chain management?A) It ensures that all suppliers are reliable and trustworthy.B) It helps to identify and mitigate potential disruptions.C) It increases the cost of managing the supply chain.D) It is not necessary as global supply chains are inherently stable.。

Supply Chain Management ExerciseTrue or False1. A supply chain includes only the organizations directly involved in supplying components needed for manufacturing.Answer: FalseDifficulty: Moderate2. A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer request.Answer: TrueDifficulty: Moderate3. A supply chain could be more accurately described as a supply network or supply web. Answer: TrueDifficulty: Moderate4.The objective of every supply chain is to maximize the overall value generated.Answer: TrueDifficulty: Easy5.The objective of every supply chain is to maximize the value generated for the manufacturing component of the supply chain.Answer: FalseDifficulty: Moderate6.All supply chain activities within a firm belong to one of three macro processes – CRM, ISCM and SRM.Answer: TrueDifficulty: Easy7.There is a close connection between the design and management of supply chain flows and the success of a supply chain.Answer: TrueDifficulty: Easy8. A company’s competitive strategy defines the set of customer needs that it seeks to satisfy through its products and services.Answer: TrueDifficulty: Easy9.The value chain emphasizes the close relationship between all the functional strategies withina company.Answer: TrueDifficulty: Moderate10. A company’s product development strategy defines the set of customer needs that it seeks to satisfy through its products and services.Answer: FalseDifficulty: Moderate11. A company’s product development strategy specifies t he portfolio of new products that it will try to develop.Answer: TrueDifficulty: Easy12. A company’s supply chain strategy specifies how the market will be segmented and how the product will be positioned, priced, and promoted.Answer: FalseDifficulty: Easy13. A company’s supply chain strategy determines the nature of procurement and transportation of materials as well as the manufacture and distribution of the product.Answer: TrueDifficulty: Easy14.The degree of supply chain responsiveness should be consistent with the implied uncertainty. Answer: TrueDifficulty: Easy15.The degree of supply chain responsiveness does not need to be consistent with the implied uncertainty.Answer: FalseDifficulty: Moderate16.The two major types of facilities are distribution sites and storage sites.Answer: FalseDifficulty: Moderate17.Inventory is an important supply chain driver because changing inventory policies can dramatically alter the supply chain’s efficiency and responsiveness.Answer: TrueDifficulty: Moderatermation is potentially the biggest driver of performance in the supply chain as it directly affects each of the other drivers.Answer: TrueDifficulty: Easy19.The high utilization facility will have no more difficulty responding to demand fluctuations than one with a lot of unused capacity.Answer: FalseDifficulty: Easy20.Stock keeping unit (SKU) storage is the warehousing methodology that uses a traditional warehouse to store all of one type of product together.Answer: TrueDifficulty: Moderate21.Warehouse unit storage is the warehousing methodology that uses a traditional warehouse to store all of one type of product together.Answer: FalseDifficulty: Moderate22.Distribution occurs between every pair of stages in the supply chain.Answer: TrueDifficulty: Moderate23.Distribution only occurs between manufacturing and consumers in the supply chain. Answer: FalseDifficulty: Moderatepanies in the same industry often select very different distribution networks, because the choice of the distribution network can be used to achieve a variety of supply chain objectives ranging from low cost to high responsiveness.Answer: TrueDifficulty: Moderate25.The main advantage of a distribution network with local storage is that it can lower the delivery cost and provide a faster response than other networks.Answer: TrueDifficulty: Moderate26.When designing supply chain networks, companies must build appropriate flexibility to help counter fluctuations in exchange rates and demand across different countries.Answer: TrueDifficulty: Moderate27.Inventory and facility costs increase as the number of facilities in a supply chain increase. Answer: TrueDifficulty: Moderate28.Transportation costs increase as the number of facilities is increased.Answer: FalseDifficulty: Moderate29.When faced with a network design decision, the goal of a manager is to design a network that minimizes the firm’s costs while satisfying customer needs in terms of demand and responsiveness.Answer: FalseDifficulty: Hard30.The supply chain network is designed to maximize total profits, taking into account the expected margin and demand in each market, various logistics and facility costs, and the taxes and tariffs at each location.Answer: TrueDifficulty: Easy31.Decisions made during the supply chain design phase regarding significant investments in the supply chain, such as the number and size of plants to build, the number of trucks to purchase or lease, and whether to build or lease warehouse space, cannot be altered in the short term. Answer: TrueDifficulty: Moderate32.Decisions made during the supply chain design phase regarding significant investments in the supply chain, such as the number and size of plants to build, the number of trucks to purchase or lease, and whether to build or lease warehouse space, rarely remain in place for several years. Answer: FalseDifficulty: Moderate33.Decisions made during the supply chain design phase regarding significant investments in the supply chain, such as the number and size of plants to build, the number of trucks to purchase or lease, and whether to build or lease warehouse space, define the boundaries within which the supply chain must compete.Answer: TrueDifficulty: Moderate34.Long-term contracts for both warehousing and transportation requirements will be more effective if the demand and price of warehousing do not change in the future or if the price of warehousing goes up.Answer: TrueDifficulty: Easy35.Long-term contracts for both warehousing and transportation requirements will be more effective if either demand or the price of warehousing drops in the future.Answer: FalseDifficulty: Moderate36.The present value of future cash flows is found by using a discount factor.Answer: TrueDifficulty: Moderate37.The rate of return k is also referred to as the present value of capital.Answer: FalseDifficulty: Easy38. A negative NPV for an option indicates that the option will lose money for the supply chain. Answer: TrueDifficulty: Moderate39.The decision with the lowest NPV will provide a supply chain with the highest financial return.Answer: FalseDifficulty: Moderate40.In reality, demand and prices are highly uncertain and are likely to fluctuate during the life of any supply chain decision.Answer: TrueDifficulty: Moderate41.The goal of aggregate planning is to satisfy demand in a way that minimizes profit. Answer: FalseDifficulty: Easy42.Aggregate planning is a process by which a company determines levels of capacity, production, subcontracting, inventory, stockouts, and even pricing over a specified time horizon. Answer: TrueDifficulty: Moderate43.Aggregate planning solves problems involving aggregate decisions rather than stock keeping unit (SKU) level decisions.Answer: TrueDifficulty: Easy44.Forecasting errors are dealt with in aggregate plans using either safety backlog or safety capacity.Answer: FalseDifficulty: Moderate45.Safety inventory is defined as inventory held to satisfy demand that is higher than forecasted. Answer: TrueDifficulty: Easy46.Safety capacity is defined as capacity used to satisfy demand that is lower than forecasted. Answer: FalseDifficulty: Easypanies should work with downstream partners to produce forecasts and with upstream partners to determine constraints when doing aggregate planning.Answer: TrueDifficulty: Easy48.The aggregate plan should be viewed primarily as an in-house tool that does not need to be communicated to supply chain partners.Answer: FalseDifficulty: Easy49.Given that forecasts are always wrong to some degree, the aggregate plan needs to have some flexibility built into it if it is to be useful.Answer: TrueDifficulty: Moderate50.With supply and demand management decisions being made independently, it is easier to coordinate the supply chain, thereby increasing profit.Answer: FalseDifficulty: Moderate51. A firm can vary supply of product by controlling production capacity and inventory. Answer: TrueDifficulty: Easy52. A firm that uses flexible work hours from the workforce to manage capacity to better meet demand is using a seasonal workforce.Answer: FalseDifficulty: Moderate53.Offering a promotion during a peak period that has significant forward buying creates even more variable demand than before the promotion.Answer: TrueDifficulty: Easy54.Average inventory decreases if a promotion is run during the peak period and increases if the promotion is run during the off-peak period.Difficulty: Easy55.Promoting during a peak demand month may decrease overall profitability if a significant fraction of the demand increase results from a forward buy.Answer: TrueDifficulty: Hard56.As forward buying becomes a smaller fraction of the demand increase from a promotion, it is less profitable to promote during the peak period.Answer: FalseDifficulty: Hard57.As the product margin declines, promoting during the peak demand period becomes less profitable.Answer: TrueDifficulty: Easy58.Cycle inventory exists because producing or purchasing in large lots allows a stage of the supply chain to exploit economies of scale and increase cost.Answer: FalseDifficulty: Moderate59. A lot or batch size is the quantity that a stage of the supply chain either produces or purchases at a given time.Answer: TrueDifficulty: Moderate60.Cycle inventory is the physical inventory in the supply chain due to either production or purchases demanded by the customer.Answer: TrueDifficulty: Moderate61.The inventory profile is a plot depicting the level of inventory over time.Answer: TrueDifficulty: Easy62. A discount is volume-based if the pricing schedule offers discounts based on the quantity ordered in a single lot.Answer: FalseDifficulty: Hard63. A discount is volume-based if the discount is based on the total quantity purchased over a given period, regardless of the number of lots purchased over that period.Difficulty: Easy64.Pricing schedules with all unit quantity discounts encourage retailers to increase the size of their lots, which reduces the average inventory and flow time in a supply chain.Answer: FalseDifficulty: Moderate65.Safety inventory is inventory carried for the purpose of satisfying demand that exceeds the amount forecasted for a given period.Answer: TrueDifficulty: Moderate66.Safety inventory is carried because demand forecasts are accurate and a product shortage may result if the forecast demand exceeds the actual demand.Answer: FalseDifficulty: Moderate67.Raising the level of safety inventory increases product availability and thus the margin captured from customer purchases.Answer: TrueDifficulty: Moderate68.Raising the level of safety inventory increases inventory holding costs.Answer: TrueDifficulty: Easy69.Carrying excessive inventory can help counter demand volatility when new products come on the market.Answer: FalseDifficulty: Moderate70.The appropriate level of safety inventory is determined by the uncertainty of both demand and supply and the desired level of cycle inventory.Answer: FalseDifficulty: Moderate71.As the uncertainty of supply or demand grows, the required level of safety inventories increases.Answer: TrueDifficulty: Moderate72.As the desired level of product availability increases, the required level of safety inventory decreases.Difficulty: Easy73. Lead time is the gap between when an order is placed and when it is received.Answer: TrueDifficulty: Easy74.Periodic review policies require more safety inventory than continuous review policies for the same level of product availability.Answer: TrueDifficulty: Easy75.When using a continuous review policy, a manager has to account for the uncertainty of demand during the lead time and the review interval.Answer: FalseDifficulty: EasyMultiply Choice1.Which of the following is not a stage within a typical supply chain?a.Customersb.Retailersc.Wholesalers/Distributorsd.Manufacturerse.All of the above are stages within a typical supply chain.Answer: eDifficulty: Easy2.Supply chain profitability isa.not correlated to the value generated by the various stages of the supply chain.b.the total profit to be shared across all supply chain stages.c.the difference between the revenue generated from the customer and the overall cost across the supply chain.d.the total revenue generated by the distributor stage of the supply chain.e. b and c onlyAnswer: eDifficulty: Difficult3.Successful supply chain management requires which of the following decision phases?a.supply chain strategy/designb.supply chain planningc.supply chain operationd.all of the abovee. a and b onlyAnswer: dDifficulty: Moderate4.The objective of customer order entry is toa.get the correct orders to customers by the promised due date at the lowest possible cost.b.maintain a record of product receipt and complete payment.c.maximize the conversion of customer arrivals to customer orders.d.ensure that orders are quickly and accurately entered and communicated to other affected supply chain processes.e.none of the aboveAnswer: dDifficulty: Easy5.The push/pull view of the supply chain is useful when considering strategic decisions relating to supply chain design, becausea.it categorizes processes based on whether they are initiated in response to or in anticipation of customer orders.b.it specifies the roles and responsibilities of each member of the supply chain.c.it clearly defines the processes involved and the owners of each process.d.it focuses on processes that are external to the firm.e.it focuses on processes that are internal to the firm.Answer: aDifficulty: Hard6.Which of the following statements about pull processes is accurate?a.May also be referred to as speculative processes.b.Execution is initiated in anticipation of customer orders.c.At the time of execution, demand must be forecast.d.May also be referred to as reactive processes.e.None of the above are accurate.Answer: dDifficulty: Easy7.Which of the following statements about push processes is accurate?a.May also be referred to as speculative processes.b.Execution is initiated in response to customer orders.c.At the time of execution, demand is known with certainty.d.May also be referred to as reactive processes.e.None of the above are accurate.Answer: aDifficulty: Easy8.Supply chain macro processes include which of the following?a.Customer Relationship Management (CRM)b.Internal Supply Chain Management (ISCM)c.Supplier Relationship Management (SRM)d.all of the abovee.none of the aboveAnswer: dDifficulty: Easy9. A company’s competitive str ategya.defines the set of customer needs that it seeks to satisfy through its products and services.b.specifies the portfolio of new products that it will try to develop.c.specifies how the market will be segmented and how the product will be positioned, priced, and promoted.d.determines the nature of procurement and transportation of materials as well as manufacture and distribution of the product.e.determines how it will obtain and maintain the appropriate set of skills and abilities to meet customer needs.10. A company’s supply chain strategya.defines the set of customer needs that it seeks to satisfy through its products and services.b.specifies the portfolio of new products that it will try to develop.c.specifies how the market will be segmented and how the product will be positioned, priced, and promoted.d.determines the nature of procurement and transportation of materials as well as manufacture and distribution of the product.e.determines how it will obtain and maintain the appropriate set of skills and abilities to meet customer needs.Answer: dDifficulty: Easy11. A supply chain strategy includesa.supplier strategy.b.operations strategy.c.logistics strategy.d.all of the abovee.none of the aboveAnswer: dDifficulty: Moderate12.Customer demand from different segments varies along which of the following attributes?a.The quantity of product needed in each lot.b.The response time that customers are willing to tolerate.c.The variety of products needed.d.The service level required.e.all of the aboveAnswer: eDifficulty: Easy13.Which of the following is not an attribute along which customer demand varies?a.The uniqueness of the product.b.The quantity of product needed in each lot.c.The variety of products needed.d.The desired rate of innovation in the product.e.All of the above are attributes.Answer: aDifficulty: Moderate14.The uncertainty of customer demand for a product is thea.rate of strategic uncertainty.b.demand uncertainty.c.implied demand uncertainty.d.average forecast error.e.none of the aboveAnswer: bDifficulty: Moderate15.The uncertainty that exists due to the portion of demand that the supply chain is required to meet is thea.rate of strategic uncertainty.b.demand uncertainty.c.implied demand uncertainty.d.average forecast error.e.none of the aboveAnswer: cDifficulty: Moderate16.Which of the following supply chain capabilities will cause supply uncertainty to increase?a.Frequent breakdownsb.Unpredictable and low yieldsc.Poor qualityd.Limited supply capacitye.all of the aboveAnswer: eDifficulty: Easy17.Which of the following is not a major driver of supply chain performance?a.Facilitiesb.Inventoryc.Transportationrmatione.All of the above are major drivers of supply chain performance.Answer: eDifficulty: Easy18.Which of the following is not a major driver of supply chain performance?a.Customersb.Facilitiesc.Inventoryd.TransportationrmationAnswer: aDifficulty: Moderate19.The places in the supply chain network where product is stored, assembled, or fabricated are known asa.facilities.b.inventory.c.transportation.rmation.e.customers.Answer: aDifficulty: Easy20.The warehousing methodology that uses a traditional warehouse to store all of one type of product together isa.warehouse unit storage.b.stock keeping unit (SKU) storage.c.job lot storage.d.cross-docking.e.none of the aboveAnswer: bDifficulty: Moderate21.Seasonal inventory should be used whena. a company can rapidly change the rate of its production system at a very low cost.b.changing the rate of production is expensive (e.g., when workers must be hired or fired).c.adjusting to a period of low demand without incurring large costs.d.the world is perfectly predictable.e.production rate is flexible.Answer: aDifficulty: Hard22.The process by which a firm decides how much to charge customers for its goods and services isa.supply chain coordination.b.forecasting.c.aggregate planning.d.revenue management.e.pricing.Answer: eDifficulty: Easy23.Which of the following are measures of customer service that are influenced by the structure of the distribution network?a.Returnabilityb.Order visibilityc.Customer experienced.Product availabilitye.all of the aboveAnswer: eDifficulty: Moderate24.Which of the following is not a measure of customer service that is influenced by the structure of the distribution network?a.Returnabilityb.Customer experiencec.Customer maturityd.Product availabilitye.All of the above are measures of customer service.Answer: cDifficulty: Easy25.The time between when a customer places an order and receives delivery isa.response time.b.product variety.c.product availability.d.customer experience.e.order visibility.Answer: aDifficulty: Easy26.The number of different products/configurations that a customer desires from the distribution network isa.response time.b.product variety.c.product availability.d.customer experience.e.order visibility.Answer: bDifficulty: Easy27.As the number of facilities in a supply chain increases, total facility costsa.decrease.b.remain the same.c.increase.d.increase to a point and then decrease.e.decrease to a point and then increase.Answer: cDifficulty: Moderate28.Total logistics costs for a supply chain network are a sum ofa.inventory and facility costs.b.inventory, facility, and distributor costs.c.facility, transportation, and distributor costs.d.inventory, transportation, and facility costs.e.none of the aboveAnswer: dDifficulty: Moderate29.As the number of facilities in a supply chain network increases, total logistics costs willa.decrease.b.decrease at first and then increase.c.increase.d.increase at first and then decrease.e.neither increase or decrease.Answer: bDifficulty: Moderate30.Which of the following are key decisions in the design of a distribution network?a.Will product be delivered to the customer location or picked up from a pre-ordained site?b.Will product flow through a production facility?c.Will product flow through an intermediary (or intermediate location)?d.all of the abovee. a and c onlyAnswer: eDifficulty: Moderate31.Supply chain network design decisions includea.only the location of manufacturing, storage, or transportation-related facilities.b.only the allocation of capacity and roles to each facility.c.both the location of manufacturing, storage, or transportation-related facilities and the allocation of capacity and roles to each facility.d.neither the location of manufacturing, storage, or transportation-related facilities nor the allocation of capacity and roles to each facility.e.none of the aboveAnswer: cDifficulty: Easy32.Supply chain network design decisions classified as facility role are concerned witha.what processes are performed at each facility.b.where facilities should be located.c.how much capacity should be allocated to each facility.d.what markets each facility should serve and which supply sources should feed each facility.e.none of the aboveAnswer: aDifficulty: Moderate33.Supply chain network design decisions classified as facility location are concerned witha.what processes are performed at each facility.b.where facilities should be located.c.how much capacity should be allocated to each facility.d.what markets each facility should serve and which supply sources should feed each facility.e.none of the aboveAnswer: bDifficulty: Easy34.Developing countries often create free trade zones wherea.duties and tariffs are imposed as long as production is used primarily for export.b.duties and tariffs are imposed as long as production is used primarily for import.c.duties and tariffs are relaxed as long as production is used primarily for export.d.duties and tariffs are relaxed as long as production is used primarily for import.e.duties and tariffs are increased as long as production is used primarily for export. Answer: cDifficulty: Easy35.Building some over-capacity in the supply chain network and making the capacity flexible allows a firm to alter production flows within the supply chain toa.produce less in facilities that have a lower cost based on current exchange rates.b.produce more in facilities that have a lower cost based on current exchange rates.c.produce more in facilities that have a higher cost based on current exchange rates.d.produce less in facilities that have the same cost based on current exchange rates.e.None of the above are accurate.Answer: bDifficulty: Moderate36.Positive externalities are instances wherea.the collocation of multiple firms benefits all of them.b.the dispersion of multiple firms benefits all of them.c.the cooperation of multiple firms benefits all of them.d.the coordination of multiple firms benefits all of them.e.the disagreement of multiple firms benefits all of them.Answer: aDifficulty: Moderate37.The basis for all strategic and planning decisions in a supply chain comes froma.the forecast of demand.b.sales targets.c.profitability projections.d.production efficiency goals.e.all of the aboveAnswer: aDifficulty: Easy38.For push processes, a manager must forecast what customer demand will be in order toa.plan the service level.b.plan the level of available capacity and inventory.c.plan the level of productivity.d.plan the level of production.e.none of the aboveAnswer: dDifficulty: Moderate39.For pull processes, a manager must forecast what customer demand will be in order toa.plan the service level.b.plan the level of available capacity and inventory.c.plan the level of productivity.d.plan the level of production.e.none of the aboveAnswer: bDifficulty: Moderate40.In general, the further up the supply chain a company is (or the further they are from the consumer),a.the greater the distortion of information they receive.b.the smaller the distortion of information they receive.c.the information they receive is more accurate.d.the information they receive is more useful.e.none of the aboveAnswer: aDifficulty: Moderate41.Which of the following is not a forecasting method?a.qualitativeb.time seriesc.causald.simulatione.All of the above are forecasting methods.Answer: eDifficulty: Moderate42.Predictable variability isa.change in demand that can be forecasted.b.change in demand that cannot be forecasted.c.change in demand that has been planned.d.change in demand that has been scheduled.e.all of the aboveAnswer: aDifficulty: Easy43.Which of the following is not a problem caused by products experiencing predictable variability of demand?a.high levels of stockouts during peak demandb.high levels of excess inventory during periods of low demandc.increased responsiveness of the supply chaind.increased costs in the supply chaine.decreased responsiveness of the supply chainAnswer: cDifficulty: Easy44. A firm can handle predictable variability by managinga.supply using capacity, inventory, trade promotions, and backlogs.b.supply using capacity, inventory, subcontracting, and backlogs.c.demand using short-term price discounts and trade promotions.d. a and c onlye. b and c onlyAnswer: eDifficulty: Easy45.Seasonal demand can be met bya.maintaining enough manufacturing capacity to meet demand in any period.b.building up inventory during the off season to meet demand during peak seasons.c.offering a price promotion during periods of low demand to shift some of the demand into a slow period.d.all of the abovee. a and b onlyAnswer: dDifficulty: Moderate46.The advantage of maintaining enough manufacturing capacity to meet demand in any period isa.very low inventory costs because inventory needs to be carried from period to period.b.very low inventory costs because no inventory needs to be carried from period to period.c.very high inventory costs because no inventory needs to be carried from period to period.d.very high inventory costs because expensive capacity would go unused during most months when demand was lower.e.none of the aboveAnswer: bDifficulty: Moderate。