物流与供应链管理(2)

物流与供应链管理一、不定项选择题(有不定个选项正确，共4道小题)1. 现代物流包括（）(A) 实质流动 (B) 实质存储(C) 信息流通(D) 管理协调2. 现代物流的功能包括（）(B) 运输 (C) 存储(D) 流通加工3. 现代物流按作用可分为（）(A) 供应物流 (B) 销售物流 (D) 回收物流4. 可从以下几方面改善搬运工作（）(A) 搬运对象 (B) 搬运距离 (C) 搬运空间(D) 搬运时间(E) 搬运手段一、不定项选择题(有不定个选项正确，共2道小题)1. 包装按照在销售中的功能分为：（）(A) 工业包装 (C) 销售包装2. 包装在物流系统中的功能：（）(A) 保护功能(B) 成组化功能(C) 跟踪功能(D) 商品功能一、不定项选择题(有不定个选项正确，共5道小题)1. 库存是（）(A) 仓库中处于暂时停滞状态的物资2. 库存分为（）(A) 经常库存(B) 安全库存(C) 季节性库存3. 根据营运形态可把仓库分为（）(A) 自用仓库(B) 营业仓库(C) 公用仓库4. 配送活动按配送时间及数量分为：（）(A) 定时配送(B) 定量配送 (C) 即时配送5. 配送中心的功能包括：（）(A) 集货功能 (B) 储存功能 (C) 分拣理货功能 (D) 流通加工功能一、不定项选择题(有不定个选项正确，共1道小题)1. 供应链的特征是：（）(A) 复杂性(C) 交叉性 (D) 面向用户需求经济法A一、单项选择题(只有一个选项正确，共2道小题)1. 甲公司经常派业务员乙与丙公司订立合同。

乙调离后，又持盖有甲公司公章的合同书与尚不知其已调离的丙公司订立一份合同，并按照通常做法提走货款，后逃匿。

对此甲公司并不知情。

丙公司要求甲公司履行合同，甲公司认为该合同与己无关，予以拒绝。

下列选项哪一个是正确的？(D) 甲公司应当承担签约后果2. 2001年5月5日，甲拒绝向乙支付到期租金，乙忙于事务一直未向甲主张权利。

纸箱企业采购、物流与供应链管理解决方案纸箱企业采购、物流与供应链管理解决方案一般来讲，纸箱厂都会面临客户的应收款帐期远远长于供应商提供的应付款帐期的问题。

如何从纸箱厂的进货渠道中“挤奶”，充分利用行业供应商提供的行规服务来合理开发余热呢?下面是店铺为大家带来的纸箱企业采购、物流与供应链管理解决方案，欢迎阅读。

(一)采购成本控制成本下降10%=收入增加100%由于材料成本占纸箱生产成本的比例往往达到70%以上，因此，控制好采购成本并使之不断下降，是纸箱包装企业不断降低产品成本、增加利润的重要和直接手段之一。

通过加强采购成本的管理和控制，完善采购管理制度，能够使总体采购成本下降7%以上。

1、建立完善采购制度，做好采购成本控制的基础工作2、建立严格的采购制度 (询价、比价、议价 )3、建立供应商档案和准入制度(对原纸供应商的选择，要考察生产能力、设备能力以及财务状况 )4、建立材料的标准采购价格(财务部对所重点监控的材料应根据市场的变化和产品标准成本定期定出标准采购价格，促使采购人员积极寻找货源，货比三家，不断地降低采购价格)5、确实做好采购计划(根据合理库存量以及合理预测来编制采购计划，既要做到保证生产所需，又能够合理控制采购资金。

此时详细的耗材、备件使用统计表就是非常重要的工具了。

根据每个月或近期的使用情况进行合理确定。

特别是对于原纸的采购提前根据自己企业的生产预测，作出采购计划。

不仅能够保证原纸的及时供应，而且在价格谈判上能够取得先机 )(二)降低采购成本1、通过付款条款的选择降低采购成本以现金交易降底原料售价，但现金需求量大，以目前资金回笼要3个月来计算，营业额的3倍资金压力相当大。

如果企业资金充裕，或者银行利率较低，可采用现金交易或货到付款的方式，这样往往能带来较大的价格折扣。

2、以购买量来降底原料售价，一样的资金需求量高，库存压力大，万一原料价格在波动时，输赢比卖纸板纸箱还厉害，有点像买货一样，“压宝”的风险很高。

供应链管理环境下的物流管理模式1供应链管理环境下的物流管理一、供应链管理环境下物流的特征(一)供应链管理下的物流环境企业竞争环境的变化导致企业管理模式的转变,供应链管理思想就是在新的竞争环境下出现的。

新的竞争环境体现了企业竞争优势要素的改变。

在20世纪的70年代以前,成本是主要的竞争优势,而80年代则是质量,90年代是交货时间,即所谓基于时间的竞争,到21世纪初,这种竞争优势就会转移到所谓的敏捷性上来。

在这种环境下,企业的竞争就表现在如何以最快速度响应市场要求,满足不断变化的多样化需求。

即企业必须能在实时的需求信息下,快速组织生产资源,把产品送到用户手中,并提高产品的用户满意度。

在剧烈的市场竞争中,企业都感到一种资源饥渴的无奈,传统的单一企业竞争模式已经很难使企业在市场竞争中保持绝正确竞争优势。

信息时代的到来,进一步加深了企业竞争的压力,信息资源的开放性,打破了企业的界限,建立了一种超越企业界限的新的合作关系,为创造新的竞争优势提供了有利的条件。

因此,供应链管理的出现迎合了这种趋势,顺应了新的竞争环境的需要,使企业从资源的约束中解放出来,创造出新的竞争优势。

供应链管理实质是一个扩展企业概念,扩展企业的基本原理和思想体现在几个方面:1)横向思维(战略联盟);2)核心能力;3)资源扩展/共2享;4)群件与工作流(团队管理);5)竞争性合作;6)同步化运作;7)用户驱动。

这几个方面的特点不可避免地影响到物流环境。

归纳起来,供应链管理环境下的物流环境的特点见表9-2。

(二)供应链管理环境下物流管理的新特点由于供应链管理下物流环境的改变,使新的物流管理和传统的物流管理相比有许多不同的特点。

这些特点反映了供应链管理思想的要求和企业竞争的新策略。

首先我们来考察一下传统的物流管理的情况(见图9-3)。

在传统的物流系统中,需求信息和反馈信息(供应信息)都是逐级传递的,因此上级供应商不能及时地掌握市场信息,因而对市场的信息反馈速度比较慢,从而导致需求信息的扭曲。

物流与供应链管理案例分析班级：学号：姓名：案例1：宝钢供应链管理一、宝钢是如何实现供应链管理的？1、掌控上游资源：与上游原料供应商形成战略供应链以及长期合作关系。

拥有多家供应商，且分布在不同地区，于此同时，与多家世界知名船东有长期运输协议，保障了原材料的稳定供应和运输稳定，原材料成本波动限制在了一个可控的范围内；2、下游市场：①积极发展海外市场，为多个汽车公司提供钢板，有稳定，广阔的客户群；②与中国巨头三大汽车公司的战略结盟：加工中心，配送中心，仓库配备齐全，及时响应客户需求，从原来的产业链上下游的销售关系，扩张成相互支持的战略合作伙伴关系，使宝钢供应链末端得到大大延伸。

③与多国矿业，钢铁，汽车巨头形成战略联盟3、企业工作工作流系统：用intranet技术集成企业的工作流，通过信息资源的共享，实现企业内各部分间的业务互动和行政事务的在线处理；4、客户关系管理系统：客户信息的收集、整理、分析、对客户进行差异化分析和个性化管理，实施“一对一营销”，满足客户需求；5、供应商关系管理系统：供应商信息的收集、整理、分析，对供应商的动态评价，实现企业大宗物资等的战略采购。

二、宝钢的供应链系统有什么特点？1、侧重于从内部资源的管理和协调转向外部资源的整合和利用，从企业内部业务集成转向企业间的业务协同，是整个生产系统成为供应链躯干，并通过互联网开展电子商务，达到集成，敏捷和互动的效果，这一系统的理念是“以客户需求为中心，构建高效，快速响应的供应链系统”。

2、五大系统：企业决策支持系统，应用模型技术，专家系统，客户关系管理系统，供应商关系管理系统，电子商务平台。

3、信息交流，实时与上游供应商，下游客户实现互动，供货时间短，响应客户快。

三、结合案例，谈谈供应链管理对企业发展的作用1、供应链的优劣，决定了在综合竞争的优劣，宝钢凭借先进的供应链管理系统，高科技装备的使用，加强了与上游供应商的稳定合作，拓宽了下游客户群体。

一、计算( 每题参考分值5分)1、一家合同制造商为它的产能确定了两类细分市场：一类市场的顾客不愿意提前下订单，对价格不敏感，其需求价格函数为：d1=5000 - 20p1；另一类市场的顾客愿意提前下订单，对价格敏感，其需求价格函数为：d2=5000 - 40p2。

生产成本为c=10元/单位。

1）如果制造商的目标是使利润最大化，它将如何为每个市场制定价格？2）如果该制造商为两个市场制定相同价格，此价格为多少？3）实施差别定价，可以增加多少利润？（1）无限产能时差别定价分别为p1、p2，则：（3分）（3分）即：对价格不敏感市场的定价为130元，对价格敏感市场定价为67.5元。

差异定价的利润=(5000-20*130)*(130-10)+(5000-40*67.5)*(67.5-10)=420250。

（3分）（2）无限产能时单一定价：（3分）模型求解得： P=88.3元；（3分）即：统一定价为88.3元。

统一定价时的利润 =368167元（3分）（3）差异定价增加的利润=420250-368167=52083元。

（2分）2、制造商对某零部件月需求量为500件，每次订货固定订货成本为2000元，库存持有成本率为20%。

供应商提供的价格折扣是：订货量小于600件时，报价为280元/件；订货量大于或等于600件而小于1000件时，报价为250元/件，订货量大于或等于1000件，报价为200元/件。

求该制造商的最佳订货批量。

解：1）由题目可知已知条件：D=6000,S=1000,h=0.2; C0=280，C1=250，C2=200 （2分）2）按价格从低到高，依次计算各价格下的EOQ订货量：i) 当 C2=200时,EOQ= （3分）即：Q（C2=200）= 774.6件（2分）订货量小于1000，不能享受200元/件的价格。

因此，不可行。

（2分）ii）当C1=250时，重复上述公式，Q（C1=250）=692.8件；（2分）订货量在折扣价的范围，因此，可行。

2024年供应链管理心得体会供应链管理就是使供应链运作达到最优化，以最少的成本，令供应链从采购开始，到满足最终顾客的所有过程，包括工作流、实物流、资金流和信息流等均高效率地操作，把合适的产品以合理的价格，及时准确地送达消费者。

供应链的优化涉及到企业管理的方方面面，包括企业的信息化建设、企业经营思想的转变、供应链具体环节的技术优化、企业成本管理的有效性等方面。

通过学习《供应链管理》，我意识到供应链在现代企业中起着举足轻重的作用，一个企业能否正常运营盈利，一个完整的供应链网是不可或缺的。

首先，供应链是围绕核心企业，通过对信息流、物流、资金流的控制，从采购原材料开始，制成中间产品以及最终产品，最后由销售网络把产品送到消费者手中的将供应商、制造商、分销商、零售商、直到最终用户连成一个整体的功能网链结构，因此它包括企业许多层次上的活动，包括战略层次、战术层次和作业层次等。

其次，供应链管理的目的在于追求整个供应链的整体效率和整个系统费用的有效性，总是力图使系统总成本降至最低。

因此，供应链管理的重点不在于简单地使某个供应链成员的运输成本达到最小或减少库存，而在于通过采用系统方法来协调供应链成员以使整个供应链总成本最低，使整个供应链系统处于最流畅的运作中。

再次，供应链管理把产品在满足客户需求的过程中对成本有影响的各个成员单位都考虑在内了，包括从原材料供应商、制造商到仓库再经过配送中心到渠道商。

不过，实际上在供应链分析中，有必要考虑供应商的供应商以及顾客的顾客，因为它们对供应链的业绩也是有影响的。

在世界经济全球化的今天，供应链管理能力已经列为企业一种重要的战略竞争资源。

尤其是我过是个制造大国，对整个制造业零部件厂家进行合理布置和建立协作体系，从供应链管理的角度来考虑企业的整个生产经营活动，形成这方面的核心能力，将对我国的经济发展越来越重要。

因此我们更应该完善我们的供应链管理技术，在横向—一体化形式下，建立贯穿所有企业的“链”，提升我们的核心竞争力，从而更好的促进我国经济的飞速发展。

Supply Chain Management, 5e (Chopra/Meindl)Chapter 2 Supply Chain Performance: Achieving Strategic Fit and Scope2.1 True/False Questions1) A company's competitive strategy defines the set of customer needs that it seeks to satisfy through its products and services.Answer: TRUEDiff: 1Topic: 2.1 Competitive and Supply Chain StrategiesAACSB: Analytic Skills2) The value chain emphasizes the close relationship between all the functional strategies withina company.Answer: TRUEDiff: 2Topic: 2.1 Competitive and Supply Chain Strategies3) A company's product development strategy defines the set of customer needs that it seeks to satisfy through its products and services.Answer: FALSEDiff: 2Topic: 2.1 Competitive and Supply Chain Strategies4) A company's product development strategy specifies the portfolio of new products that it will try to develop.Answer: TRUEDiff: 1Topic: 2.1 Competitive and Supply Chain Strategies5) 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: TRUEDiff: 1Topic: 2.1 Competitive and Supply Chain Strategies6) The degree of supply chain responsiveness should be consistent with the implied uncertainty. Answer: TRUEDiff: 1Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills7) The degree of supply chain responsiveness does not need to be consistent with the implied uncertainty.Answer: FALSEDiff: 2Topic: 2.2 Achieving Strategic Fit8) To achieve complete strategic fit, a firm must ensure that all functions in the value chain have consistent strategies that support the competitive strategy.Answer: TRUEDiff: 2Topic: 2.2 Achieving Strategic Fit9) To achieve complete strategic fit, a firm must ensure that all functions in the value chain have diverse strategies that support functional goals.Answer: FALSEDiff: 2Topic: 2.2 Achieving Strategic Fit10) Because demand and supply characteristics change, the supply chain strategy must change over the product life cycle if a company is to continue achieving strategic fit.Answer: TRUEDiff: 1Topic: 2.2 Achieving Strategic Fit11) To retain strategic fit, supply chain strategy must be adjusted over the life cycle of a product and as the competitive landscape changes.Answer: TRUEDiff: 2Topic: 2.2 Achieving Strategic Fit12) The intercompany scope of strategic fit is no longer relevant today because the competitive playing field has shifted from company versus company to supply chain versus supply chain. Answer: FALSEDiff: 1Topic: 2.2 Achieving Strategic Fit13) A company will fail if there is a lack of strategic fit or because its overall supply chain design, processes, and resources do not provide the capabilities to support the maximum strategic fit.Answer: FALSEDiff: 3Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills14) The following situation would likely work well. A situation in which marketing is publicizing a company's ability to provide a large variety of products very quickly; simultaneously, distribution is targeting the lowest cost means of transportation.Answer: FALSEDiff: 1Topic: 2.2 Achieving Strategic FitAACSB: Reflective Thinking Skills15) Supply chain strategy specifies what the operations, distribution, and service functions, whether performed in-house or outsourced, should do particularly well.Answer: TRUEDiff: 1Topic: 2.1 Competitive and Supply Chain StrategiesAACSB: Analytic Skills2.2 Multiple Choice Questions1) A company's competitive 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: ADiff: 2Topic: 2.1 Competitive and Supply Chain StrategiesAACSB: Reflective Thinking Skills2) A company's product development 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: BDiff: 1Topic: 2.1 Competitive and Supply Chain Strategies3) A company's marketing and sales 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: CDiff: 2Topic: 2.1 Competitive and Supply Chain Strategies4) 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: DDiff: 1Topic: 2.1 Competitive and Supply Chain Strategies5) Which of the following determines the nature of procurement of raw materials, transportation of materials to and from the company, manufacture of the product or operation to provide the service, and distribution of the product to the customer along with follow-up service?A) Competitive strategyB) Product development strategyC) Marketing and sales strategyD) Supply chain strategyE) none of the aboveAnswer: DDiff: 1Topic: 2.1 Competitive and Supply Chain Strategies6) Which of the following defines the set of customer needs that a company seeks to satisfy through its products and services?A) Competitive strategyB) Product development strategyC) Marketing and sales strategyD) Supply chain strategyE) none of the aboveAnswer: ADiff: 2Topic: 2.1 Competitive and Supply Chain Strategies7) Which of the following specifies the portfolio of new products that a company will try to develop?A) Competitive strategyB) Product development strategyC) Marketing and sales strategyD) Supply chain strategyE) all of the aboveAnswer: BDiff: 1Topic: 2.1 Competitive and Supply Chain Strategies8) A supply chain strategy involves decisions regardingA) inventory.B) transportation.C) operating facilities.D) information flows.E) all of the aboveAnswer: EDiff: 2Topic: 2.1 Competitive and Supply Chain Strategies9) A supply chain strategy involves decisions regarding all of the following exceptA) inventory.B) transportation.C) new product development.D) operating facilities.E) information flows.Answer: CDiff: 2Topic: 2.1 Competitive and Supply Chain Strategies10) Which of the following is not a key to the success or failure of a company?A) The competitive strategy and all functional strategies must fit together to form a coordinated overall strategy.B) The competitive strategy and all functional strategies operate independently of each other.C) The different functions in a company must appropriately structure their processes and resources to be able to execute strategies successfully.D) Each functional strategy must support other functional strategies and help a firm reach its competitive strategy goal.E) All of the above are keys to success.Answer: BDiff: 2Topic: 2.2 Achieving Strategic Fit11) Which of the following are basic steps to achieving strategic fit?A) Understanding the customer and supply uncertainty.B) Understanding the supply chain capabilities.C) Achieving strategic fit.D) All of the above are basic steps to achieving strategic fit.E) None of the above are a basic step to achieving strategic fit.Answer: DDiff: 2Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills12) 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: BDiff: 2Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills13) 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: CDiff: 2Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills14) Which of the following customer needs will cause implied uncertainty of demand to decrease?A) Range of quantity required increasesB) Lead time decreasesC) Variety of products required increasesD) Required service level increasesE) none of the aboveAnswer: EDiff: 2Topic: 2.2 Achieving Strategic Fit15) Which of the following customer needs will cause implied uncertainty of demand to increase?A) Product marginB) Lead time decreasesC) Average stockout rateD) Average forced season end markdownE) none of the aboveAnswer: BDiff: 2Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills16) Which of the following is not a characteristic of customer demand correlated with implied uncertainty?A) Product marginB) Unpredictable and low yieldsC) Average stockout rateD) Average forced season end markdownE) None of the above are correlated with implied uncertainty.Answer: BDiff: 2Topic: 2.2 Achieving Strategic Fit17) Which of the following is not a supply chain capability that will impact supply uncertainty?A) Evolving production processB) Inflexible supply capacityC) Limited supply capacityD) Product marginE) Unpredictable and low yieldsAnswer: DDiff: 2Topic: 2.2 Achieving Strategic Fit18) The first step in achieving strategic fit between competitive and supply chain strategies is toA) understand the supply chain and map it on the responsiveness spectrum.B) understand customers and supply chain uncertainty.C) match supply chain responsiveness with the implied uncertainty of demand.D) ensure that all functional strategies within the supply chain support the supply chain's level of responsiveness.E) none of the aboveAnswer: BDiff: 3Topic: 2.2 Achieving Strategic Fit19) The second step in achieving strategic fit between competitive and supply chain strategies is toA) understand the supply chain and map it on the responsiveness spectrum.B) understand customers and supply chain uncertainty.C) match supply chain responsiveness with the implied uncertainty of demand.D) ensure that all functional strategies within the supply chain support the supply chain's level of responsiveness.E) none of the aboveAnswer: ADiff: 3Topic: 2.2 Achieving Strategic Fit20) The final step in achieving strategic fit between competitive and supply chain strategies is toA) understand the supply chain and map it on the responsiveness spectrum.B) understand customers and supply chain uncertainty.C) match supply chain responsiveness with the implied uncertainty of demand.D) combine customer and supply chain uncertainty and map it on the implied uncertainty spectrum.E) all of the aboveAnswer: CDiff: 2Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills21) Supply chain responsiveness includes the ability to do which of the following?A) Handle supply uncertaintyB) Understand customers and supply chain uncertaintyC) Match supply chain responsiveness with the implied uncertainty of demandD) Ensure that all functional strategies within the supply chain support the supply chain's level of responsivenessE) none of the aboveAnswer: ADiff: 2Topic: 2.2 Achieving Strategic Fit22) Supply chain responsiveness includes the ability to do which of the following?A) Understand customers and supply chainB) Meet a very high service levelC) Match supply chain responsiveness with the implied uncertainty of demandD) Ensure that all functional strategies within the supply chain support the supply chain's level of responsivenessE) none of the aboveAnswer: BDiff: 2Topic: 2.2 Achieving Strategic Fit23) Supply chain responsiveness includes the ability to do which of the following?A) Understand customers and supply chainB) Match supply chain responsiveness with the implied uncertainty of demandC) Meet short lead timesD) Ensure that all functional strategies within the supply chain support the supply chain's level of responsivenessE) all of the aboveAnswer: CDiff: 2Topic: 2.2 Achieving Strategic Fit24) The cost of making and delivering a product to the customer is referred to asA) supply chain responsiveness.B) supply chain efficiency.C) cost-responsiveness efficient frontier.D) implied uncertainty.E) none of the aboveAnswer: BDiff: 1Topic: 2.2 Achieving Strategic Fit25) The curve that shows the lowest possible cost for a given level of responsiveness is referred to as theA) supply chain responsiveness curve.B) supply chain efficiency curve.C) cost-responsiveness efficient frontier.D) responsiveness spectrum.E) none of the aboveAnswer: CDiff: 2Topic: 2.2 Achieving Strategic Fit26) A firm that is not on the cost-responsiveness efficient frontier can improveA) both responsiveness and cost performance.B) only responsiveness.C) only cost performance.D) responsiveness, but not cost performance.E) neither responsiveness nor cost performance.Answer: ADiff: 1Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills27) A graph with two axes with implied uncertainty along the horizontal axis and responsiveness along the vertical axis is referred to as theA) implied uncertainty spectrum.B) responsiveness spectrum.C) uncertainty/responsiveness map.D) zone of strategic fit.E) none of the aboveAnswer: CDiff: 2Topic: 2.2 Achieving Strategic Fit28) The relationship where increasing implied uncertainty from customers and supply sources is best served by increasing responsiveness from the supply chain is known as theA) implied uncertainty spectrum.B) responsiveness spectrum.C) uncertainty/responsiveness map.D) zone of strategic fit.E) none of the aboveAnswer: DDiff: 2Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills29) The drive for strategic fit should come fromA) the supply chain manager.B) the strategic planning department.C) the highest levels of the organization, such as the CEO.D) middle management.E) sales and marketing.Answer: CDiff: 3Topic: 2.2 Achieving Strategic Fit30) The important points to remember about achieving strategic fit areA) there is one best supply chain strategy for all competitive strategies.B) there is no right supply chain strategy independent of the competitive strategy.C) there is a right supply chain strategy for a given competitive strategy.D) all of the aboveE) B and C onlyAnswer: EDiff: 3Topic: 2.2 Achieving Strategic Fit31) The preferable supply chain strategy for a firm that sells multiple products and serves customer segments with very different needs is toA) set up independent supply chains for each different product or customer segment.B) set up a supply chain that meets the needs of the highest volume product or customer segment.C) tailor the supply chain to best meet the needs of each product's demand.D) set up a supply chain that meets the needs of the customer segment with the highest implied uncertainty.E) set up a supply chain that meets the needs of product with the highest implied uncertainty. Answer: CDiff: 3Topic: 2.2 Achieving Strategic Fit32) Which of the following would not be a demand and supply characteristic toward the beginning stages of a product's life cycle?A) Demand is very uncertain and supply may be unpredictable.B) Demand has become more certain and supply is predictable.C) Margins are often high and time is crucial to gaining sales.D) Product availability is crucial to capturing the market.E) Cost is often of secondary consideration.Answer: BDiff: 2Topic: 2.2 Achieving Strategic Fit33) Which of the following would be a demand and supply characteristic toward the beginning stages of a product's life cycle?A) Demand has become more certain and supply is predictable.B) Margins are lower due to an increase in competitive pressure.C) Product availability is crucial to capturing the market.D) Price becomes a significant factor in customer choice.E) none of the aboveAnswer: CDiff: 2Topic: 2.2 Achieving Strategic Fit34) Which of the following would not be a demand and supply characteristic in the later stages of a product's life cycle?A) Demand has become more certain and supply is predictable.B) Margins are lower due to an increase in competitive pressure.C) Product availability is crucial to capturing the market.D) Price becomes a significant factor in customer choice.E) All of the above are characteristics of the later stages.Answer: CDiff: 2Topic: 2.2 Achieving Strategic Fit35) The functions and stages that devise an integrated strategy with a shared objective are referred to asA) competitive strategy.B) supply chain strategy.C) scope of strategic fit.D) scope of marketing strategy.E) scope of product development strategy.Answer: CDiff: 2Topic: 2.3 Expanding Strategic Scope36) The value chain consists of direct and indirect activities. Which of the following is an indirect activity for an enterprise?A) MarketingB) DistributionC) Human ResourcesD) ServiceAnswer: CDiff: 3Topic: 2.1 Competitive and Supply Chain Strategies37) A ________ strategy specifies the portfolio of new products that a company will try to develop.A) Product DevelopmentB) Marketing and SalesC) Supply ChainD) FinanceAnswer: ADiff: 2Topic: 2.1 Competitive and Supply Chain Strategies38) A ________ strategy specifies how the market will be segmented and how the product will be positioned, priced, and promoted.A) Product DevelopmentB) Marketing and SalesC) Supply ChainD) FinanceAnswer: BDiff: 2Topic: 2.1 Competitive and Supply Chain Strategies39) Between 1993 and 2006, Dell's competitive strategy was to provide a large variety of customizable products at a reasonable price. Given the focus on customization, Dell's supply chain was designed toA) be responsive.B) provide a different product.C) operate on a low-cost basis.D) provide sustainable products.Answer: ADiff: 3Topic: 2.2 Achieving Strategic FitAACSB: Reflective Thinking Skills40) For a company to achieve strategic fit, it must accomplish the following keys:A) All functional strategies must fit together to form a coordinated overall strategy.B) The different functions in a company must appropriately structure their processes and resources to be able to execute these strategies successfullyC) The overall supply chain must operate at the lowest cost possible to achieve success.D) The design of the overall supply chain and the role of each stage must be aligned to support the supply chain strategy.Answer: CDiff: 2Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills41) Efficient supply chainsA) respond quickly to demand.B) have higher margins because price is not a prime customer driver.C) maintain buffer inventory to deal with demand/supply uncertainty.D) maximize performance at a minimum cost.Answer: DDiff: 2Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills42) With the ________ view firms attempt to align all operations within a function. In this view all supply chain functions including sourcing, manufacturing, warehousing, and transportation must align their strategy to minimize total functional cost.A) Intrafunctional scopeB) Intraoperation scopeC) Interfunctional scopeD) Intercompany scopeAnswer: BDiff: 3Topic: 2.3 Expanding Strategic Scope43) The key weakness of the ________ view is that different functions within a firm may have conflicting objectives.A) Intrafunctional scopeB) Intraoperation scopeC) Interfunctional scopeD) Intercompany scopeAnswer: ADiff: 3Topic: 2.3 Expanding Strategic Scope44) Which of the following is NOT a challenge that makes it increasingly difficult for supply chains to achieve strategic fit?A) GlobalizationB) Changing TechnologyC) Shorter Life CyclesD) Decreasing Product VarietyAnswer: DDiff: 2Topic: 2.4 Challenges to Achieving and Maintaining Strategic FitAACSB: Analytic Skills2.3 Essay Questions1) Discuss the two keys to the success or failure of a company.Answer: A company's success or failure is thus closely linked to the following keys:1. The competitive strategy and all functional strategies must fit together to form a coordinated overall strategy. Each functional strategy must support other functional strategies and help a firm reach its competitive strategy goal.2. The different functions in a company must appropriately structure their processes and resources to be able to execute these strategies successfully.Diff: 3Topic: 2.2 Achieving Strategic Fit2) List and explain the three basic steps to achieving strategic fit.Answer: There are three basic steps to achieving strategic fit:1. Understanding the customer and supply chain uncertainty. First a company must understand the customer needs for each targeted segment and the uncertainty the supply chain faces in satisfying these needs. These needs help the company define the desired cost and service requirements. The supply chain uncertainty helps the company identify the extent of disruption and delay the supply chain must be prepared for.2. Understanding the supply chain capabilities. There are many types of supply chains, each of which is designed to perform different tasks well. A company must understand what its supply chain is designed to do well.3. Achieving strategic fit. If a mismatch exists between what the supply chain does particularly well and the desired customer needs, the company will either need to restructure the supply chain to support the competitive strategy or alter its strategy.Diff: 2Topic: 2.2 Achieving Strategic Fit3) List the attributes along which customer demand from different segments can vary. Answer: In general, customer demand from different segments may vary along several attributes as follows:∙The quantity of the product needed in each lot∙The response time that customers are willing to tolerate∙The variety of products needed∙The service level required∙The price of the product∙The desired rate of innovation in the productDiff: 2Topic: 2.2 Achieving Strategic Fit4) List the abilities included in supply chain responsiveness.Answer: Supply chain responsiveness includes a supply chain's ability to do the following:∙Respond to wide ranges of quantities demanded∙Meet short lead times∙Handle a large variety of products∙Build highly innovative products∙Meet a very high service level∙Handle supply uncertaintyDiff: 2Topic: 2.2 Achieving Strategic Fit5) Discuss the impact of the product life cycle on strategic fit between implied demand uncertainty and supply chain responsiveness.Answer: As products go through their life cycle, the demand characteristics and the needs of the customer segments being served change. Supply characteristics also change as the product and production technologies mature. High-tech products are particularly prone to these life cycle swings over a very compressed time span. A product goes through life cycle phases from the introductory phase, when only the leading edge of customers is interested in it and supply is uncertain, all the way to the point at which the product becomes a commodity, the market is saturated, and supply is predictable. Thus, if a company is to maintain strategic fit, its supply chain strategy must evolve as its products enter different phases. As products mature, the corresponding supply chain strategy should, in general, move from being responsive to being efficient. The key point here is that demand and supply characteristics change over a product's life cycle. Because demand and supply characteristics change, the supply chain strategy must also change over the product life cycle if a company is to continue achieving strategic fit.Diff: 2Topic: 2.2 Achieving Strategic Fit6) Explain scope of strategic fit.Answer: Scope of strategic fit refers to the functions and stages that devise an integrated strategy with a shared objective. It is a key issue relating to strategic fit in terms of supply chain stages, across which the strategic fit applies. At one extreme, every operation within each functional area devises its own independent strategy with the objective of optimizing its individual performance. In this case, the scope of strategic fit is restricted to an operation in a functional area within a stage of the supply chain. At the opposite extreme, all functional areas within all stages of the supply chain devise strategy jointly with a common objective of maximizing supply chain profit. In this case, the scope of strategic fit extends to the entire supply chain. Expanding the scope of strategic fit improves supply chain performance. The scope of strategic fit can be represented on a two-dimensional grid. Horizontally, the scope of strategic fit is considered across different supply chain stages, starting from suppliers and moving all the way along the chain to the customer. Vertically, the scope is applied to the fit achieved across different functional strategies, competitive, product development, supply chain, and marketing. Diff: 2Topic: 2.3 Expanding Strategic Scope。