Exam II

  1. The measure can be expressed as an objective value.
    A good objective is quantitative
  2. The measure conveys at a glance what it is measuring and how it is derived.
    A good objective is easy to understand.
  3. The measure is balanced to reward productive behavior and discourage "game playing."
    A good objective encourages appropriate behavior.
  4. The effects of the measure are readily apparent to all involved in the process being measured.
    A good objective is visible.
  5. The measure has been defined by and/or agreed to by all key process participants (internally and externally).
    A good objective is defined and mutually understood.
  6. The measure integrates factors from all aspects of the process measured.
    A good objective encompasses both outputs and inputs.
  7. The measure focuses on a key performance indicator that is of real value to managing the process.
    A good objective measures only what is important.
  8. The measure is properly balanced between utilization, productivity, and performance and shows the tradeoffs.
    A good objective is multidimensional.
  9. The benefits of the measure outweigh the costs of collection and analysis.
    A good objective uses economies of effort.
  10. The measure validates the participation among the various parties.
    A good measure facilitates trust.
  11. Raising the Performance Bar
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  12. Process Measure Categories
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  13. Four Major Performance Categories
    • Time
    • Quality
    • Cost
    • Supporting Metrics
  14. Five Major Categories of Metrics
    • Reliability
    • Responsiveness
    • Flexibility
    • Cost
    • Assets
  15. Once an expected ______ ______ ______ is established for customers, service failures can be measured.
    _ _ _ influences product availability, customer inventories, and seller's cash flow and profit.
    • Order Cycle Time
    • OCT
  16. Logistics Outputs that Influence Customer Service
    • Product Availability
    • Order Cycle Time
    • Logistics Operations Responsiveness
    • Logistics System Information
    • Post-sale Logistics Support
  17. Financial Impact Analysis for On Time Fulfillment
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  18. Financial Impact Analysis for Order Fill Rate
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  19. The Need for Information:
    information is the ________ of business, driving effective decisions and actions.
  20. The Need for Information is especially critical to _______ _______ managers because their direct line of sight to _______ _______ processes is very limited.
    Supply Chain
  21. True or False
    The Need for Information:
    A wide variety of information is needed for a supply chain to perform as anticipated.
  22. The Need for Information:
    information must be _______, relevant, _______, timely, and transferable
    Accessible and Accurate
  23. Supply Chain Information Flows
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  24. Information Must Be:
    • Accessible
    • Relevant
    • Accurate
    • Timely
    • Transferable
  25. Six Drivers of Supply Chain Excellence
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  26. Technology Use Barriers
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  27. Ten Golden Rules for Success:
    1. Secure the Commitment of _______ management.
  28. Ten Golden Rules for Success:
    2. Remember that it is not just an information Technology ______.
  29. Ten Golden Rules for Success:
    3. Align the project with ________ _____.
    Business Goals
  30. Ten Golden Rules for Success:
    4. Understand the software _________.
  31. Ten Golden Rules for Success:
    5. Select ________ carefully.
  32. Ten Golden Rules for Success:
    6. Follow a proven implementation ___________.
  33. Ten Golden Rules for Success:
    7. Take a Step-By-Step approach for incremental value ______.
  34. Ten Golden Rules for Success:
    8. Be prepared to change ________ ________.
    Business Processes.
  35. Ten Golden Rules for Success:
    9. Keep end users _________ and __________.
    • Informed
    • Involved
  36. Ten Golden Rules for Success:
    10. Measure success with key performance ________ (KPIs).
  37. Supply Chain Software Categories
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  38. Planning:
    Supply Chain _____________ tools and suites carry out key tasks from the time an order is placed until it is fulfilled. This order-driven category of software focuses on the day-to-day activities required to buy, make, and deliver the materials that flow through the supply chain.
  39. Supply Chain _________ _____________ tools collect data in real time from multiple sources across the supply chain and convert them into information that gives business managers a clear picture of how their supply chain is performing.
    Event Management
  40. ___________ ____________ ___________ are multi-module application software platforms that help organizations manage the important parts of their businesses.
    _ _ _ systems branch out to include supplier relationship management, customer relationship management, and other supply chain components, the connections between SCIS and _ _ _ grow stronger. 
    _ _ _ system provides a mechanism for supply chain members to efficiently share information.
    • Enterprise Resource Planning
    • ERP
    • ERP
    • ERP
  41. Supply Chain Event Management Opportunities
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  42. Supply Chain Software Suite
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  43. Asking the Right Questions:

    Who will lead our ____________ effort?
  44. Asking the Right Questions:

    How will ____________ support our business needs and processes?
  45. Asking the Right Questions:

    What is the status of our _________ _______?
    Existing Data
  46. Asking the Right Questions:

    How well does our existing system __________ with suppliers and customers?
  47. Asking the Right Questions:

    What _________ ________ must our systems address?
    External Issues
  48. _______-___________ ______________ is an automatic identification method. _ _ _ _ tags consist of a microchip and a printed antenna that can be packaged into many forms, such as a label, or imbedded in between the cardboard layers in a carton or product packaging.
    • Radio-Frequency Identification
    • RFID
  49. Unique product identification information, in the form of a universal __________ ________ ____ (_ _ _) identifying the manufacturer, product category, and individual item, is stored on these 96-bit tags.
    Electronic Product Code (EPC)
  50. _ _ _ _ technology costs must continue to decline to make product tagging economically feasible; equipment issues such as reader range, sensitivity, and durability must improve; the case for supplier return on investment of _ _ _ _ mandates must be made; and consumer privacy issues must be resolved.
    • RFID
    • RFID
  51. __________ _____________ is the ability of firms throughout the supply chain to collaborate on activities related to the flow of product, services, information, and capital.
    Demand Management
  52. Problems in achieving _______ ____________ goals:
    Lack of coordination between departments
    Too much emphasis on forecasts of demand, with less attention on the collaborative efforts and the strategic and operational plans
    Demand information is used more for tactical and operational than for strategic purposes
    Demand Management
  53. Supply/Demand Misalignment
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  54. _______-__-_________ _____________
    low start-up costs
    workforce efficiency because of consolidated operations
    the order profile will change
    products might not be available in consumer units
    "fast pick" or broken case, operation to be added to the distribution center
    conflict between a store order and an Internet order
    Direct-to-Customer Fulfillment
  55. __________ ____________:
    Retailer maintains both a bricks-and-mortar and clicks-and-mortar presence
    Operates one distribution network to service both channels
    low start-up costs
    existing network can service both
    order profile change with addition of Internet orders
    Case lots versus eaches
    would require a fast pick, or broken case operation
    conflict might arise between a store order and an Internet order
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    • Integrated Fulfillment
  56. __________ ____________:
    Both a store and an Internet presence with two separate distribution networks
    separate distribution network for store delivery and consumer delivery eliminates most of the disadvantages of integrated fulfillment
    Duplicate facilities and duplicate inventories
    • Dedicated Fulfillment
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  57. ___________ ____________:
    assumes that another firm will perform the fulfillment.
    low start-up costs for the retailer to service the Internet channel
    possible transportation economies
    Loss of control over service levels
    • Outsourced Fulfillment
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  58. _____-_________ _____________:
    also called direct store delivery, vendor delivers directly to retailer, bypassing retailer's distribution network.
    works best for products that have a short shelf life
    reduction of inventory in the distribution network
    vendor has direct control of its inventories
    possible reduction of inventory visibility
    • Drop-shipped Fulfillment
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  59. ________ ______________:
    The order is placed through the Internet site and sent to the nearest store for customer pick up.
    short lead time to the customer
    low start-up costs for the retailer
    returns can be handled through the store
    product availability in consumer units
    reduced control and consistency over order fill
    Conflict may arise between inventories
    Must have real-time visibility to in-store inventories
    Stores lack sufficient space to store product
    • Store Fulfillment
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  60. ____-________ _____________:
    Product is picked and packed at distribution center, then sent to the store for pickup
    eliminates the inventory conflict
    avoids the cost of the "last mile"
    returns can be handled through the existing store network 
    Storage space at the store for pickup items a problem
    • Flow-Through Fulfillment
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  61. _________ ____ _____
    This is the phase where an organization attempts to change the manner by which its customers place orders.
    Influencing the Order
  62. ______ ___________
    This occurs when the order is received.
    Order Execution
  63. _________ _______: is anything that touches the customer. This includes all activities that impact information flow, product flow, and cash flow between the organization and its customers.
    Customer Service
  64. ____________ elevates customer service to an organization-wide commitment to providing customer satisfaction through superior customer service.
  65. ___________ emphasizes customer service as specific performance measures that pervade all three definitions of customer service and address strategic, tactical, and operational aspects of order management.
  66. _________ treats customer service as a particular task that an organization must perform to satisfy a customer's order requirements.
  67. Relationship Between Order Management and Customer Service
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  68. __________ _____________ ______________ is the art and science of strategically positioning customers to improve the profitability of the organization and enhance its relationships with its customer base.
    Customer Relationship Management
  69. _____________ _____________ _______________
    is not a new concept used by service industries.
    has not been widely used in the business-to-business environment until lately.
    Customer Relationship Management
  70. __________ _______ affects firm's cost.
    how customers order
    how much customers order
    what customers order
    when customers order an order
    Customer Action
  71. Four Basic Steps in the implementation of the CRM:
    Step 1: Segment the __________ _____ by profitability.
    Step 2: Identify the ______/_______ __________ for Each Customer Segment
    Step 3: Develop and ________ the Best Processes
    Step 4: Measure ___________ and Continuously Improve
    • Customer Base
    • Product/Service Package
    • Execute
    • Performance
  72. Hypothetical Product/Service Offerings: Option A
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  73. Distribution Center Space Allocation
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  74. Distribution Center Labor Allocation
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  75. Flow-Through Costing for a Distribution Center
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  76. Once Method to Classify Customers by Profitability:
    _______ Zone
    _______ Zone
    _______ Build
    • Protect Zone
    • Danger Zone
    • Build Zone

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  77. __________ ______: those customers who fall into this segment are the most profitable.
    Protect Zone
  78. _______ ____: Customers in this segment are the least profitable and incur a loss.
    The firm has three alternatives for this zone customers:
    (1) change customer interaction with firm so the customer can move to another segment
    (2) charge the customer the actual cost of doing business
    (3) switch the customer to an alternative distribution channel
    Danger Zone
  79. _____ ____: these customers have a low cost to serve and a low net sales value, so the firm should maintain the cost to serve and build net sales value to help drive the customer into the "Protect" segment.
    Build Zone
  80. ______ __________
    This system represents the principle means by which buyers and sellers communicate information regarding orders.
    Effectively this is key to operational efficiency and customer satisfaction.
    Logistics needs timely and accurate information relating to orders so many firms place order management in the logistics area.
    Order Management
  81. ______ __ _____
    Thirteen principle activities constitute the _ _ _ cycle
    • Order to Cash
    • OTC
  82. ______ ______
    all activities that occur from when an order is received until the product is received.
    Order Cycle
  83. __________ ______
    refers to acquisition of additional inventory
    one firm's order cycle is another's replenishment cycle.
    Replenishment Cycle
  84. ______ __ _____ cycle:
    recent attention has centered on the variability or consistency of this process
    absolute length of time is important, variability is more important
    a driving force is safety stock, as absolute length of the order cycle will influence demand inventory
    Order To Cash
  85. The _________/__________ _________
    Customer Service is the key link between logistics and marketing within an organization.
    Manufacturing can produce a quality product at the right cost and marketing can sell it, but if logistics does not deliver it when and where promised, the customer will not be satisfied.
    Logistics/Marketing Interface
  86. Four Distinct Dimensions of customer service:
    • Time
    • Dependability
    • Communications
    • Convenience
  87. ______
    Cycle time
    safe delivery
    correct orders
  88. ____________
    more important than the absolute length of lead time
  89. ___________
  90. _____________
    service level must be flexible
  91. Customer Service Performance Measures from buyer's view:
    Orders received on _____
    Orders received ________
    Orders received ________
    Orders filled ___________
    Orders billed ____________
    • Time
    • Complete
    • Damage
    • Accurately
    • Accurately
  92. Elements and Measurement of Customer Service
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  93. Expected Cost of __________:
    _______ occurs when desired quantities are not available
    • Stockouts
    • Stockout
  94. Four possible events of Stockouts
    • The buyer waits until the product is available
    • The buyer back-orders the product
    • The seller loses current revenue
    • The seller loses a buyer and future revenue
  95. _______ _______:
    occurs when a seller has only a portion of the products ordered by the buyer
    are created to secure the portion of the inventory that is currently not available
    Back Orders
  96. ______ _______: some customers will turn to alternative supply sources.
    Lost Sales
  97. _____ ________: customer permanently switches to another supplier.
    Lost Customers
  98. Product availability from customer perspective:
    Product availability is the ultimate measure of logistics and supply chain performance.
    • Did I get what I wanted?
    • When I wanted it?
    • In the quantity I wanted?
  99. _______
    Four are widely used across multiple industries:
    Item fill rate
    Line fill rate
    Order fill rate
    Perfect order
Card Set
Exam II
Exam II over chapters 5 through 8