Supply Chain Strategic Fit – True or False

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Test your knowledge of supply chain basics

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Муштарий Мухиддинова

Uzbekistán

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Supply Chain Strategic Fit – True or False


Supply Chain Strategic Fit – True or FalseVersión en línea Test your knowledge of supply chain basics por Муштарий Мухиддинова 1 CRM, ISCM, and SRM are only external activities dealing with suppliers or customers, not internal processes. Yes No 2 Pricing decisions have no impact on demand profiles. Yes No 3 Little’s law: I = D * T. Yes No 4 The Cycle View organizes processes by the geographic distance between stages rather than timing. Yes No 5 The Cycle View divides processes into cycles at the interface between successive stages of the supply chain. Yes No 6 The objective of a supply chain is to maximize overall value generated, i.e., maximize the difference between customer value and supply chain cost. Yes No 7 A key goal of distribution network design is to balance value provided to the customer with the cost of meeting their needs. Yes No 8 The Push/Pull boundary is not used to separate push from pull processes in any part of the supply chain. Yes No 9 In-transit merge networks incur higher transportation costs than direct shipping. Yes No 10 Cycle view divides processes at interfaces between successive stages of the supply chain. Yes No 11 Transportation moves the product between stages in the supply chain. Yes No 12 The In-Transit Merge Network has a service dimension with response time similar to drop-shipping. Yes No 13 Supply chain planning decisions start with a forecast of demand in the coming year. Yes No 14 Forecast horizon must be shorter than the lead time. Yes No 15 A push/pull boundary separates push processes from pull processes. Yes No 16 Flow time efficiency is the ratio of theoretical flow time to actual flow time. Yes No 17 The optimal supply chain minimizes total cost regardless of demand uncertainty. Yes No 18 A supply chain includes manufacturers, suppliers, transporters, warehouses, retailers, and customers. Yes No 19 Strategic fit means the competitive strategy and supply chain strategies align to achieve goals. Yes No 20 The objective of a supply chain is to minimize total cost regardless of customer value. Yes No 21 There are three key supply chain decision phases: design (strategy), planning, and operation. Yes No 22 One of the six design options for distribution networks is Manufacturer storage with direct shipping. Yes No 23 Retail storage with customer pickup can provide same-day, immediate pickup for items stored locally at the pickup site. Yes No 24 The number of facilities has no impact on transportation costs. Yes No 25 Retail storage with customer pickup always has the lowest inventory costs among all options. Yes No 26 Facilities are the physical locations where product is stored, assembled, or fabricated. Yes No 27 Push processes are always faster than pull processes. Yes No 28 The objective of a supply chain is to maximize individual departmental performance rather than total value. Yes No 29 Seasonal inventory is built up to counter unpredictable variability in demand. Yes No 30 Supply chain surplus is calculated as customer value plus supply chain cost. Yes No 31 Supplier lead time measures the average time between order placement and arrival. Yes No 32 The objective of a supply chain is to maximize overall value generated, i.e., supply chain surplus = customer value minus supply chain cost. Yes No 33 Facilities only include production sites and storage facilities are not considered in decision making. Yes No 34 In a supply chain, customer value is not considered when calculating surplus. Yes No 35 Distributor storage with carrier delivery offers faster response time than some other storage options. Yes No 36 Customer experience is completely independent of the distribution network chosen. Yes No 37 The push view includes all processes initiated only by customer orders with no anticipatory activities. Yes No 38 Little’s law is I = D / T. Yes No 39 Manufacturer storage with direct shipping guarantees the fastest time to market for all products. Yes No 40 The Push/Pull View classifies processes depending on whether they are executed in response to a customer order or in anticipation of customer orders. Yes No

Supply Chain Strategic Fit – True or False

Sí o No

Sobre esta actividad

Creada por

Descarga la versión para jugar en papel

Top juegos

Sí o No

Grammys a mejor canción/grabación

Sí o No

¿Está creado con Inteligencia Artificial?

Sí o No

OPEN UP 5 UNIT 3: THERE IS/ARE, THERE WAS, THERE WERE

Sí o No

¿Es verdad?

Sí o No

Preguntas sobre futbol para niños

Supply Chain Strategic Fit – True or FalseVersión en línea

por Муштарий Мухиддинова

CRM, ISCM, and SRM are only external activities dealing with suppliers or customers, not internal processes.

Pricing decisions have no impact on demand profiles.

Little’s law: I = D * T.

The Cycle View organizes processes by the geographic distance between stages rather than timing.

The Cycle View divides processes into cycles at the interface between successive stages of the supply chain.

The objective of a supply chain is to maximize overall value generated, i.e., maximize the difference between customer value and supply chain cost.

A key goal of distribution network design is to balance value provided to the customer with the cost of meeting their needs.

The Push/Pull boundary is not used to separate push from pull processes in any part of the supply chain.

In-transit merge networks incur higher transportation costs than direct shipping.

Cycle view divides processes at interfaces between successive stages of the supply chain.

Transportation moves the product between stages in the supply chain.

The In-Transit Merge Network has a service dimension with response time similar to drop-shipping.

Supply chain planning decisions start with a forecast of demand in the coming year.

Forecast horizon must be shorter than the lead time.

A push/pull boundary separates push processes from pull processes.

Flow time efficiency is the ratio of theoretical flow time to actual flow time.

The optimal supply chain minimizes total cost regardless of demand uncertainty.

A supply chain includes manufacturers, suppliers, transporters, warehouses, retailers, and customers.

Strategic fit means the competitive strategy and supply chain strategies align to achieve goals.

The objective of a supply chain is to minimize total cost regardless of customer value.

There are three key supply chain decision phases: design (strategy), planning, and operation.

One of the six design options for distribution networks is Manufacturer storage with direct shipping.

Retail storage with customer pickup can provide same-day, immediate pickup for items stored locally at the pickup site.

The number of facilities has no impact on transportation costs.

Retail storage with customer pickup always has the lowest inventory costs among all options.

Facilities are the physical locations where product is stored, assembled, or fabricated.

Push processes are always faster than pull processes.

The objective of a supply chain is to maximize individual departmental performance rather than total value.

Seasonal inventory is built up to counter unpredictable variability in demand.

Supply chain surplus is calculated as customer value plus supply chain cost.

Supplier lead time measures the average time between order placement and arrival.

The objective of a supply chain is to maximize overall value generated, i.e., supply chain surplus = customer value minus supply chain cost.

Facilities only include production sites and storage facilities are not considered in decision making.

In a supply chain, customer value is not considered when calculating surplus.

Distributor storage with carrier delivery offers faster response time than some other storage options.

Customer experience is completely independent of the distribution network chosen.

The push view includes all processes initiated only by customer orders with no anticipatory activities.

Little’s law is I = D / T.

Manufacturer storage with direct shipping guarantees the fastest time to market for all products.

The Push/Pull View classifies processes depending on whether they are executed in response to a customer order or in anticipation of customer orders.