Question 1

All of the following are examples of how supply management should monitor and anticipate activity in its supply market except _____.

Accepted Answer

A) ensuring that cost accounting keeps track of historical prices paid 
B) forecasting long-term supply and prices for its basic commodities 
C) monitoring technological innovations that impact its primary materials or make substitute materials economically attractive 
D) evaluating not only its existing suppliers but also other potential suppliers 
E) providing timely visibility to new-product requirements 
A) ensuring that cost accounting keeps track of historical prices paid 
B) forecasting long-term supply and prices for its basic commodities 
C) monitoring technological innovations that impact its primary materials or make substitute materials economically attractive 
D) evaluating not only its existing suppliers but also other potential suppliers 
E) providing timely visibility to new-product requirements A

Question 2

The term _____ refers to the set of performance criteria and products and processes an organization intends to develop or manufacture.

Accepted Answer

A) concurrent engineering 
B) early supplier involvement 
C) process loss 
D) technology roadmap 
E) R&D plan 
A) concurrent engineering 
B) early supplier involvement 
C) process loss 
D) technology roadmap 
E) R&D plan D

Question 3

The use of cross-functional sourcing teams guarantees a successful outcome to a project or assignment.

Accepted Answer

A) True 
 B)False  False

Question 4

Outsourcing products through low cost country sourcing environments or contract manufacturers is very much the same as sourcing in North American buyer-seller situations.

Accepted Answer

A) True 
 B)False

Question 5

Using _____, suppliers are provided with functional specifications and are asked to complete all technical specifications, including materials to be used, blueprints, and so on.

Accepted Answer

A) shadow box design 
B) white box design 
C) gray box design 
D) red box design 
E) black box design 
A) shadow box design 
B) white box design 
C) gray box design 
D) red box design 
E) black box design

Question 6

Many companies are encouraging suppliers to provide a permanent on-site representative who can aid the company in improving customer order fulfillment processes.

Accepted Answer

A) True 
 B)False

Question 7

In forward-thinking enterprises, supply management seldom plays a key role in the development of new products and services.

Accepted Answer

A) True 
 B)False

Question 8

In collaboration, the relationship is bilateral; both parties have the power to shape its nature and future direction over time.

Accepted Answer

A) True 
 B)False

Question 9

Organizations should use teams selectively because of limited resource availability.

Accepted Answer

A) True 
 B)False

Question 10

Cross-functional sourcing teams that incorporate supplier participation report fewer problems coordinating work activity between the team and key suppliers.

Accepted Answer

A) True 
 B)False

Question 11

Because the links between operations and supply management have been so close, it is not unusual for supply management to report directly to operations.

Accepted Answer

A) True 
 B)False

Question 12

Which of the following is not a benefit of using a cross-functional sourcing team?

Accepted Answer

A) Reduced time to complete a task. 
B) Increased innovation. 
C) Joint ownership of decisions. 
D) Enhanced communication among functions or organizations. 
E) Groupthink. 
A) Reduced time to complete a task. 
B) Increased innovation. 
C) Joint ownership of decisions. 
D) Enhanced communication among functions or organizations. 
E) Groupthink.

Question 13

A _____ is one that requires members to use a variety of higher-level skills, supports giving members regular feedback about performance, results in an outcome with a significant effect on the organization and others outside the team, and provides members autonomy for deciding how they will do the work.

Accepted Answer

A) gray box design 
B) statement of work 
C) technology roadmap 
D) meaningful task 
E) traditional buyer-supplier relationship 
A) gray box design 
B) statement of work 
C) technology roadmap 
D) meaningful task 
E) traditional buyer-supplier relationship

Question 14

Many firms are now colocating supply management personnel directly at operating locations so supply management can respond quickly to operation's needs.

Accepted Answer

A) True 
 B)False

Question 15

External relationship management begins with internal relationship management: internal alignment is key.

Accepted Answer

A) True 
 B)False

Question 16

_____ is a function of the professional's ability to translate supply market data into compelling insights that solve business problems and to enable organizational connections and networking that accelerate business success.

Accepted Answer

A) SRM 
B) Groupthink 
C) Reciprocity 
D) Process gain 
E) Relationship capital 
A) SRM 
B) Groupthink 
C) Reciprocity 
D) Process gain 
E) Relationship capital

Question 17

Interacting as a team requires the same set of skills as the skills required for traditional work.

Accepted Answer

A) True 
 B)False

Question 18

Perhaps the greatest benefit of team interaction is that once a team makes a decision, implementing the decision often becomes easier due to group buy-in.

Accepted Answer

A) True 
 B)False

Question 19

Goal setting is not a critical cross-functional team requirement.

Accepted Answer

A) True 
 B)False

Question 20

The physical co-location of a supplier engineer at a buying company is increasingly becoming a part of the normal product development process structure.

Accepted Answer

A) True 
 B)False

All of the following are examples of how supply management should monitor and anticipate activity in its supply market except _____.

The term _____ refers to the set of performance criteria and products and processes an organization intends to develop or manufacture.

The use of cross-functional sourcing teams guarantees a successful outcome to a project or assignment.

Outsourcing products through low cost country sourcing environments or contract manufacturers is very much the same as sourcing in North American buyer-seller situations.

Using _____, suppliers are provided with functional specifications and are asked to complete all technical specifications, including materials to be used, blueprints, and so on.

Many companies are encouraging suppliers to provide a permanent on-site representative who can aid the company in improving customer order fulfillment processes.

In forward-thinking enterprises, supply management seldom plays a key role in the development of new products and services.

In collaboration, the relationship is bilateral; both parties have the power to shape its nature and future direction over time.

Organizations should use teams selectively because of limited resource availability.

Cross-functional sourcing teams that incorporate supplier participation report fewer problems coordinating work activity between the team and key suppliers.

Because the links between operations and supply management have been so close, it is not unusual for supply management to report directly to operations.

Which of the following is not a benefit of using a cross-functional sourcing team?

Many firms are now colocating supply management personnel directly at operating locations so supply management can respond quickly to operation's needs.

External relationship management begins with internal relationship management: internal alignment is key.

_____ is a function of the professional's ability to translate supply market data into compelling insights that solve business problems and to enable organizational connections and networking that accelerate business success.

Interacting as a team requires the same set of skills as the skills required for traditional work.

Perhaps the greatest benefit of team interaction is that once a team makes a decision, implementing the decision often becomes easier due to group buy-in.

Goal setting is not a critical cross-functional team requirement.

The physical co-location of a supplier engineer at a buying company is increasingly becoming a part of the normal product development process structure.

Introduction to Purchasing and Supply Chain Management

The Purchasing Process

Purchasing Policies and Procedures

Purchasing and Supply Management Organization

Supply Management and Commodity Strategy Development

Supplier Evaluation and Selection

Supplier Quality Management

Supplier Management and Development: Creating a World-Class Supply Base

Worldwide Sourcing

Strategic Cost Management

Purchasing and Supply Chain Analysis: Tools and Techniques

Negotiation and Conflict Management

Contract Management

Purchasing Law and Ethics

Lean Supply Chain Management

Purchasing Services

Supply Chain Information Systems and Electronic Sourcing

Performance Measurement and Evaluation

Purchasing and Supply Strategy Trends

Filters

Exam 4: Supply Management Integration for Competitive Advantage

All of the following are examples of how supply management should monitor and anticipate activity in its supply market except _____.

The term _____ refers to the set of performance criteria and products and processes an organization intends to develop or manufacture.

The use of cross-functional sourcing teams guarantees a successful outcome to a project or assignment.

Outsourcing products through low cost country sourcing environments or contract manufacturers is very much the same as sourcing in North American buyer-seller situations.

Using _____, suppliers are provided with functional specifications and are asked to complete all technical specifications, including materials to be used, blueprints, and so on.

Many companies are encouraging suppliers to provide a permanent on-site representative who can aid the company in improving customer order fulfillment processes.

In forward-thinking enterprises, supply management seldom plays a key role in the development of new products and services.

In collaboration, the relationship is bilateral; both parties have the power to shape its nature and future direction over time.

Organizations should use teams selectively because of limited resource availability.

Cross-functional sourcing teams that incorporate supplier participation report fewer problems coordinating work activity between the team and key suppliers.

Because the links between operations and supply management have been so close, it is not unusual for supply management to report directly to operations.

Which of the following is not a benefit of using a cross-functional sourcing team?

Many firms are now colocating supply management personnel directly at operating locations so supply management can respond quickly to operation's needs.

External relationship management begins with internal relationship management: internal alignment is key.

_____ is a function of the professional's ability to translate supply market data into compelling insights that solve business problems and to enable organizational connections and networking that accelerate business success.

Interacting as a team requires the same set of skills as the skills required for traditional work.

Perhaps the greatest benefit of team interaction is that once a team makes a decision, implementing the decision often becomes easier due to group buy-in.

Goal setting is not a critical cross-functional team requirement.

The physical co-location of a supplier engineer at a buying company is increasingly becoming a part of the normal product development process structure.

Introduction to Purchasing and Supply Chain Management

The Purchasing Process

Purchasing Policies and Procedures

Purchasing and Supply Management Organization

Supply Management and Commodity Strategy Development

Supplier Evaluation and Selection

Supplier Quality Management

Supplier Management and Development: Creating a World-Class Supply Base

Worldwide Sourcing

Strategic Cost Management

Purchasing and Supply Chain Analysis: Tools and Techniques

Negotiation and Conflict Management

Contract Management

Purchasing Law and Ethics

Lean Supply Chain Management

Purchasing Services

Supply Chain Information Systems and Electronic Sourcing

Performance Measurement and Evaluation

Purchasing and Supply Strategy Trends

Filters