Question 1

Supply management usually maintains significant data about individual activity costs that can increase total cost.

Accepted Answer

A) True 
 B)False  False

Question 2

Membership on a team can have negative effects on individuals.

Accepted Answer

A) True 
 B)False  True

Question 3

If positive work is never recognized or reinforced through rewards, the positive effort will likely be extinguished.

Accepted Answer

A) True 
 B)False  True

Question 4

Experience reveals that cross-functional sourcing teams are usually part-time/continuous assignments, making the use of sourcing teams a challenging way to work.

Accepted Answer

A) True 
 B)False

Question 5

All of the following are examples of the different methods that supply management will apply to achieve integration except _____.

Accepted Answer

A)  Cross-functional or cross-organizational committees and teams 
B)  Hiring English majors into supply management to correct document language 
C)  Information systems such as videoconferencing and webmail 
D)  Process-focused organizations that are dedicated to certain processes 
E)  Colocation of suppliers and customers 
A)  Cross-functional or cross-organizational committees and teams 
B)  Hiring English majors into supply management to correct document language 
C)  Information systems such as videoconferencing and webmail 
D)  Process-focused organizations that are dedicated to certain processes 
E)  Colocation of suppliers and customers

Question 6

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

Accepted Answer

A) True 
 B)False

Question 7

_____ occurs when a team does not complete its task in the best or most efficient manner or members are not motivated to employ their resources to create a successful outcome.

Accepted Answer

A)  Groupthink 
B)  KPI 
C)  Collaboration 
D)  Process loss 
E)  Synergy 
A)  Groupthink 
B)  KPI 
C)  Collaboration 
D)  Process loss 
E)  Synergy

Question 8

The need for confidentiality regarding financial, product, and process information is the most frequently cited reason for not developing closer supplier relationships.

Accepted Answer

A) True 
 B)False

Question 9

A long-term contract does not provide an incentive for a supplier to invest in new plants and equipment.

Accepted Answer

A) True 
 B)False

Question 10

_____ is the tendency of a rational group or team to arrive at a bad decision when other information is available.

Accepted Answer

A)  Serendipity 
B)  Collusion 
C)  Process loss 
D)  Maverick spend 
E)  Groupthink 
A)  Serendipity 
B)  Collusion 
C)  Process loss 
D)  Maverick spend 
E)  Groupthink

Question 11

Which of the following is not an example of an appropriate use of a cross-functional team?

Accepted Answer

A)  New product development. 
B)  Preparing a RFQ for a routine commodity product. 
C)  Locating a new production facility. 
D)  Developing a commodity or purchase family strategy. 
E)  Establishing a new business unit. 
A)  New product development. 
B)  Preparing a RFQ for a routine commodity product. 
C)  Locating a new production facility. 
D)  Developing a commodity or purchase family strategy. 
E)  Establishing a new business unit.

Question 12

All of the following are elements of successful supplier suggestion programs except _____.

Accepted Answer

A)  the savings from the suggestion are often shared 50/50, not kept solely by the buying company 
B)  the program focuses on cost improvement, not simply cutting the supplier's margins 
C)  successful buying companies provide prompt feedback to the supplier on its suggestion and also implement good suggestions promptly 
D)  it is critical to acknowledge the supplier's suggestion, through an awards program, newsletter, or announcement at a supplier conference 
E)  the supplier should be allowed to keep 100% of the savings since it came up with the idea 
A)  the savings from the suggestion are often shared 50/50, not kept solely by the buying company 
B)  the program focuses on cost improvement, not simply cutting the supplier's margins 
C)  successful buying companies provide prompt feedback to the supplier on its suggestion and also implement good suggestions promptly 
D)  it is critical to acknowledge the supplier's suggestion, through an awards program, newsletter, or announcement at a supplier conference 
E)  the supplier should be allowed to keep 100% of the savings since it came up with the idea

Question 13

A team may pressure an individual to support or conform to a lower production norm than the individual's personal norm.

Accepted Answer

A) True 
 B)False

Question 14

Closer buyer-supplier relationships interest all suppliers.

Accepted Answer

A) True 
 B)False

Question 15

Being an effective team leader means satisfying a demand set of essential operating responsibilities and requirements while still promoting the creativity, leadership ability, and cohesiveness of team members.

Accepted Answer

A) True 
 B)False

Question 16

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

Accepted Answer

A) True 
 B)False

Question 17

According to research, the sharing of technology roadmaps often strongly influences the type of buyer-supplier relationship that resulted in the integration process.

Accepted Answer

A) True 
 B)False

Question 18

The effectiveness of the sourcing team leader is one of the weakest predictors of team success.

Accepted Answer

A) True 
 B)False

Question 19

Purchasing offices were once corporate backwaters, filled with people who didn't dream of advancing to the top rungs of their organization.

Accepted Answer

A) True 
 B)False

Question 20

All of the following are characteristics that define a collaborative buyer-supplier relationship except _____.

Accepted Answer

A)  one or a limited number of suppliers for each purchased item or family of items 
B)  a win-win approach to reward sharing 
C)  open exchange of information 
D)  a credible commitment to work together during difficult times 
E)  the buyer unilaterally resolving disputes 
A)  one or a limited number of suppliers for each purchased item or family of items 
B)  a win-win approach to reward sharing 
C)  open exchange of information 
D)  a credible commitment to work together during difficult times 
E)  the buyer unilaterally resolving disputes

Supply management usually maintains significant data about individual activity costs that can increase total cost.

Membership on a team can have negative effects on individuals.

If positive work is never recognized or reinforced through rewards, the positive effort will likely be extinguished.

Experience reveals that cross-functional sourcing teams are usually part-time/continuous assignments, making the use of sourcing teams a challenging way to work.

All of the following are examples of the different methods that supply management will apply to achieve integration except _____.

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

_____ occurs when a team does not complete its task in the best or most efficient manner or members are not motivated to employ their resources to create a successful outcome.

The need for confidentiality regarding financial, product, and process information is the most frequently cited reason for not developing closer supplier relationships.

A long-term contract does not provide an incentive for a supplier to invest in new plants and equipment.

_____ is the tendency of a rational group or team to arrive at a bad decision when other information is available.

Which of the following is not an example of an appropriate use of a cross-functional team?

All of the following are elements of successful supplier suggestion programs except _____.

A team may pressure an individual to support or conform to a lower production norm than the individual's personal norm.

Closer buyer-supplier relationships interest all suppliers.

Being an effective team leader means satisfying a demand set of essential operating responsibilities and requirements while still promoting the creativity, leadership ability, and cohesiveness of team members.

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

According to research, the sharing of technology roadmaps often strongly influences the type of buyer-supplier relationship that resulted in the integration process.

The effectiveness of the sourcing team leader is one of the weakest predictors of team success.

Purchasing offices were once corporate backwaters, filled with people who didn't dream of advancing to the top rungs of their organization.

All of the following are characteristics that define a collaborative buyer-supplier relationship except _____.

Introduction to Purchasing and Supply Chain Management

The Purchasing Process

Purchasing Policy and Procedures

Purchasing and Supply Management Organization

Category 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

Supply management usually maintains significant data about individual activity costs that can increase total cost.

Membership on a team can have negative effects on individuals.

If positive work is never recognized or reinforced through rewards, the positive effort will likely be extinguished.

Experience reveals that cross-functional sourcing teams are usually part-time/continuous assignments, making the use of sourcing teams a challenging way to work.

All of the following are examples of the different methods that supply management will apply to achieve integration except _____.

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

_____ occurs when a team does not complete its task in the best or most efficient manner or members are not motivated to employ their resources to create a successful outcome.

The need for confidentiality regarding financial, product, and process information is the most frequently cited reason for not developing closer supplier relationships.

A long-term contract does not provide an incentive for a supplier to invest in new plants and equipment.

_____ is the tendency of a rational group or team to arrive at a bad decision when other information is available.

Which of the following is not an example of an appropriate use of a cross-functional team?

All of the following are elements of successful supplier suggestion programs except _____.

A team may pressure an individual to support or conform to a lower production norm than the individual's personal norm.

Closer buyer-supplier relationships interest all suppliers.

Being an effective team leader means satisfying a demand set of essential operating responsibilities and requirements while still promoting the creativity, leadership ability, and cohesiveness of team members.

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

According to research, the sharing of technology roadmaps often strongly influences the type of buyer-supplier relationship that resulted in the integration process.

The effectiveness of the sourcing team leader is one of the weakest predictors of team success.

Purchasing offices were once corporate backwaters, filled with people who didn't dream of advancing to the top rungs of their organization.

All of the following are characteristics that define a collaborative buyer-supplier relationship except _____.

Introduction to Purchasing and Supply Chain Management

The Purchasing Process

Purchasing Policy and Procedures

Purchasing and Supply Management Organization

Category 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