Question 1

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 E

Question 2

The sharing of technology roadmaps often strongly influences the type of buyer-supplier relationship that results in the integration process.

Accepted Answer

A) True 
 B)False  True

Question 3

Many supply management groups are recruiting commodity managers with very strong technical backgrounds,who are able to talk the talk and walk the walk alongside their engineering counterparts.

Accepted Answer

A) True 
 B)False  True

Question 4

Management can exert subtle control over a team's tasks through all of the following except ____.

Accepted Answer

A)  authorizing the creation of the sourcing team 
B)  selecting the team's task 
C)  selecting the team leader and members 
D)  conducting performance reviews and holding teams accountable for performance outcomes 
E)  sitting in on all team meetings 
A)  authorizing the creation of the sourcing team 
B)  selecting the team's task 
C)  selecting the team leader and members 
D)  conducting performance reviews and holding teams accountable for performance outcomes 
E)  sitting in on all team meetings

Question 5

In ____,the supplier is given blueprints and told to make the product from them.

Accepted Answer

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

Question 6

If team members receive delayed reinforcement,they will exert greater effort than if the reinforcement is immediate.

Accepted Answer

A) True 
 B)False

Question 7

In ____,the supplier's engineers work cooperatively with the buying company's engineers to jointly design the product.

Accepted Answer

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

Question 8

Which of the following are not definitions of technology roadmaps?

Accepted Answer

A)  Incorporation of new AICPA accounting standards. 
B)  Projected performance specifications for a class of products or processes. 
C)  An intention to integrate a new material or component. 
D)  Development of a product to meet customer requirements that is currently unavailable in the market. 
E)  Integration of multiple complementary technologies that results in a radically new product. 
A)  Incorporation of new AICPA accounting standards. 
B)  Projected performance specifications for a class of products or processes. 
C)  An intention to integrate a new material or component. 
D)  Development of a product to meet customer requirements that is currently unavailable in the market. 
E)  Integration of multiple complementary technologies that results in a radically new product.

Question 9

Organizations should use teams selectively due to limited resource availability.

Accepted Answer

A) True 
 B)False

Question 10

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

Question 11

Closer relationships interest all suppliers.

Accepted Answer

A) True 
 B)False

Question 12

When ____ is present,the total group effort is ____ the expected sum of the individual parts.

Accepted Answer

A)  process loss....less than 
B)  groupthink....more than 
C)  process loss....more than 
D)  collaboration....less than 
E)  process loss....the same as 
A)  process loss....less than 
B)  groupthink....more than 
C)  process loss....more than 
D)  collaboration....less than 
E)  process loss....the same as

Question 13

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 14

A/An ____ consists of personnel from different functions and increasingly from suppliers who are brought together to achieve supply management or supply chain-related tasks.

Accepted Answer

A)  big R 
B)  external RM 
C)  cross-functional sourcing team 
D)  little r 
E)  internal RM 
A)  big R 
B)  external RM 
C)  cross-functional sourcing team 
D)  little r 
E)  internal RM

Question 15

On supplier assessments,performance data should be weighted in such a manner that they are aligned with customer performance requirements.

Accepted Answer

A) True 
 B)False

Question 16

____ is the process of incorporating or bringing together different groups,functions,or organizations,either formally or informally,physically or by information technology,to work jointly and often concurrently on a common business-related assignment or purpose.

Accepted Answer

A)  Cooptation 
B)  Program management 
C)  Collaboration 
D)  Collusion 
E)  Integration 
A)  Cooptation 
B)  Program management 
C)  Collaboration 
D)  Collusion 
E)  Integration

Question 17

All of the following questions are important in considering new or existing suppliers for integration except ____.

Accepted Answer

A)  Is the supplier capable of hitting affordable targets regarding cost, quality, conductivity, weight, and other performance criteria? 
B)  Does the supplier have sufficient marketing funds for promoting its new products? 
C)  Will the supplier be able to meet product introduction deadlines? 
D)  Will the supplier be able to increase capacity and production fast enough to meet our market share requirements? 
E)  Do the supplier's personnel have the required training to start up required processes and debug them? 
A)  Is the supplier capable of hitting affordable targets regarding cost, quality, conductivity, weight, and other performance criteria? 
B)  Does the supplier have sufficient marketing funds for promoting its new products? 
C)  Will the supplier be able to meet product introduction deadlines? 
D)  Will the supplier be able to increase capacity and production fast enough to meet our market share requirements? 
E)  Do the supplier's personnel have the required training to start up required processes and debug them?

Question 18

____ involves professionally managing suppliers and developing close working relationships with different internal groups.

Accepted Answer

A)  Purposeful cooperation 
B)  Program management 
C)  Credible commitment 
D)  Supply integration 
E)  Relationship management 
A)  Purposeful cooperation 
B)  Program management 
C)  Credible commitment 
D)  Supply integration 
E)  Relationship management

Question 19

Which of the following is not a common obstacle to closer buyer-seller relationships?

Accepted Answer

A)  Long-term contracts. 
B)  Confidentiality. 
C)  Limited interest by suppliers. 
D)  Legal barriers. 
E)  Resistance to change. 
A)  Long-term contracts. 
B)  Confidentiality. 
C)  Limited interest by suppliers. 
D)  Legal barriers. 
E)  Resistance to change.

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 elements of successful supplier suggestion programs except ____.

The sharing of technology roadmaps often strongly influences the type of buyer-supplier relationship that results in the integration process.

Many supply management groups are recruiting commodity managers with very strong technical backgrounds,who are able to talk the talk and walk the walk alongside their engineering counterparts.

Management can exert subtle control over a team's tasks through all of the following except ____.

In ____,the supplier is given blueprints and told to make the product from them.

If team members receive delayed reinforcement,they will exert greater effort than if the reinforcement is immediate.

In ____,the supplier's engineers work cooperatively with the buying company's engineers to jointly design the product.

Which of the following are not definitions of technology roadmaps?

Organizations should use teams selectively due to limited resource availability.

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

Closer relationships interest all suppliers.

When is present,the total group effort is the expected sum of the individual parts.

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

A/An ____ consists of personnel from different functions and increasingly from suppliers who are brought together to achieve supply management or supply chain-related tasks.

On supplier assessments,performance data should be weighted in such a manner that they are aligned with customer performance requirements.

____ is the process of incorporating or bringing together different groups,functions,or organizations,either formally or informally,physically or by information technology,to work jointly and often concurrently on a common business-related assignment or purpose.

All of the following questions are important in considering new or existing suppliers for integration except ____.

____ involves professionally managing suppliers and developing close working relationships with different internal groups.

Which of the following is not a common obstacle to closer buyer-seller relationships?

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 Policy 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 elements of successful supplier suggestion programs except ____.

The sharing of technology roadmaps often strongly influences the type of buyer-supplier relationship that results in the integration process.

Many supply management groups are recruiting commodity managers with very strong technical backgrounds,who are able to talk the talk and walk the walk alongside their engineering counterparts.

Management can exert subtle control over a team's tasks through all of the following except ____.

In ____,the supplier is given blueprints and told to make the product from them.

If team members receive delayed reinforcement,they will exert greater effort than if the reinforcement is immediate.

In ____,the supplier's engineers work cooperatively with the buying company's engineers to jointly design the product.

Which of the following are not definitions of technology roadmaps?

Organizations should use teams selectively due to limited resource availability.

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

Closer relationships interest all suppliers.

When ____ is present,the total group effort is ____ the expected sum of the individual parts.

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

A/An ____ consists of personnel from different functions and increasingly from suppliers who are brought together to achieve supply management or supply chain-related tasks.

On supplier assessments,performance data should be weighted in such a manner that they are aligned with customer performance requirements.

____ is the process of incorporating or bringing together different groups,functions,or organizations,either formally or informally,physically or by information technology,to work jointly and often concurrently on a common business-related assignment or purpose.

All of the following questions are important in considering new or existing suppliers for integration except ____.

____ involves professionally managing suppliers and developing close working relationships with different internal groups.

Which of the following is not a common obstacle to closer buyer-seller relationships?

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 Policy 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

When is present,the total group effort is the expected sum of the individual parts.