Deck 13: Supplier Evaluation and Supplier Relationships

Question 1

If the buyer perceives a buyer-supplier relationship is in the desirable region on the purchaser-supplier satisfaction matrix,but there are problems,the buyer is most likely to:

A)refuse to pay bills.
B)share information to find a mutual solution.
C)refuse to accept shipments.
D)sever purchases without advance notice.
E)use or threaten legal action.

Answer 1

B

Question 2

To select a potential supplier-partner,the buyer should consider:

A)both hard and soft factors with an eye toward short-term outcomes.
B)soft factors such as congruence of management values and compatibility.
C)both hard and soft factors with an eye toward long-term outcomes.
D)hard factors such as quality,quantity,cost,and technology.
E)the willingness of the supplier to quickly change processes for results.

Answer 2

C

Question 3

Suppliers that anticipate operational and strategic needs of the purchaser and are capable of meeting and exceeding them are called:

A)unacceptable.
B)acceptable.
C)preferred.
D)supplier partners.
E)exceptional.

Answer 3

E

Question 4

Co-location refers to placing:

A)supply management personnel at a key supplier's location.
B)supply management personnel in an internal user's department.
C)a key supplier's personnel in a department at the buyer's location.
D)a key supplier's personnel in a department in another key supplier's location.
E)a key internal user in the supply management department.

Question 5

Strategic supply management is founded on the conviction that a significant contribution to competitive edge is made by:

A)suppliers,supply systems and buyer-supplier relationships.
B)suppliers of operational and strategic goods and services.
C)the supply management department and internal supply systems.
D)suppliers of strategic goods and services.
E)suppliers and the information systems used to manage relationships.

Question 6

One of the assumptions on which the purchasing-supplier satisfaction model is based is that:

A)the satisfaction level cannot be assessed well enough to draw definitive conclusions.
B)the purchaser and supplier always have the same perceptions of the same relationship.
C)attempts to move to a different position fall only in the win-lose and win-win categories.
D)an unsatisfied party may use various tools to improve the relationship.
E)there are few tools and techniques available to move positions or improve stability.

Question 7

Supply "chain" management effectiveness is driven primarily by the organization's ability to manage the:

A)external link between a buying organization and its key suppliers.
B)external link between a buying organization and its key customers.
C)internal link between supply management and its internal customers.
D)internal link between supply management and senior management.
E)internal and external links of customers,the buying organization and suppliers.

Question 8

To enhance the chance for successful strategic alliances,the supply manager must:

A)ensure that price formulation and price escalator clauses are included in the contract terms and conditions.
B)identify suppliers whose management views on quality and productivity match those of the buying organization and have both parties establish expectations.
C)clearly establish what is required from the supplier and the penalties for failure to perform.
D)reinforce the notion that the supply manager can easily switch to another alliance if the supplier fails to perform.
E)analyze the supplier's capability for e-procurement and ensure that the supplier can effectively and efficiently manage online catalogs.

Question 9

A weighted point evaluation system:

A)includes evaluation criteria,an importance factor for each,and a rating system.
B)includes efficiency and effectiveness metrics weighted by users perceptions.
C)is seldom used because the costs usually outweigh the benefits.
D)is the most commonly used process because of ease of design and use.
E)allows each rater to weight the criteria,but all raters use the same rating scales.

Question 10

Which of the following is a result of forming a buyer-supplier partnership:

A)the amount of time committed to the buyer-supplier relationship is greatly reduced.
B)buyer-supplier relationships are greatly improved at the expense of internal relationships.
C)the design process and the introduction of new designs is faster due to earlier supplier and supply involvement.
D)the buying organization can enjoy the benefits of horizontal integration without the disadvantages.
E)significant quality improvements occur and total cost typically increases.