Deck 3: Process Thinking: Scms Foundation

Question 1

Logistics acquires the right materials at the right price for use in operations. The goal is to select the right suppliers and then build the right relationships with them.

Answer 1

False

Question 2

Getting all functional business contributors to support the core goals of a business as a team requires a system that considers all of the following requirements except _________.

A) defining system boundaries
B) determining interrelationships
C) developing departmental tactical plans
D) performing trade-off analysis

Answer 2

developing departmental tactical plans

Question 3

A __________ organization is defined as the grouping of resources into specific departments, such as research and development, purchasing, production, logistics, and marketing.

A) business unit
B) matrix
C) SCM
D) functional

Answer 3

functional

Question 4

A ________ is a capability the company is so good at that it provides the company a competitive advantage.

A) strategic value
B) core competency
C) economies of scale
D) target task

Question 5

Every process consists of a set of identifiable flows and value-added activities that are comprised of information flow, physical flow and financial flow

Question 6

What key element of a business enables the business defines its value propositions and drives competency development?

A) strategic plan
B) customer focus
C) core competency
D) systems thinking

Question 7

RFID is interpreted as __________.

A) this term has no specific meaning in this text or course
B) radio frequency inventory and distribution
C) regional funding and identification
D) radio frequency identification tags

Question 8

All of the following are business resources as part of a value-added system of the internal and external supply chain except________.

A) technology
B) people
C) competition
D) materials

Question 9

One of the pitfalls of functional thinking is that managers view every decision from their own function's perspective, ignoring other viewpoints.

Question 10

Meeting customer expectations requires a shift from a functional organization to a process orientation.

Question 11

A process consists of a set of identifiable flows and value added activities. Three distinct flows define each process: an information flow, a ________ flow, and a financial flow.

A) physical
B) theoretical
C) value-stream
D) supply chain

Question 12

Research and Development is a functional business group that translates customer needs into tangible products. The goal is to build appealing, -to-make products with shorter concept-to-market lead times.

Question 13

Traditional organization structures drive systems thinking-managers begin to see the world from a narrow, functional perspective, acting as if their function were the company

Question 14

"Systems Thinking" regarding process management is the holistic process of considering both: the immediate local outcomes and the longer-term __________ ramifications of decision.

A) systems-wide
B) local
C) strategic
D) departmental

Question 15

When cultivating "Systems Thinking" and promoting organizational transformation, managers need to recognize and understand all of the following elements for managing a supply chain except _______.

A) A holistic view of company organization
B) information availability and accuracy
C) tradeoffs between cost and efficiency
D) performance measurement

Question 16

________is the radical redesign of business processes made possible by systems think and improved information technology.

A) Process reengineering
B) Produce design
C) Project management
D) Development engineering

Question 17

Essential elements of __________ management include the timely flow of information, efficient flow of physical materials and the effective cash flow management.

A) business
B) process
C) product
D) project

Question 18

The "total cost of ownership" of a purchased material referred to in the text is explained as ________.

A) purchasing the lowest price component
B) the sum of the costs of purchasing, transportation, using, warranting and disposing
C) the global sourced cost
D) purchase price plus the direct labor expense

Question 19

The requirements for systems thinking are (a) a holistic view of the system, (b) access to accurate information, (c) functional organizational structure, (d) supportive measurement, and (e) rigorous systems analysis.

Question 20

"Functional Thinking" regarding process management seeks the local, departmental optimum, often at the expense of the overall ________ performance.

A) departmental
B) system's
C) customer
D) individual

Question 21

A value proposition is something the company is so good at that it provides the company a competitive advantage.

Question 22

The process steps for "systems analysis" in support of company and supply chain systems management include: establish core goal, define system boundaries, determine interrelationships, determine information requirements, trade-off analysis, identify system constraints, and make a decision

Question 23

Defining the system boundaries is a prerequisite to identifying the process goal.

Question 24

To cultivate systems thinking and promote organizational transformation, managers need to recognize and understand the five requirements for managing a company or a supply chain as a system. They include a holistic view, information, teamwork, performance measurement, and systems analysis.

Question 25

When developing core competencies there are two strategies that are most often employed: cost leadership and marketing advertising.

Question 26

Describe the major elements outlined in the text of "system thinking" and discuss how they can influence the effective management of the supply chain.

Question 27

The text suggests that "functional organization impedes process thinking" and "traditional organization structures drive functional thinking". In your own word please explain what these statements mean.

Question 28

Organizing by functional group impedes system process thinking.

Question 29

Every system has constraints that limit available decision-making options.

Question 30

One of the most serious challenges is to achieve process integration's agility and differentiation without losing functional expertise.

Question 31

At world class companies, education and training are the foundation for successful human resource policies.

Question 32

To achieve cost leadership, a company must create an intrinsic advantage such as economies of scale, uniquely productive processes or low-cost factors.

Question 33

Process mapping identifies individual activities, their specific roles, the people involved, and critical performance dimensions such as time taken by each step.

Question 34

The responsibility for a process redesign should be performed where the work is done.

Question 35

A process view of the company links systems thinking to strategy so that all of the company's functional and resource decisions are consistently focused on achieving the company's most important objectives.

Question 36

Process reengineering is the radical redesign of business products.

Question 37

The transformation from a functional organization to a process-driven company is challenging under the best of circumstance. One of the biggest hurdles is the uncertainty introduced by the transformation.

Question 38

Core competencies are rare and very hard for competitors to copy.

Question 39

Usually decisions made in one area of process seldom affect performance in other areas.

Question 40

Innovation requires a company to develop a product or process attribute that reduces price sensitivity.

Question 41

Fill in the Blank(s)
The business resource of refers to the physical, bricks-and-mortar assets a company uses in the value creation process.

Question 42

The terms process re-engineering and traditional restructuring are used to describe designs or changes in business processes. Explain how they are different in relationship to each other. Traditional restructuring replaces other resources with technology without changing the basic process design. Re-engineering creates processes from the beginning.
Fill in the Blank(s) (Blank Identified in RED)

Question 43

Fill in the Blank(s)
Meeting customer expectations requires a shift from a orientation.

Question 44

Total cost of ownership is cited as an effective performance measurement of supply chain effectiveness. Unit price, brokerage costs, and damage in transit are just a few of them. Outline as least six (6) additional supply chain global operational costs cited in the text and define each.

Question 45

Fill in the Blank(s)
identifies individual activities, their specific roles, the people involved, and critical performance dimensions such as time taken by each step of a process and can be used to make the process visible so that it can be redesigned.

Question 46

Fill in the Blank(s)
The requirements for systems thinking are (a) a holistic view of the system, (b) access to accurate information,(c) (d) supportive measurement, and (e) rigorous systems analysis.

Question 47

Fill in the Blank(s)
Systems analysis consists of the following steps: (a) establish a core goal, (b) define the system , (c) determine interrelationships, (d) define information requirements, (e) perform trade-off analysis, and (f) evaluate system constraints.

Question 48

Fill in the Blank(s)
A most common approach to building a borderless culture in support of systems thinking is and inter-organizational teaming.

Question 49

Fill in the Blank(s)
The can only be assessed by evaluating the costs associated with purchasing, transporting, using, warranting, and disposing of the item.

Question 50

Fill in the Blank(s)
Michael Porter, professor at Harvard Business School and leading authority on competitive strategy and international competitiveness cites two strategies that should be considered when developing the overall business strategy: and differentiation.

Question 51

Fill in the Blank(s)
To cultivate systems thinking and promote organizational transformation, managers need to recognize and understand the five requirements for managing a company or a supply chain as a system. They are holistic view, , cross-functional teamwork, performance measurement, and system analysis.

Question 52

Fill in the Blank(s)
A view of the company links systems thinking to strategy so that all of the company's functional and resource decisions are consistently focused on achieving the company's most important objectives.

Question 53

Fill in the Blank(s)
Regarding the management of business resources, there are four resources as part of its own value-added system or as part of the larger supply chain. These resources are people, , materials, and infrastructure.

Question 54

Fill in the Blank(s)
Firms typically organize their businesses by function. This method of organization typically process thinking.

Question 55

Fill in the Blank(s)
thinking" is the holistic process of considering both the immediate local outcomes and the longer-term systems-wide ramifications of decisions.

Question 56

Fill in the Blank(s)
Traditional organization structures typically drive thinking-managers begin to see the world from a narrow, functional perspective, acting as if their function were the company.

Question 57

Fill in the Blank(s)
describes the radical redesign of business processes made possible by systems thinking and improved information technology.

Question 58

Fill in the Blank(s)
A is a capability of the company that is so good at that it provides the company a competitive advantage.

Question 59

Michael Porter, professor at Harvard Business School and leading authority on competitive strategy and international competitiveness cites two strategies that should be considered when developing the overall business strategy: cost leadership and differentiation. Please explain these terms in the context of a business strategy.

Question 60

Fill in the Blank(s)
There are three distinct flows and value-added activities that define every process: an flow, a physical flow, and a financial flow.

Question 61

Fill in the Blank(s)
The responsibility for redesign should occur at the location of and by those who perform the work.

Question 62

Fill in the Blank(s)
organization is the grouping of resources into specific departments, such as research and development, purchasing, production, logistics, and marketing.