Deck 11: Supply Chain Process Integration

Question 1

Which of the following are definitions of Supply Chain Management (SCM) currently in use by American businesses?

A) Supply Chain Management integrates supply and demand management within and across companies.
B) Supply Chain Management is the systemic, strategic coordination of the traditional business functions and the tactics across these business functions within a particular company and across businesses within the supply chain, for the purposes of improving the long term performance of the individual companies and the supply chain as a whole.
C) Supply Chain Management is a seamless, coordinated processes that optimize informational and operational flows between departments and partners in the supply chain, which improves service capabilities while achieving lower total supply chain costs.
D) All of these are definitions of SCM currently used by American businesses.

Answer 1

All of these are definitions of SCM currently used by American businesses.

Question 2

Which of the following statements is true concerning a business process framework and process mapping?

A) Both methods provide value and can be used separately or together.
B) Both methods provide value but the methods cannot be used together.
C) These methods tend to decrease integration between distinctive processes.
D) Both methods increase integration between processes but process mapping causes a misalignment between processes.

Answer 2

Both methods provide value and can be used separately or together.

Question 3

ACME Widget is attempting to streamline its supply chain. Which of the following tools might be helpful in identifying redundant activities and bottlenecks?

A) Economic Order Quantity
B) Process Map
C) Just In Time Inventory Management
D) Fair Market Value Accounting

Answer 3

Process Map

Question 4

Once a firm's process map identifies activities that are not adding value, what is the logical response?

A) Re-draw the process map to avoid the non-value added activity.
B) Decrease the visibility of the non-value added activity.
C) Modify or eliminate the non-value added activity.
D) Link the non-value added activity to other bottlenecks in the firm.

Question 5

Which of the following are types of process maps?

A) Workflow diagram
B) Business scope diagram
C) Value Stream map
D) Thread diagram
E) All of these are types of process maps.

Question 6

What is the definition of true collaboration?

A) Signed contracts describing shipping deadlines and payment milestones
B) Firm's that use the same supply chain vendors
C) The interaction through a series of internal functional meetings and document exchanges.
D) A common understanding of what drives each function toward the company's overarching goals

Question 7

Which of the following are requirements needed when two firms agree to collaborate on a project?

A) A collaboration expert must be hired
B) Tax returns for each firm must be exchanged
C) Deadlines must be determined
D) A stock swap must be announced

Question 8

What's the difference between a simple interaction and a true collaboration?

A) No difference
B) A simple interaction is marked by internal functions focusing on their own short-term performance. Collaboration requires people working together for shared goals.
C) Simple interactions occur within organizations. Collaborations occur between organizations.
D) Simple interactions require only meetings. Collaborations require process mapping.

Question 9

Which of the following is an indicator of a trust-embedded culture?

A) Participants view others as faithful employees.
B) Participants seek to verify information from different functions.
C) Participants attempt to minimize suspicious assumptions concerning different functional areas.
D) Participants attribute high levels of integrity, competence, and loyalty to other participants.

Question 10

True collaboration reflects the degree of dependency between groups where there exists which of the following:

A) Functional silos
B) Iron-clad contract language
C) 3^rd Party negotiation team
D) Mutual understanding of objectives

Question 11

In which of the following ways is a business process framework more comprehensive than typical process mapping?

A) Business process frameworks are typically implemented at a higher level within the firm than a process map.
B) Business process frameworks are not predefined maps of an organization.
C) Business process frameworks are not predefined maps of your organization, a list of must have metrics, or a must-have list of practices.
D) Business process frameworks are more comprehensive than process maps.
E) All of these are correct.

Question 12

Supply chain frameworks should contain certain essential attributes and functionality if they are to be effective as management tools. Which of these choices describe one of those essential elements?

A) Maintain supply chain confidentiality and limit the flow of information within the supply chain
B) Avoid cross-functional/cross enterprise view of the organization
C) Create a unique, and firm-specific, definition of SCM
D) Provide standard definitions for key supply chain processes

Question 13

Which of the following statements accurately describes the Supply Chain Operations Reference (SCOR) Model?

A) SCOR provides a standardized method for measuring supply chain performance and to create a common set of metrics that could be used for benchmarking.
B) SCOR's goal is to enable users to address, improve, and communicate supply-chain management practices within and between all interested parties.
C) The SCOR model is highly process-focused.
D) The SCOR Model provides a cross-industry standard application for modeling a company's supply chain processes.
E) All of these are correct.

Question 14

Which of the following is a criticism of the Supply Chain Operations Reference Model (SCOR)?

A) SCOR's assessment phase (phase two, involving the analysis and potential benchmarking of metrics) is not very helpful in establishing the "as is" status of a company's supply chain and therefore cannot assist in developing the "to be" plan for supply chain users.
B) The SCOR Model integrates cross-functional areas such as sales and marketing (demand generation), research and technology development, product development, and some elements of post-delivery customer support.
C) The SCOR Model is complex, and therefore requires a significant amount of training to understand and build a custom model.
D) All of these are criticisms of the SCOR Model.

Question 15

On the simplest level, the Process Classification Framework (PCF) is

A) an inventory management system
B) a narrative that describes the supply chain of the firm.
C) a list that is organized in a hierarchical structure.
D) a diagram of the firm's management structure

Question 16

In what ways is the Process Classification Framework (PCF) preferable to the Supply Chain Operations Reference (SCOR) model?

A) Some practitioners find the PCF easier to understand, apply, and use than the SCOR Model.
B) As an enterprise- wide framework, the PCF provides a better cross-functional view of the enterprise.
C) PCF is specific to large firms (10,000 employees or more). SCOR can only be used by firms with less than 1,000 employees.
D) Both some practitioners find the PCF easier to understand, apply, and use than the SCOR Model and as an enterprise- wide framework, the PCF provides a better cross-functional view of the enterprise are true

Question 17

Firms that have modeled their processes under the Process Classification Framework (PCF) can compare their performances with industry peers by providing their data to the

A) Security and Exchange Commission (SEC)
B) Open Standards Benchmarking Collaborative (OSBC)
C) Supply Chain Council (SCC)
D) Financial Accounting Standards Board (FASB)

Question 18

Supply chain management is a cross-disciplinary concept.

Question 19

The striking commonality between most definitions of SCM is that supply chain management is an integrating function.

Question 20

Two important conclusions can be drawn from various SCM definitions. First, supply chain management is a corporate task. Second, it modifies behaviors at the organizational level in order to reach functional goals.

Question 21

To integrate and better align processes and/or the functional areas in a firm, companies can use two different methods-either a business process framework or process mapping.

Question 22

The SCOR Model divides business activities into six processes: Plan, Source, Make, Deliver, Return and, Enable. Business process frameworks attempt to link performance, practices, and processes to where in the organization the work is performed. Process mapping is different from business process frameworks and in many instances is used as part of the overall implementation of a business process framework.

Question 23

A process is any single activity.

Question 24

The main drawback of Process Mapping is the fact that mapping makes it more difficult to identify activities within a process that are not adding value.

Question 25

Thread diagrams show how processes are interconnected and the complexity or redundancy of higher level processes.

Question 26

A Process map is the same thing as a business process framework.

Question 27

As supply chain integration continues to reach upstream, it will become less important for supply chain managers and organizations to understand how their organizations operate in a global environment.

Question 28

True collaboration requires the parties involved define key words.

Question 29

Typical goals from collaborative relationships include improved profitability, access to innovation and capabilities, lower cost structures, improved service levels, higher market share, or often a combination of these.

Question 30

For true collaboration there must be awareness and support on the part of management-not just in words, but also by example.

Question 31

Business process frameworks provide a common language that can be easily adopted by an organization to facilitate communication between the different departments or functions such as IT, finance, marketing, distribution and transportation, and sales.

Question 32

Business process frameworks are basically identical to process maps.

Question 33

Companies can create their own business process framework that is very unique to their industry, operations, or customers. Or, a company can use a generic approach, such as the SCOR Model or APQC's Process Classification Framework, and tailor the model to their particular environment.

Question 34

The Supply Chain Operations Reference (SCOR) Model is not well suited for understanding the complexities of the electronics and consumer goods industries.

Question 35

One unique aspect to the SCOR Model (added in the version of the SCOR Model, SCOR 10.0 released in 2011) is the standards for managing talent in the supply chain that is complementary to the other sections of SCOR-Processes, Performance, and Practices.

Question 36

The mission of the Process Classification Framework (PCF) is to establish an open, universal standard for a process framework, created by industry for industry.

Question 37

Given the generic nature of the Process Classification Framework (PCF), new companies can readily use it as a starting point for analyzing their supply chains.