Supply Management

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Chapter 3 Supply Management: An Organization Spanning Activity

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1.As a philosophy, SM spans functional boundaries and company borders.

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2.Two sources of materials are internal production and external sources, where external sources are increasingly being used over internal production.

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3.In assuming greater strategic responsibility, the activities of supply managers increasingly span organizational boundaries.

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4.Efforts to improve do not cease at an organization's internal functions, but should span over the supply chain as well.

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5.In non-manufacturing organizations, supply management often must lead the requirements process.

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6.Supply management has a major impact on the efficient and effective use of our tax dollars at all levels of government.

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7.Many advances in supply management originated in the federal government.

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8.Virtually all of the problems present in manufacturing organizations are present in government procurement.

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9.Supply management's two primary interests relative to their key suppliers are quality and delivery.

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10.Among the reasons that supply management professionals should be involved in new product development are to clarify cost and provide information on the availability of materials.

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11.One of the objectives of a supply environment monitoring system is to protect the buying firm from unexpected threats or shocks from suppliers.

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12.A common conflict of interest between supply management and accounts payable is the timely payment to suppliers.

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13.Communication between manufacturing, marketing and supply management is required to accurately modify manufacturing schedules at the firm's suppliers when sales forecast changes.

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14.Supply management in manufacturing organizations is responsible for a very large percentage of a firm's financial resources, so a capable CFO should have a stake in managing the supply chain and desire collaboration with supply management.

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15.Communications about a product should flow freely between marketing, operations, material control and supply management from the beginning to the end of a product's life cycle.

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16.A realistic independent estimate is important to a supply manager responsible for a major item of capital equipment because it is the basis for developing a realistic negotiating objective.

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17.As a philosophy, SM is internally focused.

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18.Information technology is greatly simplifying the relationship between supply management and manufacturing.

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19.In assuming lesser strategic responsibility, the activities of supply managers are increasingly spanning less organizational boundaries.

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20.Efforts to improve should cease at an organization's internal functions and not span over the supply chain.

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21.In non-manufacturing organizations, supply management should not lead the requirements process.

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22.Supply management has little impact on the efficient and effective use of our tax dollars within government.

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23.Very few advances in supply management originated in the federal government.

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24.Almost all of the problems present in manufacturing organizations are not present in government procurement.

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25.Supply management's two primary interests relative to their key suppliers are quality and price.

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26.Supply management professionals should be involved in new product development as the directors...
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