Chapter 10 11 and 12 Questions

Topics: Supply chain management, Management, Time Pages: 6 (1084 words) Published: April 25, 2015
Pg. 249
1. Supply chain management is planning, design and control of the materials and information that are flowing through the supply chain so they can meet the wants of customers. Demand management is when the goods and services in the supply chain are being managed. 2. a. suppliers of beef, vegetables and rolls

-factories and distribution centers
-the franchises that sell Big Macs
b. Oil drilling
- oil wells
-gas stations
-customer vehicles
c. Suppliers of automobile repair tools and parts
-repair shops
-customer vehicles
d. Suppliers of books
-paper manufacturer
-printing press
-book stores
3. It is an important area to study because it can be a long period of time for the materials to travel through the supply chain and materials spend a lot of time waiting in inventory so there is a chance there to reduce the total supply chain cycle time and gain the same reduction in inventory as well as increased flexibility and reduced costs. 4. Lead time can affect how long it can take to complete an order. Shipments can end up arriving late if the lead time is prolonged, which affects delivery performance. Forecast errors can cause a supplier to under or overestimate demand, which can lead to stock outs. Pg. 250

10. The approach that should be used is the one that will lead to the greatest improvement in the measures selected for improvement. The exchange of benefits and costs or disruption to the supply chain must also be considered. The changes that occur must be consistent with the operations strategy and goals. 12. Offshoring is getting the work done in a different country. Outsourcing is when an organization contracts work to a third party. Global sourcing is a strategy that businesses use to try and find the most cost efficient location for manufacturing. 15. Cross docking is an innovation in transportation that involves supplier shipments from docks at the warehouses and transferring them to the customer’s truck at another dock. This reduces the time that items spend in the warehouse inventory. It also speeds up the warehousing function. 18. E-procurement reduces transaction costs that occur between trading partners in a supply chain. It also helps to improve the quality of the information exchange which directly impacts the core operations of a company. It benefits the company who is placing the order as well as the company who is receiving the order. Pg. 276

1. Demand is measured by taking the amount that customers want and desire. Sales measure the amount that the customers actually end up purchasing. Sales accurately reflect demand if there are no stock outs. Demand can only forecast from historical sales data if there have been no stock outs or if the data is adjusted for stock outs. 2. A forecast is an unbiased estimate of what will happen. Planning is what the planners think should happen. Organizations can end up mixed up on these two when management does not make the distinction clear. 4.Qualitative methods may be most appropriate if historic data is not available or is inappropriate due to major changes or expected changes or if the costs of getting the data is too high. 6. For inventory and scheduling you have to consider the large amount of products and decisions that tend to be frequent. The cost required to make a qualitative or causal forecast is large when compared to possible improvements in accuracy. 10. Forecasting is used when it is a time series and predicting the series into the future is what’s being done. Prediction is predicting in a cross sectional setting where the data is a snapshot in time. 13.CPFR approach is used to achieve a more precise forecast which is done by the customers and suppliers in the supply chain. Collaboration is used to arrive at an acceptable forecast if the forecasts of the supplier and customer do not agree. This benefits the supplier and the customer. Pg. 313


References: Schroeder, R., Rungtusanatham, J. M., & Goldstein, S. (2013). Decisions and Cases: Operations Management in the Supply Chain. (6th ed.). New York, NY: McGraw-Hill
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