Purchasing And Supply Management 16th International Edition P. Fraser Johnson - Solutions

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6. Differentiate between purchasing, procurement, materials management, logistics, supply management, and supply chain management.
5. Is purchasing a profession? If not, why not? If yes, how will the profession, and the people practicing it, change over the next decade?
4. “In the long term, the success of any organization depends on its ability to create and maintain a customer.” Do you agree? What does this have to do with purchasing and supply management?
3. What kinds of decisions does a typical supply manager make?
2. “Supply is not profit making; instead, it is profit taking since it spends organizational resources.” Do you agree?
1. What is the profit-leverage effect of supply? Is it the same in all organizations?
Show how supply can affect our fi rm’s competitive position?
Get others to recognize the profi t-leverage effect of purchasing/supply management?
Align our supply strategy with the organization’s strategy?
Identify opportunities for meaningful involvement in major corporate activities?
Try to fi nd out what the organization’s total spend with suppliers really is?
Rethink how supply can contribute more effectively to organizational goals and strategies?
What are the key metrics of supply performance?
Why isn’t there a standard system for evaluating supply performance that could be used by all types of organizations? How difficult would it be to develop such a standard system?
What is the difference between a supply plan and a supply budget? In which areas should a supply budget be prepared? How would these budgets be established?
What questions would be asked in a commodity study? Where would you obtain the information?
In what ways might a firm organize to do supply research? What are the advantages and disadvantages of each? Which would you recommend in a (a) small organization, (b) a medium-sized organization, and (c) a large organization?
What are the various subject areas of supply research? Which area do you think would be most productive in (a) the short run and (b)the long run?
How does value analysis differ from value engineering?
What is a conflict of interest? What steps should supply managers take to avoid potential conflicts of interest?
Where does the borderline fall between gifts and bribery?
What are the liability issues when contracting for software?
What legal issues would you want to consider before setting up an e-procurement system in a company?
What can supply managers do to minimize the company’s risk of a product liability lawsuit?
What actions can the supply manager take to protect intellectual property rights and avoid legal action?
What authority does a supply manager have to make decisions that are binding on the principal? What responsibility do purchasing agents have for the consequences of their decisions?
Is an oral contract legally enforceable? Under what conditions?
Under what conditions might purchasers be personally liable for contracts they enter into?
What are the legal rights of the buyer if goods delivered by a supplier do not measure up to the specifications?
Does a salesperson have basically the same legal authority as a buyer? If not, how is it different?
What is alternative dispute resolution? When and how should it be used?
Does a supplier have to accept a PO exactly as offered by the buyer to create a legally binding contract?
Under what conditions is it realistic for a buyer to cancel a contract for goods? For services? For a seller to cancel a contract for goods? For services?
What is counterfeiting and how does this issue affect supply managers?
What are Incoterms? What factors should be considered when selecting an Incoterm?
What advantages are there for buyers affected by the North American Free Trade Agreement (NAFTA)? What is a certificate of origin? Why does the buyer need to be concerned with this?
How can the buyer make effective use of foreign trade zones?
What are the forms of countertrade, and what problems do they cause for the buyer? How can the buyer help make countertrade work?
What are the pros and cons of buying direct versus using some form of intermediary?
How can the buyer best identify potential international sources? Evaluate potential suppliers?
How can the buying firm minimize the problem areas connected with global buying? Which do you feel are most serious?
What do firms see as the principal advantages to be gained when they buy globally? What are the principal disadvantages?
Why have North American firms outsourced and offshored the manufacture of goods and delivery of services?
What are the factors/forces that have caused the increase in global trade? What changes do you think will occur in the next 10 years?
What is the relationship between satisfaction and stability in buyer–supplier relations?
What are the potential risks and problems of buyer–supplier partnerships and alliances?
What are the differences between an operational alliance and a strategic alliance?
What are the goals of early supplier involvement (ESI)? How does ESI fit in with cross-functional teams?
What is a strategic alliance and why is it used?
Why create a partnership?
Why are buyer–supplier relationships important?
Why is purchasing focusing more attention on a supplier’s management as part of the evaluation process? How might this evaluation be conducted?
What are the similarities and differences between evaluating new and existing sources of supply?
When might it be appropriate to conduct a formal, rather than an informal, supplier evaluation?
What is a weighted point evaluation system? Why is it used?
When should a purchaser use supplier development and why?
How might sustainability issues impact a supplier selection decision?
How might political issues impact a supplier selection decision?
Why is supply focusing more attention on a supplier’s management as part of the evaluation process? How might this evaluation be conducted?
What are the similarities and differences between evaluating new and existing sources of supply?
When might it be appropriate to conduct a formal, rather than an informal, supplier evaluation?
What are the advantages of purchasing from large, global sources?
Why might it be preferable to buy from a distributor or wholesaler rather than directly from the manufacturer?
What are standard supply risks? How might they be mitigated?
Why is the trend toward single sourcing? What are the disadvantages to this trend?
What challenges do you see in assessing a supplier’s sustainability performance?
Why might a supply manager prefer to look for a new supplier rather than place additional business with an existing supplier? Why not?
How can supply chain financing influence purchasing costs?
What are the best methods to track and report supply cost savings?
Please comment on the following statement: Target costing can only be used for manufactured items and cannot be applied to services.
What is the difference between “managing costs” as opposed to “managing prices”?
What is total cost of ownership (TCO), and how is it determined?
What is activity-based costing (ABC), and how can the buyer use ABC to reduce costs?
Why do firms use target costing? How are target costs established?
What is a learning curve and how can it be used?
What are the major cost categories that you would include when estimating a supplier’s cost for a service? How would you estimate the cost if the supplier was either unwilling or unable to provide a detailed cost breakdown?
What are the major cost categories that you would include when estimating a supplier’s cost for a manufacturing item? How would you estimate such costs if the supplier was either unwilling or unable to provide a detailed cost breakdown?
What is cost-based pricing? How and why is it used?
What are the differences in bidding for purchasers in the private and public sectors?
What is the difference between forward buying and speculation?
Does hedging remove all risk? Why or why not?
Why might a buyer wish to hedge a commodity purchase? How would the buyer do that?
What are cash discounts, quantity discounts, trade discounts, and cumulative discounts? Should the buyer attempt to use these discounts? How?
What can the buyer do if he or she suspects collusion on the part of suppliers?
Distinguish between direct and indirect costs. How can the buyer analyze these costs?
What methods can the buyer use to establish price for (a) raw materials; (b) professionals services; (c) parts, components, and packaging; and (d) MRO supplies?
What are the various ways by which prices are determined?
How is supplier cost related to supplier price?
What disadvantages does the competitive bid process have as a method of price determination?
What is the significance of the Sherman Antitrust and the Robinson-Patman acts to the industrial buyer?
What are the key issues when deciding how a service is delivered?
Under what circumstances might a buyer prefer each of the following carriers: TL, LTL, air, water, rail, intermodal?
How would logistics decisions be affected by a JIT purchasing arrangement?
What strategies should be developed to effectively manage the logistics function?
What does FOB mean? What variations are there in FOB terms?
What are the use and significance of the bill of lading?
What kinds of shipping needs are best met by a courier and why?
What types of transportation damage might occur and how should each be handled?
Why might an organization decide to outsource all or some of its logistics activities to a third party?
How do firms organize to handle the logistics function?

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Purchasing And Supply Management 16th International Edition P. Fraser Johnson - Solutions

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