Strategic Supply Management Principles Theories And Practice 1st Edition Paul Cousins , Richard Lamming , Benn Lawson , Brian Squire - Solutions

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What factors should be considered in selecting a mode of transportation? A carrier?
Which logistics activities are most commonly outsourced to 3PL providers and why?
What factors should be considered if you are asked to reduce inventories by 20 percent?
Describe sources of variability in the supply chain. How does variability increase supply chain costs?
How does intangibility of services affect quantity decisions?
Why would anyone prefer to use a fixed-period reordering model over a fixed-quantity one?
What is the difference between JIT and MRP?
What problems do inaccurate usage forecasts create for buyers? For suppliers?
What is a kanban and why is it used?
What are buffer inventories?
In a typical fast-food operation, identify various forms and functions of inventory. How could total investment in inventories be lowered? What might be the potential consequences?
Why is it expensive to carry inventories?
What is a master production schedule and what role does it perform?
Of what interest is ABC analysis?
What are the differences between lean and TQM? What are the implications for supply?
What are some of the aspects of quality assurance when buying services?
What constitutes a “best buy”?
What are the trade-offs between 100 percent inspection and sampling?
What does it mean if a supplier is ISO 9001 certified? ISO 14001 certified?
Why was Deming so insistent on single sourcing? What are the risks associated with single sourcing and how might they be mitigated?
What are the various costs associated with quality, and why is it difficult to determine the magnitude of some of these costs?
How could a quality philosophy be applied to a supply department?
How does the degree of tangibility of a service influence quality assessment?
How might you establish a supplier certification program?
Why should a purchaser be familiar with the mathematics of quality control and inspection?
How would you determine the sustainability impact of a particular acquisition?
How does a supply professional know that a certain requirement is strategic?
What is the difference between standardization and simplification?
What are the disadvantages of specifying by performance? What are the advantages?
Why should a supply professional not acquire by brand?
Compare the acquisition of resale requirements to the acquisition of parts, components, or packaging.
What are some effective supply methods for dealing with maintenance, repair, and operating (MRO) requirements?
What are some major challenges in the acquisition of services? Please use examples.
How is capital goods acquisition different from the purchase of raw materials?
Why is early supply/supplier involvement (ESI) important?
Why is it preferable to separate need identification and specification or defining commercial equivalents into two separate stages?
What is a service triad? What unique challenges and opportunities does a service triad present for supply?
If you were the sole owner of your own company, would you favor making or buying? Why?
What role is expected of supply once an outsourcing decision has been made?
In the public sector, what name is frequently used for outsourcing? What are some major advantages to outsourcing in the public sector?
Why would an organization outsource its logistics? Engineering? Marketing?
What is subcontracting? How does subcontracting differ from a typical purchase order (PO)?
Why might an organization decide to outsource? Can you give an example?
What is the gray zone in make or buy? What are its implications?
Why is the make or buy decision considered strategic?
What is insourcing? How might one make the decision to insource an activity or not?
Why should an organization switch from buying to making?
What possible improvements in supply processes could technology offer in the future?
How does the use of an e-procurement system change the nature of the skills and knowledge required of supply management personnel?
What arguments would you use to convince a supplier to participate in a reverse auction?
When should you use reverse auctions to select a supplier?
How can an e-procurement system reduce the problem of small orders? Rush orders?
What are the costs and benefits of follow-up and expediting? Are there opportunities to reduce total cost of ownership at this stage of the process?
What records are needed for efficient operation of the supply function? How can data collection throughout the process help or hurt buyer–supplier relationships?
When would you issue an RFQ rather than an RFP and why?
What approaches, other than the standard supply procedure, might be used to minimize the small-value-order problem?
What contribution to supply efficiency might be effected through the use of (a) an e-procurement system, (b) online catalogs, and (c)online reverse auctions?
What are the steps in a robust supply management process?
Where in the supply process is there the greatest opportunity to add value and why?
What are indicators that supply is “meaningfully involved”?
What are the reasons for giving the CPO a title and reporting line equal to marketing, engineering, or other key business functions?
How does specialization within supply differ in small and large organizations?
What are the challenges faced by a supply manager working in a highly centralized structure? In a highly decentralized structure?
Relate the objectives of supply to (1) a company producing automobiles, (2) a large fast-food restaurant chain, (3) a financial institution, and (4) an integrated oil company.
Why should supply be concerned about the balance sheet?
What do you believe to be the most difficult obstacles to making a supply function strategic?
How can supply sell itself more effectively internally?
What type of data would supply need to contribute to an organization’s strategic growth? How might supply obtain such data?
What factors have caused the current interest in, and attention to, strategic purchasing and supply planning?
What can supply do to assist in minimizing a firm’s risk of product liability lawsuits?
Why should a supply manager consider hiring (or obtaining internally) an employee without any supply background?
Can you have a supply strategy in public procurement? Why or why not?
How can the supply manager determine which cost-reduction strategies to pursue?
What role can (should) supply play in determining a firm’s strategy in the area of social and environmental issues and trends?
How can the expectations of supply differ for private versus public organizations? Services versus goods producers?
How does supply management affect return on assets (ROA)? In what specific ways could you improve ROA through supply management?
In the petroleum and coal products industry, the total purchase/sales ratio is 80 percent, while in the food industry it is about 60 percent. Explain what these numbers mean. Of what significance is this number for a supply manager in a company in each of these industries?
In what ways might e-commerce influence the role of supply managers in their own organizations? In managing supply chains or networks?
Differentiate between purchasing, procurement, materials management, logistics, supply management, and supply chain management.
Is purchasing a profession? If not, why not? If yes, how will the profession, and the people practicing it, change over the next decade?
“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?
What kinds of decisions does a typical supply manager make?
“Supply is not profit making; instead, it is profit taking since it spends organizational resources.” Do you agree?
What is the profit-leverage effect of supply? Is it the same in all organizations?
appreciate how the purchasing function has evolved;
have an understanding of the key drivers of the evolution from purchasing to supply management;
have a clear understanding of the various roles that purchasing and supply management can play in achieving strategic success;
understand the different levels of analysis in supply chain management.
Discuss the evolution or the purchasing function from logistics, through administration, supply chain management to supply management and strategic decision making.
Using a PEST model, discuss the key drivers of the evolution of the supply management function in an organisation with which you are familiar.
Examine three case study companies and analyse what role their Purchasing department fulfils. In each case discuss whether the role that the Purchasing department fulfils has had an impact on the overall success of the business.
understand the fundamental significance of the make–buy decision to organisations in general and supply chain management in particular;
have a clear understanding of transaction cost approaches and be able to apply the theory to practical dilemmas;
have a clear understanding of competency approaches and be able to apply the theory to practical dilemmas.
the concept of supply strategy as it relates to supply chain configurations;
the implications of Kraljic’s positioning matrix;
the four key sourcing configurations;
the implications for choosing and applying appropriate sourcing strategies to commodity, product and service groups.
Discuss how the concept of supply strategy relates to supply chain configurations.
Apply Kraljic’s positioning matrix to a company of your choice, identifying suppliers that fall into each category within the matrix.

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Strategic Supply Management Principles Theories And Practice 1st Edition Paul Cousins , Richard Lamming , Benn Lawson , Brian Squire - Solutions

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