Supply Chain Management A Global Perspective 1st Edition Nada R. Sanders - Solutions

4. Explain vertical integration and how it is different from SCM. In what cases would it make sense for a company to vertically integrate?
3. Explain how constraints in a system work. Find an example of a constraint you have encountered recently in your everyday life—whether at work or shopping. How did the constraint affect you? What would happen if the constraint was removed?
2. Find an example of a business and identify the processes needed to deliver the product to the final customer. What do you think is the bottleneck in this process? How would you suggest it be managed?
1. Explain what a process is and how activities in a process function as a system. Find an example of a process and identify the different activities involved. How would you improve this process? What would that involve?
3. Papi Toys can produce 500 toys in a single day under maximum conditions.However, it is designed to produce 400 units per day under normal conditions.In February, it produced 480 units per day. What was Papi Toys’ capacity utilization for both design and effective capacity? What do these
2. Leopard Transportation company is designed to process 80 orders per day but can process as many as 100 orders per day under extreme conditions. For the past month, it has processed 90 orders per day. What is the company’s capacity utilization? What comments can youmake regarding its processing
1. Shex Hotel can accommodate 300 guests in a single day under maximum conditions.However, under normal conditions this hotel is designed to accommodate 200 guests per day. In September, the hotel accommodated 150 guests in one day. What is the hotel’s capacity utilization?
4. Based on the business nature of the company, the industry, and the current environment, what would you recommend doing?Boca Electronics, a manufacturer of semiconductor components was established in Houston, Texas in 2002 after spinning off its parent company. Originally a branch of Vissay Inc.,
3. If the company chose to stay with the system it currently has, what are some potential consequences that can occur in the future?Boca Electronics, a manufacturer of semiconductor components was established in Houston, Texas in 2002 after spinning off its parent company. Originally a branch of
2. What are the potential impacts of such implementation on the company’s suppliers and customers?Boca Electronics, a manufacturer of semiconductor components was established in Houston, Texas in 2002 after spinning off its parent company. Originally a branch of Vissay Inc., Boca Electronics had
1. Determine the trade-offs of implementing an ERP system in the company versus buying best of breed software and using middleware to integrate.Boca Electronics, a manufacturer of semiconductor components was established in Houston, Texas in 2002 after spinning off its parent company. Originally a
4. What are the differences when looking for suppliers to meet cost standards versus quality standards?Surplus Styles is a manufacturer of hair care products, including shampoos, conditioners, and hair gels. The company, located in Southern California, bottles the shampoos and other various hair
3. Should Derick go through a competitive bid in the future? If so, should he do it for all purchased products or just some products?Surplus Styles is a manufacturer of hair care products, including shampoos, conditioners, and hair gels. The company, located in Southern California, bottles the
2. Should Derick ask for the required changes from the current suppliers? If they do not comply, should he solicit new suppliers? How might he do this?Surplus Styles is a manufacturer of hair care products, including shampoos, conditioners, and hair gels. The company, located in Southern
1. Identify the steps that Derick should take to solve his problem.Surplus Styles is a manufacturer of hair care products, including shampoos, conditioners, and hair gels. The company, located in Southern California, bottles the shampoos and other various hair products in their manufacturing plant,
5. Provide business examples of companies that compete on each one of the identified competitive priorities. Explain how their supply chain strategies are different based on their specific competitive priority. Select one of the business examples you provided and explain how the company would need
4. Provide business examples of the three operations strategies: make-to-stock, assemble-to-order, and make-to-order. Explain what it would take for a company to move from a make-to-stock strategy to make-to-order, and vice versa. What are the advantages and disadvantages of each strategy?
3. Explain the differences between vertical integration and outsourcing. Identify the strategic advantages of each and explain how each position can be used to help supply chain strategy.
2. Identify ways a company can move from a ‘‘commodity’’ position to one of a cost and/or value advantage. Is a commodity position always bad and how can companies differentiate themselves in this position?
1. Find an example of a company whose product you like. Identify its business strategy and its supply chain strategy. Explain whether or not the supply chain strategy supports the business strategy.
3. The diagnostic department at Saints Memorial Hospital provides medical tests and evaluations for patients, ranging from analyzing blood samples to performing magnetic resonance imaging (MRI). Average cost to patients is $60 per patient.Labor costs average $15 per patient, materials costs are $20
2. An automated packaging machine used in warehousing can sort and pack six large boxes in 15 minutes. A new machine that is being considered can sort and pack four boxes in 8 minutes. How much more productive is the new machine?
1. Mario’s Pizzeria is a local pizza shop. Mario is trying to evaluate the productivity of his operation. One worker can make approximately three pizzas in 30 minutes, whereas another four pizzas in 20 minutes. Which worker is more productive?
4. What lessons can be learned from Clayton’s situation?Clayton McNulty, owner of McNulty’s Muscular Materials (MMM), is sitting in his dim office located at the top of an old brown brick building, in an industrial area of South Boston. Clayton had just gotten off the phone with Sarah Holden,
3. What should Clayton do?Clayton McNulty, owner of McNulty’s Muscular Materials (MMM), is sitting in his dim office located at the top of an old brown brick building, in an industrial area of South Boston. Clayton had just gotten off the phone with Sarah Holden, his long-time friend and sole
2. What are the trade-offs for each of these potential options?Clayton McNulty, owner of McNulty’s Muscular Materials (MMM), is sitting in his dim office located at the top of an old brown brick building, in an industrial area of South Boston. Clayton had just gotten off the phone with Sarah
1. What potential options does Clayton have to procure the needed volume of fabrics in order to meet the deadline?Clayton McNulty, owner of McNulty’s Muscular Materials (MMM), is sitting in his dim office located at the top of an old brown brick building, in an industrial area of South Boston.
6. Identify at least three trends that impact SCM. Identify other trends not discussed in the text.
5. Identify key activities of SCM. Identify other drivers not mentioned in the text.
4. Identify the primary flows in a supply chain. Explain why there is flow in both directions and provide examples of each.
3. Identify two competing enterprises and their supply chains (e.g., Dell Computer versus Apple; K-Mart versus Wal-Mart; Toyota versus GM; UPS versus FedEx).Identify the elements of each chain from source of supply to final customer, and explain how the two chains are meeting (or not meeting)
2. Explain the relationship between SCM and logistics. Identify the differences and similarities. Is one a part of the other? How does one support the other?
1. Identify the primary ways in which SCM has improved the order fulfilment process.What other benefits has SCM provided to businesses?
5. Describe key political factors and non-tariff barriers that impact global supply chain management.
4. Identify key cost and non-cost considerations in managing global supply chains.
3. Describe global infrastructure challenges and role of technology.
2. Explain market and cultural challenges that impact global supply chains.
1. Describe the global supply chain environment and identify key impact factors.
6. Make a business case for sustainable SCM using concepts and examples from this chapter.
5. Identify specific changes organizations can make to support a sustainable supply chain.
4. Explain the supply chain sustainability model.
3. Describe methods of measuring and implementing sustainability.
2. Identify environmental and social costs inherent in supply chain activities.
1. Define sustainability and explain its role in supply chain management (SCM).
6. Describe the Lean Six Sigma supply chain.
5. Explain Statistical Process Control (SQC).
4. Explain Total Quality Management (TQM).
3. Explain Lean production.
2. Identify elements of the Lean philosophy.
1. Describe Lean and Six Sigma, and explain the benefits of ‘‘Lean Six Sigma.’’
6. Describe methods of dispute resolution and negotiation.
5. Explain different causes of conflict between supply chain members.
4. Describe the development and management of trust-based relationships.
3. Explain the differences between transactional-based and relational-based relationships.
2. Identify categories of supply chain relationships and their defining dimensions.
1. Explain the importance of relationships to SCM.
6. Describe methods of collaborative forecasting and demand planning.
5. Explain how to measure forecast accuracy.
4. Generate forecasts using quantitative models.
3. Identify key qualitative and quantitative forecasting models.
2. Describe the forecasting process.
1. Explain the impact of forecasting on supply chain management.
6. Explain ABC inventory classification and vendor managed inventory (VMI).
5. Understand practical issues of managing supply chain inventories.
4. Differentiate between independent and dependent demand.
3. Understand how to compute order quantities, reorder points, and safety stock.
2. Explain inventory systems and ordering policies.
1. Describe different types of inventory, their uses and costs.
5. Explain how to measure sourcing performance.
4. Explain characteristics of different types of sourcing engagements.
3. Describe the sourcing process.
2. Explain the impact of the sourcing function on the organization and the supply chain.
1. Define sourcing and explain the differences between purchasing, strategic sourcing, and supply management.
6. Explain the role of third-party-logistics (3PL) providers.
5. Explain the role of warehousing on logistics and describe cross-docking.
4. Explain differences between modes of transportation.
3. Explain reverse logistics and its challenges.
2. Identify and describe key logistics tasks.
1. Define logistics and explain its impact on supply chain management.
6. Explain the impact of e-commerce on channels of distribution and the supply chain.
5. Explain channels of distribution and their role in supply chain management.
4. Explain the voice of the customer (VOC) and quality function deployment (QFD).
3. Describe the tools of customer relationship management (CRM).
2. Describe how market segmentation impacts supply chain design.
1. Define marketing and explain its role in supply chain management.
6. Explain the role of process automation in layout design.
5. Describe the process of line balancing in designing product layouts.
4. Describe categories of facility layouts, and their link to process design and the supply chain.
3. Explain product and process design, and their impact on supply chain operations.
2. Describe operations decisions and explain how they impact supply chain management (SCM).
1. Define operations management (OM) and explain its role in the supply chain.
5. Explain how productivity can be used to measure competitiveness.
4. Explain differences in supply chain design based on organizational competitive priorities.
3. Identify and explain the building blocks of a supply chain strategy.
2. Explain how proper supply chain design can create a competitive advantage.
1. Define supply chain strategy and explain how it supports the business strategy.
6. Explain enterprise resource planning (ERP) as a system integration technology.
5. Describe key factors in designing a supply chain structure.
4. Describe the stages of supply chain integration.
3. Explain system constraints and variation in managing a supply chain network.

Showing 400 - 500 of 1434

Supply Chain Management A Global Perspective 1st Edition Nada R. Sanders - Solutions

Step by Step Answers