Supply Chain Strategic Fit – True or False

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Test your knowledge of supply chain basics

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Муштарий Мухиддинова

Uzbekistan

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Supply Chain Strategic Fit – True or False


Supply Chain Strategic Fit – True or FalseVersion en ligne Test your knowledge of supply chain basics par Муштарий Мухиддинова 1 The number of facilities has no impact on transportation costs. Yes No 2 A push/pull boundary separates push processes from pull processes. Yes No 3 Seasonal inventory is built up to counter unpredictable variability in demand. Yes No 4 Strategic fit means the competitive strategy and supply chain strategies align to achieve goals. Yes No 5 Distributor storage with carrier delivery offers faster response time than some other storage options. Yes No 6 Facilities are the physical locations where product is stored, assembled, or fabricated. Yes No 7 There are three key supply chain decision phases: design (strategy), planning, and operation. Yes No 8 The In-Transit Merge Network has a service dimension with response time similar to drop-shipping. Yes No 9 Retail storage with customer pickup can provide same-day, immediate pickup for items stored locally at the pickup site. Yes No 10 The Push/Pull boundary is not used to separate push from pull processes in any part of the supply chain. Yes No 11 Manufacturer storage with direct shipping guarantees the fastest time to market for all products. Yes No 12 In a supply chain, customer value is not considered when calculating surplus. Yes No 13 Transportation moves the product between stages in the supply chain. Yes No 14 The Push/Pull View classifies processes depending on whether they are executed in response to a customer order or in anticipation of customer orders. Yes No 15 Supply chain planning decisions start with a forecast of demand in the coming year. Yes No 16 Customer experience is completely independent of the distribution network chosen. Yes No 17 Pricing decisions have no impact on demand profiles. Yes No 18 Little’s law is I = D / T. Yes No 19 A supply chain includes manufacturers, suppliers, transporters, warehouses, retailers, and customers. Yes No 20 The objective of a supply chain is to maximize overall value generated, i.e., maximize the difference between customer value and supply chain cost. Yes No 21 The Cycle View divides processes into cycles at the interface between successive stages of the supply chain. Yes No 22 A key goal of distribution network design is to balance value provided to the customer with the cost of meeting their needs. Yes No 23 One of the six design options for distribution networks is Manufacturer storage with direct shipping. Yes No 24 Little’s law: I = D * T. Yes No 25 In-transit merge networks incur higher transportation costs than direct shipping. Yes No 26 The objective of a supply chain is to maximize overall value generated, i.e., supply chain surplus = customer value minus supply chain cost. Yes No 27 Facilities only include production sites and storage facilities are not considered in decision making. Yes No 28 Forecast horizon must be shorter than the lead time. Yes No 29 Supply chain surplus is calculated as customer value plus supply chain cost. Yes No 30 Retail storage with customer pickup always has the lowest inventory costs among all options. Yes No 31 Push processes are always faster than pull processes. Yes No 32 The objective of a supply chain is to maximize individual departmental performance rather than total value. Yes No 33 Supplier lead time measures the average time between order placement and arrival. Yes No 34 Flow time efficiency is the ratio of theoretical flow time to actual flow time. Yes No 35 CRM, ISCM, and SRM are only external activities dealing with suppliers or customers, not internal processes. Yes No 36 The optimal supply chain minimizes total cost regardless of demand uncertainty. Yes No 37 Cycle view divides processes at interfaces between successive stages of the supply chain. Yes No 38 The objective of a supply chain is to minimize total cost regardless of customer value. Yes No 39 The push view includes all processes initiated only by customer orders with no anticipatory activities. Yes No 40 The Cycle View organizes processes by the geographic distance between stages rather than timing. Yes No

Supply Chain Strategic Fit – True or False

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Supply Chain Strategic Fit – True or FalseVersion en ligne

par Муштарий Мухиддинова

The number of facilities has no impact on transportation costs.

A push/pull boundary separates push processes from pull processes.

Seasonal inventory is built up to counter unpredictable variability in demand.

Strategic fit means the competitive strategy and supply chain strategies align to achieve goals.

Distributor storage with carrier delivery offers faster response time than some other storage options.

Facilities are the physical locations where product is stored, assembled, or fabricated.

There are three key supply chain decision phases: design (strategy), planning, and operation.

The In-Transit Merge Network has a service dimension with response time similar to drop-shipping.

Retail storage with customer pickup can provide same-day, immediate pickup for items stored locally at the pickup site.

The Push/Pull boundary is not used to separate push from pull processes in any part of the supply chain.

Manufacturer storage with direct shipping guarantees the fastest time to market for all products.

In a supply chain, customer value is not considered when calculating surplus.

Transportation moves the product between stages in the supply chain.

The Push/Pull View classifies processes depending on whether they are executed in response to a customer order or in anticipation of customer orders.

Supply chain planning decisions start with a forecast of demand in the coming year.

Customer experience is completely independent of the distribution network chosen.

Pricing decisions have no impact on demand profiles.

Little’s law is I = D / T.

A supply chain includes manufacturers, suppliers, transporters, warehouses, retailers, and customers.

The objective of a supply chain is to maximize overall value generated, i.e., maximize the difference between customer value and supply chain cost.

The Cycle View divides processes into cycles at the interface between successive stages of the supply chain.

A key goal of distribution network design is to balance value provided to the customer with the cost of meeting their needs.

One of the six design options for distribution networks is Manufacturer storage with direct shipping.

Little’s law: I = D * T.

In-transit merge networks incur higher transportation costs than direct shipping.

The objective of a supply chain is to maximize overall value generated, i.e., supply chain surplus = customer value minus supply chain cost.

Facilities only include production sites and storage facilities are not considered in decision making.

Forecast horizon must be shorter than the lead time.

Supply chain surplus is calculated as customer value plus supply chain cost.

Retail storage with customer pickup always has the lowest inventory costs among all options.

Push processes are always faster than pull processes.

The objective of a supply chain is to maximize individual departmental performance rather than total value.

Supplier lead time measures the average time between order placement and arrival.

Flow time efficiency is the ratio of theoretical flow time to actual flow time.

CRM, ISCM, and SRM are only external activities dealing with suppliers or customers, not internal processes.

The optimal supply chain minimizes total cost regardless of demand uncertainty.

Cycle view divides processes at interfaces between successive stages of the supply chain.

The objective of a supply chain is to minimize total cost regardless of customer value.

The push view includes all processes initiated only by customer orders with no anticipatory activities.

The Cycle View organizes processes by the geographic distance between stages rather than timing.