Managing Operations Across the Supply Chain 3rd Edition Test Bank

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1-1Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent ofMcGraw-Hill Education.1.Which of the following is NOT one of the processes included in operations management?A.DesignB.FinanceC.ProduceD.DeliverAACSB: Reflective ThinkingBlooms: RememberDifficulty: 1 EasyGradable: automaticLearning Objective: 01-01 Explain what operations management is and why it is important.Topic: A Broad Definition of Supply Chain Operations Management2.A supply chain is a global network of organizations and activities involved in:A.Producing, buying, servicing, and disposing of goods and services.B.Designing, transforming, consuming, and disposing of goods and services.C.Financing, producing, and marketing of goods and services.D.Designing, financing, selling, and disposing of goods and services.The organizations and activities in a supply chain are involved in designing, transforming, consuming, and disposing of goodsand services.AACSB: Reflective ThinkingBlooms: RememberDifficulty: 1 EasyGradable:automaticLearning Objective: 01-01 Explain what operations management is and why it is important.Topic: A Broad Definition of Supply Chain Operations Management3.Operations managers answer questions of what, how, when, where, and who by defining both the ___________ and _____________aspects of the operations management system.A.Financing and capacityB.Marketing and deliveryC.Structural and infrastructuralD.Production and accountingStructural and infrastructural aspects ofoperations management must be defined to answer questions of what, how, when, where, andwho.AACSB: Reflective ThinkingBlooms: RememberDifficulty: 2 MediumGradable: automaticLearning Objective: 01-02 Describe the major decisions thatoperations managers typically make.Topic: A Broad Definition of Supply Chain Operations Management4.Structural operations management decisions include:A.Workforce, capacity, and facilities.B.Workforce, production planning, and materials controls.C.Capacity, facilities, and technology.D.Materials controls, supply chain, and value definition.Structural decisions include capacity, facilities, technology, and the supply chain network. The other decisions are infrastructuraldecisions.AACSB: Reflective ThinkingBlooms: RememberDifficulty: 2 MediumGradable: automaticLearning Objective: 01-02 Describe the major decisions that operations managers typically make.Topic: A Broad Definition of Supply ChainOperations Management

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1-2Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent ofMcGraw-Hill Education.5.Joe Jones was asked to undertake a project to determine the resources and capacity his firm would need in the next three to 10 years.These types of decisions are considered to be:A.Infrastructural aspects of operations management.B.Positional aspects of operations management.C.Assessment aspects of operations management.D.Structuralaspects of operations management.Resources and capacity are among the structural decisions.AACSB: Reflective ThinkingBlooms: ApplyDifficulty: 2 MediumGradable: automaticLearning Objective: 01-02 Describe the major decisions thatoperations managers typically make.Topic: A Broad Definition of Supply Chain Operations Management6.Physical goods can be differentiated from services in the operations management process by:A.Longer lead times and they can be inventoried.B.More capital intensive and short lead times.C.More labor intensive and longer lead times.D.More expensive and easier to control.Physical goods typically have longer lead times than services and can be inventoried (services typically cannot). SeeTable 1-1.AACSB: Reflective ThinkingBlooms: RememberDifficulty: 1 EasyGradable: automaticLearning Objective: 01-02 Describe the major decisions that operations managers typically make.Topic: A Broad Definition of Supply ChainOperations Management7.Which of the following functions would NOT have to think about "processes"?A.Logistics managementB.Production managementC.Supply managementD.AccountingE.All of these have to think about "processes."AACSB:Reflective ThinkingBlooms: RememberDifficulty: 1 EasyGradable: automaticLearning Objective: 01-03 Explain the role of processes and process thinking in operations management.Topic: A Broad Definition of Supply Chain Operations Management8.Which of the following statements about operations management processes is NOT true?A.Inputs to operations management processes can be materials, people, and/or information.B.Outputs of operations management processes are always tangible goods.C.Operations management processes involve transformation of inputs into valuable outputs.D.Design of operations processes should reflect what customers want.Outputs of operations management processes can be services.AACSB: Reflective ThinkingBlooms: RememberDifficulty: 2 MediumGradable: automaticLearning Objective: 01-03 Explain the role of processes and process thinking in operations management.Topic: A Broad Definition of Supply Chain Operations Management9.Growth of the supply chain management perspective in operations management results from the advent of:A.Technology and infrastructure advances.B.Collaborative networks.C.A focus on core capabilities.D.All of these.In addition to the three listedalternatives, reduction in trade barriers also contributed to growth of the supply chain perspective.AACSB: Reflective ThinkingBlooms: RememberDifficulty: 1 EasyGradable: automaticLearning Objective: 01-04 Explain what the supply chain is andwhat it means to view operations management using a supply chain perspective.Topic: Operations Management Yesterday and Today

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1-3Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent ofMcGraw-Hill Education.10. During the "mass production" era, operations management focused primarily on:A.Production and design.B.Internal production.C.The global supply chain.D.Sales, production and design.In the mass production era, the operations focus was on internal production.AACSB: Reflective ThinkingBlooms: RememberDifficulty: 2 MediumGradable:automaticLearning Objective: 01-04 Explain what the supply chain is and what it means to view operations management using a supply chain perspective.Topic: Operations Management Yesterday and Today11. While there is overlap betweenoperations management and supply chain management, the two are different in that:A.Operations management focuses on production, supply chain management focuses on supply and logistics.B.Operations management focuses on tangible goods, supply chain management focuses on services.C.Operations management focuses on processes, supply chain management focuses on relationships and flows.D.All of these.The key distinction is that supply chain management focuses on relationships and flows, whereas operations management focusesonprocesses.AACSB: Reflective ThinkingBlooms: ApplyDifficulty: 1 EasyGradable: automaticLearning Objective: 01-04 Explain what the supply chain is and what it means to view operations management using a supplychain perspective.Topic: Viewing Operations Management from a Supply Chain Management Perspective12.Johnson Company makes widgets, which it then sends to Smith Company. Smith Company puts the widgets in packages. SmithCompany is considered by Johnson to be a:A.Critical customer.B.Upstream product supplier.C.Aftermarket supplier.D.Downstream product supplier.Companies that enhance finished goods are considered downstream product suppliers.AACSB: Reflective ThinkingBlooms: ApplyDifficulty: 2 MediumGradable: automaticLearning Objective: 01-05 Identify the partners and functional groups that work together in operations management.Topic: Viewing Operations Management from a Supply Chain Perspective13. To anoperations manager, the "critical customer" is:A.The person who buys a product.B.The person who has the greatest impact on design, sales, and growth opportunities for the product.C.The Echelon 1 customer.D.The person who uses theproduct.The critical customer is one who has the greatest impact on design, sales, and growth opportunities.AACSB: Reflective ThinkingBlooms: RememberDifficulty: 1 EasyGradable: automaticLearning Objective: 01-05 Identify the partners and functional groups that work together in operations management.Topic: Viewing Operations Management from a Supply Chain Management Perspective14.Which functional activities are the most closely related to operations managers’ attempts to manage the flow ofmaterials and information in a firm?A.Finance, accounting, and supply managementB.Logistics, finance and supply managementC.Logistics, supply, and customer managementD.Customer, finance, and logistics managementAACSB: ReflectiveThinkingBlooms: RememberDifficulty: 1 EasyGradable: automaticLearning Objective: 01-06 Define the planning activities associated with managing operations across the supply chain.Topic: Viewing Operations Management from a Supply ChainManagement Perspective

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1-4Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent ofMcGraw-Hill Education.15.Jones Manufacturing sells a part to Lear Corporation. Lear puts this part into a radio, which Lear then sells to Ford. From Ford's point ofview, Jones Manufacturing is a(n) __________ supplier.A.Echelon 1B.Echelon 2C.Tier 1D.Tier 2A supplier's supplier is known as a Tier 2 supplier.AACSB: Reflective ThinkingBlooms: ApplyDifficulty: 2 MediumGradable: automaticLearning Objective: 01-05 Identify the partners and functional groups that work together in operations management.Topic: Viewing Operations Management from a Supply Chain Management Perspective16. Operations management is:A.The management of production.B.The management of services.C.The management of processes.D.The management of physicians."Processes" comprehends all of the aspects of operations management. The other answers are just possible components of operationsmanagement.AACSB: Reflective ThinkingBlooms: RememberDifficulty: 1 EasyGradable: automaticLearningObjective: 01-01 Explain what operations management is and why it is important.Topic: A Broad Definition of Supply Chain Operations Management17. Which of the following statements are reasons why operations management is important?A.Efficient and productive operations drive the economic well-being of nations.B.Operations management is responsible for much of the value created by organizations.C.Operations management is a key source of competitive differentiation among firms.D.All ofthese are reasons why operations management is important.Operations management affects both macroeconomic and individual firm outcomesAACSB: Reflective ThinkingBlooms: RememberDifficulty: 1 EasyGradable: automaticLearning Objective: 01-01Explain what operations management is and why it is important.Topic: A Broad Definition of Supply Chain Operations Management18. A process is:A.A set of planned steps used to achieve an objective.B.A system of activities that transformsinputs into valuable outputs.C.A system of decisions.D.A combined effort by people who want to get something done.Processes involve transformation, and they may or may not involve people.AACSB: Reflective ThinkingBlooms: UnderstandDifficulty: 2 MediumGradable: automaticLearning Objective: 01-03 Explain the role of processes and process thinking in operations management.Topic: A Broad Definition of Supply Chain Operations Management19. Which of the followingstatements is NOT true regarding supply chain management?A.Globalization has slowed the growth of supply chain management.B.Supply chain management is a way of viewing operations management.C.Supply chain management has grown as a result of a focus on core competencies.D.Supply chain management is about making the most of relationships with suppliers.Globalization has increased the growth of supply chain management. SCM involves relationships with customers and partners, notjustsuppliers.AACSB: Reflective ThinkingBlooms: UnderstandDifficulty: 2 MediumGradable: automaticLearning Objective: 01-04 Explain what the supply chain is and what it means to view operations management using a supply chain perspective.Topic: Viewing Operations Management from a Supply Chain Management Perspective

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1-5Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent ofMcGraw-Hill Education.20. Every organization operates which of the following types of supply chains?A.Product and tangible goods supply chains.B.Information and personnelsupply chains.C.Direct and indirect supply chains.D.Product and resource/technology supply chains.Product supply chains manage flows of goods and services. Resource/technology supply chains manage acquisitions and flows ofequipment, facilities, workers, product designs, and so on.AACSB: Reflective ThinkingBlooms: UnderstandDifficulty: 2 MediumGradable: automaticLearning Objective: 01-04 Explain what the supply chain is and what it means to view operations management using a supplychain perspective.Topic: Viewing Operations Management from a Supply Chain Management Perspective21. Which of the following factors is NOT a major change driver that supply chain managers are concerned about?A.Technology changesB.Regulatory changesC.Global political changesD.Supply chain managers are concerned about All of these changes.Supply chain managers also track market changes, including social issues such as sustainability.AACSB: Reflective ThinkingBlooms: UnderstandDifficulty: 2 MediumGradable: automaticLearning Objective: 01-04 Explain what the supply chain is and what it means to view operations management using a supply chain perspective.Topic: Viewing Operations Management from a Supply ChainManagement Perspective22. Different levels of planning in supply chain operations management include:A.General and detailed planning.B.Strategic, tactical, and operational planning.C.Long-term and short-term planning.D.Logistical, operational, and procurement planning.Strategic, tactical, and operational planning address different time frames and levels of detail.AACSB: Reflective ThinkingBlooms: RememberDifficulty: 1 EasyGradable: automaticLearning Objective: 01-06 Define theplanning activities associated with managing operations across the supply chain.Topic: Viewing Operations Management from a Supply Chain Management Perspective23. An example of strategic planning is:A.Deciding where to locate a newmanufacturing plant.B.Forecasting next week's demand of a given product item.C.Targeting customer demand for aggregate product families.D.Setting inventory levels for a given product.Strategic planning addresses long-term decisions involving large amounts of money.AACSB: Reflective ThinkingBlooms: UnderstandDifficulty: 2 MediumGradable: automaticLearning Objective: 01-06 Define the planning activities associated with managing operations across the supply chain.Topic: ViewingOperations Management from a Supply Chain Management Perspective24. Which of the following decisions would NOT be under the direct control of operations managers?A.What resources will be used to satisfy customer demand?B.What customers should betargeted with greatest priority?C.What suppliers should provide needed inputs?D.What mode of transportation should be used to ship products?Customer targeting is primarily the responsibility of the marketing function.AACSB: ReflectiveThinkingBlooms: RememberDifficulty: 2 MediumGradable: automaticLearning Objective: 01-02 Describe the major decisions that operations managers typically make.Topic: A Broad Definition of Supply Chain Operations Management

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1-6Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent ofMcGraw-Hill Education.25. Customer service management connects what functional groups?A.Supply management, marketing, and finance.B.Logistics management, sales and distribution, and product engineering.C.Marketing, logistics management, and sales anddistribution.D.Human resources management, marketing, and finance.These groups work together to identify and fulfill customers' needs.AACSB: Reflective ThinkingBlooms: UnderstandDifficulty: 2 MediumGradable:automaticLearning Objective: 01-05 Identify the partners and functional groups that work together in operations management.Topic: Viewing Operations Management from a Supply Chain Management Perspective26.Supply chain management has grown as aprevalent perspective on operations management because:A.Purchasing managers now have stronger roles in companies.B.Firms have become more vertically integrated.C.Technology has facilitated globalization.D.Governments have become less open to trade.AACSB: Reflective ThinkingBlooms: UnderstandDifficulty: 2 MediumGradable: automaticLearning Objective: 01-04 Explain what the supply chain is and what it means to viewoperations management using a supply chain perspective.Topic: Viewing Operations Management from a Supply Chain Management Perspective27.Fundamental areas of management in supply chain operations management include:A. Quality, Inventories, and Processes.B.People, Equipment, and Money.C.Markets, Processes, and Sales.D. Lean Systems, Quality, and Flexibility.AACSB: Reflective ThinkingBlooms: RememberDifficulty: 2 MediumGradable: automaticLearningObjective: 01-01 Explain what operations management is and why it is important.Topic: A Broad Definition of Supply Chain Operations Management28. Which of the following statements best describes “process thinking”?A.Itis a way to manage thought processes to make better decisions.B.It is a way to view business as a system of inter-related activities.C. It is a way to approach work systematicallyD. It is a way to categorize elements of work activitiesAACSB: Reflective ThinkingBlooms: UnderstandDifficulty: 2 MediumGradable: automaticLearning Objective: 01-03 Explainthe role of processes and process thinking in operations management.Topic: A Broad Definition of Supply Chain Operations Management

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1-7Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent ofMcGraw-Hill Education.29. Operations management is important because:A.It affects the quality of life of workers and consumersB.It is a major cost for firms that needs to be minimizedC. Managers need to continually find ways to automate processesD. It is more important than finance or marketingAACSB: Reflective ThinkingBlooms: UnderstandDifficulty: 2 MediumGradable: automaticLearning Objective: 01-01 Explain what operations management is and why it is important.Topic: A Broad Definition of Supply Chain Operations Management30.Which of the following challenges are more likely to be faced by service operations managers, rather than manufacturing operations manager?A.Operations is typically less financially important in service businessesB. Pure service operations need to be separated from pure goods producing operationsC. The “total product experience” is more important in servicesD.Customers are more directly involved in service processes, so their perceptions need to be consideredItis a way to categorize elements ofwork activitiesAACSB: Reflective ThinkingBlooms: UnderstandDifficulty: 2 MediumGradable: automaticLearning Objective: 01-01 Explain what operations management is and why it is important.Topic: A BroadDefinition of Supply Chain Operations Management31.Which of the following challenges are more likely to be faced by service operations managers, rather than manufacturing operations manager?A. DesignB.Internal productionC. External OutsourcingD.GlobalizationAACSB: Reflective ThinkingBlooms: UnderstandDifficulty: 2 MediumGradable: automaticLearning Objective: 01-04 Explain what the supply chain is and what itmeans to view operations management using a supply chain perspective.Topic: Viewing Operations Management from a Supply Chain Management Perspective32.How is “supply chain management” different than “operations management?”A.They are exactly the same thingB.Supply chain management focuses mainly on supplier relationships, while operations management focuses mainly on productionC.Supply chain management is about relationships and flows, while operations management is about processesD.Supply chain management is external, while operations management is internalAACSB: Analytical ThinkingBlooms: AnalyzeDifficulty: 3 HardGradable: automaticLearning Objective: 01-04 Explain what thesupply chain is and what it means to view operations management using a supply chain perspective.Topic: Viewing Operations Management from a Supply Chain Management Perspective

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1-8Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent ofMcGraw-Hill Education.33.In working with downstream processes, internaloperations managers typically work closely with:A.Marketing and sales managersB.Information technology managersC.Human resource managersD.Government regulatorsAACSB: Reflective ThinkingBlooms: UnderstandDifficulty: 2 MediumGradable: automaticLearning Objective: 01-05 Identify the partners and functional groups that work together in operations management.Topic: Viewing Operations Management from a Supply Chain Management Perspective34. Internal operations managers work with what function to coordinate inbound and outbound flows of materials and information?A.FinanceB.PurchasingC.MarketingD.LogisticsAACSB: Reflective ThinkingBlooms: UnderstandDifficulty: 2 MediumGradable: automaticLearning Objective: 01-05 Identifythe partners and functional groups that work together in operations management.Topic: Viewing Operations Management from a Supply Chain Management Perspective35. A supplier of materials used in manufactured goods is a member of:A.A unionB.The product supply chainC.The resource/technology supply chainD.The tier 2 supply chainAACSB: Reflective ThinkingBlooms: UnderstandDifficulty: 2 MediumGradable: automaticLearning Objective: 01-04 Explain what the supply chain is andwhat it means to view operations management using a supply chain perspective.Topic: Viewing Operations Management from a Supply Chain Management Perspective36. Which of the following groups are NOT likely to be stakeholders foroperations in a local bank?A.CustomersB.RegulatorsC.EmployeesD.All of the above are likely to be stakeholdersAACSB: Reflective ThinkingBlooms: UnderstandDifficulty: 2 MediumGradable: automaticLearning Objective: 01-05 Identify the partners and functional groups that work together in operations management.Topic: Viewing Operations Management from a Supply Chain Management Perspective

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1-9Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent ofMcGraw-Hill Education.37. What kinds of questions does an operations manager who is responsible for tactical level planning address?A.What new technologies should the company buy?B.What new customers should the company pursue?C.How many workers should we hire or fire?D.Which customer order should wework on first today?AACSB: Analytical ThinkingBlooms: ApplyDifficulty: 3 HardGradable: automaticLearning Objective: 01-06 Define the planning activities associated with managing operations across the supply chain.Topic: Viewing Operations Management from a Supply Chain Management Perspective38.What kinds of questions does an operations manager who is responsible for operationallevel planning address?A.How many units of inventory for product X should I order?B.Where should we locate a new distribution center?C.What new information system should we install?D.What technical training program should we purchase?AACSB: Analytical ThinkingBlooms: ApplyDifficulty: 3 HardGradable: automaticLearning Objective: 01-06 Define the planning activities associated with managing operations across the supply chain.Topic: Viewing Operations Management from a Supply Chain Management Perspective39. What kinds of questions does an operations manager who is responsible for operationallevel planning address?A.Which employees should work the day shift tomorrow?B.How should this process be organized?C.How many manufacturing plants should the company operate?D.Should we make this part or buy it?AACSB: Analytical ThinkingBlooms: ApplyDifficulty: 3 HardGradable: automaticLearning Objective: 01-06 Define the planning activities associated with managing operations across the supply chain.Topic: ViewingOperations Management from a Supply Chain Management Perspective40. Suppose that you are the general manager of a hotel. For which of the following issues would you first seek help from anoperations manager in yourfirm?A. Our prices seem to be toohigh.B.Customers complaints are rising.C. We need a new insurance policy.D. We are running out of cash.AACSB: Analytical ThinkingBlooms: ApplyDifficulty: 3 HardGradable: automaticLearning Objective: 01-02 Describethe major decisions that operations managers typically make.Topic: A Broad Definition of Supply Chain Operations Management

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1-10Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent ofMcGraw-Hill Education.CategoryAACSB: Analytical ThinkingAACSB: ReflectiveThinking Blooms: AnalyzeBlooms: ApplyBlooms: RememberBlooms: UnderstandDifficulty: 1 EasyDifficulty: 2 MediumDifficulty: 3 HardGradable: automaticLearning Objective: 01-01 Explain what operations management is and why it is important.Learning Objective: 01-02 Describe the major decisions that operations managers typically make.Learning Objective: 01-03 Explain the role of processes and process thinking in operations management.Learning Objective: 01-04 Explain what the supply chain is and what it means to view operations management using a supply chain peLearning Objective: 01-05 Identify the partners and functional groups that work together in operations management.Learning Objective: 01-06 Define the planning activities associated with managing operations across the supply chain.Topic: A Broad Definition of Supply Chain Operations ManagementTopic: Operations Management Yesterday and TodayTopic: Viewing Operations Management from a Supply Chain Management Perspective Topic: Viewing Operations Managementfrom a Supply Chain Perspective

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2-1Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent ofMcGraw-Hill Education.1.Corporate strategic planning involves decisions related to:A.What businesses should we be in?B.What specific product-and market-based initiatives and goals should we establish?C.What measures should we use to control strategicinitiatives?D.All of these.Corporate strategic planning is very broad and relates to what businesses the company should be involved in.AACSB: Reflective thinkingBlooms: RememberDifficulty: 1 EasyLearning Objective: 02-01 Describe howoperations strategy fits within a firm s overall strategic planning process.Topic: Levels of Strategic Planning2.Functional strategic planning involves decisions related to:A.What businesses should we be in?B.Specific product-and market-based initiatives and goals.C.What metrics should be used to ensure progress in operations management?D.All of these.Functional planning includes decisions regarding appropriate metrics for the specific functions in a business unit.AACSB:Reflective thinkingBlooms: RememberDifficulty: 1 EasyLearning Objective: 02-01 Describe how operations strategy fits within a firm s overall strategic planning process.Topic: Levels of Strategic Planning3.A well-designed valueproposition possesses four characteristics. Which of the following is NOT one of those characteristics?A.It offers the highest product quality in each quality dimension.B.It differentiates the firm from its competition in a way that is difficult to imitate.C.It satisfies the financial and strategic objectives of the firm.D.It can be reliably delivered given the operational capabilities of the firm and its supporting supply chain.Providing value does not require the highest quality in each dimension of quality.AACSB: Reflective thinkingBlooms: RememberDifficulty: 1 EasyLearning Objective: 02-02 Describethe need for fit between the critical customers, value propositions, and operations capabilities-the essential elements that define an operations strategy.Topic: Developing Operations Strategy: Creating Value through Strategic Choices4.Which of the following is the most appropriate definition of an "order winner"?A.A product characteristic that causes customers to choose the product over that of a competitor.B.A product characteristic that permits the product to compete in a market.C.A product that has the highest profit margin.D.A product that generates the highest dollar sales volume.Order winners are traits that cause customers to actually choose a specific product.AACSB: Reflective thinkingBlooms: RememberDifficulty: 1 EasyLearning Objective: 02-03 Describe customer-desired outcomes in terms of order winners, order qualifiers, and order losers.Topic: Developing Operations Strategy:Creating Value through Strategic Choices5.Which of the following is NOT true about "order qualifiers"?A.These are product traits that must meet a certain level in order for the product to even be considered by customers.B.The firm mustperform acceptably on these traits, usually at least as well as competitors' offerings.C.Customers may not be aware of any level of performance in excess of those minimum levels that they have established.D.All of the items are true.AACSB: Reflective thinkingBlooms: RememberDifficulty: 2 MediumLearning Objective: 02-03 Describe customer-desired outcomes in terms of order winners, order qualifiers, and order losers.Topic: Developing Operations Strategy: Creating Value throughStrategic Choices

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2-2Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent ofMcGraw-Hill Education.6.Xanadumakes HD televisions. It claims that its HD televisions have the clearest picture clarity in the industry. Xanadu is emphasizingwhich dimension of quality?A.ReliabilityB.PerformanceC.FeaturesD.ConformancePicture clarity is a basicperformance dimension of HD televisions.AACSB: Reflectivethinking Blooms: ApplyDifficulty: 2 MediumLearning Objective: 02-04 Explain what product-related and process-related operational competitive priorities are, and how they are related to competitive advantage.Topic: Developing Operations Strategy: Creating Value through Strategic Choices7.Scantron Inc. claims that its competitors have to recall 10 percent of their products to fix defects, while it only has to recall 5percent. Scantron is emphasizing which dimension of quality?A.DurabilityB.ReliabilityC.PerformanceD.ConformanceDefects are an indication of lack of conformance.AACSB: Reflectivethinking Blooms: ApplyDifficulty: 2 MediumLearning Objective: 02-04 Explain what product-related and process-related operational competitive priorities are, and howthey are related to competitive advantage.Topic: Developing Operations Strategy: Creating Value through Strategic Choices8.Which of the following is considered a "process-related" competitive priority?A.FlexibilityB.QualityC.CostD.All of theseQuality and cost are product-related. Flexibility is process related.AACSB: Reflective thinkingBlooms: RememberDifficulty: 1 EasyLearning Objective: 02-04 Explain what product-related and process-related operational competitivepriorities are, and how they are related to competitive advantage.Topic: Developing Operations Strategy: Creating Value through Strategic Choices9.Xanadu Inc. claims that its manufacturing processes result in fewer greenhouse gases than those of its primary competitors. Thissuggests that Xanadu has a focus on:A.Risk management.B.Sustainability.C.Flexibility.D.Profitability.Maintaining operations that are profitable and nondamaging to the environment is sustainability.AACSB:EthicsBlooms: RememberDifficulty: 1 EasyLearning Objective: 02-04 Explain what product-related and process-related operational competitive priorities are, and how they are related to competitive advantage.Topic: Developing Operations Strategy: Creating Value through Strategic Choices10. Which of the following is NOT considered a key characteristic of a core capability:A.It is based on factors that are rare or unique to the firm.B.It is hard to imitate.C.It does not need to beextendable to many market opportunities.D.There are few substitutes for it.Core capabilities should be extendable to many market opportunities.AACSB: Reflective thinkingBlooms: UnderstandDifficulty: 1 EasyLearning Objective: 02-05 Explain how strategic performance can be assessed both operationally and financially by using the strategic profit model,the balanced scorecard, and the supply chain operational reference model.Topic: Developing Operations Strategy: Creating Value through Strategic Choices

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2-3Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent ofMcGraw-Hill Education.11."When operational capabilities are consistent with and supportive of the value proposition and the outcomes desired by critical customers"-thisstatement best describes the concept of:A.Execution.B.Flexibility.C.Strategic planning.D.Fit.AACSB: Reflective thinkingBlooms: RememberDifficulty: 1 EasyLearning Objective: 02-05 Explain how strategic performance can be assessed both operationally and financially by using the strategicprofit model, the balanced scorecard, and the supply chain operational reference model.Topic: Developing Operations Strategy: Creating Value through Strategic Choices12.A vice president of operations wants to evaluate the impact of reducing manufacturing expenses on the firm's return on assets.A measurement approach that he might consider for this is the:A.Strategic profit model.B.Balanced scorecard model.C.SCOR model.D.None of these.The strategic profit model provides aframework to analyze the impact of operations decisions on ROA.AACSB: Reflective thinkingBlooms: UnderstandDifficulty: 1 EasyLearning Objective: 02-05 Explain how strategic performance can be assessed both operationally and financially by using the strategic profit model,the balanced scorecard, and the supply chain operational reference model.Topic: Deploying Operations Strategy: Creating Value through Execution13.You are an upper-level manager in a firm. You believe that corporate objectives are not effectively disseminated throughout the organizationand that line-level managers do not take them into account in their decision making. Which of the following would best help you to try tocorrect this problem?A.Strategic profit model.B.Balanced scorecard model.C.Maslow's needs model.D.SCOR model.The balanced scorecard is an approach to help align corporate objectives with operational decisions.AACSB: Reflective thinkingBlooms: UnderstandDifficulty: 2 MediumLearning Objective: 02-05 Explain how strategic performance can be assessed both operationally and financially by using the strategic profit model,the balanced scorecard, and the supply chain operational reference model.Topic: Deploying Operations Strategy:Creating Value through Execution14. Which of the following is a measure common to both the strategic profit model and the SCOR model?A.ResponsivenessB.Return on assetsC.Delivery performanceD.Lead timeOf the listed measures, the only onecommon to both is return on assets.AACSB: Reflective thinkingBlooms: UnderstandDifficulty: 2 MediumLearning Objective: 02-05 Explain how strategic performance can be assessed both operationally and financially by using the strategic profit model,the balanced scorecard, and the supply chain operational reference model.Topic: Deploying Operations Strategy: Creating Value through Execution

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2-4Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent ofMcGraw-Hill Education.15. The performance measurement approach that would be most useful in measuring anddescribing supply chain processes would be:A.Strategic profit model.B.Balanced scorecard.C.SCOR model.D.All of these.The SCOR model is the only one of the three that provides tools for measuring and describing supply chain processes.AACSB: Reflective thinkingBlooms: UnderstandDifficulty: 1 EasyLearning Objective: 02-05 Explain how strategic performance can beassessed both operationally and financially by using the strategic profit model, the balanced scorecard, and the supply chainoperational reference model.Topic: Deploying Operations Strategy: Creating Value through Execution16. Which of the following is the most appropriate definition of a core capability?A.A set of products unique to a firm.B.Technical capabilities of a firm.C.Reputation.D.Production/design processes unique to the firm.Core capabilities are skills, processes, and systems that are unique to the firm and desired by the customer.AACSB: Reflective thinkingBlooms: UnderstandDifficulty: 1 EasyLearning Objective: 02-04 Explain what product-related and process-related operational competitive priorities are, and how they are related to competitive advantage.Topic: Developing Operations Strategy: Creating Value through Strategic Choices17. Which of the following is NOT a component of the business model?A.Critical customerB.Value propositionC.Desired outcome statementD.System capabilitiesThis is based on the discussion of the business model.AACSB: Reflective thinkingBlooms: UnderstandDifficulty: 1 EasyLearning Objective: 02-02 Describe the need for fit between the critical customers, value propositions, and operations capabilities-the essential elements that define an operations strategy.Topic: Developing Operations Strategy: Creating Value through Strategic Choices18.A company with a number of physically separate plants has a centralized tool room. This tool room in the past has been responsible foremergency repairs. Whenever equipment (e.g., a spindle,boring machine, transfer line) in one of these separate plants breaks down, theaffected items are brought to the tool room, where they are repaired. In some cases, the breakdowns affect production schedules. In othercases, the breakdowns are more annoying but do not adversely affect schedules. Complicating the operations in the tool room is the factthat many of the plans for the equipment are incomplete or out-of-date, thus resulting in "make from sample" requests (the broken part isprovided and the tool room is asked to make the replacement piece just like the broken part). It is difficult to predict whatequipment willbreak down and when. Furthermore, the company owns a wide variety of equipment. What are the order winners and order qualifiers in thisscenario?A.Option AB.Option BC.Option CD.Option DAACSB: Reflective thinkingBlooms: UnderstandDifficulty: 2 MediumLearning Objective: 02-03 Describe customer-desired outcomes in terms of order winners, orderqualifiers, and order losers.Topic: Developing Operations Strategy: Creating Value through Strategic Choices

Managing Operations Across the Supply Chain 3rd Edition Test Bank - Page 16 preview image

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2-5Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent ofMcGraw-Hill Education.19.Currently, our system is characterized by a lack of fit between what the customer wants and what the SCM system is best ableto provide.As a result, which of the following would apply?I. The only way to restore fit is for the firm to change the market segment it is going after.II. Unless something is done, our firm will not be the most effective and efficient long-term supplier.III.Any firm can successfully counter such inconsistencies through the use of patents and aggressive advertising.A.I only.B.II only.C.III only.D.I and II only.E.I, II, and III.AACSB: Reflective thinkingBlooms: UnderstandDifficulty: 2 MediumLearning Objective: 02-02 Describethe need for fit between the critical customers, value propositions, and operations capabilities-the essential elements that define an operations strategy.Topic: Developing Operations Strategy: Creating Value through Strategic Choices20. Whichthree elements make up the triple bottom line?A.Planet, Pollution, Profit.B.Pollution, Equality, People.C.Profit, Equality, Pollution.D.People, Profit, Planet.AACSB: Reflective thinkingBlooms: UnderstandDifficulty: 1 EasyLearning Objective: 02-05 Explain how strategic performance can be assessed both operationally and financially by using the strategic profit model,the balanced scorecard, and the supply chain operationalreference model.Topic:Deploying Operations Strategy: Creating Value through Execution21.Which of the following attributes is directly related to fitness for use?A.Transaction PriceB.TimelinessC.PerformanceD.AvailabilityAACSB: Reflective thinkingBlooms: RememberDifficulty: 1 EasyLearning Objective: 02-04 Explain what product-related and process-related operational competitive priorities are, and how they are related to competitive advantage.Topic: Developing Operations Strategy: Creating Value through Strategic Choices

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