Bus 230 Wk 10 Quiz Chapter 13 All Possible Questions

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ExamTutorials.comhttp://www.examtutorials.comBUS 230 WK 10 Quiz Chapter 13 - All Possible Questionshttp://www.examtutorials.com/course/bus-230-wk-10-quiz-chapter-13-all-possible-questions/ Author : bminBUS 230 WK 10 Quiz Chapter 13 - All Possible Questions1. A weighted point evaluation system: a. is seldom used because the costs usually outweigh the benefits. b. includes evaluation criteria, an importance factor for each, and a rating system. c. includes efficiency and effectiveness metrics weighted by users perceptions. d. is the most commonly used process because of ease of design and use. e. allows each rater to weight the criteria, but all raters user the same rating scales. 2. To select a potential supplier-partner, the buyer should consider: a. both hard and soft factors with an eye toward long-term outcomes. b. both hard and soft factors with an eye toward short-term outcomes. c. soft factors such as congruence of management values and compatibility. d. hard factors such as quality, quantity, cost, and technology. e. the willingness of the supplier to quickly change processes for results. 3. A goal of supply chain management is to: a. gain competitive advantage by acquiring confidential information from chain members. b. drive down prices through competitive online bidding. c. push inventory as far down the supply chain as possible. d. reduce uncertainty and risks between and among members of the supply chain. e. increase competition by increasing the number of suppliers in the supply chain. 4. Which of the following is a result of forming a buyer-supplier partnership: a. the amount of time committed to the buyer-supplier relationship is greatly reduced. b. buyer-supplier relationships are greatly improved at the expense of internal relationships. c. the buying organization can enjoy the benefits of horizontal integration without the disadvantages. d. the design process and the introduction of new designs is faster due to earlier supplier and1/3supply involvement. e. significant quality improvements occur and total cost typically increases. 5. One of the assumptions on which the purchasing-supplier satisfaction model is based is that: a. the satisfaction level cannot be assessed well enough to draw definitive conclusions. b. the purchaser and supplier always have the same perceptions of the same relationship. c. attempts to move to a different position fall only in the win-lose and win-win categories. d. there are few tools and techniques available to move positions or improve stability. e. an unsatisfied party may use various tools to improve the relationship. 6. Reverse marketing is: a. discouraged by the rapid rate of technological change and growth in international trade. b. when the buying organization has decided to stop making something in house and identifies a supplier from its existing supply base. c. is an aggressive, purchaser-initiated, approach to finding and developing world class suppliers. d. requires that the marketer fully understand the needs of the buying organization now and in the future. e. is most appropriate when the product is fairly standard and available from multiple local suppliers. 7. To enhance the chance for successful strategic alliances, the supply manager must: a. ensure that price formulation and price escalator clauses are included in the contract terms and conditions. b. clearly establish what is required from the supplier and the penalties for failure to perform. c. reinforce the notion that the supply manager can easily switch to another alliance if the supplier fails to perform. d. analyze the supplier's capability for e-procurement and ensure that the supplier can effectively and efficiently manage online catalogs. e. identify suppliers whose management views on quality and productivity match those of the buying organization and have both parties establish expectations. 8. Trends in supply management include: a. switching suppliers frequently through online auctions to get price discounts. b. limiting the number of suppliers and focusing on results from key suppliers. c. increasing the number of suppliers and developing closer relationships. d. negotiating shorter term contracts with fewer suppliers to increase leverage. e. greater concentration of the supplier selection decision in procurement. 9. Early supply and supplier involvement (ESI): a. pulls both the buyer and supplier into the need recognition and description stages of the acquisition process. b. pulls the buyer into relationship management stage and pulls the supplier into need recognition and description. c. pulls the buyer into the need recognition and description stages and pulls the supplier into the measurement stage.2/3d. pulls the buyer into the measurement stage and pulls the supplier into the need recognition and description stages. e. pulls both the buyer and supplier into the process of measuring results and developing action plans for performance improvement. 10. Supply chain management effectiveness is driven primarily by the organization's ability to manage the: a. internal link between supply management and its internal customers. b. internal link between supply management and senior management. c. internal and external links of customers, the buying organization and suppliers. d. external link between a buying organization and its key suppliers. e. external link between a buying organization and its key customers. True and False 1. Taking negative measures to shift the satisfaction level in the buyer-seller relationship will have little impact on short term objectives, but will positively affect the relationship in the longterm. 2. The perception of a buyer-seller relationship is based on both the results and the process used to attain them. 3. An unwillingness to single source and enter into a buyer-supplier partnership is indefensible in a progressive purchasing and supply management organization. 4. Buyer-supplier relationships fall somewhere on a continuum from traditional, adversarial relationships to fully integrated, seamless relationships. 5. Exceptional suppliers anticipate the operational and strategic needs of the purchaser, and are capable of meeting and exceeding them. 6. Supplier goodwill can be measured regularly through surveys conducted by third party research organizations. 7. Strategic supply management focuses on only those suppliers of high dollar or high value goods and services. 8. Adversarial negotiations and decisions based on total cost of ownership are hallmarks of a successful buyer-supplier partnership. 9. Early supplier involvement only extends to an organization's first tier suppliers because it is the responsibility of these suppliers to manage subsequent tiers of suppliers. 10. Supply management is critical to effectively managing supply chains, but demand management is not.More Questions are Included...http://www.examtutorials.com/course/bus-230-wk-10-quiz-chapter-13-all-possible-questions/3/3Powered by TCPDF (www.tcpdf.org)

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ExamTutorials.comhttp://www.examtutorials.comBUS 230 WK 10 Quiz Chapter 13 - All Possible Questionshttp://www.examtutorials.com/course/bus-230-wk-10-quiz-chapter-13-all-possible-questions/ Author : bminBUS 230 WK 10 Quiz Chapter 13 - All Possible Questions1. A weighted point evaluation system: a. is seldom used because the costs usually outweigh the benefits. b. includes evaluation criteria, an importance factor for each, and a rating system. c. includes efficiency and effectiveness metrics weighted by users perceptions. d. is the most commonly used process because of ease of design and use. e. allows each rater to weight the criteria, but all raters user the same rating scales. 2. To select a potential supplier-partner, the buyer should consider: a. both hard and soft factors with an eye toward long-term outcomes. b. both hard and soft factors with an eye toward short-term outcomes. c. soft factors such as congruence of management values and compatibility. d. hard factors such as quality, quantity, cost, and technology. e. the willingness of the supplier to quickly change processes for results. 3. A goal of supply chain management is to: a. gain competitive advantage by acquiring confidential information from chain members. b. drive down prices through competitive online bidding. c. push inventory as far down the supply chain as possible. d. reduce uncertainty and risks between and among members of the supply chain. e. increase competition by increasing the number of suppliers in the supply chain. 4. Which of the following is a result of forming a buyer-supplier partnership: a. the amount of time committed to the buyer-supplier relationship is greatly reduced. b. buyer-supplier relationships are greatly improved at the expense of internal relationships. c. the buying organization can enjoy the benefits of horizontal integration without the disadvantages. d. the design process and the introduction of new designs is faster due to earlier supplier and1/3supply involvement. e. significant quality improvements occur and total cost typically increases. 5. One of the assumptions on which the purchasing-supplier satisfaction model is based is that: a. the satisfaction level cannot be assessed well enough to draw definitive conclusions. b. the purchaser and supplier always have the same perceptions of the same relationship. c. attempts to move to a different position fall only in the win-lose and win-win categories. d. there are few tools and techniques available to move positions or improve stability. e. an unsatisfied party may use various tools to improve the relationship. 6. Reverse marketing is: a. discouraged by the rapid rate of technological change and growth in international trade. b. when the buying organization has decided to stop making something in house and identifies a supplier from its existing supply base. c. is an aggressive, purchaser-initiated, approach to finding and developing world class suppliers. d. requires that the marketer fully understand the needs of the buying organization now and in the future. e. is most appropriate when the product is fairly standard and available from multiple local suppliers. 7. To enhance the chance for successful strategic alliances, the supply manager must: a. ensure that price formulation and price escalator clauses are included in the contract terms and conditions. b. clearly establish what is required from the supplier and the penalties for failure to perform. c. reinforce the notion that the supply manager can easily switch to another alliance if the supplier fails to perform. d. analyze the supplier's capability for e-procurement and ensure that the supplier can effectively and efficiently manage online catalogs. e. identify suppliers whose management views on quality and productivity match those of the buying organization and have both parties establish expectations. 8. Trends in supply management include: a. switching suppliers frequently through online auctions to get price discounts. b. limiting the number of suppliers and focusing on results from key suppliers. c. increasing the number of suppliers and developing closer relationships. d. negotiating shorter term contracts with fewer suppliers to increase leverage. e. greater concentration of the supplier selection decision in procurement. 9. Early supply and supplier involvement (ESI): a. pulls both the buyer and supplier into the need recognition and description stages of the acquisition process. b. pulls the buyer into relationship management stage and pulls the supplier into need recognition and description. c. pulls the buyer into the need recognition and description stages and pulls the supplier into the measurement stage.2/3d. pulls the buyer into the measurement stage and pulls the supplier into the need recognition and description stages. e. pulls both the buyer and supplier into the process of measuring results and developing action plans for performance improvement. 10. Supply chain management effectiveness is driven primarily by the organization's ability to manage the: a. internal link between supply management and its internal customers. b. internal link between supply management and senior management. c. internal and external links of customers, the buying organization and suppliers. d. external link between a buying organization and its key suppliers. e. external link between a buying organization and its key customers. True and False 1. Taking negative measures to shift the satisfaction level in the buyer-seller relationship will have little impact on short term objectives, but will positively affect the relationship in the longterm. 2. The perception of a buyer-seller relationship is based on both the results and the process used to attain them. 3. An unwillingness to single source and enter into a buyer-supplier partnership is indefensible in a progressive purchasing and supply management organization. 4. Buyer-supplier relationships fall somewhere on a continuum from traditional, adversarial relationships to fully integrated, seamless relationships. 5. Exceptional suppliers anticipate the operational and strategic needs of the purchaser, and are capable of meeting and exceeding them. 6. Supplier goodwill can be measured regularly through surveys conducted by third party research organizations. 7. Strategic supply management focuses on only those suppliers of high dollar or high value goods and services. 8. Adversarial negotiations and decisions based on total cost of ownership are hallmarks of a successful buyer-supplier partnership. 9. Early supplier involvement only extends to an organization's first tier suppliers because it is the responsibility of these suppliers to manage subsequent tiers of suppliers. 10. Supply management is critical to effectively managing supply chains, but demand management is not.More Questions are Included...http://www.examtutorials.com/course/bus-230-wk-10-quiz-chapter-13-all-possible-questions/3/3Powered by TCPDF (www.tcpdf.org)