Chapter 1- Introduction

Front 1

Operations function

Back 1

The collection of people, technology, and systems within an organization that has primary responsibility for providing the origination's products or services

Front 2

Supply Chain

Back 2

A network of manufacturers and service providers that work together to create products or services needed by end users. These manufacturers and service providers are linked together through physical flows, and monetary flows

Front 3

Operations management

Back 3

The planning, scheduling, and control of the activities that transform inputs into finished good and services (outputs)

Front 4

Transformational process

Back 4

Takes a set of inputs and transforms them in some way to create outputs, either goods or services, that a customer values

Front 5

Inputs to operations

Back 5

Come from many places and take many different forms. Include raw materials, intangible needs, and even information, such as demand forecasts

Front 6

Upstream

Back 6

A term used to describe activities or firms that are positioned earlier in the supply chain relative to some other activity or firm of interest

Front 7

Downstream

Back 7

A term used to describe activities or firms that are positioned later in the supply chain relative to some other activity or firm of interest

Front 8

First-tier supplier

Back 8

A supplier that provides products or services directly to a firm

Front 9

Second-tier supplier

Back 9

A supplier that provides products or services to a firms supplier

Front 10

Supply Chain Management (SCM)

Back 10

The active management of supply chain activities and relationships in order to maximize customer value and achieve a sustainable competitive advantage. It represents a conscious effort by a firm or group of firms to develop and un supply chains in the most effective and efficient ways possible.

Front 11

Supply Chain Operations Reference (SCOR) model

Back 11

A framework developed and supported by the Supply Chain Council that seeks to provide standard descriptions of processes, relationships, and metrics that define supply chain management

Front 12

Planning activities

Back 12

Seek to balance demand requirements against resources and communicate these plans to the various participants

Front 13

Sourcing activities

Back 13

Include identifying, developing, and contracting with suppliers and scheduling the delivery of incoming goods and services

Front 14

"Make," or production activities

Back 14

Cover the actual production of a good or service

Front 15

Delivery activities

Back 15

Include everything from entering customer orders and determining delivery dates to storing and moving goods to their final destination

Front 16

Return activities

Back 16

Include the activities necessary to return and process defective or excess products or materials

Front 17

Automotive Industry Action Group (AIAG)

Back 17

Helps provide an open forum where members cooperate in developing and promoting solutions that enhance the prosperity of the automotive industry

Front 18

Supply Chain Council (SCC)

Back 18

Seek to improve supply chain performance across many industries

Front 19

1. Electronic Commerce
2. Increasing Competition and Globalization
3. Relationship Management

Back 19

Three major developments that have brought operations and supply chain management to the forefront of manager's attention

Front 20

Electronic commerce

Back 20

The use of computer and telecommunications technologies to conduct business via electronic transfer of data and documents

Front 21

Professional organizations

Back 21

Organizations that have professional certification programs that establish an individual as a professional within his or her particular area.

Front 22

The Association of Operations Management (APICS)

Back 22

A widely recognized professional society for persons interested in operations and supply chain management. Has 67,000+ members and 250 chapters throughout the United States and its territories

Front 23

The Institute for Supply Management (ISM)

Back 23

Provides national and international leadership in purchasing and materials management, particularly in the areas of education, research, and standards of excellence. established in 1915 and has 40,000+ members

Front 24

The Council of Supply Chain Management Professionals (CSCMP)

Back 24

Seeks to be the preeminent professional association providing worldwide leadership for the evolving logistics profession through the development, dissemination, and advancement of logistics knowledge

Front 25

The American Society for Quality (ASQ)

Back 25

Leader in education and all aspects of quality improvement, including the Baldridge Award, ISO 9000, and continuous improvement activities

Front 26

Analyst

Back 26

Uses analytical and quantitative methods to understand, predict, and improve processes within the supply chain

Front 27

Production manager

Back 27

Plans and controls production in a manufacturing setting. Responsible for a wide range of personnel

Front 28

Service manager

Back 28

Plans and directs customer service teams to meet the needs of customers and support company operations

Front 29

Sourcing manager

Back 29

Identifies global sources of materials, selects suppliers, arranged contracts, and manages ongoing relationships

Front 30

Commodity manager

Back 30

Acquires knowledge in a specific market in which the organization purchases significant quantities of materials and services. Helps formulate long-term commodity strategies and manage long-term relationships with selected suppliers

Front 31

Supplier development manager

Back 31

Measures supplier performance, identifies suppliers requiring improvement, and facilitates efforts to improve suppliers' processes

Front 32

International logistics manager

Back 32

Works closely with manufacturing, marketing, and purchasing to create timely, cost-effective import/export supply chains

Front 33

Transportation manager

Back 33

Manages private, third-party, and contract carriage systems to ensure timely and cost-effective transportation of all incoming and outgoing shipments

Front 34

Process selection

Back 34

Design and implement the transformation processes that best meet the needs of the customer and the firm

Front 35

Forecasting

Back 35

Develop the planning numbers needed for effective decision making

Front 36

Capacity planning

Back 36

Establish strategic capacity levels ("bricks and mortar") and tactical capacity levels (workforce, inventory)

Front 37

Inventory management

Back 37

Manage the amount and placement of inventory within the company and the supply chain

Front 38

Planning and control

Back 38

Schedule and manage the flow of work through an organization and the supply chain; match customer demand to supply chain activities

Front 39

Purchasing

Back 39

Identify and qualify suppliers of goods and services; manage the ongoing buyer-supplier relationships

Front 40

Logistics

Back 40

Manage the movement of physical goods throughout the supply chain