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63 Cards in this Set
- Front
- Back
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Chapter 1:Operations management |
The planning, scheduling, and control of the activities that transform inputs into finished goods and services |
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Supply chain management |
The active management of supply chain activities in relationships in order to maximize customer value and achieve sustainable competitive advantage |
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Upstream |
A term used to describe activities or friends are positioned earlier in the supply chain relative to some other activity or firm of interest |
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Downstream |
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 |
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Downstream |
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 |
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First tier supplier |
A supplier that provides products or services directly to a firm |
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Downstream |
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 |
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First tier supplier |
A supplier that provides products or services directly to a firm |
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Second-tier supplier |
A supplier that provides products or services to a firm's first tier supplier |
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Downstream |
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 |
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First tier supplier |
A supplier that provides products or services directly to a firm |
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Second-tier supplier |
A supplier that provides products or services to a firm's first tier supplier |
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Supply chain operations reference model |
A framework developed and supported by the supply chain council that seeks to provide standard descriptions of the processes, relationships, and metrics that define supply chain management |
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Five broad areas supply chain management covers according to the supply chain operations reference model |
Planning activities – seek to balance demand requirements against resources and communicate these plans to the various participants
Sourcing activities – include identifying, developing, and contracting with suppliers and scheduling the delivery of incoming goods and services
"Make", or production, activities Dash cover the actual production of a good or service
Delivery activities – everything from entering custom orders and determining delivery dates to storing in moving goods to their final destination
Return activities – the activities necessary to return and process defective products and materials |
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Five broad areas supply chain management covers according to the supply chain operations reference model |
Planning activities – seek to balance demand requirements against resources and communicate these plans to the various participants
Sourcing activities – include identifying, developing, and contracting with suppliers and scheduling the delivery of incoming goods and services
"Make", or production, activities Dash cover the actual production of a good or service
Delivery activities – everything from entering custom orders and determining delivery dates to storing in moving goods to their final destination
Return activities – the activities necessary to return and process defective products and materials |
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Trends in operations and supply chain management (3) |
Electronic commerce – the use of computer and telecommunications technologies to conduct business via electronic transfer of data and documents
Increasing competition and globalization – decisions are made on shorter notice, with less information, and with higher penalty costs if they make mistakes
Relationship management- |
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Five broad areas supply chain management covers according to the supply chain operations reference model |
Planning activities – seek to balance demand requirements against resources and communicate these plans to the various participants
Sourcing activities – include identifying, developing, and contracting with suppliers and scheduling the delivery of incoming goods and services
"Make", or production, activities Dash cover the actual production of a good or service
Delivery activities – everything from entering custom orders and determining delivery dates to storing in moving goods to their final destination
Return activities – the activities necessary to return and process defective products and materials |
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Trends in operations and supply chain management (3) |
Electronic commerce – the use of computer and telecommunications technologies to conduct business via electronic transfer of data and documents
Increasing competition and globalization – leads to situations where managers must make decisions on shorter notice, with less information, with higher penalty costs if they make mistakes
Relationship management – to avoid problems organizations must manage their relationships with their upstream suppliers as well as their downstream customers |
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Chapter 2: strategy |
Mechanisms by which businesses coordinate their decisions regarding their structural and infrastructural elements; "Long-term game plans" |
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Chapter 2: strategy |
Mechanisms by which businesses coordinate their decisions regarding their structural and infrastructural elements; "Long-term game plans" |
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Top – down model of strategy |
The idea that most organizations have more than one level of strategy, from the upper level business strategies to more detailed, functional level strategies |
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Chapter 2: strategy |
Mechanisms by which businesses coordinate their decisions regarding their structural and infrastructural elements; "Long-term game plans" |
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Top – down model of strategy |
The idea that most organizations have more than one level of strategy, from the upper level business strategies to more detailed, functional level strategies |
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Four parts of the top down model of strategy |
Mission statement Business strategy Operations and supply chain strategies Other functional strategies |
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Chapter 2: strategy |
Mechanisms by which businesses coordinate their decisions regarding their structural and infrastructural elements; "Long-term game plans" |
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Top – down model of strategy |
The idea that most organizations have more than one level of strategy, from the upper level business strategies to more detailed, functional level strategies |
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Four parts of the top down model of strategy |
Mission statement Business strategy Operations and supply chain strategies Other functional strategies |
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Mission statement |
Explains why organization's exists. Describes what is important to the organization, it's core values. Identifies the organizations domain |
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Chapter 2: strategy |
Mechanisms by which businesses coordinate their decisions regarding their structural and infrastructural elements; "Long-term game plans" |
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Top – down model of strategy |
The idea that most organizations have more than one level of strategy, from the upper level business strategies to more detailed, functional level strategies |
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Four parts of the top down model of strategy |
Mission statement Business strategy Operations and supply chain strategies Other functional strategies |
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Mission statement |
Explains why organization's exists. Describes what is important to the organization, it's core values. Identifies the organizations domain |
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Business strategy |
The strategy that identifies a firms targeted customers and sets time frames and performance objectives for the business |
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Core competency |
Organizational strengths or abilities, developed over a long period of time, that customers find valuable and competitors find difficult or even impossible to copy |
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Functional strategies |
Translates a business strategy into specific actions for functional areas, such as marketing, human resources, and finance |
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Operations and SCM functional strategies |
Marketing finance Human resources Research and development Engineering |
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Operations and SCM functional strategies |
Marketing finance Human resources Research and development Engineering |
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Four generic performance dimensions |
Quality, time, flexibility, cost |
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Chapter 4: Business process |
A set of logically related tasks or activities performed to achieve a defined business outcome |
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Primary processes |
A process that addresses the main value added activities of an organization |
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Primary processes |
A process that addresses the main value added activities of an organization |
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Development process |
A process that seeks to improve the performance of primary and support processes |
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Primary processes |
A process that addresses the main value added activities of an organization |
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Development process |
A process that seeks to improve the performance of primary and support processes |
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Support process |
A process that performs necessary, albeit not value added, activities |
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Mapping |
The process of developing graphic representations of the organizational relationships and/or activities that make up a business process |
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Mapping |
The process of developing graphic representations of the organizational relationships and/or activities that make up a business process |
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Process map |
Specific activities that make up the information, physical, or monetary flow process |
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Keeping process flow charts from becoming overly complex |
Identify the entity that will serve as the focal point
Identify clear boundaries and starting and ending points
Keep it simple |
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Swim lane process map |
Graphically arrange the process steps so that the user can see who is responsible for each step |
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Four core measures of business process performance |
Quality, cost, time, flexibility |
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Productivity calculations (Three) |
(Number of customer calls handled)/(support staff hours)
(Number of items produced)/(machine hours)
(Sales dollars generated)/(labor, material, and machine costs) |
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Efficiency calculation |
Efficiency = 100%(Actual outputs/standard outputs) |
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Cycle time |
That's total of lips time needed to complete a business process |
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Cycle time |
That's total of lips time needed to complete a business process |
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Present value added |
Present value added time = 100%(Value added time)/(total cycle time) |
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Chapter 5: quality (2) |
Value perspective– The characteristics of a product or service that Bear on its ability to satisfy stated or implied needs
Conformance perspective – a product or service that is free of deficiencies |
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Strategic quality plan |
Provides the vision, guidance, and measurements to drive the quality effort forward and shift the organizations course when necessary |
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Process capability |
Mathematical determination of the capability of a process to meet certain quality standards
Cp= (upper tolerance limit- lower tolerance limit)/ 6(standard deviation) |
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Chapter 9:forecast |
An estimate of the future level of some variable. is most often demand but can also be supply or price |
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Four Laws of forecasting |
Forecast are almost always wrong, but they are still useful
Forecast for the near-term tend to be more accurate
Forecast for groups of products or services tend to be more accurate
Forecasts are no substitute for calculated values |
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Bullwhip effect |
Demand variability increases as one moves up the supply chain away from the retail customer, and small changes in consumer demand can result in large variations in orders placed upstream. |
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Supply chain issues (5) |
Length of supply chain Complexity Stability Competitors Flows |
