Study your flashcards anywhere!

Download the official Cram app for free >

  • Shuffle
    Toggle On
    Toggle Off
  • Alphabetize
    Toggle On
    Toggle Off
  • Front First
    Toggle On
    Toggle Off
  • Both Sides
    Toggle On
    Toggle Off
  • Read
    Toggle On
    Toggle Off

How to study your flashcards.

Right/Left arrow keys: Navigate between flashcards.right arrow keyleft arrow key

Up/Down arrow keys: Flip the card between the front and back.down keyup key

H key: Show hint (3rd side).h key

A key: Read text to speech.a key


Play button


Play button




Click to flip

40 Cards in this Set

  • Front
  • Back
Operations function
The collection of people, technology, and systems within an organization that has primary responsibility for providing the origination's products or services
Supply Chain
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
Operations management
The planning, scheduling, and control of the activities that transform inputs into finished good and services (outputs)
Transformational process
Takes a set of inputs and transforms them in some way to create outputs, either goods or services, that a customer values
Inputs to operations
Come from many places and take many different forms. Include raw materials, intangible needs, and even information, such as demand forecasts
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
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
First-tier supplier
A supplier that provides products or services directly to a firm
Second-tier supplier
A supplier that provides products or services to a firms supplier
Supply Chain Management (SCM)
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.
Supply Chain Operations Reference (SCOR) model
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
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
Cover the actual production of a good or service
Delivery activities
Include everything from entering customer orders and determining delivery dates to storing and moving goods to their final destination
Return activities
Include the activities necessary to return and process defective or excess products or materials
Automotive Industry Action Group (AIAG)
Helps provide an open forum where members cooperate in developing and promoting solutions that enhance the prosperity of the automotive industry
Supply Chain Council (SCC)
Seek to improve supply chain performance across many industries
1. Electronic Commerce
2. Increasing Competition and Globalization
3. Relationship Management
Three major developments that have brought operations and supply chain management to the forefront of manager's attention
Electronic commerce
The use of computer and telecommunications technologies to conduct business via electronic transfer of data and documents
Professional organizations
Organizations that have professional certification programs that establish an individual as a professional within his or her particular area.
The Association of Operations Management (APICS)
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
The Institute for Supply Management (ISM)
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
The Council of Supply Chain Management Professionals (CSCMP)
Seeks to be the preeminent professional association providing worldwide leadership for the evolving logistics profession through the development, dissemination, and advancement of logistics knowledge
The American Society for Quality (ASQ)
Leader in education and all aspects of quality improvement, including the Baldridge Award, ISO 9000, and continuous improvement activities
Uses analytical and quantitative methods to understand, predict, and improve processes within the supply chain
Production manager
Plans and controls production in a manufacturing setting. Responsible for a wide range of personnel
Service manager
Plans and directs customer service teams to meet the needs of customers and support company operations
Sourcing manager
Identifies global sources of materials, selects suppliers, arranged contracts, and manages ongoing relationships
Commodity manager
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
Supplier development manager
Measures supplier performance, identifies suppliers requiring improvement, and facilitates efforts to improve suppliers' processes
International logistics manager
Works closely with manufacturing, marketing, and purchasing to create timely, cost-effective import/export supply chains
Transportation manager
Manages private, third-party, and contract carriage systems to ensure timely and cost-effective transportation of all incoming and outgoing shipments
Process selection
Design and implement the transformation processes that best meet the needs of the customer and the firm
Develop the planning numbers needed for effective decision making
Capacity planning
Establish strategic capacity levels ("bricks and mortar") and tactical capacity levels (workforce, inventory)
Inventory management
Manage the amount and placement of inventory within the company and the supply chain
Planning and control
Schedule and manage the flow of work through an organization and the supply chain; match customer demand to supply chain activities
Identify and qualify suppliers of goods and services; manage the ongoing buyer-supplier relationships
Manage the movement of physical goods throughout the supply chain