供应链管理自测练习八
供应链管理复习自测题
《供应链管理》复习自测题一、单项选择题1.供应链流程相对于（）的执行顺序，供应链上的所有流程可以分为推动流程和拉动流程。
A.制造商需求B.分销商需求C.零售商需求D.顾客需求2.每一个企业的价值链都是由以独特方式联结在一起的（）种基本活动构成的。
A.6B.7C.8D.93.以（）为基础的竞争和“纵向一体化”的解体，标志着市场开始属于那些在构建供应链和通过供应链竞争方面比对手更强的企业。
A.时间B.成本C.质量D.个性化4.供应链设计的步骤中的分析供应链设计的必要性的下一步是（）。
A.分析市场竞争环境B.分析企业现状C.明确供应链设计的目标D.评价供应链设计方案的可行性5.以下供应链合作伙伴选择方法中属于定量方法的是（）。
A.直观判断法B.招标法C.采购成本比较法D.协商选择法6.（）是采购管理最首要的职能。
A. 供应链B.保障供应C. 信息管理D.盈利7.面向供应链的生产组织计划模式的总体指导思想是（），它体现了纵向和横向信息的集成。
A.事前计划、事中控制B.事中计划、事后控制C.事前控制、事中计划D.事中控制、事后计划8.（）是指供应商管理库存。
A.VMIB.JMIC.MRPD.QR9. ECR是起源于美国的（）。
A.纺织服装行业B.汽车制造业C.食品杂货行业D.日化用品行业10.下图是什么物流企业组织结构？（）A.一体化物流组织形式B.物流功能独立的组织形式C.简单功能集合的物流组织形式D.传统物流管理组织结构11.根据（）划分，可以把供应链划分为有效性供应链和反应性供应链。
A.供应链的稳定性B.供应链容量与用户需求的关系C.供应链的功能模式D.供应链的管理对象12.美国学者（）第一个提出了企业价值链（value chain）思想。
A.迈克尔·波特B.马丁·克里斯托弗C.加里·哈默尔D.普拉哈拉德13.企业竞争战略的设计必须以（）为基础。
A.顾客偏好B.产品C.服务D.质量14.费舍尔（Fisher）认为，供应链的设计要以（）为中心，即应设计出与产品特性一致的供应链。
供应链自测题_答案
1【自测评估】一、选择题1．以下描述中正确的是：（A ）A、供应链管理是物流管理的新战略B、供应链管理就是物流管理C、供应链管理其实就是对供应商和客户的关系管理D、供应链管理就是对企业流程的综合管理2．采用（C ）运作模式的供应链系统的库存量较低.集成度较高.信息交换迅速。
A、分散式供应链B、推动式供应链C、拉动式供应链D、集中式供应链3.供应链管理把资源的范围扩展到( C )A、供应商B、分销商C、整个供应链D、其他节点企业4．供应链管理因企业战略和适应市场需求变化的需要,节点企业需要动态地更新,这使得供应链具有明显的( B )。
A、复杂性B、动态性C、交叉性D、灵活性5．供应链管理强调的是把主要精力放在企业的（ C ）上.充分发挥其优势。
A、合作关系B、运输仓储C、关键业务（企业核心竞争力）D、生产制造二、判断题1．由于供应链节点企业有一个共同的目标,所以他们之间不再有竞争性 ( 错 )2．推动式供应链的驱动力产生于最终用户.整个供应链的集成度较高.信息交换迅速.可以根据用户的需求实现定制化服务。
( 错)3．供应链不仅是一条连接供应商到用户的物料链、信息链、资金链.而且还是一条增值链。
( 对)4．供应链管理是以同步化、集成化生产计划为指导.以各种信息技术为支持.尤其以Internet/Intranet为依托 ( 对)5．供应链整体成本最小化意味着每个节点企业的成本都是最小。
( 错 )三、简答题1．什么是纵向一体化？什么是横向一体化？2．什么是供应链？供应链有哪些特性？3．供应链管理涉及主要内容有哪些？4．简述供应链管理与传统管理模式的不同。
5．我国供应链管理现状如何？一、选择题1．快速反应的集成是指（A ）A、重新设计业务流程.将公司整体业务集成起来.以支持公司整体战略B、商品销售预测的自动化C、跟踪新产品的开发和试销D、共同制定未来需求的计划和预测2．对QR的叙述下列不正确的有：( C )A、制造商可以准确地安排生产计划B、降低了整个供应链系统地流通费用C、降低了单位商品地采购成本D、实施QR后.能够提高顾客地满意度3.ECR是（ B ）的缩写。
供应链管理第三版unit8习题与答案
Chapter 8Aggregate Planning in the Supply ChainTrue/False1・ The goal of aggregate planning is to satisfy demand in a way that minimizes profit ・ Answer: Fa Ise Difficulty: Easy2.Aggregate planning is a process by which a company determines levels ofcapacity, production, subcontracting, inventory, stockouts, and evenpr ici ng over a specified time hor izon.Answer: TrueDifficulty: Moderate3.Aggregate planning solves problems involving aggregate deci sions rather thanstock keeping unit (SKU) level deci sions.Answer: TrueDifficulty: Easy4.Traditionally, much of aggregate planning i s focused with in an enterpr ise andmay not always be seen as a part of supply chain management・Answer: TrueDifficulty: Moderate5.Aggregate planning is an important supply chain issue because, to be effective,it requires inputs from throughout the supply chain, but its results have Iittle impact on the supply chain・Answer: Fa IseDifficulty: Moderate6.Short-term production serves as a broad bluepr int for operations and estabIishes the parameters within which aggregate planning decisions are made.Answer: Fa I seDifficulty: Easy7.The aggregate planning problem is concerned with determining the product!onlevel, inventory level, and capacity level (internal and outsourced) for eachperiod that maximizes the firm' s profit over the planning hor izon.Answer: TrueDifficulty: Moderate8.To create an aggregate plan, a company must specify the planning hor izon forthe plan and the duration of each per iod within the planning hor i zon. Answer:TrueDifficulty: Easy9. A planning hor izon i s usuaI Iy between three and five years・Answer: Fa IseDifficulty: Moderate10. A poor aggregate plan can result in improved saIes and profits if the avaiI ableinventory and capacity are unable to meet demand.Answer: Fa IseDifficulty: Easy・ A poor aggregate plan may result in a large amount of excess inventory and capacity, thereby raising costs・Answer: TrueDifficulty: Moderate12.The aggregate planner must make a trade-off between capacity, inventory, andbacklog costs・Answer: TrueDifficulty: Moderate13.An aggregate plan that increases one cost typically results in the increase ofthe other two.Answer: Fa IseDifficulty: Moderate14.The time flexible strategy is where the production rate is synchronized with thedemand rate by varying machine capacity or hiring and laying off employees asthe demand rate varies・Answer: Fa IseDifficulty: Hard15.The time flexible strategy is where workforce (capacity) is kept stable but thenumber of hours worked i s var ied over time i n an effort to synchronizeproduction with demand・Answer: TrueDifficulty: Moderate16.The mixed strategy is where a stable machine capacity and workforce aremaintained with a constant output rate with inventory levels fluctuating overtime・Answer: Fa I seDifficulty: Hard17.Most strategies that an aggregate planner actuaIly uses are in combination, andare referred to as mixed strategies・Answer: TrueDifficulty: Easy18. A highly effective tool for a company to use when it tr ies to maximize profitswhile being sub jected to a ser ies of constraints i s aggregate programmi ng.Answer: Fa IseDifficulty: Moderate19.To improve the qua Iity of these aggregate plans, forecast errors must be takeninto account when formulating aggregate plans・Answer: TrueDifficulty: Moderate20.Forecasting errors are dealt with in aggregate plans using either safety backlogor safety capacity.Answer: Fa I seDifficulty: Moderate21・Safety inventory is defined as inventory held to satisfy demand that is higher than forecasted・Answer: TrueDifficulty: Easy22.Safety capacity is defined as capacity used to satisfy demand that is lower thanforecasted・Answer: Fa IseDifficulty: Easypanies should work with downstream partners to produce forecasts and withupstream partners to determine constraints when doing aggregate planning.Answer: TrueDifficulty: Easy24.The aggregate plan shouId be viewed pr imar ily as an in-house tool that doesnot need to be communicated to supply chain partners・Answer: Fa IseDifficulty: Easy25.Given that forecasts are always wrong to some degree, the aggregate plan needsto have some flexibiIity built into it if it is to be useful・Answer: TrueDifficulty: Moderate26. A manager should perform sensitivity analysis on the inputs into an aggregateplan to choose the best solution for the range of possibiI ities that couldoccur・Answer: TrueDifficulty: Moderate27.As inputs into the aggregate plan change, managers do not need to make changesto the aggregate plan・Answer: Fa IseDifficulty: Easy28.As capacity utiIization increases, it becomes less important to performaggregate planning・Answer: Fa IseDifficulty: ModerateMultiple ChoiceThe process by which a company determines levels of capacity, production,subcontracting, inventory, stockouts, and even pricing over a specified time hor izon i sa.aggregate planning・b・detai I planning・c. inventory planning.d・sales planning.e・al I of the aboveAnswer: aDifficulty: Moderate2.The goal of aggregate planning is toa. dissatisfy customers in a way that maximizes profit・b・ dissatisfy customers in a way that minimizes profit・c. satisfy demand in a way that maximizes profit・d・ satisfy demand in a way that minimizes profit・e. none of the aboveAnswer: cDifficulty: Easy3.Aggregate planning solves problems involvinga.aggregate deci sions and stock keep ing unit (SKU) level deci sions. b・aggregate deci sions or stock keeping unit (SKU) level decisions・c.aggregate decisions rather than stock keeping unit (SKU) level decisions・d・ stock keep ing unit (SKU) level deci sions rather than aggregate decisions・e. b and c onlyAnswer: cDifficulty: Easy4.Aggregate planning, to be effective, requi res inputs froma. a I I customers・b・ a I I departments・c. a I I suppIiers・d・throughout the supplychain・e. throughout the company.Answer: dDifficulty: Moderate5.Much of aggregate planning has traditionally been focuseda. on short-term production scheduling・b・on customer relationship management・c. within an enterprise・d・ beyond enterpr ise boundar ies・e. al I of the aboveAnswer: cDifficulty: Moderate6.Which of the fol lowing are not operational parameters the aggregateplanner is concerned witha. production rateb・workforcec. overtimed・backorderse. inventory on handAnswer: dDifficulty: Moderate7.The operational parameter concerned with the number of units comp I eted perunit time (such as per week or per month) isa. production rate・b・ workforce・c. overtime・d・ backlog・e. inventory on hand.Answer: aDifficulty: Easy8.The operational parameter concerned with the number of workers/units of capacityneeded for production isa. production rate・b・ workforce・c. overtime.d・ backlog・e. inventory on hand.Answer: bDifficulty: Easy9.The operations I parameter concerned with the amount of overtime productionplanned isa. production rate・b・ workforce・c. overtime・d・ backlog・e. inventory on hand.Answer: cDifficulty: Easy10.The operational parameter concerned with demand not satisfied in the per iod inwhich it arises, but carr ied over to future per iods i sa. production rate・ b・ workforce・ c. overtime.d・ backlog・e. inventory on hand.Answer: dDifficulty: EasyThe operations I parameter concerned with the planned inventory carr ied overthe var ious per iods in the planning hor izon isa. production rate・b・ workforce・c. overtime・d・ backlog・e. inventory on hand.Answer: eDifficulty: Easy12.The operational parameter concerned with the number of units of machine capacityneeded for production isa. machine capacity I eve I.b ・ subcontracting ・c. overtime ・d ・ backlog ・e. inventory on hand.Answer: aDifficulty: Easy13. The operational parameter concerned with the subcontracted capacity requi redover the planning hor izon isa. machine capacity I evel ・b ・ subcontracting ・c. overtime ・d ・ backlog ・e. inventory on hand.Answer: cDifficulty: EasyThe aggregate plana. serves as a broad bluepr int for operations ・b. estab Ii shes the parameters within which short-term production and distr ibution decisions are made ・c. a I Iows the supply chain to alter capacity allocations and change supplycontracts ・d. al I of the abovee. b and c onlyAnswer: dDifficulty: Moderate 15. Aggregate planning is concerned with determininga.the product!on level, sales level, and capacity for each period. b ・the demand level, inventory level, and capacity for each per iod. c. the production level, inventory level,and capacity for eachperiod. d ・ the production level, staffing level, and capacity for each period.e. none of the aboveAnswer: cDifficulty: ModerateTo create an aggregate plan, a company must specifythe planning hor izon for the pI an. the duration of each per iod within the planning hor izon. key i nformat ion requ i red ・al I of the above 14.16. a. b ce. a and b onlyAnswer: dDifficulty: Moderate17.The planning hor izon i sa. the time per iod over which the aggregate plan is to produce a solution.b・ the duration of each time period in the aggregate plan・c.the length of time requi red to produce the aggregate plan・d・ the solution to the aggregate plan・e. none of the aboveAnswer: aDifficulty: Easy18.The length of the planning hor izon is usually betweena. one and three months・b・three and eighteen months・c. one and three years・d・three and five years・e. none of the aboveAnswer: bDifficulty: Moderate19.Which of the following is not information needed by the aggregateplannera. demand forecast for each per iod in the planning hor izonb・production costsc. labor costsd・cost of subcontracting productione. cost of changing thedemand forecastAnswer: eDifficulty: Moderate20.The cost of changing capacity includes thea. cost of adding machine capacity.b・ cost of reducing machine capacity.c. cost of hiring workforce・d・ cost of laying off workforce・e. all of the aboveAnswer: eDifficulty: Easy21 ・ Which of the fol lowing is not a cost of changing capacitya. cost of adding machine capacityb・ cost of hiring workforcec. cost of laying off workforced. cost of overtimee. cost of reducing machine capacityAnswer: dDifficulty: Moderate23. A poor aggregate plan can result ina. appropr iate inventory levels ・ b ・ efficient use of capacity.c. better sales and lost profits. d ・ lost sales and lost profits ・e. lost sales and better profits.Answer: dDifficulty: HardThe fundamental trade-offs available to an aggregate planner are betweena.capabiIity, inventory, and backlog costs. b.capabiIity, inventory, and sales costs ・ c.capacity, inventory, and backlog costs ・ d. capacity, inventory, and sales costs ・e. none of the aboveAnswer: c Difficulty: Easy25. Which of the fol lowing is not a distinet aggregate planning strategy forachieving ba I anee between capacity, inventory, and backlog costs a. adjustable strategy b ・Chase strategyc. level strategyd. mixed strategye. time flexible strategyAnswer: aDifficulty: Easy26.The strategy where the production rate is synchronized with the demand rate by varying machine capacity or hiring and laying off employees as the demand rate var i es i s thea. ad justable strategy.b ・ Chase strategy.c. level strategy. 22. Which of the to consider limits limitslimits limits limits Answer: c Difficulty: Moderatea. following is not a constraint the aggregate planner needson on stockouts and backlogs overtimesales commissions layoffs capitalavailable24.d・ mixed strategy.e. time flexible strategy.Answer: bDifficulty: Moderate27.The strategy where workforce (capacity) is kept stable but the number of hoursworked i s varied over time in an effort to synchronize production with demand is thea. ad justable strategy.b・ Chase strategy.c. level strategy.d・ mixed strategy.e. time flexible strategy.Answer: eDifficulty: Moderate28.The strategy where a stable machine capacity and workforce are maintained witha constant output rate, with inventory levels fluctuating over time, is thea. ad justable strategy.b・ Chase strategy.c. level strategy.d・ mixed strategy.e. time flexible strategy.Answer: cDifficulty: Hard29.Most strategies that an aggregate planner actuaIly uses are in comb inat ionand are referred to as thea. ad justable strategy.b・ Chase strategy.c. level strategy.d・ mixed strategy.e. time flexible strategy.Answer: dDifficulty: Easy30. A highly effective tool for a company to use when it tries to maximize profitswhile being subjected to a series of constraints isa. aggregate programming ・b. di str ibution programming ・c. production programming ・d. linear programming ・e. manufacturing programming. Answer: dDifficulty: Moderatenone of the aboveAnswer: bDifficulty: Moderate35. Which of the fol lowing is an approach a company can use to create a buffer for forecast error using safety inventoryWhen a.d.formulating aggregate plans,forecast forecast forecast forecast errors have errors must accuracy is accuracy i s no impact ・ be taken into account, assumed ・not a factor. 32. Forecasting errors are dealt with usinga.b. d.safety safety safety al I of backlog. capacity ・ inventory. b and c onlyAnswer: eDifficulty: Moderate33. Inventory held to satisfy demand that is higher than forecasteda. safety backlog ・b. safety capacity ・ d. safety inventory.safety sales ・e. safety workforce.Answer: cDifficulty: Easy34. Capacity used to satisfy demand that is higher than forecasted isb .c safety backlog ・safety capacity ・safety inventory.safety sales ・safety workforce.Answer: b Difficulty: Easya. overtimeb・carry extra workforce permanentlyc.build and carry extra inventoriesd.subcontractinge.purchase capacity or product from an open or spot market Answer: aDifficulty: Easy36.Which of the fol lowing is not an approach a company can use to create a bufferfor forecast error using safety capacitya. overtimeb・ carry extra workforce permanentlyc. build and carry extra inventor iesd・ subcontractinge. purchase capacity or product from an open or spot market Answer: cDifficulty: Easy37.Aggregate planning shouId consider information froma. only the enterpr ise as its breadth of scope・b・downstream partners to produce forecasts・c. upstream partners to determine constraints・d・al I of the abovee. b and c onlyAnswer: dDifficulty: Easy38.The qua Iity of the aggregate plan can be improved by using information froma. only the I oca I f i rm ・b・only downstream partners・c. only upstream partners・d・ a I I parts of the supply chain.e. none of the aboveAnswer: bDifficulty: Moderate39.The aggregate plan shouId be communicated toa. only the I oca I fi rm・b・ only downstream partners・c. only upstream partners・d・ a I I supply chain partners who will be affected by it.e. none of the aboveAnswer: cDifficulty: ModerateThe aggregate plan needs toa. be a final product because changes are disruptive to the supply chain ・b. be considered fixed because forecasts are usuaI Iy accurate ・c. have some flexibility built into it because forecasts are always wro ng.d. have some flexibiIity built into it because forecasts are usually right.e. none of the aboveAnswer: cDifficulty: ModerateHow frequently should the aggregate plan be reruna.weekly b.monthly c.every 3 to 8 months d. as inputs to theaggregate plan changeneverAnswer: dDifficulty: Hard42. As capacity utiIization increases,a.it becomes less important to perform aggregate planning ・ b ・it becomes more important to perform aggregate planning. c. it does not affect the importanee ofperforming aggregateplanning.d ・ it lessens the importanee of aggregate planning.e. none of the aboveAnswer: bDifficulty: Moderate Essay/Problems1. Discuss the pr imary objective and operational parameters of aggregateplanning.Answer: The goal of aggregate planning is to satisfy demand in a way thatmaximizes profit ・ Aggregate planning is a process by which a companydetermines I eve Is of capacity, production, subcontract i ng, inventory,stockouts, and even pricing over a specified time hor izon.40. 41.The aggregate planner* s main objective is to identify the fol lowingoperations I parameters over the specified time hor izon:•Production rate: the number of units completed per unit time (such as perweek or per month).•Workforce: the number of workers/units of capacity needed for production・•Overtime: the amount of overtime production planned・•Machine capacity level: the number of units of machine capacity needed forproduction・•Subcontracting: the subcontracted capacity requi red over the planning hor i zon・•Backlog: demand not satisfied in the per iod in which it ar i ses butcarried over to future per iods・•Inventory on hand: the planned inventory carr ied over the var ious per iods in the planning hor izon.The aggregate plan serves as a broad bluepr int for operations and estab Iishes the parameters within which short-term production and di str ibution deci sions are made・ The aggregate plan a I Iows the supply chain to alter capacity al locations and change supply contracts・Difficulty: Moderate2.Discuss the information requi red for aggregate planning.Answer: An aggregate planner requi res the fol lowing information：•Demand forecast F t for each Per iod t in the planning hor izon that extends over T per iods•Production costs•Labor costs, regular time ($/hour), and overtime costs ($/hour)•Cost of subcontracting production ($/unit or $/hour)•Cost of changing capacity; specifically, cost of hi r ing/1 aying offworkforce ($/worker) and cost of adding or reducing machine capacity($/machine)Labor/machine hours requi red per unit Inventory holding cost ($/unit/period) Stockout or backlog cost ($/unit/per iod)Constraints:Limits on overtimeLimits on layoffsLimits on capital avaiI ableLimits on stockouts and backlogsConstraints from suppliers to the enterpriseThis information is used to create an aggregate plan that in turn helps acompany make the fol lowing determinations:•Production quantity from regular time, overtime, and subcontractedtime: used to determine number of workers and supplier purchase levels・•Inventory held: used to determine how much warehouse space andworking capita I is needed・•Backlog/stockout quantity: used to determine what the customerservice levels will be.•Workforce hired/laid off: used to determine any labor issues thatwill be encountered・•Machine capacity /ncrease/decrease: used to determine if newproduction equipment needs to be purchased or idled・The qua Iity of an aggregate plan has a signifiesnt impact on theprofitabiIity of a firm・ A poor aggregate plan can result in lost sales andlost profits if the avaiI able inventory and capacity are unable to meet demand・ A poor aggregate plan may also result in a large amount of excess inventoryand capacity, thereby raising costs・ Therefore, aggregate planning is a veryimportant tool in helping a supply chain maximize profitabiI ity.Difficulty: Hard3.Explain the basic strategies that an aggregate planner has avaiI able to balancethe various costs and meet demand.Answer: There are essentially three distinct aggregate planning strategies forachieving balance between these costs・ These strategies involve trade-offsbetween capital investment, workforce size, work hours, inventory, and backlogs/lost sales・ Most strategies that a planner actuaIly uses are a combination of these three and are referred to as mixed strategies. The three strategies are as fol lows:1.Chase strategy—using capacity as the lever: With this strategy, theproduction rate is synchronized with the demand rate by varying machine capacity or hiring and I ay ing off employees as the demand rate varies・ In practice,achieving this synchronization can be very problematic because of the difficulty in varying capacity and workforce on short notice・ This strategy can beexpensive to implement if the cost of varying machine or Iabor capacity overtime i s high・ It can a I so have a significant negative impact on the moraleof the workforce・ The Chase strategy results in low levels of inventory in the supply chain and high levels of change in capacity and workforce・ It should be used when the cost of carrying inventory is very expensive and costs to changelevels of machine and Iabor capacity are low・2.Time flexibility strategy—using uti/ization as the lever: This strategy maybe used if there is excess machine capacity ・，if machines are not used twenty four hours a day, seven days a week)・ In this case, the workforce (capacity) is kept stable but the number of hours worked is var ied over time in an effort to synchronize production with demand. A planner can use variable amounts ofovertime or a flexible schedule to achieve this synchronization. Although thisstrategy does requi re that the workforce be flexible, it avoids some of theproblems associated with the Chase strategy, most notably changing the size ofthe workforce. This strategy results in low levels of inventory but with loweraverage utiIization. It should be used when inventory carrying costs arerelatively high and machine capacity is relatively inexpensive・3.Level strategy—using inventory as the lever: With this strategy, a stablemachine capacity and workforce are maintained with a constant output rate・Shortages and surpluses result in inventory levels fluctuating over time・ Here production is not synchronized with demand・ Either inventories are built up in anticipation of future demand or backlogs are carried over from high- to low-demand per iods・ Employees benefit from stable working condit ions・ A drawback associated with this strategy is that large inventories may accumulate andcustomer orders may be delayed・ This strategy keeps capacity and costs ofchanging capacity relatively low. It should be used when inventory carrying and backlog costs are relatively low・Difficulty: Moderate4.Discuss key issues to be considered when implementing aggregate planning.Answer: 1. Think beyond the enterprise to the entire supply chain. Mostaggregate planning done today takes only the enterpr ise as i ts breadth ofscope・ However, there are many factors outside the enterpr i se throughout the supply chain that can dramatically impact the optimal aggregate plan・Therefore, avoid the trap of only thinking about your enterpr i se whenaggregate planning. Work with partners downstream to produce forecasts, withupstream partners to determine constraints, and with any other supply chainentities that can improve the qua Iity of the inputs into the aggregate plan・As the plan is only as good as the qua Iity of the inputs, using the supplychain to increase the qua Iity of the inputs will greatly improve the qua Iityof the aggregate plan. Also make sure to communicate the aggregate plan to a I I supply chain partners who wiI I be affected by it.2.Make plans flexible because forecasts are always wrong. Aggregate plans arebased on forecasts of future demand. Given that these forecasts are always wrong to some degree, the aggregate plan needs to have some flexibiIity built into it if it is to be useful・ By buiIding flexibiIity into the plan, when futuredemand changes, or other changes occur, such as increases in costs, the plan can appropriately ad just to handle the new situation・ A manager should performsensitivity ana lysis on the inputs into an aggregate plan・ Using sensitivityanalysis on the inputs into the aggregate plan will enable the planner to choose the best solution for the range of possibiI ities that could occur・3.Rerun the aggregate plan as new data emerges. Aggregate plans provide a mapfor the next three to eighteen months・ This does not mean that a firm shouldonly run aggregate plans once every three to eighteen months. As inputs into the aggregate plan change, managers should use the latest values of these inputs and rerun the aggregate plan. By using the latest inputs, the plan will avoidsuboptimization based on old data and will produce a better solution・ Forinstance, as new demand forecasts become avaiI able, aggregate plans should bereevaluated・e aggregate planning as capacity utiIization increases・Surprisingly, many companies do not create aggregate plans and instead rely solely on orders from thei r distributors or warehouses to determine thei r production schedules ・ These orders are dr i ven either by actuaI demand or through inventory management algorithms・ If a company has no trouble efficiently meeting demand this way, then one could claim the lack of aggregate planning may not signifiesntly harm the company. However, when utiIization becomes high and capacity is an issue, relying on orders to set the production schedule can lead to capacity problems・ When utilization is high, the I ike Iihood of produc ing for a I I the orders as they arrive is very low・ Planning needs to be done to best utilize the capacity to meet the forecasted demand. Therefore, as capacity utiIization increases, it becomes more important to perform aggregate planning. Difficu!ty: Moderate。
采购经理供应链管理知识测试题
采购经理供应链管理知识测试题在现代商业社会中，供应链管理已经变得至关重要。
作为采购经理，具备必要的供应链管理知识是你必须具备的技能之一。
为了评估你的
供应链管理知识水平，以下是一些供应链管理知识测试题，帮助你检
验自己的能力。
题1：什么是供应链管理？
题2：列举并解释供应链管理的五个关键活动。
题3：请描述一下供应链的四个基本流程。
题4：供应链管理的优势有哪些？请提供至少五个优势例子。
题5：什么是供应链风险管理？请简要描述供应链风险管理的目的
和重要性。
题6：供应链中的可持续发展是什么意思？为什么可持续发展在供
应链管理中如此重要？
题7：请解释供应链中的“供应商选择”和“供应商评估”之间的区别。
题8：解释什么是供应链中的仓储和物流，并说明它们在供应链中
的作用。
题9：请描述一下供应链中使用的质量管理工具和技术。
题10：供应链管理中的成本控制策略有哪些？请提供至少三个策略。
题11：解释供应链中的“需求规划”和“需求预测”之间的区别。
题12：请描述一下供应链中的供应网络设计和优化。
题13：什么是供应链中的协同计划？请说明协同计划的目的和重要性。
题14：供应链中的供应商绩效评估是什么？请解释供应商绩效评估的作用和方法。
题15：请谈谈你对供应链管理未来发展的观点和预测。
通过回答以上问题，你将有机会了解自己在供应链管理领域的知识深度和广度。
答题结束后，你可以对自己的答案进行自我评估，并进一步学习和提升自己的供应链管理能力。
供应链管理第三版unit8习题与答案
Chapter 8Aggregate Planning in the Supply ChainTrue/False1.The goal of aggregate planning is to satisfy demand in a way that minimizes profit.Answer: FalseDifficulty: Easy2.Aggregate planning is a process by which a company determines levels of capacity,production, subcontracting, inventory, stockouts, and even pricing over a specified time horizon.Answer: TrueDifficulty: Moderate3.Aggregate planning solves problems involving aggregate decisions rather than stockkeeping unit (SKU) level decisions.Answer: TrueDifficulty: Easy4.Traditionally, much of aggregate planning is focused within an enterprise and may notalways be seen as a part of supply chain management.Answer: TrueDifficulty: Moderate5.Aggregate planning is an important supply chain issue because, to be effective, itrequires inputs from throughout the supply chain, but its results have little impact onthe supply chain.Answer: FalseDifficulty: Moderate6.Short-term production serves as a broad blueprint for operations and establishes theparameters within which aggregate planning decisions are made.Answer: FalseDifficulty: Easy7.The aggregate planning problem is concerned with determining the production level,inventory level, and capacity level (internal and outsourced) for each period thatmaximizes the firm’s profit over the planning horizon.Answer: TrueDifficulty: Moderate8.To create an aggregate plan, a company must specify the planning horizon for the planand the duration of each period within the planning horizon.Answer: TrueDifficulty: Easy9. A planning horizon is usually between three and five years.Answer: FalseDifficulty: Moderate10. A poor aggregate plan can result in improved sales and profits if the available inventoryand capacity are unable to meet demand.Answer: FalseDifficulty: Easy11. A poor aggregate plan may result in a large amount of excess inventory and capacity,thereby raising costs.Answer: TrueDifficulty: Moderate12.The aggregate planner must make a trade-off between capacity, inventory, and backlogcosts.Answer: TrueDifficulty: Moderate13.An aggregate plan that increases one cost typically results in the increase of the othertwo.Answer: FalseDifficulty: Moderate14.The time flexible strategy is where the production rate is synchronized with the demandrate by varying machine capacity or hiring and laying off employees as the demand rate varies.Answer: FalseDifficulty: Hard15.The time flexible strategy is where workforce (capacity) is kept stable but the number ofhours worked is varied over time in an effort to synchronize production with demand.Answer: TrueDifficulty: Moderate16.The mixed strategy is where a stable machine capacity and workforce are maintainedwith a constant output rate with inventory levels fluctuating over time.Answer: FalseDifficulty: Hard17.Most strategies that an aggregate planner actually uses are in combination, and arereferred to as mixed strategies.Answer: TrueDifficulty: Easy18. A highly effective tool for a company to use when it tries to maximize profits while beingsubjected to a series of constraints is aggregate programming.Answer: FalseDifficulty: Moderate19.To improve the quality of these aggregate plans, forecast errors must be taken intoaccount when formulating aggregate plans.Answer: TrueDifficulty: Moderate20.Forecasting errors are dealt with in aggregate plans using either safety backlog or safetycapacity.Answer: FalseDifficulty: Moderate21.Safety inventory is defined as inventory held to satisfy demand that is higher thanforecasted.Answer: TrueDifficulty: Easy22.Safety capacity is defined as capacity used to satisfy demand that is lower thanforecasted.Answer: FalseDifficulty: Easypanies should work with downstream partners to produce forecasts and withupstream partners to determine constraints when doing aggregate planning.Answer: TrueDifficulty: Easy24.The aggregate plan should be viewed primarily as an in-house tool that does not need tobe communicated to supply chain partners.Answer: FalseDifficulty: Easy25.Given that forecasts are always wrong to some degree, the aggregate plan needs tohave some flexibility built into it if it is to be useful.Answer: TrueDifficulty: Moderate26. A manager should perform sensitivity analysis on the inputs into an aggregate plan tochoose the best solution for the range of possibilities that could occur.Answer: TrueDifficulty: Moderate27.As inputs into the aggregate plan change, managers do not need to make changes to theaggregate plan.Answer: FalseDifficulty: Easy28.As capacity utilization increases, it becomes less important to perform aggregateplanning.Answer: FalseDifficulty: ModerateMultiple Choice1.The process by which a company determines levels of capacity, production,subcontracting, inventory, stockouts, and even pricing over a specified time horizon isa.aggregate planning.b.detail planning.c.inventory planning.d.sales planning.e.all of the aboveAnswer: aDifficulty: Moderate2.The goal of aggregate planning is toa.dissatisfy customers in a way that maximizes profit.b.dissatisfy customers in a way that minimizes profit.c.satisfy demand in a way that maximizes profit.d.satisfy demand in a way that minimizes profit.e.none of the aboveAnswer: cDifficulty: Easy3.Aggregate planning solves problems involvinga.aggregate decisions and stock keeping unit (SKU) level decisions.b.aggregate decisions or stock keeping unit (SKU) level decisions.c.aggregate decisions rather than stock keeping unit (SKU) level decisions.d.stock keeping unit (SKU) level decisions rather than aggregate decisions.e. b and c onlyAnswer: cDifficulty: Easy4.Aggregate planning, to be effective, requires inputs froma.all customers.b.all departments.c.all suppliers.d.throughout the supply chain.e.throughout the company.Answer: dDifficulty: Moderate5.Much of aggregate planning has traditionally been focuseda.on short-term production scheduling.b.on customer relationship management.c.within an enterprise.d.beyond enterprise boundaries.e.all of the aboveAnswer: cDifficulty: Moderate6.Which of the following are not operational parameters the aggregate planner isconcerned witha.production rateb.workforcec.overtimed.backorderse.inventory on handAnswer: dDifficulty: Moderate7.The operational parameter concerned with the number of units completed per unit time(such as per week or per month) isa.production rate.b.workforce.c.overtime.d.backlog.e.inventory on hand.Answer: aDifficulty: Easy8.The operational parameter concerned with the number of workers/units of capacityneeded for production isa.production rate.b.workforce.c.overtime.d.backlog.e.inventory on hand.Answer: bDifficulty: Easy9.The operational parameter concerned with the amount of overtime production plannedisa.production rate.b.workforce.c.overtime.d.backlog.e.inventory on hand.Answer: cDifficulty: Easy10.The operational parameter concerned with demand not satisfied in the period in whichit arises, but carried over to future periods isa.production rate.b.workforce.c.overtime.d.backlog.e.inventory on hand.Answer: dDifficulty: Easy11.The operational parameter concerned with the planned inventory carried over thevarious periods in the planning horizon isa.production rate.b.workforce.c.overtime.d.backlog.e.inventory on hand.Answer: eDifficulty: Easy12.The operational parameter concerned with the number of units of machine capacityneeded for production isa.machine capacity level.b.subcontracting.c.overtime.d.backlog.e.inventory on hand.Answer: aDifficulty: Easy13.The operational parameter concerned with the subcontracted capacity required overthe planning horizon isa.machine capacity level.b.subcontracting.c.overtime.d.backlog.e.inventory on hand.Answer: cDifficulty: Easy14.The aggregate plana.serves as a broad blueprint for operations.b.establishes the parameters within which short-term production and distributiondecisions are made.c.allows the supply chain to alter capacity allocations and change supply contracts.d.all of the abovee. b and c onlyAnswer: dDifficulty: Moderate15.Aggregate planning is concerned with determininga.the production level, sales level, and capacity for each period.b.the demand level, inventory level, and capacity for each period.c.the production level, inventory level, and capacity for each period.d.the production level, staffing level, and capacity for each period.e.none of the aboveAnswer: cDifficulty: Moderate16.To create an aggregate plan, a company must specifya.the planning horizon for the plan.b.the duration of each period within the planning horizon.c.key information required.d.all of the abovee. a and b onlyAnswer: dDifficulty: Moderate17.The planning horizon isa.the time period over which the aggregate plan is to produce a solution.b.the duration of each time period in the aggregate plan.c.the length of time required to produce the aggregate plan.d.the solution to the aggregate plan.e.none of the aboveAnswer: aDifficulty: Easy18.The length of the planning horizon is usually betweena.one and three months.b.three and eighteen months.c.one and three years.d.three and five years.e.none of the aboveAnswer: bDifficulty: Moderate19.Which of the following is not information needed by the aggregate plannera.demand forecast for each period in the planning horizonb.production costsbor costsd.cost of subcontracting productione.cost of changing the demand forecastAnswer: eDifficulty: Moderate20.The cost of changing capacity includes thea.cost of adding machine capacity.b.cost of reducing machine capacity.c.cost of hiring workforce.d.cost of laying off workforce.e.all of the aboveAnswer: eDifficulty: Easy21.Which of the following is not a cost of changing capacitya.cost of adding machine capacityb.cost of hiring workforcec.cost of laying off workforced.cost of overtimee.cost of reducing machine capacityAnswer: dDifficulty: Moderate22.Which of the following is not a constraint the aggregate planner needs to considera.limits on stockouts and backlogsb.limits on overtimec.limits on sales commissionsd.limits on layoffse.limits on capital availableAnswer: cDifficulty: Moderate23. A poor aggregate plan can result ina.appropriate inventory levels.b.efficient use of capacity.c.better sales and lost profits.d.lost sales and lost profits.e.lost sales and better profits.Answer: dDifficulty: Hard24.The fundamental trade-offs available to an aggregate planner are betweena.capability, inventory, and backlog costs.b.capability, inventory, and sales costs.c.capacity, inventory, and backlog costs.d.capacity, inventory, and sales costs.e.none of the aboveAnswer: cDifficulty: Easy25.Which of the following is not a distinct aggregate planning strategy for achievingbalance between capacity, inventory, and backlog costsa.adjustable strategyb.Chase strategyc.level strategyd.mixed strategye.time flexible strategyAnswer: aDifficulty: Easy26.The strategy where the production rate is synchronized with the demand rate by varyingmachine capacity or hiring and laying off employees as the demand rate varies is thea.adjustable strategy.b.Chase strategy.c.level strategy.d.mixed strategy.e.time flexible strategy.Answer: bDifficulty: Moderate27.The strategy where workforce (capacity) is kept stable but the number of hours workedis varied over time in an effort to synchronize production with demand is thea.adjustable strategy.b.Chase strategy.c.level strategy.d.mixed strategy.e.time flexible strategy.Answer: eDifficulty: Moderate28.The strategy where a stable machine capacity and workforce are maintained with aconstant output rate, with inventory levels fluctuating over time, is thea.adjustable strategy.b.Chase strategy.c.level strategy.d.mixed strategy.e.time flexible strategy.Answer: cDifficulty: Hard29.Most strategies that an aggregate planner actually uses are in combination and arereferred to as thea.adjustable strategy.b.Chase strategy.c.level strategy.d.mixed strategy.e.time flexible strategy.Answer: dDifficulty: Easy30. A highly effective tool for a company to use when it tries to maximize profits while beingsubjected to a series of constraints isa.aggregate programming.b.distribution programming.c.production programming.d.linear programming.e.manufacturing programming.Answer: dDifficulty: Moderate31.When formulating aggregate plans,a.forecast errors have no impact.b.forecast errors must be taken into account.c.forecast accuracy is assumed.d.forecast accuracy is not a factor.e.none of the aboveAnswer: bDifficulty: Moderate32.Forecasting errors are dealt with usinga.safety backlog.b.safety capacity.c.safety inventory.d.all of the abovee. b and c onlyAnswer: eDifficulty: Moderate33.Inventory held to satisfy demand that is higher than forecasted isa.safety backlog.b.safety capacity.c.safety inventory.d.safety sales.e.safety workforce.Answer: cDifficulty: Easy34.Capacity used to satisfy demand that is higher than forecasted isa.safety backlog.b.safety capacity.c.safety inventory.d.safety sales.e.safety workforce.Answer: bDifficulty: Easy35.Which of the following is an approach a company can use to create a buffer for forecasterror using safety inventorya.overtimeb.carry extra workforce permanentlyc.build and carry extra inventoriesd.subcontractinge.purchase capacity or product from an open or spot marketAnswer: aDifficulty: Easy36.Which of the following is not an approach a company can use to create a buffer forforecast error using safety capacitya.overtimeb.carry extra workforce permanentlyc.build and carry extra inventoriesd.subcontractinge.purchase capacity or product from an open or spot marketAnswer: cDifficulty: Easy37.Aggregate planning should consider information froma.only the enterprise as its breadth of scope.b.downstream partners to produce forecasts.c.upstream partners to determine constraints.d.all of the abovee. b and c onlyAnswer: dDifficulty: Easy38.The quality of the aggregate plan can be improved by using information froma.only the local firm.b.only downstream partners.c.only upstream partners.d.all parts of the supply chain.e.none of the aboveAnswer: bDifficulty: Moderate39.The aggregate plan should be communicated toa.only the local firm.b.only downstream partners.c.only upstream partners.d.all supply chain partners who will be affected by it.e.none of the aboveAnswer: cDifficulty: Moderate40.The aggregate plan needs toa.be a final product because changes are disruptive to the supply chain.b.be considered fixed because forecasts are usually accurate.c.have some flexibility built into it because forecasts are always wrong.d.have some flexibility built into it because forecasts are usually right.e.none of the aboveAnswer: cDifficulty: Moderate41.How frequently should the aggregate plan be reruna.weeklyb.monthlyc.every 3 to 8 monthsd.as inputs to the aggregate plan changee.neverAnswer: dDifficulty: Hard42.As capacity utilization increases,a.it becomes less important to perform aggregate planning.b.it becomes more important to perform aggregate planning.c.it does not affect the importance of performing aggregate planning.d.it lessens the importance of aggregate planning.e.none of the aboveAnswer: bDifficulty: ModerateEssay/Problems1.Discuss the primary objective and operational parameters of aggregate planning.Answer: The goal of aggregate planning is to satisfy demand in a way that maximizesprofit. Aggregate planning is a process by which a company determines levels ofcapacity, production, subcontracting, inventory, stockouts, and even pricing over aspecified time horizon. The aggregate planner’s main objective is to identify thefollowing operational parameters over the specified time horizon:Production rate: the number of units completed per unit time (such as per week or per month).Workforce: the number of workers/units of capacity needed for production.Overtime: the amount of overtime production planned.Machine capacity level: the number of units of machine capacity needed for production.Subcontracting: the subcontracted capacity required over the planning horizon.Backlog: demand not satisfied in the period in which it arises but carried over to future periods.Inventory on hand: the planned inventory carried over the various periods in theplanning horizon.The aggregate plan serves as a broad blueprint for operations and establishes theparameters within which short-term production and distribution decisions are made.The aggregate plan allows the supply chain to alter capacity allocations and changesupply contracts.Difficulty: Moderate2.Discuss the information required for aggregate planning.Answer: An aggregate planner requires the following information:Demand forecast F t for each Period t in the planning horizon that extends over TperiodsProduction costsLabor costs, regular time ($/hour), and overtime costs ($/hour)Cost of subcontracting production ($/unit or $/hour)Cost of changing capacity; specifically, cost of hiring/laying off workforce ($/worker)and cost of adding or reducing machine capacity ($/machine)Labor/machine hours required per unitInventory holding cost ($/unit/period)Stockout or backlog cost ($/unit/period)Constraints:Limits on overtimeLimits on layoffsLimits on capital availableLimits on stockouts and backlogsConstraints from suppliers to the enterpriseThis information is used to create an aggregate plan that in turn helps a company make the following determinations:Production quantity from regular time, overtime, and subcontracted time: usedto determine number of workers and supplier purchase levels.Inventory held: used to determine how much warehouse space and workingcapital is needed.Backlog/stockout quantity: used to determine what the customer service levelswill be.Workforce hired/laid off: used to determine any labor issues that will beencountered.Machine capacity increase/decrease: used to determine if new productionequipment needs to be purchased or idled.The quality of an aggregate plan has a significant impact on the profitability of a firm. A poor aggregate plan can result in lost sales and lost profits if the available inventory and capacity are unable to meet demand. A poor aggregate plan may also result in a largeamount of excess inventory and capacity, thereby raising costs. Therefore, aggregateplanning is a very important tool in helping a supply chain maximize profitability.Difficulty: Hard3.Explain the basic strategies that an aggregate planner has available to balance thevarious costs and meet demand.Answer: There are essentially three distinct aggregate planning strategies for achieving balance between these costs. These strategies involve trade-offs between capitalinvestment, workforce size, work hours, inventory, and backlogs/lost sales. Moststrategies that a planner actually uses are a combination of these three and are referred to as mixed strategies. The three strategies are as follows:1. Chase strategy—using capacity as the lever: With this strategy, the production rate issynchronized with the demand rate by varying machine capacity or hiring and laying off employees as the demand rate varies. In practice, achieving this synchronization can be very problematic because of the difficulty in varying capacity and workforce on shortnotice. This strategy can be expensive to implement if the cost of varying machine orlabor capacity over time is high. It can also have a significant negative impact on themorale of the workforce. The Chase strategy results in low levels of inventory in thesupply chain and high levels of change in capacity and workforce. It should be usedwhen the cost of carrying inventory is very expensive and costs to change levels ofmachine and labor capacity are low.2. Time flexibility strategy—using utilization as the lever: This strategy may be used ifthere is excess machine capacity ., if machines are not used twenty four hours a day,seven days a week). In this case, the workforce (capacity) is kept stable but the number of hours worked is varied over time in an effort to synchronize production with demand.A planner can use variable amounts of overtime or a flexible schedule to achieve thissynchronization. Although this strategy does require that the workforce be flexible, itavoids some of the problems associated with the Chase strategy, most notably changing the size of the workforce. This strategy results in low levels of inventory but with lower average utilization. It should be used when inventory carrying costs are relatively highand machine capacity is relatively inexpensive.3. Level strategy—using inventory as the lever: With this strategy, a stable machinecapacity and workforce are maintained with a constant output rate. Shortages andsurpluses result in inventory levels fluctuating over time. Here production is notsynchronized with demand. Either inventories are built up in anticipation of futuredemand or backlogs are carried over from high- to low-demand periods. Employeesbenefit from stable working conditions. A drawback associated with this strategy is that large inventories may accumulate and customer orders may be delayed. This strategykeeps capacity and costs of changing capacity relatively low. It should be used wheninventory carrying and backlog costs are relatively low.Difficulty: Moderate4.Discuss key issues to be considered when implementing aggregate planning.Answer: 1. Think beyond the enterprise to the entire supply chain. Most aggregateplanning done today takes only the enterprise as its breadth of scope. However, thereare many factors outside the enterprise throughout the supply chain that candramatically impact the optimal aggregate plan. Therefore, avoid the trap of onlythinking about your enterprise when aggregate planning. Work with partnersdownstream to produce forecasts, with upstream partners to determine constraints,and with any other supply chain entities that can improve the quality of the inputs into the aggregate plan. As the plan is only as good as the quality of the inputs, using thesupply chain to increase the quality of the inputs will greatly improve the quality of the aggregate plan. Also make sure to communicate the aggregate plan to all supply chainpartners who will be affected by it.2. Make plans flexible because forecasts are always wrong. Aggregate plans are basedon forecasts of future demand. Given that these forecasts are always wrong to somedegree, the aggregate plan needs to have some flexibility built into it if it is to be useful.By building flexibility into the plan, when future demand changes, or other changesoccur, such as increases in costs, the plan can appropriately adjust to handle the new situation. A manager should perform sensitivity analysis on the inputs into an aggregate plan. Using sensitivity analysis on the inputs into the aggregate plan will enable the planner to choose the best solution for the range of possibilities that could occur.3. Rerun the aggregate plan as new data emerges. Aggregate plans provide a map for the next three to eighteen months. This does not mean that a firm should only run aggregate plans once every three to eighteen months. As inputs into the aggregate plan change, managers should use the latest values of these inputs and rerun the aggregate plan. By using the latest inputs, the plan will avoid suboptimization based on old data and will produce a better solution. For instance, as new demand forecasts become available, aggregate plans should be reevaluated.4. Use aggregate planning as capacity utilization increases. Surprisingly, many companies do not create aggregate plans and instead rely solely on orders from their distributors or warehouses to determine their production schedules. These orders are driven either by actual demand or through inventory management algorithms. If a company has no trouble efficiently meeting demand this way, then one could claim the lack of aggregate planning may not significantly harm the company. However, when utilization becomes high and capacity is an issue, relying on orders to set the production schedule can lead to capacity problems. When utilization is high, the likelihood of producing for all the orders as they arrive is very low. Planning needs to be done to best utilize the capacity to meet the forecasted demand. Therefore, as capacity utilization increases, it becomes more important to perform aggregate planning.Difficulty: Moderate。
(完整版)供应链管理第三版Unit8习题与答案
Chapter 8Aggregate Planning in the Supply ChainTrue/False1. The goal of aggregate planning is to satisfy demand in a way that minimizesprofit.Answer: FalseDifficulty: Easy2. Aggregate planning is a process by which a company determines levels ofcapacity, production, subcontracting, inventory, stockouts, and even pricing overa specified time horizon.Answer: TrueDifficulty: Moderate3. Aggregate planning solves problems involving aggregate decisions rather thanstock keeping unit (SKU) level decisions.Answer: TrueDifficulty: Easy4. Traditionally, much of aggregate planning is focused within an enterprise andmay not always be seen as a part of supply chain management.Answer: TrueDifficulty: Moderate5. Aggregate planning is an important supply chain issue because, to be effective, itrequires inputs from throughout the supply chain, but its results have little impact on the supply chain.Answer: FalseDifficulty: Moderate6. Short-term production serves as a broad blueprint for operations and establishesthe parameters within which aggregate planning decisions are made.Answer: FalseDifficulty: Easy7. The aggregate planning problem is concerned with determining the productionlevel, inventory level, and capacity level (internal and outsourced) for each period that maximizes the firm’s profit over the planning horizon.Answer: TrueDifficulty: Moderate8. To create an aggregate plan, a company must specify the planning horizon forthe plan and the duration of each period within the planning horizon.Answer: TrueDifficulty: Easy9. A planning horizon is usually between three and five years.Answer: FalseDifficulty: Moderate10. A poor aggregate plan can result in improved sales and profits if the availableinventory and capacity are unable to meet demand.Answer: FalseDifficulty: Easy11. A poor aggregate plan may result in a large amount of excess inventory andcapacity, thereby raising costs.Answer: TrueDifficulty: Moderate12. The aggregate planner must make a trade-off between capacity, inventory, andbacklog costs.Answer: TrueDifficulty: Moderate13. An aggregate plan that increases one cost typically results in the increase of theother two.Answer: FalseDifficulty: Moderate14. The time flexible strategy is where the production rate is synchronized with thedemand rate by varying machine capacity or hiring and laying off employees asthe demand rate varies.Answer: FalseDifficulty: Hard15. The time flexible strategy is where workforce (capacity) is kept stable but thenumber of hours worked is varied over time in an effort to synchronize production with demand.Answer: TrueDifficulty: Moderate16. The mixed strategy is where a stable machine capacity and workforce aremaintained with a constant output rate with inventory levels fluctuating over time.Answer: FalseDifficulty: Hard17. Most strategies that an aggregate planner actually uses are in combination, andare referred to as mixed strategies.Answer: TrueDifficulty: Easy18. A highly effective tool for a company to use when it tries to maximize profits whilebeing subjected to a series of constraints is aggregate programming.Answer: FalseDifficulty: Moderate19. To improve the quality of these aggregate plans, forecast errors must be takeninto account when formulating aggregate plans.Answer: TrueDifficulty: Moderate20. Forecasting errors are dealt with in aggregate plans using either safety backlogor safety capacity.Answer: FalseDifficulty: Moderate21. Safety inventory is defined as inventory held to satisfy demand that is higher thanforecasted.Answer: TrueDifficulty: Easy22. Safety capacity is defined as capacity used to satisfy demand that is lower thanforecasted.Answer: FalseDifficulty: Easy23. Companies should work with downstream partners to produce forecasts and withupstream partners to determine constraints when doing aggregate planning.Answer: TrueDifficulty: Easy24. The aggregate plan should be viewed primarily as an in-house tool that does notneed to be communicated to supply chain partners.Answer: FalseDifficulty: Easy25. Given that forecasts are always wrong to some degree, the aggregate planneeds to have some flexibility built into it if it is to be useful.Answer: TrueDifficulty: Moderate26. A manager should perform sensitivity analysis on the inputs into an aggregateplan to choose the best solution for the range of possibilities that could occur.Answer: TrueDifficulty: Moderate27. As inputs into the aggregate plan change, managers do not need to makechanges to the aggregate plan.Answer: FalseDifficulty: Easy28. As capacity utilization increases, it becomes less important to perform aggregateplanning.Answer: FalseDifficulty: ModerateMultiple Choice1. The process by which a company determines levels of capacity, production,subcontracting, inventory, stockouts, and even pricing over a specified timehorizon isa. aggregate planning.b. detail planning.c. inventory planning.d. sales planning.e. all of the aboveAnswer: aDifficulty: Moderate2. The goal of aggregate planning is toa. dissatisfy customers in a way that maximizes profit.b. dissatisfy customers in a way that minimizes profit.c. satisfy demand in a way that maximizes profit.d. satisfy demand in a way that minimizes profit.e. none of the aboveAnswer: cDifficulty: Easy3. Aggregate planning solves problems involvinga. aggregate decisions and stock keeping unit (SKU) level decisions.b. aggregate decisions or stock keeping unit (SKU) level decisions.c. aggregate decisions rather than stock keeping unit (SKU) level decisions.d. stock keeping unit (SKU) level decisions rather than aggregate decisions.e. b and c onlyAnswer: cDifficulty: Easy4. Aggregate planning, to be effective, requires inputs froma. all customers.b. all departments.c. all suppliers.d. throughout the supply chain.e. throughout the company.Answer: dDifficulty: Moderate5. Much of aggregate planning has traditionally been focuseda. on short-term production scheduling.b. on customer relationship management.c. within an enterprise.d. beyond enterprise boundaries.e. all of the aboveAnswer: cDifficulty: Moderate6. Which of the following are not operational parameters the aggregate planner isconcerned with?a. production rateb. workforcec. overtimed. backorderse. inventory on handAnswer: dDifficulty: Moderate7. The operational parameter concerned with the number of units completed perunit time (such as per week or per month) isa. production rate.b. workforce.c. overtime.d. backlog.e. inventory on hand.Answer: aDifficulty: Easy8. The operational parameter concerned with the number of workers/units ofcapacity needed for production isa. production rate.b. workforce.c. overtime.d. backlog.e. inventory on hand.Answer: bDifficulty: Easy9. The operational parameter concerned with the amount of overtime productionplanned isa. production rate.b. workforce.c. overtime.d. backlog.e. inventory on hand.Answer: cDifficulty: Easy10. The operational parameter concerned with demand not satisfied in the period inwhich it arises, but carried over to future periods isa. production rate.b. workforce.c. overtime.d. backlog.e. inventory on hand.Answer: dDifficulty: Easy11. The operational parameter concerned with the planned inventory carried over thevarious periods in the planning horizon isa. production rate.b. workforce.c. overtime.d. backlog.e. inventory on hand.Answer: eDifficulty: Easy12. The operational parameter concerned with the number of units of machinecapacity needed for production isa. machine capacity level.b. subcontracting.c. overtime.d. backlog.e. inventory on hand.Answer: aDifficulty: Easy13. The operational parameter concerned with the subcontracted capacity requiredover the planning horizon isa. machine capacity level.b. subcontracting.c. overtime.d. backlog.e. inventory on hand.Answer: cDifficulty: Easy14. The aggregate plana. serves as a broad blueprint for operations.b. establishes the parameters within which short-term production anddistribution decisions are made.c. allows the supply chain to alter capacity allocations and change supplycontracts.d. all of the abovee. b and c onlyAnswer: dDifficulty: Moderate15. Aggregate planning is concerned with determininga. the production level, sales level, and capacity for each period.b. the demand level, inventory level, and capacity for each period.c. the production level, inventory level, and capacity for each period.d. the production level, staffing level, and capacity for each period.e. none of the aboveAnswer: cDifficulty: Moderate16. To create an aggregate plan, a company must specifya. the planning horizon for the plan.b. the duration of each period within the planning horizon.c. key information required.d. all of the abovee. a and b onlyAnswer: dDifficulty: Moderate17. The planning horizon isa. the time period over which the aggregate plan is to produce a solution.b. the duration of each time period in the aggregate plan.c. the length of time required to produce the aggregate plan.d. the solution to the aggregate plan.e. none of the aboveAnswer: aDifficulty: Easy18. The length of the planning horizon is usually betweena. one and three months.b. three and eighteen months.c. one and three years.d. three and five years.e. none of the aboveAnswer: bDifficulty: Moderate19. Which of the following is not information needed by the aggregate planner?a. demand forecast for each period in the planning horizonb. production costsc. labor costsd. cost of subcontracting productione. cost of changing the demand forecastAnswer: eDifficulty: Moderate20. The cost of changing capacity includes thea. cost of adding machine capacity.b. cost of reducing machine capacity.c. cost of hiring workforce.d. cost of laying off workforce.e. all of the aboveAnswer: eDifficulty: Easy21. Which of the following is not a cost of changing capacity?a. cost of adding machine capacityb. cost of hiring workforcec. cost of laying off workforced. cost of overtimee. cost of reducing machine capacityAnswer: dDifficulty: Moderate22. Which of the following is not a constraint the aggregate planner needs toconsider?a. limits on stockouts and backlogsb. limits on overtimec. limits on sales commissionsd. limits on layoffse. limits on capital availableAnswer: cDifficulty: Moderate23. A poor aggregate plan can result ina. appropriate inventory levels.b. efficient use of capacity.c. better sales and lost profits.d. lost sales and lost profits.e. lost sales and better profits.Answer: dDifficulty: Hard24. The fundamental trade-offs available to an aggregate planner are betweena. capability, inventory, and backlog costs.b. capability, inventory, and sales costs.c. capacity, inventory, and backlog costs.d. capacity, inventory, and sales costs.e. none of the aboveAnswer: cDifficulty: Easy25. Which of the following is not a distinct aggregate planning strategy for achievingbalance between capacity, inventory, and backlog costs?a. adjustable strategyb. Chase strategyc. level strategyd. mixed strategye. time flexible strategyAnswer: aDifficulty: Easy26. The strategy where the production rate is synchronized with the demand rate byvarying machine capacity or hiring and laying off employees as the demand rate varies is thea. adjustable strategy.b. Chase strategy.c. level strategy.d. mixed strategy.e. time flexible strategy.Answer: bDifficulty: Moderate27. The strategy where workforce (capacity) is kept stable but the number of hoursworked is varied over time in an effort to synchronize production with demand is thea. adjustable strategy.b. Chase strategy.c. level strategy.d. mixed strategy.e. time flexible strategy.Answer: eDifficulty: Moderate28. The strategy where a stable machine capacity and workforce are maintained witha constant output rate, with inventory levels fluctuating over time, is thea. adjustable strategy.b. Chase strategy.c. level strategy.d. mixed strategy.e. time flexible strategy.Answer: cDifficulty: Hard29. Most strategies that an aggregate planner actually uses are in combination andare referred to as thea. adjustable strategy.b. Chase strategy.c. level strategy.d. mixed strategy.e. time flexible strategy.Answer: dDifficulty: Easy30. A highly effective tool for a company to use when it tries to maximize profits whilebeing subjected to a series of constraints isa. aggregate programming.b. distribution programming.c. production programming.d. linear programming.e. manufacturing programming.Answer: dDifficulty: Moderate31. When formulating aggregate plans,a. forecast errors have no impact.b. forecast errors must be taken into account.c. forecast accuracy is assumed.d. forecast accuracy is not a factor.e. none of the aboveAnswer: bDifficulty: Moderate32. Forecasting errors are dealt with usinga. safety backlog.b. safety capacity.c. safety inventory.d. all of the abovee. b and c onlyAnswer: eDifficulty: Moderate33. Inventory held to satisfy demand that is higher than forecasted isa. safety backlog.b. safety capacity.c. safety inventory.d. safety sales.e. safety workforce.Answer: cDifficulty: Easy34. Capacity used to satisfy demand that is higher than forecasted isa. safety backlog.b. safety capacity.c. safety inventory.d. safety sales.e. safety workforce.Answer: bDifficulty: Easy35. Which of the following is an approach a company can use to create a buffer forforecast error using safety inventory?a. overtimeb. carry extra workforce permanentlyc. build and carry extra inventoriesd. subcontractinge. purchase capacity or product from an open or spot marketAnswer: aDifficulty: Easy36. Which of the following is not an approach a company can use to create a bufferfor forecast error using safety capacity?a. overtimeb. carry extra workforce permanentlyc. build and carry extra inventoriesd. subcontractinge. purchase capacity or product from an open or spot marketAnswer: cDifficulty: Easy37. Aggregate planning should consider information froma. only the enterprise as its breadth of scope.b. downstream partners to produce forecasts.c. upstream partners to determine constraints.d. all of the abovee. b and c onlyAnswer: dDifficulty: Easy38. The quality of the aggregate plan can be improved by using information froma. only the local firm.b. only downstream partners.c. only upstream partners.d. all parts of the supply chain.e. none of the aboveAnswer: bDifficulty: Moderate39. The aggregate plan should be communicated toa. only the local firm.b. only downstream partners.c. only upstream partners.d. all supply chain partners who will be affected by it.e. none of the aboveAnswer: cDifficulty: Moderate40. The aggregate plan needs toa. be a final product because changes are disruptive to the supply chain.b. be considered fixed because forecasts are usually accurate.c. have some flexibility built into it because forecasts are always wrong.d. have some flexibility built into it because forecasts are usually right.e. none of the aboveAnswer: cDifficulty: Moderate41. How frequently should the aggregate plan be rerun?a. weeklyb. monthlyc. every 3 to 8 monthsd. as inputs to the aggregate plan changee. neverAnswer: dDifficulty: Hard42. As capacity utilization increases,a. it becomes less important to perform aggregate planning.b. it becomes more important to perform aggregate planning.c. it does not affect the importance of performing aggregate planning.d. it lessens the importance of aggregate planning.e. none of the aboveAnswer: bDifficulty: ModerateEssay/Problems1. Discuss the primary objective and operational parameters of aggregate planning.Answer: The goal of aggregate planning is to satisfy demand in a way thatmaximizes profit. Aggregate planning is a process by which a companydetermines levels of capacity, production, subcontracting, inventory, stockouts,and even pricing over a specified time horizon. The aggregate planner’s mainobjective is to identify the following operational parameters over the specifiedtime horizon:• Production rate: the number of units completed per unit time (such as per week or per month).• Workforce: the number of workers/units of capacity needed for production.• Overtime: the amount of overtime production planned.• Machine capacity level: the number of units of machine capacity needed forproduction.• Subcontracting: the subcontracted capacity required over the planning horizon.• Backlog: demand not satisfied in the period in which it arises but carried over to future periods.• Inventory on hand: the planned inventory carried over the various periods in the planning horizon.The aggregate plan serves as a broad blueprint for operations and establishesthe parameters within which short-term production and distribution decisions are made. The aggregate plan allows the supply chain to alter capacity allocationsand change supply contracts.Difficulty: Moderate2. Discuss the information required for aggregate planning.Answer: An aggregate planner requires the following information:• Demand forecast F t for each Period t in the planning horizon that extends over T periods• Production cos ts• Labor costs, regular time ($/hour), and overtime costs ($/hour)• Cost of subcontracting production ($/unit or $/hour)• Cost of changing capacity; specifically, cost of hiring/laying off workforce($/worker) and cost of adding or reducing machine capacity ($/machine)• Labor/machine hours required per unit• Inventory holding cost ($/unit/period)• Stockout or backlog cost ($/unit/period)• Constraints:• Limits on overtime• Limits on layoffs• Limits on capital available• Limits on stockouts and ba cklogs• Constraints from suppliers to the enterpriseThis information is used to create an aggregate plan that in turn helps a company make the following determinations:• Production quantity from regular time, overtime, and subcontracted time:used to determine number of workers and supplier purchase levels.• Inventory held: used to determine how much warehouse space andworking capital is needed.• Backlog/stockout quantity: used to determine what the customer servicelevels will be.• Workforce hired/laid off: used to determine any labor issues that will beencountered.• Machine capacity increase/decrease: used to determine if newproduction equipment needs to be purchased or idled.The quality of an aggregate plan has a significant impact on the profitability of a firm. A poor aggregate plan can result in lost sales and lost profits if the available inventory and capacity are unable to meet demand. A poor aggregate plan mayalso result in a large amount of excess inventory and capacity, thereby raisingcosts. Therefore, aggregate planning is a very important tool in helping a supply chain maximize profitability.Difficulty: Hard3. Explain the basic strategies that an aggregate planner has available to balancethe various costs and meet demand.Answer: There are essentially three distinct aggregate planning strategies forachieving balance between these costs. These strategies involve trade-offsbetween capital investment, workforce size, work hours, inventory, andbacklogs/lost sales. Most strategies that a planner actually uses are acombination of these three and are referred to as mixed strategies. The threestrategies are as follows:1. Chase strategy—using capacity as the lever: With this strategy, the productionrate is synchronized with the demand rate by varying machine capacity or hiring and laying off employees as the demand rate varies. In practice, achieving thissynchronization can be very problematic because of the difficulty in varyingcapacity and workforce on short notice. This strategy can be expensive toimplement if the cost of varying machine or labor capacity over time is high. Itcan also have a significant negative impact on the morale of the workforce. TheChase strategy results in low levels of inventory in the supply chain and highlevels of change in capacity and workforce. It should be used when the cost ofcarrying inventory is very expensive and costs to change levels of machine andlabor capacity are low.2. Time flexibility strategy—using utilization as the lever: This strategy may beused if there is excess machine capacity (i.e., if machines are not used twentyfour hours a day, seven days a week). In this case, the workforce (capacity) iskept stable but the number of hours worked is varied over time in an effort tosynchronize production with demand. A planner can use variable amounts ofovertime or a flexible schedule to achieve this synchronization. Although thisstrategy does require that the workforce be flexible, it avoids some of theproblems associated with the Chase strategy, most notably changing the size of the workforce. This strategy results in low levels of inventory but with loweraverage utilization. It should be used when inventory carrying costs are relatively high and machine capacity is relatively inexpensive.3. Level strategy—using inventory as the lever: With this strategy, a stablemachine capacity and workforce are maintained with a constant output rate.Shortages and surpluses result in inventory levels fluctuating over time. Hereproduction is not synchronized with demand. Either inventories are built up inanticipation of future demand or backlogs are carried over from high- to low-demand periods. Employees benefit from stable working conditions. A drawback associated with this strategy is that large inventories may accumulate andcustomer orders may be delayed. This strategy keeps capacity and costs ofchanging capacity relatively low. It should be used when inventory carrying andbacklog costs are relatively low.Difficulty: Moderate4. Discuss key issues to be considered when implementing aggregate planning.Answer: 1. Think beyond the enterprise to the entire supply chain. Mostaggregate planning done today takes only the enterprise as its breadth of scope.However, there are many factors outside the enterprise throughout the supplychain that can dramatically impact the optimal aggregate plan. Therefore, avoidthe trap of only thinking about your enterprise when aggregate planning. Workwith partners downstream to produce forecasts, with upstream partners todetermine constraints, and with any other supply chain entities that can improve the quality of the inputs into the aggregate plan. As the plan is only as good asthe quality of the inputs, using the supply chain to increase the quality of theinputs will greatly improve the quality of the aggregate plan. Also make sure tocommunicate the aggregate plan to all supply chain partners who will be affected by it.2. Make plans flexible because forecasts are always wrong. Aggregate plans arebased on forecasts of future demand. Given that these forecasts are alwayswrong to some degree, the aggregate plan needs to have some flexibility builtinto it if it is to be useful. By building flexibility into the plan, when future demand changes, or other changes occur, such as increases in costs, the plan canappropriately adjust to handle the new situation. A manager should performsensitivity analysis on the inputs into an aggregate plan. Using sensitivityanalysis on the inputs into the aggregate plan will enable the planner to choosethe best solution for the range of possibilities that could occur.3. Rerun the aggregate plan as new data emerges. Aggregate plans provide amap for the next three to eighteen months. This does not mean that a firm should only run aggregate plans once every three to eighteen months. As inputs into the aggregate plan change, managers should use the latest values of these inputsand rerun the aggregate plan. By using the latest inputs, the plan will avoidsuboptimization based on old data and will produce a better solution. Forinstance, as new demand forecasts become available, aggregate plans shouldbe reevaluated.4. Use aggregate planning as capacity utilization increases. Surprisingly, manycompanies do not create aggregate plans and instead rely solely on orders from their distributors or warehouses to determine their production schedules. Theseorders are driven either by actual demand or through inventory managementalgorithms. If a company has no trouble efficiently meeting demand this way,then one could claim the lack of aggregate planning may not significantly harmthe company. However, when utilization becomes high and capacity is an issue, relying on orders to set the production schedule can lead to capacity problems.When utilization is high, the likelihood of producing for all the orders as theyarrive is very low. Planning needs to be done to best utilize the capacity to meet the forecasted demand. Therefore, as capacity utilization increases, it becomesmore important to perform aggregate planning.Difficulty: Moderate。
供应链小测试题
供应链小测试题1．供应链是指生产及流通过程中，将所涉及的原材料（）直到最终用户等成员通过上游和（或）下游成员链接所形成的网链结构。
（）.A.供应商(正确答案)B.制造商(正确答案)C.分销商(正确答案)D.零售商(正确答案)2．供应链管理是利用信息技术全面规划供应链中的（）等，并进行计划、组织、协调与控制的各种活动和过程。
（）.A.商流(正确答案)B.物流(正确答案)C.信息流(正确答案)D.资金流(正确答案)3.推动式供应链：在一个推动式供应链中生产和分销的决策都是根据_____的结果做出来的。
（）.A.需求B.长期预测(正确答案)C.信息流D.生产战略4.拉动式供应链：生产和分销是由____________驱动。
（）.A.需求(正确答案)B.长期预测C.信息流D.生产战略5.在供应链合作中，最为关键的问题是如何解决好合作之间的信任与信息沟通问题，主要可以通过以下三种途径解决：（）.A.对契约精神的尊重(正确答案)B.基于血缘关系的信任(正确答案)C.基于利益同盟的信任(正确答案)D.吸引更多的参与者加入6.以下不属于SCOR模型定义了六个主要的流程：（）.A.计划B.预测(正确答案)C.采购D.生产7.供应链的特征（）.A.网链结构(正确答案)B.协助共赢C.动态适应D.交叉重合8.供应链管理的运营机制包括哪些：（）.A.信任机制(正确答案)B. 风险机制(正确答案)C.自律机制(正确答案)D.激励机制(正确答案)9.波特五力模型包括哪些（）.A.新竞争对手入侵(正确答案)B.替代品的威胁(正确答案)C.买方的议价能力(正确答案)D.卖方议价能力(正确答案)E. 现存竞争者之间的竞争(正确答案)10.供应链战略管理模式：（）.A.基于产品类型的供应链战略(正确答案)B.基于驱动方式的供应链战略(正确答案)C.基于客户需求的供应链战略D.基于企业经营目标供应链战略11．在供应链管理者的视野中，包括三个需要同时考虑的过程：（）.A.市场趋势(正确答案)B.组织能力与资源(正确答案)C. 外部资源可得性(正确答案)D. 战略规划12．在供应链岗位中的层级包括（）.A.供应链主管(正确答案)B.供应链经理(正确答案)C.供应链总经理D.供应链总监(正确答案)13．2017年10月，尼康中国相机工厂正式停产,是什么原因导致的呢?尼康方面相关人士表示,小型数码相机市场正在出现极大的萎缩,这主要是由于智能手机迅速发展对其业务造成了冲击。
供应链管理 第三版 Unit8 习题与答案
Chapter 8Aggregate Planning in the Supply ChainTrue/False1.The goal of aggregate planning is to satisfy demand in a way thatminimizes profit.Answer: FalseDifficulty: Easy2.Aggregate planning is a process by which a company determines levels ofcapacity, production, subcontracting, inventory, stockouts, and evenpricing over a specified time horizon.Answer: TrueDifficulty: Moderate3.Aggregate planning solves problems involving aggregate decisions ratherthan stock keeping unit (SKU) level decisions.Answer: TrueDifficulty: Easy4.Traditionally, much of aggregate planning is focused within anenterprise and may not always be seen as a part of supply chainmanagement.Answer: TrueDifficulty: Moderate5.Aggregate planning is an important supply chain issue because, to beeffective, it requires inputs from throughout the supply chain, but its results have little impact on the supply chain.Answer: FalseDifficulty: Moderate6.Short-term production serves as a broad blueprint for operations andestablishes the parameters within which aggregate planning decisions are made.Answer: FalseDifficulty: Easy7.The aggregate planning problem is concerned with determining theproduction level, inventory level, and capacity level (internal andoutsourced) for each p eriod that maximizes the firm’s profit over theplanning horizon.Answer: TrueDifficulty: Moderate8.To create an aggregate plan, a company must specify the planning horizonfor the plan and the duration of each period within the planning horizon.Answer: TrueDifficulty: Easy9. A planning horizon is usually between three and five years.Answer: FalseDifficulty: Moderate10. A poor aggregate plan can result in improved sales and profits if theavailable inventory and capacity are unable to meet demand.Answer: FalseDifficulty: Easy11. A poor aggregate plan may result in a large amount of excess inventoryand capacity, thereby raising costs.Answer: TrueDifficulty: Moderate12.The aggregate planner must make a trade-off between capacity, inventory,and backlog costs.Answer: TrueDifficulty: Moderate13.An aggregate plan that increases one cost typically results in theincrease of the other two.Answer: FalseDifficulty: Moderate14.The time flexible strategy is where the production rate is synchronizedwith the demand rate by varying machine capacity or hiring and layingoff employees as the demand rate varies.Answer: FalseDifficulty: Hard15.The time flexible strategy is where workforce (capacity) is kept stablebut the number of hours worked is varied over time in an effort tosynchronize production with demand.Answer: TrueDifficulty: Moderate16.The mixed strategy is where a stable machine capacity and workforce aremaintained with a constant output rate with inventory levels fluctuating over time.Answer: FalseDifficulty: Hard17.Most strategies that an aggregate planner actually uses are incombination, and are referred to as mixed strategies.Answer: TrueDifficulty: Easy18. A highly effective tool for a company to use when it tries to maximizeprofits while being subjected to a series of constraints is aggregateprogramming.Answer: FalseDifficulty: Moderate19.To improve the quality of these aggregate plans, forecast errors must betaken into account when formulating aggregate plans.Answer: TrueDifficulty: Moderate20.Forecasting errors are dealt with in aggregate plans using either safetybacklog or safety capacity.Answer: FalseDifficulty: Moderate21.Safety inventory is defined as inventory held to satisfy demand that ishigher than forecasted.Answer: TrueDifficulty: Easy22.Safety capacity is defined as capacity used to satisfy demand that islower than forecasted.Answer: FalseDifficulty: Easypanies should work with downstream partners to produce forecasts andwith upstream partners to determine constraints when doing aggregateplanning.Answer: TrueDifficulty: Easy24.The aggregate plan should be viewed primarily as an in-house tool thatdoes not need to be communicated to supply chain partners.Answer: FalseDifficulty: Easy25.Given that forecasts are always wrong to some degree, the aggregate planneeds to have some flexibility built into it if it is to be useful.Answer: TrueDifficulty: Moderate26. A manager should perform sensitivity analysis on the inputs into anaggregate plan to choose the best solution for the range ofpossibilities that could occur.Answer: TrueDifficulty: Moderate27.As inputs into the aggregate plan change, managers do not need to makechanges to the aggregate plan.Answer: FalseDifficulty: Easy28.As capacity utilization increases, it becomes less important to performaggregate planning.Answer: FalseDifficulty: ModerateMultiple Choice1.The process by which a company determines levels of capacity, production,subcontracting, inventory, stockouts, and even pricing over a specifiedtime horizon isa.aggregate planning.b.detail planning.c.inventory planning.d.sales planning.e.all of the aboveAnswer: aDifficulty: Moderate2.The goal of aggregate planning is toa.dissatisfy customers in a way that maximizes profit.b.dissatisfy customers in a way that minimizes profit.c.satisfy demand in a way that maximizes profit.d.satisfy demand in a way that minimizes profit.e.none of the aboveAnswer: cDifficulty: Easy3.Aggregate planning solves problems involvinga.aggregate decisions and stock keeping unit (SKU) level decisions.b.aggregate decisions or stock keeping unit (SKU) level decisions.c.aggregate decisions rather than stock keeping unit (SKU) leveldecisions.d.stock keeping unit (SKU) level decisions rather than aggregatedecisions.e. b and c onlyAnswer: cDifficulty: Easy4.Aggregate planning, to be effective, requires inputs froma.all customers.b.all departments.c.all suppliers.d.throughout the supply chain.e.throughout the company.Answer: dDifficulty: Moderate5.Much of aggregate planning has traditionally been focuseda.on short-term production scheduling.b.on customer relationship management.c.within an enterprise.d.beyond enterprise boundaries.e.all of the aboveAnswer: cDifficulty: Moderate6.Which of the following are not operational parameters the aggregateplanner is concerned witha.production rateb.workforcec.overtimed.backorderse.inventory on handAnswer: dDifficulty: Moderate7.The operational parameter concerned with the number of units completedper unit time (such as per week or per month) isa.production rate.b.workforce.c.overtime.d.backlog.e.inventory on hand.Answer: aDifficulty: Easy8.The operational parameter concerned with the number of workers/units ofcapacity needed for production isa.production rate.b.workforce.c.overtime.d.backlog.e.inventory on hand.Answer: bDifficulty: Easy9.The operational parameter concerned with the amount of overtimeproduction planned isa.production rate.b.workforce.c.overtime.d.backlog.e.inventory on hand.Answer: cDifficulty: Easy10.The operational parameter concerned with demand not satisfied in theperiod in which it arises, but carried over to future periods isa.production rate.b.workforce.c.overtime.d.backlog.e.inventory on hand.Answer: dDifficulty: Easy11.The operational parameter concerned with the planned inventory carriedover the various periods in the planning horizon isa.production rate.b.workforce.c.overtime.d.backlog.e.inventory on hand.Answer: eDifficulty: Easy12.The operational parameter concerned with the number of units of machinecapacity needed for production isa.machine capacity level.b.subcontracting.c.overtime.d.backlog.e.inventory on hand.Answer: aDifficulty: Easy13.The operational parameter concerned with the subcontracted capacityrequired over the planning horizon isa.machine capacity level.b.subcontracting.c.overtime.d.backlog.e.inventory on hand.Answer: cDifficulty: Easy14.The aggregate plana.serves as a broad blueprint for operations.b.establishes the parameters within which short-term production anddistribution decisions are made.c.allows the supply chain to alter capacity allocations and changesupply contracts.d.all of the abovee. b and c onlyAnswer: dDifficulty: Moderate15.Aggregate planning is concerned with determininga.the production level, sales level, and capacity for each period.b.the demand level, inventory level, and capacity for each period.c.the production level, inventory level, and capacity for eachperiod.d.the production level, staffing level, and capacity for eachperiod.e.none of the aboveAnswer: cDifficulty: Moderate16.To create an aggregate plan, a company must specifya.the planning horizon for the plan.b.the duration of each period within the planning horizon.c.key information required.d.all of the abovee. a and b onlyAnswer: dDifficulty: Moderate17.The planning horizon isa.the time period over which the aggregate plan is to produce asolution.b.the duration of each time period in the aggregate plan.c.the length of time required to produce the aggregate plan.d.the solution to the aggregate plan.e.none of the aboveAnswer: aDifficulty: Easy18.The length of the planning horizon is usually betweena.one and three months.b.three and eighteen months.c.one and three years.d.three and five years.e.none of the aboveAnswer: bDifficulty: Moderate19.Which of the following is not information needed by the aggregateplannera.demand forecast for each period in the planning horizonb.production costsbor costsd.cost of subcontracting productione.cost of changing the demand forecastAnswer: eDifficulty: Moderate20.The cost of changing capacity includes thea.cost of adding machine capacity.b.cost of reducing machine capacity.c.cost of hiring workforce.d.cost of laying off workforce.e.all of the aboveAnswer: eDifficulty: Easy21.Which of the following is not a cost of changing capacitya.cost of adding machine capacityb.cost of hiring workforcec.cost of laying off workforced.cost of overtimee.cost of reducing machine capacityAnswer: dDifficulty: Moderate22.Which of the following is not a constraint the aggregate planner needsto considera.limits on stockouts and backlogsb.limits on overtimec.limits on sales commissionsd.limits on layoffse.limits on capital availableAnswer: cDifficulty: Moderate23. A poor aggregate plan can result ina.appropriate inventory levels.b.efficient use of capacity.c.better sales and lost profits.d.lost sales and lost profits.e.lost sales and better profits.Answer: dDifficulty: Hard24.The fundamental trade-offs available to an aggregate planner are betweena.capability, inventory, and backlog costs.b.capability, inventory, and sales costs.c.capacity, inventory, and backlog costs.d.capacity, inventory, and sales costs.e.none of the aboveAnswer: cDifficulty: Easy25.Which of the following is not a distinct aggregate planning strategy forachieving balance between capacity, inventory, and backlog costsa.adjustable strategyb.Chase strategyc.level strategyd.mixed strategye.time flexible strategyAnswer: aDifficulty: Easy26.The strategy where the production rate is synchronized with the demandrate by varying machine capacity or hiring and laying off employees asthe demand rate varies is thea.adjustable strategy.b.Chase strategy.c.level strategy.d.mixed strategy.e.time flexible strategy.Answer: bDifficulty: Moderate27.The strategy where workforce (capacity) is kept stable but the number ofhours worked is varied over time in an effort to synchronize production with demand is thea.adjustable strategy.b.Chase strategy.c.level strategy.d.mixed strategy.e.time flexible strategy.Answer: eDifficulty: Moderate28.The strategy where a stable machine capacity and workforce aremaintained with a constant output rate, with inventory levelsfluctuating over time, is thea.adjustable strategy.b.Chase strategy.c.level strategy.d.mixed strategy.e.time flexible strategy.Answer: cDifficulty: Hard29.Most strategies that an aggregate planner actually uses are incombination and are referred to as thea.adjustable strategy.b.Chase strategy.c.level strategy.d.mixed strategy.e.time flexible strategy.Answer: dDifficulty: Easy30. A highly effective tool for a company to use when it tries to maximizeprofits while being subjected to a series of constraints isa.aggregate programming.b.distribution programming.c.production programming.d.linear programming.e.manufacturing programming.Answer: dDifficulty: Moderate31.When formulating aggregate plans,a.forecast errors have no impact.b.forecast errors must be taken into account.c.forecast accuracy is assumed.d.forecast accuracy is not a factor.e.none of the aboveAnswer: bDifficulty: Moderate32.Forecasting errors are dealt with usinga.safety backlog.b.safety capacity.c.safety inventory.d.all of the abovee. b and c onlyAnswer: eDifficulty: Moderate33.Inventory held to satisfy demand that is higher than forecasted isa.safety backlog.b.safety capacity.c.safety inventory.d.safety sales.e.safety workforce.Answer: cDifficulty: Easy34.Capacity used to satisfy demand that is higher than forecasted isa.safety backlog.b.safety capacity.c.safety inventory.d.safety sales.e.safety workforce.Answer: bDifficulty: Easy35.Which of the following is an approach a company can use to create abuffer for forecast error using safety inventorya.overtimeb.carry extra workforce permanentlyc.build and carry extra inventoriesd.subcontractinge.purchase capacity or product from an open or spot marketAnswer: aDifficulty: Easy36.Which of the following is not an approach a company can use to create abuffer for forecast error using safety capacitya.overtimeb.carry extra workforce permanentlyc.build and carry extra inventoriesd.subcontractinge.purchase capacity or product from an open or spot marketAnswer: cDifficulty: Easy37.Aggregate planning should consider information froma.only the enterprise as its breadth of scope.b.downstream partners to produce forecasts.c.upstream partners to determine constraints.d.all of the abovee. b and c onlyAnswer: dDifficulty: Easy38.The quality of the aggregate plan can be improved by using informationfroma.only the local firm.b.only downstream partners.c.only upstream partners.d.all parts of the supply chain.e.none of the aboveAnswer: bDifficulty: Moderate39.The aggregate plan should be communicated toa.only the local firm.b.only downstream partners.c.only upstream partners.d.all supply chain partners who will be affected by it.e.none of the aboveAnswer: cDifficulty: Moderate40.The aggregate plan needs toa.be a final product because changes are disruptive to the supplychain.b.be considered fixed because forecasts are usually accurate.c.have some flexibility built into it because forecasts are alwayswrong.d.have some flexibility built into it because forecasts are usuallyright.e.none of the aboveAnswer: cDifficulty: Moderate41.How frequently should the aggregate plan be reruna.weeklyb.monthlyc.every 3 to 8 monthsd.as inputs to the aggregate plan changee.neverAnswer: dDifficulty: Hard42.As capacity utilization increases,a.it becomes less important to perform aggregate planning.b.it becomes more important to perform aggregate planning.c.it does not affect the importance of performing aggregateplanning.d.it lessens the importance of aggregate planning.e.none of the aboveAnswer: bDifficulty: ModerateEssay/Problems1.Discuss the primary objective and operational parameters of aggregateplanning.Answer: The goal of aggregate planning is to satisfy demand in a waythat maximizes profit. Aggregate planning is a process by which acompany determines levels of capacity, production, subcontracting,inventory, stockouts, and even pricing over a specified time horizon.The aggregate planner’s main objective is to identify the followingoperational parameters over the specified time horizon:•Production rate: the number of units completed per unit time (such as per week or per month).•Workforce: the number of workers/units of capacity needed forproduction.•Overtime: the amount of overtime production planned.•Machine capacity level: the number of units of machine capacityneeded for production.•Subcontracting: the subcontracted capacity required over the planning horizon.•Backlog: demand not satisfied in the period in which it arises butcarried over to future periods.•Inventory on hand: the planned inventory carried over the variousperiods in the planning horizon.The aggregate plan serves as a broad blueprint for operations andestablishes the parameters within which short-term production anddistribution decisions are made. The aggregate plan allows the supplychain to alter capacity allocations and change supply contracts.Difficulty: Moderate2.Discuss the information required for aggregate planning.Answer: An aggregate planner requires the following information:• Demand forecast F t for each Period t in the planning horizon thatextends over T periods• Production costs• Labor costs, regular time ($/hour), and overtime costs ($/hour)• Cost of subcontracting production ($/unit or $/hour)• Cost of changing capacity; specifically, cost of hiring/laying offworkforce ($/worker) and cost of adding or reducing machine capacity($/machine)• Labor/machine hours required per unit• Inventory holding cost ($/unit/period)• Stockout or backlog cost ($/unit/period)• Constraints:• Limits on overtime• Limits on layoffs• Limits on capital available• Limits on stockouts and backlogs• Constraints from suppliers to the enterpriseThis information is used to create an aggregate plan that in turn helpsa company make the following determinations:•Production quantity from regular time, overtime, andsubcontracted time: used to determine number of workers andsupplier purchase levels.•Inventory held: used to determine how much warehouse space andworking capital is needed.•Backlog/stockout quantity: used to determine what the customerservice levels will be.•Workforce hired/laid off: used to determine any labor issuesthat will be encountered.•Machine capacity increase/decrease: used to determine if newproduction equipment needs to be purchased or idled.The quality of an aggregate plan has a significant impact on theprofitability of a firm. A poor aggregate plan can result in lost sales and lost profits if the available inventory and capacity are unable tomeet demand. A poor aggregate plan may also result in a large amount of excess inventory and capacity, thereby raising costs. Therefore,aggregate planning is a very important tool in helping a supply chainmaximize profitability.Difficulty: Hard3.Explain the basic strategies that an aggregate planner has available tobalance the various costs and meet demand.Answer: There are essentially three distinct aggregate planningstrategies for achieving balance between these costs. These strategies involve trade-offs between capital investment, workforce size, work hours, inventory, and backlogs/lost sales. Most strategies that aplanner actually uses are a combination of these three and are referred to as mixed strategies. The three strategies are as follows:1. Chase strategy—using capacity as the lever: With this strategy, the production rate is synchronized with the demand rate by varying machine capacity or hiring and laying off employees as the demand rate varies.In practice, achieving this synchronization can be very problematic because of the difficulty in varying capacity and workforce on short notice. This strategy can be expensive to implement if the cost of varying machine or labor capacity over time is high. It can also have a significant negative impact on the morale of the workforce. The Chase strategy results in low levels of inventory in the supply chain and high levels of change in capacity and workforce. It should be used when the cost of carrying inventory is very expensive and costs to change levels of machine and labor capacity are low.2. Time flexibility strategy—using utilization as the lever: This strategy may be used if there is excess machine capacity ., if machines are not used twenty four hours a day, seven days a week). In this case, the workforce (capacity) is kept stable but the number of hours workedis varied over time in an effort to synchronize production with demand.A planner can use variable amounts of overtime or a flexible schedule to achieve this synchronization. Although this strategy does require that the workforce be flexible, it avoids some of the problems associatedwith the Chase strategy, most notably changing the size of the workforce.This strategy results in low levels of inventory but with lower average utilization. It should be used when inventory carrying costs arerelatively high and machine capacity is relatively inexpensive.3. Level strategy—using inventory as the lever: With this strategy, astable machine capacity and workforce are maintained with a constantoutput rate. Shortages and surpluses result in inventory levelsfluctuating over time. Here production is not synchronized with demand.Either inventories are built up in anticipation of future demand orbacklogs are carried over from high- to low-demand periods. Employeesbenefit from stable working conditions. A drawback associated with this strategy is that large inventories may accumulate and customer ordersmay be delayed. This strategy keeps capacity and costs of changingcapacity relatively low. It should be used when inventory carrying andbacklog costs are relatively low.Difficulty: Moderate4.Discuss key issues to be considered when implementing aggregate planning.Answer: 1. Think beyond the enterprise to the entire supply chain. Most aggregate planning done today takes only the enterprise as its breadthof scope. However, there are many factors outside the enterprisethroughout the supply chain that can dramatically impact the optimalaggregate plan. Therefore, avoid the trap of only thinking about yourenterprise when aggregate planning. Work with partners downstream toproduce forecasts, with upstream partners to determine constraints, and with any other supply chain entities that can improve the quality of the inputs into the aggregate plan. As the plan is only as good as thequality of the inputs, using the supply chain to increase the quality ofthe inputs will greatly improve the quality of the aggregate plan. Also make sure to communicate the aggregate plan to all supply chain partners who will be affected by it.2. Make plans flexible because forecasts are always wrong. Aggregate plans are based on forecasts of future demand. Given that theseforecasts are always wrong to some degree, the aggregate plan needs to have some flexibility built into it if it is to be useful. By building flexibility into the plan, when future demand changes, or other changes occur, such as increases in costs, the plan can appropriately adjust to handle the new situation. A manager should perform sensitivity analysis on the inputs into an aggregate plan. Using sensitivity analysis on the inputs into the aggregate plan will enable the planner to choose thebest solution for the range of possibilities that could occur.3. Rerun the aggregate plan as new data emerges. Aggregate plans providea map for the next three to eighteen months. This does not mean that a firm should only run aggregate plans once every three to eighteen months. As inputs into the aggregate plan change, managers should use the latest values of these inputs and rerun the aggregate plan. By using the latest inputs, the plan will avoid suboptimization based on old data and will produce a better solution. For instance, as new demand forecasts become available, aggregate plans should be reevaluated.4. Use aggregate planning as capacity utilization increases. Surprisingly, many companies do not create aggregate plans and instead rely solely on orders from their distributors or warehouses to determine their production schedules. These orders are driven either by actual demand or through inventory management algorithms. If a company has no trouble efficiently meeting demand this way, then one could claim thelack of aggregate planning may not significantly harm the company. However, when utilization becomes high and capacity is an issue, relying on orders to set the production schedule can lead to capacity problems. When utilization is high, the likelihood of producing for all the orders as they arrive is very low. Planning needs to be done to best utilize the capacity to meet the forecasted demand. Therefore, as capacity utilization increases, it becomes more important to perform aggregate planning.Difficulty: Moderate。
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供应链管理自测练习八一、重点名词1.信息技术2.射频识别3.地理信息系统4.全球定位系统5.条形码6.电子数据交换7.信息共享8.信息集成9.信息安全二、单项选择题1.信息流是供应链治理中的关键因素，（）差不多被看成是提高企业生产效率和获得竞争优势的要紧来源。
A.信息技术B.GPS技术C.EDI技术D.条形码技术2.供应链竞争中的速度完全由（）来操纵。
A.运算机技术B.通讯技术C.专家系统D.信息技术3.供应链治理的效率取决于各成员间的和谐，而和谐的基础又依靠于信息（）。
A.共享B.交换C.独占D.安全4.传统的供应链中，各个成员一样（）意愿和其他的合作伙伴分享自己的商业信息和运营信息。
A.有B.没有C.不确定D.可能有5.在运算机安全中，保密是指（）。
A.防止未经授权的数据暴露并确保数据源的可靠性B.防止未经授权的数据修改C.防止延迟服务D.防止拒绝服务6.（）的优点是不局限于视线，识别距离比光学系统远。
A.遥感技术B.条形码技术C.射频技术D.遥控技术7.地理信息系统是20世纪60年代开始迅速进展起来的（）研究新成果。
A.光学B.物理学C.天文学D.地理学8.全球定位系统是美国从20世纪（）年代开始研制的。
A.50B.60C.70D.809.在供应链治理中利用（）技术实现物资远距离的跟踪治理。
A.Bar CodeB.GPSC.GISD.EDI10.条形码是一组宽度不同、反射率不同的条和（）按规定的编码规则组合起来的，用以表示一组数据和符号。
A.码B.条C.字D.空11.（）技术能够形成结构化的事务处理或报文数据格式。
A.EFTB.ERPC.EDID.GIS12.（）技术注重异构数据库的整合以及数据挖掘工作。
A.数据库B.数据仓库C.数据挖掘D.数据集成13.（）是指简单的提供数据，数据未通过加工转换。
A.信息共享B.信息集成C.信息融合D.信息交换14.（）的概念除了提供数据外，还可能包括信息的传递、加工和转化的过程。
A.信息共享B.信息集成C.信息融合D.信息交换15.（）确实是保证信息的保密性、完整性和可用性。
A.信息保密B.信息完整C.信息可靠D.信息安全16.（）强调信息系统整个生命周期的防备和复原。
A.信息安全B.信息保证C.信息保证D.信息可靠17.设置在被爱护网络和外部网络之间的、以防止发生不可推测的、潜在的破坏性进入的屏障我们称为（）。
A.屏蔽墙B.防火墙C.网关D.网特18.拥有两个连接到不同网络上的网络接口的防火墙是（）。
A.包过滤型防火墙B.双宿网关防火墙C.屏蔽主机防火墙D.屏蔽子网防火墙19.DES算法是由（）公司在20世纪70年代进展的，于1976年11月被美国政府采纳。
A.MicrosoftB.IBMC.通用电器D.美国电报公司20.加密的密钥和解密用的密钥不一样是一种（）思想。
A.私钥B.公钥C.明钥D.暗钥21.将加密设备放在网络层和传输层之间，在源结点和目的结点中对传送的信息进行加密和解密，如此的加密方式是（）。
A.链路加密B.端到端加密C.密钥加密D.通道加密22.压缩文档一样被看成电子文档的第（）次加密。
A.一B.二C.三D.四23.依照人体各器官或个人行为之间的差异来鉴别个人身份是（）身份鉴别方法。
A.形状特点B.生理特点C.生物特点D.生态特点24.语音、签名、步态特点等被称为是（）生物特点。
A.动态B.静态C.仪态D.变态25.（）生物特点指用于鉴别的人体器官本身的特点，不随客观条件和主观意愿发生改变。
A.动态B.静态C.仪态D.变态26.分销打算关心企业分析（）信息。
A.原始B.短期C.长期D.治理27.与供应链相关的软件能够分为三类：（）、中间件软件和应用软件。
A. 原始软件B.平台软件C.SAP软件D.i2软件28. 从治理范畴上看,() 能够满足供应链横向一体化运作的要求，在考虑了资源约束、优化和决策的技术支持下，有效利用和整合外部资源。
A.ERPB. i2C.SCMD.Baan29.SAP公司成立于()，总部位于德国沃尔多夫市，是全球领先的企业治理软件及协同商务解决方案供应商、独立软件供应商。
A.1982年B.1985年C.1975年D.1972年30.在i2的供应链治理系统中，（）处于供应链治理的核心地位。
A.客户B. 运输C.打算D.销售三、多项选择题1.以下属于供应链治理中使用的信息技术的有（）。
A.RFIDB.GISC.GPSD.Bar CodeE.EDI2.GPS系统由三大部分构成，即（）。
A.GPS卫星星座B.地面监控系统C.空中监视系统D.用户接收系统E.用户反馈系统3.以下属于射频系统优点的有（）。
A.距离比光学系统近B.距离比光学系统远C.不局限于视线D.难以伪造E.可携带少量数据4.条形码技术涉及到的技术领域有（）。
A.机械技术B.光传感技术C.编码技术D.印刷技术E.运算机识别技术5.条形码系统能否成功地应用，在技术上要紧取决于系统的（）。
A.识读能力B.条形码印制质量C.运算机质量D.人员操作熟练度E.货品质量6.目前应用最为广泛的条形码有（）。
A.交叉三九码B.UPC码C.EAN码D.128码E.256码7.运用EDI技术实现从运算机到运算机的信息传递有两种方式，即（）。
A.直截了当方式B.间接方式C.广义方式D.狭义方式E.递进方式8.以下属于EDI组成的有（）。
A.硬件设备B.报文格式标准C.转换软件D.用户应用系统E.网络系统9.信息安全确实是要保证信息的（）。
A.保密性B.完整性C.可用性D.可更换性E.可读性10.以下属于防火墙体系结构的有（）。
A.包过滤B.双宿网关C.屏蔽主机D.屏蔽子网E.牺牲主机结构11.当今两类差不多的加密算法分别是（）。
A.保密密钥B.公布密钥C.公布/私有密钥D.私有密钥E.保密/私有密钥12. 密钥一样能够分为（）。
A.主密钥B.次密钥C.传输密钥D.工作密钥E.治理密钥13.用于身份鉴别的人体生物特点可分为（）两大类。
A.常态B.异态C.动态D.静态E.变态14.动态生物特点是指（）。
A.语音B.签名C.指纹D.虹膜E.步态15.通用信道加密方式有（）。
A.链条加密B.通道加密C.链路加密D.端到端加密E.门对门加密16.指纹图像的采集要紧用光学方法，与传统的油墨采集法相比，光学采集方法更加（）并具有实时性。
A. 清晰B. 整洁C.复杂D. 方便E. 安全17.供应链治理系统进行的是跨企业的所有活动的和谐与整合，用心于整合和改进企业内部及企业之间的物流、（）。
A. 信息流B.资金流C. 运输D. 供应链技术E. 物流治理18.一样SCM软件由（）等模块组成。
A.需求打算B.生产打算和排序C.分销打算D.运输打算E.企业或供应链分析19.供应链治理软件向（）方面进展。
A.集成化B.协同优化C.标准化D.功能模块的进展E. 全球化20.随着供应链从供应推动模式进展到需求拉动模式，SCM产品今后将具备（）特点。
A.实时的可视性B.灵活性C.响应性D.依照市场潮流E. 新型设计四、判定分析（）1.传统的供应链中，各个成员一样没有意愿和其他的合作伙伴分享自己的商业信息和运营信息。
（）2.RFID技术的优点是不局限于视线，但识别距离比光学系统近。
（）3.地理信息系统是20世纪80年代开始迅速进展起来的地理学研究新成果。
（）4.全球定位系统是美国从20世纪70年代开始研制的。
（）5.在供应链治理中利用GPS实现物资的远程跟踪治理。
（）6.商业零售业是条码应用最成熟的领域。
（）7.通信技术的最差不多的利益并不是降低成本，而是改善顾客服务。
（）8.信息共享是信息集成的高级形式。
（）9.信息集成和信息共享之间是有联系和区别的。
（）10.在信息社会中，企业能否在猛烈的市场竞争中生存和进展，关键是要看企业能不能及时有效地获得生产经营治理中所需要的各种信息。
（）11.信息共享是实现供应链治理的基础。
（）12.射频技术的差不多原理是电工理论。
（）13. GIS系统中的车辆路线模型用于解决一个起始点、一个终点的物资运输中。
（）14.EDI技术是将商业或行政事务处理按照一个公认的标准，形成结构化的事务处理或报文数据格式。
（）15.及时的信息交流是供应链同步化运作的必要条件。
（）16.在供应链治理模式下，需求和供应信息是逐级传递的。
（）17.为了实现供应链的同步化运作，供应链成员间的信息往来不可能保持隐秘。
（）18.防火墙是防止火灾蔓延的围墙。
（）19.语音和签名是属于动态生物特点。
（）20.安全意识是最好的防火墙。
（）21.ERP在业务治理上具有比SCM更好、更多的功能。
（）22.博安（Baan）软件创建于1988年的i2公司总部设在美国达拉斯，是供应链治理市场的制造者与领先者，致力于为全球领先的企业提供供应链管明白得决方案。
（）23.BAANIV是专为满足如离散型工业、流程型工业、项目型工业等重点行业市场的需求而设计的。
（）24.快速供应链应用（商业）软件包由总账、报表、现金流量表、存货核算系统组成。
（）25.供应链治理源于交易伙伴和扩展的合作伙伴，共同协作达到竞争性优势。
五、问答题1.GIS由哪些部分组成？其差不多功能有哪些？2.EDI系统有哪些部分组成？EDI系统的信息传递有哪几种方式？3.信息安全技术有哪些种类？4.供应链治理软件（SCM）一样由哪些模块组成？它与ERP有何区别？。