供应链管理自测练习九
供应链管理试题及答案
供应链管理试题及答案一、选择题（每题2分，共20分）1. 供应链管理的核心目标是什么？A. 成本最小化B. 服务最大化C. 客户满意度D. 以上都是答案：D2. 供应链管理的五大流程不包括以下哪一项？A. 采购B. 生产C. 销售D. 人力资源管理答案：D3. 供应链中的“牛鞭效应”是指什么？A. 供应链中信息失真的现象B. 供应链中库存积压的现象C. 供应链中物流延迟的现象D. 供应链中成本增加的现象答案：A4. 供应链管理中，以下哪个指标用于衡量库存的周转速度？A. 库存周转率B. 订单满足率C. 供应链响应时间D. 供应链总成本答案：A5. 供应链管理中，以下哪个不是供应商关系管理的关键要素？A. 供应商选择B. 供应商评估C. 供应商培训D. 供应商库存管理答案：D6. 在供应链管理中，以下哪个不是供应链网络设计的关键考虑因素？A. 成本B. 风险C. 客户服务水平D. 产品生命周期答案：D7. 供应链管理中，以下哪个不是供应链整合的潜在好处？A. 提高效率B. 降低成本C. 增加库存D. 提高客户满意度答案：C8. 供应链中的“3PL”指的是什么？A. 第三方物流B. 第三方采购C. 第三方生产D. 第三方销售答案：A9. 供应链管理中，以下哪个不是供应链风险管理的关键步骤？A. 风险识别B. 风险评估C. 风险转移D. 风险消除答案：D10. 在供应链管理中，以下哪个不是供应链战略的关键组成部分？A. 供应链结构B. 供应链流程C. 供应链技术D. 供应链文化答案：D二、判断题（每题1分，共10分）1. 供应链管理就是物流管理。
（×）2. 供应链管理的目的是实现供应链中所有成员的共赢。
（√）3. 供应链管理只关注内部流程，不涉及外部供应商和客户。
（×）4. 供应链管理可以提高企业的竞争力。
（√）5. 供应链管理中，供应商关系管理只关注成本控制。
（×）6. 供应链管理中的“牛鞭效应”可以通过信息共享来缓解。
供应链管理自测练习九
供应链管理自测练习九一、重点名词1.客户关系治理2.客户3.供应商关系治理4.客户价值二、单项选择题1.供应链上有效的（）成为了供应链上信息共享和支撑供应链有效运作的核心要素。
A.库存关系B.运输治理C.关系治理D.战略治理2.供应链治理环境下的上、下游之间（）关系的特点是建立一种合作伙伴关系，双方的工作重点是从长远利益动身，相互配合，持续改进产品质量与服务质量，共同降低成本，提升供应链的竞争力。
A.短期目标型B.长期目标型C.渗透型D.联盟型3.（）是购买产品或服务的个体。
A.客户B.用户C.供应商D.分销商4.客户（）产品或服务的最终同意者。
A.不是B.是C.不一定是D.不可能是5.客户（）用户。
A.不是B.是C.不一定是D.不可能是6.在供应链环境下，个体的客户和组织的客户都统称为（）。
A.用户B.顾客C.买家D.客户7.（）是“廉价”的忠诚客户。
A.经济型客户B.道德型客户C.个性化客户D.方便型客户8.（）觉得在道义上有义务光顾社会责任感强的企业。
A.经济型客户B.道德型客户C.个性化客户D.方便型客户9.（）需要人际间的满足感，诸如认可和交谈。
A.经济型客户B.道德型客户C.个性化客户D.方便型客户10.（）对反复比较后再选购服务不感爱好，方便是吸引他们的重要因素。
A.经济型客户B.道德型客户C.个性化客户D.方便型客户11. 在现代客户治理中，（）是专门重要的部分，营销过程决定营销结果。
A.营销治理B.过程治理C.客户状态治理D.客户成本治理12.供应链与客户关系治理相互存在专门大一部分交集，在客户关系治理和供应链治理中都突出了以（）为中心的治理思想。
A.用户B.买家C.客户D.卖家13.有了内容丰富的、无处不在的（），分析人员就能以主动的姿势去满足用户的需求，而不是无休止地被动地响应。
A.网络布线B.数据仓库C.客户反应机制D.营销机制14.成功的客户关系治理专门注重客户信息和数据的（）治理。
供应链管理第三版Unit9习题与答案(可编辑修改word版)
Chapter 9Planning Supply and Demand in the Supply Chain:Managing Predictable VariabilityTrue/False1. Predictable variability is change in demand that cannot be forecasted.Answer: FalseDifficulty: Easy2. Faced with predictable variability of demand, a company’s goal is to respond in amanner that maximizes profitability.Answer: TrueDifficulty: Easy3. The advantage of carrying enough manufacturing capacity to meet demand inany period is very low inventory costs, because no inventory needs to be c arried from period to period.Answer: TrueDifficulty: Easy4. The disadvantage of carrying enough manufacturing capacity to meet demand inany period is that much of the expensive capacity would go unused during most months when demand was lower.Answer: TrueDifficulty: Easy5. The advantage of building up inventory during the off season to keep productionstable year round lies in the fact that a firm could get by with a smaller, moreexpensive factory.Answer: FalseDifficulty: Moderate6. The disadvantage of building up inventory during the off season to keepproduction stable year round is the expensive capacity that would go unusedduring most months when demand was lower.Answer: FalseDifficulty: Easy7. An approach where a firm works with their retail partners in the supply chain tooffer a price promotion during periods of low demand would shift some of thedemand into a slow period, thereby spreading demand more evenly throughoutthe year and reducing the seasonal surge.Answer: TrueDifficulty: Moderate8. With supply and demand management decisions being made independently, it iseasier to coordinate the supply chain, thereby increasing profit.Answer: FalseDifficulty: Moderate9. A firm can vary supply of product by controlling production capacity andinventory.Answer: TrueDifficulty: Easy10. A firm that uses flexible work hours from the workforce to manage capacity tobetter meet demand is using a seasonal workforce.Answer: FalseDifficulty: Moderate11. Scheduling the workforce so that the available capacity better matches demandis using time flexibility from the workforce.Answer: TrueDifficulty: Moderate12. The use of a part-time workforce to increase the capacity flexibility by enablingthe firm to have more people at work during peak periods is designing productflexibility into the production processes.Answer: FalseDifficulty: Moderate13. A firm that uses a temporary workforce during the peak season to increasecapacity to match demand is using a seasonal workforce.Answer: TrueDifficulty: Easy14. The use of dual facilities to manage capacity may be hard to sustain if the labormarket is tight.Answer: FalseDifficulty: Hard15. A firm that purchases peak production capability from other companies so thatinternal production remains level and can be done cheaply is usingsubcontracting.Answer: TrueDifficulty: Easy16. A firm that builds dedicated facilities to produce a relatively stable output ofproducts over time in a very efficient manner and purchases peak productioncapability from other companies is using subcontracting.Answer: FalseDifficulty: Hard17. A firm that has production lines whose production rate can easily be varied tomatch demand has designed product flexibility into the production processes.Answer: TrueDifficulty: Easy18. The use of a seasonal workforce requires that the workforce be multi-skilled andeasily adapt to being moved from line to line.Answer: ModerateDifficulty: Hard19. The use of common components across multiple products, with each producthaving predictably variable demand, will result in the demand for the components being relatively constant.Answer: TrueDifficulty: Moderate20. When most of the products a firm produces have the same peak demandseason, the use of common components to create relatively constant overalldemand in the components is feasible.Answer: FalseDifficulty: Moderate21. When most of the products a firm produces have the same peak demandseason, it is necessary to build products during the off season that have morepredictable demand.Answer: TrueDifficulty: Easy22. Operations usually makes the promotion and pricing decisions.Answer: FalseDifficulty: Easy23. Maximizing revenue is typically the objective when marketing and sales make thepromotion and pricing decisions.Answer: TrueDifficulty: Easy24. Pricing decisions based only on revenue considerations often result in anincrease in overall profitability.Answer: FalseDifficulty: Moderate25. The combination of pricing and aggregate planning (both demand and supplymanagement) can be used to maximize supply chain profitability.Answer: TrueDifficulty: Moderate26. When performing aggregate planning, the goal of all firms in the supply chainshould be to maximize individual firm profits.Answer: FalseDifficulty: Moderate27. Determining how profits will be allocated to different members of the supply chainis a key to successful collaboration.Answer: TrueDifficulty: Moderate28. In general, as the fraction of increased demand coming from forward buyinggrows, offering the promotion during the peak demand period becomes moreattractive.Answer: FalseDifficulty: Moderate29. Offering a promotion during a peak period that has significant forward buyingcreates even more variable demand than before the promotion.Answer: TrueDifficulty: Easy30. Average inventory decreases if a promotion is run during the peak period andincreases if the promotion is run during the off-peak period.Answer: FalseDifficulty: Easy31. Promoting during a peak demand month may decrease overall profitability if asignificant fraction of the demand increase results from a forward buy.Answer: TrueDifficulty: Hard32. As forward buying becomes a smaller fraction of the demand increase from apromotion, it is less profitable to promote during the peak period.Answer: FalseDifficulty: Hard33. As the product margin declines, promoting during the peak demand p eriodbecomes less profitable.Answer: TrueDifficulty: Easy34. When faced with seasonal demand, a firm should use a combination of pricing(to manage demand) and production and inventory (to manage supply) toimprove profitability.Answer: TrueDifficulty: ModerateMultiple Choice1. Predictable variability isa. change in demand that can be forecasted.b. change in demand that cannot be forecasted.c. change in demand that has been planned.d. change in demand that has been scheduled.e. all of the aboveAnswer: aDifficulty: Easy2. Which of the following is not a problem caused by products experiencingpredictable variability of demand?a. high levels of stockouts during peak demandb. high levels of excess inventory during periods of low demandc. increased responsiveness of the supply chaind. increased costs in the supply chaine. decreased responsiveness of the supply chainAnswer: cDifficulty: Easy3. A firm can handle predictable variability by managinga. supply using capacity, inventory, trade promotions, and backlogs.b. supply using capacity, inventory, subcontracting, and backlogs.c. demand using short-term price discounts and trade promotions.d. a and c onlye. b and c onlyAnswer: e Difficulty:Easy4. Seasonal demand can be met bya. maintaining enough manufacturing capacity to meet demand in anyperiod.b. building up inventory during the off season to meet demand during peakseasons.c. offering a price promotion during periods of low demand to shift some ofthe demand into a slow period.d. all of the abovee. a and b onlyAnswer: d Difficulty:Moderate5. The advantage of maintaining enough manufacturing capacity to meet demand inany period isa. very low inventory costs because inventory needs to be carried fromperiod to period.b. very low inventory costs because no inventory needs to be carried fromperiod to period.c. very high inventory costs because no inventory needs to be carried fromperiod to period.d. very high inventory costs because expensive capacity would go unusedduring most months when demand was lower.e. none of the aboveAnswer: bDifficulty: Moderate6. The disadvantage of maintaining enough manufacturing capacity to meetdemand in any period isa. much of the expensive capacity would go unused during most monthswhen demand was lower.b. the expensive capacity would be used consistently throughout the year.c. most of the expensive capacity would still be used during most monthswhen demand was lower.d. very low inventory costs because no inventory needs to be carried fromperiod to period.e. None of the above are true.Answer: aDifficulty: Moderate7. The advantage of building up inventory during the off season to meet d emandduring peak seasons and keep production stable year round isa. very low inventory costs because no inventory needs to be carried fromperiod to period.b. much of the expensive capacity would go unused during most monthswhen demand was lower.c. in the fact that a firm could get by with a smaller, less expensive factory.d. in the fact that a firm could get by with a larger, more expensive factory.e. None of the above are true.Answer: cDifficulty: Moderate8. The disadvantage of building up inventory during the off season to meet demandduring peak seasons and keep production stable year round isa. very low inventory costs because no inventory needs to be carried fromperiod to period.b. very high inventory costs because inventory needs to be carried from periodto period.c. in the fact that a firm could get by with a smaller, less expensive factory.d. in the fact that a firm could get by with a larger, more expensive factory.e. None of the above are true.Answer: bDifficulty: Moderate9. The advantage of offering a price promotion during periods of low demand toshift some of the demand into a slow period isa. a demand pattern that is less expensive to supply.b. very high inventory costs because inventory needs to be carried fromperiod to period.c. in the fact that a firm could get by with a smaller, more expensive factory.d. much of the expensive capacity would go unused during most monthswhen demand was lower.e. all of the aboveAnswer: aDifficulty: Moderate10. Companies typically divide the task of supply and demand so thata. Marketing manages demand and Operations manages supply.b. Marketing manages supply and Operations manages demand.c. Marketing manages demand and supply.d. Operations manages demand and supply.e. none of the aboveAnswer: aDifficulty: Easy11. With supply and demand management decisions being made independently,a. it is increasingly difficult to coordinate the supply chain, therebyincreasing profit.b. it is increasingly difficult to coordinate the supply chain, therebydecreasing profit.c. it is easier to coordinate the supply chain, thereby decreasing profit.d. it is easier to coordinate the supply chain, thereby increasing profit.e. none of the aboveAnswer: bDifficulty: Moderate12. A firm can vary supply of product by controllinga. production capacity and inventory.b. production capacity and price promotions.c. price promotions and inventory.d. production capacity and inventory promotions.e. none of the aboveAnswer: aDifficulty: Moderate13. Which of the following is not an approach that firms can use when managingcapacity to meet predictable demand variability?a. time flexibility from workforceb. use of seasonal workforcec. use of subcontractingd. use of dual facilities—dedicated and flexiblee. using common components across multiple productsAnswer: eDifficulty: Easy14. The capacity management approach that uses flexible work hours from theworkforce to manage capacity to better meet demand isa. time flexibility from workforce.b. use of seasonal workforce.c. use of subcontracting.d. use of dual facilities—dedicated and flexible.e. designing product flexibility into the production processes.Answer: aDifficulty: Moderate15. The capacity management approach that uses a temporary workforce during thepeak season to increase capacity to match demand isa. time flexibility from workforce.b. the use of seasonal workforce.c. the use of subcontracting.d. the use of dual facilities—dedicated and flexible.e. designing product flexibility into the production processes.Answer: bDifficulty: Easy16. The capacity management approach where a firm purchases peak productionfrom another firm so that internal production remains level and can be donecheaply isa. time flexibility from workforce.b. the use of seasonal workforce.c. the use of subcontracting.d. the use of dual facilities—dedicated and flexible.e. designing product flexibility into the production processes.Answer: cDifficulty: Moderate17. The capacity management approach where a firm builds facilities to produce arelatively stable output of products over time in a very efficient manner andfacilities to produce a widely varying volume and variety of products, but at ahigher unit cost isa. time flexibility from workforce.b. the use of seasonal workforce.c. the use of subcontracting.d. the use of dual facilities—dedicated and flexible.e. designing product flexibility into the production processes.Answer: dDifficulty: Easy18. The capacity management approach where a firm has production lines whoseproduction rate can easily be varied to match demand isa. time flexibility from workforce.b. the use of seasonal workforce.c. the use of subcontracting.d. the use of dual facilities—dedicated and flexible.e. designing product flexibility into the production processes.Answer: eDifficulty: Moderate19. Which approach to capacity management may be hard to sustain if the labormarket is tight?a. time flexibility from workforceb. use of seasonal workforcec. use of subcontractingd. use of dual facilities—dedicated and flexiblee. designing product flexibility into the production processesAnswer: bDifficulty: Moderate20. Which approach to capacity management makes use of spare plant capacity thatexists in the form of hours when the plant is not operational?a. time flexibility from workforceb. use of seasonal workforcec. use of subcontractingd. use of dual facilities—dedicated and flexiblee. designing product flexibility into the production processesAnswer: aDifficulty: Moderate21. Which approach to capacity management makes use of overtime, which is variedto match the variation in demand?a. time flexibility from workforceb. use of seasonal workforcec. use of subcontractingd. use of dual facilities—dedicated and flexiblee. designing product flexibility into the production processesAnswer: aDifficulty: Easy22. Which approach to capacity management would schedule the workforce so thatthe available capacity better matches demand?a. time flexibility from workforceb. use of seasonal workforcec. use of subcontractingd. use of dual facilities—dedicated and flexiblee. designing product flexibility into the production processesAnswer: aDifficulty: Easy23. Which approach to capacity management would use a part-time workforce toincrease capacity flexibility by enabling the firm to have more people at workduring peak periods?a. time flexibility from workforceb. use of seasonal workforcec. use of subcontractingd. use of dual facilities—dedicated and flexiblee. designing product flexibility into the production processesAnswer: aDifficulty: Moderate24. The key to which capacity management approach would involve having bothvolume (fluctuating demand from a manufacturer) and variety flexibility (demand from several manufacturers) to be sustainable?a. time flexibility from workforceb. use of seasonal workforcec. use of subcontractingd. use of dual facilities—dedicated and flexiblee. designing product flexibility into the production processesAnswer: cDifficulty: Hard25. Which approach to capacity management would require that the workforce bemulti-skilled and easily adapt to being moved from line to line?a. time flexibility from workforceb. use of seasonal workforcec. use of subcontractingd. use of dual facilities—dedicated and flexiblee. designing product flexibility into the production processesAnswer: eDifficulty: Moderate26. Which approach to capacity management would use production machinery thatcan be changed easily from producing one product to another?a. time flexibility from workforceb. use of seasonal workforcec. use of subcontractingd. use of dual facilities—dedicated and flexiblee. designing product flexibility into the production processesAnswer: eDifficulty: Moderate27. Which approach to capacity management would only be effective if the overalldemand across all the products is relatively constant?a. time flexibility from workforceb. use of seasonal workforcec. use of subcontractingd. use of dual facilities—dedicated and flexiblee. designing product flexibility into the production processesAnswer: eDifficulty: Hard28. Which of the following is an approach that firms can use when managinginventory to meet predictable demand variability?a. time flexibility from workforceb. use of seasonal workforcec. use of subcontractingd. use of dual facilities—dedicated and flexiblee. using common components across multiple productsAnswer: eDifficulty: Moderate29. When a firm designs common components used in multiple products, with eachproduct having predictably variable demand, they are trying toa. develop relatively constant overall demand.b. use a seasonal workforce.c. build inventory of high demand or predictable demand products.d. use subcontracting.e. use dual facilities—dedicated and flexible.Answer: dDifficulty: Easy30. When most of the products a firm produces have the same peak demandseason, in order to meet predictable variability with inventory, it musta. use common components across multiple products.b. use a seasonal workforce.c. build inventory of high demand or predictable demand products.d. use subcontracting.e. use dual facilities—dedicated and flexible.Answer: cDifficulty: Moderate31. Supply chains can influence demand by usinga. production capacity and inventory.b. pricing and other promotions.c. price promotions and inventory.d. production capacity and inventory promotions.e. production capacity and other promotions.Answer: bDifficulty: Moderate32. The pricing and promotion decisions are often made bya. marketing and sales.b. marketing and operations.c. operations and sales.d. marketing, operations, and sales.e. marketing and operations without sales.Answer: aDifficulty: Moderate33. The promotion and pricing decisions made by marketing and sales typically havethe objective ofa. maximizing profitability.b. minimizing profitability.c. minimizing revenue.d. maximizing revenue.e. maximizing profitability across the supply chain.Answer: dDifficulty: Hard34. Pricing decisions based only on revenue considerations often result ina. a decrease in overall profitability.b. an increase in overall profitability.c. a decrease in overall revenue.d. a decrease in supply chain revenue.e. an increase in supply chain profitability.Answer: aDifficulty: Moderate35. The combination of pricing and aggregate planning (both demand and supplymanagement) can be used toa. maximize customer orders.b. minimize customer orders.c. maximize supply chain profitability.d. minimize supply chain profitability.e. None of the above are accurate.Answer: cDifficulty: Easy36. When performing aggregate planning, the goal of all firms should be toa. minimize company profits.b. maximize company profits.c. minimize supply chain profits.d. maximize supply chain profits.e. All of the above are accurate.Answer: dDifficulty: Moderate37. When planning, the goal of all firms in the supply chain should be to maximizesupply chain profits becausea. this leaves them less profit to divide among themselves.b. this leaves them more profit to divide among themselves.c. this outcome leaves them more profit to pay tax on.d. this outcome will increase their charitable giving.e. none of the aboveAnswer: bDifficulty: Easy38. One key to successful collaboration when the supply chain is performingaggregate planning isa. determining how losses will be allocated to different members of thesupply chain.b. determining how profits will be allocated to different members of t hesupply chain.c. determining how labor will be allocated to different members of the supplychain.d. determining how customers will be allocated to different members of thesupply chain.e. none of the aboveAnswer: bDifficulty: Moderate39. Which of the following is not a key factor influencing the timing of a tradepromotion?a. impact of the promotion on demandb. product marginsc. cost of holding inventoryd. cost of changing capacitye. none of the aboveAnswer: eDifficulty: Moderate40. Which of the following is not a factor that would result in increased demand froma trade promotion?a. market growthb. stealing sharec. forward sellingd. forward buyinge. All of the above are factors in increased demand.Answer: cDifficulty: Hard41. An increase in consumption of the product either from new or existing customersisa. market growth.b. stealing share.c. forward selling.d. forward buying.e. none of the aboveAnswer: aDifficulty: Easy42. Customers substituting the firm’s product for a competitor’s product isa. market growth.b. stealing share.c. forward selling.d. forward buying.e. none of the aboveAnswer: bDifficulty: Easy43. Customers moving up future purchases to the present isa. market growth.b. stealing share.c. forward selling.d. forward buying.e. none of the aboveAnswer: dDifficulty: Easy44. In general, as the fraction of increased demand coming from forward buyinggrows, offering the promotion during the peak demand period becomesa. less attractive.b. more attractive.c. more profitable.d. less significant.e. none of the aboveAnswer: aDifficulty: Moderate45. Offering a promotion during a peak period that has significant forward buyinga. creates a desirable demand pattern.b. creates a demand pattern less costly to serve.c. creates a demand pattern even more costly to serve.d. shifts demand from the peak period to the slow period.e. shifts demand to a more desirable period.Answer: cDifficulty: Hard46. Average inventorya. increases if a promotion is run during the peak period.b. increases if a promotion is run during the off-peak period.c. decreases if a promotion is run during the peak period.d. decreases if a promotion is run during the off-peak period.e. both a and dAnswer: bDifficulty: Moderate47. Promoting during a peak demand month may decrease overall profitability ifa. a small fraction of the demand increase results from a forward buy.b. any of the demand increase results from a forward buy.c. a significant fraction of the demand increase results from a forward buy.d. none of the abovee. all of the aboveAnswer: cDifficulty: Hard48. As the product margin declines, promoting during the peak demand p eriodbecomesa. less profitable.b. more profitable.c. less of a risk.d. more desirable.e. none of the aboveAnswer: aDifficulty: HardEssay/Problems1. Discuss how a firm can respond to predictable variability of demand in the supplychain.Answer: Faced with predictable variability, a company’s goal is to respond in amanner that maximizes profitability. A firm must choose how to handlepredictable variability by utilizing techniques in two broad categories:1. Manage supply using capacity, inventory, subcontracting, and backlogs2. Manage demand using short-term price discounts and trade promotionsThe use of these tools enables the supply chain to greatly increase its profitability because it is able to match supply and demand in a much more coordinatedfashion. One way to meet seasonal demand requires carrying enoughmanufacturing capacity to meet demand in any period. The advantage of thisapproach is very low inventory costs, because no inventory needs to be carriedfrom period to period. The disadvantage, however, is that much of the expensive capacity would go unused during most months when demand was lower.Another approach to meeting demand would be to build up inventory during theoff season to keep production stable year round. The advantage of this approach lies in the fact that a firm could get by with a smaller, less expensive factory. High inventory carrying costs, however, make this alternative expensive. A thirdapproach would be for a firm to work with their retail partners in the supply chain to offer a price promotion during periods of low demand. This promotion shiftssome of the demand into a slow period, thereby spreading demand more evenly throughout the year and reducing the seasonal surge. Such a demand pattern is less expensive to supply. A company needs to decide which alternativemaximizes their profitability.Often companies divide the task of supply and demand management betweendifferent functions. Marketing typically manages demand and Operations typically manages supply. At a higher level, supply chains suffer from this phenomenon as well, with retailers independently managing demand and manufacturersindependently managing supply. With supply and demand managementdecisions being made independently, it is increasingly difficult to coordinate thesupply chain, thereby decreasing profit. Therefore, maximizing profitabilitydepends on these decisions being made in a coordinated fashion and requiressupply chain partners to work together across enterprises.Difficulty: Hard2. Discuss the approaches that can be used to manage capacity to meetpredictable variability of demand.Answer: When managing capacity to meet predictable variability, firms use acombination of the following approaches:•Time flexibility from workforce: In this approach, a firm uses flexible work hours from the workforce to manage capacity to better meet demand. In manyinstances, plants do not operate continually and are left idle during portions of the day or week. Therefore, spare plant capacity exists in the form of hours when the plant is not operational. Many plants do not run three shifts, so the existingworkforce could work overtime during peak periods to produce more to meetdemand. If demand fluctuates by day of the week or week of the month and theworkforce is willing to be flexible, a firm may schedule the workforce so that theavailable capacity better matches demand. In such settings, use of a part-timeworkforce may further increase the capacity flexibility by enabling the firm to have more people at work during peak periods.•Use of seasonal workforce: In this approach, a firm uses a temporary workforce during the peak season to increase capacity to match demand. This approachmay be hard to sustain if the labor market is tight.•Use of subcontracting: In this approach, a firm subcontracts peak production so that internal production remains level and can be done cheaply. With thesubcontractor handling the peaks, the company is able to build a relativelyinflexible but low-cost facility where the production rates are kept relativelyconstant (other than variations that arise from the use of overtime). Peaks aresubcontracted out to facilities that are more flexible. A key here is the availability of relatively flexible subcontractor capacity. The subcontractor can often provide。
采购与供应链管理习题库09第九章 习题及参考答案
同步测试一、单项选择题1. 只有在通畅、及时而准确的（）指引下，供应链上的其他流才是有效的，才能达到效率最优、成本最低。
BA．物流 B.信息流 C.资金流 D.商流2. 与供应链信息相比，供应链信息流更（）CA．实物化 B.准确 C.动态 D.孤立3. 在供应链信息流的控制模式中，（）指信息在部门之间或企业之间传递，由部门或企业决定信息传递的方向及内容。
AA. 分散控制B. 集中控制C. 综合协调控制4. 以下哪个自动识别技术最新。
（）DA．条码技术 B. RFID技术 C. 5G技术 D.机器视觉识别技术5. 供应链协同有三层含义，其中（）的协同，由合作与博弈的关系转变为彼此在供应链中更加明确分工和责任的伙伴关系。
CA．信息层面 B.业务流程层面 C.组织层面 D.功能层面6.在（）阶段，数字化采购将完善历史支出知识库，实现供应商信息、价格和成本的完全可预测性。
AA．可预测战略寻源 B.自动化采购执行 C.前瞻性供应商管理 D.战略采购7.供应链协同的外在动因是（）BA．提升供应链效率 B. 应对复杂多变的外部环境C. 巩固供应链各方的合作关系D．降低供应链成本8. 供应链信息层面的协同，通过供应链伙伴成员间的（），实现运营数据、市场数据的实时共享和交流，从而实现伙伴间更快、更好地协同响应终端客户需求。
BA．合作结盟 B. 信息系统集成 C.流程重组 D. 相互竞争9. 拉式供应链的主要信息流方向与物流方向（）AA．反向 B.同向 C.双向都有10.（）是解决供应链上信息系统对接、消除信息孤岛的基础性条件。
A A．标准化 B. 信任环境 C.信息平台 D.信息安全二、多项选择题1. 从供应链环节的角度划分，供应链信息包括（）。
ABCDA.供应源信息B. 配送与零售信息C.生产信息D.需求信息E.战略信息2. 以下哪些描述了信息在供应链管理中的作用（）BCDEA．供应链信息要求准确及时的传递。
B．有助于正确做出库存管理、运输设计、设施网点选址等驱动供应链的管理决策，使供应链运作更有效果。
供应链管理考核试题及答案
供应链管理考核试题及答案一、选择题（每题2分，共20分）1. 供应链管理的核心是（）。
A. 客户需求B. 供应商关系C. 物流管理D. 信息流管理答案：A2. 下列不属于供应链管理基本流程的是（）。
A. 采购管理B. 生产管理C. 库存管理D. 人力资源管理答案：D3. 下列哪种组织结构不利于供应链管理的协同效应（）。
A. 矩阵式组织结构B. 事业部制组织结构C. 直线式组织结构D. 网络型组织结构答案：C4. 在供应链中，第三方物流供应商的主要职责是（）。
A. 负责供应链中的全部物流活动B. 负责供应链中的部分物流活动C. 负责供应链中的信息流和物流活动D. 负责供应链中的资金流和物流活动答案：B5. 供应链风险管理主要包括（）。
A. 供应风险B. 生产风险C. 市场风险D. 所有以上风险答案：D6. 下列哪项不是供应链管理的绩效指标（）。
A. 订单履行率B. 库存周转率C. 供应商满意度D. 员工满意度答案：D7. 实施供应链管理的企业需要具备的条件有（）。
A. 良好的信息技术支持B. 强大的市场竞争力C. 完善的供应链管理体系D. 所有以上条件答案：D8. 供应链协同效应的核心是（）。
A. 资源共享B. 流程整合C. 信息共享D. 组织整合答案：C9. 下列哪种方式不属于供应链金融服务的范畴（）。
A. 融资服务B. 贷款服务C. 信用保险服务D. 库存管理服务答案：D10. 供应链管理中的可持续发展主要包括（）。
A. 环境友好型供应链B. 社会责任型供应链C. 经济效益型供应链D. 所有以上类型答案：D二、简答题（每题10分，共40分）1. 请简述供应链管理的概念及其目标。
答案：供应链管理是指在满足客户需求的前提下，对供应链中的物流、信息流和资金流进行有效整合和优化，以降低供应链总成本，提高供应链的运作效率和响应速度，实现供应链的可持续发展。
供应链管理的目标主要包括降低成本、提高客户满意度、提高供应链的灵活性和稳定性、提高供应链的竞争优势等。
供应链管理自测练习九
第九章供应链上的关系管理一、重点名词1.客户关系管理2.客户3.供应商关系管理4.客户价值二、单项选择题1.供应链上有效的（）成为了供应链上信息共享和支撑供应链有效运作的核心要素。
A.库存关系B.运输管理C.关系管理D.战略管理2.供应链管理环境下的上、下游之间（）关系的特征是建立一种合作伙伴关系，双方的工作重点是从长远利益出发，相互配合，不断改进产品质量与服务质量，共同降低成本，提高供应链的竞争力。
A.短期目标型B.长期目标型C.渗透型D.联盟型3.（）是购买产品或服务的个体。
A.客户B.用户C.供应商D.分销商4.客户（）产品或服务的最终接受者。
A.不是B.是C.不一定是D.不可能是5.客户（）用户。
A.不是B.是C.不一定是D.不可能是6.在供应链环境下，个体的客户和组织的客户都统称为（）。
A.用户B.顾客C.买家D.客户7.（）是“便宜”的忠诚客户。
A.经济型客户B.道德型客户C.个性化客户D.方便型客户8.（）觉得在道义上有义务光顾社会责任感强的企业。
A.经济型客户B.道德型客户C.个性化客户D.方便型客户9.（）需要人际间的满足感，诸如认可和交谈。
A.经济型客户B.道德型客户C.个性化客户D.方便型客户10.（）对反复比较后再选购服务不感兴趣，方便是吸引他们的重要因素。
A.经济型客户B.道德型客户C.个性化客户D.方便型客户11. 在现代客户管理中，（）是非常重要的部分，营销过程决定营销结果。
A.营销管理B.过程管理C.客户状态管理D.客户成本管理12.供应链与客户关系管理相互存在很大一部分交集，在客户关系管理和供应链管理中都突出了以（）为中心的管理思想。
A.用户B.买家C.客户D.卖家13.有了内容丰富的、无处不在的（），分析人员就能以主动的姿态去满足用户的需求，而不是无休止地被动地响应。
A.网络布线B.数据仓库C.客户反应机制D.营销机制14.成功的客户关系管理非常注重客户信息和数据的（）管理。
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。
供应链考试的题目和答案
供应链考试的题目和答案供应链管理考试题目及答案一、单项选择题（每题2分，共20分）1. 供应链管理的核心是（）。
A. 降低成本B. 提高效率C. 客户满意度D. 以上都是答案：D2. 供应链管理不包括以下哪一项（）。
A. 供应商管理B. 库存管理C. 财务管理D. 客户关系管理答案：C3. 供应链中的“链”指的是（）。
A. 产品链B. 信息链C. 价值链D. 以上都是答案：D4. 供应链管理的最终目标是（）。
A. 提高利润B. 降低成本C. 提高客户满意度D. 以上都是答案：D5. 供应链中的“上游”指的是（）。
A. 供应商B. 制造商C. 零售商D. 消费者答案：A6. 供应链管理中的“牛鞭效应”是由于（）。
A. 信息不对称B. 需求预测不准确C. 库存管理不当D. 以上都是答案：D7. 供应链管理中的“供应商关系管理”主要关注（）。
A. 价格谈判B. 质量控制C. 交货时间D. 以上都是答案：D8. 供应链中的“库存”包括（）。
A. 原材料B. 在制品C. 成品D. 以上都是答案：D9. 供应链管理中的“需求计划”主要关注（）。
A. 历史数据B. 市场趋势C. 促销活动D. 以上都是答案：D10. 供应链管理中的“运输管理”主要关注（）。
A. 运输成本B. 运输时间C. 运输安全D. 以上都是答案：D二、多项选择题（每题3分，共30分）1. 供应链管理的主要环节包括（）。
A. 采购B. 生产C. 销售D. 客户服务答案：ABCD2. 供应链管理中的风险包括（）。
A. 供应风险B. 需求风险C. 运输风险D. 信息风险答案：ABCD3. 供应链管理中的“协同”包括（）。
A. 供应商协同B. 制造商协同C. 零售商协同D. 客户协同答案：ABCD4. 供应链管理中的“信息技术”包括（）。
A. 企业资源规划（ERP）B. 供应链执行系统（SCE）C. 客户关系管理（CRM）D. 电子商务（e-commerce）答案：ABCD5. 供应链管理中的“绩效评估”包括（）。
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第九章供应链上的关系管理
一、重点名词
1.客户关系管理
2.客户
3.供应商关系管理
4.客户价值
二、单项选择题
1.供应链上有效的（）成为了供应链上信息共享和支撑供应链有效运作的核心要素。
A.库存关系
B.运输管理
C.关系管理
D.战略管理
2.供应链管理环境下的上、下游之间（）关系的特征是建立一种合作伙伴关系，双方的工作重点是从长远利益出发，相互配合，不断改进产品质量与服务质量，共同降低成本，提高供应链的竞争力。
A.短期目标型
B.长期目标型
C.渗透型
D.联盟型
3.（）是购买产品或服务的个体。
A.客户
B.用户
C.供应商
D.分销商
4.客户（）产品或服务的最终接受者。
A.不是
B.是
C.不一定是
D.不可能是
5.客户（）用户。
A.不是
B.是
C.不一定是
D.不可能是
6.在供应链环境下，个体的客户和组织的客户都统称为（）。
A.用户
B.顾客
C.买家
D.客户
7.（）是“便宜”的忠诚客户。
A.经济型客户
B.道德型客户
C.个性化客户
D.方便型客户
8.（）觉得在道义上有义务光顾社会责任感强的企业。
A.经济型客户
B.道德型客户
C.个性化客户
D.方便型客户
9.（）需要人际间的满足感，诸如认可和交谈。
A.经济型客户
B.道德型客户
C.个性化客户
D.方便型客户
10.（）对反复比较后再选购服务不感兴趣，方便是吸引他们的重要因素。
A.经济型客户
B.道德型客户
C.个性化客户
D.方便型客户
11. 在现代客户管理中，（）是非常重要的部分，营销过程决定营销结果。
A.营销管理
B.过程管理
C.客户状态管理
D.客户成本管理
12.供应链与客户关系管理相互存在很大一部分交集，在客户关系管理和供应链管理中都突出了以（）为中心的管理思想。
A.用户
B.买家
C.客户
D.卖家
13.有了内容丰富的、无处不在的（），分析人员就能以主动的姿态去满足用户的需求，而不是无休止地被动地响应。
A.网络布线
B.数据仓库
C.客户反应机制
D.营销机制
14.成功的客户关系管理非常注重客户信息和数据的（）管理。
A.一体化
B.共同化
C.现代化
D.同步化
15.供应链形成了企业之间信息共享的关系，借助于（）建立了具有共同远景、双赢的利益共同体。
A.CRM
B.SCM
C.EDI
D.Internet
16.供应商关系管理是用来改善与供应链（）的关系的。
A.上游供应商
B.下游供应商
C.上游经销商
D.下游经销商
17. 与客户关系相比较，供应商关系是处于第（）位的。
A.一
B.二
C.三
D.四
18. 选择供应商的具体原则中，供应商衡量和选择步骤、选择过程透明化、制度化及科学化指的是（）原则。
A.系统全面性
B.简明科学性
C.稳定可比性
D.门当户对
19.（）的选择和管理是整个采购体系的核心，其表现也关系到整个采购部门的业绩。
A.客户
B.用户
C.供应商
D.分销商
20.供应商选择的第一步工作是（）。
A.市场分析
B.寻找潜在的供应商
C.实地考察供应商
D.价格谈判
三、多项选择题
1.核心企业与供应商、供应商的供应商乃至与一切前向的关系，与用户、用户的用户及一切后向的关系，伴随着前向及后向的供应链运作管理过程，供应链管理中形成了（）。
A.产品或服务
B.客户
C.供应商关系管理
D.用户
E.客户关系管理
2.供应链管理环境下的上、下游之间有以下几种主要的关系类型，即（）。
A.短期目标型
B.长期目标型
C.渗透型
D.联盟型
E.纵向集成型
3.现代客户管理中的客户，其内涵已扩大化，营销学中（）皆称为客户。
A.顾客
B. 公司内部上流程与下流程的工作人员
C.个性化客户
D.方便型客户
E.竞争型客户
4.以下对客户内涵的表述正确的有（）。
A.客户就是产品或服务的最终接受者
B.客户就是用户
C.客户不一定是在公司之外
D.客户的含义比用户更广
E.客户不一定是产品或服务的最终接受者
5.从市场营销的角度出发，客户可以分为（）。
A.经济型客户
B.道德型客户
C.个性化客户
D.方便型客户
E.竞争型客户
6.从物流客户的角度来看，客户可以划分为（）。
A.赚钱客户
B.赔本客户
C.一般客户
D.潜力客户
E.关键客户
7. 客户管理最主要的管理内容包括三个部分，即（）。
A.管理营销过程
B.管理客户状态
C.管理客户成本
D.管理客户需求
E.管理客户绩效
8.供应链客户关系管理的核心问题是（）。
A.辨别客户价值
B.有效的客户反应
C.客户盈利能力
D.了解客户的需求
E. 客户关系管理
9.供应链管理中形成了两种最重要的关系管理，即（）。
A.用户关系管理
B.客户关系管理
C.供应商关系管理
D.分销商关系管理
E.零售商关系管理
10.供应商关系管理包括四大组成部分，它们分别是（）。
A.供应商目录管理
B.采购价格管理
C.采购合同管理
D.供应商评估
E.供应商考察
11.以下属于供应商选择原则的是（）。
A.系统全面性原则
B.简明科学性原则
C.距离最近原则
D.学习更新原则
E.便宜方便原则
12.在制造企业中，标准的采购流程可以划分为（）两个环节。
A.战略采购
B.材料采购
C.重复订单
D.供应商的选择
E.订单协调
13.在大多数的跨国公司中，供应商选择的基本准则是“Q.C.D.S”（Quality，Cost，Delivery，Service）原则，也就是（）并重的原则。
A.质量
B.成本
C.交付
D.数量
E.服务
14.作为供应链管理环境下的客户关系管理软件，一般需要以下的技术要求，包括（）。
A.分析信息的能力
B.对客户互动渠道进行集成的能力
C.支持网络应用的能力
D.建设集中的客户信息仓库的能力
E.对工作流进行集成的能力
15.供应商关系管理解决方案主要由两大部分组成，分别是（）。
A.SRM策略性设计
B.SRM策略性货源组织
C.SRM策略性购买
D.SRM战略解决方案
E.SRM协同中枢
四、判断分析
（）1.供应链是一种注重围绕核心企业的网链关系，即核心企业与供应商、供应商的供应商乃至与一切前向的关系，与用户、用户的用户及一切后向的关系，形成为一个网链结构。
（）2.公司内部不存在客户关系。
（）3.客户不一定在公司之外，内部客户日益引起重视，它使企业的服务无缝连接起来。
（）4.一般客户构成公司的最主要客户群体。
（）5.任何一个企业的资源都是有限的，因此不可能为所有客户提供同等的满意的产品和服务。
（）6.现代市场学的发展历程已由传统的生产导向、产品导向、销售导向过渡到市场导向和社会导向的商业模式。
（）7.在现代客户管理中，客户关系管理只有分号，没有句号。
（）8.传统的理念认为，“客户就是上帝”，而现代客户关系管理的理念认为，“客户并非都是上帝”。
（）9.客户关系管理是把客户，尤其是潜在客户和现有客户作为管理的中心，将企业的运营围绕着客户来进行。
（）10.客户价值是客户的一种感受和体验,是可以准确计算的。
（）11.顾客可以由任何人或机构来提供服务,而客户则主要由专门的人员来提供服务。
（）12.客户价值是指整体客户价值与整体客户成本之和部分。
（）13.客户关系管理的核心思想是以“客户为中心”，提高客户满意度，改善客户关
系，从而提高企业的竞争力。
（）14.供应链管理环境下的上、下游关系是一种战略性合作关系，提倡一种“双赢”机制。
（）15.客户关系管理是对供应链上的企业与其上游广义的客户之间的紧密业务联系的管理。
（）16.供应商评估是供应商关系管理中的一个核心应用模块。
（）17.不同行业、不同企业、不同产品需求、不同环境下的供应商衡量应是不一样的，保持一定的灵活操作性。
（）18.在供应商选择的过程中，安排对供应商的实地考察一般可以忽略。
（）19.在互联网和电子商务的支持下，供应链的运作和管理将企业诸如设计、购买、计划、销售、履行和服务等业务过程，都扩展到企业的围墙之外。
（）20.选择供应商的总原则是：全面、具体、客观，即建立和使用一个全面的供应商综合衡量指标体系，对供应商作出全面、具体、客观的衡量。
五、问答题
1.在供应链上需要对哪些关系进行管理？
2.供应链上的关系类别有哪些？
3.在供应链运作过程中强调关系管理有什么意义？
4.客户关系管理的基本内容有哪些？
5.客户关系管理方法中重点要做好哪些工作？
6.简述供应商关系管理的组成。