供应链管理测验(1-6章)
供应链管理形考1-5
成绩0.00/满分100.00窗体顶端题目1未回答满分4.00标记题目题干（）的库存战略是消除大量的零配件和产品缓冲库存。
选择一项：A.拉动模式B.反应性供应链C.推动模式D.有效性供应链反馈你的回答不正确正确答案是：反应性供应链题目2未回答满分4.00标记题目题干绿色供应链产生的背景主要是以下的（）选择一项：A.资源短缺B.信息不对称C.不确定性D.牛鞭效益反馈你的回答不正确正确答案是：资源短缺题目3未回答满分4.00标记题目题干根据商品的库存情况，有计划地将商品推销给客户，是供应链模式中的（）选择一项：A.拉动模式B.平衡模式C.推动模式D.失衡模式反馈你的回答不正确正确答案是：推动模式未回答满分4.00标记题目题干核心竞争力最早是由普拉哈拉德和加里.哈默尔两位教授在（）一文中提出。
选择一项：A.《竞争优势》B.《竞争战略》C.《国家竞争力》D.《公司的核心竞争力》反馈你的回答不正确正确答案是：《公司的核心竞争力》题目5未回答满分4.00标记题目题干.核心竞争力是稀缺的，是少数企业所持有的，这体现的是核心竞争力的（）特点。
选择一项：A.不可替代性B.难以模仿性C.延展性D.价值性反馈你的回答不正确正确答案是：难以模仿性题目6未回答满分4.00标记题目题干核心竞争力层次模型的最底层是（）选择一项：A.资源B.能力C.资金D.核心竞争力反馈你的回答不正确正确答案是：资金题目7未回答标记题目题干改革重点针对产品所在供应链效率和成本问题的策略是（）选择一项：A.QRB.BPRC.ECRD.EDI反馈你的回答不正确正确答案是：QR题目8未回答满分4.00标记题目题干快速响应的简称是（）。
选择一项：A.QRB.BPRC.EDID.ECR反馈你的回答不正确正确答案是：QR题目9未回答满分4.00标记题目题干有效顾客响应的简称是（）。
选择一项：A.QRB.BPRC.EDID.ECR反馈你的回答不正确正确答案是：ECR题目10未回答满分4.00标记题目题干在供应链中，产品的实物配送尽量被延迟，产品仅被储存在工厂的中心仓库中，利用直接配送方式将产品送到零售商或顾客手中，是以下的哪一种延迟技术的策略（）选择一项：A.结构延迟策略B.生产延迟策略C.物流延迟策略D.完全延迟策略反馈你的回答不正确正确答案是：物流延迟策略题目11未回答满分4.00标记题目题干供应链的基本特征有（）。
供应链管理智慧树知到课后章节答案2023年下大连海事大学
供应链管理智慧树知到课后章节答案2023年下大连海事大学大连海事大学第一章测试1.供应链管理与物流管理的关系是（）。
答案:物流管理是供应链管理的一部分2.企业为了更好地满足消费者需求，不断推出新的品种，这将可能导致（）。
答案:库存负担增加3.（）是利用计算机网络技术全面规划供应链中的商流、物流、信息流、资金流等，并进行计划、组织、协调与控制。
答案:供应链管理4.供应链的终极目标是（）。
答案:提高核心竞争力5.（）表现为供应链节点企业可以是两个或者两个以上供应链的成员。
答案:交叉性第二章测试1.下列哪项策略和外包策略比较一致？( )答案:供应链集中策略2.由于客户服务水平要求的越高，企业付出的成本就越高，因此企业不需要100%客户服务水平，否则就没有盈利空间．（）答案:错3.下列哪些可以用于衡量客户价值?( )答案:客户忠诚;客户重复购买;客户流失;客户离弃4.我们把客户价值、总收益和所有权总成本之间的关系表达为这样的一个分数式，即客户价值等于总收益和总成本之比。
这里的总收益可以是（）．答案:无形资产(品牌自豪感等);产品;服务5.需求匹配可以包括（）答案:时间匹配;空间匹配;数量匹配第三章测试1.面向订单生产的供应合同有：（）答案:数量灵活性合同;回购合同;收入共享合同2.采购时，还需要考虑回收处理成本和生命周期成本。
（）答案:对3.能力预定合同有利于供应商获得比较真实的需求数据。
（）答案:对4.根据卡拉杰克矩阵，联合采购适用于风险小、价值小的一般商品的采购。
（）答案:错5.企业的某些品项，如价值高并且采购风险大，那么这样的品项，更倾向于采用招标的采购方法．（）答案:错第四章测试1.库存能够使企业实现规模经济，但下面的描述中，不属于其具体体现的是（）答案:大批量的采购可以和物流商建立更牢固的合作关系，降低物流费用2.企业为预防可能发生的一些灾害，而购买的存货损失保险计入（）答案:储存成本3.下列哪个模型不属于定性预测方法（）答案:线性回归分析4.对库存进行管理，首先要进行（）答案:需求识别与需求预测5.预测不可能是绝对准确的，其主要原因是（）答案:预测是对未来的预测，而未来具有较大的不确定性第五章测试1.简单栅栏法是一种优化式方法。
供应链管理测验(1-6章)
一、名词解释（每小题2分，共20分）1．供应链2．供应链管理3．延迟制造技术4．长鞭效应5．供应契约6．供应链合作伙伴关系7．虚拟企业8．准时化采购9．供应商关系管理10．电子采购二、单项选择题（每小题1分，共20分）1．供应链管理的目标是（）A快速响应用户需求 B实现供应链节点企业利益最大化C提高用户服务水平和降低总的交易成本，并且寻求这两个目标之间的平衡D减少供应链库存2.（）的思想是：利用企业外部资源达到快速响应市场需求的要求，本企业只抓自己具有核心竞争力的业务，而将本企业不具有优势的业务外包给更具有优势的企业，形成了较为广泛的、不同地域的企业与企业的合作。
A纵向一体化 B外包策略C定制化大量生产 D横向一体化3.供应链的系统特征不包括（）A系统性和复杂性 B动态性和交叉性C用户需求响应性 D可靠性和多样性4.（）主要体现供应链的物理功能，即以最低的成本将原材料转化成零部件、半成品、产品，以及在供应链中的运输等。
A、有效性供应链B、反应性供应链C、稳定供应链D、动态供应链5.在供应链上游供应商一端主要是以预测来驱动生产和供应的，这是（）A响应性供应链 B敏捷性供应链C推动式供应链 D拉动式供应链6.基于供应链的扩展企业模型体现了（）的思想，把产品与制造设计工作和供应商、分销商乃至顾客都考虑进去，建立协同的工作环境。
A并行工程 B快速响应C有效用户响应 C延迟制造7.在集成化供应链管理的第二阶段，一般采用（）进行计划和控制，通过信息手段加强计划管理和生产控制。
A ERP系统B MRP系统C主生产计划 D JIT8.在集成化供应链管理的第三阶段，为了支持企业内部集成化供应链管理，主要采用（）和ERP系统来实施集成化的计划和控制。
A MRP系统B 准时生产制C供应链计划 D信息技术9.在需求变异加速放大的原因中，（）是需求放大的主要原因。
A需求预测修正 B订货批量决策C价格波动 D、短缺博弈10.“曲棍球棒”现象表现为在某一个固定的周期（月、季或年），前期销量（），期末销量（），并且这种现象在企业生产和经营活动中会周而复始的出现，其需求曲线的形状类似于曲棍球棒。
XXX《供应链管理1》在线测试
XXX《供应链管理1》在线测试供应链是指从原材料采购到制造结束并进入市场的整个供应过程，是一种商品流通的链式结构。
推动式供应链的生产方式是订单定制式生产，而供应链的结构是网链结构。
有效性供应链适用于有效型产品。
21世纪全球竞争的主要特点是产品生命周期越来越长，顾客对产品和服务的要求越来越高，以及由企业之间竞争转变为供应链之间的竞争。
供应链管理涉及的主要领域包括供应领域、生产计划领域、物流领域和需求领域。
在供应链管理环境下，资源优化的空间由企业内部扩展到企业外部，生产能力的利用范围也扩展到了供应链系统的全过程，而交货期的概念更加强调，提前期则不强调其固定与否。
业务外包指将企业的一部分业务委托给其他企业或机构进行处理，但核心业务通常不会被外包。
因此，当企业的核心业务存在财务问题时，将其外包出去并不是一个正确的做法。
相反，业务外包的目的是专注于核心竞争力，实现范围经济。
B、高灵活性C、高响应性D、高可视性B、所有产品和服务的总收入是企业的重要指标之一。
D、实施利润相关的活动是企业获得利润的重要手段。
B、核心竞争力是企业在市场竞争中具有优势的关键因素。
D、建立合作伙伴关系对企业来说是一项具有挑战性的任务。
B、企业需要与国际供应商合作，同时协调各组织间的关系和运营。
C、即使对于某些企业来说，物流业务不是成功的关键，也应该谨慎考虑将其外包。
2、企业进行业务外包的动力不包括（D）A、规模经济B、提高效率C、风险分摊3、价值链是指：（A）A、企业活动所产生的总价值B、企业的组织架构C、提供产品和服务的供应网络4、下列说法正确的是（D）A、企业实行业务外包是为了分担风险B、外包业务不可能形成全球性C、全球的业务外包已经形成5、以下哪项不属于全球性供应链的特点（A）A、需要提供信息，为管理人员强化管理提供便利B、范围扩大C、直接通过实时信息交换进行，有效控制和协作范围均比以前扩大D、跨越组织边界将供应链中各相关的组织单位联结起来4、成功运作供应链的关键因素是：（ABCD）A、实时的可视性B、灵活性C、响应性D、快速的新产品上市E、员工培训5、企业要成功地实施外包需要经过以下哪些阶段？（ABDE）A、企业的内部分析和评估B、评估自己的需求，选择服务提供商C、签订外包协议D、实施外包E、管理外包业务第一题、单项选择题（每题1分，5道题共5分）1、以下哪一项不是支持公司战略所需的功能性战略？（B）A、财务战略B、质量战略C、产品开发战略D、运营战略2、供应链管理中提到的客户主要是指（C）A、只是指最终的消费者B、只涉及企业内部的部门C、可以指代供应链上的每个相关企业和部门3、牙膏属于以下哪一类商品（B）A、高隐含需求不确定性产品B、稍微需求确定低生产不确定产品C、稍微需求不确定产品D、低隐含需求不确定性产品4、西瓜属于以下哪一类商品（C）A、高隐含需求不确定性低生产不确定性产品B、稍微需求确定低生产不确定产品C、低隐含需求不确定高生产不确定产品D、低隐含需求不确定性产品5、生鲜产品供应链应该具备以下哪种能力（C）A、高效率性B、高灵活性C、高响应性D、高可视性C、在追求较快响应的同时，牺牲一定的效率是一种供应链管理策略。
供应链管理形成性考核册及参考答案
供应链管理形成性考核册及参考答案第一次作业〔第一---三章〕一、名词说明：1、治理模式2、供应链设计3、供应链合作伙伴关系二、单项选择题1、供应链的概念是在〔〕提出来的。
A. 20世纪60年代B.20世纪70年代C.20世纪80年代D.20世纪90年代2、供应链治理是一种〔〕的治理思想和方法。
A.集成B.松散C.积极D.消极3、供应链的治理目标出现出〔〕特点。
A．一体化 B．集成化C．多元化 D．一元化4、供应链治理是通过企业之间共享库存信息和通过( )传递信息。
A．条形码 B．全球定位系统C. 地理信息系统 D．电子数据交换5、一个企业应尽可能考虑( )供应商或分销商，如此有利于从整体上了解供应链的运行状态。
A．一级 B．二级C．三级 D．多级6、( )的产品能满足差不多需要，可不能有太大的变化，因而需求稳固且能够推测，同时生命周期长。
A．功能型 B．革新型C．复合型 D．单一型7、从核心企业战略进展的角度设计供应链，有助于建立稳固的( )。
A．供应链规划 B．供应链体系模型C．供应链 D．供应链原那么8、关于长期需求而言，合作伙伴要求能保持较高的竞争力和增值率，因此最好选择〔〕A．战略性合作伙伴关系 B．一般合作伙伴C. 竞争性合作伙伴 D．技术性合作伙伴9、( )伙伴选择要紧是面向上、下游企业关系的伙伴选择。
A．纵向 B. 横向C．侧向 D. 外向10、供应链是围绕〔〕建立起来的。
A．一样企业 B. 中间企业C．核心企业 D. 物流企业三、多项选择题1、供应链治理与物流治理的区别要紧有( )A．供应链治理是物流运作治理的扩展B．供应链治理是物流一体化治理的延伸C. 供应链治理是物流治理的新战略D．供应链治理是物流治理的改头换面2、供应链是一个网络系统，由〔〕组成。
A. 供应商B. 供应商的供应商 C．用户D. 用户的用户 E．客户3、供应链的结构模型分为〔〕A．条状 B. 网状 C．链状D. 绳状 E．盘状4、不同的供应链结构框架，其设计的策略也是不一样的，目前有三种供应链设计的策略，分别是〔〕A．基于客户供应的供应链设计策略B．基于成本核算的供应链设计策略C. 基于多代理的集成供应链设计策略D．基于简单代理的供应链设计策略E，基于客户需求的供应链设计策略5、供应链合作伙伴关系的演变经历了以下时期，即〔〕A. 职能独立时期B. 职能集成时期C. 内部集成时期D. 外部集成时期E. 垂直一体化时期6、合作伙伴关系存在的风险有( )。
供应链物流管理(supply chain logistics management)鲍尔索克斯 课后习题答案1-6章
Chapter1：1.Why can the current movement toward establishing supply chains becharacterized as a revolution?Because the current movement toward establishing supply chains has reshaped contemporary strategic thinking.Two massive shifts, supply chain revolution and a related logistical renaissance, in expectation and practice concerning the performance of business operations are highly interrelated but they are significantly different aspects of contemporary strategic thinking.pare the concept of a modern supply chain with more traditionaldistribution channels. Be specific regarding similarities and differences. Traditional distribution channels typically had an order fulfillment time of 15-30 days. But if something went wrong, this time would increase dramatically. It was a common practice to maintain inventory at every stage of the supply chain like retailers, wholesalers, and manufacturers. The market was characterized by scarcity to the primary goal of traditional model was to ensure availability of products. However, today customers want more options in product offerings. Modern supply chain is geared towards meeting the changing consumer needs. Transportation capacity and operational performance has become more reliable and economical. Logistical systems are capable of capable of delivering products at exact times. So customer orders can be fulfilled faster. With massive development in information technology, the need to maintain inventory has reduced dramatically. The occurrence of failures, characteristic of traditional supply chain, has been replaced by a commitment towards zero-defect of six sigma performance. In essence a high level of performance is achieved at a lower total cost with commitment of fewer financial resources than that in the past.3.What specific role does logistics play in supply chain operations?Logistics is the primary conduit of product and service flow within a supply chain arrangement. It is the work required to move and to position inventory throughout a supply chain. It is a combination of order management, inventory, transportation, warehousing, material handling and packaging as integrated throughout a facility network. Logistics is essential for effective supply chain connectivity.4.Describe “integrative management”. Be specific concerning the relationship betweenfunctionality and process.The challenge to achieving integrated management results from the long-standing tradition of performing and measuring work on a functional basis. Since the industrial revolution, achieving best practice has focused managerial attention on functional specialization. The prevailing belief was the better the performance of a specific function, the greater the efficiency of the overall process.The fundamental challenge of integrated management is to redirect traditional emphasis on functionality in an effort to focus on process achievement. Integrative process management seeks to identify and achieve lowest total cost by capturing trade-offs that exist between functions. The focus of integrated management is lowest total process cost, which is not necessarily the achievement of the lowest cost for each function included in the process.5.In terms of enterprise extension, describe the importance of the information sharingand process specialization paradigms.The information sharing paradigm is the widespread belief that achieving a high degree of cooperative behavior requires that supply chain participants voluntarily share operating information and jointly plan strategies. The guiding principle is that information sharing is essential among supply chain participants to collectively do the things customers demand faster and more efficiently.The process specialization paradigm is commitment to focusing collaborative arrangements on planning joint operations with a goal of eliminating nonproductive or non-value-adding redundancy by firms in a supply chain. The basic idea is to design the overall supply chain processes in a manner that identifies a specific firm’s competencies along with the responsibility and accountability to perform each element of essential work in a manner that maximizes overall results.Importance: Sharing information and joint planning can reduce risk related to inventory positioning. Collaboration can eliminate duplicative or redundant work, such as repetitive quality inspection, by designating and empowering a specified member of the supply chain to be fully responsible and accountable. Such extended enterprise integration introduces new challenges regarding measurement, benefit and risk sharing, trust, leadership, and conflict resolution.6.Describe and illustrate an integrated service provider. How does the conceptof integrated service provider differ from traditional service providers, such as for-hire transportation and warehousing?Integrated Service Providers (ISP) also known as third-party logistics providers provide a range of logistics services that includes all work necessary to service customers. With the regulatory changes in the transportation the traditional logistics services providers started offering warehousing and shared transportation services. Therefore the ISPs initiated the radical shift from single function to multifunction outsourcing. Their services include order entry to product delivery and in certain situations they also provide wide range of value-added services. For example United Parcel Services (UPS) stocks Nike shoes and warm-ups at its Louisville warehouse and processes orders hourly. All the related communication and financial administration are handled by an UPS call center in San Antonio. Therefore UPS handles the basic logistics and value-added services for Nike.In contrast the traditional service providers, such as for-hire transportation and warehousing specialize in specific functions. For instance, the for-hire transportationindustry consists of carriers who specialize in moving products between geographic locations. The companies offering warehouse services are traditionally called public warehouses and they provide storage supplemented by specialized services.pare and contrast anticipatory and response-based business models.Why has responsiveness become popular in supply chain collaborations? Anticipatory and response-based business models are the two ways used by firms to fulfill customer requirements. However the fundamental difference in the two models is timingAnticipatory model has been the traditional business practice, which was mainly forecast driven. Since information about purchasing behavior was not readily available, and the channel partners were loosely collaborating, businesses were driven by forecasts. However the forecasts used by the manufacturers, wholesales, distributors, and retailers were often different that led to a lot of excess inventory in the system. All the work was performed in anticipation of future projections, so the likelihood of misgauging customer requirements was very high. In addition each firm in the chain duplicated the anticipatory process.Response-based model aims to reduce or eliminate forecast reliance by joint planning and rapid exchange of information between supply chain partners. This model has been made possible because managers can now obtain and share accurate sales information faster. Consequently customers can be provided with their desired items faster. This model requires fewer steps and therefore less cost to complete a fulfillment process compared to the anticipatory model. Response-based model is similar to a build to order model however the former has a faster response time and allows higher degree of customization.Responsiveness propelled by information technology development has become the cornerstone of today’s supply chain collaboration. Higher responsiveness can not only increase the level of customer satisfaction but can also reduce the overall cost of doing that.pare and contrast manufacturing and geographic postponement. Manufacturing and geographic postponement are strategies and practices that reduces the anticipatory risks of supply chain performance. The factors favoring one pr the other form depends on the volume, value, competitive initiatives desired customer service levels. Manufacturing or form postponement aims at manufacturing the products one order at a time with no preparatory work or component procurement until the customer specifications are fully known and customer commitment is received. The goal of this postponement strategy is to maintain products in a neutral or non-committed status as long as possible. In an ideal situation a standard or base product is manufactured in large quantities to obtain economy of scale while deferring the finalization until the customer commitment. In this scenario, economy of scope is introduced by producing the base product to accommodate a wide range of different customers. An example of manufacturing postponement is observed in mixing paintcolor at retail stores to accommodate the individual customer’s request. This strategy not only reduces the risks of logistics malfunction but also increases the use of light manufacturing and final assembly at logistical facilitiesOn the other hand, Geographical or logistical postponement focuses on response acceleration. This strategy aims to build and stock a full-line inventory at one or more strategic locations. Forward deployment of inventory is postponed until the customer order is received. In an ideal situation this postponement strategy eliminates the risk of anticipatory risk of inventory deployment while retaining manufacturing economy scale. An example of geographical postponement is the Sears Store Delivery System. The logistics of the appliances is not initiated till the customer order is received. An appliance purchased on Monday can be installed at customer’s home as early as Wednesday. And there is a possibility that the product is not manufactured until that night or early Tuesday.In a number of supply chains both types of postponement strategies are combined to create a highly responsive strategy.9.Define and illustrate cash-to-cash conversion, dwell-time minimization andcash spin. How does supply chain strategy and structure impact each?Cash-to-cash conversion is the time required to convert raw material or inventory purchases into sales revenue. It is directly related to inventory turn. Its benefits are realized by reducing and sharing risk and inventory investment. In traditional business the benefits were enjoyed at the expense of business partners. For example, terms of 2% net 10 meant that a prompt payment discount could be earned if the invoice is paid within ten days from the time of delivery. In a response based system these benefits can be shared by managing the inventory transfer velocity across the supply chain. To facilitate such arrangements supply chain partners often use dead net pricing, which factors discounts and allowances in the selling price. Therefore incentives of timely payment are replaced by performance commitments at a specified net price. Managing supply chain logistics as a continuous synchronized process also serves to reduce dwell time.Dwell time is the ratio of the time that an asset sits idle to the time required to satisfy its designated supply chain mission. As an example dwell time would represent the ratio of the time inventory is in store to the time it is moving or contributing to achieve supply chain objectives. Dwell time can be reduced if the supply chain partners are willing to eliminate duplicate work. Therefore each firm could be designated to perform and be accountable for the value-added work in order to reduce the overall dwell.Cash spin basically refers to free cash spin. This concept aims to reduce the overall assets committed to the supply chain performance. Therefore capital invested on inventory or warehouse can be made available for redeployment by revising the supply chain arrangement. Free capital can be reinvested in other projects that would have otherwise not been considered.10.Discuss and support the following argument: "Supply chain arrangements mayreduce consumer value."A somewhat more abstract but often cited potential downside of supply chain management could be labeled the dark side of collaboration. The argument is that the public does not benefit across the board from supply chain efficiency.Supply chain criticism comes in two parts.First, the line of reasoning is that operating efficiency does not automatically translate to or guarantee lower consumer prices. Firms that collaborate may individually or collectively make larger profits and thereby generate large shareholder wealth. However, no mechanisms exist to guarantee that efficiencies will be passed on to consumers in the form of lower retail prices. In fact, the supporting logic is that as supply chains.The second criticism of supply chain arrangements builds on the premise that operating efficiency may not always be socially equitable. The argument questions the benefits of more precise matching of supply to demand in terms of the overall reduction in surplus goods.Chapter2：1.Illustrate a common trade-off that occurs between the work areas of logistics. Any illustration that demonstrates an inherent trade-off between information, inventory, transportation, warehousing, material handling or packaging is acceptable. The following are a few examples of such trade-offs:Information is increasingly being used as a substitute for inventory. For instance, a warehouse manager that is in constant contact with a supplier of his/her stocks need not hold traditional, high levels of inventory. By being “connected”, the supplier realizes when the warehouse is in need of product and can make accommodations of product processing and shipping accordingly. Improved, faster means of transportation also prevent manufacturers and merchandisers from holding high levels of inventory.Poor packaging can lead to product damage in transit. Management should either improve packaging or seek a transportation mode that is more stable and less damage-inducing. Regardless, greater costs will be incurred upfront – though they are likely to be offset with reduced costs of product recollection and rework.2.Discuss and elaborate the following statement: "The selection of a superiorlocation network can create substantial competitive advantage."The statement “The selection of Superior location network can create sub stantial competitive advantage” holds true with regard to logistical networks. The network design implies customer service and cost considerations. Added value (and perhaps a competitive advantage) may be derived from the “intimacy” of being located near customers. Networks that strive for the highest levels of effectiveness (superior serviceperformance) often do so at significantly higher expense. Networks may also be designed for efficient product flows in order to lower transportation and inventory holding costs. Depending upon the competitive environment in which a firm operates, competitive advantage may result from either being located near the customers to provide superior service or through low cost service with the cost-efficient network design.3.Why are customer-accommodation operations typically more erratic thanmanufacturing support and procurement operations?Market or physical distribution operations are typically more erratic because they are initiated by the customer, whose behavior cannot be controlled by the firm. Manufacturing and procurement operations, on the other hand, are initiated by the firm and considered to be within the firm’s span of control. However, better communications between the logistics organization and customers can reduce the uncertainty and erratic nature of market-distribution operations.4.How has transportation cost, as a percentage of total logistics cost, trackedsince 1980The transportation costs as a percentage of total logistics costs in US has increased over the last 20 years. In 1980, the percentage was approximately 47 percent and this has increased to over 63 percent in 2004. Therefore transportation represents a significant portion of the overall logistics cost.5.Describe the logistics value proposition. Be specific regarding specificcustomer accommodation and cost.Logistical value proposition is a cost framework that aims to match of operating competency and commitment to meet the individual of selected groups of customers’ expectations and requirements. A well-designed logistical network must have high customer response with low operational variance and minimum inventory commitment. However the combinations will be different for different groups. Well designed and operated logistical system can help firms to achieve competitive advantage.6.Describe the fundamental similarities and differences between procurement,manufacturing support and customer-accommodation performance cycles as they relate to logistical control.Procurement performance cycles consist of the many activities that maintain the flow of materials, parts, or finished goods into a manufacturing or distribution facility. The scope of procurement activities is limited. Although similar to the customer order processing cycle, shipments are generally larger and cycles often require much more time. Maintaining raw materials inventory is sometimes less expensive relative to finished goods, since time of delivery and material security is often less sensitive into facility than out to the customer. Another difference is that the number of suppliers of a firm is generally less than the number of customers, making the procurement cycle more direct.Manufacturing support performance cycles serve as the logistics of production. These functions maintain orderly and economic flow of materials and work-in-process inventory to support production schedules. The goal is to support manufacturing requirements in the most efficient manner. These are internal cycles to the firm, thus they are rarely affected by behavioral uncertainty.Customer-accommodation performance cycles are those associated with processing and delivering customer orders. They link the customers through timely and economical product availability. Physical distribution integrates marketing and manufacturing efforts. To improve the effectiveness of the distribution system, forecast accuracy must improve to reduce uncertainty. In addition to the value of sound forecasting methods, the firm must emphasize flexibility and responsiveness to deal with the uncertainty of customers in the physical distribution cycle.pare and contrast a performance cycle node and a link. Give an exampleof each.Nodes are facility locations. Forms of communications and transportation represent links between the nodes. Most logistical work takes place at nodes whereas links represent the interface among locations. Nodes represent network facilities where materials are processed and base inventories and safety stocks are maintained. Inventory that is in between nodes is c alled “in transit”.8.How does the "quest for quality" affect logistical operations? Does theconcept of total quality have relevancy when applied to logistics?Though logistical service quality is often in the eye of the beholder –that is, the definition of quality varies among suppliers and customers, it is possible to pursue a quest for quality. The quest requires logistics organizations to identify the service qualities that customers most highly value. Upon identifying these key dimensions of service, it is up to the firm to flawlessly execute those functions that add value. Ultimately, customers may demand “perfect order” performance, a level of service that requires suppliers to meet expectations without error.The ideals of total quality – namely, doing things right the first time, does find relevance in logistics. It is far better in terms of customer service and low cost to provide customers with desired service on the first effort. Customers more highly value suppliers that meet their promises, delivering product on time, in proper quantities, and without damage. Costs are reduced in the process as fewer products are recollected and reworked. These costs of service or product failure can be eliminated if processes are corrected, ensuring that the problem is not a recurring one. Over time, customers tend to rely on those suppliers that provide sound service time and again.9.Discuss uncertainty as it relates to the overall logistical performance cycle.Discuss and illustrate how performance cycle variance can be controlled.One of the major objectives of logistical management is to reduce the uncertainty in performance cycles. Since the performance cycles are made up of many activities, eachwith its own volatility or variance, variance over the entire cycle can significantly impede the logistics organization’s efficiency and effectiveness.To control variance, the firm must conform expected cycle time to actual cycle time. If cycle time is less than expected, the delivered product becomes inventory to be stored. If the cycle time is longer than expected, then the firm must rely on safety stocks to satisfy customer demand. In either case there are costs associated with variance. The ides is to eliminate variance by equating actual cycle time to the expected cycle time. This may require adjustments in product flows into or out of the organization.10.What is the logic of designing echeloned logistical structures? Can echelonedand direct structures be combined?The echeloned logistical structure is built on the logic of stocking some level of inventory or performing specific activities at consecutive levels of supply chain. This structure utilizes warehouses to create inventory assortments and achieve consolidation economies associated with large volume transportation shipments. The inventory is position to meet the customers’ requirements faster. Typical echelon systems use either break bulk or consolidation warehouses. However the service commitment and order size economies determine the most desirable and economical structure to service the specific customer. So many supply chains use a combination of echeloned and direct structures to meet their logistical needs.Chapter3：1.Explain the differences between transactional and relationship marketing.How do these differences lead to increasing emphasis on logistical performance in supply chain management?Transactional marketing is generally focused towards short-term interaction with customers. Traditional marketing strategies followed this approach wherein exchanges/transactions are carried out with customers in order to increase their revenues and profits.Relationship marketing focuses on the long-term relations with the key supply chain partners such as the consumers, intermediate customers and suppliers. This strategy aims to develop and retain long term preference and loyalty because it has been realized in many industries that it is more important to obtain greater share of the purchases made by the existing customers than to attract new customers. This approach tries to identify the individual customers in order to satisfy their unique needs in the most cost-efficient and effective way. This requires a greater emphasis on logistical performance of the entire supply chain.2.Why are the four primary service outputs of spatial convenience, lot size,waiting time, and product variety important to logistics management?Provide examples of competing firms that differ in the level of each service output provided to customers.Since every customer has different requirements regarding service outputs, spatial convenience, lot size, waiting or delivery time, and product variety represent the four generic outputs to accommodate customer requirements.Spatial convenience measures the amount of shopping time and effort that needs to be out by the customer. Higher convenience is offered by making the product available in more number of places. As an example some household furniture manufacturers offer their products through department store, mass merchandisers and other independent department stores whereas Ethen Allen offers its products only at its own Allen retail stores.Lot size refers to the number of units that can be purchased in each transaction. A customer who wish to buy larger quantity of items for example 12 or 24 rolls of paper towels to get a lower unit price can get it from Sam’s Club and Costco. However they can buy single rolls from grocery or convenient stores. The basic tradeoff in such purchases is between the unit price and the storage or maintenance cost of such volumes.Waiting time is the amount if time a customer has to wait between ordering and receiving products. The lower the waiting time, the higher is the level of service. Buying products from retail or grocery stores has no waiting time however if someone wants to order from a catalog or via the Internet, he has to wait for the product. Although higher waiting time is associated with inconvenience, customers are rewarded in the form of lower prices.Product variety refers to the different assortments or variety offered to the consumers and end-users. Supermarkets offer a large variety of items, whereas the warehouse stores offer a much less variety. And convenience stores offer even lesser variety.3.What is meant by availability in logistics customer service? Provide examples ofthe different ways to monitor a firm’s performance in availability.Availability is the capacity to have inventory when desired by a customer. As simple as this may seem, it is not at all uncommon for an organization to expend considerable time, money, and effort to generate customer demand and then fail to have product available to meet customer requirements. The traditional practice in organizations is to stock inventory in anticipation of customer orders.Availability is based on three performance measures: Stockout Frequency, Fill Rate, and Orders Shipped Complete.Stockout Frequency: For example, a study of retail supermarkets revealed that at any point in time during a week, the average supermarket is out of stock of approximately 8 percent of the items planned to be on the shelves. It is important to note, however, that a stockout does not actually occur until a customer desires a product. The aggregation of all stockouts across all products is an indicator of how well a firm is positioned to provide basic service commitments in product availability. While it does not consider that some products may be more critical in terms of availability than others, it is the starting point in thinking about inventory availability.Fill Rate:For example, if a customer wants 100 units of an item and only 97 are available, the fill rate is 97 percent. To effectively consider fill rate, the typical procedure is to evaluate performance over time to incIude multiple customer orders. Thus, fill rate performance can be evaluated for a specific customer, product, or for any combination of customers, products, or business segments. Fill rate can be used to differentiate the level of service to be offered on specific products. In the earlier example, if all 100 products ordered were critical to a customer, then a fill rate of 97 percent could result in a stockout at the customer's plant or warehouse and severely disrupt the customer's operations. Imagine an assembly line scheduled to produce 100 automobiles that receives only 97 of its required brake assemblies. In situations where some of the items are not critical to performance, a fill rate of 97 percent may be acceptable. The customer may accept a back order or be willing to reorder the short items at a later time. Fill rate strategies need to consider customer requirements for products.Orders Shipped Complete:The most exacting measure of performance in product availability is orders shipped complete. It views having everything that a customer orders as the standard of acceptable performance. Failure to provide even one item on a customer's order results in that order being recorded as zero in terms of complete shipment.pare and contrast speed, consistency, and flexibility as optionalperformance activities. In some situations,is one activity more critical than others?Performance cycle speed is the elapsed time form when a customer establishes a need to order until the product is delivered and is ready for customer use.Speed is an essential ingredient in many just-in-time and quick-response logistical strategies as fast performance cycles reduce customer inventory requirements.Order cycle consistency is measured by the number of times that actual cycles meet the time planned for completion.most logistical managers place greater value on consistency because it directly impacts a customer’s ability to plan and perform is own activities.the issue of consistency is fundamental to effective logistics operations as it is becoming increasingly common for customers to actually specify a desired date and even specify a delivery appointment when placing orders.Flexibility involves a firm’s ability to accommodate special situations and unusual or unexpected customer requests.In some situations,adjustments can be implemented to prevent or accommodate special situations,thereby preventing malfunctions.so one may be more critical than others. 5.Why is perfect order service so difficult to achieve?An order should be delivered complete,delivered on time,at the right location,in perfect condition,with complete and accurate documentation.Each of these individual elements must comply with customer specifications.thus,complete delivery means all product the customer originally requested,on time means at the customer’s specified date and time.ing the ten categories of customer expectations in Table 3-1, develop yourown examples of how customers might evaluate performance of a supplier.。
(完整版)供应链管理试题及答案.doc
三、名词解释供应链 - --- 是围绕企业，通过对信息流、物流、资金流的控制，从采购原材料开始，制成中间产品以及最终产品，最后由销售网络把产品运送到消费者手中，将供应商、制造商、分销商、零售商、直到最终用户连成一个整体的功能网链结构模式。
吸脂性定价 --- 是建立高价位并吸收所有市场需求曲线上端顾客的策略。
独立需求 --- 是来自于外部客户或市场的需求，不能直接从其他产品需求中派生出来。
安全库存 --- 是指当不确定因素已导致更高的预期需求或导致完成周期更长时的缓冲存货，安全库存用于满足提前期需求。
有效顾客响应 --- 是应用于食品行业，分销商和供应商为消除系统中不必要的成本和费用，给客户带来更大效益而进行密切合作的一种供应链管理方法。
供应链管理--- 是同一供应链上的所有节点企业，包括供应商、分销商、零售商等，将所处的供应链中的各种资源进行集成，并对供应链中的各种动作进行同步化、集中化管理，从而形成高度竞争力，使得该供应链的产品在快速多变的市场中处于优势地们的一种管理模式。
渗透性定价 --- 是指最初以低价进入新市场而获取更大的市场占有率的策略。
派分需求 --- 是指要在发货点派分某种货物或某项服务的需求和提前期。
第三方物流 --- 是指物流的实际需求方和物流的实际供给方之外的第三方，它部分或全部利用第二方的资源，通过合约向第一方提供物流服务，它是业务外包在物流业务中的具体表现。
客户关系管理--- 是一种以客户为中心的管理思想和经营理念，目的在于改善企业与客户之间的关系，在企业的市场、销售、服务与技术支持等与客户相关的领域中广泛实施，通过为不同类型的客户定制不同的服务，吸引和保持更多的客户。
现代物流管理 -- 是指将信息、运输、库存、仓储、搬运以及包装等系列物流活动综合起来的一种新型的集成式管理，他的目的在于以最低成本为顾客提供最好的服务。
牛鞭效应 -- 由于供应链的信息流从末端向源端传递时，信息扭曲会逐级放大，导致需求信息的波动越来越大。
《供应链管理》第二版参考答案[20页]
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《供应链管理》各章思考题参考答案第一章思考题：1．什么是供应链？怎么样理解我国对供应链的定义？答：供应链是围绕核心企业，通过对信息流、物流、资金流的控制，从采购原材料开始，制成中间产品以及最终产品，最后由销售网络把产品送到消费者手中的将供应商、制造商、分销商、零售商、直到最终用户连成一个整体的网链结构和模式。
关于这个定义的含义，我们可以从以下几个方面来理解：（1）它是一个范围更广的企业结构模式。
供应链包含所有加盟的节点企业，从原材料的供应开始，经过网链中不同企业的制造加工、组装、分销等过程直到最终用户。
它把整个供应链看成是一个不可分割的整体，是一个更广泛的企业结构模式。
（2）这个概念强调了供应链的战略伙伴关系。
（3）供应链的网链结构中究竟包括哪些企业，这些企业应该各自出现在供应链的什么位置，相互之间的关系应该怎样，则取决于诸多因素。
（4）供应链的网链结构主要包括：供应链的长度(即所包含的层面数)、各层面供应商或客户的数量、各层面之间的联系方式。
2．供应链有什么样的特点？答：现代意义上的供应链与传统意义上的供应链或单个企业来说，具有以下的特点：（1）．复杂性（2）．动态性（3）．服务性（4）．交叉性（5）．波动性、放大性和延迟性3．供应链的发展经历了哪几个阶段？答：无论是国内还是国外，对供应链的认识和研究的过程都是一个从简单到复杂、从内部到外部，从理论到实践的过程。
（1）内部流程阶段（2）外部合作阶段（3）供应链整合阶段供应链认识的演化过程4．消费品供应链与生产品供应链有什么不同点？答：消费品应链和生产物品供应链的特征差异，至少表现在供应链的主要流转物品、消费特征、需求变化、供应链运营形式和增值效应等5个方面，参见下表。
第二章思考题：1．供应链管理是如何产生的？答：供应链管理的产生和发展主要基于以下几个重要原因：（1）．企业面临新的竞争环境（2）．降低库存及提高顾客服务的需要（3）.传统管理模式无能为力2．什么是供应链管理？其内涵是什么？答：供应链管理，是连结企业内、外部结盟的企业伙伴，为满足市场的最终消费者需求，整合商流、物流、资金流、信息流之所有营运活动，创造出整体供应链的最佳化（最高效率及最小成本），以达成具高度竞争力的供应系统。
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一、名词解释（每小题2分，共20分）
1．供应链
2．供应链管理
3．延迟制造技术
4．长鞭效应
5．供应契约
6．供应链合作伙伴关系
7．虚拟企业
8．准时化采购
9．供应商关系管理
10．电子采购
二、单项选择题（每小题1分，共20分）
1．供应链管理的目标是（）
A快速响应用户需求 B实现供应链节点企业利益最大化
C提高用户服务水平和降低总的交易成本，并且寻求这两个目标之间的平衡
D减少供应链库存
2.（）的思想是：利用企业外部资源达到快速响应市场需求的要求，本企业只抓自己具有核心竞争力的业务，而将本企业不具有优势的业务外包给更具有优势的企业，形成了较为广泛的、不同地域的企业与企业的合作。
A纵向一体化 B外包策略
C定制化大量生产 D横向一体化
3.供应链的系统特征不包括（）
A系统性和复杂性 B动态性和交叉性
C用户需求响应性 D可靠性和多样性
4.（）主要体现供应链的物理功能，即以最低的成本将原材料转化成零部件、半成品、产品，以及在供应链中的运输等。
A、有效性供应链
B、反应性供应链
C、稳定供应链
D、动态供应链
5.在供应链上游供应商一端主要是以预测来驱动生产和供应的，这是（）
A响应性供应链 B敏捷性供应链
C推动式供应链 D拉动式供应链
6.基于供应链的扩展企业模型体现了（）的思想，把产品与制造设计工作和供应商、分销商乃至顾客都考虑进去，建立协同的工作环境。
A并行工程 B快速响应
C有效用户响应 C延迟制造
7.在集成化供应链管理的第二阶段，一般采用（）进行计划和控制，通过信息手段加强计划管理和生产控制。
A ERP系统
B MRP系统
C主生产计划 D JIT
8.在集成化供应链管理的第三阶段，为了支持企业内部集成化供应链管理，主要采用（）和ERP系统来实施集成化的计划和控制。
A MRP系统
B 准时生产制
C供应链计划 D信息技术
9.在需求变异加速放大的原因中，（）是需求放大的主要原因。
A需求预测修正 B订货批量决策
C价格波动 D、短缺博弈
10.“曲棍球棒”现象表现为在某一个固定的周期（月、季或年），前期销量（），期末销量（），并且这种现象在企业生产和经营活动中会周而复始的出现，其需求曲线的形状类似于曲棍球棒。
A不变，很高 B很高，很低
C很低，不变 D很低，很高
11.（）规定，在一定时期内，供应商根据零售商承诺购买的数量，按照一定的比例对价格进行调整。
A收入共享契约 B数量折扣契约
C最小购买数量契约 D数量柔性契约
12.在物流设施成本中，与设施相关的成本可以表示为固定成本、（）
A搬运成本、劳动力成本B搬运成本、储存成本
C运输成本、储存成本 D储存成本、劳动力成本
13.下列关于供应链合作伙伴关系的说法错误的是（）
A实施供应链合作伙伴关系就意味着新产品/技术的共同开发、数据和信息的交换、市场机会共享和风险共担
B供应链合作伙伴关系发展的主要特征就是从以顾客需求为核心转向以集成/合作为核心
C供应商与制造商的交换不仅是物质上的交换，而且还包括一些列可见和不可见的服务（研发、设计、信息、物流等）
D供应商要具备创新和良好的管理能力，以保证交货的可靠性和时间的准确性14.下列供应链合作伙伴关系与传统供应商关系的比较说法中正确的是（）
A传统的供应商关系在供应商选择标准上强调价格，而供应链合作伙伴关系则强调多标准来选择
B传统的供应商关系的供应批量比供应链合作伙伴关系下的供应批量大
C供应链合作伙伴关系中不会进行信息共享
D传统的供应商关系是一种长期、稳定、紧密合作的关系
15.我国企业采购已基本实现市场运作化，现行采购模式主要有三种：（）
A集中采购、分散采购、联合采购
B集中采购、公开招标采购、电子商务采购
C传统的不透明采购、联合采购、电子商务采购
D传统的不透明采购、公开招标采购、电子商务采购
16.按照时间和复杂程度的不同，采购可以分为三种类型，下列哪一项不属于这三种类型？（）
A直接采购或重新采购B修正采购
C全新采购D集中采购
17.准时化采购的核心是（）
A追求无库存的生产系统或使库存最小化
B降低原材料和外购件的采购价格
C减少原材料和外购件的库存
D提高生产率
18.下列关于传统采购管理与供应链的采购管理的说法错误的是（）
A从为库存而采购向为订单而采购转变
B从采购管理向内部资源管理转变
C从一般买卖关系向战略合作伙伴关系转变
D在供应链的采购管理中，制造商企业应该参与供应商的产品设计和产品质量控制过程
19.在供应商关系方面，准时化采购采用的模式是（）
A传统的竞争关系 B合作性关系
C合作博弈关系 D短期合同关系
20.准时化采购的特点不包括（）
A对供应商的选择标准不同
B对交货准时性的要求不同
C制定采购批量的策略不同
D采用多源供应商
三、多项选择题（每小题1分，共10分）
1.供应链管理主要涉及的五个领域是（）
A需求和计划 B物流和供应
C逆向物流 D信息管理
2.传统“纵向一体化”管理模式存在的弊端有（）。
A增加了企业的投资负担 B要承担丧失市场时机的风险
C有限的资源消耗在众多的经营领域中，企业难以形成核心竞争能力
D对于复杂多变的市场需求无法做出敏捷的响应
E适应品种变化能力差
3.供应链追求（）的集成。
A物流 B.信息流 C.资金流 D.工作流 E.组织流
4.供应链中的成员组成分析主要包括供应商（）以及用户的选择及其定位，以及确定选择与评价标准。
A渠道商 B制造商 C分销商 D物流商 E零售商
5.在供应链运作结构模型框架中的信息技术主要包括先进技术和（）
A电子数据交换技术B集成信息系统
C产品设计系统 D ERP系统
6.下列关于多供应商原则的说法正确的是（）
A通过多个供应商供货，可以分散供应环节中断的风险
B可以激励供应商保持旺盛的竞争力
C可以提高供应商的忠诚度
D多供应商之间的过度价格竞争容易导致供应链出现偷工减料带来的潜在的风
险
7.在合作伙伴综合评价指标体系当中，生产能力评价主要包括企业的设备状况、人力资源状况和（）
A创新能力 B制造/生产状况 C技术合作 D财务状况
8.供应链上合作企业之间产品传递时，对产品定价的两种原则是（）
A成本定价法 B渗透定价法 C需求导向定价法 D市场定价法
9.在供应链的整体框架下，企业的采购模式从单一的竞争性采购模式转变为集中采购、（）、（）。
A分散采购 B准时化采购 C电子采购 D全球化采购
10.准时化采购的基本原则是（）
A恰当的数量 B恰当的质量和时间 C恰当的地点 D恰当的来源
三.论述题（每小题10分，共30分）
1．推动式和拉动式供应链运作方式是供应链两种不同的运作方式，请举例阐述两者之间的区别。
2. 供应链中需求变异放大产生的原因是什么，有哪些解决办法？
3.讨论供应商管理中的竞争关系模式和双赢关系模式之间的异同。
四. 案例：
沃尔玛与宝洁的联网：
为加强与大合作伙伴沃尔玛公司的信息沟通，宝洁公司建立了一个复杂的电子数据交换系统与其联结。
通过联网，大量收集与物流活动有关信息，使宝洁得以监控沃尔玛的库存管理。
通过数据传送，宝洁将连续收到来自众多的沃尔玛商场的各种不同规格产品的即时销售、需求数量，并自动传送订单及整个交易循环使用的发票和电子货币。
由于订单处理周期的缩短，使沃尔玛在产品卖给最终客户后的结算非常迅速。
请分析宝洁和沃尔玛的联网说明了什么，为什么要这么做？。