供应链管理课后习题答案
供应链（SC）第一章 1、 供应链：生产及流通过程中，设计将产品或服务提供给最终用户的上游和下游企业所形成的网链结构 2、 供应链特征：复杂性 动态性 交叉性 面向客户需求 3 、供应链类型：1）稳定SC的和动态的SC 2）平衡SC的和倾斜的 SC3）有效性SC和反应性SC 4、 使用环节法分析供应链流程:1)顾客订购环节（顾客抵达，顾客订单递交，顾客订货接收，顾客订单完成） 2）补充库存环节（零售订货的发起，零售订单的递交，零售订单的完成，零售订货的接收）3）生产环节（订单到达，生产安排，生产和运输，订货 5、 接收）4）原料获取环节 5、 推拉法分析供应链流程：依据相对于顾客需求的执行顺序，供应链上的所有流程可以分为两类：推动流程和拉动流程。对顾客订单的反应启动拉动流程；对顾客订购预期的反应启动推动流程。在拉动流程执行过程中，需求是已知的、确定的；而在推动流程执行过程中，需求是未知的，因此必须进行预测。由于拉动流程是对顾客需求的反应，因而也可以被视为反应性流程；相应地，推动流程可以被视为推测性流程。供应链上的推/拉边界将推动流程和拉动流程区别开来。在戴尔公司，个人计算机组装线的起点就是推/拉边界。个人计算机组装前的所有流程是推动流程，而所有组装过程中和此后的所有流程均是对顾客需求的反应，因而是拉动流程。 6 、供应链管理（SCM）：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，并进行组织、协调与控制。 7 、SCM内涵：1）信息管理 2）客户管理 3）库存管理 4)关系管理 5)风险管理 8、 SCM特点：（一）与传统管理方法相比较的特点： 1）以客户为中心2)跨企业的贸易伙伴之间密切合作、共享利益和共担风险 3）集成化管理4)供应链管理是对物流的一体化管理（二）与物流管理相比较的特点1）供应链管理的互动特性2）供应链管理成为物流的高级形态 3 ）供应链管理决策的发展 4）供应链管理的协商机制 5）供应链管理强调组织外部一体化6)供应链管理对共同价值的依赖性7)供应链管理是“外源”整合组织 8）供应链管理是一个动态的响应系统 9 、SCM的目标： 1）总成本最低化 2）客户服务最优化 3)总库存成本最小化4)总周期最短化5)物流质量最优化 第二章 1 、建树价值链的九种价值活动分为哪两类，分别包含哪些内容 一）基本活动：内部物流 生产作业 外部物流 市场和销售 服务 二）辅助活动：采购 技术开发 人力资源管理 企业基础设施 2 、价值分析的主要内容：1）识别价值活动 2）确定活动类型每种基本和辅助活动由三种类型：直接活动 简介活动 质量保证 3、核心竞争力形成过程：1）锁定目标。考虑自身资源状况和以往的知识储备、行业现状及特点、竞争对手的实力状态及对比情况、关联领域的影响、潜在竞争者及替代者的演变前景，明确自身努力的方向和目标。2）集中资源，将资源集中与企业选定的一项或某几项目标业务领域，以便在最大程度上发挥资源效用，增强特定的竞争优势，形成核心竞争力；3）动态学习。企业员工及组织所拥有的知识技能是重要的无形资产，要坚持动态持续的学习、提高知识技能的积累和储备。 4、价值链分析在构建企业供应链中的作用：企业可以更好的锁定目标，集中内外资源构建自己的核心竞争力，并通过不断的动态学习过程，将核心竞争力的刚性转为柔性，保持企业的核心竞争力。 5、企业进行业务外包时可能遇到的问题：1）通常将不产生核心能力的业务放在外包之列，而把主要精力和资源集中在核心能力的培育、保持和发展上2）增加企业责任外移的可能性3）员工问题4）信息滞后，跟不上那个时代发展步伐5）带来企业在交叉职能上的损失 6）企业丧失对供应商的控制 第三章 1、SCM战略的关注点：企业或服务在企业内部和整个供应链中运动的流程所创造的市场价值给企业增加的竞争优势，将自己的能力与供应链成员中的生产资源和创新知识整合起来。 战略与竞争战略匹配拓展范围分为4类：企业经营部门内；企业职能部门内；企业职能部门间；企业间、职能部门间 第四章 1、供应链合作伙伴关系：在供应链内部，两个或两个以上独立的成员之间，形成的一种协调关系，以保证实现某个特定的目标或效益 2、建立供应链合作伙伴关系的驱动因素：核心竞争力 、不断变化的顾客期望、 外包战略 3、简述供应链关系代理的理论基础： 一、合作协商与委托代理，二、发挥群体协商机制的作用，三、委托——代理关系中的问题四、委托——代理理论 4、供应链企业间的委托-代理关系有哪些特征：1）供应链企业间是一种“合作竞争”关系2)供应链企业间的委托代理问题是多阶段动态模型3）供应链企业间的委托代理是多任务委托代理 5、选择供应链合作伙伴的原则：1)工艺与技术的连贯性2）企业的业绩与经营状况3）有效的交流和信息共享4）合作伙伴在于精而不在多 6、选择供应链合作伙伴的方法：直观判断法 招标法 协商选择法 层次分析法 ABC成本法 神经网络算法 7、供应链合作伙伴选择的步骤：1）合作伙伴的粗筛选 从企业战略的角度来检验是否需要建立供应商合作关系，以及建立哪个层次的供应商合作关系 2）合作伙伴的细筛选确定挑选合作伙伴的准则，评估潜在的候选企业。 3）合作伙伴的精炼和确认正式建立合作伙伴关系4）合作伙伴的跟踪评价维持和精炼合作伙伴关系，包括增强彼此间的合作关系或解除合作伙伴关系。 8、如何对供应链合作伙伴评价：1）需求和必要性分析2） 确立合作伙伴的选择目标 3)建立合作伙伴评价标准4) 建立评价小组5) 合作伙伴参与 6)评价供应链合作伙伴 7)实施供应链合作关系 9、建立合作伙伴关系需要注意的问题：1）相互信任2) 信息共享3) 权责明确4)解决合作伙伴之间问题的方法和态度 第五章 1、供应链构建的一般原则：1）自上向下和自下向上相结合的设计原则2）简洁性原则3)集优原则(互补性原则)4）协调性原则5)动态性(不确定性)原则6)创新原则7)战略性原则 2、供应链设计包括哪几方面的内容：1）供应链成员及合作伙伴选择，供应链中一级级叠加起来的成员。总数可能会很大，所以这样的供应链是非常复杂的 2）网络结构设计，供应链网络结构主要由供应链成员、网络结构变量和供应链间工序连接方式三方面组成。 3）供应链运行基本规则主要内容包括：协调机制、信息开放与交互方式、生产物流的计划与控制体系、库存的总体布局、资金结算方式、争议解决机制等。 3、供应链设计的策略有几项，各自针对怎样的情况：1）基于客户需求的供应链设计策略，适用高边际利润、不稳定需求的革新性产品；低边际利润、有稳定需求的功能性产品；2）基于成本核算的供应链设计策略 4、供应链网络设计的一般步骤：1）明确供应链战略2)明确地区性设施的构架3）选择合适的地点4）选择布局区位 5、供应链网络的基本结构：1)简单的链状结构：供应商1供应商2核心企业分销商零售商用户2）网链状结构，以核心企业为中心，各自发挥自己的核心竞争能力，结合成相互协作、互补、互惠、双赢、共享资源的集成体3）网状结构，一核心企业为中心来看，核心企业与供应商、核心企业与分销商之间呈一对多的关系、诸多核心企业、供应商、分销商组合起来，关系交叉，构成网状拓扑，情况复杂 6、供应链网络设计的影响因素：1）战略性因素2)技术因素3）宏观经济因素：关税与税收减让，汇率与需求风险4）政治因素5）基础设施因素6）竞争性因素：企业间的积极外部性，为瓜分市场面布局7）为顾客需求的反应时间8）物流和设施成本:运输成本，设施（建设和运营）成本，库存成本 第六章 1即时制采购是什么，与传统采购的区别：准时采购也叫J I T采购法，是一种先进的采购模式，是一种管理哲理。它的基本思想是：在恰当的时间、恰当的地点、以恰当的数量、恰当的质量提供恰当的物品。与传统采购的比较：1）对供应商数量的选择不同：传统，对头采购；即时，较少供应商2）对交货的即时性要求不同3）对供应商选择的标准不同 4）指定采购批量的策略不同5）对送货和包装的要求不同6)对信息交流的需求不同 2、即时制采购带来的问题及解决的办法：1）小批量采购带来的问题及解决办法：使供应商在地理位置靠近制造商；供应商在制造商附近建立临时仓库；有一个专门的承包运输商活第三方负责企业负责送货；让一个供应商负责供应多种原材料和外购件2）采用单源供应带来的风险，包括供应商有可能因意外原因中断供货，单源供应使企业不能得到竞争性的采购价格，对供应商依赖过大；办法:制造商与供应商建立长期互利合作的新型关系。 3、评价供应商的主要指标：1）短期标准：商品质量合适；成本低；交货及时；整体服务水平好，履行合同的承诺和能力2）供应商的财务状况是否稳定；供应商内部组织与管理是否良好；供应商人员是否稳定 4、供应商绩效考核的指标体系包括哪些内容:1)质量指标；供应指标；经济指标；支持、配合与服务指标 第七章 1、供应链生产管理的特点：一、决策环境特点1）决策信息多源化2）群体决策3）信息反馈机制多样化4）计划运行环境的动态变化；二、生产计划制定的特点：1）具有纵向与横向的信息集成过程2)加强了能力平衡在计划中的作用 2、面向供应链的生产组织计划模式：实施：1）计划制定：1>以销定产，建立主生产计划2>编制日装配计划，将生产任务细化到日3>指定物料需求计划，保证零部件配套4>计划修正2）计划执行：1>依靠计算机网络，全面了解生产信息2>建立在线分析处理系统3>指定信息录入制度，确保信息的准确性3）计划控制：1>生产异常控制2>生产进度控制4）计划考核 3生产延迟的含义：生产延迟主张根据订单安排生产产品，在获知客户的精确要求和购买意向之前，不作任何准备工作（如采购部件）。 第八章 1、供应链环境下的物流管理特征：1）信息——共享2）过程——同步3）合作——互利4）交货——准时5）响应——敏捷6）服务——满意 2、影响运输决策的因素：1）影响承运人决策的因素：与交通工具相关的成本，固定运输成本，与运距有关的成本，与运量有关的成本，运营成本2）影响托运人决策的因素：运输成本，库存成本，设施成本，作业成本，服务水平成本 3、不同运输网络的特点： 网络结构 优点 缺点
直接运输 无须中间仓库，简单的协作 库存水平高，巨大的接收费用 利用“送奶路线”的直接运送 小批量货物较低的运输成本，较低的库存水平 协调的复杂性加大
所有货物通过配送中心的运输网络 通过联合降低了进货运输成本 增加了库存成本，增加了配送中心的处理费用
所有货物通过配送中心对接运送 必备库存水平很低，通过联合降低了运输成本 协调的复杂性加大
通过配送中心使用送奶线路的运送 小批量货物有较低的送货成本 协调的复杂性进一步加大 量身定做的运输网络 运输选择与单个产品和商店的需求十分匹配 协调的复杂性最大 4、供应链中库存控制问题：1)缺乏供应链的系统观念2）对客户服务水平理解上的偏差3）缺乏准确的交货状态信息4）低效率的信息传递系统5）忽略不确定性对库存的影响6）缺乏合作和协调7）库存控制策略简单化8）忽略了产品流程设计的影响 5、供应链中的需求变异放大原理产生的原因：需求信息的不真实性沿着供应链牛流而上，逐级放大，达到源头的供应商时，其获得的的需求信息和实际消费市场中的顾客需求信息发
供应链管理习题库及参考答案
供应链管理习题库及参考答案1.供应链是生产及流通过程中，由上游与下游企业共同建立的网链状组织，其英文简写为SCM。
2.供应链管理的目的是既提高服务水平又降低物流总成本。
3.供应链的特征包括动态性、面向用户需求、交叉性，但不包括静态性。
4.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，而且是一条增值链。
5.商流是货物所有权的转移过程，是在供货商与消费者之间进行的双向流动。
6.供应链是一个网链结构，由围绕核心企业的供应商、供应商的供应商和用户、用户的用户组成。
7.以最低的成本将原材料转化成零部件和成品，并尽量控制供应链中的库存和运输成本，这种供应链属于有效型供应链。
8.在客户市场需求稳定，且生产的产品相对成熟的情况下，效率型供应链更能发挥竞争优势。
9.基于相对稳定、单一的市场需求而形成的供应链，我们称为稳定的供应链。
10.在市场变化加剧情况下，若供应链成本增加，库存增加、浪费增加时，企业不能在最优状态下运作，此时的供应链是倾斜供应链。
11.当企业订购的产品数量大、竞争激烈时，合作伙伴选择最适宜的方法是招标法。
12.对于长期合作需求而言，合作伙伴应选择战略性合作伙伴。
13.供应链合作关系特征不包括供应链的动态性。
1.供应链的有效运营需要考虑灵敏度、应变能力、精简、柔性和协调等方面。
2.简洁性原则是供应链设计的重要原则之一，每个节点都应该精简、具有活力，并能够快速组合业务流程以快速响应市场。
3.功能性产品和创新性产品是按市场需求模式分类的两种产品类型，钢铁属于功能性产品。
4.平均缺货率高不属于功能性产品的特征。
5.边际贡献率5％－20％、产品生命周期为3个月－1年、平均缺货率10％－40％属于功能型产品的特征。
6.季末降价率高属于创新型产品的特征。
7.在为企业寻找有效的供应链前，需要确定市场需求、企业供应链类型和业务战略，并使它们相匹配和相适应，以实现产品和供应链的有效组合。
8.产品生命周期引入期的供应链策略之一是高频率、小批量的发货。
第2章供应链管理习题答案.doc
第2章供应链管理习题参考答案一、选择题1. A2. D3. A4. A5. C二、简答题1.供应链管理的本质是什么？耍点：供应链管理就是指对整个供应链系统进行计划、协调、操作、控制和优化的各种活动和过程，其目标是要将顾客所需的正确的产品能够在正确的时间、按照正确的数暈、正确的质量和正确的状态送到正确的地点，并使总成本最小。
供应链管理覆盖了从供应商到客户的全部过程，主要涉及供应、生产计划、物流和需求4个主要领域。
供应链管理是一种先进的管理理念，它的先进性体现在是以顾客和最终消费者为经营导向的，以满足顾客和消费者的最终期望来生产和供应的。
2.供应链管理的基本思想是什么？要点：(1)供应链管理把所有节点企业看作是一个整体，实现全过程的战略管理。
(2)供应链管理是一种集成化的管理模式。
(3)供应链管理强调企业的核心竞争力，将非核心业务外包。
(4)供应链管理借助信息技术实现整合管理，这是信息流管理的先决条件。
3.如何结合产品类型对供应链进行设计？要点：不同产品类型对供应链设计有不同的要求。
一般将产品类型分为两类：一类是高边际利润、不稳定需求的创新性产品；另一类是低边际利润、有稳定需求的功能性产品。
功能性产品一般用于满足用户的基本需求，变化很少，具有稳定的、可预测的需求和较长的寿命周期，但是，其稳定性同时也引进了竞争，通常会导致较低的边际利润率。
创新性产品是指那些满足人们基本需求以外的需求产品。
以上两类产品特点的不同，决定了两类产品需要完全不同的供应链。
必须认清供应链的两种完全不同的功能：物理功能和市场调节功能。
供应链的物理功能是指将原材料转变成零部件直到最终产品，并将这些产品从供应链的一个环节运送到下一个环节。
供应链的市场调节功能的目的是对未预知的需求做出快速反应，确保到达市场的产品种类和顾客需要购买的产品种类相符，以免发生过量库存的成本或丧失销售的机会。
按照供应链的两种不同功能，分别有两种类型的供应链与之对应：有效性供应链和反应性供应链。
供应链管理_习题集(含答案)
A.顾客管理B.成本管理C.质量管理D.品种管理
20.下列不是供应链合作关系特征的是（）
A.供应商数目多B.信息共享
C.供应商选择多标准D.长期合同并具有开放性
21.供应链上由供方向需方的单向流是( )。
60.下面哪个不是新产品策略（）
A产品修改B产品模仿
C产品创新D产品设计
61.下列哪一管理模式不是基于单个企业的管理模式（）
A.减少零件变化B.成组技术C.敏捷制造D.柔性制造系统
62.推动式的供应链运作方式是以（）为核心的，对需求变动的响应能能力较差。
A.供应商B.制造商C.分销商D.零售商
63.基于相对稳定、单一的市场需求而形成的供应链，我们称为（）
A．先进先出B.后进先出C.移动平均D.全月平均
29.销售业务中以下说法正确的是（）：
A.个别计价方式核算或批次管理的存货,出库的数量必须小于该批次的结存数量。
B.销售出库单参照存货时,只能参照存货档案中具有"销售"属性的存货。
C.存货系统提供的销售出库类型有:普通销售,分期收款,直运销售,委托代销。
15.物流管理的最终目标是（）
A.用户服务B.物料管理C.组织系统管理D.优化物流渠道
16.BRP的核心思想是打破（）的管理方式
A.以职能设置部门B.以业务流程为中心
C.以产品设置部门D.以地区设置部门
17.销售业务中以下说法正确的是（）：
A.个别计价方式核算或批次管理的存货,出库的数量必须小于该批次的结存数量.
33.下列属于创新型产品特征的是（）
A.产品多样性低B.市场需求可测性高
供应链管理Unit14_习题与答案
Chapter 14Transportation in the Supply ChainTrue/False1. Transportation plays a key role in every supply chain because products are usually produced andconsumed in the same location.Answer: False Difficulty: Easy2. The shipper is the party that requires the movement of the product between two points in thesupply chain.Answer: True Difficulty: Moderate3. The carrier is the party that moves or transports the product.Answer: True Difficulty: Easy4. A distributor makes investment decisions regarding the transportation infrastructure and thenmakes operating decisions to try to maximize the return from these assets.Answer: False Difficulty: Hard5. A carrier uses transportation to minimize the total cost (transportation, inventory, information, andfacility) while providing an appropriate level of responsiveness to the customer.Answer: False Difficulty: Hard6. The vehicle-related cost is incurred whether the vehicle is operating or not and is considered fixedfor short-term operational decisions by the carrier.Answer: True Difficulty: Moderate7. Trip-related cost depends on the length and duration of the trip but is independent of the quantityshipped.Answer: True Difficulty: Easy8. Overhead cost includes the cost of planning and scheduling a transportation network as well as anyinvestment in information technology.Answer: True Difficulty: Moderate9. A carrier’s decisions are affected by the prices that the market will bear, but not the responsivenessit seeks to provide its target segment.Answer: False Difficulty: Moderate10. Transportation cost depends on the prices offered by different carriers and the extent to which theshipper uses inexpensive and slow, or expensive and fast, means of transportation.Answer: True Difficulty: Easy11. Rail is the dominant mode of freight transportation in the United States and accounts for over 75percent of the nation’s freight bill.Answer: False Difficulty: Moderate12. A milk run is a route in which a truck either delivers product from a single supplier to multipleretailers or goes from multiple suppliers to a single retailer.Answer: True Difficulty: Easy13. Milk runs reduce outbound transportation costs by consolidating large shipments.Answer: False Difficulty: Easy14. Companies should evaluate different transportation options in terms of various costs as well asrevenues and then rank them according to coordination complexity.Answer: True Difficulty: Hard15. The mode of transportation that results in the lowest transportation cost will lower total costs for asupply chain.Answer: False Difficulty: Moderate16. Ignoring inventory costs when making transportation decisions can result in choices that worsenthe performance of a supply chain.Answer: True Difficulty: Moderate17. Firms can significantly reduce the safety inventory they require by physically aggregatinginventories in one location, which will also decrease transportation cost.Answer: False Difficulty: Moderate18. A firm can meet customer needs by using tailored transportation to provide the appropriatetransportation choice based on customer and product characteristics, but at a higher cost.Answer: False Difficulty: Moderate19. Tailored transportation is the use of different transportation networks and modes based oncustomer and product characteristics.Answer: True Difficulty: Easy20. The most important operational decision related to transportation in a supply chain is the routingand scheduling of deliveries.Answer: True Difficulty: ModerateEssay/Problems1. Discuss the two key players involved in any transportation in the supply chain.Answer: There are two key players in any transportation that takes place within a supply chain. The shipper is the party that requires the movement of the product between two points in the supplychain. The carrier is the party that moves or transports the product.When making transportation-related decisions, factors to be considered vary depending on whether one takes the perspective of a carrier or shipper. A carrier makes investment decisions regardingthe transportation infrastructure (rails, locomotives, trucks, airplanes, etc.) and then makesoperating decisions to try to maximize the return from these assets. A shipper, in contrast, usestransportation to minimize the total cost (transportation, inventory, information, and facility) whileproviding an appropriate level of responsiveness to the customer.Difficulty: Moderate答：有2个关键球员在任何运输发生在供应链。
《采购与供应链管理实务》课后习题答案
《采购与供应链管理实务》课后习题答案单元一一、填空题1、广义的采购包括购买、（租赁）、（借贷）、（交换）。
2、采购的原则是（适当的价格）、（合适的品质）、（恰当的时机）、（合适的数量）、（恰当的地点）。
3、采购管理的目标是（适时适量)）、（保证质量）、（费用最省）。
4、在采购的分类中，对于采购一项技术属于（无形采购）。
5、采购管理的趋势是（中心化）、（专业化）、（职能化）。
6、采购组织的设计一般需遵循（应与企业的性质、产品、规模相适应）、（须与企业采购目标及职权范围相适应）、（应与企业的管理水平相适应）、（统一指挥的原则）、（环境适应性原则）等五个原则。
二、简答题1、广义采购与狭义采购的区别？狭义的采购是指以购买的方式，由买方支付对等的代价，向卖方换取物品的行为过程。
即所谓的“一手交钱，一手交货”或“银货两讫”。
在此概念中，货币成为交易的中介，买方若没有货币则采购行为将难以实现，这种以货币换取商品的方式是最普遍的采购途径。
广义的采购是指以各种不同的途径，包括购买、租赁、借贷、交换等方式，取得物品或劳务的使用权或所有权，以满足使用的需求。
对于企业而言，采购是从组织外部获取资源的活动过程。
所谓组织外部就是指涉及市场、供应商及其他企业、组织等主体，所获取的资源是有偿的，包括物料、产品、工程和服务等。
2、阐述采购管理的内容与过程？（1）采购管理组织采购管理组织是采购管理最基本的组成部分，为了搞好企业复杂繁多的采购管理工作，需要有一个合理的管理机制和一个精悍的管理组织机构，要有一些能干的管理人员和操作人员。
（2）需求分析需求分析就是要弄清企业需要采购一些什么品种、需要采购多少，什么时候需要什么品种、需要多少等问题。
作为全企业的物资采购供应部门应当掌握企业的物资需求情况，制定物料需求计划，从而为制定出科学合理的采购订货计划做准备。
（3）资源市场分析资源市场分析就是根据我们企业所需求的物资品种，分析资源市场的情况，包括对资源分布情况、供应商情况、品种质量、价格情况、交通运输情况等。
《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。
供应链管理__Unit16_习题与答案
Chapter 11Coordination in the Supply ChainTrue/False1.Supply chain coordination improves if all stages of the chain take actions that together decrease total supply chain profits.Answer: False Difficulty: Easy2.Supply chain coordination requires each stage of the supply chain to take into account the impact its actions have on other stages.Answer: True Difficulty: Easy3. A lack of coordination occurs either because different stages of the supply chain have objectives that conflict or becauseinformation moving between stages gets delayed and distorted.Answer: True Difficulty: Moderatermation is distorted as it moves within the supply chain because complete information is not shared between stages.Answer: True Difficulty: Easy5.The bullwhip effect enables different stages of the supply chain to have a consistent estimate of what demand looks like.Answer: False Difficulty: Moderate6.The bullwhip effect results in improved supply chain coordination.Answer: False Difficulty: Easy7.The bullwhip effect negatively impacts performance at every stage and thus hurts the relationships between different stages ofthe supply chain.Answer: True Difficulty: Moderate8.The bullwhip effect leads to increased trust between different stages of the supply chain and enhances any potential coordinationefforts.Answer: False Difficulty: Moderate9.The bullwhip effect moves a supply chain away from the efficient frontier by increasing cost and decreasing responsiveness.Answer: True Difficulty: Easy10.The bullwhip effect reduces the profitability of a supply chain by making it simpler to provide a given level of product availability.Answer: False Difficulty: Easy11.Incentive obstacles refer to situations where incentives offered to different stages or participants in a supply chain lead to actionsthat increase variability and reduce total supply chain profits.Answer: True Difficulty: easy12.Incentives that focus only on the local impact of an action result in decisions that minimize total supply chain profits.Answer: False Difficulty: Hard13.Improperly structured sales force incentives are a significant obstacle to coordination in the supply chain.Answer: True Difficulty: Moderate14.Measuring performance based on sell-through is often justified on the grounds that the manufacturer’s sales force does notcontrol sell-in.Answer: False Difficulty: Hardrmation processing obstacles refer to situations where demand information is distorted as it moves between different stagesof the supply chain, leading to increased variability in orders within the supply chain.Answer: True Difficulty: Easy16.The fact that each stage in a supply chain forecasts demand based on the stream of orders received from the downstream stageresults in an increase in forecast accuracy as we move up the supply chain from the retailer to the manufacturer.Answer: False Difficulty: Moderate17.The lack of information sharing between the retailer and manufacturer leads to a large fluctuation in manufacturer orders.Answer: True Difficulty: Easyrmation processing obstacles refer to actions taken in the course of placing and filling orders that lead to an increase invariability.Answer: False Difficulty: Moderate19.Pricing obstacles refer to situations in which the pricing policies for a product lead to an increase in variability of orders placed.Answer: True Difficulty: Easy20.Lot size based quantity discounts reduce the bullwhip effect within the supply chain.Answer: False Difficulty: Moderate21.Trade promotions and other short-term discounts offered by a manufacturer result in large orders during the promotion periodfollowed by very small orders after that.Answer: True Difficulty: Easy22.Behavioral obstacles are often related to the way the supply chain is structured and reduce the bullwhip effect.Answer: False Difficulty: Moderate23.Managers can improve coordination within the supply chain by aligning goals and incentives such that every participant in supplychain activities works to maximize total supply chain profits.Answer: True Difficulty: Moderate24.Sharing of POS data helps reduce the bullwhip effect because it allows each stage of the supply chain to use orders from theprevious stage to forecast future demand.Answer: False Difficulty: Moderate25.Without collaborative planning, sharing of POS data does not guarantee coordination.Answer: True Difficulty: Moderate26.When a single stage controls replenishment decisions for the entire chain, the problem of multiple forecasts is magnified andcoordination within the supply chain follows.Answer: False Difficulty: Moderate27. A reduction in replenishment lead time helps dampen the bullwhip effect by reducing the underlying uncertainty of demand.Answer: True Difficulty: Moderate28 A reduction of lot sizes increases the amount of fluctuation that can accumulate between any pair of stages of a supply chain, thus increasing the bullwhip effect.Answer: False Difficulty: Moderate29 Tying allocation to past sales removes any incentive a retailer may have to inflate orders, as a result dampening the bullwhip effect.Answer: True Difficulty: Easy30 Managers can encourage the bullwhip effect by devising pricing strategies that encourage retailers to order in smaller lots and reduce forward buying.Answer: False Difficulty: Easy31 Cooperation and trust within the supply chain help improve performance for a variety of reasons.Answer: True Difficulty: EasyEssay/Problems1.What is the bullwhip effect and how does it relate to lack of coordination in the supply chainAnswer: Many firms have observed the bullwhip effect in which fluctuations in orders increase as they move up the supply chain from retailers to wholesalers to manufacturers to suppliers. The bullwhip effect distorts demand information within the supplychain, with different stages having a very different estimate of what demand looks like. The result is a loss of supply chaincoordination. This leads to increased inventories, poorer product availability, and a drop in profits. The bullwhip effect negatively impacts performance at every stage and thus hurts the relationships between different stages of the supply chain. There is thetendency to assign blame to other stages of the supply chain because each stage feels it is doing the best it can. The bullwhipeffect thus leads to a loss of trust between different stages of the supply chain and makes any potential coordination efforts more difficult. It follows that the bullwhip effect and the resulting lack of coordination have a significant negative impact on the supply chain’s performance. The bullwhip effect moves a supply chain away from the efficient frontier by increasing cost anddecreasing responsiveness. The bullwhip effect reduces the profitability of a supply chain by making it more expensive to providea given level of product availability.Difficulty: Moderate答：许多公司已经观察了牛鞭效应，波动的命令增加他们提升供应链从零售商到批发商，制造商供应商。
供应链管理_第三版_Unit2_习题与答案
Chapter 2Supply Chain Performance: Achieving Strategic Fit and ScopeTrue/False1. A compan/s competitive strategy defines the set of customer needs that it seeksto satisfy through its products and services.Answer: TrueDifficulty: Easy2. The value chain emphasizes the close relationship between all the functionalstrategies within a company.Answer: TrueDifficulty: Moderate3. A company,s product development strategy defines the set of customer needs that itseeks to satisfy through its products and services.Answer: FalseDifficulty: Moderate4. A company,s product development strategy specifies the portfolio of new productsthat it will try to develop.Answer: TrueDifficulty: Easy5. A company,s supply chain strategy specifies how the market will be segmentedand how the product will be positioned, priced, and promoted.Answer: FalseDifficulty: Easy6. A company,s supply chain strategy determines the nature of procurement andtransportation of materials as well as the manufacture and distribution of the product.Answer: TrueDifficulty: Easy7. The degree of supply chain responsiveness should be consistent with the implieduncertainty.Answer: TrueDifficulty: Easy8. The degree of supply chain responsiveness does not need to be consistent with theimplied uncertainty.Answer: FalseDifficulty: Moderate9. To achieve complete strategic fit, a firm must ensure that all functions in the valuechain have consistent strategies that support the competitive strategy.Answer: TrueDifficulty: Moderate10. To achieve complete strategic fit, a firm must ensure that all functions in the valuechain have diverse strategies that support functional goals.Answer: FalseDifficulty: Moderate11. Because demand and supply characteristics change, the supply chain strategy mustchange over the product life cycle if a company is to continue achieving strategic fit.Answer: TrueDifficulty: Easy12. The supply chain strategy must be established at the beginning of the product lifecycle and not changed if a company is to continue achieving strategic fit.Answer: FalseDifficulty: Easy13. To retain strategic fit, supply chain strategy must be adjusted over the life cycle of aproduct and as the competitive landscape changes.Answer: TrueDifficulty: Moderate14. The intercompany scope of strategic fit is essential today because the competitiveplaying field has shifted from company versus company to supply chain versussupply chain.Answer: TrueDifficulty: Moderate15. The intercompany scope of strategic fit is no longer relevant today because thecompetitive playing field has shifted from company versus company to supply chain versus supply chain.Answer: FalseDifficulty: Easy16. The intercompany scope of strategic fit requires firms to evaluate every action in thecontext of the entire supply chain.Answer: TrueDifficulty: Moderate17. There is a close connection between the design and management of supply chainflows and the success of a supply chain.Answer: TrueDifficulty: EasyEssav/Problems1. Discuss the two keys to the success or failure of a company.Answer. A company,s success or failure is thus closely linked to the followingkeys:1. The competitive strategy and all functional strategies must fit together to forma coordinated overall strategy. Each functional strategy must support otherfunctional strategies and help a firm reach its competitive strategy goal.2. The different functions in a company must appropriately structure theirprocesses and resources to be able to execute these strategies successfully.Difficulty: Hard答：一个公司的胜利或失败，因此是亲密相关的下列键：K竞争战略和职能战略都必需符合共同形成•个协调的总体战略。
(完整版)供应链管理第三版Unit1习题与答案
Chapter 1Understanding the Supply ChainTrue/False1. A supply chain includes only the organizations directly involved in supplyingcomponents needed for manufacturing.Answer: FalseDifficulty: Moderate2. A supply chain consists of all parties involved, directly or indirectly, in fulfilling acustomer request.Answer: TrueDifficulty: Moderate3. A supply chain could be more accurately described as a supply network orsupply web.Answer: TrueDifficulty: Moderate4. The objective of every supply chain is to maximize the overall value generated.Answer: TrueDifficulty: Easy5. The objective of every supply chain is to maximize the value generated for themanufacturing component of the supply chain.Answer: FalseDifficulty: Moderate6. Every supply chain must include all 5 stages.Answer: FalseDifficulty: Easy7. The cycle view of a supply chain holds that the processes in a supply chain aredivided into a series of activities performed at the interface between successive stages.Answer: TrueDifficulty: Moderate8. The cycle view of a supply chain holds that the processes in a supply chain aredivided into 2 categories depending on whether they are initiated in response to or in anticipation of customer orders.Answer: FalseDifficulty: Moderate9. The push/pull view of a supply chain holds that the processes in a supply chainare divided into 2 categories depending on whether they are initiated in response to or in anticipation of customer orders.Answer: TrueDifficulty: Easy10. The push/pull view of a supply chain holds that the processes in a supply chainare divided into a series of activities performed at the interface betweensuccessive stages.Answer: FalseDifficulty: Easy11. The objective of the customer arrival process is to maximize the conversion ofcustomer arrivals to customer orders.Answer: TrueDifficulty: Moderate12. The objective of the customer arrival process is to ensure that orders are quicklyand accurately entered and communicated to other affected supply chainprocesses.Answer: FalseDifficulty: Moderate13. The objective of customer order entry is to ensure that orders are quickly andaccurately entered and communicated to other affected supply chain processes.Answer: TrueDifficulty: Moderate14. The objective of customer order entry is to maintain a record of product receiptand complete payment.Answer: FalseDifficulty: Hard15. The replenishment cycle occurs at the retailer/distributor interface.Answer: TrueDifficulty: Hard16. The replenishment cycle occurs at the distributor/manufacturer interface.Answer: FalseDifficulty: Hard17. The replenishment cycle is initiated when a supermarket runs out of stock of aparticular item.Answer: TrueDifficulty: Hard18. The replenishment cycle is initiated when customers load items intended forpurchase into their carts.Answer: FalseDifficulty: Hard19. The manufacturing cycle occurs at the distributor/manufacturer interface.Answer: TrueDifficulty: Moderate20. The manufacturing cycle occurs at the manufacturer/supplier interface.Answer: FalseDifficulty: Moderate21. The production scheduling process in the manufacturing cycle is similar to theorder entry process in the replenishment cycle.Answer: TrueDifficulty: Hard22. The production scheduling process in the manufacturing cycle is similar to theorder fulfillment process in the replenishment cycle.Answer: FalseDifficulty: Hard23. The procurement cycle occurs at the manufacturer/supplier interface.Answer: TrueDifficulty: Easy24. The procurement cycle occurs at the retailer/distributor interface.Answer: FalseDifficulty: Easy25. The cycle view of the supply chain is useful when considering operationaldecisions, because it specifies the roles and responsibilities of each member ofthe supply chain.Answer: TrueDifficulty: Moderate26. The cycle view of the supply chain is useful when considering operationaldecisions, because it categorizes processes based on whether they are initiated in response to or in anticipation of customer orders.Answer: FalseDifficulty: Moderate27. The push/pull view of the supply chain is useful when considering strategicdecisions relating to supply chain design, because it categorizes processesbased on whether they are initiated in response to or in anticipation of customer orders.Answer: TrueDifficulty: Moderate28. The push/pull view of the supply chain is useful when considering strategicdecisions relating to supply chain design, because it specifies the roles andresponsibilities of each member of the supply chain.Answer: FalseDifficulty: Moderate29. Pull processes may also be referred to as reactive processes.Answer: TrueDifficulty: Easy30. Pull processes may also be referred to as speculative processes.Answer: FalseDifficulty: Easy31. Push processes may also be referred to as speculative processes.Answer: TrueDifficulty: Easy32. Push processes may also be referred to as reactive processes.Answer: FalseDifficulty: Easy33. All supply chain activities within a firm belong to one of three macro processes –CRM, ISCM and SRM.Answer: TrueDifficulty: Easy34. There is a close connection between the design and management of supplychain flows and the success of a supply chain.Answer: TrueDifficulty: EasyMultiple Choice1. Which of the following is not a stage within a typical supply chain?a. Customersb. Retailersc. Wholesalers/Distributorsd. Manufacturerse. All of the above are stages within a typical supply chain.Answer: eDifficulty: Easy2. Which of the following is not a stage within a typical supply chain?a. Customersb. Retailersc. Wholesalers/Distributorsd. Merchandiserse. Component/Raw material suppliersAnswer: dDifficulty: Easy3. Supply chain profitability isa. not correlated to the value generated by the various stages of the supplychain.b. the total profit to be shared across all supply chain stages.c. the difference between the revenue generated from the customer and theoverall cost across the supply chain.d. the total revenue generated by the distributor stage of the supply chain.e. b and c onlyAnswer: eDifficulty: Difficult4. Successful supply chain management requires which of the following decisionphases?a. supply chain strategy/designb. supply chain planningc. supply chain operationd. all of the abovee. a and b onlyAnswer: dDifficulty: Moderate5. The decision phases in a supply chain includea. production scheduling.b. customer relationship management.c. supply chain operation.d. supply chain orientation.e. all of the aboveAnswer: cDifficulty: Moderate6. The cycle view of a supply chain holds thata. the processes in a supply chain are divided into 2 categories.b. the processes in a supply chain are divided into a series of activitiesperformed at the interface between successive stages.c. all processes in a supply chain are initiated in response to a customerorder.d. all processes in a supply chain are performed in anticipation of customerorders.e. None of the above are true.Answer: bDifficulty: Moderate7. The push/pull view of a supply chain holds thata. the processes in a supply chain are divided into a series of activitiesperformed at the interface between successive stages.b. all processes in a supply chain are initiated in response to a customerorder.c. all response in a supply chain are performed in anticipation of customerorders.d. the processes in a supply chain are divided into 2 categories dependingon whether they are initiated in response to or in anticipation of customerorders.e. None of the above are true.Answer: dDifficulty: Moderate8. Which of the following is not a cycle in the supply chain cycle view?a. Analysis cycleb. Customer order cyclec. Replenishment cycled. Manufacturing cyclee. Procurement cycleAnswer: aDifficulty: Moderate9. Which of the following is not a cycle in the supply chain cycle view?a. Customer order cycleb. Replenishment cyclec. Manufacturing cycled. Procurement cyclee. All of the above are part of the supply chain cycle view.Answer: eDifficulty: Moderate10. The customer order cycle occurs at thea. customer/retailer interface.b. retailer/distributor interface.c. distributor/manufacturer interface.d. manufacturer/supplier interface.e. none of the aboveAnswer: aDifficulty: Easy11. Which of the following is not a process in the customer order cycle?a. Customer arrivalb. Customer qualificationc. Customer order entryd. Customer order fulfillmente. Customer order receivingAnswer: bDifficulty: Moderate12. Customer arrival refers toa. the point in time when the customer has access to choices and makes adecision regarding a purchase.b. the customer informing the retailer of what they want to purchase and theretailer allocating product to the customer.c. the process where product is prepared and sent to the customer.d. the process where the customer receives the product and takesownership.e. none of the aboveAnswer: aDifficulty: Moderate13. The objective of the customer arrival process is toa. get the correct orders to customers by the promised due date at thelowest possible cost.b. maintain a record of product receipt and complete payment.c. maximize the conversion of customer arrivals to customer orders.d. ensure that orders are quickly and accurately entered and communicatedto other affected supply chain processes.e. none of the aboveAnswer: cDifficulty: Easy14. Customer order entry isa. the point in time when the customer has access to choices and makes adecision regarding a purchase.b. the customer informing the retailer of what they want to purchase and theretailer allocating product to the customer.c. the process where product is prepared and sent to the customer.d. the process where the customer receives the product and takesownership.e. none of the aboveAnswer: bDifficulty: Moderate15. The objective of customer order entry is toa. get the correct orders to customers by the promised due date at thelowest possible cost.b. maintain a record of product receipt and complete payment.c. maximize the conversion of customer arrivals to customer orders.d. ensure that orders are quickly and accurately entered and communicatedto other affected supply chain processes.e. none of the aboveAnswer: dDifficulty: Easy16. Customer order fulfillment refers toa. the point in time when the customer has access to choices and makes adecision regarding a purchase.b. the customer informing the retailer of what they want to purchase and theretailer allocating product to the customer.c. the process where product is prepared and sent to the customer.d. the process where the customer receives the product and takesownership.e. none of the aboveAnswer: cDifficulty: Moderate17. The objective of customer order fulfillment is toa. get the correct orders to customers by the promised due date at thelowest possible cost.b. maintain a record of product receipt and complete payment.c. maximize the conversion of customer arrivals to customer orders.d. ensure that orders are quickly and accurately entered and communicatedto other affected supply chain processes.e. none of the aboveAnswer: aDifficulty: Easy18. Customer order receiving isa. the point in time when the customer has access to choices and makes adecision regarding a purchase.b. the customer informing the retailer of what they want to purchase and theretailer allocates product to the customer.c. the process where product is prepared and sent to the customer.d. the process where the customer receives the product and takesownership.e. none of the aboveAnswer: dDifficulty: Moderate19. The replenishment cycle occurs at thea. customer/retailer interface.b. retailer/distributor interface.c. distributor/manufacturer interface.d. manufacturer/supplier interface.e. none of the aboveAnswer: bDifficulty: Easy20. The processes involved in the replenishment cycle includea. retail order receiving.b. retail order entry.c. retail order trigger.d. retail order fulfillment.e. all of the aboveAnswer: eDifficulty: Moderate21. The processes included in the replenishment cycle include all of the followingexcepta. retail order receiving.b. retail order entry.c. retail order trigger.d. retail order fulfillment.e. none of the aboveAnswer: eDifficulty: Moderate22. The processes included in the replenishment cycle includea. order arrival.b. production scheduling.c. retail trigger.d. manufacturing.e. receiving.Answer: cDifficulty: Moderate23. The replenishment cycle is initiated whena. the customer walks into the supermarket.b. the customer calls a mail order telemarketing center.c. customers load items intended for purchase into their carts.d. a supermarket runs out of stock of a particular item.e. a product is received into stock at a store.Answer: dDifficulty: Hard24. The manufacturing cycle occurs at thea. customer/retailer interface.b. retailer/distributor interface.c. distributor/manufacturer interface.d. manufacturer/supplier interface.e. none of the aboveAnswer: cDifficulty: Easy25. The processes involved in the manufacturing cycle includea. receiving.b. manufacturing and shipping.c. production scheduling.d. order arrival.e. all of the aboveAnswer: eDifficulty: Moderate26. The processes involved in the manufacturing cycle includea. order trigger.b. production scheduling.c. order fulfillment.d. order entry.e. manufacturing order analysis.Answer: bDifficulty: Moderate27. The production scheduling process in the manufacturing cycle is similar to thea. order receiving process in the replenishment cycle.b. order fulfillment process in the replenishment cycle.c. order entry process in the replenishment cycle.d. order trigger process in the replenishment cycle.e. none of the aboveAnswer: cDifficulty: Hard28. The manufacturing and shipping process in the manufacturing cycle is equivalentto thea. order receiving process in the replenishment cycle.b. order fulfillment process in the replenishment cycle.c. order entry process in the replenishment cycle.d. order trigger process in the replenishment cycle.e. none of the aboveAnswer: bDifficulty: Hard29. The procurement cycle occurs at thea. customer/retailer interface.b. retailer/distributor interface.c. distributor/manufacturer interface.d. manufacturer/supplier interface.e. none of the aboveAnswer: dDifficulty: Easy30. The relationship between the manufacturer and supplier during the procurementcycle is very similar to the relationship betweena. customer and retailer.b. retailer and distributor.c. retailer and manufacturer.d. distributor and manufacturer.e. manufacturer and customer.Answer: dDifficulty: Moderate31. The cycle view of the supply chain is useful when considering operationaldecisions, becausea. it categorizes processes based on whether they are initiated in responseto or in anticipation of customer orders.b. it specifies the roles and responsibilities of each member of the supplychain.c. processes are identified as either reactive or speculative.d. it focuses on processes that are external to the firm.e. it focuses on processes that are internal to the firm.Answer: bDifficulty: Hard32. The push/pull view of the supply chain is useful when considering strategicdecisions relating to supply chain design, becausea. it categorizes processes based on whether they are initiated in responseto or in anticipation of customer orders.b. it specifies the roles and responsibilities of each member of the supplychain.c. it clearly defines the processes involved and the owners of each process.d. it focuses on processes that are external to the firm.e. it focuses on processes that are internal to the firm.Answer: aDifficulty: Hard33. Which of the following statements about pull processes is accurate?a. May also be referred to as speculative processes.b. Execution is initiated in anticipation of customer orders.c. At the time of execution, demand must be forecast.d. May also be referred to as reactive processes.e. None of the above are accurate.Answer: dDifficulty: Easy34. Which of the following is not an accurate statement about pull processes?a. May also be referred to as speculative processes.b. Execution is initiated in response to a customer order.c. At the time of execution, demand is known with certainty.d. May also be referred to as reactive processes.e. All of the above are accurate.Answer: aDifficulty: Easy35. Which of the following statements about push processes is accurate?a. May also be referred to as speculative processes.b. Execution is initiated in response to customer orders.c. At the time of execution, demand is known with certainty.d. May also be referred to as reactive processes.e. None of the above are accurate.Answer: aDifficulty: Easy36. Which of the following is not an accurate statement about push processes?a. May also be referred to as speculative processes.b. Execution is initiated in anticipation of customer orders.c. At the time of execution, demand must be forecast.d. May also be referred to as reactive processes.e. All of the above are accurate.Answer: dDifficulty: Easy37. Supply chain macro processes include which of the following?a. Customer Relationship Management (CRM)b. Internal Supply Chain Management (ISCM)c. Supplier Relationship Management (SRM)d. all of the abovee. none of the aboveAnswer: dDifficulty: Easy38. Supply chain macro processes include which of the following?a. Internal Relationship Management (IRM)b. Customer Relationship Management (CRM)c. External Relationship Management (ERM)d. Supply Chain Relationship Management (SCRM)e. none of the aboveAnswer: bDifficulty: Moderate39. Supply chain macro processes include which of the following?a. Internal Relationship Management (IRM)b. External Relationship Management (ERM)c. Supplier Relationship Management (SRM)d. Supply Chain Relationship Management (SCRM)e. none of the aboveAnswer: cDifficulty: Moderate40. Activities involved in the Customer Relationship Management (CRM) macroprocess includea. planning of internal production and storage.b. order fulfillment.c. marketing.d. supply planning.e. demand planning.Answer: cDifficulty: Hard41. Activities involved in the Customer Relationship Management (CRM) macroprocess include all of the following excepta. demand planning.b. marketing.c. sales.d. order management.e. call center management.Answer: aDifficulty: Hard42. Activities involved in the Internal Supply Chain Management (ISCM) macroprocess includea. marketing.b. order fulfillment.c. sales.d. order management.e. call center management.Answer: bDifficulty: Hard43. Activities involved in the Internal Supply Chain Management (ISCM) macroprocess include all of the following excepta. planning of internal production and storage.b. order fulfillment.c. supply planning.d. demand planning.e. order management.Answer: eDifficulty: Hard44. Activities involved in the Supplier Relationship Management (SRM) macroprocess includea. planning of internal production and storage.b. order fulfillment.c. supply planning.d. supplier evaluation and selection.e. order management.Answer: dDifficulty: Moderate45. Activities involved in the Supplier Relationship Management (SRM) macroprocess include all of the following excepta. negotiation of supply terms.b. design collaboration.c. supply planning.d. supplier evaluation and selection.e. supply collaboration.Answer: cDifficulty: Hard46. The phenomenal success of 7-Eleven Japan is attributed toa. being in the right place at the right time.b. its supply chain design and management ability.c. having 9000 locations.d. serving fresh food.e. none of the aboveAnswer: bDifficulty: Moderate47. A key issue facing Toyota isa. developing an internet marketing system.b. whether to specialize in a particular market.c. design of its global production and distribution network.d. how to implement model changes.e. all of the aboveAnswer: cDifficulty: HardEssay/Problems1. Explain the 3 decision phases (categories) that must be made in a successfulsupply chain.Answer: The 3 decision phases that occur within a supply chain are supply chain strategy (or design), supply chain planning and supply chain operation. Decisions relate to the flow of information, product and funds. The difference betweencategories depends upon the frequency of each decision and the time frame over which it has an impact. During the supply chain strategy phase, a companydetermines what the chain’s configurations will be, how resources will beallocated, and what processes each stage will perform. This will establish thestructure of the supply chain for several years. Supply chain planning deals withdecisions with a time frame from 3 months up to a year. The planning phasemust work within the constraints established in the strategy phase. Planningdecisions include which markets to supply from which locations, subcontractingof manufacturing, inventory policies and timing and size of marketing promotions.The supply chain operation phase operates on a weekly or daily time horizon and deals with decisions concerning individual customer orders.Difficulty: Hard2. Describe the cycle view of the processes within a supply chain.Answer: The cycle view divides the supply chain into a series of 4 cyclesbetween the 5 different stages of a supply chain. The cycles are the customerorder cycle, replenishment cycle, manufacturing cycle and procurement cycle.The customer order cycle occurs at the customer/retailer interface and includesall processes directly involved in receiving and filling the customer. Thereplenishment cycle occurs at the retailer/distributor interface and includes allprocesses involved in replenishing retailer inventory. The manufacturing cycletypically occurs at the distributor/manufacturer (or retailer/manufacturer) interface and includes all processes involved in replenishing distributor (or retailer)inventory. The procurement cycle occurs at the manufacturer/supplier interfaceand includes all processes necessary to ensure that the materials are availablefor manufacturing according to schedule.Difficulty: Moderate3. Explain the push/pull view of the processes within a supply chain.Answer: The push/pull view of the supply chain divides supply chain processesinto two categories based on whether they are executed in response to acustomer order or in anticipation of customer orders. Pull processes are initiatedin response to a customer order. Push processes are initiated and performed inanticipation of customer orders. The push/pull boundary separates pushprocesses from pull processes. This view is very useful when consideringstrategic decisions relating to supply chain design, because it forces a moreglobal consideration of supply chain processes as they relate to the customer.Difficulty: Moderate4. Explain the three macro processes within a supply chain.Answer: All processes within a supply chain can be classified into three macroprocesses which are Customer Relationship Management (CRM), InternalSupply Chain Management (ISCM), and Supplier Relationship Management(SRM). Customer Relationship Management (CRM) includes all processes thatfocus on the interface between the firm and its customers such as marketing,sales, call center management and order management. Internal Supply ChainManagement (ISCM) includes all processes that are internal to the firm such aspreparation of demand and supply plans, preparation of inventory managementpolicies, order fulfillment and planning of capacity. Supplier RelationshipManagement (SRM) includes all processes that focus on the interface between a firm and its suppliers such as evaluation and selection of suppliers, negotiation of supply terms and communication regarding new products and orders.Difficulty: Moderate5. Explain why supply chain flows are important.Answer: Supply chain flows are important, because there is a close connectionbetween the design and management of supply chain flows (product, information, and cash) and the success of a supply chain. The success of many companiescan be directly traced to the design and management of an appropriate supplychain. The failure of many businesses can be linked directly to their inability toeffectively design and manage supply chain flows.Difficulty: Moderate。
(完整版)供应链管理第三版Unit6习题与答案
Chapter 6Network Design in an Uncertain EnvironmentTrue/False1. Decisions made during the supply chain design phase regarding significantinvestments in the supply chain, such as the number and size of plants to build,the number of trucks to purchase or lease, and whether to build or leasewarehouse space, cannot be altered in the short term.Answer: TrueDifficulty: Moderate2. Decisions made during the supply chain design phase regarding significantinvestments in the supply chain, such as the number and size of plants to build,the number of trucks to purchase or lease, and whether to build or leasewarehouse space, rarely remain in place for several years.Answer: FalseDifficulty: Moderate3. Decisions made during the supply chain design phase regarding significantinvestments in the supply chain, such as the number and size of plants to build,the number of trucks to purchase or lease, and whether to build or leasewarehouse space, define the boundaries within which the supply chain mustcompete.Answer: TrueDifficulty: Moderate4. Long-term contracts for both warehousing and transportation requirements willbe more effective if the demand and price of warehousing do not change in thefuture or if the price of warehousing goes up.Answer: TrueDifficulty: Easy5. Long-term contracts for both warehousing and transportation requirements willbe more effective if either demand or the price of warehousing drops in the future.Answer: FalseDifficulty: Moderate6. The degree of demand and price uncertainty has a significant influence on theappropriate portfolio of long- and short-term warehousing space that a firmshould carry.Answer: TrueDifficulty: Easy7. If price and demand vary over time in a global network, flexible productioncapacity can be reconfigured to maximize profits in the new environment.Answer: TrueDifficulty: Moderate8. A firm may choose to build a flexible global supply chain even in the presence oflittle demand or supply uncertainty if certainty exists in exchange rates or prices.Answer: FalseDifficulty: Moderate9. The present value of a stream of cash flows is what that stream is worth intoday’s dollars.Answer: TrueDifficulty: Easy10. Discretionary cash flow (DCF) analysis evaluates the present value of anystream of future cash flows and allows management to compare two streams of cash flows in terms of their financial value.Answer: FalseDifficulty: Easy11. The present value of future cash flows is found by using a discount factor.Answer: TrueDifficulty: Moderate12. The rate of return k is also referred to as the present value of capital.Answer: FalseDifficulty: Easy13. A negative NPV for an option indicates that the option will lose money for thesupply chain.Answer: TrueDifficulty: Moderate14. The decision with the lowest NPV will provide a supply chain with the highestfinancial return.Answer: FalseDifficulty: Moderate15. In reality, demand and prices are highly uncertain and are likely to fluctuateduring the life of any supply chain decision.Answer: TrueDifficulty: Moderate16. For a global supply chain, exchange rates and inflation are unlikely to vary overtime in different locations.Answer: FalseDifficulty: Easy17. The multiplicative binomial cannot take on negative values and can be used forfactors like demand, price, and exchange rates that cannot become negative.Answer: TrueDifficulty: Moderate18. A logical objection to both the multiplicative and additive binomial is the fact thatthe underlying factor takes on two values at the end of each period.Answer: FalseDifficulty: Hard19. If uncertainty is ignored, a manager will always sign long-term contracts becausethey are typically cheaper and avoid all flexible capacity because it is moreexpensive.Answer: TrueDifficulty: Moderate20. During network design, managers need a methodology that allows them toestimate the certainty in their forecast of demand and price and then incorporate this certainty into the decision-making process.Answer: FalseDifficulty: Hard21. Decision trees with DCFs can be used to evaluate supply chain design decisionsgiven uncertainty in prices, demand, exchange rates, and inflation.Answer: TrueDifficulty: Moderate22. Uncertainty in demand and economic factors should not be included in thefinancial evaluation of supply chain design decisions.Answer: FalseDifficulty: Hard23. In a complex decision tree, there are thousands of possible paths that may resultfrom the first period to the last.Answer: TrueDifficulty: Easy24. Simulation methods are very good at evaluating a decision where the path itselfis decision dependent.Answer: FalseDifficulty: Hard25. Simulation models require a higher setup cost to start and operate compared todecision tree tools.Answer: TrueDifficulty: Easy26. The main advantage of simulation models is that they can provide low-costevaluations of complex situations.Answer: FalseDifficulty: Moderate27. Strategic planning and financial planning should be combined during supplychain network design.Answer: TrueDifficulty: Moderate28. The evaluation of supply chain networks should not use multiple metrics.Answer: FalseDifficulty: Moderate29. Financial analysis should be used as an input to decision making, not as thedecision-making process.Answer: TrueDifficulty: Moderate30. One of the best ways to speed up the process of financial analysis and arrive at agood decision is to use estimates, except when it appears that finding a veryaccurate input would take an inordinate amount of time.Answer: FalseDifficulty: EasyMultiple Choice1. Decisions made during the supply chain design phase regarding significantinvestments in the supply chain, such as the number and size of plants to build,the number of trucks to purchase or lease, and whether to build or leasewarehouse space,a. can be altered in the short term.b. cannot be altered in the short term.c. cannot be altered in the long term.d. can only be altered in the short term.e. all of the aboveAnswer: bDifficulty: Easy2. Decisions made during the supply chain design phase regarding significantinvestments in the supply chain, such as the number and size of plants to build,the number of trucks to purchase or lease, and whether to build or leasewarehouse space,a. are realigned every few weeks.b. only remain in place for several years.c. rarely remain in place for several years.d. only remain in place for a few weeks.e. often remain in place for several years.Answer: eDifficulty: Hard3. Decisions made during the supply chain design phase regarding significantinvestments in the supply chain, such as the number and size of plants to build,the number of trucks to purchase or lease, and whether to build or leasewarehouse space,a. define the boundaries within which the supply chain must compete.b. have little impact on how the supply chain must compete.c. are irrelevant regarding how the supply chain will compete.d. are the only consideration regarding how the supply chain will compete.e. none of the aboveAnswer: aDifficulty: Moderate4. Long-term contracts for both warehousing and transportation requirements willbe more effective ifa. the demand and price of warehousing do not change in the future.b. the price of warehousing goes up in the future.c. demand drops in the future.d. the price of warehousing drops in the future.e. a and b onlyAnswer: eDifficulty: Moderate5. Short-term contracts for both warehousing and transportation requirements willbe more effectivea. if the demand and price of warehousing do not change in the future.b. if the price of warehousing goes up in the future.c. if either demand or the price of warehousing drops in the future.d. only if demand drops in the future.e. only if the price of warehousing drops in the future.Answer: cDifficulty: Moderate6. The degree of demand and price uncertainty hasa. no effect on the appropriate portfolio of long- and short-term warehousingspace that a firm should carry.b. a limited influence on the appropriate portfolio of long- and short-termwarehousing space that a firm should carry.c. a minor influence on the appropriate portfolio of long- and short-termwarehousing space that a firm should carry.d. a significant influence on the appropriate portfolio of long- and short-termwarehousing space that a firm should carry.e. None of the above are true.Answer: dDifficulty: Moderate7. Uncertainty of demand and pricea. drives the value of building flexible production capacity at a plant.b. eliminates the value of building flexible production capacity at a plant.c. facilitates the value of building flexible production capacity at a plant.d. has no effect on the value of building flexible production capacity at aplant.e. None of the above are true.Answer: a8. If price and demand do vary over time in a global network,a. flexible production capacity should not be used in the new environment.b. flexible production capacity will be ineffective in the new environment.c. flexible production capacity can be reconfigured to minimize profits in thenew environment.d. flexible production capacity can be reconfigured to maximize profits in thenew environment.e. flexible production capacity should never be used in an uncertainenvironment.Answer: dDifficulty: Moderate9. A firm may choose to build a flexible global supply chain even in the presence oflittle demand or supply uncertainty ifa. certainty exists in both exchange rates and prices.b. certainty exists in exchange rates or prices.c. uncertainty exists in both exchange rates and prices.d. uncertainty exists in exchange rates or prices.e. uncertainty exists only in exchange rates.Answer: dDifficulty: Moderate10. The present value of a future stream of cash flows is what that streama. was worth in yesterday’s dollars.b. is wo rth in today’s dollars.c. will be worth in future dollars.d. might be worth in future dollars.e. none of the aboveAnswer: bDifficulty: Easy11. The process of evaluating the present value of any stream of future cash flows sothat management can compare two streams of cash flows in terms of theirfinancial value isa. annual cash flow(ACF) analysis.b. discretionary cash flow(DCF) analysis.c. discounted cash flow(DCF) analysis.d. future cash flow(FCF) analysis.e. none of the aboveAnswer: cDifficulty: Moderate12. The present value of future cash flow is found bya. locating the correct factor on a z-table.b. using a discount factor.c. plotting the function on a graph.d. adding the total of all future cash flows.e. none of the aboveAnswer: b13. The discount factor used to obtain the present value of money in the next periodwhere k represents the rate of return isa. k.b. 1+k.c. 1/(1+k).d. k /(1+k).e. none of the aboveAnswer: cDifficulty: Moderate14. The rate of return k is also referred to as thea. discount rate.b. hurdle rate.c. opportunity cost of capital.d. all of the abovee. none of the aboveAnswer: dDifficulty: Easy15. What is the present value of a $27 revenue that will be received in one yearwhere the rate of return is 8% (.08)?a. $2.50b. $15.00c. $25.00d. $30.00e. none of the aboveAnswer: cDifficulty: Easy16. The net present value (NPV) of a stream of cash flows is equal toa. the sum of all cash flows for all periods being considered.b. the sum of all cash flows for all periods being considered divided by thenumber of periods.c. the average of all cash flows for all periods being considered.d. the average of all cash flows for all periods being considered multiplied bythe number of periods.e. the sum of all cash flows for all periods being considered discounted bythe rate of return for each period.Answer: eDifficulty: Hard17. A negative NPV (net present value) for an option indicates that the option willa. gain money for the supply chain.b. lose money for the supply chain.c. maximize profit for the supply chain.d. minimize profit for the supply chain.e. none of the aboveAnswer: bDifficulty: Moderate18. The decision with the highest NPV (net present value) will provide a supply chainwitha. the highest financial return.b. the lowest financial return.c. a reasonable financial return.d. the least desirable financial return.e. none of the aboveAnswer: aDifficulty: Moderate19. The NPV (net present value) of a cash stream that is equal to $100 per period for5 periods with a rate of return of 10% (.10) per period would bea. 379.07.b. 416.98.c. 500.00.d. 610.51.e. 671.56.Answer: bDifficulty: Moderate20. The NPV (net present value) of a cash stream that is equal to $75 per period for5 periods with a rate of return of 10% (.10) per period would bea. 221.37.b. 284.30.c. 312.74.d. 375.00.e. none of the aboveAnswer: cDifficulty: Moderate21. In reality, demand and prices area. highly certain and not likely to fluctuate during the life of any supply chaindecision.b. highly certain and likely to fluctuate during the life of any supply chaindecision.c. highly uncertain and not likely to fluctuate during the life of any supplychain decision.d. highly uncertain and likely to fluctuate during the life of any supply chaindecision.e. none of the aboveAnswer: dDifficulty: Moderate22. For a global supply chain, exchange rates and inflation area. likely to vary over time in different locations.b. not likely to vary over time in different locations.c. not likely to vary over time in any locations.d. likely to be stable over time in all locations.e. none of the aboveAnswer: aDifficulty: Easy23. The binomial representation of uncertainty is based on the assumption that whenmoving from one period to the next, the value of the underlying factor (such asdemand or price)a. has only one possible outcome.b. has only two possible outcomes - up or down.c. has many possible outcomes.d. cannot be accurately determined.e. none of the aboveAnswer: bDifficulty: Moderate24. In the commonly used multiplicative binomial, it is assumed that the underlyingfactora. moves up by a factor u > 1 with probability p.b. moves down by a factor u > 1 with probability p.c. moves down by a factor d < 1 with probability 1 – p.d. either a or be. either a or cAnswer: eDifficulty: Hard25. The multiplicative binomial can be used for factors like demand, price, andexchange rates that cannot become negative because ita. can take on negative values.b. cannot take on negative values.c. can take on positive values.d. cannot take on positive values.e. all of the aboveAnswer: bDifficulty: Hard26. A logical objection to both the multiplicative and additive binomial is the fact thatthe underlying factora. takes on only one of two possible values at the end of each period.b. takes on two values at the end of each period.c. takes on one of many possible values at the end of each period.d. takes on several of many possible values at the end of each period.e. none of the aboveAnswer: aDifficulty: Moderate27. If uncertainty is ignored, a manager willa. always sign long-term contracts because they are typically moreexpensive and avoid all flexible capacity because it is more expensive.b. always sign short-term contracts because they are typically cheaper andavoid all flexible capacity because it is more expensive.c. always sign long-term contracts because they are typically cheaper andavoid all flexible capacity because it is more expensive.d. always sign short-term contracts because they are typically cheaper andavoid all flexible capacity because it is less expensive.e. none of the aboveAnswer: cDifficulty: Hard28. A decision tree isa. a graphic device used to evaluate decisions under certainty.b. a graphic device used to evaluate decisions under uncertainty.c. a tabular device used to evaluate decisions under certainty.d. a tabular device used to evaluate decisions under uncertainty.e. none of the aboveAnswer: bDifficulty: Moderate29. Decision tree analysis is based on Bellman’s principle, which states that for anychoice of strategy in a given state,a. the optimal strategy is the one that is selected if the entire analysis isassumed to begin in the first period.b. the optimal strategy is the one that is selected if the entire analysis isassumed to begin in the last period.c. the optimal strategy in the next period is the one that is selected if theentire analysis is assumed to begin in the last period.d. the optimal strategy in the next period is the one that is selected if theentire analysis is assumed to begin in the next period.e. none of the aboveAnswer: dDifficulty: Hard30. The first step in decision tree analysis methodology is toa. identify factors such as demand, price, and exchange rate, whosefluctuation will be considered over the next T periods.b. identify the periodic discount rate k for each period.c. start at period T, work back to Period 0 identifying the optimal decisionand the expected cash flows at each step. Expected cash flows at eachstep in a given period should be discounted back when included in theprevious period.d. identify the duration of each period (month, quarter, etc.) and the numberof periods T over which the decision is to be evaluated.e. identify representations of uncertainty for each factor; that is, determinewhat distribution to use to model the uncertainty.Answer: dDifficulty: Moderate31. The last step in decision tree analysis methodology is toa. identify factors such as demand, price, and exchange rate, whose fluctuationwill be considered over the next T periods.b. identify the periodic discount rate k for each period.c. start at period T, work back to Period 0, identifying the optimal decision andthe expected cash flows at each step. Expected cash flows at each step in agiven period should be discounted back when included in the previous period.d. identify the duration of each period (month, quarter, etc.) and the number ofperiods T over which the decision is to be evaluated.e. identify representations of uncertainty for each factor; that is, determine whatdistribution to use to model the uncertainty.Answer: cDifficulty: Moderate32. Uncertainty in demand and economic factors should be included in the financialevaluation of supply chain design decisions, becausea. the exclusion of certainty may have a significant impact on this evaluation.b. the exclusion of uncertainty may have a significant impact on thisevaluation.c. the inclusion of certainty may have a significant impact on this evaluation.d. the inclusion of uncertainty may have a significant impact on thisevaluation.e. none of the aboveAnswer: dDifficulty: Hard33. Flexibility should be valued by taking into account uncertainty in demand andeconomic factors. In general, flexibility will tend toa. decrease in value with a decrease in certainty.b. increase in value with an increase in uncertainty.c. decrease in value with an increase in uncertainty.d. increase in value with an increase in certainty.e. None of the above are accurate.Answer: bDifficulty: Moderate34. A major factor that makes the decision tree methodology quite powerful isa. the choice of certainty.b. the choice of discount rate.c. the choice of uncertainty level.d. the choice of additive factor.e. all of the aboveAnswer: bDifficulty: Moderate35. The appropriate discount rate used in decision tree methodologya. should be risk-adjusted and risk may vary by period and decision node.b. should be risk-adjusted and risk may not vary by period and decisionnode.c. should not be risk-adjusted and risk may vary by period and decisionnode.d. should not be risk-adjusted and risk may not vary by period and decisionnode.e. None of the above are accurate.Answer: aDifficulty: Moderate36. Alternative approaches to decision tree analysis includea. contingent claims analysis (CCA) for discrete time analysis.b. real options for the continuous time case.c. real options for the discrete time analysis.d. all of the abovee. a and b onlyAnswer: eDifficulty: Moderate37. Contingent claims analysis (CCA) and real optionsa. adjust hurdle rate so that the risk-free discount rate may be applied ineach period.b. adjust opportunity cost of capital so that the risk-free discount rate may beapplied in each period.c. adjust rate of return so that the risk-free discount rate may be applied ineach period.d. adjust transition probabilities so that the risk-free discount rate may beapplied in each period.e. none of the aboveAnswer: dDifficulty: Moderate38. Firms should use simulation for evaluating decisions whena. underlying decision trees are simple and explicit solutions for theunderlying decision tree are difficult to obtain.b. underlying decision trees are very complex and explicit solutions for theunderlying decision tree are difficult to obtain.c. underlying decision trees are simple and explicit solutions for theunderlying decision tree are easy to obtain.d. underlying decision trees are very complex and explicit solutions for theunderlying decision tree are easy to obtain.e. none of the aboveAnswer: bDifficulty: Moderate39. In a complex decision tree there area. only a few possible paths that may result from the first period to the last.b. less than thirty possible paths that may result from the first period to thelast.c. thousands of possible paths that may result from the first period to thelast.d. an infinite number of possible paths that may result from the first period tothe last.e. none of the aboveAnswer: cDifficulty: Moderate40. Simulation methods are very good at evaluating a decision wherea. the path itself is decision dependent.b. the path itself is not decision dependent.c. the discount rate is decision dependent.d. the discount rate is not decision dependent.e. none of the aboveAnswer: bDifficulty: Hard41. Simulation modelsa. require a higher setup cost to start and operate compared to decision treetools.b. require a lower setup cost to start and operate compared to decision treetools.c. require a higher setup cost to start but less to operate compared todecision tree tools.d. require a lower setup cost to start but more to operate compared todecision tree tools.e. none of the aboveAnswer: aDifficulty: Hard42. The main advantage of simulation models is that they cana. provide high-quality evaluations of simple situations.b. provide high-quality evaluations of complex situations.c. provide low-cost evaluations of simple situations.d. provide low-cost evaluations of complex situations.e. provide low-quality evaluations of complex situations.Answer: bDifficulty: Easy43. Strategic planning and financial planninga. should be performed independently during supply chain network design.b. should be performed sequentially during supply chain network design.c. should be performed hierarchically during supply chain network design.d. should be performed concurrently during supply chain network design.e. should be combined during supply chain network design.Answer: eDifficulty: Hard44. The evaluation of supply chain networksa. should use only one metric.b. should use multiple metrics.c. should not use more than one metric.d. should not use multiple metrics.e. should be subjective.Answer: bDifficulty: Moderate45. Financial analysis should be used asa. the decision-making process.b. an alternative decision-making process.c. an input to decision making, not as the decision-making process.d. all of the abovee. none of the aboveAnswer: cDifficulty: Moderate46. One of the best ways to speed up the process of financial analysis and arrive at agood decision is toa. use estimates of inputs when it appears that finding a very accurate inputwould take an inordinate amount of time.b. use estimates backed up by sensitivity analysis when it appears thatfinding a very accurate input would take an inordinate amount of time.c. use estimates of inputs except when it appears that finding a veryaccurate input would take an inordinate amount of time.d. make sure that every detail is very accurate.e. none of the aboveAnswer: bDifficulty: ModerateEssay/Problems1. Explain additive and multiplicative binomial representations of uncertainty.Answer: The binomial representation of uncertainty is based on the assumptionthat when moving from one period to the next, the value of the underlying factor(such as demand or price) has only two possible outcomes - up or down. In thecommonly used multiplicative binomial, it is assumed that the underlying factoreither moves up by a factor u > 1 with probability p, or down by a factor d < 1 with probability 1 – p. In the additive binomial, it is assumed that the underlying factor increases by u in a given period with probability p and decreases by d withprobability 1 – p. The multiplicative binomial cannot take on negative values and can be used for factors like demand, price, and exchange rates that cannotbecome negative. It also has the advantage of the growth or decline in the given factor being proportional to the current value of the factor and not fixedindependent of size. A logical objection to both the multiplicative and additivebinomial is the fact that the underlying factor takes on only one of two possiblevalues at the end of each period. Certainly a price can change to more than justtwo values. But by making the period short enough, this assumption may bejustified.Difficulty: Hard2. Summarize the steps in the decision tree analysis methodology.Answer: The decision tree analysis methodology is summarized as follows:1. Identify the duration of each period (month, quarter, etc.) and the number ofperiods T over which the decision is to be evaluated.2. Identify factors such as demand, price, and exchange rate, whose fluctuationwill be considered over the next T periods.3. Identify representations of uncertainty for each factor; that is, determine whatdistribution to use to model the uncertainty.4. Identify the periodic discount rate k for each period.5. Represent the decision tree with defined states in each period, as well as thetransition probabilities between states in successive periods.6. Starting at period T, work back to Period 0, identifying the optimal decision andthe expected cash flows at each step. Expected cash flows at each step in agiven period should be discounted back when included in the previous period.Difficulty: Moderate3. Discuss the ideas that managers should consider to make better supply chainnetwork design decisions under uncertainty.Answer: Managers should consider the following ideas to help them make betternetwork design decisions under uncertainty:1. Combine strategic planning and financial planning during network design. Inmost organizations, financial planning and strategic planning are performedindependently. Strategic planning tries to prepare for future uncertainties butoften without rigorous quantitative analysis, whereas financial planning performsquantitative analysis but assumes a predictable or well-defined future. Decisionmakers should design supply chain networks considering a portfolio of strategicoptions—the option to wait, build excess capacity, build flexible capacity, signlong-term contracts, purchase from the spot market, and so forth. The variousoptions should be evaluated in the context of future uncertainty.2. Use multiple metrics to evaluate supply chain networks. As one metric canonly give part of the picture, it is beneficial to examine network design decisionsusing multiple metrics such as firm profits, supply chain profits, customer servicelevels, and response times. Often, different metrics will recommend differentdecisions and by using multiple metrics, the differences between the strategicchoices will become clearer. The best decisions can be made when a multitudeof metrics are available, because each metric enhances the overall view of thealternatives being considered.3. Use financial analysis as an input to decision making, not as the decision-making process. Financial analysis is a great tool in the decision-making process, as it often produces an answer and an abundance of quantitative data to back up that answer. However appealing this may be, management should not rely solely on financial analysis to make decisions. Use of this analysis as a large part of the decision-making process is fine, but other inputs into the decision process thatare difficult to quantify should be included in the analysis as well. Financialmethodologies alone do not provide a complete picture of the alternatives. These impacts should be considered in addition to the raw financial analysis. In the final analysis, management must use other inputs beyond financial analysis in thedecision-making process to get the most complete view of the alternativespossible.4. Use estimates along with sensitivity analysis. Many of the inputs into financialanalysis can be difficult, if not impossible, to nail down in a very accurate fashion.This can cause financial analysis to be a long and drawn out process. One of the best ways to speed the process along and arrive at a good decision is to useestimates of inputs when it appears that finding a very accurate input would takean inordinate amount of time. Using estimates is fine when the estimates arebacked up by sensitivity analysis. By performing sensitivity analysis on the input’s。