GSCM

19 flashcards · Other · by Daniel F.

1. Formulate x different types of logistics costs

   Costs for planning and scheduling of staff Costs for inventory management of the product in storage Costs for shipping the products in country x Costs for hiring a 3rd party logistics provider Cost for purchasing from suppliers Cost for tax payment at U.S. entry ports

2. Formulate x logistics decision problems

   Selection of a 3rd party logistics provider Selection of suppliers Selection of the location of i.e. a central distribution center Selection of i.e. regional warehouses Selection of shipping modes Forecasting of number of products to be sold Planning of transport Planning of production

3. Bullwhip effect

   small fluctuations in demand at the customer end of a supply chain are amplified to extreme fluctuations at the supplier side of the supply chain

4. causes of the bullwhip effect

   Order synchronization Customers order on the same order cycle, e.g., first of the month, every Monday, etc. Order batching Retailers may be required to order in integer multiples of some batch size Trade promotions and forward buying Retailer purchases enough to satisfy demand until the next trade promotion Reactive and over-reactive ordering Shortage gaming If supplier production is less than orders, orders are rationed to secure a better allocation, the retailers inflate their orders, i.e., o…

5. Triple bottom line

   A business strategy that includes social, economic, and environmental criteria.

6. Triple bottom line components

   Social: pertains to fair and beneficial business practices toward labor, the community, and the region in which a firm conducts its business Economic: the firm’s obligation to compensate shareholders who provide capital via competitive returns on investment Environmental: the firm’s impact on the environment and society at large

7. Strategic sourcing

   the development and management of supplier relationships to acquire goods and services in a way that aids in achieving the needs of the business

8. Strategic sourcing dimentions

   Specificity: refers to how common the item is and, in a relative sense, how many substitutes might be available Commonly available products can be purchased using a relatively simple process Transaction costs: costs associated with making a purchase: ordering, selecting, billing, price setting, etc. Contract duration: length of the relationshi

9. Vendor managed inventory

   When a customer allows the supplier to manage the inventory policy of an item or group of items. When? product if specific for customer transaction costs are low relationship is strong

10. Total Quality Management

    managing the entire organization so that it excels on all dimensions of products and services that are important to the customer

11. Goals of TQM

    Careful design of the product or service Assurance that the organization’s systems can consistently produce the design.

12. Components of TQM

    customer focused empowerment, everyone has responsibilities, teamwork quality at the source ongoing incremental improvement management based on facts

13. Six Sigma

    A statistical term to describe the quality goal of no more than 3.4 defects out of every million units. Also refers to a quality improvement philosophy and program.

14. Six Sigma Methodology

    DMAIC Define - Measure - Analyze - Improve - Control

15. Six dimensions of quality

    performance perceived quality features reliability serviceability aesthetics

16. types of cost of quality

    prevention costs process product design training vendor/supplier development appraisal costs quality audits statistical quality control internal failure costs yield losses rework charges replanning external failure costs returns recalls repairs lost business

17. Total cost of ownsership

    acquisition costs ownership costs post ownership costs

18. pull and push production

    Pull: production is triggered by actual customer orders, minimal WIP, and finished goods Push: production is triggered by demand forecast, maximal capacity utilization

19. Lean tools

    5S 5Why Visual control (Anyone can stop production) leveled scheduling Ongoing improvement fool proofing (poka yoke) pull (kanban)