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| 7778073817 | _____ are those items provided by suppliers and used directly during production or service delivery. | Direct Materials | 0 | |
| 8285999468 | A _____ is a set of three or more organizations linked directly by one or more of the upstream or downstream flows of products, services, finances, and information from a source to a customer. | Supply Chain | 1 | |
| 8286743008 | Today's emphasis on supplier quality has shifted from detecting defects at the time of receipt or use to prevention early in the materials-sourcing process. | True | 2 | |
| 8286749806 | According to the Institute for Supply Management, _____ is the identification, acquisition, access, positioning, and management of resources and related capabilities an organization needs or potentially needs in the attainment of its strategic objectives. | supply management | 3 | |
| 8286755119 | Sophisticated customers, both industrial and consumer, no longer talk about price increases - they demand price reductions! | True | 4 | |
| 8286759127 | _____ involves generating the materials release, contacting a supplier directly concerning changes, and monitoring the status of inbound shipments. | Material control | 5 | |
| 8286767879 | For routine, off-the-shelf items, the purchase requisition may contain all the information that purchasing requires. | True | 6 | |
| 8286774841 | _____ include(s) the materials required to pack and ship final products, such as pallets, boxes, master shipping containers, tape, bags, wrapping, inserts, and other packaging material. | Production support items | 7 | |
| 8286778204 | In a _____, when inventory is depleted to a given level, the system notifies the materials control department (or the buyer in some organizations) to issue a request to a supplier for inventory replenishment. | reorder point system | 8 | |
| 8286786408 | Many firms are now colocating supply management personnel directly at operating locations so supply management can respond quickly to operation's needs. | True | 9 | |
| 8286790309 | Experience reveals that cross-functional sourcing teams are usually part-time/continuous assignments, making the use of sourcing teams a challenging way to work. | True | 10 | |
| 8286795163 | Purchasing offices were once corporate backwaters, filled with people who didn't dream of advancing to the top rungs of their organization. | True | 11 | |
| 8286800802 | _____ involves professionally managing suppliers and developing close working relationships with different internal groups. | Supply integration | 12 | |
| 8286809457 | _____ is defined as the process by which two or more parties adopt a high level of purposeful cooperation to maintain a trading relationship over time to achieve specific goals. | Collaboration | 13 | |
| 8286821142 | The _____ group is responsible for developing the policies and procedures that purchasing personnel follow, administering and maintaining the purchasing information system and database, determining required staffing levels, developing department plans, organizing training and seminars for buyers, and developing measurement systems to evaluate purchasing performance. | administration and data management | 14 | |
| 8286830388 | _____ is the organized study of an item's function as it relates to value and cost. | Value analysis | 15 | |
| 8286837160 | When a key commodity is purchased by many major business units, use of [a] _____ is beneficial. | joint global strategy | 16 | |
| 8286847474 | A _____ has a high volume of internal consumption, is readily available, is important to the business, and represents a significant proportion of spend. | leverage commodity | 17 | |
| 8286853392 | The goal of _____ is to be able to understand, identify, and exploit cost savings opportunities that may have been overlooked by business unit managers or even by suppliers in bringing the products and services to the appropriate location. | Value chain analysis | 18 | |
| 8286862623 | _____ occurs whenever value is added to a product or service as it moves through transformation processes in the supply chain. | Quality at the source | 19 | |
| 8286867516 | According to Armand Fiegenbaum, _____ is defined as the total composite of product and service characteristics of marketing, engineering, manufacturing, and maintenance through which the product or service in use will meet or exceed the expectations of the customer. | quality | 20 | |
| 8286874524 | The _____ process capability index does not adequately account for situations where the process is not closely centered on the nominal specification target value. | Cp | 21 | |
| 8286878630 | In ISO 9000:2008, (the) _____ consists of a quality manual, related procedures, and work instructions. | quality management system | 22 | |
| 8286882247 | _____ means continuous improvement and must be built into every single process in the organization. | Kaizen | 23 | |
| 8286894842 | The _____ strategy is based on determining the highest price that can be offered to the supply manager that will still be lower than the price offered by competitors. | competition pricing model | 24 | |
| 8286899166 | A _____ is an analytical tool that identifies the primary external forces that are causing prices to either increase or decrease. | market analysis | 25 | |
| 8286904665 | In the _____, prices are set to achieve a high profit on each unit by selling to supply managers who are willing to pay a higher price because of a lack of supply management sophistication or who are willing to pay for products or services of perceived higher value. | market skimming model | 26 | |
| 8286908237 | In should-cost modeling, _____ include those components the company has direct control or influence over. | decision variables | 27 | |
| 8286912373 | _____ is the process of analyzing each individual cost element (i.e., material, labor hours and rates, overhead, general and administrative costs, and profit) that together add up to the final price. | Cost analysis | 28 | |
| 8286920212 | According to Ohno and Toyota, _____ is a category of waste that retains unnecessary inventory between process steps. | excess inventory | 29 | |
| 8286927763 | _____ actions and resources are those actions in a process that must be done to make the product but create no value for the customer. | Necessary non-value-adding | 30 | |
| 8286931992 | According to Ohno and Toyota, _____ is a category of waste that produces items for which there are no orders. | overproduction | 31 | |
| 8286935741 | When referring to learning improvement, the _____ represents a reduction in the cumulative average number of labor hours as production doubles from a previous level. | learning rate | 32 | |
| 8286960607 | A _____ is one in which the set of steps or activities that make up the activity occur one after the other. | sequential process | 33 | |
| 8286970861 | A _____ is a supplier who no longer meets the buying organization's standards and will not be considered for future business until its problems are corrected. | disqualified supplier | 34 | |
| 8286980946 | A/An _____ is a discrepancy, nonconformance, or missing requirement that will have a significant negative impact on an important area of concern in an audit statement. | performance problem | 35 | |
| 8286991105 | The _____ requires the systematic evaluation of the performance of individual suppliers and ultimate placement into one of three categories. | triage approach | 36 | |
| 8286995527 | In _____, a buyer selects or develops suppliers with multiple or redundant capabilities. | cross-sourcing | 37 | |
| 8286999023 | In supplier measurement, the basic logic of the _____ is built around the calculation of a/an _____. | cost-based system...supplier performance index (SPI) | 38 | |
| 8287006471 | A disadvantage of a weighted-point supplier evaluation system? | Tends to focus on unit price. | 39 | |
| 8287018952 | _____ is something of value in the formation of the contract that gives it legal validity. | Consideration | 40 | |
| 8287022649 | The _____ describes the origin of the shipment, provides specific directions for the carrier, delineates the transportation contract terms, and functions as a receipt for the shipment. | bill of lading | 41 | |
| 8287028353 | _____ is money the plaintiff lost because he or she was relying on the contract, depending on the defendant to live up to his or her obligations under the contract. | Reliance | 42 | |
| 8287033354 | _____ is defined as that body of the law that refers to how business firms (parties) enter into contracts with each other, execute contracts, and remedy problems that arise in the process. | Commercial law | 43 | |
| 8287039336 | _____ indicates that the supplier is responsible for transportation, and the purchaser assumes title of the goods at his or her own shipping dock. | F.O.B. destination | 44 | |
| 8356655539 | Why is purchasing important? | Reduce Time to Market | 45 | |
| 8356718519 | - Todays focus on supplier quality has shifted from detecting defects at the time of receipt or use to prevention early in the materials-sourcing process | Quality Control | 46 | |
| 8356731358 | - Supply planning is the process of taking demand data and developing a supply, production, and logistics network capable of satisfying demand requirements | Demand Planning | 47 | |
| 8356767871 | often responsible for determining the inventory level of finished goods required to support customer requirements, which emphasizes the physical distribution | Inventory Control | 48 | |
| 8356776018 | often responsible for determining the appropriate quantity to order based on projected demand and then managing materials release to suppliers | Material Control | 49 | |
| 8356784741 | Helps ensure that customers receive material when and where they require it and presents the key link between the producer and external customer | Order Processing | 50 | |
| 8356808160 | Third party logistics providers (3PL's) full service transportation providers designing and managing entire distribution networks for their clients | Outbound Transportation | 51 | |
| 8356837263 | Represents the first pillar. The key to success of any company is the quality of its employees | Capable Human Resources | 52 | |
| 8356845952 | Represents the second pillar. The process of assessing and selecting the structures and formal system of communication, division of labour, coordination, control, authority, and responsibility required to achieve organizational goals and objectives, including supply chain objectives | Proper Organizational Design | 53 | |
| 8356863065 | Represents third pillar. IT software and platforms | Real-time Collaborative Technology Capabilities | 54 | |
| 8356930629 | Represents the forth pillar supporting purchasing and supply excellence. Unfortunately, there are many roadblocks between measurements and improved performance | Right Measurements and Measurement System | 55 | |
| 8357019584 | Supply Assurance | Purchasing objective one | 56 | |
| 8357033685 | Manage the Sourcing Process Efficiently and Effectively (staffing, training budgets, purchasing process) | Purchasing objective two | 57 | |
| 8357042321 | Supplier Performance Management (top/new/develop suppliers) | Purchasing objective three | 58 | |
| 8357051373 | Developing Aligned Goals with Internal Stake Holders (internal customers) | Purchasing objective four | 59 | |
| 8357058943 | purchasing objective five | Developing Integrated Supply Strategies That Support Business Goals and Objectives (translate business plan into supply plan) | 60 | |
| 8363812047 | The process of collecting historical data by commodity, relative to demand from the lines of business, with the exception of personnel expenses, occupancy, and corporate spend. | Spend analysis | 61 | |
| 8363822341 | The process of using unit and rate consumption levels to forecast and estimate future consumption in an internal functional customer, and providing guidance and input on how to optimize usage and educating the users on the trade-offs. | Demand Management | 62 | |
| 8363834396 | The process of developing insights to stakeholder requirements, comparing these to external industry intelligence, supply base capabilities and operational risk, and developing a strategy to align internal requirements with external supply market conditions. | Category Management | 63 | |
| 8363852107 | A process associated with defining the contract, defining roles and responsibilities of both parties, and advising when to modify and ensure appropriate escalation | Contract Management | 64 | |
| 8363857830 | Involves unbundling the price paid and understanding the total cost of ownership over the life cycle of a product or service to deliver target cost and unit rate to determine if its priced competitively in the marketplace | Cost Management | 65 | |
| 8363875537 | the process of obtaining and managing raw materials needed for manufacturing a product or providing service. It involves the transactional flow of data that is sent to a supplier as well as the data that surrounds the fulfilment of the actual order and payment for the product or service | procure-to-pay process | 66 | |
| 8363888835 | A overarching plan for designing the organization, assigning resources, and aligning these resources against the demands places on the supply chain by the business | supply management strategy | 67 | |
| 8364005882 | Uses information regarding order quantity and demand forecasts unique to each item or part number maintained in inventory | Reorder point system | 68 | |
| 8364516287 | Refers to the process of assessing and selecting the structure and formal system of communication, decision of labour, coordination, control, authority, and responsibility required to achieve organizational goal and objectives, including supply chain management objectives | Organizational design | 69 | |
| 8364594138 | If the CEO has authority for the majority of the organizations purchase expenditures | Centralized structure | 70 | |
| 8364598937 | If the purchasing authority for the majority of purchase expenditures is at the divisional, business unit, or site level | Decentralized structure | 71 | |
| 8364673150 | Buys common items, typically because they produce common products | Lead division buying | 72 | |
| 8364792259 | Involves a systematic monitoring of the supply environment to assure a continual economic supply of goods and services | Market intelligence | 73 | |
| 8364817474 | Responsible for developing the policies and procedures that purchasing personnel follow, administering and maintaining the purchasing information system and database, determining required staffing levels, developing department plans, organizing training and seminars for buyers | Administration and data management | 74 | |
| 8364836052 | The process of personally or electronically contracting suppliers to determine the status of past-due or near-past-due shipments | Expediting | 75 | |
| 8364848487 | Enhance value by reducing the cost of a good or service without sacrificing quality, enhancing functionality without increasing cost, or providing greater functionality to the user and beyond and increase in cost | Value analysis | 76 | |
| 8364861768 | Managing the supply base through relationships | Supply Management | 77 | |
| 8364918025 | A structure that coordinates the diverse activities within a supply chain contrasts greatly with one where separates supply chain groups or activities report to different executive managers | Supply Chain Management Structure | 78 | |
| 8364937855 | The process of incorporating or bringing together different groups, functions, or organizations, either formally or informally, physically or by information technology, to work jointly and often concurrently on a common business-related assignment or purpose | Integration | 79 | |
| 8364950989 | Professionally managing suppliers and developing close working relationships with different internal groups | Supply Integration | 80 | |
| 8365009443 | Environmental management, health & safety. Hazardous Waste handling refers too | ISO 14000 | 81 | |
| 8365039798 | Process by which two or more parties adopt a high level of purposeful cooperation to maintain trading relationship over time | Collaboration | 82 | |
| 8365067750 | Suppliers are given blue prints and asked to make the product | White Box Design | 83 | |
| 8365073244 | Suppliers engineers work cooperatively with buyers engineers in joint design | Gray Box Design | 84 | |
| 8365077973 | Suppliers are provided functional specifications and create design | Black Box Design | 85 | |
| 8365195365 | Acquisition and allocation of resources to the business units | Corporate Strategies | 86 | |
| 8365209561 | Basis of competitive advantage | Business Unit Strategies | 87 | |
| 8365234739 | Is often a one-time event, that is focused primarily on leveraging to dive cost down | Strategic Sourcing | 88 | |
| 8365669945 | The ability to meet or exceed current and future customer expectations or requirements within critical performance areas on a consistent basis. | Supplier Quality | 89 | |
| 8365781757 | Measurement systems using key performance metrics to identify improvement opportunities and progress towards meeting them | Striving for Zero Defects | 90 | |
| 8365869333 | Suppliers work with buyers by reviewing their specifications, submit ideas on design, materials, process improvements, and identify, mitigate, and/or remove non-conformance cost | Value Analysis | 91 | |
| 8365880827 | Once a firm fully rationalizes its supply base, improvements will occur primarily by developing the capabilities of existing suppliers rather than by switching suppliers on a large scale | Supply base rationalization and optimization | 92 | |
| 8365919571 | Originally consisted of a series of process quality standards but not product standards | ISO 9001:2008 | 93 | |
| 8366103803 | Suppliers analyze the market to find the combination of per unit and quantify of sales that maximize its profits | Price Volume Model | 94 | |
| 8366122671 | The supplier is willing to take a lower price because of the potential mass market appeal of the product, resulting in higher sales volume. | Market-share model | 95 | |
| 8366151630 | Used when downturns in marked demand | Revenue Pricing Model | 96 | |
| 8366173292 | Presents pricing for individual products and services that is set to enhance the sale of the overall product line rather that to ensure the profitability of each product. | Promotional Pricing Model | 97 | |
| 8366199165 | Determining the higher price that can be offered to that will still be lower than the price offered by competitors | Competition Pricing Model | 98 | |
| 8366268978 | The supplier will establish a price that will provide a profit margin that is a predetermined percentage of the quoted price | Marginal pricing model | 99 | |
| 8366325179 | Used when a supplier is reluctant to share its internal cost data | Reverse Price Analysis | 100 | |
| 8366408562 | An approach to estimating the different components that make up the suppliers per unit price per unit of product | Should cost model | 101 | |
| 8366438192 | The present value of all cost associated with a product, service, or capital equipment that are incurred over its expected life | Total Cost of Ownership (TCO) | 102 |
