Question 1

Using cost as a departmental or business unit performance measure can actually result in actions that raise costs for the organization.

Accepted Answer

A) True 
 B)False

Question 2

Performance measurements:

Accepted Answer

A)  Assist in pricing of products 
B)  Help to eliminate non-value-creating activities 
C)  Help identify new customer requirements 
D)  Both B & C 
A)  Assist in pricing of products 
B)  Help to eliminate non-value-creating activities 
C)  Help identify new customer requirements 
D)  Both B & C

Question 3

According to the textbook, which of the following zoos audited their waste recycling performance?

Accepted Answer

A)  San Diego Zoo 
B)  Lincoln Park Zoo 
C)  Phoenix Zoo 
D)  Bronx Zoo 
A)  San Diego Zoo 
B)  Lincoln Park Zoo 
C)  Phoenix Zoo 
D)  Bronx Zoo

Question 4

Once the supply chain partner requirements are understood, supply chain members can then:

Accepted Answer

A)  Develop an appropriate information technology system 
B)  Develop their organizational skill sets 
C)  Audit their capabilities to see if they are consistent with the needs of the end customers 
D)  Implement a quality development program for the employees 
A)  Develop an appropriate information technology system 
B)  Develop their organizational skill sets 
C)  Audit their capabilities to see if they are consistent with the needs of the end customers 
D)  Implement a quality development program for the employees

Question 5

A model used for integrating supply chains and measuring partner performance is the SCOR model which separates supply chain operations into four categories: Sourcing, Costs, Operations, and Returns.

Accepted Answer

A) True 
 B)False

Question 6

Companies typically like to design scorecards that fit their business and industry.As a result there are now software applications that can help companies design scorecards that fit their individual needs.These web-based balanced scorecard applications are often referred to as:

Accepted Answer

A)  E-Cards 
B)  Executive Barometers 
C)  Performance dashboards 
D)  SCOR Boards 
A)  E-Cards 
B)  Executive Barometers 
C)  Performance dashboards 
D)  SCOR Boards

Question 7

Cost-based performance measures _____ reflect the underlying performance of the productive systems of an organization.

Accepted Answer

A)  Usually 
B)  Always 
C)  Rarely 
D)  Never 
A)  Usually 
B)  Always 
C)  Rarely 
D)  Never

Question 8

Establishing output or productivity standards creates a goal that can drive employees and managers to do whatever it takes to reach these goals, even if it means damaging the company.

Accepted Answer

A) True 
 B)False

Question 9

In your opinion, how can using organizational costs, revenues, and profitability performance measures be ineffective or even damaging in managing a process, system, or organization?

Accepted Answer

-Environmental, political, and/or econom

Question 10

When utilizing performance standards, the difference between the standard and the actual performance is called the:

Accepted Answer

A)  Productivity Gap 
B)  Organizational Variance 
C)  Certified Variance 
D)  Performance Variance 
A)  Productivity Gap 
B)  Organizational Variance 
C)  Certified Variance 
D)  Performance Variance

Question 11

Traditional performance measures tend to link current operating characteristics to long-term strategies and objectives.

Accepted Answer

A) True 
 B)False

Question 12

A company has 5 employees that work an 8 hour shift.During those eight hours they make 80 units.The labor productivity would be 10 units/hr.

Accepted Answer

A) True 
 B)False

Question 13

According to the SCOR model, which of the following is NOT one of the five supply chain operation process categories?

Accepted Answer

A)  Plan 
B)  Market 
C)  Return 
D)  Source 
A)  Plan 
B)  Market 
C)  Return 
D)  Source

Question 14

Traditional performance measures include:

Accepted Answer

A)  Cost and Revenue 
B)  SCOR and DCOR 
C)  Profit and Perfect Order Fulfillment 
D)  All of the above 
A)  Cost and Revenue 
B)  SCOR and DCOR 
C)  Profit and Perfect Order Fulfillment 
D)  All of the above

Question 15

Which of the following was designed by Kaplan and Norton in an effort to align performance measures with strategic plans and goals?

Accepted Answer

A)  Balanced Scorecard 
B)  SCOR 
C)  DCOR 
D)  GSCM 
A)  Balanced Scorecard 
B)  SCOR 
C)  DCOR 
D)  GSCM

Question 16

The textbook described 7 supply chain specific performance measures adopted by supply chain trading partners to further align supply chain objectives.List FOUR of those metrics.

Accepted Answer

a.Total supply chain management costs
b.

Question 17

Dominant companies within a supply chain can use their buying power to:

Accepted Answer

A)  Leverage demands for supplier conformance to its supply chain requirements 
B)  Eliminate the need for performance metrics 
C)  Increase organizational productivity 
D)  Motivate customers to change their buying preferences 
A)  Leverage demands for supplier conformance to its supply chain requirements 
B)  Eliminate the need for performance metrics 
C)  Increase organizational productivity 
D)  Motivate customers to change their buying preferences

Using cost as a departmental or business unit performance measure can actually result in actions that raise costs for the organization.

Performance measurements:

According to the textbook, which of the following zoos audited their waste recycling performance?

Once the supply chain partner requirements are understood, supply chain members can then:

A model used for integrating supply chains and measuring partner performance is the SCOR model which separates supply chain operations into four categories: Sourcing, Costs, Operations, and Returns.

Companies typically like to design scorecards that fit their business and industry.As a result there are now software applications that can help companies design scorecards that fit their individual needs.These web-based balanced scorecard applications are often referred to as:

Cost-based performance measures _____ reflect the underlying performance of the productive systems of an organization.

Establishing output or productivity standards creates a goal that can drive employees and managers to do whatever it takes to reach these goals, even if it means damaging the company.

In your opinion, how can using organizational costs, revenues, and profitability performance measures be ineffective or even damaging in managing a process, system, or organization?

When utilizing performance standards, the difference between the standard and the actual performance is called the:

Traditional performance measures tend to link current operating characteristics to long-term strategies and objectives.

A company has 5 employees that work an 8 hour shift.During those eight hours they make 80 units.The labor productivity would be 10 units/hr.

According to the SCOR model, which of the following is NOT one of the five supply chain operation process categories?

Traditional performance measures include:

Which of the following was designed by Kaplan and Norton in an effort to align performance measures with strategic plans and goals?

The textbook described 7 supply chain specific performance measures adopted by supply chain trading partners to further align supply chain objectives.List FOUR of those metrics.

Dominant companies within a supply chain can use their buying power to:

Introduction to Supply Chain Management

Purchasing Management

Creating and Managing Supplier Relationships

Ethical and Sustainable Sourcing

Demand Forecasting

Resource Planning Systems

Inventory Management

Process Management: Lean and Six Sigma in the Supply Chain

Domestic U.S.and Global Logistics

Customer Relationship Management

Global Location Decisions

Service Response Logistics

Supply Chain Process Integration

Filters

Exam 14: Performance Measurement Along the Supply Chain

Using cost as a departmental or business unit performance measure can actually result in actions that raise costs for the organization.

Performance measurements:

According to the textbook, which of the following zoos audited their waste recycling performance?

Once the supply chain partner requirements are understood, supply chain members can then:

A model used for integrating supply chains and measuring partner performance is the SCOR model which separates supply chain operations into four categories: Sourcing, Costs, Operations, and Returns.

Companies typically like to design scorecards that fit their business and industry.As a result there are now software applications that can help companies design scorecards that fit their individual needs.These web-based balanced scorecard applications are often referred to as:

Cost-based performance measures _____ reflect the underlying performance of the productive systems of an organization.

Establishing output or productivity standards creates a goal that can drive employees and managers to do whatever it takes to reach these goals, even if it means damaging the company.

In your opinion, how can using organizational costs, revenues, and profitability performance measures be ineffective or even damaging in managing a process, system, or organization?

When utilizing performance standards, the difference between the standard and the actual performance is called the:

Traditional performance measures tend to link current operating characteristics to long-term strategies and objectives.

A company has 5 employees that work an 8 hour shift.During those eight hours they make 80 units.The labor productivity would be 10 units/hr.

According to the SCOR model, which of the following is NOT one of the five supply chain operation process categories?

Traditional performance measures include:

Which of the following was designed by Kaplan and Norton in an effort to align performance measures with strategic plans and goals?

The textbook described 7 supply chain specific performance measures adopted by supply chain trading partners to further align supply chain objectives.List FOUR of those metrics.

Dominant companies within a supply chain can use their buying power to:

Introduction to Supply Chain Management

Purchasing Management

Creating and Managing Supplier Relationships

Ethical and Sustainable Sourcing

Demand Forecasting

Resource Planning Systems

Inventory Management

Process Management: Lean and Six Sigma in the Supply Chain

Domestic U.S.and Global Logistics

Customer Relationship Management

Global Location Decisions

Service Response Logistics

Supply Chain Process Integration

Filters