SCM Quiz 04

Quiz 04

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Diese Lernkarten vermitteln vertieftes Wissen zu Supply Chain Management mit Fokus auf Prozesse, Kundenanforderungen und Produktionsabläufe. Zentrale Themen wie Operations- und Supply-Chain-Strategien, das SCOR-Modell sowie Kundenentkopplungspunkte werden anhand konkreter Modelle und Fallbeispiele analysiert. Studierende profitieren von praxisnahen Einblicken in Planung, Qualitätssicherung und Transformationsprozesse, um strategische Entscheidungen in der Wertschöpfungskette fundiert zu treffen.

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Which statements regarding the Funnel Model in production are true, and which are false?

The funnel model represents a waiting system.

Performance (L_m) describes the average inventory in the system.

Inventory can be derived from entries and exits.

The funnel model views the transformation process as a “black box.”

Which statements regarding a Transformation Process are true, and which are false?

Information is combined with expert knowledge in “Operations” and thus gains substance.

In the transformation process “emergency room of a hospital” patients are an input.

“Operations” describes the transformation process from inputs and production factors to outputs.

Production factors are exclusively raw materials, goods and knowledge.

Which statements regarding the SCOR model are true, and which are false?

An example for the process area “Enable” is risk management.

On the design level, the process categories are broken down into process elements.

The return flow of defective products or surplus articles is not depicted in the SCOR model.

On the configuration level, the process areas of the first level are broken down into process categories.

Assign the following aspects to the corresponding operations strategy (Market-oriented approach / Benefit-oriented approach)

Coordination of Marketing and Operations

Orientation solely to the customers

Orientation towards all stakeholders of the company

Order control by pull principle

Tapping into external technology potentials

Tapping into internal human potential

Coordination of Marketing and Operations → Market-oriented approach

Orientation solely to the customers → Market-oriented approach

Orientation towards all stakeholders of the company → Benefit-oriented approach

Order control by pull principle → Market-oriented approach

Tapping into external technology potentials → Benefit-oriented approach

Tapping into internal human potential → Benefit-oriented approach

Which statements regarding Operations Strategies are true, and which are false?

Series production is characterized by more variants than variant production.

Series production contains a basic product with a higher product variety (e.g. car).

Mass production means highly automated production processes and no, or only a few, product variants.

As a general rule, the number of variants usually decreases with increasing quantities.

Assign the described features to the appropriate service (Investment advisory / Online Banking)

Multi-component product with complex structure

Mass production

Customer has no influence on the production process

High demand fluctuation

Standard product without variants

Individual and small series production

Multi-component product with complex structure → Investment advisory

Mass production → Online Banking

Customer has no influence on the production process → Online Banking

High demand fluctuation → Investment advisory

Standard product without variants → Online Banking

Individual and small series production → Investment advisory

Which statements regarding Operations Management, respectively “Operations”, are true, and which are false?

Operations Management is the planning and operation of the order fulfillment process (operations process) for the production of goods and services.

The task of “Operations” is to provide services to the customer on time and in the expected quality.

“Operations” creates the sales plans for production planning.

“Operations” does not belong to the entrepreneurial core processes.

Assign the following aspects to the suitable customer-specific final combinations of services (Passive customer participation / Active customer participation)

Sovereignty over time through service provider

Strongly different services

Pre-combination consists only of professional, methodological and social competence

Large fluctuations in timing depending upon the customer

High planning reliability of the service provider

Customers express additional wishes and ask questions

Sovereignty over time through service provider → Passive customer participation

Strongly different services → Passive customer participation

Pre-combination consists only of professional, methodological and social competence → Active customer participation

Large fluctuations in timing depending upon the customer → Active customer participation

High planning reliability of the service provider → Passive customer participation

Customers express additional wishes and ask questions → Active customer participation

Assign the following activities to the SCOR model process areas (Plan / Make / Deliver / Source)

Decisions regarding Make-or-Buy

Production process (engineering, quality assurance)

Warehouse management (picking, packing, shipping)

Compare sources of supply (security of supply)

Manage customer orders manage (order entry, invoicing, collections)

Production of requested goods

Receiving, quality control, storage, payment

Determine supply and demand structures

Decisions regarding Make-or-Buy → Plan

Production process (engineering, quality assurance) → Make

Warehouse management (picking, packing, shipping) → Deliver

Compare sources of supply (security of supply) → Source

Manage customer orders manage (order entry, invoicing, collections) → Deliver

Production of requested goods → Make

Receiving, quality control, storage, payment → Source

Determine supply and demand structures → Plan

Which statements regarding Manufacturing Systems are true, and which are false?

PPS systems are used for internal accounting.

The production planning includes scheduling and capacity leveling.

MRP systems offer functions for the calculation of demand dates.

MRP II systems include upstream planning stages.

Which statements regarding the Customer Decoupling Point are true, and which are false?

The order-anonymous pre-production of individual parts and assemblies enables “Assemble-to-Order”.

With “Assemble-to-Order”, the first manufacturing steps begin after receipt of customer orders.

With “Make-to-Stock”, product development only begins with customer inquiries.

The Customer Decoupling Point represents the start of the sales order related activities.

Which statements regarding Operations Strategies are true, and which are false?

Niche strategies are characterized by unique features, high quality and high customer willingness to pay for them.

Flexibility is at the heart of the differentiation strategy.

Cost leadership is achieved primarily through economies of scale.

The “Magic Pentagon” is characterized by goal alignment.

Which statements regarding the SCOR Model are true, and which are false?

The top level (Level 1) in the SCOR model deals with planning, procurement, production, delivery and return.

An advantage of the SCOR model is an optimized cost and performance structure.

The focus on level 2 (configuration level) consists in the definition of process elements and the determination of input-output relationships for each process element.

The SCOR model pursues three objectives: evaluate and compare performance of value chains, design and optimization of value chains across organizational boundaries and identify areas of application for IT in the value chains.

Assign the following aspects to either “Operations Management” or “Operational Management”.

Further develop existing processes and structures

Convert customer orders into internal orders

Implement and monitor plans

Decide and act according to strategic guidelines on a daily basis

Includes the operational, tactical and strategic levels

Ensure long-term economic operation

Further develop existing processes and structures → Operations Management

Convert customer orders into internal orders → Operational Management

Implement and monitor plans → Operational Management

Decide and act according to strategic guidelines on a daily basis → Operational Management

Includes the operational, tactical and strategic levels → Operations Management

Ensure long-term economic operation → Operations Management

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SCM Quiz 04

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