Supply Chain Performance: Achieving Strategic Fit And Scope

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Questions Bank

Understanding the Supply Chain
Supply Chain Performance: Achieving Strategic Fit and Scope
Supply Chain Drivers and Metrics
Designing Distribution Networks and Applications to e-Business
Network Design in the Supply Chain
Designing Global Supply Chain Networks
Demand Forecasting in a Supply Chain
Aggregate Planning in a Supply Chain
Sales and Operations Planning: Planning Supply and Demand in a Supply Chain
Coordination in a Supply Chain
Managing Economies of Scale in the Supply Chain: Cycle Inventory
Managing Uncertainty in a Supply Chain: Safety Inventory
Determining the Optimal Level of Product Availability
Transportation in a Supply Chain
Sourcing Decisions in a Supply Chain
Pricing and Revenue Management in a Supply Chain
Sustainability and the Supply Chain

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Question 1

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A company's competitive strategy defines the set of customer needs that it seeks to satisfy through its products and services.

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Question 2

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The value chain emphasizes the close relationship between all the functional strategies within a company.

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Question 3

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A company's product development strategy defines the set of customer needs that it seeks to satisfy through its products and services.

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Question 4

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A company's product development strategy specifies the portfolio of new products that it will try to develop.

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Question 5

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Supply chain strategy specifies what the operations, distribution, and service functions, whether performed in-house or outsourced, should do particularly well.

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Question 6

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A company's supply chain strategy determines the nature of procurement and transportation of materials as well as the manufacture and distribution of the product.

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Question 7

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The degree of supply chain responsiveness should be consistent with the implied uncertainty.

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Question 8

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To achieve complete strategic fit, a firm must ensure that all functions in the value chain have diverse strategies that support functional goals.

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Question 9

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Because demand and supply characteristics change, the supply chain strategy must change over the product life cycle if a company is to continue achieving strategic fit.

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Question 10

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To retain strategic fit, supply chain strategy must be adjusted over the life cycle of a product and as the competitive landscape changes.

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Question 11

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The intercompany scope of strategic fit is no longer relevant today because the competitive playing field has shifted from company versus company to supply chain versus supply chain.

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Question 12

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The interoperation scope has each stage of the supply chain devising its strategy independently.

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Question 13

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Intraoperation scope resulted in minimal supply chain surplus.

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Question 14

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An example of intrafunctional scope is that outsourcing a key component is reasonable if the savings in staying current in technology results in improved performance in other areas of R&D that permit improved overall performance.

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Question 15

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If all functional strategies are deliberately aligned with each other and with the overall competitive strategy, then the company profit will be maximized.

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Question 16

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Intercompany scope is broader than intrafunctional scope.

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Question 17

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Monolithic Lumber has purchased timber from Bunyan Axe, the same wholly-owned subsidiary, for the last two centuries and plans to do so for another two centuries. It is crucial that Monolithic continue to demonstrate an agile company scope.

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Question 18

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Greater product variety and shorter life cycles result in shorter windows of opportunity for a supply chain to achieve fit.

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Question 19

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Globalization has increased the opportunities and decreased the risks for supply chains.

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Question 20

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Over the past several decades, the supply chains of most firms have become easier to coordinate.

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