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Relationships / SCMN. Clay Usery. 1) Which is not a type of business relationship?. Collaborative Contractual Transactional Alliance. 1) Which is not a type of business relationship?. Collaborative Contractual Transactional Alliance.

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1 which is not a type of business relationship

1) Which is not a type of business relationship?

Collaborative

Contractual

Transactional

Alliance

1 which is not a type of business relationship1

1) Which is not a type of business relationship?

Collaborative

Contractual

Transactional

Alliance

2 transactional relationships involve all these except

2)Transactional Relationships involve all these except:

Transitory

Cost-Driven

High Product Cost

Arm’s Length

2 transactional relationships involve all these except1

2)Transactional Relationships involve all these except:

Transitory

Cost-Driven

High Product Cost

Arm’s Length

3 some barriers to strategic alliances are all of the following except
3) Some barriers to Strategic Alliances are all of the following except:
  • A. Unwillingness among managers to share sensitive info.
  • B. Failure to consider realities of the partner’s situation.
  • C. Belief that alliance partner is only as good as last performance.
  • D. Decreased flexibility by having a dedicated alliance.
3 some barriers to strategic alliances are all of the following except1
3) Some barriers to Strategic Alliances are all of the following except:
  • A. Unwillingness among managers to share sensitive info.
  • B. Failure to consider realities of the partner’s situation.
  • C. Belief that alliance partner is only as good as last performance.
  • D. Decreased flexibility by having a dedicated alliance.
4 an evergreen contract is a contract that

4) An Evergreen contract is a contract that:

Has no end point

Promotes economic responsibility through collaboration

Continually improves over life of contract

Starts an environmentally-friendly philanthropic venture.

4 an evergreen contract is a contract that1

4) An Evergreen contract is a contract that:

Has no end point

Promotes economic responsibility through collaboration

Continually improves over life of contract

Starts an environmentally-friendly philanthropic venture.

5 which is not an important factors of success in buyer supplier relationship

5) Which is not an important factors of success in buyer-supplier relationship

two-way communication

Supplier’s responsiveness to supply management needs.

Clear product specs.

Clear mutual goal of relationship.

5 which is not an important factors of success in buyer supplier relationship1

5) Which is not an important factors of success in buyer-supplier relationship

two-way communication

Supplier’s responsiveness to supply management needs.

Clear product specs.

Clear mutual goal of relationship.

5 which is not an important factors of success in buyer supplier relationship2

5) Which is not an important factors of success in buyer-supplier relationship

two-way communication

Supplier’s responsiveness to supply management needs.

Clear product specs.

Clear mutual goal of relationship.

5 which is not an important factors of success in buyer supplier relationship3

5) Which is not an important factors of success in buyer-supplier relationship

two-way communication

Supplier’s responsiveness to supply management needs.

Clear product specs.

Clear mutual goal of relationship.

6 which function does not promote trust in a relationship

6) Which function does not promote trust in a relationship?

On-time payment

Leverage

Shared risk/reward

Investing in each other’s capabilities

6 which function does not promote trust in a relationship1

6) Which function does not promote trust in a relationship?

On-time payment

Leverage

Shared risk/reward

Investing in each other’s capabilities

7 which is not a benefit of a supply alliance

7) Which is not a benefit of a supply alliance?

Lower total cost

Reduced time to market

Increased intermediation

Improved continuity of supply

7 which is not a benefit of a supply alliance1

7) Which is not a benefit of a supply alliance?

Lower total cost

Reduced time to market

Increased intermediation

Improved continuity of supply

8 which is an appropriate situation for an alliance

8) Which is an appropriate situation for an Alliance?

Non-competitive market

Supplier dependency creation

Neglected areas of business

Low switching cost

8 which is an appropriate situation for an alliance1

8) Which is an appropriate situation for an Alliance?

Non-competitive market

Supplier dependency creation

Neglected areas of business

Low switching cost

10 iso stands for

10) ISO stands for:

International Organization for Standardization

10 iso stands for1

10) ISO stands for:

International Organization for Standardization

11 which relationship is most appropriate for the acquiring of commodities

11) Which relationship is most appropriate for the acquiring of commodities?

Transactional

Strategic

Collaborative

Contractual

11 which relationship is most appropriate for the acquiring of commodities1

11) Which relationship is most appropriate for the acquiring of commodities?

Transactional

Strategic

Collaborative

Contractual

12 which is the term for cutting out of certain parts of the supply chain

12) Which is the term for cutting out of certain parts of the supply chain?

Collaboration

Streamlining

Disintermediation

Made-to-order fulfillment

12 which is the term for cutting out of certain parts of the supply chain1

12) Which is the term for cutting out of certain parts of the supply chain?

Collaboration

Streamlining

Disintermediation

Made-to-order fulfillment

13 an ombudsman is a

13) An Ombudsman is a:

Chief ethics officer for collaborative relationships.

Initiator of strategic alliance

Overseer of shared financial books

Go between for two firms to communicate disputes.

13 an ombudsman is a1

13) An Ombudsman is a:

Chief ethics officer for collaborative relationships.

Initiator of strategic alliance

Overseer of shared financial books

Go between for two firms to communicate disputes.

14 which is not a result of a buyback contract

14) Which is not a result of a buyback contract:

Increased retail level of product availibility.

Increased information distortion of supply chain.

Supplier response to customer demand.

Increased risk for retailer.

14 which is not a result of a buyback contract1

14) Which is not a result of a buyback contract:

Increased retail level of product availibility.

Increased information distortion of supply chain.

Supplier response to customer demand.

Increased risk for retailer.

15 trust in a relationship is not

15) Trust in a relationship is not :

Two-sided

Personal

Open Information Sharing

Objectively Evaluated

15 trust in a relationship is not1

15) Trust in a relationship is not :

Two-sided

Personal

Open Information Sharing

Objectively Evaluated

16 an effective negotiator has all these traits except

16) An effective negotiator has all these traits except:

Self-control

Verbal Clarity

Broad based training

Tact

16 an effective negotiator has all these traits except1

16) An effective negotiator has all these traits except:

Self-control

Verbal Clarity

Broad based training

Tact

17 hard bargaining tactics should only be used when

17) Hard-Bargaining tactics should only be used when:

More cooperative efforts have failed.

Long-term partnerships are the goal.

When using win-win tactics.

All of the above.

17 hard bargaining tactics should only be used when1

17) Hard-Bargaining tactics should only be used when:

More cooperative efforts have failed.

Long-term partnerships are the goal.

When using win-win tactics.

All of the above.

18 what is the major reason manager s are unable to share information in partnerships

18) What is the major reason manager’s are unable to share information in partnerships.

Technology

Willingness

Connectivity

Power

18 what is the major reason manager s are unable to share information in partnerships1

18) What is the major reason manager’s are unable to share information in partnerships.

Technology

Willingness

Connectivity

Power

19 the more fairly the stronger partner treats the weaker partner the more likely that

19) The more fairly the stronger partner treats the weaker partner the more likely that:

The two partners will become equal

The strong partner will become stronger

The relationship will become stronger

The weak partner will become weaker

19 the more fairly the stronger partner treats the weaker partner the more likely that1

19) The more fairly the stronger partner treats the weaker partner the more likely that:

The two partners will become equal

The strong partner will become stronger

The relationship will become stronger

The weak partner will become weaker

20 vendor managed inventory is managed by the until purchase by the consumer

20)Vendor-Managed Inventory is managed by the _______ until purchase by the consumer.

Supplier

Retailer

Third Party

20 vendor managed inventory is managed by the until purchase by the consumer1

20)Vendor-Managed Inventory is managed by the _______ until purchase by the consumer.

Supplier

Retailer

Third Party

21 in a continuous replenishment program in store inventory is owned by the

21) In a Continuous Replenishment Program in-store inventory is owned by the ________.

Retailer

Supplier

Third Party

21 in a continuous replenishment program in store inventory is owned by the1

21) In a Continuous Replenishment Program in-store inventory is owned by the ________.

Retailer

Supplier

Third Party

22 fluctuations of orders increase as they move from the retailer to manufacturer in the

22) Fluctuations of orders increase as they move from the retailer to manufacturer in the:

Disintermediation

Supply Chain Decentralization

The Bullwhip effect

Strategic to transactional reversal

22 fluctuations of orders increase as they move from the retailer to manufacturer in the1

22) Fluctuations of orders increase as they move from the retailer to manufacturer in the:

Disintermediation

Supply Chain Decentralization

The Bullwhip effect

Strategic to transactional reversal

23 an effective way to improve supplier performance is to

23) An effective way to improve supplier performance is to:

Impose a supplier development program.

Use hard-bargaining tactics

Share core competencies with supplier.

All of the above.

23 an effective way to improve supplier performance is to1

23) An effective way to improve supplier performance is to:

Impose a supplier development program.

Use hard-bargaining tactics

Share core competencies with supplier.

All of the above.

slide50

24) Companies use marketing strategies to market products to customers using all these strategies except:

Cost leadership strategy

Market scope

Differentiation

Focus based

slide51

24) Companies use marketing strategies to market products to customers using all these strategies except:

Cost leadership strategy

Market scope

Differentiation

Focus based