Supply Chain Strategic Fit – True or False

Yes or No

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Test your knowledge of supply chain basics

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Муштарий Мухиддинова

Uzbekistan

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Supply Chain Strategic Fit – True or False


Supply Chain Strategic Fit – True or FalseOnline version Test your knowledge of supply chain basics by Муштарий Мухиддинова 1 One of the six design options for distribution networks is Manufacturer storage with direct shipping. Yes No 2 A push/pull boundary separates push processes from pull processes. Yes No 3 Transportation moves the product between stages in the supply chain. Yes No 4 A supply chain includes manufacturers, suppliers, transporters, warehouses, retailers, and customers. Yes No 5 The Cycle View organizes processes by the geographic distance between stages rather than timing. Yes No 6 CRM, ISCM, and SRM are only external activities dealing with suppliers or customers, not internal processes. Yes No 7 The push view includes all processes initiated only by customer orders with no anticipatory activities. Yes No 8 Customer experience is completely independent of the distribution network chosen. Yes No 9 Little’s law: I = D * T. Yes No 10 Manufacturer storage with direct shipping guarantees the fastest time to market for all products. Yes No 11 The Cycle View divides processes into cycles at the interface between successive stages of the supply chain. Yes No 12 The optimal supply chain minimizes total cost regardless of demand uncertainty. Yes No 13 Pricing decisions have no impact on demand profiles. Yes No 14 Retail storage with customer pickup can provide same-day, immediate pickup for items stored locally at the pickup site. Yes No 15 Facilities are the physical locations where product is stored, assembled, or fabricated. Yes No 16 Push processes are always faster than pull processes. Yes No 17 The objective of a supply chain is to maximize individual departmental performance rather than total value. Yes No 18 In a supply chain, customer value is not considered when calculating surplus. Yes No 19 Supply chain planning decisions start with a forecast of demand in the coming year. Yes No 20 A key goal of distribution network design is to balance value provided to the customer with the cost of meeting their needs. Yes No 21 There are three key supply chain decision phases: design (strategy), planning, and operation. Yes No 22 In-transit merge networks incur higher transportation costs than direct shipping. Yes No 23 Retail storage with customer pickup always has the lowest inventory costs among all options. Yes No 24 The objective of a supply chain is to maximize overall value generated, i.e., maximize the difference between customer value and supply chain cost. Yes No 25 The In-Transit Merge Network has a service dimension with response time similar to drop-shipping. Yes No 26 The number of facilities has no impact on transportation costs. Yes No 27 Cycle view divides processes at interfaces between successive stages of the supply chain. Yes No 28 The Push/Pull boundary is not used to separate push from pull processes in any part of the supply chain. Yes No 29 Facilities only include production sites and storage facilities are not considered in decision making. Yes No 30 Flow time efficiency is the ratio of theoretical flow time to actual flow time. Yes No 31 The objective of a supply chain is to minimize total cost regardless of customer value. Yes No 32 Supplier lead time measures the average time between order placement and arrival. Yes No 33 The objective of a supply chain is to maximize overall value generated, i.e., supply chain surplus = customer value minus supply chain cost. Yes No 34 Forecast horizon must be shorter than the lead time. Yes No 35 Supply chain surplus is calculated as customer value plus supply chain cost. Yes No 36 Distributor storage with carrier delivery offers faster response time than some other storage options. Yes No 37 The Push/Pull View classifies processes depending on whether they are executed in response to a customer order or in anticipation of customer orders. Yes No 38 Seasonal inventory is built up to counter unpredictable variability in demand. Yes No 39 Little’s law is I = D / T. Yes No 40 Strategic fit means the competitive strategy and supply chain strategies align to achieve goals. Yes No

Supply Chain Strategic Fit – True or False

Yes or No

About this activity

Created by

Download the paper version to play

Top Games

Yes or No

Grammys for best song/record

Yes or No

Adjective Checker

Yes or No

Foot and Ankle Anatomy Quiz

Yes or No

Is it true?

Yes or No

Is it created with Artificial Intelligence? - Complete game

Supply Chain Strategic Fit – True or FalseOnline version

by Муштарий Мухиддинова

One of the six design options for distribution networks is Manufacturer storage with direct shipping.

A push/pull boundary separates push processes from pull processes.

Transportation moves the product between stages in the supply chain.

A supply chain includes manufacturers, suppliers, transporters, warehouses, retailers, and customers.

The Cycle View organizes processes by the geographic distance between stages rather than timing.

CRM, ISCM, and SRM are only external activities dealing with suppliers or customers, not internal processes.

The push view includes all processes initiated only by customer orders with no anticipatory activities.

Customer experience is completely independent of the distribution network chosen.

Little’s law: I = D * T.

Manufacturer storage with direct shipping guarantees the fastest time to market for all products.

The Cycle View divides processes into cycles at the interface between successive stages of the supply chain.

The optimal supply chain minimizes total cost regardless of demand uncertainty.

Pricing decisions have no impact on demand profiles.

Retail storage with customer pickup can provide same-day, immediate pickup for items stored locally at the pickup site.

Facilities are the physical locations where product is stored, assembled, or fabricated.

Push processes are always faster than pull processes.

The objective of a supply chain is to maximize individual departmental performance rather than total value.

In a supply chain, customer value is not considered when calculating surplus.

Supply chain planning decisions start with a forecast of demand in the coming year.

A key goal of distribution network design is to balance value provided to the customer with the cost of meeting their needs.

There are three key supply chain decision phases: design (strategy), planning, and operation.

In-transit merge networks incur higher transportation costs than direct shipping.

Retail storage with customer pickup always has the lowest inventory costs among all options.

The objective of a supply chain is to maximize overall value generated, i.e., maximize the difference between customer value and supply chain cost.

The In-Transit Merge Network has a service dimension with response time similar to drop-shipping.

The number of facilities has no impact on transportation costs.

Cycle view divides processes at interfaces between successive stages of the supply chain.

The Push/Pull boundary is not used to separate push from pull processes in any part of the supply chain.

Facilities only include production sites and storage facilities are not considered in decision making.

Flow time efficiency is the ratio of theoretical flow time to actual flow time.

The objective of a supply chain is to minimize total cost regardless of customer value.

Supplier lead time measures the average time between order placement and arrival.

The objective of a supply chain is to maximize overall value generated, i.e., supply chain surplus = customer value minus supply chain cost.

Forecast horizon must be shorter than the lead time.

Supply chain surplus is calculated as customer value plus supply chain cost.

Distributor storage with carrier delivery offers faster response time than some other storage options.

The Push/Pull View classifies processes depending on whether they are executed in response to a customer order or in anticipation of customer orders.

Seasonal inventory is built up to counter unpredictable variability in demand.

Little’s law is I = D / T.

Strategic fit means the competitive strategy and supply chain strategies align to achieve goals.