Supply Management

Chapter 3 Supply Management: An Organization Spanning Activity

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1. As a philosophy, SM spans functional boundaries and company borders. .....: .....

2. Two sources of materials are internal production and external sources, where external sources are increasingly being used over internal production. .....: .....

3. In assuming greater strategic responsibility, the activities of supply managers increasingly span organizational boundaries. .....: .....

4. Efforts to improve do not cease at an organization's internal functions, but should span over the supply chain as well. .....: .....

5. In non-manufacturing organizations, supply management often must lead the requirements process. .....: .....

6. Supply management has a major impact on the efficient and effective use of our tax dollars at all levels of government. .....: .....

7. Many advances in supply management originated in the federal government. .....: .....

8. Virtually all of the problems present in manufacturing organizations are present in government procurement. .....: .....

9. Supply management's two primary interests relative to their key suppliers are quality and delivery. .....: .....

10. Among the reasons that supply management professionals should be involved in new product development are to clarify cost and provide information on the availability of materials. .....: .....

11. One of the objectives of a supply environment monitoring system is to protect the buying firm from unexpected threats or shocks from suppliers. .....: .....

12. A common conflict of interest between supply management and accounts payable is the timely payment to suppliers. .....: .....

13. Communication between manufacturing, marketing and supply management is required to accurately modify manufacturing schedules at the firm's suppliers when