APICS CSCP Practice Test - Questions Answers, Page 24

Entering into annual contracts with key suppliers based on forecasts typically allows a company to negotiate better pricing due to the guaranteed volume over a set period. Suppliers are more likely to offer discounts and favorable terms when they have a predictable and steady demand. This approach can also lead to cost savings from bulk purchasing and long-term relationships, contributing to lower procurement costs. While shorter delivery lead times, improved service, and higher-quality products are potential benefits, the most direct and likely benefit from this approach is lower prices.

Monczka, R. M., Handfield, R. B., Giunipero, L. C., & Patterson, J. L. (2020). Purchasing and Supply Chain Management. Cengage Learning.

Burt, D. N., Petcavage, S., & Pinkerton, R. (2010). Supply Management. McGraw-Hill Education.

When a company relocates production to a lower-wage country, fluctuations in currency exchange rates can significantly impact profitability without affecting the product's landed costs. Exchange rate volatility can lead to unexpected increases in costs when converting foreign earnings back to the home currency or when paying for imported materials and services in a foreign currency. This can erode the cost advantages gained from lower wages. In contrast, changes in labor costs, commodity prices, and product quality typically affect the direct costs and product landed costs.

Christopher, M. (2016). Logistics & Supply Chain Management. Pearson.

Chopra, S., & Meindl, P. (2016). Supply Chain Management: Strategy, Planning, and Operation. Pearson.

Days of supply is a measure that indicates how long current inventory will last based on forecasted demand. For this measure to be effective, it assumes that the forecast for the item usage is reasonably accurate. If the forecast is not accurate, the days of supply metric will not provide a reliable indication of how long the inventory will last. Other options like the correctness of the reorder point, the product life cycle phase, or the use of statistical process control (SPC) are relevant to inventory management but are not directly related to the accuracy needed for using days of supply as a measure.

Stevenson, W. J. (2018). Operations Management. McGraw-Hill Education.

Chopra, S., & Meindl, P. (2016). Supply Chain Management: Strategy, Planning, and Operation. Pearson.

The bullwhip effect refers to the phenomenon where small fluctuations in demand at the consumer level cause progressively larger fluctuations in demand at the wholesale, distributor, manufacturer, and raw material supplier levels. One effective method to minimize the bullwhip effect is reducing lead time. Shorter lead times allow for more frequent and smaller replenishment orders, which align more closely with actual demand patterns and reduce the impact of demand variability. This helps in smoothing out the supply chain and reducing excess inventory and stockouts. Outsourcing noncore activities, reducing SKUs, and increasing factory inventory do not directly address the issue of demand amplification like reducing lead times does.

Lee, H. L., Padmanabhan, V., & Whang, S. (1997). The Bullwhip Effect in Supply Chains. MIT Sloan Management Review.

Simchi-Levi, D., Kaminsky, P., & Simchi-Levi, E. (2008). Designing and Managing the Supply Chain: Concepts, Strategies, and Case Studies. McGraw-Hill.

A demand-driven supply network relies on the synchronization of demand information between all stakeholders in the supply chain. This synchronization ensures that all parties have access to accurate and timely demand data, enabling better alignment of production, inventory, and distribution with actual market needs. Automatic communications from POS terminals, joint safety stock determinations, and single sourcing are important elements but do not capture the full scope of the collaborative alignment required for a demand-driven approach. The core requirement is that demand information is shared and utilized across the supply chain to drive operational decisions.

Christopher, M. (2016). Logistics & Supply Chain Management. Pearson.

Chopra, S., & Meindl, P. (2016). Supply Chain Management: Strategy, Planning, and Operation. Pearson.

Fixed costs are those expenses that remain constant regardless of the volume of output produced. These costs do not fluctuate with changes in production levels, making them independent of output volume. Examples of fixed costs include rent, salaries, and insurance. They are incurred even when production levels are zero. Fixed costs are not dependent on asset utilization, inversely proportionate to output, or constant through the useful life of the asset but are instead constant in relation to production volume.

Horngren, C. T., Datar, S. M., & Rajan, M. V. (2014). Cost Accounting: A Managerial Emphasis. Pearson.

Drury, C. (2013). Management and Cost Accounting. Cengage Learning.

Implementing collaborative interorganizational systems refers to the use of integrated technological systems that enable real-time communication, data sharing, and coordination among trading partners. This action can quickly improve economic performance due to several reasons:

Enhanced Information Flow: Real-time data sharing leads to better demand forecasting, inventory management, and reduced bullwhip effects.

Increased Efficiency: Streamlined processes and improved coordination reduce lead times and operational inefficiencies.

Cost Savings: Reduction in excess inventory and better resource utilization lead to lower operational costs.

Improved Responsiveness: Faster response to market changes and customer demands improves service levels and customer satisfaction.

Collaboration Benefits: Joint problem-solving and innovation can create new market opportunities and competitive advantages.

Chopra, S., & Meindl, P. (2016). Supply Chain Management: Strategy, Planning, and Operation. Pearson.

Simchi-Levi, D., Kaminsky, P., & Simchi-Levi, E. (2008). Designing and Managing the Supply Chain. McGraw-Hill.

When selecting suppliers for long-term, mutually profitable relationships, financial viability is crucial because:

Stability: Financially viable suppliers are more likely to be stable and reliable, ensuring continuous supply without interruptions.

Capacity for Investment: Suppliers with strong financial health can invest in technology, innovation, and capacity expansion to meet future demands.

Risk Mitigation: Financially sound suppliers are less likely to face bankruptcy or financial distress, reducing supply chain risks.

Negotiation Leverage: Buyers can negotiate better terms and conditions with financially stable suppliers, ensuring fair pricing and quality.

Support for Growth: Financially viable suppliers can support the buyer's growth plans and collaborate on long-term strategic initiatives.

Monczka, R., Handfield, R., Giunipero, L., & Patterson, J. (2015). Purchasing and Supply Chain Management. Cengage Learning.

Burt, D. N., Dobler, D. W., & Starling, S. L. (2003). World Class Supply Management: The Key to Supply Chain Management. McGraw-Hill.

In a supply chain, a high level of variability is undesirable because:

Demand Uncertainty: High variability in demand makes forecasting difficult, leading to inventory imbalances.

Production Disruptions: Variability in production processes can cause delays, affecting the entire supply chain.

Increased Costs: Managing variability often requires holding higher safety stocks, leading to increased holding costs.

Service Level Impacts: Variability can cause stockouts or overstock situations, negatively impacting customer service levels.

Complexity in Coordination: High variability complicates planning and coordination efforts across the supply chain, reducing overall efficiency.

Chopra, S., & Meindl, P. (2016). Supply Chain Management: Strategy, Planning, and Operation. Pearson.

Simchi-Levi, D., Kaminsky, P., & Simchi-Levi, E. (2008). Designing and Managing the Supply Chain. McGraw-Hill.