APICS CSCP Practice Test - Questions Answers, Page 54

The inventory that includes reverse logistics costs is end of lease. End of lease inventory refers to the products or assets that are returned to the owner or lessor at the end of a lease contract1. Reverse logistics costs are the expenses associated with moving and managing products or materials in the opposite direction of the normal supply chain flow, such as returns, repairs, recycling, or disposal2. End of lease inventory involves reverse logistics costs because the owner or lessor has to transport, inspect, refurbish, resell, or dispose of the returned products or assets3. The other types of inventory do not include reverse logistics costs. Anticipation inventory is the inventory that is held in advance of expected demand, such as seasonal or promotional demand4. Hedge inventory is the inventory that is held to protect against unforeseen events, such as price fluctuations, supply disruptions, or demand surges5. Decoupling inventory is the inventory that is held to buffer the dependencies between different stages of the supply chain, such as production, distribution, or sales6. These types of inventory are part of the forward logistics process, where products or materials move from the source to the destination, and do not incur reverse logistics costs.

A critical measure of distribution logistics operating performance is transportation cost reduction. Transportation cost is the amount of money spent on moving products or materials from one location to another, such as from suppliers to warehouses, or from warehouses to customers1. Transportation cost reduction is the process of minimizing the transportation cost by optimizing the transportation modes, routes, frequencies, and capacities2. Transportation cost reduction can improve the distribution logistics operating performance by increasing the profitability, efficiency, and customer satisfaction of the distribution network34. The other options are not as critical or relevant as the correct answer. Part number rationalization is the process of reducing the number of different parts or components used in a product or a process, by standardizing, consolidating, or eliminating them5. It can improve the distribution logistics operating performance by simplifying the inventory management, reducing the inventory cost, and enhancing the quality and reliability of the product or process. However, it is not a direct measure of distribution logistics operating performance, but rather a design or engineering decision that affects the distribution logistics. Improved carrier selection is the process of choosing the best transportation service provider for a given shipment, based on criteria such as cost, speed, reliability, and availability. It can improve the distribution logistics operating performance by reducing the transportation cost, improving the delivery time, and ensuring the safety and security of the shipment. However, it is not a measure of distribution logistics operating performance, but rather a factor or input that affects the distribution logistics. Production lead time reduction is the process of decreasing the amount of time it takes to produce a product or a service, from the start of the production process to the end of the production process. It can improve the distribution logistics operating performance by reducing the inventory level, increasing the responsiveness to demand changes, and enhancing the customer satisfaction. However, it is not a measure of distribution logistics operating performance, but rather a measure of production or manufacturing operating performance.

A company that aims to be environmentally responsible would focus on making its supply chain more efficient to reduce environmental impact.

Resource Efficiency: Increasing process efficiency means using resources more effectively, which reduces waste and energy consumption.

Sustainable Practices: Implementing sustainable practices such as optimizing production processes, reducing emissions, and minimizing waste contributes to environmental responsibility.

Cost Reduction: Efficient processes also lead to cost savings, which can be reinvested in further sustainability initiatives.

Increasing process efficiency aligns with the goal of environmental responsibility by reducing the overall environmental footprint of the supply chain.

Srivastava, Samir K. 'Green supply-chain management: A state-of-the-art literature review.' International Journal of Management Reviews.

Sarkis, Joseph. 'A Strategic Decision Framework for Green Supply Chain Management.' Journal of Cleaner Production.

Purchasing services presents unique challenges compared to purchasing tangible goods. One of the primary difficulties is measuring the quality of services provided. Unlike physical products, services are often intangible and can vary significantly based on the provider's performance, making it challenging to establish objective quality metrics. This subjectivity in service delivery requires robust monitoring and feedback mechanisms to ensure that the services meet the required standards consistently.

Ellram, L. M., Tate, W. L., & Billington, C. (2007). Services supply management: The next frontier for improved organizational performance. California Management Review, 49(4), 44-66.

van der Valk, W., & Rozemeijer, F. (2009). Buying business services: towards a structured service purchasing process. Journal of Services Marketing, 23(1), 3-10.

To find the total cost of supplying the items to the Chicago market from each location, we need to multiply the demand (100,000 items) by the sum of the material and labor cost per item, the shipment cost to market per item, and the import duty per item. The shipment cost to market per item can be obtained by dividing the shipment cost to market per 100 lb. by 100, since each item weighs 1 lb. The raw material shipment from source cost is irrelevant for this question, since it does not affect the total cost to supply the items to the Chicago market. Using this formula, we can calculate the total cost for each location as follows:

Houston: 100,000 x ($7 + $5/100 + $0) = $712,000

Taiwan: 100,000 x ($6 + $6/100 + $2) = $814,000

Chicago: 100,000 x ($10 + $0/100 + $0) = $1,000,000

Seattle: 100,000 x ($12 + $5/100 + $0) = $1,205,000

The location with the lowest total cost is Chicago, with $1,000,000. Therefore, the items should be produced in Chicago to minimize the total cost to supply the items to the Chicago market.

The ultimate goal of a supply contract is to achieve a win-win outcome for both the buyer and the supplier, where they share the risk and increase the profits of their business relationship12. A supply contract can help achieve this goal by establishing clear and fair terms and conditions that align the incentives, expectations, and responsibilities of both parties34. A supply contract can also help foster trust, collaboration, and innovation between the buyer and the supplier, which can enhance their competitive advantage and customer satisfaction .

For a product that requires high quality but is not critical or high-value, the targeted supplier qualification level should be 'Certified.' Certified suppliers have demonstrated their ability to consistently meet quality standards and performance criteria, making them reliable sources for high-quality products. While 'Approved' and 'Preferred' suppliers may meet basic requirements, 'Certified' suppliers have typically undergone more rigorous evaluation processes, ensuring a higher level of quality assurance.

Leenders, M. R., Johnson, P. F., Flynn, A., & Fearon, H. E. (2006). Purchasing and Supply Management. McGraw-Hill.

Trent, R. J. (2005). End-to-End Lean Management: A Guide to Complete Supply Chain Improvement. J. Ross Publishing.

The purpose of the Global Reporting Initiative (GRI) is to summarizesustainability reporting guidelines regardless of country.GRI is an international independent standards organization that provides a common framework and language for organizations to communicate and demonstrate their impacts on economic, environmental, and social issues12.GRI's sustainability reporting guidelines are applicable and relevant for any organization, regardless of its size, sector, or location

Outsourcing innovative components can lead to several risks, but the primary risk is the loss of competitive knowledge:

Intellectual Property: When innovative components are outsourced, there is a risk that critical intellectual property and proprietary knowledge will be transferred to or accessed by suppliers.

Competitive Advantage: These components often embody the firm's core competencies and technological advantages. Losing control over these can diminish the company's competitive edge.

Dependency on Suppliers: Relying on external suppliers for innovative parts can reduce the firm's ability to rapidly adapt and innovate, leading to decreased flexibility and potential delays in response to market changes.

While decreased flexibility and higher carrying costs are concerns, they are secondary to the risk of losing competitive knowledge.

Pisano, Gary P., and Willy C. Shih. 'Restoring American Competitiveness.' Harvard Business Review.

Quinn, James Brian. 'Strategic Outsourcing: Leveraging Knowledge Capabilities.' Sloan Management Review.