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A company finds that one of its warehouses is out of capacity to store products. Expanding the physical size of the warehouse is not an option. The most appropriate solution would be to increase the:
The purpose of price differentiation is to:
In a make-or-buy decision, if the product is modular and the company is dependent on knowledge and capacity, outsourcing most likely will be:
A company's annual cost of goods sold is $350 million, and inventory carrying cost is 18%. The company averages four inventory turns. The cost savings resulting from increasing inventory turns from four to six would be:
For an item with high profit impact and low supply risk, what would be a likely procurement strategy to support the overall supply strategy?
Supply chains delivering products or services are most able to respond quickly to changing market requirements when:
Throughout most of the supply chain, safety stock will be de-emphasized as a result of improved:
The primary risk associated with outsourcing innovative components to suppliers is:
The practice of supply chain members acting in close collaboration while retaining independent ownership is known as:
A company considers moving a portion of its production to a distant country to support a major customer. Which of the following actions is most effective in mitigating the risk of financial loss in the event of a global economic downturn?

Question 218 - CSCP discussion

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A manufacturer has direct relationships with its tier 1 suppliers. Which of the following supplier capabilities is a benefit to the manufacturer establishing a direct relationship with lower-tier suppliers?

A.
Provides smaller lot sizes
Answers
A.
Provides smaller lot sizes
B.
Provides components with short lead times
Answers
B.
Provides components with short lead times
C.
Provides Just in Time deliveries
Answers
C.
Provides Just in Time deliveries
D.
Provides information about impending shifts in the economy
Answers
D.
Provides information about impending shifts in the economy
Suggested answer: D

Explanation:

Establishing direct relationships with lower-tier suppliers allows a manufacturer to gain critical insights and information that may not be available through tier 1 suppliers alone. Lower-tier suppliers often have a closer connection to the raw materials market and can provide early warnings about impending shifts in the economy, such as changes in raw material availability, price fluctuations, and other economic indicators. This information is invaluable for strategic planning and risk management. Options like smaller lot sizes, short lead times, and Just in Time (JIT) deliveries are operational benefits that typically arise from the tier 1 supplier relationships.

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

Monczka, R. M., Handfield, R. B., Giunipero, L. C., & Patterson, J. L. (2016). Purchasing and Supply Chain Management. Cengage Learning.

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asked 16/09/2024
Nathan Phelan
48 questions
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