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PSCM
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PSCM
8 All weeks
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The trend towards outsourcing caused the development of the purchasing function from an administrative towards a strategic function = true The main focus of the purchasing function today is the buying of raw materials and product parts = false Because of outsourcing all supply chains are increasing in length = false Supply chain management is mainly about the management of relationships between a number of organizations = true Technological developments stimulated the importance of purchasing management and gave it a position within supply chain management = true Systems integrators are usually situated at the end of the supply chain = false A supply chain is a collection of dyadic relations between organizations = false Sustainability further increases the complexity of supply chain management because it causes a web of horizontal and vertical relationships between all kinds of stakeholders = true Purchasing forms the linking pin between organizations in a supply chain = false The outsourcing decision is mainly concerned about low-cost production = false The natural resource based view harms sustainability activities since it motivates firms to keep key knowledge on cleaner production for themselves = true Transaction Cost Economics neglects behavioral issues = false Both the resource based view and transaction cost economics serve as theoretical models that explain make or buy decisions = true Both the resource based view and transaction cost economics neglect the importance of supply chain relations = true A distant from core resource with relatively high asset specificity should be outsourced = false The decision for Low cost country sourcing is purely led by transaction cost economics = false Global sourcing will have a larger impact on environmental and social sustainability than international sourcing = true Quality issues often offset the cost advantages of global sourcing = true Global sourcing may be more advantageous for firms conducting a differentiation strategy than for firms conducting a cost leadership strategy = false Due to global sourcing, up-stream firms in Western countries have lost their core resources, which complicates the decision to re-shore for the focal firm = true Integration of previously isolated organisations is the core of supply chain management = true { /* (pscm2.t2k) } Lean production focuses on using the exact amount of resources needed, thus reducing environmental waste = false { /* (pscm2.t2k) } The decoupling point identifies how far forecast driven production reaches into the supply chain = true { /* (pscm2.t2k) } In an agile supply chain, waste will be reduced by keeping customized semi-finished components in inventory that can readily be assembled when the customer demands for the product = false { /* (pscm2.t2k) } A lean supply chain strategy is more appropriate for rather standardized products and services with predictable demand = true { /* (pscm2.t2k) } An agile supply chain would be better equipped to deal with supply chain risks in terms of disruptions than a lean supply chain = true { /* (pscm2.t2k) } Increased and more centrally located inventories will enable firms to mitigate a supply chain disruption = false { /* (pscm2.t2k) } Make to stock supply chains can adhere to demanded product variety by means of modularization and late product configurations = false { /* (pscm2.t2k) } Increasing the level of centralized inventory will reduce supply chain risks for lower value products in case of a disruption = false { /* (pscm2.t2k) } Increasing visibility and traceability in supply chains will decrease the risks of facing ethical or social issues = true { /* (pscm2.t2k) } A closed loop supply chain strategy requires chain-wide intrinsic motivation derived from sustainable chain wide values = true { /* (pscm2.t2k) } Closed loop supply chains increase costs because more activities need to be performed on the product = false { /* (pscm2.t2k) } Supply chain maps can be used for the design, analysis and improvement of supply chain processes = true { /* (pscm2.t2k) } Mapping of lean supply chains enables to identify waste and work towards flow, pull and continuous improvement = true { /* (pscm2.t2k) } Life cycle analysis focuses on the best ways to recycle or dispose goods at their end-of-life stage = false { /* (pscm2.t2k) } Value stream mapping mainly focuses on identifying process waste whereas the key focus of life cycle analysis is on environmental waste = true { /* (pscm2.t2k) } Supply chain mapping and evaluation tools are equally focusing on environmental and social sustainability = false { /* (pscm2.t2k) } Many upstream suppliers still choose a cost focus over a sustainability focus = true { /* (pscm2.t2k) } Strong supply chain relationships and a long term supply chain strategy motivate firms along the SC to engage in sustainability practices = true { /* (pscm2.t2k) } Purchasing has a major impact on sustainability in the supply chain by ensuring that sustainable materials and parts are bought from 1st tier suppliers = false { /* (pscm2.t2k) } The length and complexity of a purchasing process are a function of the newness, risk and uncertainty of the purchase = true { /* (pscm3.t2k) } Specifications reflect the needs of the buying company with respect to the purchase item = false { /* (pscm3.t2k) } Global sourcing has made the specification stage more complex = true { /* (pscm3.t2k) } When a company is no expert in the item it is buying, it should exert a detailed specification strategy = false { /* (pscm3.t2k) } Strategic purchases can best be evaluated and selected by cross functional teams = true { /* (pscm3.t2k) } The contracting phase plays an important role in quality management and assurance = true { /* (pscm3.t2k) } Performance based contracts mainly pay attention to specifying inputs and processes, whereas Service Level Agreements mainly pay attention to outputs and outcomes = false { /* (pscm3.t2k) } Expediting is crucial to a buyers operations since it ensures that the right items are delivered in the right quantity at the right time and place = true { /* (pscm3.t2k) } The procure-to-pay stage focuses on product and supplier evaluations and the decision of whether or not to pay the supplier = false { /* (pscm3.t2k) } The specification, contracting and evaluation phase provide ample opportunities to integrate sustainability in the purchasing process. = true { /* (pscm3.t2k) } Strategic alignment means that purchasing reflects customer demands and stakeholder expectations (i.e. the external environment) as well as internal resources and capabilities = false { /* (pscm3.t2k) } The existence of a purchasing strategy is a sign of a high degree of purchasing maturity = true { /* (pscm3.t2k) } Purchasing is likely to be more important in companies that experience a supply chain with high risks = true { /* (pscm3.t2k) } In manufacturing firms, MRO items require a more complex contracting stage than capital equipment = false { /* (pscm3.t2k) } When an organization aims for flexibility, it should pursue decentralization of the purchasing function = true { /* (pscm3.t2k) } Centralization of the purchasing function can lead to economies of scale, scope and process. = true { /* (pscm3.t2k) } Centralized purchasing is more environmentally and socially sustainable than decentralized purchasing = false { /* (pscm3.t2k) } Hard skills, such as technical and financial knowledge are more important for purchasing managers than soft skills such as communication and change management skills = false { /* (pscm3.t2k) } Many companies move from decentralized to centralized purchasing since potential cost savings outweigh the complexity of aligning different organizational units = false { /* (pscm3.t2k) } Center led purchasing is important for coherent design and execution of sustainability policies and practices = true { /* (pscm3.t2k) } Both single sourcing and multi-sourcing can reduce costs for the buying firm = true { /* (pscm4.t2k) } The sourcing strategies of parallel sourcing, network sourcing and triadic sourcing combine competition between suppliers with cooperation between suppliers = false { /* (pscm4.t2k) } Dependency on suppliers can be reduced by adding more suppliers and by creating interdependencies between suppliers = true { /* (pscm4.t2k) } Having few suppliers is always more risky than having multiple suppliers available for a certain component or material = false { /* (pscm4.t2k) } The financial crisis of 2008 forced many companies to switch from single sourcing strategy to a multi sourcing strategy = true { /* (pscm4.t2k) } For bottleneck items buyers should consider either insourcing or very few suppliers = true { /* (pscm4.t2k) } The transaction costs for non-critical items can quickly exceed actual item costs when the sourcing process is not managed well = true { /* (pscm4.t2k) } For strategic items, the buyer is likely in a low power position and therefore it would be difficult to influence sustainability practices of suppliers = false { /* (pscm4.t2k) } In order for an exchange relationship to develop, both social and business interactions are required = true { /* (pscm4.t2k) } The interaction model focuses on relationships throughout the supply chain = false { /* (pscm4.t2k) } In long-term relationships, mutuality implies that there are common goals and interests that bind firms in a shared purpose = true { /* (pscm4.t2k) } As a relationship develops and matures, contractual trust becomes relatively less important = true { /* (pscm4.t2k) } Supplier assessment damages trust because by doing the assessment, the buyer exerts control over the supplier = false { /* (pscm4.t2k) } Buyers should develop supplier performance measures on their own, to ensure these measures are in line with the buyer’s strategy = false { /* (pscm4.t2k) } Combining supplier development and the purchasing portfolio model provides a roadmap for buying firms that shows to which companies they have to devote attention to = true { /* (pscm4.t2k) } The mentoring approach is suitable for bottleneck suppliers = true { /* (pscm4.t2k) } In the relationship maturity stage of development, contractual trust is important = false { /* (pscm4.t2k) } In the final relationship maturity stage, supplier relationship assessment is more suitable then supplier assessment = true { /* (pscm4.t2k) } Both bottleneck and leverage items bring the risk of opportunistic behavior in the relationship since there is one-sided dependency = true { /* (pscm4.t2k) } A relationship portfolio model shows the state of supplier relationships = false { /* (pscm4.t2k) } From a sustainability perspective, supply chains have evolved to supply networks because of the increasing influence of NGO’s and other pressure groups = true { /* (pscm5.t2k) } In order to evaluate the footprint of a product, the two aspects to focus on are how many materials and how much energy is needed to produce that product = false { /* (pscm5.t2k) } Ecosystem services are services that the natural environment provides to humanity. = true { /* (pscm5.t2k) } Taking into account the ecosystem services in business planning and investments is increasingly seen as a new source of cost- and risk reduction and reputation and revenue improvement = true { /* (pscm5.t2k) } Eco efficiency aims to provide maximum value to the natural environment = false { /* (pscm5.t2k) } Activities covering social and environmental sustainability are equally present in today’s business environment = false { /* (pscm5.t2k) } There often is a disconnect between environmental targets that are set on a global level and the individual impacts of companies and their supply chains = true { /* (pscm5.t2k) } Public sector buyers cam more easily integrate and impact global and countrywide environmental targets than private sector buyers = true { /* (pscm5.t2k) } Industrial ecosystems are closed loop supply chains within one certain industry = false { /* (pscm5.t2k) } When practicing industrial symbiosis, purchasing managers have to look outside of their normal supply chains = true { /* (pscm5.t2k) } Industrial symbiosis includes by-product exchanges, utility sharing and service sharing = true { /* (pscm5.t2k) } Compared to eco-efficiency and industrial symbiosis, eco-system services mostly encourage the formation of supply networks = false { /* (pscm5.t2k) } The rising attention for sustainability has increased the number of organizational stakeholders = true { /* (pscm5.t2k) } Stakeholders such as NGO’s, pressure groups and governmental actors that are engaged in sustainability mainly form a big threat to organizations = false { /* (pscm5.t2k) } An international NGO is likely more salient to a large organization than a local NGO = true { /* (pscm5.t2k) } Research has shown that for more proactive organizations the media are the most important stakeholders whereas for more reactive organizations, all environmental stakeholders are important = false { /* (pscm5.t2k) } A multi-stakeholder approach can eventually be negative for the stakeholders themselves since it is less likely they will achieve their priorities = true { /* (pscm5.t2k) } Currently, the ecological footprint of developed countries is offset by the available bio-capacity in developing countries = false { /* (pscm5.t2k) } Social sustainability will benefit from industrial ecosystems = false { /* (pscm5.t2k) } NGOs are an important tool for the development and spread of best practices in sustainability = true { /* (pscm5.t2k) } Supply chains produce either physical goods or services = false { /* (pscm6.t2k) } Adding services to various stages of the product life cycle enables organizations to distinguish themselves from competitors = true { /* (pscm6.t2k) } In services, the customer is usually separated from the production process taking place in the supply chain = false { /* (pscm6.t2k) } The transformation model shows that the service supply chain results in (a combination of) emotions, feelings and judgments = true { /* (pscm6.t2k) } Servitization means that more and more organizations switch from goods production to service production = false { /* (pscm6.t2k) } Servitization is most likely easier for an organization with a responsive supply chain than for an organization with an efficient supply chains that is focused on high production volumes. = true { /* (pscm6.t2k) } Service purchasing, such as purchasing maintenance or support, becomes relevant only at the end of the purchasing process = false { /* (pscm6.t2k) } Integration of goods and services enables suppliers to be involved in the entire product life cycle of their buyers offerings = true { /* (pscm6.t2k) } Service purchasing caused a shift in focus of supply strategies: from buying concrete activities to buying capabilities = true { /* (pscm6.t2k) } Because services can easily be purchased throughout a product’s life cycle, long term buyer-supplier relationships have become less important = false { /* (pscm6.t2k) } Buying product-service bundles will be mainly important for strategic and bottleneck goods (as identified in the Kraljic matrix) = true { /* (pscm6.t2k) } In the purchasing of complex performance the buyer should exert hierarchical monitoring and control in order to make complexity manageable. = false { /* (pscm6.t2k) } The purchasing of complex performance includes purchasing of a high value product infrastructure and long term services for that infrastructure = true { /* (pscm6.t2k) } The purchasing process for complex performance closely resembles the purchasing process for common goods = false { /* (pscm6.t2k) } In the purchasing process for complex performance the focus of purchasers shifts from cost, control and risk assessment to long-term relationship management = true { /* (pscm6.t2k) } Concepts as ‘power by the hour’ and ‘contracting for availability’ have been developed by firms that aim to compete on the basis of costs = false { /* (pscm6.t2k) } Product service systems have a physical core product that is surrounded by an intangible service shell = true { /* (pscm6.t2k) } Product service systems are said to have a positive impact on sustainable consumption due to longer product life cycles and focus on staff knowledge and skills = true { /* (pscm6.t2k) } Product service systems are often created through a network of suppliers. The buying firm can easily manage and control each supplier in this network. = false { /* (pscm6.t2k) } Remanufacturing is a process that mainly has an impact on the end of the product-service supply chain = false { /* (pscm6.t2k) } Governments are an influential party in the upstream part of the supply chain of many companies = false { /* (pscm7.t2k) } Governments have a strong position in forcing sustainability requirements upon suppliers around the world, however, only for large purchases. = true { /* (pscm7.t2k) } The competitive dialogue procedure is suitable for buying major infrastructure projects. In addition, it is suitable to overcome the challenges of service purchasing by governments. = true { /* (pscm7.t2k) } The open procurement procedure is more suitable for enforcing sustainability requirements than the restricted procurement procedure. = false { /* (pscm7.t2k) } Public procurement is based on the principles of transparency, open competition and low cost delivery. = false { /* (pscm7.t2k) } A government’s aim to sustainably develop its country can be at odds with the EU procurement legislation concerning open competition. = true { /* (pscm7.t2k) } ISO provides regulations concerning quality management. = false { /* (pscm7.t2k) } ISO norms enhance the sustainability and quality in the supply chain as a whole. = false { /* (pscm7.t2k) } Implementation of standards for quality can be at odds with an organization’s economic sustainability. = true { /* (pscm7.t2k) } Environmental Management Systems help organizations to manage, measure and improve environmental aspects in their day to day business. = true { /* (pscm7.t2k) } Environmental Management Systems help buyers in their sourcing for sustainable suppliers. = true { /* (pscm7.t2k) } In addition to quality management, companies can receive certification for environmental as well as social sustainability management. = false { /* (pscm7.t2k) } ISO norms have increased the complexity of supplier assessment since they present buyers with a large number of issues and aspects to assess. = false { /* (pscm7.t2k) } EU legislation supports organizations in forming a closed loop supply chain. = true { /* (pscm7.t2k) } EU legislation makes the second half of the purchasing process (ordering, expediting, evaluation) for chemicals less time consuming. = false { /* (pscm7.t2k) } Policy agreements make global sourcing increasingly complex. = true { /* (pscm7.t2k) } Policy agreements have a clear focus on the upstream part of the supply chain. = false { /* (pscm7.t2k) } From a resource based view and core competencies perspective, industry wide codes of conduct are not worthwhile to invest in. = true { /* (pscm7.t2k) } Even though most codes of conducts are not mandatory, a firm puts its reputation at risk when it decides not to follow or comply to these codes. = true { /* (pscm7.t2k) } To make suppliers comply with codes and standards, the buying firm should pay un-announced surprise visits during which the suppliers are audited. = false { /* (pscm7.t2k) }
Ingezonden op 23-10-2014 - 420x bekeken.
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