供应链管理自测练习九
供应链管理考核试题及答案
供应链管理考核试题及答案一、选择题（每题2分，共20分）1. 供应链管理的核心是（）。
A. 客户需求B. 供应商关系C. 物流管理D. 信息流管理答案：A2. 下列不属于供应链管理基本流程的是（）。
A. 采购管理B. 生产管理C. 库存管理D. 人力资源管理答案：D3. 下列哪种组织结构不利于供应链管理的协同效应（）。
A. 矩阵式组织结构B. 事业部制组织结构C. 直线式组织结构D. 网络型组织结构答案：C4. 在供应链中，第三方物流供应商的主要职责是（）。
A. 负责供应链中的全部物流活动B. 负责供应链中的部分物流活动C. 负责供应链中的信息流和物流活动D. 负责供应链中的资金流和物流活动答案：B5. 供应链风险管理主要包括（）。
A. 供应风险B. 生产风险C. 市场风险D. 所有以上风险答案：D6. 下列哪项不是供应链管理的绩效指标（）。
A. 订单履行率B. 库存周转率C. 供应商满意度D. 员工满意度答案：D7. 实施供应链管理的企业需要具备的条件有（）。
A. 良好的信息技术支持B. 强大的市场竞争力C. 完善的供应链管理体系D. 所有以上条件答案：D8. 供应链协同效应的核心是（）。
A. 资源共享B. 流程整合C. 信息共享D. 组织整合答案：C9. 下列哪种方式不属于供应链金融服务的范畴（）。
A. 融资服务B. 贷款服务C. 信用保险服务D. 库存管理服务答案：D10. 供应链管理中的可持续发展主要包括（）。
A. 环境友好型供应链B. 社会责任型供应链C. 经济效益型供应链D. 所有以上类型答案：D二、简答题（每题10分，共40分）1. 请简述供应链管理的概念及其目标。
答案：供应链管理是指在满足客户需求的前提下，对供应链中的物流、信息流和资金流进行有效整合和优化，以降低供应链总成本，提高供应链的运作效率和响应速度，实现供应链的可持续发展。
供应链管理的目标主要包括降低成本、提高客户满意度、提高供应链的灵活性和稳定性、提高供应链的竞争优势等。
供应链管理自测练习九
第九章供应链上的关系管理一、重点名词1.客户关系管理2.客户3.供应商关系管理4.客户价值二、单项选择题1.供应链上有效的（）成为了供应链上信息共享和支撑供应链有效运作的核心要素。
A.库存关系B.运输管理C.关系管理D.战略管理2.供应链管理环境下的上、下游之间（）关系的特征是建立一种合作伙伴关系，双方的工作重点是从长远利益出发，相互配合，不断改进产品质量与服务质量，共同降低成本，提高供应链的竞争力。
A.短期目标型B.长期目标型C.渗透型D.联盟型3.（）是购买产品或服务的个体。
A.客户B.用户C.供应商D.分销商4.客户（）产品或服务的最终接受者。
A.不是B.是C.不一定是D.不可能是5.客户（）用户。
A.不是B.是C.不一定是D.不可能是6.在供应链环境下，个体的客户和组织的客户都统称为（）。
A.用户B.顾客C.买家D.客户7.（）是“便宜”的忠诚客户。
A.经济型客户B.道德型客户C.个性化客户D.方便型客户8.（）觉得在道义上有义务光顾社会责任感强的企业。
A.经济型客户B.道德型客户C.个性化客户D.方便型客户9.（）需要人际间的满足感，诸如认可和交谈。
A.经济型客户B.道德型客户C.个性化客户D.方便型客户10.（）对反复比较后再选购服务不感兴趣，方便是吸引他们的重要因素。
A.经济型客户B.道德型客户C.个性化客户D.方便型客户11. 在现代客户管理中，（）是非常重要的部分，营销过程决定营销结果。
A.营销管理B.过程管理C.客户状态管理D.客户成本管理12.供应链与客户关系管理相互存在很大一部分交集，在客户关系管理和供应链管理中都突出了以（）为中心的管理思想。
A.用户B.买家C.客户D.卖家13.有了内容丰富的、无处不在的（），分析人员就能以主动的姿态去满足用户的需求，而不是无休止地被动地响应。
A.网络布线B.数据仓库C.客户反应机制D.营销机制14.成功的客户关系管理非常注重客户信息和数据的（）管理。
供应链管理 第九章练习与答案
一、单选题问题 1 有采购单位选出供应条件较为有利的几个供应商，同他们分别进行协商，再确定合适的供应商，这种供应商选择的方法称为（）正确答案：协商选择法问题 2 将采购得到的货物运进自己仓库和全过程的实施方案战略，属于（）正确答案：进货战略问题 3 对于进货难度和风险大的进货任务，首选的进货方式是（）正确答案：委托第三方物流公司问题 4 预先确定一个订货点和一个订货批量，然后随时检查库存，当库存下降到订货点时，就发出订货，订货批量的大小每次都相同，这种采购模式称为（）正确答案：定量订货法采购问题 5 预先确定一个订货周期和一个最高库存水准，然后以规定的订货周期为周期，周期性地检查库存，发出订货，订货批量大小每次都不一定相同，订货量的大小都等于当时的实际库存量与规定的最高库存水准的差额，这种采购模式称为（）正确答案：定期订货法采购问题 6 应用于生产企业，是由企业采购人员采用应用软件，制订采购计划而进行采购的模式称为（）正确答案： MRP采购模式问题 7 一种完全以满足需求为依据，遵循5R原则的采购模式，称为（）正确答案： JIT采购模式二、判断题问题 8 相对成本控制是以预定成本限额为目标，绝对成本控制是以使成本最小化为目标。
正确答案：错问题 9 根据品种的市场性质和需求性质而选择合适的采购战略称为品种战略。
正确答案：对问题 10 一个完整的招标采购包括：招标，投标、开标、评标、决标和签订合同。
正确答案：对问题 11 企业采购战略，是指企业采购所采用的带有指导性、全局性、长远性的基本运作方案。
正确答案：对问题 12 订货谈判战略包括采购的品种规格、数量、质量、价格、服务和风险分摊、责任权利和义务等。
正确答案：对三、名词解释问题 13 采购/供应管理正确答案：采购/供应管理是处理企业与供应市场之间的各类业务活动，如采购、库存、运输、订单处理等，但不包括供应商的供应商，即只与第一级供应商的业务有关。
《供应链管理》各章练习题
一、供应链管理基本理论（一）单选题1.供应链不仅是一条连接供应商到用户的物料链、信息链、资金链，而且是一条（）A.加工链B.运输链C.分销链D.增值链2.供应链从上、下游关系来理解，不可能是单一链状结构，而是交错链状的（）A.网络结构B.闭环结构C.星状结构D.总线结构3.（）是供应链中信息流、产品、服务流、资金流运作的驱动源。
A.合约的签订B.用户的需求拉动C.共同的意D.盈利的前景4.“拉式”的供应链管理，管理的出发点是以（）为中心的管理，以客户需求为原动力的管理。
A.利润指标B.销售业绩C.客户及客户满意度D.战略目标5.英国著名物流管理专家马丁·克里斯托夫说：“21世纪的竞争不是企业和企业之间的竞争，而是（）之间的竞争。
”A.企业内部B.供应链内部C.供应链与供应链D.供应链与企业6.供应链管理的目的在于追求效率和（）的费用有效性。
A.业务部门B.采购部门C.生产部门D.整个系统7.供应链的形成使供应链上各个成员间建立了战略合作关系，通过快速反应致力于（）的大幅度降低，库存是供应链管理的平衡机制。
A.核心企业库存B.总体库存C.上游企业库存D.下游企业库存8.（）指的是供应链各节点企业均已其能够产生竞争优势的资源来参与供应链的资源集成，在供应链中以其优势业务的完成来参与供应链的整体运作。
A.资源横向集成B.系统原理C.多赢互惠原理D.合作共享原理9.基于需求驱动原理的供应链运作模式是一种（）运作模式，与传统的推动式运作模式有着本质的区别。
A.顺式拉动B.顺式推动C.逆向拉动D.逆向推动10.（）即与供应商发展长期合作关系，以支持企业生产和新产品开发工作。
A.采购B.生产C.研发D.运输（二）多选题1.供应链是围绕核心企业，通过对（）的控制。
A.信息流B.物流C.资金流D.业务流E.价值流2.供应链具有的特征是（）A.复杂性B.动态性C.面向用户需求D.交叉性E.创新性和风险性3.供应链按照研究的对象来分，可以分为（）A.功能型供应链B.创新型供应链C.企业供应链D.产品供应链E.基于供应链合作伙伴关系的供应链4.根据供应链存在的稳定性划分，可以将供应链分为（）A.稳定的B.动态的C.平衡的D.倾斜的E.中性的5.供应链根据推动力来源可以划分为（）供应链。
《供应链管理》测试题
《供应链管理》测试题试卷总分:100 得分:100一、单选题(共25 道试题,共50 分)1.下列哪项不属于供应链合作伙伴关系的特点（）A.企业与其合作伙伴在信息共享方面合作B.以加强基于产品质量和服务的物流关系为特征C.强调基于时间的供应链管理D.强调基于价值的供应链管理正确答案:B2.供应链中信息流、产品／服务流、资金流运作的驱动源是（）A.用户的需求拉动B.供应商的产品／服务推动C.核心企业的推动D.分销企业的拉动正确答案:A3.（）是制定一套运营政策用于控制短期运营A.供应链战略B.供应链设计C.供应链规划D.供应链运营正确答案:C4.两阶段序贯供应链包括（）A.一个购买者和一个供应商B.两个零售商C.两个或多个供应商D.一个供应商、一个批发商和一个零售商正确答案:A5.供应链管理方法之一的快速反应方法的英文缩写是（）A.ECRB.MRPC.QRD.DRP6.实施供应链管理的第一步，就是（）A.实施MRPB.实行JIT采购C.在原有企业供应链的基础上分析、总结企业现状，分析企业内部影响供应链管理的阻力和有利之处，同时分析外部市场环境，对市场的特征和不确定性作出分析和评价，最后相应地完善企业的供应链D.建立战略伙伴关系7.在（）中，供应商对部分退回产品给予全额返还A.销售回扣合同B.弹性数量合同C.收入共享合同D.补偿合同8.每一条供应链的目标是（）A.整体价值最大化B.整体成本最小化C.整体收益最大D.整体资金规模大9.（）是指基于相对稳定、单一的市场需求而组成的供应链。
A.敏捷供应链B.稳定的供应链C.动态供应链D.响应型供应链10.QR是指在供应链中,为了实现共同的目标,至少在（）环节之间进行的紧密合作A.三个B.所有节点C.两个D.四个11.供应链合作伙伴关系的目的是（）A.缩短采购提前期，提高供货的柔性B.加快资金周转C.缩短供应链总周转期达到降低成本和提高质量的目的D.减少供应商数目12.（）根据实际需求生产A.推动式供应链B.效率型供应链C.推-拉式供应链D.拉动式供应链13.市场竞争力强，产品或服务增值率高的合作伙伴应该作为（）A.有影响力的合作伙伴B.战略性合作伙伴C.普通合作伙伴D.竞争性/技术性合作伙伴14.供应链管理的主要内容不包括（）A.分销网络配置B.库存控制C.生产管理D.产品设计15.供应链管理的本质是在追求（），以较小的产品前置时间与运营成本为最佳考量。
供应链管理 自测题
《供应链管理自测题》一、单选题1．下面哪个是“先来先处理”原则的简称 ( )A、EDDB、FCFSC、SPTD、CR2、当库存量下降到预定的最低库存量即订购点时，按规定数量进行订货补充的库存管理方式是（）A、经济订货批量法B、定量订货方法C、安全库存设置D、定期订货方法3、供应链上一般有（）个核心企业。
A、 1B、 2C、3D、04、当订购数量大，合作伙伴竞争激烈时，供应链合作伙伴的选择方法是（）A、协商选择法B、招标法C、层次分析法D、采购成本比较法5、下列选项中源于“关键少数，次要多数”的观点的是（）A、经济订货批量法B、ABC分类控制法C、定量订货法D、定期订货法6、制作甘特图的目的是（）A、展示工作实际进展B、展示计划要求C、进行作业排序D、表示活动完成7、RFID是一种（）的自动识别技术，它通过自动射频信号自动识别目标对象并获取相关数据，识别工作无须人工干预，课工作于各种恶劣环境。
A、非接触式B、接触式C、自动D、非自动8．MPR 的依据是（）A．主生产计划 B．物流清单 C．企业资源计划 D．库存信息9．下列说法正确的是（）A．根据供应链的结构特征将供应链分为A型供应链，Y型供应链，T型供应链B．A型供应链输入原材料范围和数量众多，成品种类有限，一般用MRP安排生产C．Y型供应链其输入原材料范围有限，总体形式呈分叉型D．T型供应链通常根据库存规律来确定通用件订单。
10．小米与高通，苹果与富士康更接近于（）供应链。
A． A型供应链 B．V型供应链 C．T型供应链．11.传统采购与供应链采购（）A．两者都是基于库存的采购 B．两者都是基于需求的采购C．前者是基于需求的采购，后者是基于库存的采购D．前者是基于库存的采购，后者是基于需求的采购12．甲仓库A商品的年需求量是3000个，单位商品的购买价格为20元，每次订货成本为240元，单位商品的年保管费为10元，该商品的经济订货批量为（）A．1200个 B．1300个 C．1100个 D．1000个13．适应性最强的生产作业排序原则为（）A．先来先处理原则 B．最早交货期限原则 C. 最短处理时间原则D．最长处理时间原则15．可以形象地表示出特定项目的活动顺序及持续时间的图形是（）A．PEPR图 B．思维导图 C．拓扑图 D．甘特图16．在一个企业当中，某项业务对企业的重要性程度低，但企业该项业务的研发能里较强，此时应选择（）基本策略。
供应链管理系统第三版Unit9习题与问题详解
Chapter 9Planning Supply and Demand in the Supply Chain:Managing Predictable VariabilityTrue/False1.Predictable variability is change in demand that cannot be forecasted.Answer: FalseDifficulty: Easy2.Faced with predictable variability of demand, a company’s goal is torespond in a manner that maximizes profitability.Answer: TrueDifficulty: Easy3.The advantage of carrying enough manufacturing capacity to meet demandin any period is very low inventory costs, because no inventory needs to be carried from period to period.Answer: TrueDifficulty: Easy4.The disadvantage of carrying enough manufacturing capacity to meetdemand in any period is that much of the expensive capacity would gounused during most months when demand was lower.Answer: TrueDifficulty: Easy5.The advantage of building up inventory during the off season to keepproduction stable year round lies in the fact that a firm could get bywith a smaller, more expensive factory.Answer: FalseDifficulty: Moderate6.The disadvantage of building up inventory during the off season to keepproduction stable year round is the expensive capacity that would gounused during most months when demand was lower.Answer: FalseDifficulty: Easy7.An approach where a firm works with their retail partners in the supplychain to offer a price promotion during periods of low demand wouldshift some of the demand into a slow period, thereby spreading demandmore evenly throughout the year and reducing the seasonal surge.Answer: TrueDifficulty: Moderate8.With supply and demand management decisions being made independently, itis easier to coordinate the supply chain, thereby increasing profit.Answer: FalseDifficulty: Moderate9. A firm can vary supply of product by controlling production capacity andinventory.Answer: TrueDifficulty: Easy10. A firm that uses flexible work hours from the workforce to managecapacity to better meet demand is using a seasonal workforce.Answer: FalseDifficulty: Moderate11.Scheduling the workforce so that the available capacity better matchesdemand is using time flexibility from the workforce.Answer: TrueDifficulty: Moderate12.The use of a part-time workforce to increase the capacity flexibility byenabling the firm to have more people at work during peak periods isdesigning product flexibility into the production processes.Answer: FalseDifficulty: Moderate13. A firm that uses a temporary workforce during the peak season toincrease capacity to match demand is using a seasonal workforce.Answer: TrueDifficulty: Easy14.The use of dual facilities to manage capacity may be hard to sustain ifthe labor market is tight.Answer: FalseDifficulty: Hard15. A firm that purchases peak production capability from other companies sothat internal production remains level and can be done cheaply is using subcontracting.Answer: TrueDifficulty: Easy16. A firm that builds dedicated facilities to produce a relatively stableoutput of products over time in a very efficient manner and purchasespeak production capability from other companies is using subcontracting.Answer: FalseDifficulty: Hard17. A firm that has production lines whose production rate can easily bevaried to match demand has designed product flexibility into theproduction processes.Answer: TrueDifficulty: Easy18.The use of a seasonal workforce requires that the workforce be multi-skilled and easily adapt to being moved from line to line.Answer: ModerateDifficulty: Hard19.The use of common components across multiple products, with each producthaving predictably variable demand, will result in the demand for thecomponents being relatively constant.Answer: TrueDifficulty: Moderate20.When most of the products a firm produces have the same peak demandseason, the use of common components to create relatively constantoverall demand in the components is feasible.Answer: FalseDifficulty: Moderate21.When most of the products a firm produces have the same peak demandseason, it is necessary to build products during the off season thathave more predictable demand.Answer: TrueDifficulty: Easy22.Operations usually makes the promotion and pricing decisions.Answer: FalseDifficulty: Easy23.Maximizing revenue is typically the objective when marketing and salesmake the promotion and pricing decisions.Answer: TrueDifficulty: Easy24.Pricing decisions based only on revenue considerations often result inan increase in overall profitability.Answer: FalseDifficulty: Moderate25.The combination of pricing and aggregate planning (both demand andsupply management) can be used to maximize supply chain profitability.Answer: TrueDifficulty: Moderate26.When performing aggregate planning, the goal of all firms in the supplychain should be to maximize individual firm profits.Answer: FalseDifficulty: Moderate27.Determining how profits will be allocated to different members of thesupply chain is a key to successful collaboration.Answer: TrueDifficulty: Moderate28.In general, as the fraction of increased demand coming from forwardbuying grows, offering the promotion during the peak demand periodbecomes more attractive.Answer: FalseDifficulty: Moderate29.Offering a promotion during a peak period that has significant forwardbuying creates even more variable demand than before the promotion.Answer: TrueDifficulty: Easy30.Average inventory decreases if a promotion is run during the peak periodand increases if the promotion is run during the off-peak period.Answer: FalseDifficulty: Easy31.Promoting during a peak demand month may decrease overall profitabilityif a significant fraction of the demand increase results from a forward buy.Answer: TrueDifficulty: Hard32.As forward buying becomes a smaller fraction of the demand increase froma promotion, it is less profitable to promote during the peak period.Answer: FalseDifficulty: Hard33.As the product margin declines, promoting during the peak demand periodbecomes less profitable.Answer: TrueDifficulty: Easy34.When faced with seasonal demand, a firm should use a combination ofpricing (to manage demand) and production and inventory (to managesupply) to improve profitability.Answer: TrueDifficulty: ModerateMultiple Choice1.Predictable variability isa.change in demand that can be forecasted.b.change in demand that cannot be forecasted.c.change in demand that has been planned.d.change in demand that has been scheduled.e.all of the aboveAnswer: aDifficulty: Easy2.Which of the following is not a problem caused by products experiencingpredictable variability of demand?a.high levels of stockouts during peak demandb.high levels of excess inventory during periods of low demandc.increased responsiveness of the supply chaind.increased costs in the supply chaine.decreased responsiveness of the supply chainAnswer: cDifficulty: Easy3. A firm can handle predictable variability by managinga.supply using capacity, inventory, trade promotions, and backlogs.b.supply using capacity, inventory, subcontracting, and backlogs.c.demand using short-term price discounts and trade promotions.d. a and c onlye. b and c onlyAnswer: eDifficulty: Easy4.Seasonal demand can be met bya.maintaining enough manufacturing capacity to meet demand in anyperiod.b.building up inventory during the off season to meet demand duringpeak seasons.c.offering a price promotion during periods of low demand to shiftsome of the demand into a slow period.d.all of the abovee. a and b onlyAnswer: dDifficulty: Moderate5.The advantage of maintaining enough manufacturing capacity to meetdemand in any period isa.very low inventory costs because inventory needs to be carriedfrom period to period.b.very low inventory costs because no inventory needs to be carriedfrom period to period.c.very high inventory costs because no inventory needs to becarried from period to period.d.very high inventory costs because expensive capacity would gounused during most months when demand was lower.e.none of the aboveAnswer: bDifficulty: Moderate6.The disadvantage of maintaining enough manufacturing capacity to meetdemand in any period isa.much of the expensive capacity would go unused during most monthswhen demand was lower.b.the expensive capacity would be used consistently throughout theyear.c.most of the expensive capacity would still be used during mostmonths when demand was lower.d.very low inventory costs because no inventory needs to be carriedfrom period to period.e.None of the above are true.Answer: aDifficulty: Moderate7.The advantage of building up inventory during the off season to meetdemand during peak seasons and keep production stable year round isa.very low inventory costs because no inventory needs to be carriedfrom period to period.b.much of the expensive capacity would go unused during most monthswhen demand was lower.c.in the fact that a firm could get by with a smaller, lessexpensive factory.d.in the fact that a firm could get by with a larger, moreexpensive factory.e.None of the above are true.Answer: cDifficulty: Moderate8.The disadvantage of building up inventory during the off season to meetdemand during peak seasons and keep production stable year round isa.very low inventory costs because no inventory needs to be carriedfrom period to period.b.very high inventory costs because inventory needs to be carried fromperiod to period.c.in the fact that a firm could get by with a smaller, less expensivefactory.d.in the fact that a firm could get by with a larger, more expensivefactory.e.None of the above are true.Answer: bDifficulty: Moderate9.The advantage of offering a price promotion during periods of low demandto shift some of the demand into a slow period isa. a demand pattern that is less expensive to supply.b.very high inventory costs because inventory needs to be carriedfrom period to period.c.in the fact that a firm could get by with a smaller, moreexpensive factory.d.much of the expensive capacity would go unused during most monthswhen demand was lower.e.all of the aboveAnswer: aDifficulty: Moderatepanies typically divide the task of supply and demand so thata.Marketing manages demand and Operations manages supply.b.Marketing manages supply and Operations manages demand.c.Marketing manages demand and supply.d.Operations manages demand and supply.e.none of the aboveAnswer: aDifficulty: Easy11.With supply and demand management decisions being made independently,a.it is increasingly difficult to coordinate the supply chain,thereby increasing profit.b.it is increasingly difficult to coordinate the supply chain,thereby decreasing profit.c.it is easier to coordinate the supply chain, thereby decreasingprofit.d.it is easier to coordinate the supply chain, thereby increasingprofit.e.none of the aboveAnswer: bDifficulty: Moderate12. A firm can vary supply of product by controllinga.production capacity and inventory.b.production capacity and price promotions.c.price promotions and inventory.d.production capacity and inventory promotions.e.none of the aboveAnswer: aDifficulty: Moderate13.Which of the following is not an approach that firms can use whenmanaging capacity to meet predictable demand variability?a.time flexibility from workforcee of seasonal workforcee of subcontractinge of dual facilities—dedicated and flexibleing common components across multiple productsAnswer: eDifficulty: Easy14.The capacity management approach that uses flexible work hours from theworkforce to manage capacity to better meet demand isa.time flexibility from workforce.e of seasonal workforce.e of subcontracting.e of dual facilities—dedicated and flexible.e.designing product flexibility into the production processes.Answer: aDifficulty: Moderate15.The capacity management approach that uses a temporary workforce duringthe peak season to increase capacity to match demand isa.time flexibility from workforce.b.the use of seasonal workforce.c.the use of subcontracting.d.the use of dual facilities—dedicated and flexible.e.designing product flexibility into the production processes.Answer: bDifficulty: Easy16.The capacity management approach where a firm purchases peak productionfrom another firm so that internal production remains level and can bedone cheaply isa.time flexibility from workforce.b.the use of seasonal workforce.c.the use of subcontracting.d.the use of dual facilities—dedicated and flexible.e.designing product flexibility into the production processes.Answer: cDifficulty: Moderate17.The capacity management approach where a firm builds facilities toproduce a relatively stable output of products over time in a veryefficient manner and facilities to produce a widely varying volume andvariety of products, but at a higher unit cost isa.time flexibility from workforce.b.the use of seasonal workforce.c.the use of subcontracting.d.the use of dual facilities—dedicated and flexible.e.designing product flexibility into the production processes.Answer: dDifficulty: Easy18.The capacity management approach where a firm has production lines whoseproduction rate can easily be varied to match demand isa.time flexibility from workforce.b.the use of seasonal workforce.c.the use of subcontracting.d.the use of dual facilities—dedicated and flexible.e.designing product flexibility into the production processes.Answer: eDifficulty: Moderate19.Which approach to capacity management may be hard to sustain if thelabor market is tight?a.time flexibility from workforcee of seasonal workforcee of subcontractinge of dual facilities—dedicated and flexiblee.designing product flexibility into the production processesAnswer: bDifficulty: Moderate20.Which approach to capacity management makes use of spare plant capacitythat exists in the form of hours when the plant is not operational?a.time flexibility from workforcee of seasonal workforcee of subcontractinge of dual facilities—dedicated and flexiblee.designing product flexibility into the production processesAnswer: aDifficulty: Moderate21.Which approach to capacity management makes use of overtime, which isvaried to match the variation in demand?a.time flexibility from workforcee of seasonal workforcee of subcontractinge of dual facilities—dedicated and flexiblee.designing product flexibility into the production processesAnswer: aDifficulty: Easy22.Which approach to capacity management would schedule the workforce sothat the available capacity better matches demand?a.time flexibility from workforcee of seasonal workforcee of subcontractinge of dual facilities—dedicated and flexiblee.designing product flexibility into the production processesAnswer: aDifficulty: Easy23.Which approach to capacity management would use a part-time workforce toincrease capacity flexibility by enabling the firm to have more peopleat work during peak periods?a.time flexibility from workforcee of seasonal workforcee of subcontractinge of dual facilities—dedicated and flexiblee.designing product flexibility into the production processesAnswer: aDifficulty: Moderate24.The key to which capacity management approach would involve having bothvolume (fluctuating demand from a manufacturer) and variety flexibility (demand from several manufacturers) to be sustainable?a.time flexibility from workforcee of seasonal workforcee of subcontractinge of dual facilities—dedicated and flexiblee.designing product flexibility into the production processesAnswer: cDifficulty: Hard25.Which approach to capacity management would require that the workforcebe multi-skilled and easily adapt to being moved from line to line?a.time flexibility from workforcee of seasonal workforcee of subcontractinge of dual facilities—dedicated and flexiblee.designing product flexibility into the production processesAnswer: eDifficulty: Moderate26.Which approach to capacity management would use production machinerythat can be changed easily from producing one product to another?a.time flexibility from workforcee of seasonal workforcee of subcontractinge of dual facilities—dedicated and flexiblee.designing product flexibility into the production processesAnswer: eDifficulty: Moderate27.Which approach to capacity management would only be effective if theoverall demand across all the products is relatively constant?a.time flexibility from workforcee of seasonal workforcee of subcontractinge of dual facilities—dedicated and flexiblee.designing product flexibility into the production processesAnswer: eDifficulty: Hard28.Which of the following is an approach that firms can use when managinginventory to meet predictable demand variability?a.time flexibility from workforcee of seasonal workforcee of subcontractinge of dual facilities—dedicated and flexibleing common components across multiple productsAnswer: eDifficulty: Moderate29.When a firm designs common components used in multiple products, witheach product having predictably variable demand, they are trying toa.develop relatively constant overall demand.e a seasonal workforce.c.build inventory of high demand or predictable demand products.e subcontracting.e dual facilities—dedicated and flexible.Answer: dDifficulty: Easy30.When most of the products a firm produces have the same peak demandseason, in order to meet predictable variability with inventory, itmuste common components across multiple products.e a seasonal workforce.c.build inventory of high demand or predictable demand products.e subcontracting.e dual facilities—dedicated and flexible.Answer: cDifficulty: Moderate31.Supply chains can influence demand by usinga.production capacity and inventory.b.pricing and other promotions.c.price promotions and inventory.d.production capacity and inventory promotions.e.production capacity and other promotions.Answer: bDifficulty: Moderate32.The pricing and promotion decisions are often made bya.marketing and sales.b.marketing and operations.c.operations and sales.d.marketing, operations, and sales.e.marketing and operations without sales.Answer: aDifficulty: Moderate33.The promotion and pricing decisions made by marketing and salestypically have the objective ofa.maximizing profitability.b.minimizing profitability.c.minimizing revenue.d.maximizing revenue.e.maximizing profitability across the supply chain.Answer: dDifficulty: Hard34.Pricing decisions based only on revenue considerations often result ina. a decrease in overall profitability.b.an increase in overall profitability.c. a decrease in overall revenue.d. a decrease in supply chain revenue.e.an increase in supply chain profitability.Answer: aDifficulty: Moderate35.The combination of pricing and aggregate planning (both demand andsupply management) can be used toa.maximize customer orders.b.minimize customer orders.c.maximize supply chain profitability.d.minimize supply chain profitability.e.None of the above are accurate.Answer: cDifficulty: Easy36.When performing aggregate planning, the goal of all firms should be toa.minimize company profits.b.maximize company profits.c.minimize supply chain profits.d.maximize supply chain profits.e.All of the above are accurate.Answer: dDifficulty: Moderate37.When planning, the goal of all firms in the supply chain should be tomaximize supply chain profits becausea.this leaves them less profit to divide among themselves.b.this leaves them more profit to divide among themselves.c.this outcome leaves them more profit to pay tax on.d.this outcome will increase their charitable giving.e.none of the aboveAnswer: bDifficulty: Easy38.One key to successful collaboration when the supply chain is performingaggregate planning isa.determining how losses will be allocated to different members ofthe supply chain.b.determining how profits will be allocated to different members ofthe supply chain.c.determining how labor will be allocated to different members ofthe supply chain.d.determining how customers will be allocated to different membersof the supply chain.e.none of the aboveAnswer: bDifficulty: Moderate39.Which of the following is not a key factor influencing the timing of atrade promotion?a.impact of the promotion on demandb.product marginsc.cost of holding inventoryd.cost of changing capacitye.none of the aboveAnswer: eDifficulty: Moderate40.Which of the following is not a factor that would result in increaseddemand from a trade promotion?a.market growthb.stealing sharec.forward sellingd.forward buyinge.All of the above are factors in increased demand.Answer: cDifficulty: Hard41.An increase in consumption of the product either from new or existingcustomers isa.market growth.b.stealing share.c.forward selling.d.forward buying.e.none of the aboveAnswer: aDifficulty: Easy42.Customers substituting the firm’s product for a competitor’s productisa.market growth.b.stealing share.c.forward selling.d.forward buying.e.none of the aboveAnswer: bDifficulty: Easy43.Customers moving up future purchases to the present isa.market growth.b.stealing share.c.forward selling.d.forward buying.e.none of the aboveAnswer: dDifficulty: Easy44.In general, as the fraction of increased demand coming from forwardbuying grows, offering the promotion during the peak demand periodbecomesa.less attractive.b.more attractive.c.more profitable.d.less significant.e.none of the aboveAnswer: aDifficulty: Moderate45.Offering a promotion during a peak period that has significant forwardbuyinga.creates a desirable demand pattern.b.creates a demand pattern less costly to serve.c.creates a demand pattern even more costly to serve.d.shifts demand from the peak period to the slow period.e.shifts demand to a more desirable period.Answer: cDifficulty: Hard46.Average inventorya.increases if a promotion is run during the peak period.b.increases if a promotion is run during the off-peak period.c.decreases if a promotion is run during the peak period.d.decreases if a promotion is run during the off-peak period.e.both a and dAnswer: bDifficulty: Moderate47.Promoting during a peak demand month may decrease overall profitabilityifa. a small fraction of the demand increase results from a forwardbuy.b.any of the demand increase results from a forward buy.c. a significant fraction of the demand increase results from aforward buy.d.none of the abovee.all of the aboveAnswer: cDifficulty: Hard48.As the product margin declines, promoting during the peak demand periodbecomesa.less profitable.b.more profitable.c.less of a risk.d.more desirable.e.none of the aboveAnswer: aDifficulty: HardEssay/Problems1.Discuss how a firm can respond to predictable variability of demand inthe supply chain.Answer: Faced with predictable variability, a company’s goal is torespond in a manner that maximizes profitability. A firm must choose how to handle predictable variability by utilizing techniques in two broadcategories:1. Manage supply using capacity, inventory, subcontracting, andbacklogs2. Manage demand using short-term price discounts and trade promotionsThe use of these tools enables the supply chain to greatly increase its profitability because it is able to match supply and demand in a muchmore coordinated fashion. One way to meet seasonal demand requirescarrying enough manufacturing capacity to meet demand in any period. The advantage of this approach is very low inventory costs, because noinventory needs to be carried from period to period. The disadvantage,however, is that much of the expensive capacity would go unused duringmost months when demand was lower.Another approach to meeting demand would be to build up inventory during the off season to keep production stable year round. The advantage ofthis approach lies in the fact that a firm could get by with a smaller, less expensive factory. High inventory carrying costs, however, makethis alternative expensive. A third approach would be for a firm to work with their retail partners in the supply chain to offer a pricepromotion during periods of low demand. This promotion shifts some ofthe demand into a slow period, thereby spreading demand more evenlythroughout the year and reducing the seasonal surge. Such a demandpattern is less expensive to supply. A company needs to decide whichalternative maximizes their profitability.Often companies divide the task of supply and demand management between different functions. Marketing typically manages demand and Operationstypically manages supply. At a higher level, supply chains suffer fromthis phenomenon as well, with retailers independently managing demandand manufacturers independently managing supply. With supply and demand management decisions being made independently, it is increasinglydifficult to coordinate the supply chain, thereby decreasing profit.Therefore, maximizing profitability depends on these decisions beingmade in a coordinated fashion and requires supply chain partners to work together across enterprises.Difficulty: Hard2.Discuss the approaches that can be used to manage capacity to meetpredictable variability of demand.Answer: When managing capacity to meet predictable variability, firmsuse a combination of the following approaches:•Time flexibility from workforce: In this approach, a firm usesflexible work hours from the workforce to manage capacity to better meet demand. In many instances, plants do not operate continually and areleft idle during portions of the day or week. Therefore, spare plant capacity exists in the form of hours when the plant is not operational. Many plants do not run three shifts, so the existing workforce couldwork overtime during peak periods to produce more to meet demand. If demand fluctuates by day of the week or week of the month and the workforce is willing to be flexible, a firm may schedule the workforceso that the available capacity better matches demand. In such settings, use of a part-time workforce may further increase the capacityflexibility by enabling the firm to have more people at work during peak periods.•Use of seasonal workforce: In this approach, a firm uses a temporary workforce during the peak season to increase capacity to match demand. This approach may be hard to sustain if the labor market is tight.•Use of subcontracting: In this approach, a firm subcontracts peak production so that internal production remains level and can be done cheaply. With the subcontractor handling the peaks, the company is able to build a relatively inflexible but low-cost facility where the production rates are kept relatively constant (other than variationsthat arise from the use of overtime). Peaks are subcontracted out to facilities that are more flexible. A key here is the availability of relatively flexible subcontractor capacity. The subcontractor can often provide flexibility at a lower cost by pooling the fluctuations in demand across different manufacturers. Thus the flexible subcontractor capacity must have both volume (fluctuating demand from a manufacturer) as well as variety flexibility (demand from several manufacturers) to be sustainable.•Use of dual facilities—dedicated and flexible: In this approach, a firm builds both dedicated and flexible facilities. Dedicated facilities produce a relatively stable output of products over time in a very efficient manner. Flexible facilities produce a widely varying volumeand variety of products but at a higher unit cost. Each dedicatedfacility could produce at a relatively steady rate, with fluctuations being absorbed by the flexible facility.•Designing product flexibility into the production processes: In this approach, a firm has flexible production lines whose production rate can easily be varied. Production is then changed to match demand. The production lines are designed such that changing the number of workerson a line can vary the production rate. As long as variation of demand across different product lines is complementary, (i.e., when one goes up, the other tends to go down), the capacity on each line can be varied by。
供应链练习题及答案
供应链练习题及答案1、逆向物流指的是原物退还的货品.（）对错(正确答案)2、供应链绩效评价指标主要是基于功能的绩效评价指标（）。
对错(正确答案)3、21世纪全球竞争相对于20世纪市场竞争的主要特点是由基于质量的竞争转变为基于价格的竞争。
（）对错(正确答案)4、供应链中有效信息的特征是信息必须正确（）。
对(正确答案)错5、满载运输这种运输模式不适合运输少量的产品到小范围的分散的市场（）对(正确答案)错6、在其它因素不变的情况下，供应商产品质量合格率越高，满意度越高（）。
对(正确答案)错7、企业需要一次性完成战略的制定（）对错(正确答案)8、将生产和其它经营活动结合在一起是生产计划编制的目标。
（）对(正确答案)错9、供应链管理涉及的主要领域是供应领域（）对(正确答案)错10、影响供应链战略匹配的因素有产品种类和顾客群数。
（）对(正确答案)错11、强调相互之间的信任和合作是关于供应链关系描述的（）。
对(正确答案)错12、核心竞争力是不能被竞争对手模仿的（）对错(正确答案)13、沃尔玛属于生产者驱动全球采购活动的行业。
（）对错(正确答案)14、关于供应链的流程分析方法，拉动式流程是一种反应性流程。
（）对(正确答案)错15、供应链绩效评价一般应包括对供应链综合绩效的评价。
（）对(正确答案)错16、供应链的敏捷性主要来自于形成多渠道纽带。
（）对(正确答案)错17、供应链不仅是一条连接供应商到用户的物料链、信息链、资金链，而且还是一条增值链。
对(正确答案)错18、传统管理模式是以规模化需求和区域性的卖方市场为决策背景，通过规模效应降低成本，获得效益。
对错(正确答案)19、供应链管理这一名词最早出现于20世纪80年代，最初是由咨询业提出的。
对(正确答案)错20、让最终顾客更满意是供应链全体成员的共同目标,顾客满意的实质是顾客获得超出他们承担的产品价格以上的那部分“价值”。
对(正确答案)错21、供应链管理是以同步化、集成化生产计划为指导，以各种信息技术为支持，尤其以Internet/Intranet为依托。
供应链管理试题及答案
供应链管理试题及答案一、选择题（每题2分，共20分）1. 供应链管理的核心目标是什么？A. 降低成本B. 提高效率C. 增强客户满意度D. 所有选项都是答案：D2. 供应链的哪个环节通常被称为“牛鞭效应”的源头？A. 原材料供应B. 生产制造C. 物流配送D. 终端销售答案：D3. 在供应链管理中，以下哪项不是供应链的组成部分？A. 供应商B. 制造商C. 竞争对手D. 零售商答案：C4. 供应链中的“3PL”指的是什么？A. 第三方物流B. 第三方支付C. 第三方认证D. 第三方监管答案：A5. 供应链风险管理的主要目的是什么？A. 降低成本B. 增加利润C. 预防和减轻风险D. 提高市场份额答案：C二、填空题（每空2分，共20分）6. 供应链管理中的“4R”原则包括：正确的产品、正确的________、正确的时间、正确的________。
答案：地点；顾客7. 供应链的整合可以通过________和________来实现。
答案：信息技术；流程优化8. 供应链的敏捷性是指供应链能够快速响应市场________的能力。
答案：变化9. 在供应链中，库存管理的主要目标是平衡________和________。
答案：服务水平；成本10. 供应链的可持续性强调在满足当前需求的同时，不损害________的利益。
答案：未来三、简答题（每题10分，共30分）11. 简述供应链管理的五个主要流程。
答案：供应链管理的五个主要流程包括：计划、采购、制造、配送和退货。
计划涉及需求预测和库存管理；采购包括供应商选择和采购策略；制造涉及生产计划和控制；配送包括订单处理和物流管理；退货处理涉及产品回收和处理。
12. 描述供应链中的“推拉策略”。
答案：推拉策略是供应链管理中的两种不同的库存管理方法。
推策略是指根据预测需求生产产品，然后将产品推向市场；拉策略则是指根据实际需求来生产产品，以减少库存积压和过剩风险。
13. 解释什么是供应链的透明度，并说明其重要性。
供应链管理习题(+答案)
供应链管理习题一、单项选择题（每题2分,15题，共30分）1、传统管理模式下生产方式的主要特征不含（C）。
A、少品种B、大批量生产C、柔性D、专用流水线2、（A）主要体现供应链的物理功能，即以最低的成本将原材料转化成零部件、半成品、产品，以及在供应链中的运输等。
A、有效性供应链B、反应性供应链C、稳定供应链D、动态供应链3、许多企业已经普遍将信息系统业务，在规定的服务水平基础上外包给应用服务提供商（ASP，由其管理并提供用户所需要的信息服务。
这是属于（D）业务外包的方式.A、研发外包B、生产外包C、脑力资源外包D、应用服务外包4、（A）是指在竞争、合作、动态的市场环境中，由若干个供方、需方等实体（自主、半自主）构成的快速响应环境变化的动态供需网络.A、敏捷供应链B、稳定供应链C、反应性供应链D、平衡供应链5、提供功能性产品的公司的一个极重要的目标是（B）A、提咼边际利润B、降低总成本C、加快市场反应D、降低总库存6、信息技术咼度发展以及在供应链节点企业间的咼度集成，供应链节点企业间的合作关系最终集成为（D）。
A、传统关系物流关系C、合作伙伴关系D、网络资源关系7、传统的生产计划决策模式是一种集中式决策，而供应链管理环境下生产计划的决策模式是（B）决策过程.A、分布式B、分布式群体C、集中群体D、分权式8、（B）是指需求变化独立于人们的主观控制能力之外，因而其数量与出现的概率是随机的、不确定的、模糊的。
A、单一需求B、独立需求C、多需求D、相关需求9、下列（C）不是供应链管理环境下采购的特点。
A、为订单而采购B、从采购管理向外部资源管理转变C、为库存而采购D、从一般买卖关系向战略协作伙伴关系转变10、在需求变异加速放大的原因中，（A）是需求放大的主要原因.A、需求预测修正C、价格波动B、订货批量决策D、短缺博弈11、供应链中的信息流控制模式中，各部门对信息的流向及内容有决定权，能灵活掌握信息需求及信息传播的时间、地点和方式,但企业不能从整体上把握信息的流向及内容，缺乏宏观调控能力并导致信息流的混乱及无序，管理效率下降，严重的情况将会是导致管理失控；这种模式是（B）.A、集中控制模式B、分散控制模式C、综合式D、B/S模式12、在企业目前工作流程存在的问题中，是由于分工过细造成的问题是（C）。
供应链管理第三版Unit9习题与答案(可编辑修改word版)
Chapter 9Planning Supply and Demand in the Supply Chain:Managing Predictable VariabilityTrue/False1. Predictable variability is change in demand that cannot be forecasted.Answer: FalseDifficulty: Easy2. Faced with predictable variability of demand, a company’s goal is to respond in amanner that maximizes profitability.Answer: TrueDifficulty: Easy3. The advantage of carrying enough manufacturing capacity to meet demand inany period is very low inventory costs, because no inventory needs to be c arried from period to period.Answer: TrueDifficulty: Easy4. The disadvantage of carrying enough manufacturing capacity to meet demand inany period is that much of the expensive capacity would go unused during most months when demand was lower.Answer: TrueDifficulty: Easy5. The advantage of building up inventory during the off season to keep productionstable year round lies in the fact that a firm could get by with a smaller, moreexpensive factory.Answer: FalseDifficulty: Moderate6. The disadvantage of building up inventory during the off season to keepproduction stable year round is the expensive capacity that would go unusedduring most months when demand was lower.Answer: FalseDifficulty: Easy7. An approach where a firm works with their retail partners in the supply chain tooffer a price promotion during periods of low demand would shift some of thedemand into a slow period, thereby spreading demand more evenly throughoutthe year and reducing the seasonal surge.Answer: TrueDifficulty: Moderate8. With supply and demand management decisions being made independently, it iseasier to coordinate the supply chain, thereby increasing profit.Answer: FalseDifficulty: Moderate9. A firm can vary supply of product by controlling production capacity andinventory.Answer: TrueDifficulty: Easy10. A firm that uses flexible work hours from the workforce to manage capacity tobetter meet demand is using a seasonal workforce.Answer: FalseDifficulty: Moderate11. Scheduling the workforce so that the available capacity better matches demandis using time flexibility from the workforce.Answer: TrueDifficulty: Moderate12. The use of a part-time workforce to increase the capacity flexibility by enablingthe firm to have more people at work during peak periods is designing productflexibility into the production processes.Answer: FalseDifficulty: Moderate13. A firm that uses a temporary workforce during the peak season to increasecapacity to match demand is using a seasonal workforce.Answer: TrueDifficulty: Easy14. The use of dual facilities to manage capacity may be hard to sustain if the labormarket is tight.Answer: FalseDifficulty: Hard15. A firm that purchases peak production capability from other companies so thatinternal production remains level and can be done cheaply is usingsubcontracting.Answer: TrueDifficulty: Easy16. A firm that builds dedicated facilities to produce a relatively stable output ofproducts over time in a very efficient manner and purchases peak productioncapability from other companies is using subcontracting.Answer: FalseDifficulty: Hard17. A firm that has production lines whose production rate can easily be varied tomatch demand has designed product flexibility into the production processes.Answer: TrueDifficulty: Easy18. The use of a seasonal workforce requires that the workforce be multi-skilled andeasily adapt to being moved from line to line.Answer: ModerateDifficulty: Hard19. The use of common components across multiple products, with each producthaving predictably variable demand, will result in the demand for the components being relatively constant.Answer: TrueDifficulty: Moderate20. When most of the products a firm produces have the same peak demandseason, the use of common components to create relatively constant overalldemand in the components is feasible.Answer: FalseDifficulty: Moderate21. When most of the products a firm produces have the same peak demandseason, it is necessary to build products during the off season that have morepredictable demand.Answer: TrueDifficulty: Easy22. Operations usually makes the promotion and pricing decisions.Answer: FalseDifficulty: Easy23. Maximizing revenue is typically the objective when marketing and sales make thepromotion and pricing decisions.Answer: TrueDifficulty: Easy24. Pricing decisions based only on revenue considerations often result in anincrease in overall profitability.Answer: FalseDifficulty: Moderate25. The combination of pricing and aggregate planning (both demand and supplymanagement) can be used to maximize supply chain profitability.Answer: TrueDifficulty: Moderate26. When performing aggregate planning, the goal of all firms in the supply chainshould be to maximize individual firm profits.Answer: FalseDifficulty: Moderate27. Determining how profits will be allocated to different members of the supply chainis a key to successful collaboration.Answer: TrueDifficulty: Moderate28. In general, as the fraction of increased demand coming from forward buyinggrows, offering the promotion during the peak demand period becomes moreattractive.Answer: FalseDifficulty: Moderate29. Offering a promotion during a peak period that has significant forward buyingcreates even more variable demand than before the promotion.Answer: TrueDifficulty: Easy30. Average inventory decreases if a promotion is run during the peak period andincreases if the promotion is run during the off-peak period.Answer: FalseDifficulty: Easy31. Promoting during a peak demand month may decrease overall profitability if asignificant fraction of the demand increase results from a forward buy.Answer: TrueDifficulty: Hard32. As forward buying becomes a smaller fraction of the demand increase from apromotion, it is less profitable to promote during the peak period.Answer: FalseDifficulty: Hard33. As the product margin declines, promoting during the peak demand p eriodbecomes less profitable.Answer: TrueDifficulty: Easy34. When faced with seasonal demand, a firm should use a combination of pricing(to manage demand) and production and inventory (to manage supply) toimprove profitability.Answer: TrueDifficulty: ModerateMultiple Choice1. Predictable variability isa. change in demand that can be forecasted.b. change in demand that cannot be forecasted.c. change in demand that has been planned.d. change in demand that has been scheduled.e. all of the aboveAnswer: aDifficulty: Easy2. Which of the following is not a problem caused by products experiencingpredictable variability of demand?a. high levels of stockouts during peak demandb. high levels of excess inventory during periods of low demandc. increased responsiveness of the supply chaind. increased costs in the supply chaine. decreased responsiveness of the supply chainAnswer: cDifficulty: Easy3. A firm can handle predictable variability by managinga. supply using capacity, inventory, trade promotions, and backlogs.b. supply using capacity, inventory, subcontracting, and backlogs.c. demand using short-term price discounts and trade promotions.d. a and c onlye. b and c onlyAnswer: e Difficulty:Easy4. Seasonal demand can be met bya. maintaining enough manufacturing capacity to meet demand in anyperiod.b. building up inventory during the off season to meet demand during peakseasons.c. offering a price promotion during periods of low demand to shift some ofthe demand into a slow period.d. all of the abovee. a and b onlyAnswer: d Difficulty:Moderate5. The advantage of maintaining enough manufacturing capacity to meet demand inany period isa. very low inventory costs because inventory needs to be carried fromperiod to period.b. very low inventory costs because no inventory needs to be carried fromperiod to period.c. very high inventory costs because no inventory needs to be carried fromperiod to period.d. very high inventory costs because expensive capacity would go unusedduring most months when demand was lower.e. none of the aboveAnswer: bDifficulty: Moderate6. The disadvantage of maintaining enough manufacturing capacity to meetdemand in any period isa. much of the expensive capacity would go unused during most monthswhen demand was lower.b. the expensive capacity would be used consistently throughout the year.c. most of the expensive capacity would still be used during most monthswhen demand was lower.d. very low inventory costs because no inventory needs to be carried fromperiod to period.e. None of the above are true.Answer: aDifficulty: Moderate7. The advantage of building up inventory during the off season to meet d emandduring peak seasons and keep production stable year round isa. very low inventory costs because no inventory needs to be carried fromperiod to period.b. much of the expensive capacity would go unused during most monthswhen demand was lower.c. in the fact that a firm could get by with a smaller, less expensive factory.d. in the fact that a firm could get by with a larger, more expensive factory.e. None of the above are true.Answer: cDifficulty: Moderate8. The disadvantage of building up inventory during the off season to meet demandduring peak seasons and keep production stable year round isa. very low inventory costs because no inventory needs to be carried fromperiod to period.b. very high inventory costs because inventory needs to be carried from periodto period.c. in the fact that a firm could get by with a smaller, less expensive factory.d. in the fact that a firm could get by with a larger, more expensive factory.e. None of the above are true.Answer: bDifficulty: Moderate9. The advantage of offering a price promotion during periods of low demand toshift some of the demand into a slow period isa. a demand pattern that is less expensive to supply.b. very high inventory costs because inventory needs to be carried fromperiod to period.c. in the fact that a firm could get by with a smaller, more expensive factory.d. much of the expensive capacity would go unused during most monthswhen demand was lower.e. all of the aboveAnswer: aDifficulty: Moderate10. Companies typically divide the task of supply and demand so thata. Marketing manages demand and Operations manages supply.b. Marketing manages supply and Operations manages demand.c. Marketing manages demand and supply.d. Operations manages demand and supply.e. none of the aboveAnswer: aDifficulty: Easy11. With supply and demand management decisions being made independently,a. it is increasingly difficult to coordinate the supply chain, therebyincreasing profit.b. it is increasingly difficult to coordinate the supply chain, therebydecreasing profit.c. it is easier to coordinate the supply chain, thereby decreasing profit.d. it is easier to coordinate the supply chain, thereby increasing profit.e. none of the aboveAnswer: bDifficulty: Moderate12. A firm can vary supply of product by controllinga. production capacity and inventory.b. production capacity and price promotions.c. price promotions and inventory.d. production capacity and inventory promotions.e. none of the aboveAnswer: aDifficulty: Moderate13. Which of the following is not an approach that firms can use when managingcapacity to meet predictable demand variability?a. time flexibility from workforceb. use of seasonal workforcec. use of subcontractingd. use of dual facilities—dedicated and flexiblee. using common components across multiple productsAnswer: eDifficulty: Easy14. The capacity management approach that uses flexible work hours from theworkforce to manage capacity to better meet demand isa. time flexibility from workforce.b. use of seasonal workforce.c. use of subcontracting.d. use of dual facilities—dedicated and flexible.e. designing product flexibility into the production processes.Answer: aDifficulty: Moderate15. The capacity management approach that uses a temporary workforce during thepeak season to increase capacity to match demand isa. time flexibility from workforce.b. the use of seasonal workforce.c. the use of subcontracting.d. the use of dual facilities—dedicated and flexible.e. designing product flexibility into the production processes.Answer: bDifficulty: Easy16. The capacity management approach where a firm purchases peak productionfrom another firm so that internal production remains level and can be donecheaply isa. time flexibility from workforce.b. the use of seasonal workforce.c. the use of subcontracting.d. the use of dual facilities—dedicated and flexible.e. designing product flexibility into the production processes.Answer: cDifficulty: Moderate17. The capacity management approach where a firm builds facilities to produce arelatively stable output of products over time in a very efficient manner andfacilities to produce a widely varying volume and variety of products, but at ahigher unit cost isa. time flexibility from workforce.b. the use of seasonal workforce.c. the use of subcontracting.d. the use of dual facilities—dedicated and flexible.e. designing product flexibility into the production processes.Answer: dDifficulty: Easy18. The capacity management approach where a firm has production lines whoseproduction rate can easily be varied to match demand isa. time flexibility from workforce.b. the use of seasonal workforce.c. the use of subcontracting.d. the use of dual facilities—dedicated and flexible.e. designing product flexibility into the production processes.Answer: eDifficulty: Moderate19. Which approach to capacity management may be hard to sustain if the labormarket is tight?a. time flexibility from workforceb. use of seasonal workforcec. use of subcontractingd. use of dual facilities—dedicated and flexiblee. designing product flexibility into the production processesAnswer: bDifficulty: Moderate20. Which approach to capacity management makes use of spare plant capacity thatexists in the form of hours when the plant is not operational?a. time flexibility from workforceb. use of seasonal workforcec. use of subcontractingd. use of dual facilities—dedicated and flexiblee. designing product flexibility into the production processesAnswer: aDifficulty: Moderate21. Which approach to capacity management makes use of overtime, which is variedto match the variation in demand?a. time flexibility from workforceb. use of seasonal workforcec. use of subcontractingd. use of dual facilities—dedicated and flexiblee. designing product flexibility into the production processesAnswer: aDifficulty: Easy22. Which approach to capacity management would schedule the workforce so thatthe available capacity better matches demand?a. time flexibility from workforceb. use of seasonal workforcec. use of subcontractingd. use of dual facilities—dedicated and flexiblee. designing product flexibility into the production processesAnswer: aDifficulty: Easy23. Which approach to capacity management would use a part-time workforce toincrease capacity flexibility by enabling the firm to have more people at workduring peak periods?a. time flexibility from workforceb. use of seasonal workforcec. use of subcontractingd. use of dual facilities—dedicated and flexiblee. designing product flexibility into the production processesAnswer: aDifficulty: Moderate24. The key to which capacity management approach would involve having bothvolume (fluctuating demand from a manufacturer) and variety flexibility (demand from several manufacturers) to be sustainable?a. time flexibility from workforceb. use of seasonal workforcec. use of subcontractingd. use of dual facilities—dedicated and flexiblee. designing product flexibility into the production processesAnswer: cDifficulty: Hard25. Which approach to capacity management would require that the workforce bemulti-skilled and easily adapt to being moved from line to line?a. time flexibility from workforceb. use of seasonal workforcec. use of subcontractingd. use of dual facilities—dedicated and flexiblee. designing product flexibility into the production processesAnswer: eDifficulty: Moderate26. Which approach to capacity management would use production machinery thatcan be changed easily from producing one product to another?a. time flexibility from workforceb. use of seasonal workforcec. use of subcontractingd. use of dual facilities—dedicated and flexiblee. designing product flexibility into the production processesAnswer: eDifficulty: Moderate27. Which approach to capacity management would only be effective if the overalldemand across all the products is relatively constant?a. time flexibility from workforceb. use of seasonal workforcec. use of subcontractingd. use of dual facilities—dedicated and flexiblee. designing product flexibility into the production processesAnswer: eDifficulty: Hard28. Which of the following is an approach that firms can use when managinginventory to meet predictable demand variability?a. time flexibility from workforceb. use of seasonal workforcec. use of subcontractingd. use of dual facilities—dedicated and flexiblee. using common components across multiple productsAnswer: eDifficulty: Moderate29. When a firm designs common components used in multiple products, with eachproduct having predictably variable demand, they are trying toa. develop relatively constant overall demand.b. use a seasonal workforce.c. build inventory of high demand or predictable demand products.d. use subcontracting.e. use dual facilities—dedicated and flexible.Answer: dDifficulty: Easy30. When most of the products a firm produces have the same peak demandseason, in order to meet predictable variability with inventory, it musta. use common components across multiple products.b. use a seasonal workforce.c. build inventory of high demand or predictable demand products.d. use subcontracting.e. use dual facilities—dedicated and flexible.Answer: cDifficulty: Moderate31. Supply chains can influence demand by usinga. production capacity and inventory.b. pricing and other promotions.c. price promotions and inventory.d. production capacity and inventory promotions.e. production capacity and other promotions.Answer: bDifficulty: Moderate32. The pricing and promotion decisions are often made bya. marketing and sales.b. marketing and operations.c. operations and sales.d. marketing, operations, and sales.e. marketing and operations without sales.Answer: aDifficulty: Moderate33. The promotion and pricing decisions made by marketing and sales typically havethe objective ofa. maximizing profitability.b. minimizing profitability.c. minimizing revenue.d. maximizing revenue.e. maximizing profitability across the supply chain.Answer: dDifficulty: Hard34. Pricing decisions based only on revenue considerations often result ina. a decrease in overall profitability.b. an increase in overall profitability.c. a decrease in overall revenue.d. a decrease in supply chain revenue.e. an increase in supply chain profitability.Answer: aDifficulty: Moderate35. The combination of pricing and aggregate planning (both demand and supplymanagement) can be used toa. maximize customer orders.b. minimize customer orders.c. maximize supply chain profitability.d. minimize supply chain profitability.e. None of the above are accurate.Answer: cDifficulty: Easy36. When performing aggregate planning, the goal of all firms should be toa. minimize company profits.b. maximize company profits.c. minimize supply chain profits.d. maximize supply chain profits.e. All of the above are accurate.Answer: dDifficulty: Moderate37. When planning, the goal of all firms in the supply chain should be to maximizesupply chain profits becausea. this leaves them less profit to divide among themselves.b. this leaves them more profit to divide among themselves.c. this outcome leaves them more profit to pay tax on.d. this outcome will increase their charitable giving.e. none of the aboveAnswer: bDifficulty: Easy38. One key to successful collaboration when the supply chain is performingaggregate planning isa. determining how losses will be allocated to different members of thesupply chain.b. determining how profits will be allocated to different members of t hesupply chain.c. determining how labor will be allocated to different members of the supplychain.d. determining how customers will be allocated to different members of thesupply chain.e. none of the aboveAnswer: bDifficulty: Moderate39. Which of the following is not a key factor influencing the timing of a tradepromotion?a. impact of the promotion on demandb. product marginsc. cost of holding inventoryd. cost of changing capacitye. none of the aboveAnswer: eDifficulty: Moderate40. Which of the following is not a factor that would result in increased demand froma trade promotion?a. market growthb. stealing sharec. forward sellingd. forward buyinge. All of the above are factors in increased demand.Answer: cDifficulty: Hard41. An increase in consumption of the product either from new or existing customersisa. market growth.b. stealing share.c. forward selling.d. forward buying.e. none of the aboveAnswer: aDifficulty: Easy42. Customers substituting the firm’s product for a competitor’s product isa. market growth.b. stealing share.c. forward selling.d. forward buying.e. none of the aboveAnswer: bDifficulty: Easy43. Customers moving up future purchases to the present isa. market growth.b. stealing share.c. forward selling.d. forward buying.e. none of the aboveAnswer: dDifficulty: Easy44. In general, as the fraction of increased demand coming from forward buyinggrows, offering the promotion during the peak demand period becomesa. less attractive.b. more attractive.c. more profitable.d. less significant.e. none of the aboveAnswer: aDifficulty: Moderate45. Offering a promotion during a peak period that has significant forward buyinga. creates a desirable demand pattern.b. creates a demand pattern less costly to serve.c. creates a demand pattern even more costly to serve.d. shifts demand from the peak period to the slow period.e. shifts demand to a more desirable period.Answer: cDifficulty: Hard46. Average inventorya. increases if a promotion is run during the peak period.b. increases if a promotion is run during the off-peak period.c. decreases if a promotion is run during the peak period.d. decreases if a promotion is run during the off-peak period.e. both a and dAnswer: bDifficulty: Moderate47. Promoting during a peak demand month may decrease overall profitability ifa. a small fraction of the demand increase results from a forward buy.b. any of the demand increase results from a forward buy.c. a significant fraction of the demand increase results from a forward buy.d. none of the abovee. all of the aboveAnswer: cDifficulty: Hard48. As the product margin declines, promoting during the peak demand p eriodbecomesa. less profitable.b. more profitable.c. less of a risk.d. more desirable.e. none of the aboveAnswer: aDifficulty: HardEssay/Problems1. Discuss how a firm can respond to predictable variability of demand in the supplychain.Answer: Faced with predictable variability, a company’s goal is to respond in amanner that maximizes profitability. A firm must choose how to handlepredictable variability by utilizing techniques in two broad categories:1. Manage supply using capacity, inventory, subcontracting, and backlogs2. Manage demand using short-term price discounts and trade promotionsThe use of these tools enables the supply chain to greatly increase its profitability because it is able to match supply and demand in a much more coordinatedfashion. One way to meet seasonal demand requires carrying enoughmanufacturing capacity to meet demand in any period. The advantage of thisapproach is very low inventory costs, because no inventory needs to be carriedfrom period to period. The disadvantage, however, is that much of the expensive capacity would go unused during most months when demand was lower.Another approach to meeting demand would be to build up inventory during theoff season to keep production stable year round. The advantage of this approach lies in the fact that a firm could get by with a smaller, less expensive factory. High inventory carrying costs, however, make this alternative expensive. A thirdapproach would be for a firm to work with their retail partners in the supply chain to offer a price promotion during periods of low demand. This promotion shiftssome of the demand into a slow period, thereby spreading demand more evenly throughout the year and reducing the seasonal surge. Such a demand pattern is less expensive to supply. A company needs to decide which alternativemaximizes their profitability.Often companies divide the task of supply and demand management betweendifferent functions. Marketing typically manages demand and Operations typically manages supply. At a higher level, supply chains suffer from this phenomenon as well, with retailers independently managing demand and manufacturersindependently managing supply. With supply and demand managementdecisions being made independently, it is increasingly difficult to coordinate thesupply chain, thereby decreasing profit. Therefore, maximizing profitabilitydepends on these decisions being made in a coordinated fashion and requiressupply chain partners to work together across enterprises.Difficulty: Hard2. Discuss the approaches that can be used to manage capacity to meetpredictable variability of demand.Answer: When managing capacity to meet predictable variability, firms use acombination of the following approaches:•Time flexibility from workforce: In this approach, a firm uses flexible work hours from the workforce to manage capacity to better meet demand. In manyinstances, plants do not operate continually and are left idle during portions of the day or week. Therefore, spare plant capacity exists in the form of hours when the plant is not operational. Many plants do not run three shifts, so the existingworkforce could work overtime during peak periods to produce more to meetdemand. If demand fluctuates by day of the week or week of the month and theworkforce is willing to be flexible, a firm may schedule the workforce so that theavailable capacity better matches demand. In such settings, use of a part-timeworkforce may further increase the capacity flexibility by enabling the firm to have more people at work during peak periods.•Use of seasonal workforce: In this approach, a firm uses a temporary workforce during the peak season to increase capacity to match demand. This approachmay be hard to sustain if the labor market is tight.•Use of subcontracting: In this approach, a firm subcontracts peak production so that internal production remains level and can be done cheaply. With thesubcontractor handling the peaks, the company is able to build a relativelyinflexible but low-cost facility where the production rates are kept relativelyconstant (other than variations that arise from the use of overtime). Peaks aresubcontracted out to facilities that are more flexible. A key here is the availability of relatively flexible subcontractor capacity. The subcontractor can often provide。
《供应链管理》习题和答案
《供应链管理》习题和答案专科物流专业《供应链管理》练习题姓名学号班级练习题一1. 供应链运行绩效的评估（）A．涉及到的是供应链上的部分企业B．涉及到了供应链上所有的企业；C．只涉及到核心企业 D．只与上下游企业之间有关系。
2.下列不属于供应链环境管理下的库存问题的是（）A、侧重于优化单一的库存成本B、供应链的战略与规划问题C、供应链的运作问题D、信息类问题3.不属于产品生命周期的是哪个（）A.计划期B.成长期C.成熟期D.衰退期4.供应链合作伙伴关系的主要目的是（）A.缩短采购提前期，提高供货的柔性B.加快资金周转C.通过缩短供应链总周期，达到降低成本和提高质量的目的D.减少供应商数目5．（）指超越一家一户的以一个社会为范畴面向社会为目的的物流。
A. 宏观物流B.社会物流C. 微观物流D.企业物流6.下列不属于QR对厂商的优点的是（）A. 更好的为顾客服务B. 降低了费用C. 生产计划准确D.增加了收入7、下列不是供应链特性的是（）A.供应链是交错链状的网络结构。
B.供应链是企业的主体部分。
C.供应链是一条增值链。
D.供应链的网络结构是由顾客需求拉动的。
8、属于多级库存优化与控制的方法有（）A.减少成本B.中心化（集中式）策略C.改进服务质量D.获得更多的市场信息9．TOC理论对供应链的启迪是企业的经营业绩应该是加强链条中（）。
A．最强的一环 B.最薄弱的一环C.所有环节D.部分环节10. 建立战略合作关系的第一步必须明确战略关系对于企业的必要性，企业必须评估潜在的（）A、利益与风险B、成本与风险C、资金与风险D、投资与风险11. 下列不属于供应链环境管理下的库存问题的是（）A、侧重于优化单一的库存成本B、供应链的战略与规划问题C、供应链的运作问题D、信息类问题12.供应链管理中提到的客户主要是指（）A、只是指最终的消费者B、与企业内部的部门无关C、可以指代供应链上的每个相关企业和部门D、只指代渠道分销员13.对于供应链下库存管理的方法，以下说法正确的是（）A、联合库存管理比供应商管理库存的方式更优越B、制造商管理库存体现了战略供应商联盟的新型合作企业合作关系C、联合库存管理体现了战略供应商联盟的新型企业合作关系D、自动库存补充方法体现了战略供应商联盟的新型企业合作关系14.在大多数的跨国公司中，选择供应商的基本准则“Q.C.D.S.”是（）A、质量、成本、交付与服务并重的原则B、数量、成本、交付与服务并重的原则C、价格、质量、成本与服务并重的原则D、质量、价格、成本与服务并重的原则15.供应链管理的初级阶段，典型的供应链策略主要是指（）A、企业资源计划与准是制B、高效客户响应和准是制；C、高效客户响应和快速响应D、企业资源计划与快速响应。
采购与供应链管理习题库09第九章 习题及参考答案
同步测试一、单项选择题1. 只有在通畅、及时而准确的（）指引下，供应链上的其他流才是有效的，才能达到效率最优、成本最低。
BA．物流 B.信息流 C.资金流 D.商流2. 与供应链信息相比，供应链信息流更（）CA．实物化 B.准确 C.动态 D.孤立3. 在供应链信息流的控制模式中，（）指信息在部门之间或企业之间传递，由部门或企业决定信息传递的方向及内容。
AA. 分散控制B. 集中控制C. 综合协调控制4. 以下哪个自动识别技术最新。
（）DA．条码技术 B. RFID技术 C. 5G技术 D.机器视觉识别技术5. 供应链协同有三层含义，其中（）的协同，由合作与博弈的关系转变为彼此在供应链中更加明确分工和责任的伙伴关系。
CA．信息层面 B.业务流程层面 C.组织层面 D.功能层面6.在（）阶段，数字化采购将完善历史支出知识库，实现供应商信息、价格和成本的完全可预测性。
AA．可预测战略寻源 B.自动化采购执行 C.前瞻性供应商管理 D.战略采购7.供应链协同的外在动因是（）BA．提升供应链效率 B. 应对复杂多变的外部环境C. 巩固供应链各方的合作关系D．降低供应链成本8. 供应链信息层面的协同，通过供应链伙伴成员间的（），实现运营数据、市场数据的实时共享和交流，从而实现伙伴间更快、更好地协同响应终端客户需求。
BA．合作结盟 B. 信息系统集成 C.流程重组 D. 相互竞争9. 拉式供应链的主要信息流方向与物流方向（）AA．反向 B.同向 C.双向都有10.（）是解决供应链上信息系统对接、消除信息孤岛的基础性条件。
A A．标准化 B. 信任环境 C.信息平台 D.信息安全二、多项选择题1. 从供应链环节的角度划分，供应链信息包括（）。
ABCDA.供应源信息B. 配送与零售信息C.生产信息D.需求信息E.战略信息2. 以下哪些描述了信息在供应链管理中的作用（）BCDEA．供应链信息要求准确及时的传递。
B．有助于正确做出库存管理、运输设计、设施网点选址等驱动供应链的管理决策，使供应链运作更有效果。
供应链管理练习题
选择：1，采购过程的第一环节是（E），最后环节是（A）A 评价采购活动和供应商E识别需求2 如今企业则从( C ) 的角度来考虑采购决策对企业竞争优势的影响。
C 战略3 下述哪个不是购买或者外包的原因？（C ）C控制提前期4选择供应商的第一步骤是（D ），最后步骤是（C）C 实施供应商合作关系5 分散采购不具有的优点是（A）A专业化6 VMI 的实施第一步骤是（C）C 建立谷歌情报信息系统7不是供应链管理下库存控制的目标是（D）D不限定资金8 不是VMI原则的是（B）B 质量第一原则9 动态建模需要多种理论方法的支持，其基本流程的第一环节是（B ）最后环节是（C）B理应知识C协调D多位系统分析填空1 供应链的类型：从【制造供应链的发展过程】来看分为内部供应链和外部供应链；根据【供应链存在的稳定性】分为稳定的供应链和动态的供应链；根据【供应链容量与用户需求的关系】可以分为平衡的供应链和倾斜的供应链；按【供应链的主导】分为盟主型供应链和非盟主型供应链；按【供应链的功能模式】可分为有效性供应链和反应性供应链。
2供应链管理涉及的主要问题：【随机性问题】、【供应链结构性问题】、【供应链全球化问题】和【协调机制问题】。
3设施无论是生产场所还是储存场所，有关设施的【选址】、【功能】和【灵活性】决策对供应链的绩效有着决定性的作用。
4 QR对厂商的优点：更好的【顾客服务】，降低了【流通费用】，降低了【管理费用】，更好的【生产计划】。
5将【销售】信息、【库存】信息、【生产】信息、【成本】信息等于合作伙伴交流分享，并在此基。
础上，要求各方一起发现问题、分析问题和解决问题。
6 ECR的特征：【管理意识】的创新，【供应链整体】协调，涉及范围广。
7 ECR系统应用的信息技术主要有：电子数据交换和POS销售时点信息。
8 有效的产品导入包括让消费者和【零售商】尽早接触到这种产品。
9准时化运作（JIT）方式最早由【日本丰田】汽车以【“看板”】管理的名称开发出来，并应用于电子商务与现代物流生产制造系统，其后JIT方式的【“及时”】哲学被广泛地接受并大力推广。
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供应链管理自测练习九
一、重点名词
1.客户关系治理
2.客户
3.供应商关系治理
4.客户价值
二、单项选择题
1.供应链上有效的（）成为了供应链上信息共享和支撑供应链有效运作的核心要素。
A.库存关系
B.运输治理
C.关系治理
D.战略治理
2.供应链治理环境下的上、下游之间（）关系的特点是建立一种合作伙伴关系，双方的工作重点是从长远利益动身，相互配合，持续改进产品质量与服务质量，共同降低成本，提升供应链的竞争力。
A.短期目标型
B.长期目标型
C.渗透型
D.联盟型
3.（）是购买产品或服务的个体。
A.客户
B.用户
C.供应商
D.分销商
4.客户（）产品或服务的最终同意者。
A.不是
B.是
C.不一定是
D.不可能是
5.客户（）用户。
A.不是
B.是
C.不一定是
D.不可能是
6.在供应链环境下，个体的客户和组织的客户都统称为（）。
A.用户
B.顾客
C.买家
D.客户
7.（）是“廉价”的忠诚客户。
A.经济型客户
B.道德型客户
C.个性化客户
D.方便型客户
8.（）觉得在道义上有义务光顾社会责任感强的企业。
A.经济型客户
B.道德型客户
C.个性化客户
D.方便型客户
9.（）需要人际间的满足感，诸如认可和交谈。
A.经济型客户
B.道德型客户
C.个性化客户
D.方便型客户
10.（）对反复比较后再选购服务不感爱好，方便是吸引他们的重要因素。
A.经济型客户
B.道德型客户
C.个性化客户
D.方便型客户
11. 在现代客户治理中，（）是专门重要的部分，营销过程决定营销结果。
A.营销治理
B.过程治理
C.客户状态治理
D.客户成本治理
12.供应链与客户关系治理相互存在专门大一部分交集，在客户关系治理和供应链治理中都突出了以（）为中心的治理思想。
A.用户
B.买家
C.客户
D.卖家
13.有了内容丰富的、无处不在的（），分析人员就能以主动的姿势去满足用户的需求，而不是无休止地被动地响应。
A.网络布线
B.数据仓库
C.客户反应机制
D.营销机制
14.成功的客户关系治理专门注重客户信息和数据的（）治理。
A.一体化
B.共同化
C.现代化
D.同步化
15.供应链形成了企业之间信息共享的关系，借助于（）建立了具有共同远景、双赢的利益共同体。
A.CRM
B.SCM
C.EDI
D.Internet
16.供应商关系治理是用来改善与供应链（）的关系的。
A.上游供应商
B.下游供应商
C.上游经销商
D.下游经销商
17. 与客户关系相比较，供应商关系是处于第（）位的。
A.一
B.二
C.三
D.四
18. 选择供应商的具体原则中，供应商衡量和选择步骤、选择过程透亮化、制度化及科学化指的是（）原则。
A.系统全面性
B.简明科学性
C.稳固可比性
D.门当户对
19.（）的选择和治理是整个采购体系的核心，其表现也关系到整个采购部门的业绩。
A.客户
B.用户
C.供应商
D.分销商
20.供应商选择的第一步工作是（）。
A.市场分析
B.查找潜在的供应商
C.实地考察供应商
D.价格谈判
三、多项选择题
1.核心企业与供应商、供应商的供应商乃至与一切前向的关系，与用户、用户的用户及一切后向的关系，相伴着前向及后向的供应链运作治理过程，供应链治理中形成了（）。
A.产品或服务
B.客户
C.供应商关系治理
D.用户
E.客户关系治理
2.供应链治理环境下的上、下游之间有以下几种要紧的关系类型，即（）。
A.短期目标型
B.长期目标型
C.渗透型
D.联盟型
E.纵向集成型
3.现代客户治理中的客户，其内涵已扩大化，营销学中（）皆称为客户。
A.顾客
B. 公司内部上流程与下流程的工作人员
C.个性化客户
D.方便型客户
E.竞争型客户
4.以下对客户内涵的表述正确的有（）。
A.客户确实是产品或服务的最终同意者
B.客户确实是用户
C.客户不一定是在公司之外
D.客户的含义比用户更广
E.客户不一定是产品或服务的最终同意者
5.从市场营销的角度动身，客户能够分为（）。
A.经济型客户
B.道德型客户
C.个性化客户
D.方便型客户
E.竞争型客户
6.从物流客户的角度来看，客户能够划分为（）。
A.赚钞票客户
B.赔本客户
C.一样客户
D.潜力客户
E.关键客户
7. 客户治理最要紧的治理内容包括三个部分，即（）。
A.治理营销过程
B.治理客户状态
C.治理客户成本
D.治理客户需求
E.治理客户绩效
8.供应链客户关系治理的核心咨询题是（）。
A.辨不客户价值
B.有效的客户反应
C.客户盈利能力
D.了解客户的需求
E. 客户关系治理
9.供应链治理中形成了两种最重要的关系治理，即（）。
A.用户关系治理
B.客户关系治理
C.供应商关系治理
D.分销商关系治理
E.零售商关系治理
10.供应商关系治理包括四大组成部分，它们分不是（）。
A.供应商名目治理
B.采购价格治理
C.采购合同治理
D.供应商评估
E.供应商考察
11.以下属于供应商选择原则的是（）。
A.系统全面性原则
B.简明科学性原则
C.距离最近原则
D.学习更新原则
E.廉价方便原则
12.在制造企业中，标准的采购流程能够划分为（）两个环节。
A.战略采购
B.材料采购
C.重复订单
D.供应商的选择
E.订单和谐
13.在大多数的跨国公司中，供应商选择的差不多准则是“Q.C.D. S”（Quality，Cost，Delivery，Service）原则，也确实是（）并重的原则。
A.质量
B.成本
C.交付
D.数量
E.服务
14.作为供应链治理环境下的客户关系治理软件，一样需要以下的技术要求，包括（）。
A.分析信息的能力
B.对客户互动渠道进行集成的能力
C.支持网络应用的能力
D.建设集中的客户信息仓库的能力
E.对工作流进行集成的能力
15.供应商关系管明白得决方案要紧由两大部分组成，分不是（）。
A.SRM策略性设计
B.SRM策略性货源组织
C.SRM策略性购买
D.SRM战略解决方案
E.SRM协同中枢
四、判定分析
（）1.供应链是一种注重围绕核心企业的网链关系，即核心企业与供应商、供应商的供应商乃至与一切前向的关系，与用户、用户的用户及一切后向的关系，形成为一个网链结构。
（）2.公司内部不存在客户关系。
（）3.客户不一定在公司之外，内部客户日益引起重视，它使企业的服务无缝连接起来。
（）4.一样客户构成公司的最要紧客户群体。
（）5.任何一个企业的资源差不多上有限的，因此不可能为所有客户提供同等的中意的产品和服务。
（）6.现代市场学的进展历程已由传统的生产导向、产品导向、销售导向过渡到市场导向和社会导向的商业模式。
（）7.在现代客户治理中，客户关系治理只有分号，没有句号。
（）8.传统的理念认为，“客户确实是上帝”，而现代客户关系治理的理念认为，“客户并非差不多上上帝”。
（）9.客户关系治理是把客户，专门是潜在客户和现有客户作为治理的中心，将企业的运营围绕着客户来进行。
（）10.客户价值是客户的一种感受和体验,是能够准确运算的。
（）11.顾客能够由任何人或机构来提供服务,而客户则要紧由专门的人员来提供服务。
（）12.客户价值是指整体客户价值与整体客户成本之和部分。
（）13.客户关系治理的核心思想是以“客户为中心”，提升客户中意度，改善客户关系，从而提升企业的竞争力。
（）14.供应链治理环境下的上、下游关系是一种战略性合作关系，提倡一种“双赢”机制。
（）15.客户关系治理是对供应链上的企业与其上游广义的客户之间的紧密业务联系的治理。
（）16.供应商评估是供应商关系治理中的一个核心应用模块。
（）17.不同行业、不同企业、不同产品需求、不同环境下的供应商衡量应是不一样的，保持一定的灵活操作性。
（）18.在供应商选择的过程中，安排对供应商的实地考察一样能够忽略。
（）19.在互联网和电子商务的支持下，供应链的运作和治理将企业诸如设计、购买、打算、销售、履行和服务等业务过程，都扩展到企业的围墙之外。
（）20.选择供应商的总原则是：全面、具体、客观，即建立和使用一个全面的供应商综合衡量指标体系，对供应商作出全面、具体、客观的衡量。
五、咨询答题
1.在供应链上需要对哪些关系进行治理？
2.供应链上的关系类不有哪些？
3.在供应链运作过程中强调关系治理有什么意义？
4.客户关系治理的差不多内容有哪些？
5.客户关系治理方法中重点要做好哪些工作？
6.简述供应商关系治理的组成。