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1
Purchasing and Supply Chain Management 3/e

By
W. C. Benton, Jr.
Test Bank: Chapter 9: Strategic Outsourcing
Instructor’s Notes: The correct answer is next to each question.
Multiple Choice Questions
1. _____________ involves a detailed analysis of what can be done to reduce or eliminate

the probability and severity of these adverse events while also considering the trade-
offs involved.
B A. Contingency planning
B. Risk mitigation
C. Loss prevention
D. Risk monitoring
E. Risk assessment
2. ______________ involves continuously evaluating supply chain conditions so that

potential issues may be avoided or at least lessened by being more proactive.
D A. Contingency planning
B. Risk mitigation
C. Loss prevention
D. Risk monitoring
E. Risk assessment
Purchasing and Supply Chain Management, 3rd edition Copyright © 2013 W. C. Benton Jr., All rights
reserved
2
3. A commonly cited source of financial benefit from outsourcing is the vendor’s better
______________.
D A. quality
B. cost structure
C. expertise and knowledge
D. economies of scale
E. quality and technology
4. If a firm can generate nearly equal financial improvement through internal efforts as
would be realized with outsourcing, then the business case may need to be called into
question. According to a Deloitte study, many organizations could realize incremental
savings on the order of _________percent of direct labor from implementing innovative
programs such as lean production.
C A. 10 to 20
B. 30 to 50
C. 20 to 30
D. 35
E. 25
reserved
3
5. A concept very similar to the resource-based view of the firm is that of

______________. _______________ are the collective learning in an organization
B A. strengths and weaknesses / Strengths and weaknesses

B. core competencies / Core competencies
C. lean production / Lean production systems
D. PDF / PDF systems
E. CCC / CCC systems
6. The __________________ is especially concerned with how to coordinate diverse

production skills and integrate multiple streams of technology.
E A. lean production system

B. PDF concept
C. strength and weakness system
D. RAP concept
E. core competency concept
7. Organizations continuously __________ in order to attract customers and increase

revenues and market share with products and services.
A A. innovate
B. advertise
C. expand
D. lower prices
E. improve quality
8. The organization must have a set of ______________ that ensure survival in a

competitive marketplace.
E A. values
B. beliefs
C. strategic plans
D. contingency plans
E. core capabilities
reserved
4
9. The concept of _______________ along with the resource-based view of the

organization provides the basis for the assertion that in considering outsourcing, the
decision making team must have a thorough understanding of _______________
capabilities and how they relate to an organization’s competitive advantage.
C A. PDF systems / PDF and non-PDF

B. RFD Systems / RFD and non-RFD
C. core competencies / core and non-core
D. advanced technologies / advanced and non-advanced technology
E. core technologies / core and non-core technology
10. Only organizations that are diligent about understanding and avoiding the pitfalls of
_______________ outsourcing and that apply total business-outcome-focused
outsourcing will be successful.
C A. international
B. external
C. cost focused
D. quality focused
E. price reduction
11. Initially, outsourcing decisions predominantly involved ___________,

_______________, and activities of ____________ strategic value.
C A. non-standard products / common processes / high

B. standardized processes / traditional products / relatively high
C. standardized processes / commoditized products / extremely low
D. standardized processes / commoditized products / extremely high
E. non-standardized processes / technology related products / extremely low
reserved
5
12. Firms are increasingly considering more strategic “capabilities” for outsourcing, making
the strategic evaluation much more complex. They discourage firms from making
outsourcing decisions piecemeal, but rather encourage organizations to make them as
part of a __________________.
E A. contingency plan
B. strategic business plan
C. outsourcing plan
D. comprehensive production strategy
E. comprehensive sourcing strategy
13. The _____ step in the make-or-buy decision is to understand the strategic importance
(value) of the activity or system.
C A. second
B. fourth
C. first
D. fifth
E. third
14. Potential outsourcing suppliers must be _____________ and ___________.
B A. recruited / interviewed
B. identified / investigated
C. interviewed / selected
D. selected / qualified
E. qualified / available
15. In addition to the supplier profiles, the buying organization should clearly establish
expectations for the potential suppliers and discuss the __________ and the
_________________ for the outsourcing activity.
C A. standards / employee training

B. costs / delivery
C. scope of work / appropriate pricing
D. quality / quantity
E. type of work / quality
reserved
6
16. The success of the outsourcing initiative depends heavily on the ______________
beginning with the contract execution to the transfer of the agreed-upon activities and
resources.
E A. terms of the contract

B. the front line supervisor’s actions
C. management’s actions
D. task force
E. implementation effort
17. The buying and selling organizations must follow the specific roles outlined in the
contract. The buying organization also must appoint a __________ manager. The
__________ manager and the suppliers must merge their independent plans into one
consensus plan.
B A. coordinating / coordinating
B. relationship / relationship
C. contract / contract
D. purchasing / purchasing
E. supply / supply
reserved
7
reserved
8
18. It is important to make sure that all ______________ feel as though their interests were
represented and considered in making the decision.
D A. employees
B. stockholders
C. managers
D. stakeholders
E. union members
19. It is crucial to treat _____________ (both survivors and those directly impacted) with
respect and dignity during the decision-making and implementation process.
B A. stakeholders
B. employees
C. managers
D. managers and employees
E. stockholders and stakeholders
20. Failing to appreciate the ___________ concerns and proactively manage them will have
an adverse impact on the outsourcing engagement.
D A. managers’
B. stockholders’
C. stakeholders’
D. employees’
E. bankers’
reserved
9
21. In order to effectively cultivate the relationship, the buying organization should be active
in _______________ performance and ____________________.
B A. managing / identifying problems

B. monitoring and evaluating / solving problems
C. monitoring / ensuring quality
D. evaluating / discussing problems
E. managing quality / identifying problems
22. The ____________ establish (es) the performance measures, deliverables, due dates,
and the expected supplier requirements. Performance measurement is the cornerstone
of the buyer–supplier relationship. Without measurement there is no control. Without
control there can be no relationship to manage.
B A. negotiating team
B. original contract
C. buying organization
D. supplier
E. buyer and supplier jointly
23. Outsourcing risks include breaches in intellectual property, provider shirking, and
opportunistic renegotiation. The combination of contractual incompleteness, asset
specificity, and uncertainty gives rise to these risks when firms pursue external
sourcing. Outsourcing organizations must have a clear _____________________.
C A. legally binding contract

B. understanding of the contract
C. understanding of true supplier intentions
D. definition of supplier roles and responsibilities
E. understanding of the supplier’s role and responsibilities
24. Traditional thinking about the most appropriate form of governance has cast the
decision as somewhat of a dichotomous choice between hierarchy (i.e., internal
sourcing) and market (i.e., external sources). Prior works have developed the image of
____________ governance as an arm’s length relationship between the customer and
the supplier organization.
E A. supplier
B. buyer
C. stakeholder
D. local
E. market
reserved
10
25. ____________ is the sum of the actual and potential resources embedded within,
available through, and derived from the network of relationships possessed by an
individual or social unit.
D A. Political capital
B. Operating capital
C. Total assets
D. Social capital
E. Cash flows
26. For long-term relationships to work, it initially requires _________________ from both
parties. Although these longer term relationships can bear significant benefits for the
customer and service provider, the road will not always be a smooth one.
A A. a strong commitment
B. a strong communications system
C. a good understanding of each other
D. a meeting of the minds
E. a pledge to work together
reserved
11
27. Equitable distribution of pain and gain will ultimately lead to __________ partnership
performance. Along with having a contract that defines performance incentives by
means of penalty and reward structures, the relationship also must be able to work
through unforeseen conditions in a productive manner.
B A. reduced
B. enhanced
C. lower
D. less
E. equal
28. A final key element of an effective buyer–supplier relationship is

____________________.
A A. the performance evaluation
B. the monitoring of performance
C. the control element
D. the reward element
E. the incentive to perform well
29. It appears clear that effective buyer–supplier relationships should include a formalized
procedure for ______________ the buyer’s expectations and _____________ the
supplier’s performance.
A A. communicating / evaluating
B. setting / monitoring
C. establishing / evaluating
D. communicating / changing
E. establishing / changing
30. Outsourcing can be defined as the ___________ transfer of a business process that
has been traditionally ________________ internally to an independently owned
external service provider.
B A. partial / owned and supported

B. complete / operated and managed
C. first / supervised
D. business / owned and managed
E. process / owned and supervised
31. A complete transfer means that the ______________________________ and other

assets are no longer maintained internally once the business process is outsourced.
D A. people, plants, warehouses, headquarters,

B. facilities, equipment, machinery,
C. people, facilities, equipment,
D. people, facilities, equipment, technology,
E. people, facilities, technology,
32. Outsourcing is also sometimes thought to be similar to subcontracting, joint venturing,

and contract manufacturing. Contracting is the purchasing of goods or services to
facilitate a business process owned by the buyer. The outsourcing point of departure
reserved
12
from these concepts is the ________________ of all associated internal business

process activities.
E A. date of implementation
B. agreement for the outsourcing
C. need to reduce the costs
D. desire to reduce the expenses
E. complete transfer
33. In a recent study, executives categorized their outsourcing activities. Table 9.1 in the
textbook illustrates the diverse set of outsourced activities that were reported on. Not
surprisingly, information technology outsourcing (ITO) represented the largest number
of responses at 25.8 percent. Approximately 35 percent of the responses represented
the outsourcing of some type of manufacturing activity, with the remainder being
_________________.
B A. business practices administration (BPA)

B. business process outsourcing (BPO)
C. business accounting technology (BAT)
D. business owners administration (BOA)
E. business technology administration (BTA)
34. Outsourcing can be conceptualized as a _________ rather than simply an event. This
__________ begins with the development of a strategic and financial business case for
outsourcing.
C A. method / method
B. strategy / strategy
C. process / process
D. practice / practice
E. program / program
35. The crafting of the business case is followed by implementing the

____________________ and, ultimately, managing the relationship with the provider.
B A. plan
B. external sourcing model
C. contract
D. outsourcing model
E. internal sourcing model
36. Global business process outsourcing alone has surpassed the US$________ mark. A
recent Booz Allen report posits the expectation that U.S. business process outsourcing
will continue to grow at about _____ percent per year in the near term.
E A. 9 trillion / 12
B. 5 trillion / 9
C. 4 trillion / 11
D. 6 trillion / 8
E. 6 trillion / 10
reserved
13
37. According to a recent Deloitte Consulting study, 64 percent of respondents indicated

that they had brought outsourced services back in-house. Fifty percent of respondents
identified ______________ as the primary problem encountered with outsourcing, while
44 percent _________ realize cost savings.
C A. “contractual expenses" / did

B. “relationships” / did not
C. “hidden costs” / did not
D. “relationships” / did
E. “hidden costs” / did
38. Another study reported similar findings from a Bain survey of large and medium-sized
firms. They found that only ____ percent of the firms were highly satisfied with the costs
they were saving, and nearly _____ percent failed to achieve cost savings expectations
D A. 5 / 44
B. 6 / 60
C. 10 / 75
D. 10 / 50
E. 12 / 50
39. a 2005 study reported that, based on the experience of the global consulting firm Booz
Allen Hamilton, they would estimate that approximately one in three outsourcing efforts
fails to achieve outsourcing expectations. These anecdotal findings suggest that there is
a troubling gap between expectations and reality; however, outsourcing is
____________.
A A. here to stay
B. being revised
C. being cut back
D. here for the next couple of years
E. fading out
40. It is virtually impossible to generalize why organizations outsource various business

processes. The final outsourcing decision depends on whether the CEO, CFO, or CIO
initiates the outsourcing proposal. Whichever executive initiates the outsourcing
proposal, a reduction in __________________ is usually the primary driver.
D A. hidden costs
B. indirect costs
C. labor costs
D. direct operating costs
E. hidden operating costs
reserved
14
41. The cost reduction must be significantly lower than the current direct operating costs in
order for an outsourcing proposal to be attractive. The generic strategic benefits of
outsourcing are listed below with one exception. Which one is not one of the strategic
benefits?
D A. Refocusing the organization to its core competencies is accomplished by

focusing what the organization does best and/or transforming the business to
focus on new products and services.
B. Increased market share and revenue is accomplished by assessing the
providers’ network and accelerating expansion into new markets.
C. Cost minimization is accomplished by reducing direct operating costs,
eliminating overhead costs, and transforming fixed costs into variable costs.
D. Improvement in the organization’s core competencies by increasing productivity,
reducing indirect operating expenses, lowering overhead, and expanding
services.
E. Improvement in operating performance is accomplished by increasing quality,
increasing productivity, and obtaining new capabilities technologies from
external sources.
42. Some of the specific benefits of outsourcing are to

A 1. Reduce and control operating costs.
2. Improve quality.
3. Change company focus.
4. Acquire external capabilities.
5. Refocus scarce resources for alternative uses.
6. Reduce cycle time.
7. Obtain cash infusion.
8. Reduce risks.
9. Gain flexibility.
10. Turn fixed costs into variable costs.
A. True
B. False
43. While a contract is required to legally protect one’s interests, an extensive strategic
assessment and a true commitment to a cooperative relationship with the service
provider are both necessary to realize expected outsourcing benefits. These insights
offer valuable guidance to __________________ in terms of where and how
______________ should be applied.
E A. business partners / outsourcing techniques

B. outsourcing practitioners / outsourcing benefits
C. business practitioners / sourcing techniques
D. procurement departments / outsourcing benefits
E. outsourcing practitioners / sourcing resources
reserved
15
44. Outsourcing initiatives must ___________. The type of management and relationship
skills and capabilities must be developed through training and/or recruitment within the
outsourcing organizations.
A A. create value
B. create profits
C. reduce costs
D. improve quality
E. create turnover
45. The cost of quality is an essential consideration in sourcing decisions. The costs
associated with ensuring quality are often categorized as:
.
E A. maintenance, innovation
B. preventative, appraisal
C. internal failure, external failure
D. All of the above
E. “B” and “C”
46. If sourcing internally, firms must estimate the costs of ________ prevention, the costs of
_____________, the cost of ___________, and the cost of ____________.
B A. shrinkage / quantity appraisal / internal losses / external losses

B. defect / quality appraisal / internal failure / external failure
C. defect / quantity appraisal / internal problems / external problems
D. turnover / quality appraisal / internal problems / external problems
E. shrinkage / quality appraisal / internal losses / external failure
47. The buying firm will need to ensure that proper mechanisms are in place to make sure
that they are capable of detecting _____________ by an external source.
E A. delivery failures
B. quantity failures
C. safety failures
D. cost failures
E. quality failures
48. It has long been recognized in both the strategy and operations literature that the most
effective external sourcing relationships involve considerable _______________ and
____________.
C A. resources / time
B. commitment / communication
C. management time / coordination
D. management effort / two-way communications
E. management effort / relationship building
reserved
16
49. While internal coordination costs are unique to external sourcing alternatives, they must
be contrasted against the _______________ and ____________ associated with
internally sourcing a product or service.
B A. management time / turnover costs

B. internal coordination / overhead costs
C. external coordination / implementing costs
D. external coordination / expected benefits
E. external coordination / overhead costs
50. In general, one can think of __________ coordination costs as those overhead
expenses incurred solely due to the decision to _________ source a product or service.
E A. internal / externally
B. external / internally
C. external / externally
D. management / internally
E. internal / internally
reserved
17
51. Presumably, _______________ induces higher levels of many overhead administrative

functions such as payroll, benefits management, utility expenses, IT expenses, and so
forth.
A A. sourcing internally
B. outsourcing
C. sourcing externally
D. sourcing
E. alternative sourcing
52. The relationship between higher levels of vertical integration and an increase in
bureaucratic costs has been noted in the extant academic literature. Some firms have
cast the decision to _____________ versus the decision to externally source as a
comparison between the costs of bureaucracy and the cost of _____________.
A A. vertically integrate / external coordination

B. horizontally integrate / internal coordination
C. merge / management coordination
D. expand horizontally / supervision
E. vertically integrate / internal coordination
53. During the transition period, firms incur additional costs related to internal staff providing
_______________. There is usually lower efficiency and effectiveness at the beginning
of the contract.
C A. additional resources
B. advice and assistance
C. additional support and duplicate resources
D. duplicate services
E. training and advice
reserved
18
54. Moreover, Dunn and Bradstreet found that 20 to 25 percent of all outsourcing
relationships fail within __________ and nearly half fail within ____ years. This implies
that the likelihood of incurring these expenses again, or experiencing costs associated
with reinternalizing an outsourced activity, is ___________. Another critical financial
consideration with outsourcing is the impact on the ___________.
C A. two months / ten / relatively high / environment

B. two years / eight / good / internal workforce
C. two years / five / relatively high / internal workforce
D. two years / five / somewhat low / environment
E. two months / five / relatively high / internal workforce
55. Some of the often “hidden costs” of outsourcing include training internal employees to
become relationship managers rather than technical managers. The hidden costs also
include ______________________________________ required to thwart labor
disputes.
B A. “golden parachutes,” severance packages, temporary employees, and

supervision
B. retention bonuses, severance packages, employee turnover, and management
time
C. retention bonuses, employee training, redundant activities, and management
time
D. management time, severance packages, employee training, and “golden
parachutes”
E. performance bonuses, temporary employees, employee turnover, and employee
training
56. One of the most influential factors in _______________ decisions is the coordination
requirements. Perhaps nowhere is this more evident than when considering new
product or service development.
D A. horizontal integration
B. strategic alliance
C. merger
D. vertical integration
E. acquisition
reserved
19
57. If considering international sourcing alternatives, it is important that the decision makers
develop a complete understanding of the costs involved with _____________________
____________________________________________________________.
B A. moving key personnel to the company of choice, setting up communication links,

and building the appropriate facilities
B. ensuring compliance with governmental laws, regulations, and even local
business customs
C. setting up environmental friendly operations, complying with the local customs,
adapting to local regulations, and adjusting to the local culture.
D. learning local customs, adapting to the culture, meeting local regulations, and
adjusting to the language
E. adjusting to local laws, complying with the local customs, and adapting to the
culture
58. Tariff rates in ______________ countries are typically less than 10 percent but can be
much higher for _________________ nations and for certain products such as
agriculture. These environmental parameters may be highly dynamic, requiring analysts
to be “on the ground” and well connected to develop a deep understanding of the
_______________.
A A. developed / lesser-developed / evolving environment

B. lesser developed / developed / evolving environment
C. developed / lesser developed / evolving business climate
D. lesser developed / evolving / local customs
E. developed / lesser developed / target country
reserved
20
59. A report by Cranfield University to the Department for Transport in England recognized
outsourcing as one of the key factors driving increased levels of ____________. The
idea of ______________ should underlie all of the previously discussed cost
categories.
E A. insurance / insurance management

B. losses / loss prevention
C. shrinkage / shrinkage prevention
D. supply chain losses / preventing losses
E. supply chain risk / risk management
60. Broadly, risk can be defined as a measure of the probability and severity of adverse
effects. One can divide risk management into four iterative phases. Which of the
following is not one of the iterative phases?
C A. contingency planning
B. risk mitigation
C. loss prevention
D. risk monitoring
E. risk assessment
61. ________________ involves answering three questions: (1) What adverse events could
happen? (2) What is the probability of these events happening? and (3) What is the
financial impact if these events occur?
E A. Contingency planning
B. Risk mitigation
C. Loss prevention
D. Risk monitoring
E. Risk assessment
reserved
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Purchasing and Supply Chain

Management 3rd Edition Benton Test

Purchasing and Supply Chain Management 3/e

Test Bank: Chapter 9: Strategic Outsourcing

Instructor’s Notes: The correct answer is next to each question.

Multiple Choice Questions

1. _____________ involves a detailed analysis of what can be done to reduce or eliminate

2. ______________ involves continuously evaluating supply chain conditions so that

5. A concept very similar to the resource-based view of the firm is that of

B A. strengths and weaknesses / Strengths and weaknesses

6. The __________________ is especially concerned with how to coordinate diverse

E A. lean production system

7. Organizations continuously __________ in order to attract customers and increase

8. The organization must have a set of ______________ that ensure survival in a

9. The concept of _______________ along with the resource-based view of the

C A. PDF systems / PDF and non-PDF

11. Initially, outsourcing decisions predominantly involved ___________,

C A. non-standard products / common processes / high

14. Potential outsourcing suppliers must be _____________ and ___________.

C A. standards / employee training

E A. terms of the contract

B A. managing / identifying problems

C A. legally binding contract

28. A final key element of an effective buyer–supplier relationship is

B A. partial / owned and supported

31. A complete transfer means that the ______________________________ and other

D A. people, plants, warehouses, headquarters,

32. Outsourcing is also sometimes thought to be similar to subcontracting, joint venturing,

from these concepts is the ________________ of all associated internal business

B A. business practices administration (BPA)

35. The crafting of the business case is followed by implementing the

37. According to a recent Deloitte Consulting study, 64 percent of respondents indicated

C A. “contractual expenses" / did

40. It is virtually impossible to generalize why organizations outsource various business

D A. Refocusing the organization to its core competencies is accomplished by

42. Some of the specific benefits of outsourcing are to

E A. business partners / outsourcing techniques

B A. shrinkage / quantity appraisal / internal losses / external losses

B A. management time / turnover costs

51. Presumably, _______________ induces higher levels of many overhead administrative

A A. vertically integrate / external coordination

C A. two months / ten / relatively high / environment

B A. “golden parachutes,” severance packages, temporary employees, and

B A. moving key personnel to the company of choice, setting up communication links,

A A. developed / lesser-developed / evolving environment

E A. insurance / insurance management

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14. Potential outsourcing suppliers must be ___ and _.