Introduction to Operations and Supply Chain Management 5th Edition Bozarth Test Bank instant download all chapter

Introduction to Operations and Supply
Chain Management 5th Edition Bozarth

Test Bank
Go to download the full and correct content document:
https://testbankdeal.com/product/introduction-to-operations-and-supply-chain-manage
ment-5th-edition-bozarth-test-bank/
More products digital (pdf, epub, mobi) instant
download maybe you interests ...
Introduction to Operations and Supply Chain Management

5th Edition Bozarth Solutions Manual
https://testbankdeal.com/product/introduction-to-operations-and-
supply-chain-management-5th-edition-bozarth-solutions-manual/

4th Edition Bozarth Test Bank
supply-chain-management-4th-edition-bozarth-test-bank/

3rd Edition Bozarth Test Bank
supply-chain-management-3rd-edition-bozarth-test-bank/

3rd Edition Bozarth Solutions Manual
supply-chain-management-3rd-edition-bozarth-solutions-manual/
4th Edition Bozarth Solutions Manual
supply-chain-management-4th-edition-bozarth-solutions-manual/
Operations Management Operations and Supply Chain

Management 14th Edition Jacobs Test Bank
https://testbankdeal.com/product/operations-management-
operations-and-supply-chain-management-14th-edition-jacobs-test-
bank/
Operations Management Operations and Supply Chain

Management 14th Edition Jacobs Solutions Manual
https://testbankdeal.com/product/operations-management-
operations-and-supply-chain-management-14th-edition-jacobs-
solutions-manual/
Operations and Supply Chain Management 15th Edition

Jacobs Test Bank
https://testbankdeal.com/product/operations-and-supply-chain-
management-15th-edition-jacobs-test-bank/
Operations and Supply Chain Management 13th Edition

Jacobs Test Bank
https://testbankdeal.com/product/operations-and-supply-chain-
management-13th-edition-jacobs-test-bank/
Introduction to Operations & Supply Chain Management, 5e (Bozarth)
Chapter 7 Supply Management
7.1 Why Supply Management is Critical
1) Firms do not compete only against global competitors, but against:

A) their suppliers.
B) themselves.
C) the customers of their competitors.
D) their competitors' supply chains.
Answer: D
Diff: 1
Reference: 7.1 Why Supply Management Is Critical
Keywords: supply chain
AACSB: Application of Knowledge
LO: 7.9: Discuss some of the longer-term trends in supply management and why they are important.
2) The percentage of value of shipments that come from materials for the average manufacturer is:
A) greater than or equal to 40 and less than or equal to 49 percent.
B) greater than or equal to 50 and less than or equal to 59 percent.
C) greater than or equal to 60 and less than or equal to 69 percent.
D) greater than or equal to 70 percent.
Answer: B
Diff: 1
Keywords: material value, financial impact
3) The ratio of earnings to sales for a given time period is the:

A) cost of goods sold.
B) merchandise inventory.
C) profit margin.
D) return on assets.
Answer: C
Diff: 2
Keywords: profit margin
1
Copyright © 2019 Pearson Education, Inc.
4) The analyst turned on his banker's lamp, adjusted his eye shade, and slowly pulled a legal pad from
his desk. His weathered hands punched the buttons on his desk calculator deliberately as he divided
earnings by total assets in order to calculate:
A) return on assets.
B) cost of goods sold.
C) merchandise inventory.
D) profit margin.
Answer: A
Diff: 2
Keywords: ROA, return on assets
AACSB: Analytical Thinking
5) Flingers Inc. reveals the following information in their annual report for FY 2018
Earnings and Expenses

Sales $10,000,000
Cost of goods sold $5,000,000
Pretax earnings $500,000
Selected Balance Sheet Items

Merchandise inventory $80,000
Total assets $2,000,000
What is Flingers' return on assets?

A) 16%
B) 20%
C) 25%
D) 40%
Answer: C
Diff: 2
2

Sales $10,000,000

What is Flingers' profit margin?

A) 5%
B) 16%
C) 2%
D) 4%
Answer: A
Diff: 2

Sales $10,000,000

Every dollar Flingers saves in purchasing has the same impact as what amount of increased sales?
A) $10
B) $14
C) $17
D) $20
Answer: D
Diff: 3
Keywords: profit leverage effect
3

Sales $10,000,000

Upper management plans to cut cost of goods sold by 5% for the coming year but retain the same sales.
What will Flingers' return on assets figure be for 2018
A) 26%
B) 29%
C) 33%
D) 38%
Answer: D
Diff: 2

Sales $10,000,000

What will Flingers' profit margin be for 2018
A) 5%
B) 7.5%
C) 9%
D) 11%
Answer: B
Diff: 2
4

Sales $10,000,000

What will Flingers' profit leverage effect be for 2018
A) $13.33
B) $14.71
C) $17.50
D) $18.50
Answer: A
Diff: 3
11) The phenomenon that a dollar in cost savings increases pretax profits by a dollar, while a dollar
increase in sales increases pretax profits only by the dollar multiplied by the pretax profit margin is
known as the:
A) profit margin.
B) return on assets.
C) saving to spending ratio.
D) profit leverage effect.
Answer: D
Diff: 2
5
12) Dusty is evaluating three bids to supply fence hardware for the 5 acres of pasture that need to be
fenced. Breezy submits a bid of $40 per unit with a defect rate of 2%; Lady's bid is $50 per unit with a
defect rate of 0.5%; and Spike's bid is $30 per unit with a defect rate of 5%. If a section of fence fails, it
costs an average of $500 in losses and herding costs to round up all of the capybaras. Dusty believes it
will take 1000 units to fence in this pasture configuration; what is the lowest total cost?
A) $47,500
B) $50,000
C) $52,500
D) $55,000
Answer: B
Diff: 3
Keywords: performance impact, failure cost
costs an average of $500 in losses and herding costs to round up all of the capybaras (giant rodents from
South America — their leather makes fine gloves). Dusty believes it will take 500 units to fence in this
pasture configuration; which supplier should win the business?
A) Spike
B) Breezy
C) Lady
D) no difference between Breezy and Spike
Answer: C
Diff: 3
14) Dusty is evaluating two bids to supply fence hardware for the 5 acres of pasture that need to be
fenced. Breezy submits a bid of $40 per unit with a defect rate of 3%; Lady's bid is $50 per unit and their
product manager estimates the defect rate to be around 0.5%. If a section of fence fails, it costs an average
of $500 in losses and herding costs to round up all of the capybaras (giant rodents from South America —
their leather makes fine gloves). Dusty believes it will take 500 units to fence in this pasture configuration.
The product manager's uncertainty has Dusty concerned; what defect rate for Lady would make Dusty
indifferent between the two suppliers as far as total cost is concerned?
A) 1%
B) 0.5%
C) 0.33%
D) 0%
Answer: A
Diff: 3
6
fenced. Breezy submits a bid of $40 per unit, Lady's bid is $50 per unit, and Spike's bid is $30 per unit. If a
section of fence fails, it costs an average of $500 in losses and herding costs to round up all of the
capybaras (giant rodents from South America — their leather makes fine gloves). Dusty believes it will
take 500 units to fence in this pasture configuration. What defect rates for the three suppliers would make
Dusty indifferent among them from a total cost standpoint?
A) Breezy 5%, Spike 6%, Lady 2%
B) Breezy 3%, Spike 5%, Lady 1%
C) Breezy 1%, Spike 3%, Lady 2%
D) Breezy 2%, Spike 3%, Lady 4%
Answer: B
Diff: 3
16) For the average manufacturer, over 50 percent of the value of shipments comes from materials.
Answer: TRUE
Diff: 1
Keywords: material value, financial impact
17) Company A spends $250 million purchasing materials and subassemblies that it processes and sells
for a total of $350 million. The cost of goods sold by Company A is $350 million.
Answer: FALSE
Diff: 1
Keywords: CGS, cost of goods sold
18) The ratio of earnings to sales for a given time period is a firm's profit margin.
Answer: TRUE
Diff: 1
19) Profit margin is the ratio of ________ to ________.

Answer: earnings; sales
Diff: 1
7

Sales $10,000,000

Calculate Flingers' profit margin, return on assets, and leverage effect

Answer: Profit margin = = = 5%
Return on assets = = = 25%
Leverage effect = = = $20
Diff: 3
Keywords: profit margin, return on assets, ROA, leverage effect
8

Sales $10,000,000

They plan to aggressively pursue cost savings in the purchasing area for FY 2018 and expect to lower
their cost of goods sold by 8% while maintaining the same level of sales. Calculate Flingers' leverage
effect for 2017and their expected leverage effect for 2018. Compare the two results for your leverage effect
calculations and provide insight as their relative magnitude.
Answer: Leverage effect 2017 = = = $20.00
Leverage effect 2018 = = = $11.11
The leverage effect drops for 2017 to 2018 because Flingers is purchasing more economically, or at least
plans to, for 2018 They do not need as large an increase in sales to offset the dollar saved in purchasing
because their operations have become more efficient.
Diff: 3
9
costs an average of $500 in losses and herding costs to round up all of the capybaras, giant rodents native
to Brazil. Dusty believes it will take 1000 units to fence in this pasture configuration; what is the BEST
choice for supplier?
Answer: Total cost is a combination of the material cost plus anticipated losses. The table shows all costs
for each supplier, with Breezy's total cost of $50,000 being the lowest.
Lady Breezy Spike

Price per unit $50.00 $40.00 $30.00
% good 0.995 0.98 0.95
Material Cost $50,000.00 $40,000.00 $30,000.00
# Units failing 5 20 50
Failure cost $2,500.00 $10,000.00 $25,000.00
Total Cost (material + failure) $52,500.00 $50,000.00 $55,000.00
Diff: 3
7.2 The Strategic Sourcing Process
1) When compared with single sourcing, multiple sourcing has the advantage of:
A) spreading risk.
B) volume leveraging.
C) lower transportation costs.
D) reduced quality variability.
Answer: A
Diff: 1
Reference: 7.2 The Strategic Sourcing Process
Keywords: single sourcing, multiple sourcing, strategic sourcing process
LO: 7.1: Identify and describe the various steps of the strategic sourcing process.
2) Single sourcing is a better choice than multiple sourcing because of the following:
A) increased competition.
B) ensuring that a supplier will not become complacent.
C) spreading risk.
D) gaining access to the supplier's design and engineering capabilities.
Answer: D
Diff: 1
10
3) A sourcing strategy in which two suppliers are used for the same purchased product or service is:
A) cross sourcing.
B) dual sourcing.
C) contingency sourcing.
D) multisourcing.
Answer: B
Diff: 1
Keywords: dual sourcing, strategic sourcing process
4) The purchasing team examined all of its purchasing patterns in order to identify any irregularities or
possible areas of cost savings. This refers to:
A) internal auditing.
B) purchase consolidation.
C) spend analysis.
D) cooking the books.
Answer: C
Diff: 2
Keywords: spend analysis, strategic sourcing process
LO: 7.2: Perform and interpret the results of a simple spend analysis.
5) Which of the following is required in order to execute a successful spend analysis?

A) graphics capabilities found in charting packages and Visio
B) a sophisticated statistical software package such as SPSS or SAS
C) ability to analyze large quantities of data
D) a minimum of six months uninterrupted work time
Answer: C
Diff: 2
6) In a typical portfolio analysis, office supplies are placed in the:

A) leverage quadrant.
B) bottleneck quadrant.
C) critical quadrant.
D) routine quadrant.
Answer: D
Diff: 1
Keywords: portfolio analysis, routine quadrant
LO: 7.3: Use portfolio analysis to identify the appropriate sourcing strategy for a particular good or service.
11
7) The primary goal of this quadrant is to ensure a continuous supply of products or services found in
the:
Answer: B
Diff: 2
Keywords: portfolio analysis, bottleneck quadrant
8) Building relationships for key suppliers and preparing contingency plans in case of supply
interruptions is vital for products or services found in the:
Answer: C
Diff: 2
Keywords: portfolio analysis, critical quadrant
9) A supplier that has previously demonstrated its performance capabilities through purchase contracts
may well receive:
A) maverick status.
B) a request for description.
C) preferred supplier status.
D) a request for proposal.
Answer: C
Diff: 1
Keywords: strategic sourcing process, preferred supplier
12
10) A company using portfolio analysis decides to streamline the purchasing process for a few items by
use of EDI and automated requisitions to the greatest extent possible. The quadrant that these items fall
in is most likely the:
A) bottleneck quadrant.
B) critical quadrant.
C) leverage quadrant.
Answer: D
Diff: 2
Keywords: portfolio analysis, routine quadrant, EDI, strategic sourcing process, electronic data interchange
AACSB: Information Technology
11) Competitive bidding, active sourcing, and using industry standards are all actions that are
appropriate if the sourcing strategy is to:
A) form partnerships with suppliers.
B) maximize commercial advantage.
C) simplify the acquisition process.
D) ensure supply continuity.
Answer: B
Diff: 2
Keywords: portfolio analysis, leverage quadrant, commercial advantage, strategic sourcing process
12) The use of supply chain partners to provide products or services is called:
A) outsourcing.
B) insourcing.
C) offloading.
D) partnering.
Answer: A
Diff: 1
Keywords: outsourcing, insourcing, strategic sourcing process
LO: 7.4 Describe the rationale for outsourcing and discuss when it is appropriate.
13) One advantage of outsourcing is that it:

A) gives the company a high degree of control over its operations.
B) increases the company's access to state-of-the-art products and processes.
C) protects the company's proprietary designs and processes.
D) discourages the development of the company's core competencies.
Answer: B
Diff: 1
Keywords: outsourcing, strategic sourcing process
13
14) Which of these is a direct cost associated with outsourcing?
A) direct material
B) direct labor
C) variable overhead
D) price from invoice
Answer: D
Diff: 2
Keywords: outsourcing, direct cost, strategic sourcing process
15) Which of these is an indirect cost associated with insourcing?

A) maintenance
B) purchasing
C) receiving
D) quality control
Answer: A
Diff: 2
Keywords: insourcing, indirect cost, strategic sourcing process
16) The deans' suite hoped to cut costs and decided to perform a total cost analysis on its vodka supplier.
Consumption was currently 6,000 bottles per semester and this was predicted to maintain that level for
the next few years. Their current source, Byron's, charged $9.50 per bottle and packed 288 bottles in a
crate. The cost to ship the crate was $15. Another potential source of vodkas was Pancho's, who charged
$9.00 per bottle but could ship only 100 bottles in a crate and at a higher price, $20. Assume that a partial
crate may be purchased. What is the total annual cost to supply vodka from their current supplier?
A) $54,000
B) $55,200
C) $57,000
D) $57,312
Answer: D
Diff: 2
Keywords: total cost, strategic sourcing process
LO: 7.5: Perform a simple total cost analysis.
14
crate may be purchased. What is the total annual cost to supply vodka from Pancho's?
A) $54,000
B) $55,200
C) $57,000
D) $57,312
Answer: B
Diff: 2
$9.20 per bottle but could ship only 100 bottles in a crate. Assume that a partial crate may be purchased.
At what annual shipping price per crate from Pancho's would the college face equal total costs?
A) $7.00
B) $6.50
C) $6.00
D) $5.50
Answer: C
Diff: 2
15
19) This table contains the performance criteria and scores (larger numbers are better) for four potential
suppliers to Kramerica Industries. Evaluate the data and identify the BEST source for Kramerica.
Performance Dimension Company A Company B Company C Company D

Quality (W = 0.4) 3 4 2 5
Cost (W = 0.3) 4 3 5 3
Flexibility (W = 0.2) 5 3 4 2
Speed (W = 0.1) 2 5 5 4
A) Company A
B) Company B
C) Company C
D) Company D
Answer: D
Diff: 2
Keywords: weighted-point evaluation, strategic sourcing process
LO: 7.6: Show how multicriteria decision models can be used to evaluate suppliers and interpret the results.
suppliers to Los Pollos Hermanos. Evaluate the data and identify the BEST source for Los Pollos
Hermanos.
Performance Dimension Company W Company P Company D Company G

Purity (W = 0.5) 5 4 2 5
Cost (W = 0.2) 4 3 5 2
Stability (W = 0.2) 2 1 4 5
Speed (W = 0.1) 3 5 5 2
A) Company W
B) Company P
C) Company G
D) Company D
Answer: C
Diff: 2
16
21) This table contains a list of three companies that have been rated on four weighted performance
dimensions (larger numbers are better). Which of the following statements regarding this information is
BEST?
Performance Dimension Strickland Thatherton Mega-Low Amerigas

Quality (W=0.5) 4 4 2 4
Cost (W=0.4) 4 3 5 3
Speed (W=0.1) 2 2 4 5
A) Thatherton is superior to Amerigas.

B) Amerigas is superior to Strickland.
C) Mega-Low is superior to Thatherton.
D) Strickland is superior to Mega-Low.
Answer: D
Diff: 2
22) A description method used when a product or service is proprietary or when there is a perceived
advantage to using a particular supplier's product or services is:
A) description by market grade.
B) description by brand.
C) description by specification.
D) description by performance characteristics.
Answer: B
Diff: 1
Keywords: purchasing process, description by brand, strategic sourcing process
LO: 7.7: Understand when negotiations should be used and the purpose of contracts.
23) The two basic types of purchasing contracts are:

A) fixed-price and cost-based.
B) bid-rigged and cost-plus.
C) cost-zero and fixed-variable.
D) fixed-quantity and variable-cost.
Answer: A
Diff: 1
Keywords: purchasing contract, fixed-price, cost-based, strategic sourcing process
17
24) The first step of the purchasing process is to select the supplier.
Answer: FALSE
Diff: 2
Keywords: assess opportunities, strategic sourcing process
25) Maverick spending is often promoted by top management as a way to improve the bottom line and
break out of a purchasing cycle.
Answer: FALSE
Diff: 2
Keywords: maverick spending, strategic sourcing process
26) A manufacturer seeking to reduce the variability of the quality of purchased products should use
multiple sourcing.
Answer: FALSE
Diff: 2
27) A manufacturer that wants to make sure that suppliers do not become complacent should use
multiple sourcing.
Answer: TRUE
Diff: 2
28) Cross sourcing is a strategy in which two suppliers are used for the same purchased product or
service.
Answer: FALSE
Diff: 1
Keywords: cross sourcing, dual sourcing, strategic sourcing process
29) Portfolio analysis begins with assignment to a quadrant before a sourcing strategy is formulated.
Answer: TRUE
Diff: 2
Keywords: portfolio analysis, quadrant, strategic sourcing process
18
30) A company that uses portfolio analysis would probably classify things like office supplies in the
Bottleneck quadrant.
Answer: FALSE
Diff: 1
Keywords: portfolio analysis, bottleneck quadrant, strategic sourcing process, routine quadrant
31) Outsourcing can be risky because it decreases the firm's strategic flexibility.
Answer: FALSE
Diff: 2
Keywords: outsourcing, strategic flexibility, strategic sourcing process
32) Total cost analysis divides costs into direct (costs that are tied to the level of operations or supply
chain activities) and indirect (costs that are not tied to the level of operations or supply chain activity).
Answer: TRUE
Diff: 2
Keywords: direct cost, indirect cost, total cost, strategic sourcing process
33) The weighted-point evaluation system allows for a completely objective decision to be made.
Answer: FALSE
Diff: 2
34) The request for quotation is a formal request for suppliers to deliver a product or service that includes
key terms and conditions, such as price, delivery, and quality requirements.
Answer: FALSE
Diff: 2
Keywords: RFQ, PO, request for quotation, purchase order, strategic sourcing process
35) In the description of the purchasing process, the product should be described only by brand or
specification.
Answer: FALSE
Diff: 1
Keywords: description activity, brand, specification, strategic sourcing process
19
36) When a supplier does not exist, competitive bidding and negotiation are two methods commonly
used for final supplier selection.
Answer: TRUE
Diff: 2
Keywords: preferred supplier, competitive bidding, strategic sourcing process
37) In a cost-based contract, the stated price does not change, regardless of fluctuations in the general
overall economic conditions.
Answer: FALSE
Diff: 2
Keywords: fixed-based contract, strategic sourcing process, cost-based contracts
38) Use of EDI in the supply chain has led to shorter lead times and lower inventory.
Answer: TRUE
Diff: 2
Keywords: EDI, electronic data interchange, strategic sourcing process
LO: 7.8: Describe the major steps of the procure-to-pay cycle.
39) A company that regularly outsources goods and services may have established close relationships
with their suppliers and therefore will allow these suppliers the first opportunity to bid for new business
needs. These suppliers are known as ________.
Answer: preferred suppliers
Diff: 2
Keywords: preferred supplier, strategic sourcing process
40) ________ are high-level, often strategic decisions regarding which products or services will be
provided internally and which will be provided by external supply chain members.
Answer: Make or buy decisions
Diff: 1
Keywords: make-or-buy decision, strategic sourcing process
20
41) Use of a single supplier for a part or service in part of the business and another supplier with the same
capability for a different part or service in another area of the business is known as ________.
Answer: cross sourcing
Diff: 2
Keywords: cross sourcing, strategic sourcing process
42) Among the disadvantages of ________ are that different product attributes with varying qualities may
be produced which can actually result in reduced supplier loyalty over time.
Answer: multiple sourcing
Diff: 2
Keywords: multiple sourcing, strategic sourcing process
43) The purchasing team occasionally examined its spending patterns to identify irregularities as part of
a(n) ________.
Answer: spend analysis
Diff: 1
44) A company using portfolio analysis decides to form partnerships with suppliers; the products in
question probably fall in the ________ quadrant.
Answer: critical
Diff: 2
Keywords: portfolio analysis, critical quadrant, strategic sourcing process
45) The bulk of insourcing costs are usually ________ costs.

Answer: indirect
Diff: 2
Keywords: insourcing, indirect cost, strategic sourcing process
46) ________ is the name for a process requiring a company to identify and determine all of the major
costs associated with different sourcing possibilities.
Answer: Total cost analysis
Diff: 2
Keywords: sourcing, total cost analysis, strategic sourcing process
21
47) ________ is a purchasing description method that focuses attention on the outcomes the customer
wants.
Answer: Description by performance characteristics
Diff: 2
Keywords: description by performance characteristics, strategic sourcing process
48) Perhaps the best way to describe standard items is to use ________ which is a description method that
is applicable when the requirements are well understood.
Answer: description by market grade or industry standard
Diff: 2
Keywords: description by market grade, industry standard, strategic sourcing process
49) Horace Smithfield, Esq., was insistent that he pay a flat rate of $10,000,000 and not a penny more to
transfer his inheritance through your checking account so he could move vast sums of cash out of his
country. Sure, he had fallen out of favor with the government and the economy in his country was in a
dire situation, but a deal was a deal and $10,000,000 was all he could afford to pay. This type of purchase
contract was to be a(n) ________ if you would kindly provide your account information.
Answer: fixed-price contract
Diff: 2
Keywords: fixed-price contract, strategic sourcing process
50) What are the four sourcing strategies, how do they work, and what are the advantages of each?
Answer: The main sourcing strategies are single, multiple, dual, and cross sourcing. In single sourcing,
the firm depends on a single company for all or nearly all of a product or service, but in multiple
sourcing, the firm shares its business across multiple suppliers. In between those ends of the spectrum is
dual sourcing, where two suppliers are used for the same purchased product or service, and cross
sourcing, where different business units in a single firm use different suppliers for similar parts.
Single sourcing has the advantages of volume leveraging, lower transportation costs, reduced quality
variability, and stronger relationships with suppliers. Multiple sourcing creates competition, spreads risk,
can help ensure that suppliers do not become complacent, may be required if the purchased volume is
too great for one supplier, and may be desired if the buyer wishes to meet obligations to support minority
suppliers. Dual sourcing accrues the same advantages as multiple sourcing as does cross sourcing.
Diff: 2
Keywords: multiple sourcing, single sourcing, cross sourcing, dual sourcing, strategic sourcing process
22
51) What are the advantages and disadvantages of insourcing and outsourcing?
Answer: Insourcing gives a company a high degree of control over its operations and can also lower
costs but only if a company enjoys the business volume necessary to achieve economies of scale. On the
downside, insourcing can be risky because it decreases a firm's strategic flexibility. Making a product or
providing a service internally often requires a company to make long-term capacity commitments that
cannot be easily reversed. Outsourcing typically increases a firm's flexibility and access to state-of-the-art
products and processes. As markets or technologies change, many firms find changing supply chain
partners easier than changing internal processes. With outsourcing, less investment is required up front
in the resources needed to provide a product or service. The benefits of outsourcing can be significant. Of
course, outsourcing has risks. Suppliers might misstate their capabilities: Their process technology might
be obsolete, or their performance might not meet the buyer's expectations. In other cases, the supplier
might not have the capability to produce the product to the quality level required. Control and
coordination are also issues in outsourcing. Buying firms may need to create costly safeguards to regulate
the quality, availability, confidentiality, or performance of outsourced goods or services. Coordinating the
flow of materials across separate organizations can be a major challenge, especially when time zone
differences, language barriers, and even differences in information systems come into play. Companies
that outsource also risk losing key skills and technologies that are part of their core competencies.
Diff: 2
Keywords: multiple sourcing, strategic sourcing process, insourcing, outsourcing
52) Briefly describe the objective of spend analysis and the general requirements for accomplishing it.
Answer: Spend analysis is the application of quantitative techniques to purchasing data in an effort to
better understand spending patterns and identify opportunities for improvement. Spend analysis can be
used to answer a wide variety of questions. For example, management might want to know the categories
of products or services that make up the bulk of company spending, how much is being spent with
various suppliers, and how spending patterns vary across different locations. The primary requirement
for accomplishing the analysis is having the necessary data and a means for manipulating it. Because the
questions are varied, the analytical tools needed also vary widely. Some companies have software
systems used for operations that contain the ability to perform these analyses. Other companies may turn
to a spreadsheet package to perform the required analyses.
Diff: 2
Keywords: spend analysis
23
53) What is sourcing portfolio analysis? Discuss the model and the strategies and tactics associated with
each quadrant.
Answer: In portfolio analysis, the products or services to be sourced are assigned to one of four strategic
quadrants, based on their relative complexity and/or risk impact to the firm and their value potential. In
general, the more money a company spends on a particular good or service, the higher its value potential.
Depending on what quadrant a product or service is assigned to, the buying firm can then identify the
most appropriate sourcing strategy, tactics, and actions.
The four quadrants are Routine, Leverage, Bottleneck, and Critical.
The "Routine" Quadrant - Products or services in the routine quadrant are readily available and represent
a relatively small portion of a firm's purchasing expenditures. Typical examples include office supplies
and cleaning services. The sourcing strategy therefore becomes one of simplifying the acquisition process,
thereby lowering the costs associated with purchasing items in this quadrant. Specific actions can include
automating the purchasing process, reducing the number of suppliers used, and using electronic data
interchange (EDI) or purchase cards to streamline payment.
The "Leverage" Quadrant - Products or services in the leverage quadrant tend to be standardized and
readily available, and they represent a significant portion of money spent. The sourcing strategy therefore
focuses on leveraging the firm's spending levels to get the most favorable terms possible.
The "Bottleneck" Quadrant - Bottleneck products or services have unique or complex requirements that
can be met only by a few potential suppliers. In this case, the primary goal of the sourcing strategy is to
not run out; in effect, the goal is to ensure supply continuity. This might involve carrying extra inventory
to protect against interruptions in supply or contracting with multiple vendors to reduce supply chain
risks.
The "Critical" Quadrant - Like bottleneck items, products or services in the critical quadrant have
complex or unique requirements coupled with a limited supply base. The primary difference is that these
items can represent a substantial level of expenditure for the sourcing firm. In cases such as this, the
sourcing firm will spend considerable time negotiating favorable deals and building partnerships with
suppliers, as well as preparing contingency plans in case of an interruption in supply.
Diff: 1
Keywords: strategic sourcing process, portfolio analysis, bottleneck quadrant, critical quadrant, leverage quadrant,
routine quadrant
54) What is portfolio analysis and how is it accomplished? Provide an example of a purchased product or
service that would fall in each area for a university applying portfolio analysis.
Answer: In portfolio analysis, the products or services to be sourced are assigned to one of four strategic
quadrants, based on their relative complexity and/or risk impact to the firm and their value potential. In
general, the more money a company spends on a particular good or service, the higher its value potential.
Depending on what quadrant a product or service is assigned to, the buying firm can then identify the
most appropriate sourcing strategy, tactics, and actions. Examples will vary: Routine products could be
housekeeping services. Leverage products could be high expenditure commodity items. Bottleneck
products may be IT services and the critical quadrant may include adjunct faculty services for
professional programs.
Diff: 2
Keywords: portfolio analysis
24
55) Define outsourcing and discuss its advantages and disadvantages.
Answer: Outsourcing is the use of supply chain partners to provide products or services. The advantages
of outsourcing are a very low investment risk, improved cash flow, access to state-of-the-art products and
services, and high strategic flexibility. The disadvantages of outsourcing include the possibility of
choosing a bad supplier, loss of control over the process and core technologies, communication and
coordination challenges with the supplier, and an increased risk of supply chain disruptions and CSR
risks.
Diff: 1
Keywords: insourcing, outsourcing, strategic sourcing process
56) The deans' suite hoped to cut costs and decided to perform a total cost analysis on its tequila supplier.
crate. The cost to ship the crate was $15. Another potential source of tequilas was Pancho's, who charged
crate may be purchased. Conduct a total cost analysis and make a recommendation.
Answer: Byron has a product cost of $155,000 and shipping cost of $500 for a total cost of $155,500.
Pancho has a product cost of $147,500 and a shipping cost of $7,500 for a total cost of $155,000 and is
therefore the low-cost provider by $500.
Diff: 2
57) The deans' suite hoped to cut costs and decided to perform a total cost analysis on its tequila supplier.
crate. The cost to ship the crate was $15. Another potential source of tequilas was Pancho's, who charged
crate may be purchased. By how much does Byron need to lower its per bottle price to reduce their total
cost to that of Pancho?
Answer: Reducing the price by 5 cents per bottle, to $15.45 will make Byron's total cost equal to Pancho's.
Diff: 2
25
suppliers to Los Pollos Hermanos. Evaluate the data and identify the BEST source for Los Pollos
Hermanos.
Performance Dimension Company W Company P Company D Company G

Purity (W = 0.5) 5 4 2 5
Cost (W = 0.2) 4 3 5 2
Stability (W = 0.2) 2 1 4 5
Speed (W = 0.1) 3 5 5 2
Answer: Company G has the highest score, 4.1, and would be the supplier of choice
ScoreX =
ScoreW = 0.5 × 5 + 0.2 × 4 + 0.2 × 2 + 0.1 × 3 = 4.0

ScoreP = 0.5 × 4 + 0.2 × 3 + 0.2 × 1 + 0.1 × 5 = 3.3
ScoreD = 0.5 × 2 + 0.2 × 5 + 0.2 × 4 + 0.1 × 5 = 3.3
ScoreG = 0.5 × 5 + 0.2 × 2 + 0.2 × 5 + 0.1 × 2 = 4.1
Diff: 2
26
suppliers to Satriale's Pork Store. Evaluate the data and identify the BEST source for Satriale's. Consider
the two runners-up to the best source and what points of negotiation might lead them to becoming the
optimal supplier.
Performance Dimension Company T Company C Company S Company P

Innovation (W = 0.4) 4 4 2 5
Cost (W = 0.3) 4 3 5 2
Stability (W = 0.2) 2 1 4 5
Speed (W = 0.1) 3 5 5 2
Answer: Company P has the highest score, 3.8, and would be the supplier of choice
ScoreX =
ScoreT = 0.4 × 4 + 0.3 × 4 + 0.2 × 2 + 0.1 × 3 = 3.5

ScoreC = 0.4 × 4 + 0.3 × 3 + 0.2 × 1 + 0.1 × 5 = 3.2
ScoreS = 0.4 × 2 + 0.3 × 5 + 0.2 × 4 + 0.1 × 5 = 3.6
ScoreP = 0.4 × 5 + 0.3 × 2 + 0.2 × 5 + 0.1 × 2 = 3.8
Company S is two-tenths behind Company P, and has an abysmal innovation score to thank for this
position. If the innovation factor is based on new product or service lines, then Satriale's might request
that Company S consider exploring new products more aggressively. Company T is only three-tenths
behind Company P, and is slightly behind in the Innovation factor but far behind on the Stability factor.
An increase of 1 point in the stability score raises the overall score of Company T by two tenths, so
whatever Company T can do to become more stable should be considered. Satriale's might take a
partnership stance, perhaps increase the frequency of meetings in order to help Company T in the
stability arena. A single digit increase in Innovation raises a score by four tenths of a point, but Company
T has a high score already in this area. It might be easier to raise an extremely low score (Stability) than
squeeze another point higher in an area where they are already performing well.
Diff: 3
27
60) The entire plant needs a fresh coat of paint so you, as the operations manager, are charged with
securing a painting contract to accomplish this. You locate four painting contractors and ask them for
their performance on four criteria. Their responses, along with your minimum standards and the
importance you place on each criterion, is shown in the table. Note that strongly positive references are 9
or better on a ten-point scale and positive references are 7 up to 9 on a ten-point scale. Assign scores from
1 to 5 where 1 is terrible and 5 is excellent, for each contractor's performance on each criterion and
determine who should be awarded the contract. Write a brief explanation for all the 1s and 5s you assign.
Cost Paint Time Experience References Paint Quality

Contractor 20% 25% 20% 20% 15%
1 $22,000 5 days 15 years Positive 20 year
Strongly
2 $20,000 4 days 10 years positive Lifetime
3 $25,000 8 days 3 years Positive 25 year
Strongly
4 $22,500 5 days 25 years positive 20 year
No negative
Minimum Less than Less than 1 5 years in references out 15 year
Standard $25,000 week business of three guarantee
Answer: Answers will vary. Contractor 3 cannot meet the paint time criterion, does not have 5 years of
experience, and is past the limit on cost. They should either be excluded from bidding or possibly
assigned a score of 1 in each of those categories. Contractor 2 is best in cost, time, and paint quality and is
tied for best in references and should probably be the highest overall score.
Diff: 2
7.3 The Procure-to-Pay Cycle
1) Terms and conditions for a purchased service that indicate what services will be performed and how
the service provider will be evaluated is called a:
A) request for quotation.
B) bid specification.
C) preferred supplier contract.
D) statement of work.
Answer: D
Diff: 2
Reference: 7.3 The Procure-to-Pay Cycle
Keywords: statement of work, strategic sourcing process
28
2) Money is automatically drawn from the buyer's account and deposited into the supplier's account in an
electronic funds transfer (EFT).
Answer: TRUE
Diff: 2
Keywords: electronic funds transfer, EFT, procure-to-pay cycle
3) Authorization to a supplier to deliver a product is done through a(n) ________, and released using the
form of technology known as ________.
Answer: purchase order (PO); electronic data interchange (EDI)
Diff: 3
Keywords: procure-to-pay process, purchase order (PO), electronic data interchange (EDI)
4) Business partners that transfer payments between banks using an information system are using
________.
Answer: electronic funds transfer (EFT)
Diff: 2
Keywords: electronic funds transfer, EFT, procure-to-pay cycle
29
5) What takes place in each step in the procure-to-pay cycle and which step is most critical?
Answer: Answers may vary on which step is most critical.
In contrast to the strategic sourcing process, the procure-to-pay cycle is decidedly tactical in nature: It
involves day-to-day communications and transactions between the buyer and supplier, and it is
completed once the goods or services have been received, the supplier has been paid, and the information
has been recorded into the database.
The five main steps of the procure-to-pay cycle are:
• Ordering — The most common way the ordering step begins is through the release of a purchase order.
A purchase order is simply a document that authorizes a supplier to deliver a product or service and
often includes terms and conditions, such as price, delivery, and quality requirements.
• Follow-up and expediting — Someone (typically purchasing or materials personnel) must monitor the
status of open purchase orders.
• Receipt and inspection — When the order for a physical good arrives at the buyer's location, it is
received and inspected to ensure that the right quantity was shipped and that it was not damaged in
transit. If the product or service was provided on time, it will be entered into the company's purchasing
transaction system. Physical products delivered by suppliers then become part of the company's working
inventory.
• Settlement and payment — Once an item or a service is delivered, the buying firm will issue an
authorization for payment to the supplier. Payment is then made through the firm's accounts payable
department.
• Records maintenance — After a product or service has been delivered and the supplier paid, a record of
critical events associated with the purchase is entered into a supplier performance database.
Diff: 3
Keywords: procure to pay cycle
7.4 Trends in Supply Management
1) A recent survey of executives at Global 1000 companies uncovered what single biggest threat?
A) the fear of a supply chain disruption
B) the fear of the unknown
C) the fear of improperly weighting performance dimensions
D) the fear of misclassifying direct and indirect costs
Answer: A
Diff: 2
Reference: 7.4 Trends in Supply Management
Keywords: supply chain disruptions
30
2) Which of these factors is most likely to increase the risk of a missed shipment, communication
problem, or human error?
A) supply base alienation
B) global outsourcing
C) multicriteria decision models
D) electronic data interchange
Answer: B
Diff: 2
Keywords: supply chain disruptions, global sourcing
3) A recent trend in supply management is a move towards a more sustainable supply chain.
Answer: TRUE
Diff: 2
Keywords: sustainability
4) Top executives name ________ as a significant threat to their companies' revenue streams.
Answer: (supply chain) disruptions, disruptions
Diff: 2
Keywords: supply chain disruptions
31
5) Identify the major trends in supply management and their impact from a strategic perspective.
Answer: The trends in supply management identified in this section are sustainable supply and supply
chain disruptions. As more companies become conscious of the importance of being environmentally
friendly, environmental performance is becoming an important criterion in selecting suppliers.
Companies want to ensure that suppliers are in compliance with environmental regulations and that they
are well positioned to deal with changes in the regulatory environment. Similarly, companies are looking
for ways to reduce packaging, promote recycling, and use other strategies designed to reduce cost while
being good for the environment.
As supply chains become more extended and firms depend even more on outside companies to provide
critical goods and services, many firms are feeling the sting of disruptions to the supply chain. Causes of
supply chain disruptions vary from natural disasters to manmade, but in a recent survey of senior
executives at Global 1000 companies, the respondents identified supply chain disruptions as the single
biggest threat to their companies' revenue streams. The complexity associated with multiple links in the
supply chain increases the probability of disruptions.
From a strategic perspective, a company perceived as being "greener" than its competition may win
orders that it otherwise wouldn't. Streamlining and outsourcing (or offshoring) allow a company to
become more productive by having companies better-suited to produce the outsourced component or
service do just that. This carries with it the risk of supply chain disruption, which is deleterious to their
competitive position.
Diff: 2
Keywords: sustainable supply, supply chain disruptions
32
Another random document with
no related content on Scribd:
pictures, at sunny midday, or beneath the hushed twilight, or in the expectant morning
before [297]the shadows come,—all these had suddenly taken wing, driven away by
mud-grubbing animals with a notion in their dull heads that they wanted deeper water
about the site they had chosen for their house of sticks. It was too bad, too hopeless! I
might have prevented the ruin had I known; but now it was beyond all remedy. With a
different interest, therefore, and still resentful that my pond was spoiled as thoroughly
as any lumberman would have spoiled it, I made my way around the flood to examine
the beavers’ work at the outlet.
[298]
[Contents]
XV
Beaver Work
Hidden among the larches at the lower end of my pond was a tiny outgoing stream,
which had proved hard to find when first I explored the region, and almost impossible
to follow afterward. Under a fallen log, so weathered and mossy that it seemed part of
the natural shore, a volume of water escaped without ripple or murmur, wandering
away under bending grasses to lose itself in an alder swamp, where innumerable
channels offered it lingering passage. From the swamp it found its way, creepingly,
among brooding cedars to a little brook, which went singing far down through the
woods to Upper Pine Pond; and beyond that on the farther side was a long dead-
water, [299]and then Pine Stream making its tortuous way through an untraveled
region to the Penobscot. The nearest beavers, a colony of four lodges which I
unearthed on a hidden branch of Pine Stream, were twelve or fifteen miles away, as
the water flowed; yet over all that distance an exploring family had made its lonely
way, guided at every turn by the flavor of distant springs, till one after another they
crept under the fallen log and entered my pond, which was solitary enough to satisfy
even their pioneer instincts. They had first picked a site for their new lodge, on a point
overlooking the lower half of the pond, and had then gone back to the outlet to raise
the water.
Their dam was a rare piece of wild engineering; so much I had to confess, even while
I wished that the beavers had chosen some other place to display their craft. Finding
where the water escaped, they stopped the opening beneath the log, and made a
bank of mud and alder-brush above it. This bank was carried out a dozen feet or more
on either side of the stream, the ends being bent forward (toward the pond above) so
as to make a very fine concave arch. On a small or quiet stream like this, beavers
almost invariably build a straight dam; and where swift water calls for a stronger or
curving structure, they present the convex side to the current; but here they had
[300]reversed both rules, for some reason or impulse which I could not fathom,—
except on the improbable assumption that the animals could foresee the end of their
work from the beginning. The finished dam was an amazingly good one, as you shall
see; but whether it resulted from planning or happy experiment or just following the
water, only a certain old beaver could tell.
Since there was no other outlet to my pond, the beavers were obliged to build here;
but the site was a poor one, the land being uniformly low on all sides, and no sooner
did they finish their dam than the rising water flowed around both ends of it. To
remedy this they pushed out a curving wing from either end of their first arch, so that
the line of their dam was now a pretty triple-curve. Again and again the outgoing
water crept around the obstacle; each time the beavers added other curving wings,
now on this side, now on that, bending them steadily forward till the top of their dam
suggested the rim of an enormous scallop-shell. Then, finding the water deep enough
for their needs, they thrust out a straight wing from either end of their dam, resting
their work on the slopes of two hillocks in the woods, some fifty yards apart,—this in a
straight line, or across the hinge of the scallop-shell: if measured on the curves, their
dam was three or four times that length. Their [301]next task was to build a lodge on
the point above; then they dug a canal through the bog to the nearest grove of
hardwood, and cut down a liberal part of the trees for their winter supply of bark. The
branches of these trees had been cut into convenient lengths, floated through the
canal, and stored in a great food-pile in the deep water near the lodge.
When I found the dam, several deer (to judge from the tracks) were already using the
top of it as a runway in passing from the flooded ground on one side of the pond to
the other. From either end a game-trail led upward along the shore, no longer
following immemorial paths over the bog, which was submerged with all its splendor
of color, but making a new and rougher way through the black growth. When I
followed one of these trails it led me completely around the pond, going confidently till
it neared the salt-lick, where it halted, wavered and trickled out in aimless wanderings.
There, where once the ground was trodden smooth by many feet, was now no ground
to be seen. The precious spring, over which a thousand generations of deer had
lingered, had vanished in a dull waste of water. Twice I watched the place from early
morning till owls began to cry the twilight; in that time only a few animals appeared,
singly, at long intervals; and after wandering about as if [302]seeking something and
finding it not, they disappeared in the dusky woods.
And so I went away, looking for the last time sadly on the little pond, as upon a place
one has owned and loved, but which has passed into other hands. Though the wild
ducks still breed or gather there, it is no longer the same. There is no restful spot from
which to watch the waters dance with the wind, or frown at the cloud, or smile at the
sunshine; the little larches are all dead beside their ancestors; the carpet of colored
moss is but a memory. When the beavers go to pioneer a remoter spot, I shall break
their dam and let the water return to its ancient level. Then, if happily I live long
enough for another fringe of larches to grow, and another mossy rug to crimson under
the waning sun, perhaps it will be my pond once more.
THE END
[Contents]
Colophon
Availability
This eBook is for the use of anyone anywhere at no cost and with almost
no restrictions whatsoever. You may copy it, give it away or re-use it under
the terms of the Project Gutenberg License included with this eBook or
online at www.gutenberg.org ↗️.
This eBook is produced by the Online Distributed Proofreading Team at

www.pgdp.net ↗️.
Metadata
How animals talk and

Title: other pleasant studies of
birds and beast
William Joseph Long Info
Author:
(1867–1952) https://viaf.org/viaf/15260441/
Charles Copeland Info
Illustrator:
(1858–1945) https://viaf.org/viaf/56202685/
File
2024-02-21 18:51:31
generation
UTC
date:
Language: English
Original
publication 1919
date:
Revision History
2024-02-04 Started.
Corrections
The following 3 corrections have been applied to the text:
Edit
Page Source Correction
distance
98 show-shoes snow-shoes 1
141 ‘ “ 1
161 How how 1
*** END OF THE PROJECT GUTENBERG EBOOK HOW ANIMALS
TALK ***
Updated editions will replace the previous one—the old editions

will be renamed.
Creating the works from print editions not protected by U.S.

copyright law means that no one owns a United States copyright
in these works, so the Foundation (and you!) can copy and
distribute it in the United States without permission and without
paying copyright royalties. Special rules, set forth in the General
Terms of Use part of this license, apply to copying and
distributing Project Gutenberg™ electronic works to protect the
PROJECT GUTENBERG™ concept and trademark. Project
Gutenberg is a registered trademark, and may not be used if
you charge for an eBook, except by following the terms of the
trademark license, including paying royalties for use of the
Project Gutenberg trademark. If you do not charge anything for
copies of this eBook, complying with the trademark license is
very easy. You may use this eBook for nearly any purpose such
as creation of derivative works, reports, performances and
research. Project Gutenberg eBooks may be modified and
printed and given away—you may do practically ANYTHING in
the United States with eBooks not protected by U.S. copyright
law. Redistribution is subject to the trademark license, especially
commercial redistribution.
START: FULL LICENSE

THE FULL PROJECT GUTENBERG LICENSE
PLEASE READ THIS BEFORE YOU DISTRIBUTE OR USE THIS WORK
To protect the Project Gutenberg™ mission of promoting the

free distribution of electronic works, by using or distributing this
work (or any other work associated in any way with the phrase
“Project Gutenberg”), you agree to comply with all the terms of
the Full Project Gutenberg™ License available with this file or
online at www.gutenberg.org/license.
Section 1. General Terms of Use and

Redistributing Project Gutenberg™
electronic works
1.A. By reading or using any part of this Project Gutenberg™
electronic work, you indicate that you have read, understand,
agree to and accept all the terms of this license and intellectual
property (trademark/copyright) agreement. If you do not agree to
abide by all the terms of this agreement, you must cease using
and return or destroy all copies of Project Gutenberg™
electronic works in your possession. If you paid a fee for
obtaining a copy of or access to a Project Gutenberg™
electronic work and you do not agree to be bound by the terms
of this agreement, you may obtain a refund from the person or
entity to whom you paid the fee as set forth in paragraph 1.E.8.
1.B. “Project Gutenberg” is a registered trademark. It may only

be used on or associated in any way with an electronic work by
people who agree to be bound by the terms of this agreement.
There are a few things that you can do with most Project
Gutenberg™ electronic works even without complying with the
full terms of this agreement. See paragraph 1.C below. There
are a lot of things you can do with Project Gutenberg™
electronic works if you follow the terms of this agreement and
help preserve free future access to Project Gutenberg™
electronic works. See paragraph 1.E below.
1.C. The Project Gutenberg Literary Archive Foundation (“the
Foundation” or PGLAF), owns a compilation copyright in the
collection of Project Gutenberg™ electronic works. Nearly all the
individual works in the collection are in the public domain in the
United States. If an individual work is unprotected by copyright
law in the United States and you are located in the United
States, we do not claim a right to prevent you from copying,
distributing, performing, displaying or creating derivative works
based on the work as long as all references to Project
Gutenberg are removed. Of course, we hope that you will
support the Project Gutenberg™ mission of promoting free
access to electronic works by freely sharing Project
Gutenberg™ works in compliance with the terms of this
agreement for keeping the Project Gutenberg™ name
associated with the work. You can easily comply with the terms
of this agreement by keeping this work in the same format with
its attached full Project Gutenberg™ License when you share it
without charge with others.
1.D. The copyright laws of the place where you are located also
govern what you can do with this work. Copyright laws in most
countries are in a constant state of change. If you are outside
the United States, check the laws of your country in addition to
the terms of this agreement before downloading, copying,
displaying, performing, distributing or creating derivative works
based on this work or any other Project Gutenberg™ work. The
Foundation makes no representations concerning the copyright
status of any work in any country other than the United States.
1.E. Unless you have removed all references to Project

Gutenberg:
1.E.1. The following sentence, with active links to, or other

immediate access to, the full Project Gutenberg™ License must
appear prominently whenever any copy of a Project
Gutenberg™ work (any work on which the phrase “Project
Gutenberg” appears, or with which the phrase “Project
Gutenberg” is associated) is accessed, displayed, performed,
viewed, copied or distributed:
This eBook is for the use of anyone anywhere in the

United States and most other parts of the world at no
cost and with almost no restrictions whatsoever. You may
copy it, give it away or re-use it under the terms of the
Project Gutenberg License included with this eBook or
online at www.gutenberg.org. If you are not located in the
United States, you will have to check the laws of the
country where you are located before using this eBook.
1.E.2. If an individual Project Gutenberg™ electronic work is

derived from texts not protected by U.S. copyright law (does not
contain a notice indicating that it is posted with permission of the
copyright holder), the work can be copied and distributed to
anyone in the United States without paying any fees or charges.
If you are redistributing or providing access to a work with the
phrase “Project Gutenberg” associated with or appearing on the
work, you must comply either with the requirements of
paragraphs 1.E.1 through 1.E.7 or obtain permission for the use
of the work and the Project Gutenberg™ trademark as set forth
in paragraphs 1.E.8 or 1.E.9.
1.E.3. If an individual Project Gutenberg™ electronic work is

posted with the permission of the copyright holder, your use and
distribution must comply with both paragraphs 1.E.1 through
1.E.7 and any additional terms imposed by the copyright holder.
Additional terms will be linked to the Project Gutenberg™
License for all works posted with the permission of the copyright
holder found at the beginning of this work.
1.E.4. Do not unlink or detach or remove the full Project

Gutenberg™ License terms from this work, or any files
containing a part of this work or any other work associated with
Project Gutenberg™.
1.E.5. Do not copy, display, perform, distribute or redistribute
this electronic work, or any part of this electronic work, without
prominently displaying the sentence set forth in paragraph 1.E.1
with active links or immediate access to the full terms of the
Project Gutenberg™ License.
1.E.6. You may convert to and distribute this work in any binary,
compressed, marked up, nonproprietary or proprietary form,
including any word processing or hypertext form. However, if
you provide access to or distribute copies of a Project
Gutenberg™ work in a format other than “Plain Vanilla ASCII” or
other format used in the official version posted on the official
Project Gutenberg™ website (www.gutenberg.org), you must, at
no additional cost, fee or expense to the user, provide a copy, a
means of exporting a copy, or a means of obtaining a copy upon
request, of the work in its original “Plain Vanilla ASCII” or other
form. Any alternate format must include the full Project
Gutenberg™ License as specified in paragraph 1.E.1.
1.E.7. Do not charge a fee for access to, viewing, displaying,

performing, copying or distributing any Project Gutenberg™
works unless you comply with paragraph 1.E.8 or 1.E.9.
1.E.8. You may charge a reasonable fee for copies of or

providing access to or distributing Project Gutenberg™
electronic works provided that:
• You pay a royalty fee of 20% of the gross profits you derive from
the use of Project Gutenberg™ works calculated using the
method you already use to calculate your applicable taxes. The
fee is owed to the owner of the Project Gutenberg™ trademark,
but he has agreed to donate royalties under this paragraph to
the Project Gutenberg Literary Archive Foundation. Royalty
payments must be paid within 60 days following each date on
which you prepare (or are legally required to prepare) your
periodic tax returns. Royalty payments should be clearly marked
as such and sent to the Project Gutenberg Literary Archive
Foundation at the address specified in Section 4, “Information
about donations to the Project Gutenberg Literary Archive
Foundation.”
• You provide a full refund of any money paid by a user who

notifies you in writing (or by e-mail) within 30 days of receipt that
s/he does not agree to the terms of the full Project Gutenberg™
License. You must require such a user to return or destroy all
copies of the works possessed in a physical medium and
discontinue all use of and all access to other copies of Project
Gutenberg™ works.
• You provide, in accordance with paragraph 1.F.3, a full refund of

any money paid for a work or a replacement copy, if a defect in
the electronic work is discovered and reported to you within 90
days of receipt of the work.
• You comply with all other terms of this agreement for free
distribution of Project Gutenberg™ works.
1.E.9. If you wish to charge a fee or distribute a Project

Gutenberg™ electronic work or group of works on different
terms than are set forth in this agreement, you must obtain
permission in writing from the Project Gutenberg Literary
Archive Foundation, the manager of the Project Gutenberg™
trademark. Contact the Foundation as set forth in Section 3
below.
1.F.
1.F.1. Project Gutenberg volunteers and employees expend

considerable effort to identify, do copyright research on,
transcribe and proofread works not protected by U.S. copyright
law in creating the Project Gutenberg™ collection. Despite
these efforts, Project Gutenberg™ electronic works, and the
medium on which they may be stored, may contain “Defects,”
such as, but not limited to, incomplete, inaccurate or corrupt
data, transcription errors, a copyright or other intellectual
property infringement, a defective or damaged disk or other
medium, a computer virus, or computer codes that damage or
cannot be read by your equipment.
1.F.2. LIMITED WARRANTY, DISCLAIMER OF DAMAGES -

Except for the “Right of Replacement or Refund” described in
paragraph 1.F.3, the Project Gutenberg Literary Archive
Foundation, the owner of the Project Gutenberg™ trademark,
and any other party distributing a Project Gutenberg™ electronic
work under this agreement, disclaim all liability to you for
damages, costs and expenses, including legal fees. YOU
AGREE THAT YOU HAVE NO REMEDIES FOR NEGLIGENCE,
STRICT LIABILITY, BREACH OF WARRANTY OR BREACH
OF CONTRACT EXCEPT THOSE PROVIDED IN PARAGRAPH
1.F.3. YOU AGREE THAT THE FOUNDATION, THE
TRADEMARK OWNER, AND ANY DISTRIBUTOR UNDER
THIS AGREEMENT WILL NOT BE LIABLE TO YOU FOR
ACTUAL, DIRECT, INDIRECT, CONSEQUENTIAL, PUNITIVE
OR INCIDENTAL DAMAGES EVEN IF YOU GIVE NOTICE OF
THE POSSIBILITY OF SUCH DAMAGE.
1.F.3. LIMITED RIGHT OF REPLACEMENT OR REFUND - If

you discover a defect in this electronic work within 90 days of
receiving it, you can receive a refund of the money (if any) you
paid for it by sending a written explanation to the person you
received the work from. If you received the work on a physical
medium, you must return the medium with your written
explanation. The person or entity that provided you with the
defective work may elect to provide a replacement copy in lieu
of a refund. If you received the work electronically, the person or
entity providing it to you may choose to give you a second
opportunity to receive the work electronically in lieu of a refund.
If the second copy is also defective, you may demand a refund
in writing without further opportunities to fix the problem.
1.F.4. Except for the limited right of replacement or refund set

forth in paragraph 1.F.3, this work is provided to you ‘AS-IS’,
WITH NO OTHER WARRANTIES OF ANY KIND, EXPRESS
OR IMPLIED, INCLUDING BUT NOT LIMITED TO
WARRANTIES OF MERCHANTABILITY OR FITNESS FOR
ANY PURPOSE.
1.F.5. Some states do not allow disclaimers of certain implied

warranties or the exclusion or limitation of certain types of
damages. If any disclaimer or limitation set forth in this
agreement violates the law of the state applicable to this
agreement, the agreement shall be interpreted to make the
maximum disclaimer or limitation permitted by the applicable
state law. The invalidity or unenforceability of any provision of
this agreement shall not void the remaining provisions.
1.F.6. INDEMNITY - You agree to indemnify and hold the

Foundation, the trademark owner, any agent or employee of the
Foundation, anyone providing copies of Project Gutenberg™
electronic works in accordance with this agreement, and any
volunteers associated with the production, promotion and
distribution of Project Gutenberg™ electronic works, harmless
from all liability, costs and expenses, including legal fees, that
arise directly or indirectly from any of the following which you do
or cause to occur: (a) distribution of this or any Project
Gutenberg™ work, (b) alteration, modification, or additions or
deletions to any Project Gutenberg™ work, and (c) any Defect
you cause.
Section 2. Information about the Mission of

Project Gutenberg™
Project Gutenberg™ is synonymous with the free distribution of
electronic works in formats readable by the widest variety of
computers including obsolete, old, middle-aged and new
computers. It exists because of the efforts of hundreds of
volunteers and donations from people in all walks of life.
Volunteers and financial support to provide volunteers with the

assistance they need are critical to reaching Project

Introduction to Operations and Supply Chain Management 5th Edition Bozarth Test Bank instant download all chapter

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Introduction to Operations and Supply Chain Management 5th Edition Bozarth Test Bank instant download all chapter

Uploaded by

Copyright:

Available Formats

Introduction to Operations and Supply

Chain Management 5th Edition Bozarth

Introduction to Operations and Supply Chain Management

Introduction to Operations and Supply Chain Management

Introduction to Operations and Supply Chain Management

Introduction to Operations and Supply Chain Management

Operations Management Operations and Supply Chain

Operations Management Operations and Supply Chain

Operations and Supply Chain Management 15th Edition

Operations and Supply Chain Management 13th Edition

7.1 Why Supply Management is Critical

1) Firms do not compete only against global competitors, but against:

3) The ratio of earnings to sales for a given time period is the:

Earnings and Expenses

Selected Balance Sheet Items

What is Flingers' return on assets?

Earnings and Expenses

Selected Balance Sheet Items

What is Flingers' profit margin?

Earnings and Expenses

Selected Balance Sheet Items

Earnings and Expenses

Selected Balance Sheet Items

Earnings and Expenses

Selected Balance Sheet Items

Earnings and Expenses

Selected Balance Sheet Items

19) Profit margin is the ratio of ________ to ________.

Earnings and Expenses

Selected Balance Sheet Items

Calculate Flingers' profit margin, return on assets, and leverage effect

Return on assets = = = 25%

Leverage effect = = = $20

Earnings and Expenses

Selected Balance Sheet Items

Leverage effect 2018 = = = $11.11

Lady Breezy Spike

7.2 The Strategic Sourcing Process

5) Which of the following is required in order to execute a successful spend analysis?

6) In a typical portfolio analysis, office supplies are placed in the:

13) One advantage of outsourcing is that it:

15) Which of these is an indirect cost associated with insourcing?

Performance Dimension Company A Company B Company C Company D

Performance Dimension Company W Company P Company D Company G

Performance Dimension Strickland Thatherton Mega-Low Amerigas

A) Thatherton is superior to Amerigas.

23) The two basic types of purchasing contracts are:

45) The bulk of insourcing costs are usually ________ costs.

Performance Dimension Company W Company P Company D Company G

ScoreW = 0.5 × 5 + 0.2 × 4 + 0.2 × 2 + 0.1 × 3 = 4.0

Performance Dimension Company T Company C Company S Company P

ScoreT = 0.4 × 4 + 0.3 × 4 + 0.2 × 2 + 0.1 × 3 = 3.5

Cost Paint Time Experience References Paint Quality

7.3 The Procure-to-Pay Cycle

7.4 Trends in Supply Management

This eBook is produced by the Online Distributed Proofreading Team at

How animals talk and

Updated editions will replace the previous one—the old editions

Creating the works from print editions not protected by U.S.

START: FULL LICENSE

To protect the Project Gutenberg™ mission of promoting the

Section 1. General Terms of Use and

1.B. “Project Gutenberg” is a registered trademark. It may only

1.E. Unless you have removed all references to Project

19) Profit margin is the ratio of to .