Professional Documents
Culture Documents
Operations Management Creating Value Along the Supply Chain 7th Edition Russell Solutions Manual instant download all chapter
Operations Management Creating Value Along the Supply Chain 7th Edition Russell Solutions Manual instant download all chapter
https://testbankdeal.com/product/operations-management-creating-
value-along-7th-edition-russel-solutions-manual/
https://testbankdeal.com/product/operations-management-creating-
value-along-7th-edition-russel-test-bank/
https://testbankdeal.com/product/operations-management-creating-
value-along-canadian-1st-edition-russel-solutions-manual/
https://testbankdeal.com/product/operations-and-supply-chain-
management-8th-edition-russell-solutions-manual/
Operations and Supply Chain Management 9th Edition
Russell Solutions Manual
https://testbankdeal.com/product/operations-and-supply-chain-
management-9th-edition-russell-solutions-manual/
https://testbankdeal.com/product/operations-management-creating-
value-along-canadian-1st-edition-russel-test-bank/
https://testbankdeal.com/product/operations-and-supply-chain-
management-8th-edition-russell-test-bank/
https://testbankdeal.com/product/operations-management-
operations-and-supply-chain-management-14th-edition-jacobs-
solutions-manual/
https://testbankdeal.com/product/operations-and-supply-chain-
management-the-core-3rd-edition-jacobs-solutions-manual/
11 Global Supply Chain Procurement and Distribution
Answers to Questions
11-1. McDonalds: Distribution to McDonalds franchises takes place from its regional distribution centers, as well
as directly from suppliers.
11-2. A few suppliers or carriers are easier to coordinate. If a company gives one or two suppliers all of their
business they can be more demanding on quality and deliveries. Single-sourcing provides the supplier or
carriers with economy of scale that enables them to reduce costs.
11-3. The strategic goals are low cost and customer service. Procured items must be delivered on time or the entire
supply chain is delayed, creating late deliveries to customers. Erratic and poor quality supply can also
increase costs. If facilities are not located properly it can delay product or service flow through the supply
chain, and increase costs for longer deliveries. Inefficient transportation can also result in higher inventories
to offset delays and raise costs, and, causes delayed delivery to customers.
11-4. Answer depends on the businesses selected.
11-5. The answer depends on example/business the student selects. One example is a grocery chain that ships
foodstuffs from several warehouse/distribution centers to various stores.
11-6. Answer depends on the company the student selects.
11-7. Answer depends on the company the student selects.
11-8. Answer depends on the e-marketplace selected.
11-9. Answer depends on the transportation exchange selected.
11-10. Answer depends on the ERP provider selected.
11-11. Answer depends on the international logistics provider selected.
11-12. The answer depends on the article the student selects.
11-13. The answer depends on the article the student selects.
11-14. Companies like L.L. Bean and Sears use sophisticated IT systems and a network of distribution centers to
supply customers and stores. One of their biggest problems is “reverse logistics,” i.e. what to do with items
returned from the customer.
11-15. RFID allows items to be scanned and identified without direct sight lines which enables items to be checked
much more rapidly. Since bills-of-lading must not be much more detailed than previously (listing virtually
all items in a shipment) this can be accomplished much more quickly and thoroughly with RFID technology
and the information can be transported via satellite. This allows for much quicker security approvals, thus
allowing ships and planes to load and unload more quickly. The primary obstacle to the use of RFID is
(currently) cost.
11-16. In vendor-managed inventory a supplier monitors and maintains inventory levels for its customer and has the
authority to replenish when necessary. Postponement moves some of the final manufacturing steps like
assembly into the warehouse or distribution center. Both concepts shift some area of supply chain
responsibility away from the manufacturer or retailer to another party—a supplier or a distributor.
11-17. Cross-docking allows a company to move goods coming into a distribution center or warehouse directly to a
shipping dock for outgoing orders without storing them first in a warehouse. This increases the speed with
which goods flow through the supply chain and it reduces inventory and handling costs.
11-18. Universities have traditional suppliers for MRO goods like supplies, telephone and computer services,
furniture, maintenance equipment and products, food and beverages, etc. They also have non-traditional
suppliers like high schools that provide students. The producers are the teachers and other academic and
support services that educate the student and provide for daily student life and well-being. Distributors
include placement services and companies and organizations students are hired by. Inventory exists for MRO
goods and services. Students are also a form of inventory as are classrooms, dorm rooms, parking spaces,
etc. Students as inventory incur a carrying cost. The longer a student remains in school the greater the cost to
the institution or state. Not only is there a direct cost for maintaining a student, but a student who stays too
long also takes up a spot for other incoming students, thus creating shortages of facilities like dorm rooms
and classrooms, which in-turn require expenditures for capital expansion.
11-20. Using more energy efficient transport vehicles, improving transportation routes, reducing the use of
packaging materials, and using less energy to heat, cool, and light warehouse and distribution facilities.
11-22. Quality problems, transportation costs, communication problems, and intellectual property theft.
This case is based on an actual company. The company contracted with an international trade logistics (ITL)
company to improve their overseas logistics, which combined with their improved information technology
capabilities, allowed them to directly monitor and control overseas product movement. This reduced scheduling
variability.
Transportation within China is primarily by truck, although rail is sometimes used. Poor infrastructure means
shipments can be delayed or damaged. Transportation to the U.S. is by ship. Delays are primarily at the sending and
receiving ports. Transportation within the U.S. is predominantly by truck, although rail is sometimes used.
Shipments are sent directly to dealers, stores, and customers. Few shipments are sent to Somerset directly.
*
Areas in which international trade specialists trade logistic companies and Internet exchanges would be helpful.
*
Areas in which international trade specialists trade logistic companies and Internet exchanges would be helpful.
*
Areas in which international trade specialists trade logistic companies and Internet exchanges would be helpful.
*
Areas in which international trade specialists trade logistic companies and Internet exchanges would be helpful.
*
Areas in which international trade specialists trade logistic companies and Internet exchanges would be helpful.
*
Areas in which international trade specialists trade logistic companies and Internet exchanges would be helpful.
*
Areas in which international trade specialists trade logistic companies and Internet exchanges would be helpful.
*
Areas in which international trade specialists trade logistic companies and Internet exchanges would be helpful.
Another random document with
no related content on Scribd:
Gutenberg” is associated) is accessed, displayed, performed,
viewed, copied or distributed:
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.
• 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 comply with all other terms of this agreement for free
distribution of Project Gutenberg™ works.
1.F.
Most people start at our website which has the main PG search
facility: www.gutenberg.org.