Chapter 4 Final

Chapter 4 Final - TEST BANK Sourcing and Supply Chain...

Info iconThis preview shows pages 1–4. Sign up to view the full content.

View Full Document Right Arrow Icon
TEST BANK Sourcing and Supply Chain Management – 4th edition Handfield, Monczka, Giunipero, and Patterson Chapter 4 True or False 1. Purchasing offices were once corporate backwaters, filled with people who didn’t dream of advancing to the top rungs of their organization. a. True (p. 113) b. False 2. Integration does not require that people create a common understanding of the end goal or purpose. a. True b. False (p. 115) 3. Although outsourcing products through low cost country sourcing environments or contract manufacturers is different from North American buyer-supplier situations, they can and should be treated the same. a. True b. False (p. 116) 4. Because the links between operations and supply management have been so close, it is not unusual for supply management to report directly to operations. a. True (p. 116) b. False 5. Many firms are now co-locating supply management personnel directly at operations locations so supply management can respond quickly to operations’ needs. a. True (p. 117) b. False 6. Many supply management groups are recruiting commodity managers with very strong technical backgrounds. a. True (p. 118) b. False This edition is intended for use outside of the U.S. only, with content that may be different from the U.S. Edition. This may not be resold, copied, or distributed without the prior consent of the publisher.
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
7. Supply management usually maintains significant data about individual activity costs that can increase total cost. a. True b. False (p. 119) 8. In collaboration, both parties have the power to shape its nature and future direction over time. a. True (p. 122) b. False 9. A long-term contract does not provide an incentive for a supplier to invest in new plants and equipment. a. True b. False (p. 123) 10. The need for confidentiality regarding financial, product, and process information is the most frequently cited reason for not developing closer supplier relationships. a. True (p. 123) b. False 11. Closer relationships interest all suppliers. a. True b. False (p. 123) 12. A shift to closer buyer-supplier relationships is easy. a. True b. False (p. 125) 13. External relationship management begins with internal relationship management. a. True (p. 126 b. False 14. Experience reveals that cross-functional sourcing teams are usually part-time/continuous assignments, making the use of sourcing teams a challenging way to work. a. True (p. 128) b. False This edition is intended for use outside of the U.S. only, with content that may be different from the U.S. Edition. This may not be resold, copied, or distributed without the prior consent of the publisher.
Background image of page 2
15. Perhaps the greatest benefit of team interaction is that once a team makes a decision, implementing the decision often becomes easier due to group buy-in.
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Image of page 4
This is the end of the preview. Sign up to access the rest of the document.

Page1 / 11

Chapter 4 Final - TEST BANK Sourcing and Supply Chain...

This preview shows document pages 1 - 4. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online