BSOP 434 Week 8 Final Exam (Version 2)

BSOP 434 Week 8 Final Exam (Version 2)

 

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BSOP 434 Week 8 Final Exam Version 2

Page 1

  1. (TCO 10)What is the primary difference between pilferage and theft?
  2. (TCO 10)With ___________, cost objects consume activities, and activities consume resources.
  3. (TCO 3)Rate structures deal with three factors. Which of the following is not one of them?
  4. (TCO 3)Based on cost, speed, and capacity, which of the following modes is most suitable for high-value, low-volume products (may be perishable or otherwise require urgent delivery)?
  5. (TCO 2)All of the following terms have been used to refer to business logistics except:
  6. (TCO 2)The movement and storage of materials into a firm refers to:
  7. (TCO 1)Stocks of goods and materials maintained for satisfaction of demand are known as:
  8. (TCO 1) Reorder point (ROP) is defined as the:
  9. (TCO 8)International freight forwarders can provide a number of functions. Which is not one of them?
  10. (TCO 8)Taxes that governments place on the importation of certain items are known as:
  11. (TCO 7)Which of the following statements is false?
  12. (TCO 7)Procurement and ________ are viewed as synonymous terms.
  13. (TCO 4)Logisticians and supply chain managers have a particular interest in ____ taxes.

Page 2

  1. (TCO 4)The purpose of ____ zones is to encourage business development in economically depressed portions of a particular city.
  2. (TCO 5)____ refers to materials used for the containment, protection, handling, delivery, and presentation of goods.
  3. (TCO 5)The basic unit in unit loading is:
  4. (TCO 6)The order cycle is:
  5. (TCO 6)In general, there are ____ possible ways to transmit orders.
  6. (TCO 9)Spreadsheets represent what general type of information management system?
  7. (TCO 9)____ refer to a network of satellites that transmits signals that pinpoint the exact location of an object.
  8. (TCO 12)Which of the following is not a basic type of demand forecasting model?
  9. (TCO 12)Successful implementations of collaborative planning, forecasting, and replenishment have resulted in 20 to 30% improvements in forecasting accuracy as well as ____ to ____ % reduction in order cycle times.
  10. (TCO 11)A(n) ____ rate simplifies each of the three primary rate factors—product, weight, and distance.
  11. (TCO 11)The shipment size that equates transportation charges for different weights and weight groups is the ____ concept.
  12. (TCO 13)Throughput refers to:
  13. (TCO 13)____ refers to a process where a product is received in a facility, occasionally married with a product going to the same destination, and is then shipped at the earliest time, without going into longer-term storage.

Page 3

  1. (TCO 4)How can advances in technology and communication influence the facility location decision?
  2. (TCO 9)Discuss the relationship between automatic identification technologies and point-of-sale systems.
  3. (TCO 9)Discuss the drawbacks of EDI.
  4. (TCO 12)Forecasting accuracy refers to the relationship between actual and forecasted demand, and accuracy can be affected by various considerations. What is one of the challenges with the analog technique?
  5. (TCO 13)Distinguish between warehouses and distribution centers.
  6. (TCO 14)Why is there a high risk associated with implementing Distribution Resource Planning (DRP)?
  7. (TCO 3)How are carriers legally classified?
  8. (TCO 6)What is pick-to-light technology?
  9. (TCO 5)Examine the role of labeling in logistics management. Why is it needed, how is it used?
  10. (TCO 6)Examine the order picking and assembly operations. Assess how and why they are needed.
  11. (TCO 11)Compare and contrast the the trade-offs between price and service possible during rate and service negotiations.

 

 

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BSOP 434 Week 8 Final Exam (Version 1)

BSOP 434 Week 8 Final Exam (Version 1)

 

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BSOP 434 Week 8 Final Exam Version 1

Page 1

  1. (TCO 10)________ and ________ are the two basic organizational structures associated with logistics.
  2. (TCO 10)One problem with a _________ logistics structure is that, because logistics activities are scattered throughout the firm, they likely remain subservient to the objectives of the department in which they are housed.
  3. (TCO 3)Rate structures deal with three factors. Which of the following is not one of them?
  4. (TCO 3)A transportation manager who purchases a pre specified level of transportation services, regardless of the mode and/or carrier providing the transportation services, is known as a(n):
  5. (TCO 2)A function in organization that encompasses all activities associated with the flow and transformation of goods from the raw material stage through to the end user, as well as the associated information flows, is termed:
  6. (TCO 2)Which of the following is not a key attribute of supply-chain management?
  7. (TCO 1)Inventory held for a number of reasons, including projected price increases, seasonal demand, and potential stockouts, is referred to as:
  8. (TCO 1)Vendor managed inventory (VMI) benefits include:
  9. (TCO 8)International freight forwarders can provide a number of functions. Which is not one of them?
  10. (TCO 8)What is used in areas where dock workers cannot read but need a method to keep documents and shipments together?
  11. (TCO 7)Which of the following statements is false?
  12. (TCO 7)The raw materials, component parts, and supplies bought from outside organizations to support a company’s operations define:
  13. (TCO 4)Logisticians and supply chain managers have a particular interest in ____ taxes.

 

Page 2

  1. (TCO 4) A brownfield is:
  2. (TCO 5)____ regulates the packaging of international air shipments.
  3. (TCO 5)____ systems consider the reverse flow of products, their reuse, and the marketing and distribution of recovered products.
  4. (TCO 6)The order cycle is:
  5. (TCO 6)Order transmittal is:
  6. (TCO 9)How do data and information differ?
  7. (TCO 9)Which of the following is not considered a general software package?
  8. (TCO 12)Surveys and analog techniques are examples of ____ forecasting.
  9. (TCO 12)Which forecasting techniques tend to be appropriate when there is little or no historical data?
  10. (TCO 11)A(n) ____ rate simplifies each of the three primary rate factors—product, weight, and distance.
  11. (TCO 11)The shipment size that equates transportation charges for different weights and weight groups is the ____ concept.
  12. (TCO 13)Throughput refers to:
  13. (TCO 13)____ refers to a process where a product is received in a facility, occasionally married with a product going to the same destination, and is then shipped at the earliest time, without going into longer-term storage.

 

Page 3

  1. (TCO 4)What is a free trade zone?
  2. (TCO 9)Discuss some of the challenges associated with computer security.
  3. (TCO 9)Why are some companies hesitant to adopt RFID technology?
  4. (TCO 12)Forecasting accuracy refers to the relationship between actual and forecasted demand, and accuracy can be affected by various considerations. What is one of the challenges with the analog technique?
  5. (TCO 13)According to the text, what is contract warehousing?
  6. (TCO 14)What areas and/or activities are typically planned to be included into Distribution Resource Planning (DRP)?
  7. (TCO 3)How are carriers legally classified?
  8. (TCO 6)What is order management?
  9. (TCO 5)Compare and contrast the various handling characteristics associated with bulk cargoes.
  10. (TCO 6)Examine the various methods of order transmittal and differentiate the relevant characteristics of each one.
  11. (TCO 11)Compare and contrast the three primary factors for determining rates.

 

 

BSOP 434 Week 7 Homework Assignment

BSOP 434 Week 7 Homework Assignment

 

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BSOP 434 Week 7 Homework Assignment

 

CHAPTER 10:

1) Distinguish between warehouses and distribution centers.

4) What is cross-docking? How might it affect warehousing design?

6) What are the advantages and disadvantages of private warehousing?

11) Discuss the trade-offs associated with order-picking versus stock-replenishing functions.

18) How might the storage of hazardous materials affect the design of a warehousing facility?

 

 

BSOP 434 Week 6 Quiz (2 Versions with 2 Solutions)

BSOP 434 Week 6 Quiz (2 Versions with 2 Solutions)

 

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BSOP 434 Week 6 Quiz 1 (2 Versions with 2 Solutions)

Version 1

  1. (TCO 7) The _____________ recognizes U.S. organizations for their achievements in quality and performance.
  2. (TCO 7) Which of the following is not a typical task or objective associated with procurement?
  3. (TCO 7) The raw materials, component parts, and supplies bought from outside organizations to support a company’s operations define:
  4. (TCO 7) A focus on satisfying internal customers is associated with which procurement objective?
  5. (TCO 8) What is used in areas where dock workers cannot read but need a method to keep documents and shipments together?
  6. (TCO 8) Incoterms refer to:
  7. (TCO 8) A letter of credit ____.
  8. (TCO 10) What is the primary difference between pilferage and theft?
  9. (TCO 10) _________ refers to measurement that ensures conformity with an organization’s policies, procedures, and standards.
  10. (TCO 10) Skylights and large windows that incorporate solar energy can reduce energy usage in a warehouse between ____ and ____%.
  11. (TCO 9) What are the benefits of EDI?
  12. (TCO 10) What is the difference between centralized and decentralized logistics organizations? (Points : 5)
  13. (TCO 12) What is the relationship between demand management and order management? (Points : 5)
  14. (TCO 11) What are the three primary factors for determining rates? (Points : 5)

Version 2

  1. (TCO 7) Which of the following statements is false? (Points : 3)
  2. (TCO 7) What is the final step in the supplier selection and evaluation process? (Points : 3)
  3. (TCO 7) ____ refers to the raw materials, component parts, and supplies bought from outside organizations to support a company’s operations. (Points : 3)
  4. (TCO 7) What is the final step in the supplier selection and evaluation process? (Points : 3)
  5. (TCO 8) Which of the following is a political restriction on international trade? (Points : 3)
  6. (TCO 8) International freight forwarders can provide a number of functions. Which is not one of them? (Points : 3)
  7. (TCO 8) A letter of credit ____.
  8. (TCO 10) What is the primary difference between pilferage and theft?
  9. (TCO 10)_________ refers to measurement that ensures conformity with an organization’s policies, procedures, and standards. (Points : 3)
  10. (TCO 10) The two areas in logistics systems where most energy costs occur are __ and ___. (Points : 3)
  11. (TCO 9) What is the primary object of a transaction processing system?
  12. (TCO 10) What is a unified logistics structure?
  13. (TCO 12) What are the three types of demand forecasting?
  14. (TCO 11) What are the four factors used in determining a product’s freight classification?

 

 

BSOP 434 Week 6 Homework Assignment

BSOP 434 Week 6 Homework Assignment

 

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BSOP 434 Week 6 Homework Assignment

Chapter 4: Questions 5: Define and describe the order cycle. Why is it considered an important aspect of customer service?

Chapter 4: Questions 8: List the various methods of order transmittal and discuss relevant characteristics of each.

Chapter 7: Questions 2: Discuss how transportation managers could be involved with other operations of the firm.

Chapter 7: Questions 5 : Explain the weight break concept.

Chapter 7: Questions 17: Explain how a routing guide might be used by a transportation manager.

 

 

BSOP 434 Week 5 Lab Assignment Cycle Counting & Logistics Systems

BSOP 434 Week 5 Lab Assignment Cycle Counting & Logistics Systems

 

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BSOP 434 Week 5 Lab Assignment Cycle Counting & Logistics Systems

 

Week 5: Cycle Counting and Logistics Systems – Lab

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Lab 5: Columbia Lumber Products Company

See “Due Dates for Assignments & Exams” in the Syllabus for due dates.

Submit your assignment to the Dropbox located on the silver tab at the top of this page.

Scenario/Summary

The Columbia Lumber Products Company (CLPC) was headquartered in Portland, Oregon, where it had been founded in 1899. For many years, its principal product had been only lumber; in the 1940s it began producing plywood, and in 1960, particle board. The first two products, lumber and plywood, were produced at various sites in Oregon, and marketed on the West Coast and as far east as Chicago.

Particle board was produced in Duluth, Minnesota, at a plant built in 1962 with a U.S. Area Redevelopment Administration Loan. Initially, the input to the plant was trimmings and other scrap from CLPC’s Oregon operations. Particle board sales increased so quickly that the Duluth operation consumed not only all of the former waste from CLPC’s Oregon plant but also waste purchased from various lumber and wood products operations in Minnesota and northern Wisconsin.

In terms of product volume, CLPC’s sales doubled between 1960 and 1990. However, nearly all the growth had been in particle board; lumber and plywood sales remained relatively constant (though varying with changes in the home construction industry). In 1996, exports accounted for 9% of CLPC’s sales. Nearly all of this was plywood sold to Japan. Fifteen percent of CLPC’s 1996 purchases were from foreign sources, 5% was mahogany from the Philippines used for plywood veneer, and 10% was wood scrap purchased from Ontario, Canada, for use in CLPC’s Duluth plant. Particle board produced in Duluth was marketed in all states east of the Rocky Mountains, although sales in the southern United States were somewhat less than spectacular.

The slowdown in home production, which started in the late 1970s in the Midwest, really never ended and resulted in many years of little or no growth in CLPC’s sales. Common stock dividends had been cut several times. In 1996, they were 37 cents per share, down considerably from their peak—in 1976—of $2.21.

Stockholders, the outside directors, and various lending institutions were becoming increasingly unhappy. After a long, tense board of directors meeting, agreement was reached only with respect to what some of the organizational problems were. A partial list follows.

The corporate headquarters was in Portland, although all growth occurred in the Midwest. Possibly, the headquarters, or at least more functions, should be shifted to an office in Duluth where the plant was, or to Chicago, the largest sales office. A major relocation away from Portland would be difficult. Many employees would choose to remain on the West Coast. Even for those willing to relocate, there was a split between those willing to relocate to Duluth and those willing to relocate to Chicago.
There were too many vice presidents (see Exhibit 14-A). Because four vice presidents (engineering, finance, human resources, and purchasing) would reach mandatory retirement age by 1997, the number of vice presidents should be reduced from nine to no more than six (plus one executive vice president).
Logistics and distribution costs were higher than industry averages. The majority of customer complaints dealt with poor deliveries. In Exhibit 14-A, a T shows where a traffic management function was located. Geographically, the traffic manager for overseas operations was located in Seattle, which was a foreign trade center for the Pacific Northwest. The Chicago sales office had a traffic manager who handled all fiberboard distribution and lumber and plywood distribution east of the Rockies. Production and purchasing shared a traffic manager who was headquartered in Portland and whose principal duty was overseeing shipments of waste products from Oregon to Minnesota. Another traffic manager in Portland, who reported to the sales vice president, was acknowledged to be the firm’s senior traffic manager and more or less coordinated the efforts of the other three. Recently, Irwin Buchanan III had been promoted to that post. He was the only one authorized to initiate action before regulatory bodies, and he also handled the negotiations with carrier rate-making bodies and with carriers. (CLPC used contract truckers and rail for most of its shipping.)
The purchasing department handled the details of fleet management, which included about a hundred autos on long-term lease for use by management and by the sales force. Several light trucks were leased for use around the plants.
CLPC also owned two small aircraft, which often were the target of questions during stockholders’ meetings. One plane was based at Portland, the other at Duluth. Each was used in its respective region for trips to sites without scheduled airline service. Both planes were under control of the production department. Other departments, especially sales, complained that the planes were being used for the benefit of the production department rather than for the benefit of the entire firm.
P in the exhibit shows two packaging engineering functions. The one under engineering was located in Portland and dealt with plywood products. The one under sales was located in Chicago and handled particle board products. The two packaging engineering functions saw their roles differently. The one in Portland was concerned mainly with safe packing and packaging of products moving between CLPC plants or from CLPC plants to customers. The Chicago packaging engineers were interested in finding new markets for particle board and lumber as packaging materials to be sold to others. W in the exhibit shows where there are company-owned warehouses. Numerous public warehouses were also used, although not continually. Block I (upper left corner) in the chart below shows locations of individuals concerned with inventory levels. All four individuals were located in Portland. F indicates where sales forecasting took place. Only sales and production devoted much staff to forecasting. Each quarter, however, the financial vice president’s office coordinated all forecasts to ensure comparability. Computer operations were under control of the engineering division. CLPC’s executive vice president determined priorities for computer access and use.
The human resources department handled employee moves, although only a few had taken place since 1980. An outside director who was familiar with current federal legislation suggested that CLPC negotiate a contract with a household goods carrier to handle all CLPC employee moves. This action would be especially significant if a major reorganization resulted in numerous employee transfers.

SEE LAB DISCUSSION THREAD FOR A COPY OF THE Exhibit 14-A

Deliverables

This week’s lab consists of five questions. Please be certain you answer all the questions and address all the areas outlined in the grading below.

L A B  S T E P S

Step 1: Original Organizational Chart

Question 1: Draw a new organization chart for Columbia Lumber Products Company that you feel best overcomes the directors’ criticisms of CLPC’s present (January 31, 1996) organization. Indicate the geographic location of all operations shown on the new chart. Explain why you established the organization chart the way you did.

Step 2: Organizational Chart of Reorganized Firm

Question 2: Assume that the firm should be reorganized in a manner that emphasizes sales and marketing. This would include a physical distribution system, which would support the marketing effort. Draw an organization chart that you think would accomplish this aim. Indicate the geographic location of all operations on the new chart and explain why you drew the chart as you did.

Step 3: Organizational Chart of Centralize Firm

Question 3: Assume that the firm wants to reorganize into a highly centralized form, closely managed from a single home office. Draw a new chart that takes this into account. Indicate the geographic location of all operations on the chart and explain why you organized it as you did.

Step 4: Organizational Chart of Decentralize Firm

Question 4: Assume, instead, that the firm wants to reorganize into a highly decentralized form, where many important decisions can be made out in the field. Draw up a new chart, including the geographic location of all activities. Explain why you drew it up as you did.

Step 5: Faster Third-party Firm

Question 5: Young Irwin Buchanan III, the firm’s senior traffic manager, heard rumors that the number of vice presidents was to be reduced. He felt that this would reduce his chances of ever achieving vice presidential—or presidential—status. Luckily, he had access to some money in a family trust fund. He wondered whether he should propose to form a separate, third-party firm to contract with CLPC to perform CLPC’s logistical operations. What functions should it offer to perform?

Step 6: Final Step

Submit your completed assignment to the Lab Dropbox in a MS Word document for grading

Course Home Work aims to provide quality study notes and tutorials to the students of BSOP 434 Week 5 Lab Cycle Counting and Logistics Systems in order to ace their studies.