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Which of the following measures effectively evaluates overall resources in a distribution warehouse?
Throughput is an effective measure to evaluate the overall resources in a distribution warehouse. It refers to the amount of material or items passing through the warehouse system within a given time period. High throughput indicates efficient processing and movement of goods, reflecting the warehouse's capability to handle large volumes. Throughput considers various resources including labor, equipment, and space utilization, providing a comprehensive evaluation of warehouse performance.
Cube utilization measures the use of available storage space but does not evaluate all resources.
Filled pallet positions indicates storage capacity usage but lacks a complete view of warehouse activity.
Labor efficiency focuses on workforce productivity but does not encompass other resources such as equipment and space.
Frazelle, E. (2002). 'World-Class Warehousing and Material Handling.'
Tompkins, J. A., & Smith, J. D. (1998). 'The Warehouse Management Handbook.'
The primary reason for having supply contracts appropriate for make-to-stock (MTS) and make-to-order (MTO) business environments is consideration of:
Supply contracts for make-to-stock (MTS) and make-to-order (MTO) business environments are primarily concerned with managing risk. In an MTS environment, products are manufactured based on forecasted demand, which carries the risk of overproduction or underproduction. Conversely, in an MTO environment, products are made only after receiving customer orders, which mitigates inventory risk but may introduce risks related to lead times and production capacity. Appropriate supply contracts help manage these risks by clearly defining terms related to delivery schedules, quantities, quality specifications, and penalties for non-compliance. Reference: Chopra, S., & Meindl, P. (2016). Supply Chain Management: Strategy, Planning, and Operation.
A company that is having difficulties prioritizing resources against a long list of improvement projects should use which of the following processes?
Pareto analysis is the most appropriate process for a company having difficulties prioritizing resources against a long list of improvement projects because:
Pareto Principle: Based on the Pareto principle (80/20 rule), this analysis helps identify the few critical projects that will deliver the majority of the benefits. This allows for effective prioritization and resource allocation.
Focus on Impact: By focusing on the projects that have the highest impact, Pareto analysis ensures that the company's efforts are directed towards initiatives that will provide the greatest return on investment.
Visual Representation: It provides a clear visual representation of the relative importance of various projects, making it easier to communicate priorities and gain consensus among stakeholders.
Efficient Resource Allocation: By identifying the most significant projects, Pareto analysis helps in allocating resources more efficiently, avoiding the dilution of efforts across too many projects.
Control charts (Option A) are used for monitoring process stability. Competitive benchmarking (Option B) involves comparing performance with industry bests, not prioritizing projects. Six Sigma (Option D) is a methodology for process improvement but does not specifically address prioritizing multiple projects.
'The Lean Six Sigma Pocket Toolbook' by Michael L. George, John Maxey, David Rowlands, and Mark Price.
'Lean Six Sigma: Combining Six Sigma Quality with Lean Production Speed' by Michael L. George.
A company has designed its supply chain so that financial losses in one part of the supply chain will be offset by gains in another part. The company is employing which of the following strategies to address global risk?
Hedging is a strategy used to mitigate risk by taking offsetting positions in related markets to balance potential losses in one part of the supply chain with gains in another. This approach is particularly useful in global supply chains where fluctuations in currency exchange rates, commodity prices, or market conditions can impact different parts of the supply chain differently. By employing hedging strategies, companies can protect themselves from adverse financial impacts and stabilize their overall financial performance. Options A, B, and C are different strategies but do not specifically address the financial balancing described.
Chopra, S., & Meindl, P. (2015). Supply Chain Management: Strategy, Planning, and Operation.
Which of the following factors typically is the most significant impediment to implementing collaborative commerce?
Corporate culture is often the most significant impediment to implementing collaborative commerce. Collaborative commerce involves different organizations working closely together, sharing information and processes to optimize the supply chain. Here's why:
Technology barriers: While important, these can often be overcome with investment in the right solutions.
Security: Concerns can be addressed through robust security protocols and measures.
Corporate culture: This can be deeply ingrained and resistant to change. Organizational silos, lack of trust, and resistance to sharing information are common cultural barriers.
Return on investment (ROI): While crucial, it's often a result of overcoming cultural and technological barriers. Corporate culture is the underlying factor that influences the willingness and ability of organizations to collaborate effectively.
McAfee, A., & Brynjolfsson, E. (2008). Investing in the IT That Makes a Competitive Difference.
Lambert, D. M. (2008). Supply Chain Management: Processes, Partnerships, Performance.
