Which of the following is not a characteristic of thefactor-weighting approach to supplier evalution?a) it applies quantitative scores to qualitative criteriab) the weights typically sum to 100%c) multiple criteria can be considered simultaneouslyd) subjective judgment is often involvede) it applies qualitative assessments to quantitativecriteria

Which of the following is not a characteristic of thefactor-weighting approach to supplier evalution?a) it applies quantitative scores to qualitative criteriab) the weights typically sum to 100%c) multiple criteria can be considered simultaneouslyd) subjective judgment is often involvede) it applies qualitative assessments to quantitativecriteria

Purchasing and Supply Chain Management

6th Edition

ISBN:9781285869681

Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

Publisher:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

Chapter2: The Purchasing Process

Section: Chapter Questions

Problem 1GPE

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Which of the following is not a characteristic of thefactor-weighting approach to supplier cvalution?a) it applies qua ntitative scores to qualitative criteriab) the weights typically sum to 100%c) multiple criteria can be conside red simultaneouslyd) subjective j udgment is often involvede) it applies qualitative assessments to quantitative criteria
II. Formulate recommendation and strategies on how to minimize a business negative impact and maximize its positive impact on suppliers and investors Ways on how to minimize the negative impact of a business on supplier and investors: (list as many as you can) Ways on how to maximize the positive impact of a business on suppliers and invetors: (list as many as you can)
Which of the following statements about supply chain coordination contracts is TRUE? A A risk-averse business owner should enter a revenue-sharing rather than a buy-back contract. B The supplier faces increased overhead costs in a revenue-sharing contract. C Products with a short peak demand period should enter a buy-back contract rather than a revenue-sharing contract. D Buy-back contracts usually work more efficiently than revenue-sharing contracts.
Procurement- Selecting and managing waste handling suppliers does not require the same rigor as selecting a raw material supplier because we are dealing with byproducts. True False
1.) Developing a reliable and trustworthy supplier base is critical to success. True False 2.)The tragedy surrounding the Rana Plaza Factory collapse would have most likely been avoided with sound corporate social responsibility practices in place. True False 3.)Supply strategies are crucial to a business’s success. True False 4.)Location of a factory would not be considered a key factor in the decision-making process surrounding supplier choice. True False 5.)Fast fashion does not negatively impact the environment. True False 6.)Most apparel companies own their own factories and control their own fabric supply. True False 7.)Retailers have embraced the omnichannel model to provide buying options for their customers. True False 8.)Strategic line planning is considered necessary in developing the end product. True False 9.)Near-shoring’s main benefit is reducing lead time. cutting down on travel costs. using less people.…
Describe three situations in which a purchaser might select a supplier that is having financial difficulties. Explain your answer with examples from real-world situations, your experience, or examples discussed in the textbook.
You purchase tyres for a range of cars, vans and lorries. For many years these have been sole sourced with a tyre manufacturer. You have been asked to challenge the procurement strategy. a) How will you convince the top management to use a multi-sourcing strategy? b) What sources would you use to find other possible sources of supply who would be invited to tender?
HOW MANY SUPPLIERS ARE BEST FOR MANAGING RISK? Xiaotian Geng, president of Shanghai Manufacturing Corp., wants to create a portfolio of suppliersfor the motors used in her company’s products that will represent a reasonable balance between costsand risks. While she knows that the single-supplier approach has many potential benefits with respectto quality management and just-in-time production, she also worries about the risk of fires, natural disasters, or other catastrophes at supplier plants disrupting her firm’s performance. Based on histori-cal data and climate and geological forecasts, Xiaotian estimates the probability of a “super-event” that would negatively impact all suppliers simultaneously to be 0.5% (i.e., probability 5 0.005) during thesupply cycle. She further estimates the “unique-event” risk for any of the potential suppliers to be 4%(probability 5 .04). Assuming that the marginal cost of managing an additional supplier is $10,000, andthe financial loss incurred if a…
procurement- Which of the following is not a reason that handling waste and scrap removal can be challenging? A. Waste can be valuable B. Supply managers are not used to selling C. Handling waste is disruptive to operations D. Waste materials may be regulated