MODE revision

1. 1What is retailing?

   1. ACreates a bridgespace and fills gap between consumer and manufacturer
   2. Banalyses only demand
   3. Cconcentrates many things into one place
   4. Dbased on understanding customers
   5. Ekey problem is creating more time
2. 2Retailers centralise their inventory to increase [blank_start]visibility[blank_end], reduce [blank_start]complexity[blank_end], have cheaper transport and more frequent [blank_start]inbound[blank_end] delivery.

   1. Avisibility
   2. Bcomplexity
   3. Ccomplexity
   4. Dinbound
   5. Einbound
   6. Foutbound
3. 3Retail life cycle/ different life cycle stages:
   Development/Introduction stage: l[blank_start]ow[blank_end] growing sales, negative to b[blank_start]reak even[blank_end] profitability, concept i[blank_start]nnovation[blank_end] positioning, no competition.
   Example: pop up stores, m[blank_start]obile[blank_end] commerce

   1. Aow
   2. Break even
   3. Cnnovation
   4. Dobile
4. 4Retail life cycle/ different life cycle stages:
   Growth stage: r[blank_start]apid[blank_end] acceleration sales, high y[blank_start]ield[blank_end] profitability, s[blank_start]pecial[blank_end] needs positioning, l[blank_start]imited[blank_end] competition.
   Example: C[blank_start]onvenience[blank_end] stores

   1. Aapid
   2. Bield
   3. Cpecial
   4. Dimited
   5. Eonvenience
5. 5Retail life cycle/ different life cycle stages:
   Maturity stage: h[blank_start]igh[blank_end] sales, high but d[blank_start]eclining[blank_end] profitability, b[blank_start]road[blank_end] market position, e[blank_start]xtensive[blank_end] competition.
   Example: S[blank_start]upermarkets[blank_end]

   1. Aigh
   2. Beclining
   3. Croad
   4. Dxtensive
   5. Eupermarkets
6. 6Retail life cycle/ different life cycle stages:
   Decline stage: d[blank_start]ropping[blank_end] sales, low or b[blank_start]reak even[blank_end] profitability, n[blank_start]iche[blank_end] positioning, i[blank_start]ntensive[blank_end] competition.
   Example: d[blank_start]epartment[blank_end] stores

   1. Aropping
   2. Break even
   3. Ciche
   4. Dntensive
   5. Eepartment
7. 7Multi Channels: operating [blank_start]numerous[blank_end] channels
   O[blank_start]mn[blank_end]i Channel: all channels intergrated

   1. Anumerous
   2. Bmn
8. 8'Supermarkets are the [blank_start]middlemen[blank_end] between customers and suppliers'
   'The grocery industry is a [blank_start]broken[blank_end] model'
   FT.com, 2014

   1. Amiddlemen
   2. Bproblem
   3. Cthing in
   4. Dbroken
   5. Esuccessful
9. 9Upstream flow: refers to the stage of searching for and [blank_start]extracting[blank_end] raw materials. The upstream part of the production process [blank_start]does not do anything[blank_end] with the material itself, such as processing the material.
   Example: Extraction process such as underwater oil in the petroleum industry

   1. Aextracting
   2. Bfinding
   3. Cdoes not do anything
   4. Dis heavily involved
10. 10Types of Supply Chains:
    Direct: includes a company and its [blank_start]first[blank_end] tier of suppliers
    [blank_start]supplier[blank_end] - organisation - customer

    1. Afirst
    2. Bsupplier

11. 11Types of Supply Chains:
    Extended: includes first tier of suppliers and customers and their suppliers and customers
    [blank_start]supplier's supplier[blank_end] - supplier - [blank_start]organisation[blank_end] - customer - [blank_start]customer's customer[blank_end]

    1. Asupplier's supplier
    2. Borganisation
    3. Ccustomer's customer
12. 12Types of Supply Chains:
    Ultimate: includes all parties including [blank_start]3rd[blank_end] party l[blank_start]ogistics[blank_end]
    

    1. A3rd
    2. Bogistics
13. 13Types of Management:
    [blank_start]Purchasing and Supply[blank_end] management: deals with operations interface and its supply markets

    1. APurchasing and Supply
    2. BPhysical Distribution
14. 14Types of Management:
    [blank_start]Physical Distribution[blank_end] management: Operation of supplying immediate customers

    1. APhysical Distribution
    2. BMaterials Management
    3. CPurchasing and Supply
15. 15Types of Management:
    [blank_start]Materials[blank_end] Management: managing flow of materials and information through an immediate Supply Chain

    1. AMaterials
    2. BPurchasing and Supply
    3. CPhysical Distribution
16. 16Types of Supply Chains:
    Level 1 Internal (.)
    Level 2 D[blank_start]yadic[blank_end] (._.)
    Level 3 Chain (._._._.)
    Level 4 N[blank_start]etwork[blank_end] (./././././)

    1. Ayadic
    2. Betwork
17. 17Supply Chains:
    PUSH Strategy: a material is moved into the next stage as soon as it is processed
    PULL Strategy: material is moved only when the next stage w[blank_start]ants[blank_end] it
    PUSH PULL Strategy: when a manufacturer builds an order but the f[blank_start]inal[blank_end] assembly is in response to the consumers r[blank_start]equest[blank_end]
    Example: D[blank_start]ell[blank_end]

    1. Aants
    2. Binal
    3. Cequest
    4. Dell
18. 18Elements of Collaboration: Collaborative Culture

    1. Along term collaboration relates to external and internal trust
    2. Bonly looks at functional activities
    3. Cgain more benefits for yourself
    4. Dgain mutual benefits
    5. EInformation exchange to achieve seamless SC (everyone thinking as one)
    6. FCommunication becomes difficult
    7. GOpenness and honesty plays a key part in understanding one another
19. 19Elements of Collaboration: Managing Change

    1. ACauses Bottlenecks
    2. BShared metrics ease pressure and help prevent bottlenecks
    3. CHard to make decisions
    4. DJoint decision making plays a key role, eg collaborative forecasting
20. 20Elements of collaboration: Strategic Elements

    1. AResource Commitment (Short and Long term)
    2. BOnly small amount of focus is shifted onto the Supply Chain
    3. CShifting corporate focus onto the supply chain allows you to see its benefits
    4. DInclude technology and make it play a useful role
21. 21Supply Alliance:
    Emphasis on best practice to reduce w[blank_start]aste[blank_end] and duplication
    Goal to build on eachother's combined r[blank_start]esources[blank_end] to improve performance, quality and c[blank_start]ompetitiveness[blank_end] of channel
    Failure to develop and manage t[blank_start]rust[blank_end] is why so many supply alliances fail

    1. Aaste
    2. Besources
    3. Competitiveness
    4. Drust
22. 22Main aspects you need to consider in a project: Quality (for stakeholders), [blank_start]Demand[blank_end], Time and [blank_start]Cost[blank_end]

    1. ADemand
    2. BProduction
    3. CCost
    4. DCapacity
23. 23Work breakdown structure: WBS:
    identifies all of c[blank_start]omponents[blank_end]
    number acts as a [blank_start]name[blank_end] of activity

    

    1. Aname
    2. Bomponents
24. 24Gantt Chart:
    Simple and easy to use
    difficult to p[blank_start]redict[blank_end] what would happen if an a[blank_start]ctivity[blank_end] stopped
    harder to find out d[blank_start]etails[blank_end]

    

    1. Aredict
    2. Bctivity
    3. Cetails
25. 25Network Activity:
    Forward pass- take [blank_start]highest[blank_end] number and move forwards
    Backward pass- take lowest number when moving [blank_start]backwards[blank_end]
    

    1. Ahighest
    2. Bbackwards
26. 26Network Diagram:
    Float- f[blank_start]lexibility[blank_end] or s[blank_start]urplus[blank_end] in an activity

    1. Alexibility
    2. Burplus
27. 27PERT (programme evaluation and r[blank_start]eview[blank_end] techniques)
    -takes into account that task d[blank_start]urations[blank_end] can vary the plan
    -incorporates u[blank_start]ncertainty[blank_end] into schedules

    1. Aeview
    2. Burations
    3. Cncertainty
28. 28Application Software gives the entire enterprise the ability to solve problems and perform s[blank_start]pecific[blank_end] tasks
    One of a [blank_start]kind[blank_end]: not in the public domain
    Off the shelf: (Like [blank_start]word[blank_end]) cheaper, reliable but may not meet company's exact needs
    

    1. Aword
    2. Bpecific
    3. Ckind
29. 29System Development Lifecycle:
    1) A[blank_start]nalysis[blank_end]
    2) Design
    3) I[blank_start]mplementation[blank_end]
    4) Testing m[blank_start]aintenance[blank_end]

    1. Analysis
    2. Bmplementation
    3. Caintenance
30. 30Database definition: centre of every information system
    most common: r[blank_start]ational[blank_end] database
    tables - records - fields - (like E[blank_start]xcel[blank_end])

    1. Aational
    2. Bxcel
31. 31Operational Systems: (Daily runnings of a business)
    Transactional Processing Systems (TPS)
    -record and process data from business t[blank_start]ransactions[blank_end]
    -manage administrative functions in an [blank_start]office[blank_end] environment

    1. Aransactions
    2. Boffice
32. 32Operational Systems: (Daily runnings of a business)
    Workflow Management Systems (WFMS)
    -a[blank_start]utomate[blank_end] standard business processes
    -check up on processing

    1. Automate
33. 33Management information systems (used to support tactical and strategic decision making)
    Decision Support Systems (DSS) - provide information and m[blank_start]odels[blank_end]
    

    1. Aodels
34. 34Management information systems (used to support tactical and strategic decision making)
    Information Reporting Systems- Pre-specified reports for day to d[blank_start]ay[blank_end] decision making

    1. Aay
35. 35Management information systems (used to support tactical and strategic decision making)
    Executive Information Systems- Analyse and compare trends to g[blank_start]overn[blank_end] strategic d[blank_start]irection[blank_end] of a company

    1. Aovern
    2. Birection
36. 36ACID Database Transactions-G[blank_start]UARANTEES[blank_end]
    A[blank_start]tomicity[blank_end] (requires each transaction to be 'all or nothing' can't half work) and power failures/system crashes
    Consistency (ensures that any transaction will bring the database from one valid state to another)
    Isolation (concurrent e[blank_start]xecution[blank_end] of transactions)
    Durability (once a transaction is committed it will remain there even if there are power f[blank_start]ailures[blank_end])
    

    1. AUARANTEES
    2. Btomicity
    3. Cxecution
    4. Dailures
37. 37Choosing process technology: SCALE
    -refers to c[blank_start]apacity[blank_end] of individual units of process technology
    -choice of many few volume units or f[blank_start]ew[blank_end] high volume units
    -large scale brings about [blank_start]economies of scale[blank_end]
    -but a small scale is more f[blank_start]lexible[blank_end]

    1. Aeconomies of scale
    2. Blexible
    3. Capacity
    4. Dew
38. 38Choosing process technology: AUTOMATION
    -extent of technology operated without human i[blank_start]ntervention[blank_end]
    -depends on level of complexity and i[blank_start]ntuition[blank_end] required
    -good for repetitive tasks for precision and speed
    -bad for f[blank_start]lexibility[blank_end] and c[blank_start]reativity[blank_end]

    1. Alexibility
    2. Breativity
    3. Cntervention
    4. Dntuition
39. 39Choosing process technology: DEGREE OF INTEGRATION
    -extent of i[blank_start]ndividual[blank_end] units of technology connected together
    eg: IPS using internet systems
    -good for synchronisation as it can reduce costs
    -bad for increased risk of f[blank_start]ailure[blank_end]

    1. Aailure
    2. Bndividual
40. 40Measuring demand and capacity:
    Planned factors- design capacity (represents t[blank_start]heoretical[blank_end] output)
    Unplanned factors- effective capacity (capacity remaining after loss of output due to pl[blank_start]anned[blank_end] factors)
    Operation active- a[blank_start]ctual[blank_end] capacity (capacity remaining after u[blank_start]nplanned[blank_end] factors)

    1. Aheoretical
    2. Banned
    3. Cctual
    4. Dnplanned
41. 41C[blank_start]hase[blank_end] Demand: strategy to match output directly to demand

    1. Ahase
42. 42M[blank_start]aster[blank_end] Production Schedule (MPS): Plan developed for production, inventory, staffing etc and set s[blank_start]hort[blank_end] term goals to be completed reguarly

    1. Aaster
    2. Bhort
43. 43Process Types:
    Project/J[blank_start]obbing[blank_end]: h[blank_start]igh[blank_end] variety, low volume
    Batch- middle variety, m[blank_start]iddle[blank_end] volume
    Mass/continuous- low variety, h[blank_start]igh[blank_end] volume

    1. Aobbing
    2. Bigh
    3. Ciddle
    4. Digh
44. 44Service Types:
    Professional service/Service shop- high labour intensity and h[blank_start]igh[blank_end] customisation
    mass service/service factory- l[blank_start]ow[blank_end] labour intensity, low customisation

    1. Aigh
    2. Bow
45. 45B[blank_start]ottleneck[blank_end] Theory: causing a queue and a l[blank_start]onger[blank_end] overall cycle time due to inefficient chain

    1. Aottleneck
    2. Bonger
46. 46Materials Requirement Planning (MRP)
    -production planning i[blank_start]nventory[blank_end] control system
    -calculates purchasing and s[blank_start]hipping[blank_end] schedules for the parts required to build a product

    1. Anventory
    2. Bhipping
47. 47Closed loop MRP (Materials Requirement Planning)
    -involves all p[blank_start]lanning[blank_end] (production, MPS, capacity requirements etc)
    -used for production planning and inventory control with f[blank_start]eedback[blank_end] feature which allows plans to be c[blank_start]hecked[blank_end] and a[blank_start]djusted[blank_end]

    1. Aeedback
    2. Bdjusted
    3. Checked
    4. Dlanning
48. 48Enterprise resource planning (ERP)
    -provides integrated view of core business processes in r[blank_start]eal[blank_end] time
    -manages c[blank_start]onnections[blank_end] between outside stakeholders
    -one database, one a[blank_start]pplication[blank_end]

    1. Aeal
    2. Bonnections
    3. Cpplication
49. 49Product life cycle management:
    -process of managing the entire lifecycle of a product from 1) I[blank_start]nception[blank_end] to 2)D[blank_start]esign[blank_end] and M[blank_start]anufacture[blank_end] to 3) S[blank_start]ervice[blank_end] to 4) D[blank_start]isposal[blank_end]
    -links information and data across a product life cycle and speeds up development

    1. Anception
    2. Besign
    3. Canufacture
    4. Dervice
    5. Eisposal
50. 50Data Integration Methods:
    Electronic data interchange - transfer of structured data between o[blank_start]rganisations[blank_end] from one computer to another without h[blank_start]uman[blank_end] intervention
    Web AP- Submitted and recalled data through a w[blank_start]eb[blank_end] server
    M[blank_start]aster[blank_end] digital management- one enterprise of many enterprises, merged from different sources
    OLTP (online transaction processing) day to day operational data structured to allow f[blank_start]ast[blank_end] manipulation
    Sources > integration> warehouse (used for)> OLTP, Q[blank_start]ueries[blank_end]

    1. Aueries
    2. Brganisations
    3. Cuman
    4. Deb
    5. Easter
    6. Fast
51. 51Returns: Main reasons?
    -Over o[blank_start]rdering[blank_end]
    - W[blank_start]rong[blank_end] Item
    - L[blank_start]enient[blank_end] Policies

    1. Ardering
    2. Brong
    3. Cenient
52. 52Returns: Prevention and Minimisation
    -product d[blank_start]esign[blank_end]
    -after delivery customer s[blank_start]ervice[blank_end]
    -give better i[blank_start]nformation[blank_end] to the customer

    1. Aesign
    2. Bervice
    3. Cnformation
53. 53Returns: 5 components of the returns stream:
    -Acquisition
    -R[blank_start]everse[blank_end] Logistics
    -I[blank_start]nspection[blank_end]/Disposition
    -Re m[blank_start]anufacturing[blank_end]/Refurbishing
    -S[blank_start]econdary[blank_end] Market fore recovered products

    1. Anspection
    2. Beverse
    3. Canufacturing
    4. Decondary

Descripción

Test sobre MODE revision, creado por Alina Mironova el 15/12/2015.

Autor

Alina Mironova

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