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Student: ___________________________________________________________________________
1. What is a criterion or product characteristic that differentiates a product from the products of competitors in a
way meaningful to the market called?
A. Corporate Social Responsibility
B. Order Qualifier
C. Straddling
D. Trade-Off
E. Order Winner
2. People who provide capital to the firm through stock purchases are called ________.
A. order Winners
B. shareholders
C. order qualifiers
D. stakeholders
E. employees
3. What is the term when a corporate strategy is developed and all functional areas then coordinate their own
strategies to implement it?
A. Medium Term Tactical Linkages
B. Across Time Strategic Linkages
C. Short Term Operational Linkages
D. Horizontal Strategic Linkages
E. Vertical Strategic Linkages
4. Which of the following is not a major strategic operational competitive dimension that forms a company’s
competitive position?
A. Cost or price
B. Delivery speed
C. Delivery reliability
D. Activity-based mapping
E. Coping with changes in demand
5. A major competitive dimension that forms a company’s strategic operational competitive position in their
strategic planning is which of the following?
A. Cost or price
B. Focus
C. Automation
D. Straddling
E. Activity-based mapping
6. When developing an operations and supply chain strategy, which of the following is an important
product-specific criterion to consider?
A. Technical liaison
B. Learning curve
C. Competitor’s product performance
D. Production lot-size
E. Quality management
7. In developing an operations and supply chain strategy, which of the following would be an important
product-specific criterion to consider?
A. Focus
B. Production lot-size
C. Supplier after-sale support
D. Learning curve
E. Quality management
8. When a company seeks to match the benefits of a successful position while maintaining its existing position
in offering customers a variety of differing services, what is this process called?
A. Operations capability analysis
B. Straddling
C. Order qualifying
D. Order winning
E. Inter-functional analysis
9. If a firm decides to be a high quality producer, which of the following is the most likely trade-off?
A. Speed of delivery
B. Flexibility
C. Low cost
D. Range of products offered
E. Technical support
10. The operations and supply chain strategy framework presented in the textbook does not include which of the
following competitive dimensions?
A. Quality
B. Delivery speed
C. Flexibility
D. Price
E. People
11. The operations and supply chain strategy framework presented in the textbook includes which of the
following competitive dimensions?
A. Customer Satisfaction
B. Product Leadership
C. Delivery speed
D. People
E. Management
12. Which of the following is not a competitive dimension primary to services?
A. Technical liaison
B. Meeting launch dates
C. After sale support
D. Speed of response
E. Price
13. If a firm decides to focus on speed of delivery, which of the following is the most likely trade-off?
A. High quality
B. Flexibility in terms of the ability to offer a wide range of products
C. Low cost
D. Core Competency
E. Technical support
14. Which of the following marketing oriented terms refers to the differentiation of products and services from
one another?
A. Distinctive competency
B. Order qualifier
C. Core competency
D. Order winner
E. Order turnover
15. Which of the following marketing oriented terms refers to the screening criterion that permits a firms
products and services to even be considered as possible candidates for purchase?
A. Distinctive competency
B. Order qualifier
C. Core competency
D. Order winner
E. Order turnover
16. Which of the following will result from the delivery and implementation of a strategy which tightly links
operational activities?
A. Core competency
B. Competitive advantage
C. Operational strategy
D. Competitive dimensions
E. Order qualifiers
17. Operations strategy must be linked _______ to the customer and _______Error! Hyperlink reference
not valid. to other parts of the enterprise.
A. directly, indirectly
B. horizontally, vertically
C. indirectly, directly
D. vertically, horizontally
E. at a high level, at a low level
18. For companies to succeed, their business strategy should be linked to what higher level strategy?
A. Core competency
B. Mission
C. Marketing
D. Operations
E. Corporate
19. Which of the following is not considered a strategic Operations Strategy Decision?
A. Organizational structure
B. Location
C. Capacity
D. Vertical integration
E. Process choice
20. Which of the following is not considered a tactical Operations Strategy Decision?
A. Workforce
B. Location
C. Organization structure
D. Quality management
E. Operations planning and control
21. Which of the following is considered a tactical Operations Strategy Decision?
A. Organization structure
B. Location
C. Capacity
D. Vertical integration
E. Process choice
22. Which of the following is considered a strategic Operations Strategy Decision?
A. Workforce
B. Location
C. Organizational structure
D. Quality management
E. Operations planning and control
23. Which of the following describes the distinctive skills or capabilities that an organization possesses?
A. Resource capabilities
B. Distinctive capabilities
C. Order qualifier capabilities
D. Order winner capabilities
E. Core capabilities
24. Which of the following criteria are defined as the triple bottom line?
A. Work, Economic, and Sustainable
B. Social, Planet, and People
C. People, Operations, and Environmental
D. Social, Economic, and Environmental
E. Work, People, and Economic
25. A Risk Management Framework does not include which step?
A. Assessment of the potential impact of the risk.
B. Develop plans to mitigate the risk.
C. Assess operation’s mission statement.
D. Identify the sources of potential disruptions.
E. Develop contingency plans.
26. Operations and supply strategy is concerned with short term planning of the daily operational functions.
True False
27. Operations and supply strategy is concerned with setting broad policies and plans for using the resources of
a firm to best support its long-term competitive strategy.
True False
28. Quality is one of the major competitive dimensions that forms the competitive position of a firm.
True False
29. Delivery speed is not a major competitive dimension that forms the competitive position of a firm.
True False
30. Design quality relates to the set of features the product or service contains.
True False
31. Implementing a strategy requires “walking the talk” – following through with the medium-term and
short-term decisions and processes that will enable the long-term strategy to be successful.
True False
32. Supply chain risk is defined as the likelihood of a disruption that would impact the ability of the company to
continuously supply products or services.
True False
33. Attempting to balance the desire to efficiently use resources while providing a highly effective service may
create conflict between the two goals.
True False
34. Delivery reliability relates to a firm’s ability to supply the product or service on or before the promised
delivery due date.
True False
35. An effective operations and supply strategy must be integrated with the organization’s corporate strategy.
True False
36. One of the competitive dimensions that form the competitive position of a company when planning their
strategies is cost.
True False
37. One of the competitive dimensions that form the competitive position of a company, when planning their
strategies, is delivery speed.
True False
38. One of the competitive dimensions that form the competitive position of a company, when planning their
strategies, is making the best trade-off.
True False
39. Central to the concept of operations and supply chain strategy is the notion of operations focus and
trade-offs.
True False
40. The process when a company seeks to match the benefits of a successful position while maintaining its
existing position by adding new features, services, and technologies into its current portfolio is called
flexibility.
True False
41. The process when a company seeks to match the benefits of a successful position while maintaining its
existing position by adding new features, services, and technologies into its current portfolio is called
straddling.
True False
42. Following a straddling strategy, firms can broaden their capabilities and effectively compete with more
focused firms in markets requiring low cost for success.
True False
43. An order winner is a criterion that differentiates the products or services of one firm from another.
True False
44. An order winner is a screening criterion that permits a firm’s products to be considered as possible
candidates for purchase.
True False
45. An order qualifier is a screening criterion that permits a firm’s products to be considered as possible
candidates for purchase.
True False
46. Being the low-cost producer in any market always guarantees profitability and success.
True False
47. A company’s ability to respond to increases and decreases in demand is not one of the competitive
dimensions that form a company’s competitive position.
True False
48. An important element of competitiveness is a company’s ability to quickly develop and offer new products
and services to its customers.
True False
49. Often special services are provided to augment the sales of manufactured products.
True False
50. The ability of a firm to support its product after the sale is not a competitive dimension that forms the
competitive position of a firm.
True False
51. Order-winning criteria and order-qualifying criteria may change over time as marketing dimensions shift.
True False
52. Over time an order-winner can become an order-qualifier.
True False
53. All of the activities that make up a firms operation should be kept within operational silos to facilitate
planning and efficiency.
True False
54. A company’s strategic themes can be identified and implemented through individual departmental goals and
strategies.
True False
55. Operations strategy cannot be designed in a vacuum. It must be linked vertically to the customer and
horizontally to other parts of the enterprise.
True False
56. A business strategy should be developed first and then linked to corporate strategy.
True False
57. Identifying core competencies is a critical component of a company’s business strategy.
True False
58. Once a company’s business strategy is formed then order winning and order qualifying strategies can be
developed.
True False
59. Operational strategy decisions are used to form lower level business strategy decisions.
True False
60. A company’s core capabilities refer to the distinctive skills or capabilities that the organization possesses.
True False
61. Identification of a firm’s core capabilities does not factor into the development of operational or business
strategies.
True False
62. Operations activities must be linked to the other functions of the firm.
True False
63. If an operational competitive priority is quality then human resources must be focused on the training and
retention of skilled employees.
True False
64. Quite often the best way to create a distinctive core competence is to tinker with the current system by
introducing the latest technologies.
True False
65. The best way for an organization to create a distinctive core competence is to structure a whole new product
realization system differently and better than any other competitor.
True False
66. The triple bottom line considers evaluating the firm against social, economic, and environmental criteria.
True False
67. Sustainability means meeting a firm’s current needs without excessively compromising the ability of future
generations to meet their own needs.
True False
68. The social impact of the triple bottom line concept pertains to fair and beneficial business practices toward
labour, the community, and the region in which a firm conducts its business.
True False
69. A firm’s business practices toward its’ labourforce pertain mainly to the economic aspect of the triple bottom
line concept.
True False
70. According to the economic aspect of the triple bottom line concept, the firm is required to compensate
shareholders by paying dividends and growing the value of their common stock faster than their competitors.
True False
71. Within a sustainability framework, the economic dimension of the triple bottom line concept goes beyond
just profit for the firm and also provides lasting economic benefit to society.
True False
72. Some aspects of corporate social responsibility such as ethical production are now becoming order
qualifiers.
True False
73. The activities at every level of the vertical supply chain have to be consistent with the overall strategy.
True False
74. Discuss the concept of “Straddling” and of how competing on multiple dimensions can result in either
failure or success.
75. Describe a specific example of the trade-offs between any two of the six major operational competitive
dimensions.
76. Explain the role that “order qualifiers” and “order winners” play as the interface between marketing and
operations.
77. Explain how Environmentalism and Corporate Social Responsibility is emerging as a competitive
dimension impacting on companies today.
78. Explain how the Assessment of risk associated with Operations and Supply Chain Strategies impacts an
operation or supply chain, including a discussion of the four-step risk management process that can be applied
to situations where disruptions are possible.
c2 Key
1. What is a criterion or product characteristic that differentiates a product from the products of competitors in a
way meaningful to the market called?
A. Corporate Social Responsibility
B. Order Qualifier
C. Straddling
D. Trade-Off
E. Order Winner
An order winner is a criterion that differentiates the products or services of one firm from those of another.
Chapter – Chapter 02 #1
Difficulty: Medium
Learning Objective: 02-03 Identify order winners and order qualifiers.
2. People who provide capital to the firm through stock purchases are called ________.
A. order Winners
B. shareholders
C. order qualifiers
D. stakeholders
E. employees
People who provide capital to the firm through stock purchases are called shareholders.
Chapter – Chapter 02 #2
Difficulty: Easy
Learning Objective: 02-01 List the parameters of a sustainable operations and supply chain strategy
3. What is the term when a corporate strategy is developed and all functional areas then coordinate their own
strategies to implement it?
A. Medium Term Tactical Linkages
B. Across Time Strategic Linkages
C. Short Term Operational Linkages
D. Horizontal Strategic Linkages
E. Vertical Strategic Linkages
Horizontal Strategic Linkages: After corporate strategy is developed, all functional areas then must coordinate
their own strategies to implement it.
Chapter – Chapter 02 #3
Difficulty: Medium
Learning Objective: 02-04 Discuss how strategy is implemented through operations and supply chain activities.
4. Which of the following is not a major strategic operational competitive dimension that forms a company’s
competitive position?
A. Cost or price
B. Delivery speed
C. Delivery reliability
D. Activity-based mapping
E. Coping with changes in demand
The major competitive dimensions that form the competitive position of a firm include cost or price, quality,
delivery speed, delivery reliability, coping with changes in demand, flexibility and new product introduction
speed, as well as other product specific criteria/support it! An emerging competitive dimension is
Environmentalism and Corporate Social Responsibility (CSR).
Chapter – Chapter 02 #4
Difficulty: Medium
Learning Objective: 02-02 Classify the competitive dimensions of operations and supply chain strategy.
5. A major competitive dimension that forms a company’s strategic operational competitive position in their
strategic planning is which of the following?
A. Cost or price
B. Focus
C. Automation
D. Straddling
E. Activity-based mapping
The major competitive dimensions that form the competitive position of a firm include cost or price, quality,
delivery speed, delivery reliability, coping with changes in demand, flexibility and new product introduction
speed, as well as other product specific criteria/support it! An emerging competitive dimension is
Environmentalism and Corporate Social Responsibility (CSR).
Chapter – Chapter 02 #5
Difficulty: Medium
Learning Objective: 02-02 Classify the competitive dimensions of operations and supply chain strategy.
6. When developing an operations and supply chain strategy, which of the following is an important
product-specific criterion to consider?
A. Technical liaison
B. Learning curve
C. Competitor’s product performance
D. Production lot-size
E. Quality management
A supplier may be expected to provide technical assistance for product development, particularly during the
early stages of design and manufacturing.
Chapter – Chapter 02 #6
Difficulty: Medium
Learning Objective: 02-02 Classify the competitive dimensions of operations and supply chain strategy.
7. In developing an operations and supply chain strategy, which of the following would be an important
product-specific criterion to consider?
A. Focus
B. Production lot-size
C. Supplier after-sale support
D. Learning curve
E. Quality management
An important competitive dimension may be the ability of a firm to support its product after the sale.
Chapter – Chapter 02 #7
Difficulty: Easy
Learning Objective: 02-02 Classify the competitive dimensions of operations and supply chain strategy.
8. When a company seeks to match the benefits of a successful position while maintaining its existing position
in offering customers a variety of differing services, what is this process called?
A. Operations capability analysis
B. Straddling
C. Order qualifying
D. Order winning
E. Inter-functional analysis
Straddling occurs when a company seeks to match the benefits of a successful position while maintaining its
existing position. It adds new features, services, or technologies onto the activities it already performs.
Chapter – Chapter 02 #8
Difficulty: Easy
Learning Objective: 02-02 Classify the competitive dimensions of operations and supply chain strategy.
9. If a firm decides to be a high quality producer, which of the following is the most likely trade-off?
A. Speed of delivery
B. Flexibility
C. Low cost
D. Range of products offered
E. Technical support
Management has to decide which parameters of performance are critical to the firm’s success and then
concentrate the resources of the firm on these particular characteristics. High quality is viewed as a trade-off to
low cost.
Chapter – Chapter 02 #9
Difficulty: Easy
Learning Objective: 02-02 Classify the competitive dimensions of operations and supply chain strategy.
10. The operations and supply chain strategy framework presented in the textbook does not include which of the
following competitive dimensions?
A. Quality
B. Delivery speed
C. Flexibility
D. Price
E. People
The major competitive dimensions that form the competitive position of a firm include cost or price, quality,
delivery speed, delivery reliability, coping with changes in demand, flexibility and new product introduction
speed, as well as other product specific criteria/support it! An emerging competitive dimension is
Environmentalism and Corporate Social Responsibility (CSR).
Chapter – Chapter 02 #10
Difficulty: Medium
Learning Objective: 02-02 Classify the competitive dimensions of operations and supply chain strategy.
11. The operations and supply chain strategy framework presented in the textbook includes which of the
following competitive dimensions?
A. Customer Satisfaction
B. Product Leadership
C. Delivery speed
D. People
E. Management
The major competitive dimensions that form the competitive position of a firm include cost or price, quality,
delivery speed, delivery reliability, coping with changes in demand, flexibility and new product introduction
speed, as well as other product specific criteria/support it! An emerging competitive dimension is
Environmentalism and Corporate Social Responsibility (CSR).
Chapter – Chapter 02 #11
Difficulty: Medium
Learning Objective: 02-02 Classify the competitive dimensions of operations and supply chain strategy.
12. Which of the following is not a competitive dimension primary to services?
A. Technical liaison
B. Meeting launch dates
C. After sale support
D. Speed of response
E. Price
In addition to the competitive dimensions that are the most common, most of the dimensions listed next are
primarily service in nature: technical liaison and support, meeting a launch date, supplier after-sale support, and
speed of response.
Chapter – Chapter 02 #12
Difficulty: Medium
Learning Objective: 02-02 Classify the competitive dimensions of operations and supply chain strategy.
13. If a firm decides to focus on speed of delivery, which of the following is the most likely trade-off?
A. High quality
B. Flexibility in terms of the ability to offer a wide range of products
C. Low cost
D. Core Competency
E. Technical support
Management has to decide which parameters of performance are critical to the firm’s success and then
concentrate the resources of the firm on these particular characteristics. A low-cost strategy is not compatible
with either speed of delivery or flexibility.
Chapter – Chapter 02 #13
Difficulty: Medium
Learning Objective: 02-02 Classify the competitive dimensions of operations and supply chain strategy.
14. Which of the following marketing oriented terms refers to the differentiation of products and services from
one another?
A. Distinctive competency
B. Order qualifier
C. Core competency
D. Order winner
E. Order turnover
An order winner is a criterion that differentiates the products or services of one firm from another.
Chapter – Chapter 02 #14
Difficulty: Medium
Learning Objective: 02-03 Identify order winners and order qualifiers.
15. Which of the following marketing oriented terms refers to the screening criterion that permits a firms
products and services to even be considered as possible candidates for purchase?
A. Distinctive competency
B. Order qualifier
C. Core competency
D. Order winner
E. Order turnover
An order qualifier is a screening criterion that permits a firm’s products to even be considered as possible
candidates for purchase.
Chapter – Chapter 02 #15
Difficulty: Medium
Learning Objective: 02-03 Identify order winners and order qualifiers.
16. Which of the following will result from the delivery and implementation of a strategy which tightly links
operational activities?
A. Core competency
B. Competitive advantage
C. Operational strategy
D. Competitive dimensions
E. Order qualifiers
Competitive advantage comes when activities fit with and reinforce one another in line with the overall strategy.
Chapter – Chapter 02 #16
Difficulty: Hard
Learning Objective: 02-04 Discuss how strategy is implemented through operations and supply chain activities.
17. Operations strategy must be linked _______ to the customer and _______Error! Hyperlink reference
not valid. to other parts of the enterprise.
A. directly, indirectly
B. horizontally, vertically
C. indirectly, directly
D. vertically, horizontally
E. at a high level, at a low level
Operations strategy cannot be designed in a vacuum. It must be linked vertically to the customer and
horizontally to other parts of the enterprise.
Chapter – Chapter 02 #17
Difficulty: Easy
Learning Objective: 02-04 Discuss how strategy is implemented through operations and supply chain activities.
18. For companies to succeed, their business strategy should be linked to what higher level strategy?
A. Core competency
B. Mission
C. Marketing
D. Operations
E. Corporate
Corporate strategy defines the specific businesses in which the firm will compete and how it will compete.
Chapter – Chapter 02 #18
Difficulty: Easy
Learning Objective: 02-04 Discuss how strategy is implemented through operations and supply chain activities.
19. Which of the following is not considered a strategic Operations Strategy Decision?
A. Organizational structure
B. Location
C. Capacity
D. Vertical integration
E. Process choice
In Exhibit 2.3, strategic Operations Strategy Decisions include Location, capacity, vertical integration, and
process choice.
Chapter – Chapter 02 #19
Difficulty: Medium
Learning Objective: 02-04 Discuss how strategy is implemented through operations and supply chain activities.
20. Which of the following is not considered a tactical Operations Strategy Decision?
A. Workforce
B. Location
C. Organization structure
D. Quality management
E. Operations planning and control
In Exhibit 2.3, tactical Operations Strategy Decisions include workforce, quality management, operations
planning and control, and organization structure.
Chapter – Chapter 02 #20
Difficulty: Medium
Learning Objective: 02-04 Discuss how strategy is implemented through operations and supply chain activities.
21. Which of the following is considered a tactical Operations Strategy Decision?
A. Organization structure
B. Location
C. Capacity
D. Vertical integration
E. Process choice
In Exhibit 2.3, tactical Operations Strategy Decisions include workforce, quality management, operations
planning and control, and organization structure.
Chapter – Chapter 02 #21
Difficulty: Medium
Learning Objective: 02-04 Discuss how strategy is implemented through operations and supply chain activities.
22. Which of the following is considered a strategic Operations Strategy Decision?
A. Workforce
B. Location
C. Organizational structure
D. Quality management
E. Operations planning and control
In Exhibit 2.3, strategic Operations Strategy Decisions include Location, capacity, vertical integration, and