A unique set of skills that confers competitive advantages to a firm, because rival firms cannot
easily duplicate them
The management of the customer interface, including all aspects of order processing and fulfillment
Parties that use or consume the products of operations management processes
A downstream stage of supply or consumption.
An operation that produces maximum levels of efficiency and effectiveness using a minimal amount of resources
The management of the movement of materials and information within, into, and out of the firm
A type of planning that establishes short-term priorities and schedules to guide operational resource allocations.
The management of processes used to design, supply, produce, and deliver valuable goods and services to customers
A system of activities that transforms inputs into valuable outputs
Groups of people who have a financial or other interest in the well-being of an operation.
A type of planning that addresses long term decisions that define the operations objectives and capabilities for the firm and its partners.
Parties that provide inputs to operational processes
The global network of organizations and activities
involved in designing, transforming, consuming, and disposing of goods and services
supply chain management
The design and execution of relationships and flows that connect the parties and processes across a supply chain.
The management of processes used to identify, acquire, and administer inputs to the firm.
A type of planning that addresses intermediate term decisions to target aggregate product demands and to establish how operational capacities will be used to meet them.
An upstream stage of supply
total product experience
All the goods and services that are combined to define a customer’s complete consumption experience.
Which of the following is NOT one of the processes included in operations management
A supply chain is a global network of organizations and activities involved in
Designing, transforming, consuming, and disposing of goods and services
Operations managers answer questions of what, how, when, where, and who by defining both the ___________ and _____________ aspects of the operations management system
Structural and infrastructural
Structural operations management decisions include:
Capacity, facilities, and technology.
Joe Jones was asked to undertake a project to determine the resources and capacity his firm would need in the next three to 10 years. These types of decisions are considered to be:
Structural aspects of operations management.
Physical goods can be differentiated from services in the operations management process by:
Longer lead times and they can be inventoried.
Which of the following functions would NOT have to think about “processes”?
All of these have to think about “processes.”
Which of the following statements about operations management processes is NOT true?
Outputs of operations management processes are always tangible goods.
Growth of the supply chain management perspective in operations management results from the advent of:
All of these.
During the “mass production” era, operations management focused primarily on:
While there is overlap between operations management and supply chain management, the two are different in that:
Operations management focuses on processes, supply chain management focuses on relationships and flows.
Johnson Company makes widgets, which it then sends to Smith Company. Smith Company puts the widgets in packages. Smith Company is considered by Johnson to be a:
Downstream product supplier
To an operations manager, the “critical customer” is:
The person who has the greatest impact on design, sales, and growth opportunities for the product.
Which functional activities are the most closely related to operations managers’ attempts to manage the flow of materials and information in a firm?
Logistics, supply, and customer management
Jones Manufacturing sells a part to Lear Corporation. Lear puts this part into a radio, which Lear then sells to Ford. From Ford’s point of view, Jones Manufacturing is a(n) __________ supplier.
Operations Management is:
The management of processes.
Which of the following statements are reasons why operations management is important?
. All of these are reasons why operations management is important.
A process is:
A system of activities that transforms inputs into valuable outputs.
Which of the following statements is NOT true regarding supply chain management?
Globalization has slowed the growth of supply chain management.
Every organization operates which of the following types of supply chains?
Product and resource/technology supply chains.
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