供应链管理第三版Unit8习题与答案(可编辑修改word版)

1、9.A planning horizon is usually between three and five years. Answer: FalseDifficulty: Moderate10.A poor aggregate plan can result in improved sales and profits if the available inventory and capacity are un able to meet dema nd.Answer: False Difficulty: Easy11.A poor aggregate plan may result in a

2、large amount of excess inventory and capacity, thereby raising costsAnswer: TrueDifficulty: Moderate12.The aggregate planner must make a trade-off between capacity, invent。ry,and backlog costsAnswer: TrueDifficulty: Moderate13.An aggregate plan that increases one cost typically results in the in cre

3、ase of the other two.Answer: FalseDifficulty: Moderate14.The time flexible strategy is where the production rate is synchronized with the dema nd rate by varyi ng machi ne capacity or hiring and layi ng off employees as the dema nd rate varies.Answer: FalseDifficulty: Hard15.The time flexible strate

4、gy is where workforce (capacity) is kept stable but thenumber of hours worked is varied over time in an effort to synchronize production with dema nd.Answer: TrueDifficulty: Moderate16.The mixed strategy is where a stable machine capacity and workforce are maintained with a constant output rate with

5、 inventory levels fluctuating overtime. Answer: FalseDifficulty: Hard17.Most strategies that an aggregate planner actually uses are in combination, and are referred to as mixed strategies.Answer: TrueDifficulty: Easy18.A highly effective tool for a company to use when it tries to maximize profits wh

6、ile being subjected to a series of constraints is aggregate programming.Answer: FalseDifficulty: Moderate19.To improve the quality of these aggregate plans, forecast errors must be taken into account when formulating aggregate plans.Answer: TrueDifficulty: Moderate20.Forecasting errors are dealt wit

7、h in aggregate plans using either safety backlog or safety capacity.Answer: FalseDifficulty: Moderate21.Safety inventory is defi ned as inventory held to satisfy dema nd that is higher than forecasted Answer: TrueDifficulty: Easy22 Safety capacity is defi ned as capacity used to satisfy dema nd that

8、 is lower tha n forecasted Answer: FalseDifficulty: Easy23.Companies should work with downstream partners to produce forecasts and with upstream partners to determine constraints when doing aggregate planning.Answer: TrueDifficulty: Easy24.The aggregate plan should be viewed primarily as an in-house

9、 tool that does not need to be communicated to supply chain partners.Answer: FalseDifficulty: Easy25.Given that forecasts are always wrong to some degree, the aggregate plan needs to have some flexibility built into it if it is to be useful.Answer: TrueDifficulty: Moderate26.A manager should perform

10、 sensitivity analysis on the inputs into an aggregate plan to choose the best solution for the range of possibilities that could occur. Answer: TrueDifficulty: Moderate27.As in puts into the aggregate plan cha nge, man agers do not n eed to make changes to the aggregate plan.Answer: FalseDifficulty:

11、 Easy28.As capacity utilizati on in creases, it becomes less importa nt to perform aggregate planning.An swer:FalseDifficulty: ModerateMultiple Choice1 The process by which a company determines levels of capacity, production, subcontracting, inventory, stockouts, and even pricing over a specified ti

12、me horizon isa.aggregate planning.bdetail planning.c.inventory planning.d.sales planning.e.all of the aboveAnswer: aDifficulty: Moderate2 The goal of aggregate planning is toa.dissatisfy customers in a way that maximizes profit.b.dissatisfy customers in a way that minimizes profit.c.satisfy dema nd

13、in a way that maximizes profit.d.satisfy dema nd in a way that min imizes profit.e.none of the aboveAnswer: cDifficulty: Easy3.Aggregate planning solves problems involvinga.aggregate decisions and stock keeping unit (SKU) level decisions.baggregate decisions or stock keeping unit (SKU) level decisio

14、ns.c.aggregate decisions rather than stock keeping unit (SKU) level decisions.d.stock keeping unit (SKU) level decisions rather than aggregate decisions.e.b and c onlyAnswer: c Difficulty:Easy4.Aggregate planning, to be effective, requires in puts froma.all customersball departments.c.all suppliers.

15、d.throughout the supply chain.e.throughout the company.Answer: dDifficulty: Moderate5.Much of aggregate planning has traditi on ally bee n focuseda.on short-term production scheduling.b.on customer relationship management.c.within an enterprise.d.beyond enterprise boundariese.all of the aboveAnswer:

16、 cDifficulty: Moderate6.Which of the following are not operational parameters the aggregate planner is concerned with?duction rateb.workforcec.overtimed.backorderse.inventory on handAnswer: dDifficulty: Moderate7.The operational parameter concerned with the number of units completed per unit ti

17、me (such as per week or per month) duction rateb.workforce.c.overtimed.backlog.e.inventory on hand.Answer: aDifficulty: Easy8.The operational parameter concerned with the number of workers/units of capacity needed for production duction rate.b.workforcec.overtime.d.backlog.e.inventory

18、on hand.Answer: bDifficulty: Easy9.The operational parameter concerned with the amount of overtime product!on planned duction rateb.workforce.c.overtimed.backlog.e.inventory on hand.Answer: cDifficulty: Easy10.The operati onal parameter concerned with dema nd not satisfied in the period i n w

19、hich it arises, but carried over to future periods duct!on rate.b.workforce.c.overtimed.backlog.e.inventory on hand.Answer: dDifficulty: Easy11 The operational parameter concerned with the planned inventory carried over thevarious periods in the planning horizon duct!on rateb workforce

20、c.overtimed.backlog.e.inventory on hand.Answer: eDifficulty: Easy12.The operational parameter concerned with the number of units of machine capacity needed for production isa.machine capacity level.b.subcontracting.c.overtimed.backlog.e.inventory on hand.Answer: aDifficulty: Easy13.The operati onal

21、parameter concerned with the subc on traded capacity required over the planning horizon isa.machine capacity level.b.subcontracting.c.overtimed backlog.e. inventory on hand.Answer: cDifficulty: Easy14.The aggregate plana.serves as a broad blueprint for operations.b.establishes the parameters within

22、which short-term production and distribution decisions are made.c.allows the supply chain to alter capacity allocations and change supply contracts.d.all of the abovee.b and c onlyAnswer: d Difficulty:Moderate15.Aggregate planning is concerned with determininga.the production level, sales level, and

23、 capacity for each period.b.the dema nd level, i nventory level, and capacity for each period.c.the production level, inventory level, and capacity for each periodd.the production level, staffing level, and capacity for each periode.none of the aboveAnswer: cDifficulty: Moderate16.To create an aggre

24、gate plan, a company must specifya.the planning horizon for the plan.b.the duration of each period within the planning horizon.c.key information required.Answer: dDifficulty: Moderatedall of the abovee.a and b onlyAnswer: d Difficulty:Moderate17.The planning horizon isa.the time period over which th

25、e aggregate plan is to produce asolution.b.the duration of each time period in the aggregate plan.c.the length of time required to produce the aggregate plan.d.the solution to the aggregate plan.e.none of the aboveAnswer: aDifficulty: Easy18.The length of the planning horizon is usually betweena.one

26、 and three mon ths b.three and eightee n mon ths.c.one and three yearsd.three and five years.e.none of the aboveAnswer: bDifficulty: Moderate19.Which of the following is not information needed by the aggregate planner?a.dema nd forecast for each period in the planning horiz duct!on costsc.iab

27、or costsd.cost of subcontractingproductione.cost of cha nging thedema nd forecastAnswer: eDifficulty: Moderate20.The cost of cha nging capacity in eludes thea.cost of adding machine capacity.b.cost of reducing machine capacity.c.cost of hiring workforce.d.cost of laying off workforcee.all of the abo

28、veAnswer: eDifficulty: Easy21 Which of the following is not a cost of changing capacity?a.cost of adding machine capacityb.cost of hiring workforcec.cost of laying off workforced.cost of overtimee.cost of reducing machine capacity22 Which of the following is not a constraint the aggregate planner ne

29、eds to con sider?Answer: dDifficulty: Moderatea.limits on stockouts and backlogsblimits on overtimec.limits on sales commissionsd.limits on layoffse.limits on capital availableAnswer: cDifficulty: Moderate23.A poor aggregate plan can result ina.appropriate inventory levels.b.efficient use of capacit

30、y.c.better sales and lost profits.d.lost sales and lost profits.e.lost sales and better profits.Answer: dDifficulty: Hard24.The fun dame ntal trade-offs available to an aggregate planner are betwee na.capability inventory, and backlog costs b.capability inventory, and sales costs c.capacity inventor

31、y, and backlog costs.d.capacity inventory, and sales costs.e.none of the aboveAnswer: cDifficulty: Easy25.Which of the following is not a distinet aggregate planning strategy for achieving bala nee betwee n capacity inventory, and backlog costs?a.adjustable strategyb.Chase strategyc.level strategyd.

32、mixed strategye.time flexible strategyAnswer: aDifficulty: Easy26.The strategy where the producti on rate is synchron ized with the dema nd rate by varying machi ne capacity or hiring and layi ng off employees as the dema nd rate varies is thea.adjustable strategy.b.Chase strategy.c.level strategy.d

33、.mixed strategy.e.time flexible strategy.27.The strategy where workforce (capacity) is kept stable but the number of hours worked is varied over time in an effort to syn chronize producti on with dema nd is thea.adjustable strategy.Answer: dDifficulty: Moderateb.Chase strategy.c.level strategy.d.mix

34、ed strategy.e.time flexible strategy. Answer: eDifficulty: Moderate28.The strategy where a stable machine capacity and workforce are maintained with a constant output rate, with inventory levels fluctuating over time, is thea.adjustable strategy.b.Chase strategy.c.level strategy.d.mixed strategy.e.t

35、ime flexible strategy.Answer: cDifficulty: Hard29.Most strategies that an aggregate planner actually uses are in combination and are referred to as thea.adjustable strategy.b.Chase strategy.c.level strategyd.mixed strategy.e.time flexible strategy. Answer: dDifficulty: Easy30.A highly effective tool

36、 for a company to use when it tries to maximize profits while being subjected to a series of constraints isa.agg reg ate programmi ng.b.distribution duction programmingd.iinear programminge.manufacturing programming. Answer: dDifficulty: Moderate31 When formulating aggregate plans,a.

37、forecast errors haveno impact.b.forecast errors mustbe taken into account.c.forecast accuracy isassumedd.forecast accuracy isnot a factor.e.none of the above32.Forecasting errors are dealt with usinga.safety backlog.b.safety capacity.c.safety inventory.d.all of the abovee.b and c onlyAnswer: e Diffi

38、culty: Moderate33.Inventory held to satisfy dema nd that is higher tha n forecasted isa.safety backlogb.safety capacity.c.safety inventory.d.safety sales.e.safety workforce.Answer: cDifficulty: Easy34.Capacity used to satisfy dema nd that is higher tha n forecasted isa.safety backlog.b.safety capaci

39、ty.c.safety inventory.d.safety salese.safety workforce.Answer: bDifficulty: Easy35.Which of the following is an approach a company can use to create a buffer for forecast error using safety inventory?a.overtimeb.carry extra workforcepermanentlyc.build and carry extrainventoriesd.subcontracti nge.pur

40、chase capacity orproduct from an open or spot marketAnswer: aDifficulty: Easy36.Which of the following is not an approach a company can use to create a buffer for forecast error using safety capacity?a.overtimeb.carry extra workforce permanentlyc.build and carry extra inventoriesd.subcontractinge.pu

41、rchase capacity or product from an open or spot marketAnswer: cDifficulty: Easy37.Aggregate planning should consider information froma.only the enterprise as its breadth of scope.b.downstream partners to produce forecasts.c.upstream partners to determine constraintsAnswer: dDifficulty: Moderated.all

42、 of the abovee.b and c onlyAnswer: d Difficulty:Easy38.The quality of the aggregate plan can be improved by using information froma.only the local firm.b.only downstream partnersc.only upstream partners.d.all parts of the supply chain.e.none of the aboveAnswer: bDifficulty: Moderate39.The aggregate

43、plan should be communicated toa.only the local firmb.only downstream partnersc.only upstream partners.d.all supply chain partners who will be affected by it.e.none of the aboveAnswer: cDifficulty: Moderate40.The aggregate plan needs toa.be a final product because changes are disruptive to the supply

44、 chain.b.be considered fixed because forecasts are usually accurate.c.have some flexibility built into it because forecasts are always wrong.d.have some flexibility built into it because forecasts are usually right.e.none of the aboveAnswer: cDifficulty: Moderate41.How frequently should the aggregat

45、e plan be rerun?a.weeklyb.monthlyc.every 3 to 8 monthsd.as in puts to theaggregate plan cha ngee.n everAnswer: dDifficulty: Hard42 As capacity utilizati on in creases,a.it becomes less important to perform aggregate planning.b.it becomes more important to perform aggregate planning.c.it does not aff

46、ect the importanee of performing aggregate planning.d.it lessens the importanee of aggregate planning.e.none of the aboveEssav/Problems1 Discuss the primary objective and operational parameters of aggregate planning.Answer. The goal of aggregate planning is to satisfy dema nd in a way that maximizes

47、 profit. Aggregate planning is a process by which a company determines levels of capacity, production, subcontracting, inventory, stockouts, and even pricing over a specified time horizon. The aggregate planners main objective is to identify the following operational parameters over the specified ti

48、me horizon: Production rate: the number of units completed per unit time (such as per week or per month). Workforce: the number of workers/units of capacity needed for product!on. Overtime: the amount of overtime production planned. Machine capacity level: the number of units of machine capacity nee

49、ded for producti on. Subcontracting: the subcontracted capacity required over the planning horizon. Backlog: dema nd not satisfied in the period in which it arises but carried over to future periods Inventory on hand: the planned inventory carried over the various periods in the planning horizon.The

50、 aggregate plan serves as a broad blueprint for operations and establishes the parameters within which short-term production and distribution decisions are made. The aggregate plan allows the supply chain to alter capacity allocations and cha nge supply con tracts.Difficulty: Moderate2Discuss the in

51、formation required for aggregate planning.Answer: An aggregate planner requires the following information: Dema nd forecast Ff for each Period fin the planning horizon that exte nds over T periods Production costs Labor costs, regular time ($/hour), and overtime costs ($/hour) Cost of subcontracting

52、 production ($/unit or $/hour) Cost of changing capacity; specifically, cost of hiring/laying off workforce ($/worker) and cost of adding or reducing machine capacity ($/machine) Labor/machine hours required per unit Inventory holding cost ($/unit/period) Stockout or backlog cost ($/unit/period) Con

53、straints: Limits on overtime Limits on layoffs Limits on capital available Limits on stockouts and backlogs Constraints from suppliers to the enterpriseThis information is used to create an aggregate plan that in turn helps a company make the following determi nations: Production quantity from regul

54、ar time, overtime, and subcontracted time: used to determine number of workers and supplier purchase levels Inventory held: used to determine how much warehouse space and working capital is needed Backlog/stockout quantity: used to determine what the customer service levels will be. Workforce hired/

55、laid off: used to determine any labor issues that will be encoun tered Machine capacity increase/decrease: used to determine if new product!on equipment needs to be purchased or idled.The quality of an aggregate plan has a significant impact on the profitability of a firm. A poor aggregate plan can

56、result in lost sales and lost profits if the available inventory and capacity are un able to meet dema nd. A poor aggregate plan may also result in a large amount of excess inventory and capacity, thereby raising costs. Therefore, aggregate planning is a very importa nt too I in helping a supply cha

57、in maximize profitability.Difficulty: Hard3.Explain the basic strategies that an aggregate planner has available to balanee the various costs and meet dema nd.Answer: There are essentially three distinet aggregate planning strategies for achieving balanee between these costs These strategies involve

58、 trade-offs between capital investment, workforce size, work hours, inventory, and backlogs/lost sales. Most strategies that a planner actually uses are a combi nation of these three and are referred to as mixed strategies. The three strategies are as follows:1 Chase strategyusing capacity as the le

59、ver: With this strategy, the production rate is synchron ized with the dema nd rate by varyi ng machi ne capacity or hiring and layi ng off employees as the dema nd rate varies .In practice, achievi ng this synchronization can be very problematic because of the difficulty in varying capacity and wor

60、kforce on short notice. This strategy can be expensive to impleme nt if the cost of varying machine or labor capacity over time is high .It can also have a significant negative impact on the morale of the workforce The Chase strategy results in low levels of inventory in the supply chain and high le