Disintermediation is least likely to affect an organizations’s ownership of operations of supply chain operations because it cuts outs the middleman.

Disintermediation is least likely to affect an organizations’s ownership of operations of supply chain operations because it cuts outs the middleman.

Operations owned by another organization is the least true answer because although they are somewhat linked to the organization’s supply network they are not directly connected.

The most practical way of managing the bullwhip effect is improving forecast.

High plant utilization is an advantage of lead capacity as you’re an adding capacity in order to capitalize from the anticipation of an increase in demand.

Less overcapacity during scale up is an advantage of small scare operations and facilities because capacity can be better managed through agile and more entrepreneurial skills.

Arm’s length transactions have higher transaction costs, and low supplier loyalty thus fostering competition among suppliers

Outsourcing considers the cost and competitive advantage of making a product, indirect business processes as well as the tradeoff with vertical integration

Long term partnerships create multiple points of contact to facilitate flow of information and products

Supplier reduction lowers transaction costs, decreases direct supplier number as well as the supply chain complexity

Vertical integration involves ownership issues, strategic positioning of the company as well as consideration of financial and marketing strategies Pull systems typically require control of material and information movement therefore visual management systems are most effective with pull systems, rather than push systems. Offering bonuses to the teams with the highest quality products is quite simply a managerial task to tie rewards directly to good strategy execution. Traditionally organizations emphasized on appraisal costs to determine failure costs (reactive). TQM emphasizes on prevention costs to determine known and unknown failure costs (proactive). The definition of type I sampling errors: incorrect rejection of an acceptable product or service. The example used in the MCQ resembles the definition. While examining the chart, it is easy to notice that the dissatisfaction rate changes sporadically therefore it is untrue that dissatisfaction has remained steady over time. Cellular layouts are not conducive to irregular demand because fixed asset costs within cells. Product layout does not facilitate a high variety of products. And Group technology not a layout style at all, but is a method that supports lean application within the layout environment, typically cell layout. Projects have a definitive end which makes for low coupling of activities, Projects have low scalability otherwise scope creep will make them fail. Projects also have low automation and typically require a higher amount of manual resource work. Capital requirements, flexibility, and risk were all listed as important decision factors that affect building location placement.  QFD although important to other things was not a major factor here. Product layout is justified by production volumes that are higher than those found in fixed position, functional and cellular layouts. High volumes justify investment in dedicated, specialized, and often highly automated equipment. The recovery of capital costs requires high utilization. Following customers, expanding out upon product maturity, and building new sites to meet demand, are all examples of market related decisions.  Moving R&D functions to a science park is a strategic decision that is not related to the market. Get Professional Help with Your Research Essay Paper Today From Our Student Essay Service!!