NAME: OWAIS SHAIKH

ROLL: A605
MTECH (DATA SCIENCE)
OSCA-M2 TEST

1. Which principle of supplier partnerships is LEAST important?

A. compatibility of interests B. pricing C. mutual need D. trust

2. The involvement between a customer and a supplier increases when

A.there are many suppliers B.there is a high degree of value

added
C.technology is established D.there is a low degree of value
added

3. The supplier base should be reviewed and updated with the objective of

A.decreasing the supplier base B.increasing the supplier

base
C.maintaining the same number of suppliers D.cost reduction

4. A long-term supplier relationship can generate the following

benefits EXCEPT

A.permit volume pricing B.reduction in time to market

C.reduction in quality issues D.reduction in the MTBF (mean time between
failures)

5. The three primary inputs to an MRP system are

A.bills of material, inventory status, and master production schedule

B.bills of material, product structure trees, and inventory status
C.bills of material, customer orders, and master production schedule
D.product structure trees, master production schedule, and lot sizes

6. Supplying vendors with projections of future orders provides support for

which of the following vendor activities?

I. Workforce stabilization II. Raw material cost reduction III. Capacity utilization improvement
 A.I only B.III only

C.II and III only D.I, II, and III

7. Transportation Planning requires the following data EXCEPT

A. Rates and Lanes B. Locations of Warehouses and Factories

C. Carrier Details D. Order Details E. Bill of Distribution

8. Using Third party contractors /3PL Service providers to carry out some or
all Logistics Functions can provide the following benefits EXCEPT

A.Improved Business Focus B.More current Logistics Technology

C.Less Tech and Resource Flexibility D.Efficient warehousing and Rapid Replenishment

9. Which of the following capacity planning functions would most likely be

eliminated when a manufacturer implements JIT techniques?
29.

A.rough-cut capacity planning B.resource requirements planning

C.capacity requirements planning D.supplier capacity planning

10.Which of the following capacity management techniques would be most

effective for reducing delivery lead time in a make-to-order production
operation using Just-in-Time (JIT) methods?

A.measuring and controlling work cell utilization B.releasing and controlling orders using kanban
C.providing detailed schedules of shop floor operations D.on-line tracking of work-in-process
inventories

11.The value addition from a vendor can be greatly enhanced if

A.the vendor has in plant person B.there is a high degree of visits from
supplier
C.more coordination in planning D.there is few items given to the supplier
 12.When selecting a Collaborative Planning software , the following points are
considered most important EXCEPT

a) CPFR process enablement b) Rapid implementation c) Robust delegated security model

d) Flexible user configurable solution e) GUI Driven Exception Management

Polo Ralph Lauren Case Study

1) Develop the framework of a Collaborative supply chain issues
between the three partners.

Framework for SCM Collaboration:

D2S Polo would outsource the key areas design and logistics processes to Luen Thai and would
involve horizontal integration among the 3 partners.

Product Design & Development Vendor Compliance Material Sourcing Factory Sourcing &
Evaluation Production Management Quality Assurance Logistic Consolidation.

Three Dimensions to Supply Chain Collaborations Issues:

- Strategic

- Process

- Organizational

Strategic

- It is a platform that can allow all three partners to take advantage of future market
opportunities.

- Intra-organization to Inter-organization perspectives require real time information exchange

across all business processes of the three partners.

- Reconsider the value they add to the supply chain

- Revenue Sharing Model

Process Need to consolidate different business processes as compared to business functions.

- Which integrative Mechanisms should they use

- What Performance measures should they adopt

Organizational Need to decide how to build the collaboration infrastructure

Example: Oshkosh, VF, Supply Chain City

- Current use of technology and integration is fragmented

- Current supply chain is asset based and designed for mass manufacturing and collaboration
would involve a serious resource and financial commitment.

2) Differentiate between Traditional supply chain and Collaborative

supply chain in context of Luen Thai and Polo.

Traditional SCM:

- Hard to effectively gather and update information.

- Typically failed to address the strategic, processual, organizational dimensions of SC

integration.

- The supply flow bottleneck was high

- Technology was either limited or fragmented

SC Collaboration:

- Design to Store

- Tighter collaboration to improve efficiencies.

- Empowered with product and market information

- Better inventory management and goods deliveries

- Extensive use of IT

- Consolidated partnership

-
 - Traditional Supply Chains usually operate through temporary co-operation, rather than act as
organized and integrated clusters.

- Limited and fragmented technology result in inefficient information exchange.

- The D2S Strategy allows partners to share information, better manage inventory, and thus
significantly reduce costs.

3) Examine how technology will enable collaboration amongst Luen

Thai and its partners and the effect of such collaboration?

Ruentex: Supporting collaborative SC

- Adopted the SAP system to restructure corporate resources

- Built a database for information query and knowledge accumulation

- Instant order checking, 3D display, won international quality certification.

- Quickly response to customer needs

Luen Thai: The interdependency between Polo is driving Luen Tai transform from an OEM to a
service-oriented, D2S provider

In 1980s Automation of Support functions

In 1990s Brought in IT system EDI & ERP
Since 1998 Transforming into D2S provider

Ralph Lauren: Building collaboration:

- Introduced Internet based Electronic Data Interchange (EDI) -> helped partners to design
common interfaces and build a common platform

- Vendor Managed Inventory (VMI): will help Po;o automatically create purchase orders based
on warehouse or store demand levels in real time.

- One key element in SC collaboration is real-time / near real-time information exchange,

including design, sourcing, manufacturing.

- The Internet acts as a platform for information management and address the Bullwhip effect.

- The collaboration leads to growing interdependency: decreases mutual audits and inspection
 of incoming materials reducing cost.

- Create visibility of Luen Thais logistics process

- Standardized tools used during design process, Transfer of digital designs faster than
traditional delivery system.

- Integrated systems allowing real-time information sharing across entire supply chain

- Advanced shipping notice (ASN) used to track shipments, notified retailers of delays, Scan
and Pack order fulfillment solution eliminated manual preparation of documents

4. Examine how Polos relationship with Luen Thai has evolved and
examine the impact of collaboration on Polos Business Model?

- Polo, Luen Thai, Ruentex are the three partner in the case.

- Sharing information would be critical

- Fulfill the market gap for shorter lead times
- Post-quota environment
- Using the old IT tool such as CAD, the transferring information between designers and
manufacturers was still difficult.
- Mismanagement of inventory, production and delivery.

Initial involvement (1996)

- Upstream and downstream activities
- Five major processes
- Three major problems

Second involvement (1998)

- Partner relationship with tier-one partners
- Critical -> three major industry factors
- Still not enough

Third involvement:
- Implemented a number of initiatives
- ASNx / FGA
- However, fragmented

Fourth involvement:
- Strengthen their supply chain collaboration across each dyad as well as the whole traid
 - D2S supply chain model
- a collective view of relationship

Collaboration is essential in the future development for all the parties.

5. How does supply chain city initiative complement the D2S initiative?
What are the synergies?
The SCC is a hub where suppliers and partners were all in one place for more efficient orders.
Integrated supply chain functions by shortening the supply chain for more control.

Points included in Supply Chain City:

- D2S is Luen Thais business model that will provide customers with a one-stop shop of supply
chain services ranging from design and development; material management; manufacturing
and logistics.
- Supply Chain City is one location solution all supply operations from design to
development to sample making.
- D2S customers are looking for suppliers that can provide more products and services,
perform faster but still offer a competitive cost.
- Supply chain city provides access to all technical support enabling Luen Thai to take up
additional processes.
- Close to major hubs like HK and Guangzhou to help Luen Thai provide logistical services
- 30 upstream partners on site (Vendors & Customers)
- Through D2S, achieve speed to market solutions that will help our clients bring the right
apparel with the right volume, to the right place and right time.
- Supply chain city provides instant communication and information exchange helping to
achieve speed to market and flexibility
- Fast product turnaround
- Substitutes information for inventory
- Reduced lead time.