Supply Chain: Supplier Tiers and Shipping

a firm that directly provides goods and/ or services to a company

provides inputs directly to the 1st tier supplier

an electronic document that provides detailed info about a pending delivery

provide product service and support such as maintenance, repair, disposal, or recycling

The impact exerted on both customers and competitors by Amazon, due to its on-going emphasis of developing, refining, and quickly implementing new ways of delivering solutions to customers.

the application of sophisticated operations research techniques to big data with the goal of IDing, interpreting, and communicating meaningful patterns in the data

products that are produced from standard components and modules

a supplier's ability to provide product ability, lead-time performance, and service reliability

large data sets generated by tech such as social media and IoT

the combination of the choices determining the customers an SBU will target, the value propositions it will offer, and the supply chain/operations management capabilities it will employ

determines how a strategic business unit will compete

are unique and superior operational abilities that stem from the routines, skills, and processes that the business develops

the difference between a company's actual performance and what a company communicates about its performance

provide a language for managers to communicate the value proposition in operational terms

the skills, processes, and systems that are unique to the firm and that enable it to deliver products that are both valued by the customer and difficult for competitors to imitate

a unique set of skills that confers competitive advantages to a firm, because rival firms cannot easily duplicate them

determines the overall mission of the firm and the types of businesses that the firm wants to be in

the expenses incurred in acquiring and using a product

the process of obtaining ideas or services by soliciting contributions from a large group of people

the management of the customer interface, including all aspects of order processing and fulfillment

meeting or exceeding customer expectations

the design and execution of fulfillment processes that provide customers with products and services they desire

parties that use or consume the products of operations management processes

partners that use or consume the products of operations management processes

the protection of firms and their systems from the following three threats: (1) theft of data and intellectual property; (2) alteration of data; and (3) impairment or denial of process control (causing damage or breakdown of operations)

the process of transforming a tangible good into an intangible product or service, through digitization or direct service replacement

provide enhancements to finished goods such as assembly, packaging, storage, and transportation services

a downstream stage of supply or consumption

unique, customized products

to carry out plans and initiatives in order to deliver the realized value to customers

to assess, communicate, and manage performance in ways that capture lessons learned and focus attention on areas needing improvement

a measure of the occurrence of stockouts over time or over multiple orders from customers

the extent to which there is alignment between the firm's operational capabilities, its value proposition, and the desires of its critical customers

an operation's ability to response efficiently to change in products, processes (including supply chain relationships) and competitive environments

determines how the function will support the overall business unit strategy

both radical and incremental changes in processes and products

the network of physical devices that are embedded with sensors, software, and connectivity that enable data exchange and analysis

the network of physical devices that are embedded with sensors, software, and connectivity that enable date exchange and analysis

a customer that the firm has targeted as being important to its future success

the gap between customers' real expectations and managers' perceptions of those expectations

the amount of time that passes between the beginning and end of a set of activities

the amount of time that passes between the beginning and end of a set of activities

an operation that produces maximum levels of efficiency and effectiveness using a minimal amount of resources

number of order lines delivered complete / total order lines

management of the movement and storage of materials at lowest cost while still meeting customers' requirements

products that have similar designs but are customized during production

finished goods that are held in inventory in advance of customer orders

a distribution strategy in which customers can place orders and receive and return purchases in different ways

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 set of competitive priorities coupled with supply chain structural and infrastructural design choices intended to create capabilities that support a set of value propositions targeted to address the needs of critical customers

total complete orders delivered / total orders

product traits that, if not satisfied, cause the loss of either the current order or future orders

product traits that must be met at a certain level for the product to be considered by the customer

the time that passes from the instant the customer places an order until the instant the customer receives the product

the time that passes from the instant the customer places an order for a product until the instant the customer receives the product

product traits that cause a customer to select one product over its competitors

the gap that exists when customers perceive performance to be different than what is actually provided

the difference between standard and actual performance

a system of activities that transforms inputs (people, \$) into valuable outputs (goods, services)

the capacity to have a product or service present when and where it is desired by a customer

a product's fitness for consumption in terms of meeting customers' needs and desires

provide equipment, labor, product and process designs, and other resources needed to support a firm's processes

developing operations that anticipate and deal with problems resulting from natural events, social factors, economic issues, or technological issues

A branch of engineering that involves the conception, design, manufacture, and operation of robots

the difference between perceived performance and the customer's performance

a product designed to deliver a wide range of customizable services

ability to deliver products and services on time and error free

groups of people who have a financial or other interest in the well-being of an operation

the gap that exists when internal performance standards do not adequately or accurately reflect customer expectations

a specific item that is independently inventoried and managed (product line)

an event that occurs when there is demand for an item and no inventory is available

the semi-independent organizations used to manage different product and market segments

a type of planning that addresses long-term decisions that define the operations objectives and capabilities for the firm and its partner

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

the design and execution of relationships and flows that connect the parties and processes across a supply chain

the identification, acquisition, positioning, and management of resources and capabilities that a firm needs to attain its strategic objectives

Maintaining operations that are both profitable and non damaging to society or the environment

a strategic planning technique to help firms identify opportunities where they can develop a sustainable competitive advantage and areas where the firm is significantly at risk

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

the notion that an order should be delivered without failure in any attribute

a model that shows how operational changes affect the overall performance of a business unit

an upstream stage of supply

the total time that a firm takes to conceive, design, test, produce, and deliver a new or revised product for the marketplace

the degree to which a product is delivered or available when the customer wants it

all the goods and services that are combined to define a customer's complete consumption experience

an approach to corporate performance measurement that focuses on a company's total impact measured in terms of profit, people, and the planet

total units delivered/total units ordered

provide raw materials, components, and services directly related to manufacturing or service production processes

a collection of product and service features that is both attractive to customers and different than competitors' offerings

a statement of product and service features