1. Which of the following is a critical design decision?

• Product Design
• Process Design
• Facility Layout
• Facility Location
• All of the above

2.Which of the following are benefits of proactive scanning?

• Scanning drives operational learning.
• Scanning helps the company avoid internal change.
• Scanning provides a positive, but low return on investment.
• Scanning identifies threats and opportunities.
• None of the above

3.Which of the following approaches can help you mitigate the challenges of poor forecasts?

• Obtain and use the best, most recent information available
• Always use simple forecasting techniques
• Build static operations
• Minimize inventory
• All of the above

4.Tangibility refers to which of the following?

• The fact that you can't hold a service in your hand.
• A very early release of a product to get preliminary feedback about the feature set and usability.
• A net advantage gained by a common location with other companies.
• Goods in active pick locations and ready for order filling.

5.What message does the following mission statement communicate? Our customers are the most important stakeholder in our business. Therefore, we go to extraordinary lengths to satisfy and delight our customers. We want to meet or exceed their expectations on every shopping trip. We know that by doing so we turn customers into advocates.

• Customer Satisfaction Strategy
• Customer Success Strategy
• Customer Delight Strategy
• Customer Loyalty Strategy
• Customer Service Strategy

6.How many months does it take rivals to copy and introduce their own new-and-improved version of a newly introduced product?

• 3-6
• 6-9
• 9-12
• 12-15
• More than 18

7.Which of the following is a core purpose of a value proposition?

• A value proposition shapes customer experiences.
• A value proposition defines budget allocations.
• A value proposition communicates what your company must do to earn a customer's business.
• All of the above

8.Which of the following are examples of acquisition and utilization touch points, respectively?

• Choosing a brand of shampoo; Washing your hair with the shampoo
• Driving the car to school; Researching a new car
• Showrooming; Webrooming
• Eating dinner at a fine restaurant; Looking for a place to eat on Yelp
• None of the above

9.Which of the following is a step that is critical to creating an agility capability?

• Map processes to make them visible.
• Use information systems to monitor operations.
• Cross-train workers and organize work in multifunctional teams
• Design performance measures to value agility.
• Build learning loops into every process throughout the organization.
• All of the above

10.Which value dimension is most important?

• Quality
• Innovation
• Cost
• It depends
• Agility
• Delivery

11.Which value gap refers to a company's failure to capture/measure actual performance? That is, the company thinks it is performing better than it actually is.

• Communication Gap
• Service Quality Gap
• Translation Gap
• Knowledge Gap
• Performance Gap
• Perception Gap

12.Any activity that increases ________ and/or ________ of the order cycle hinders your delivery capability.

• Time; Magnitude
• Cycles; Frequencies
• Amplitude; Variability
• Frequency; Amplitude
• Time; Variability

13.Which of the following is one of the eight factors used to assess quality?

• Resilience
• Conformance
• Process Improvement
• Uniqueness
• Value

14.Which of the following describes the zone of parity?

• Customers are satisfied with the experience, but rivals are just as good.
• Experience fails to live up to hype.
• Customers are indifferent because the experience is remarkable.
• Experience fails to live up to expectations.
• Experience is almost as good as the industry standard, but not quite.

15.Which of the following are important sources of information regarding the goals that should drive your balanced scorecards?

• Environmental Scans
• Customer Feedback
• Best-in-class Benchmarks
• All of the above

16.Which of the following is an important mantra that helps explain why effective measurement is so important to supply chain management?

• What gets measured gets done
• Measure thrice cut twice
• If you can't calculate it, you can't manage it
• Time tells
• All of the above

17.Which of the following a major challenge encountered in the benchmarking process?

• Recognizing that benchmarking is a valuable tool
• Identifying an appropriate benchmarking target industry
• Getting a competitor to give you permission to come in and observe how it does business
• Understanding the essence of benchmarking
• All of the above

18.Which of the following is a characteristic of a pet project program?

• Pet-project champions recruit team members to join the team.
• The pet-project team sets its own performance goals.
• The pet-project team builds its own plan, including the identification of performance milestones.
• All of the above

19.Which of the following are appropriate projects for a pet project program?

• Supplier performance measurement
• Supply-base rationalization
• Alliance implementation
• Almost anything where improvement is needed
• All of the above

20.Which of the following is true regarding productivity measurement?

• Nobody does it any more
• It's easy
• It involves assessing tradeoffs
• It leads to greater efficiency and more satisfied customers
• It drives ROI up