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Chapter 17 — Purchasing Services
1. Virtually all of indirect spend is normally purchased throughthe organization’s formal sourcing function or using well-
established supply management processes.
2. Because of widespread industry differences, one company’s indirect spend may be considered direct spend for another.
3. Historically, expenditures for indirect materials and services have received the same level of management
attention as have direct materials.
4. Reverse logistics flow requires companies to find innovative methods of recovering and recycling products to minimize
potential negative impacts on the natural environment.
5. Inbound logistics may also include the shipment of repairable items back to maintenance facilities for refurbishment
and return to usable or salable condition.
6. As organizations continue to focus more and more on their internal core competencies and outsource non-core
activities, they have come to recognize that many of their necessary transportation and logistics services can, and should
be, outsourced to expert companies specializing in transportation and logistics services.
7. The primary objective of deregulation in the United States was to make its domestic transportation systems more
efficient by dramatically increasing marketplace competition within the transportation and logistics industry and
increasing economic regulation.
8. On average, transportation costs easily comprise ten percentor more of a product’s total cost.
9. More effective control of inbound shipment costs usually requires purchasing goods under a shipping
designation of FOB destination.
Analytic
10. A savvy buyer will want to control transportation costs internally instead of simply allowing the shipper to
pass them along in the form of a delivered price.
11. Whenever a supplier ships FOB destination, the buyer often loses the ability to track or control its inbound
transportation expenses which also artificially increases the value of the buyer’s inventory.
12. An apparently low-cost carrier may actually end up costing far more than a seemingly higher-cost carrier
when the total associated costs are calculated.
13. For some purchased items, such as bulk raw materials, speed of transportation is the most important factor.
14. Carriers will generally not consider the availability of backhauls when quoting one-way freight rates on a
particular traffic lane.
15. Inland water carriers are usually accessible for most domestic shippers, as lakes, rivers, and canals are
widely dispersed throughout the country.
16. The greatest competition between domestic transportation modes involves rail and motor carriers.
17. The most significant advantage of a motor carrier is its relatively lower variable cost.
18. A major advantage of a rail carrier is the wide range of items it is capable of carrying.
19. A major disadvantage of a rail carrier is its relatively higher cost.
Analytic
20. Additional railcars can be added to a freight train with only a minimal increase in its total variable cost, absent any
limitations on train length.
21. A two-day shipment by truck can often take a week or more by railbecause of the extra handling involved.
22. Air carriers haul the most amount of commercial freight because of their inherent speed advantages.
23. Shipping a high-priced component via air is never a cost-effective option.
24. Air freight has a high variable-cost-to-fixed-cost ratio because of the high costs of operating a flight.
Easy
Analytic
Chapter 17 — Purchasing Services
25. Inland water carriers typically transport finished or semifinished products because of the lengthy in-transit
time.
26. Growth in international trade has increased the amount of freight moving on oceangoing vessels.
27. Although mode selection is usually not an issue for international ocean shipments, as in all strategic supplier selection
decisions, carrier selection is still paramount.
28. The use of a pipeline is usually part of the decision tradeoff between transportation modes.
29. Because of the huge quantities involved, deciding on the use of pipeline is rarely something a buyer needs to
Chapter 17 — Purchasing Services
30. Oftentimes, a single mode of transportation may prove inadequate for a specific shipment.
31. Private carriers are never utilized to make daily “milk runs,” picking up smaller amounts of materials from a
series of nearby suppliers to be used in a just-in-time or lean manufacturing environment.
32. Exempt carriers are highly regulated economically by the Surface Transportation Board.
33. A major outcome from transportation economic deregulation has been the shift of pricing information
garnered from public tariffs and rate bureaus to the negotiating table.
34. A shipper should necessarily negotiate a contract with every carrier it uses, even if it is considered a small or
infrequent shipper.
35. The U.S. Bureau of Customs and Border Protection established the so-called “10+2” rule that affects all
modes of transportation except ocean container freight.
36. A performance-based logistics system seeks to drive the logistics service provider’s performance by clearly
delineating the buyer’s preferred outcomes, not by transaction, but in terms of provider value-added and overall systems
costs.
37. Performance-based logistics has been widely adopted by the private sector.
38. A PBL agreement and a SLA are similar concepts.
Chapter 17 — Purchasing Services
39. The use of 3PLs is increasingly becoming a viable option for smaller shippers and infrequent shipments
40. A clear trend is that many carriers now market themselves simply as providers of physical transportation
services.
41. Full-service carriers, in addition to picking up and delivering goods, may consolidate shipments, provide
simplified billing, ship just-in-time from local storage points, handle complex overseas shipments, coordinate
shipments with other carriers or modes, or configure final products for direct shipment to end customers.
42. The importance of effectively managing an organization’s indirect spend is decreasing.
43. If indirect spend is to be leveraged, supply management must have a clear understanding of exactly what
indirect goods and services are being purchased by individual SBUs.
44. By limiting internal requisitioners to previously approved catalogs of already contracted goods and services
from preselected and approved suppliers, volume commitments to approved suppliers can be achieved and
maverick spending reduced.
45. Many buyers are beginning to question the sustainability of cost reductions achieved through reverse auctions over
time once the initial reductions are made.
46. Traditional cost accounting systems are designed to systematically track and consolidate indirect spend
across an organization.
47. In general, supply management should provide and manage suppliers’ e-catalogs.
48. Assigning and maintaining accurate and representative commodity codes for indirect goods and services across an
enterprise is relatively easy.
49. Suppliers of multiple indirect items can often have multiple ship-to and bill-to addresses, resulting in
numerous codes being assigned to the same supplier for each item.
50. Every project must have a scope that succinctly defines the project to help avoid misunderstandings between
the buyer and the service provider.
51. A project’s scope does not need to include any nondisclosure statements to protect the buying company’s
interests.
Easy
Analytic
52. Project scopes should be very detailed for all service providers, including those who have previously
performed work for the organization.
53. Moving to a centralized process for procuring professional services does not allow the buying company to
leverage its corporate buying power.
54. Centralization of professional service procurement can increase the accountability of outside consultants to the buyer
by increasing the monitoring and auditing of services provided.
55. A preferred supplier list database should be set up to generate a list of preferred suppliers based on previous project
performance criteria.
56. Although it is important to develop a rationalized supply base such that buying power can be appropriately
leveraged, a single-source strategy frequently maximizes the value of professional services.
57. In purchasing professional services, it is not important for a standard contract template or format to be
developed by the organization’s legal department because there are so many types of professional services and
providers.
58. The parameters on which a professional services supplier is evaluated should include, but not be limited to,
quality, cost management, delivery, technical support, and wavelength.
59. Top management should consider internal buy-in from affected employees and other stakeholders before
defining the final scope of the project.
60. _____ can be defined as the sum of all purchased goods and services that are not a direct part of products or
services delivered to the customer.
Moderate
Analytic