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246 Cards in this Set

  • Front
  • Back
quality
a. the characteristic of a product or service that bear on its ability to satisfy stated or implied needs.
b. a product or service free of deficiencies
value perspective
a quality perspective that holds that quality must be judged, in part, by how well the characeristics of a particular product or service align with the needs of a specific user.
conformance perspective
a quality perspective that focuses on whether or not a product was made or a service was performed as intended.
internal failure costs
costs caused by defects that occur prior to delivery to the customer, including money spent on repairing or reworking defective products, as well as time wasted on these activities.
external failure costs
costs incurred by defects that are not detected until a product or service reaches the customer
appraisal costs
costs a company incurs to assess its quality levels
prevention costs
the costs an organization incurs to actually prevent defects from occuring to being with
total cost of quality curve
a curve that suggests there is some optimal quality level, Q*. the curve is calculated by adding costs of internal and external failures, prevention costs, and appraisal costs.
total quality management (TQM)
a managerial approach in which the entire organization is managed so that it excels in all quality dimensions that are important to customers
continuous improvement
a principle of TQM that assume there will always be room for improvement, no matter how well an organization is doing.
employee empowerment
giving employees the responsibility, authority, training, and tools necessary to manage quality
quality assurance
the specific actions firms take to ensure that their products, services, and processes meet the quality requirements of their customers
quality function development (QFD)
a technique used to translate customer requirements into technical requirements for each stage of product development and production
Statistical quality control (SQC)
the application of statistical techniques to quality control.
strategic quality plan
an organizational plan that provides vision, guidance, and measurements to drive the quality effort forward and shift the organization's course when necessary.
process owner
a team or individual who has the authority and responsibility for improving the organization's business processes and who is rewarded accordingly.
process capability ration (Cp)
a mathematical determination of a process's capability to meet certain quality standards. a Cp greater than or equal to 1 means the process is capable of meeting the standard being measured
upper tolerance limit (UTL)
the highest acceptable value for some measure of interest
lower tolerance limit (LTL)
the lowest acceptable value for some measure of interest.
process capability index (Cpk)
a mathematical determination of a process's capability of meeting certain tolerance limits
Six Sigma Quality
a term used generally to indicate that a process is well controlled, i.e., tolerance limits are +-6 sigma (standard deviations) from the centerline in a control chart.
control chart
a specialized run chart that helps an organization track changes in key measures over time
continuous variable
a variable that can be measure along a continuous scale, such as weight, length, height and temperature
attribute
a characteristic of an outcome or item that is accounted for by its presence or absence, such as 'defective,' versus 'good' or 'late' verus 'on time'
sample average (X-double bar)
a key measure that represents the central tendency of a measure of interest in a specific sample; used in conjunction with range (R)
range (R)
a key measure that represents the variation of a specific sample group; used in conjunction with sample average (x-double bar)
proportion
a mesaure of the percent of a sample that does or does not have a particular characteristic.
control limits
the upper and lower limits of a control chart. they are calculated so that if a sample result falls inside the control limits, the process is considered under control.
x-double bar chart
a specific type of control chart for a continuous variable that is used to track the average value for future samples.
R chart
a specific type of control chart for a continuous variable that is used to track how much the individual observations within each sample vary.
Six Sigma Quality
a term used generally to indicate that a process is well controlled, i.e., tolerance limits are +-6 sigma (standard deviations) from the centerline in a control chart.
control chart
a specialized run chart that helps an organization track changes in key measures over time
continuous variable
a variable that can be measure along a continuous scale, such as weight, length, height and temperature
attribute
a characteristic of an outcome or item that is accounted for by its presence or absence, such as 'defective,' versus 'good' or 'late' verus 'on time'
sample average (X-double bar)
a key measure that represents the central tendency of a measure of interest in a specific sample; used in conjunction with range (R)
range (R)
a key measure that represents the variation of a specific sample group; used in conjunction with sample average (x-double bar)
proportion
a mesaure of the percent of a sample that does or does not have a particular characteristic.
control limits
the upper and lower limits of a control chart. they are calculated so that if a sample result falls inside the control limits, the process is considered under control.
x-double bar chart
a specific type of control chart for a continuous variable that is used to track the average value for future samples.
R chart
a specific type of control chart for a continuous variable that is used to track how much the individual observations within each sample vary.
p chart
a specific type of control chart for attributes that is used to track sample proportions
acceptance sampling
the process of sampling a portion of goods for inspection rather than examining the entire lot
Acceptable quality level (AQL)
a term used in acceptance sampling. A cut-off value, representing the maximum defect level at which a consumer would always accept a lot.
Lot tolerance percent defective (LTPD)
a term used in acceptance sampling; represents the highest defect level a consumer is willing to "tolerate."
Consumer's risk (beta)
a term used in acceptance sampling; represents the probability of accepting a lot with quality worse than the LTPD level.
Producer's risk (alpha)
a term used in acceptance sampling; represents the probability of rejecting a lot with quality equal or better than the AQL level.
Operating characteristics (OC) cruve
used in acceptance sampling. shows the probability of accepting a lot, given the actual fraction defective in the entire lot and sampling plan being used. Different sampling plans will result in different OC curves.
ISO 9000
a family of standards, supported by the International Organization for Standardization, representing an internation consensus on good quality management practices. ISO 9000 addresses business processes, rather than specific outcomes.
business process
a set of logically related tasks or activities performed to achieve a defined business outcome
primary process
a process that addressed the main value-added activities of an organization
support process
a process that peforms necessary, but non-value-added, activities
development process
a process that seeks to improve the performance of primary and support processes.
mapping
the process of developing graphic representations of the organizational relationships and/or activities that make up a business process
process map
a detailed map that identifies the specific activities that make up the informational, physical, and/or monetary flows of a process.
swim lane process map
a process map that graphically arranges the process steps so that the user can see who is responsible for each step.
benchmarking
process of identifying, understanding, and adapting outstanding practices from within the same organization or from other businesses to help improve performance
competitive benchmarking
the comparison of an organization's process with those of competing organizations
process benchmarking
the comparison of an organization's processes with those of noncompetitors that have been identified as superior processes.
six sigma champion
executives that 'own' six sigmna projects and have the authority and resources to carry them out
six sigma black master black belt
full-time six sigma experts responsible for six sigma strategy, training, mentoring, deployment, and results
six sigma black belt
fully trained, 160+ hours. usually full time six sigma.
six sigma green belt
basic training in methodologies and tools. part time
six sigma team members
individuals who are not trained, but are included in a project due to their knowledge or direct interest in a process
Define-Measure-Analyze-Improve-Control (DMAIC)
a six sigma process that outlines the steps that should be followed to improve existing business processes.
Define-Measure-Analyze-Design-Verify(DMADV)
a six sigma process that outlines the steps needed to create completely new business processes or products.
root cause analysis
a process by which organizations brainstorm about possible causes of problems (effects) and then, through structured analyses and data-gathering efforts, gradually narrow the focus to a few root causes.
open phase (root analysis)
the first phase. devoted to brain storming
cause-and-effect diagram
graphical tool used to categorize the possible causes for a particular activity.
Five M's
the five main branches of a typical cause-and-effect diagram: Manpower, Methods, Materials, Machines, and Measurements.
Five Whys
An approach used during the narrow phase of root cause analysis, in which teams brainstorm successive answers to the question, "Why is this a cause of the original problem?" the name comes from the general observation that the questioning processes can require up to five rounds
scatter plot
a graphical representation of the relationship between two variables
check sheet
a sheet used to record how frequently a certain even occurs
pareto chart
a special form of bar chart that shows frequency counts from highest to lowest
bar graph
a graphical representation of data that places observations into specific categories
histogram
a special form of a bar chart that tracks the number of observations that fall within a certain interval
run chart
graphical reprenstation that tracks changes in a key measure over time.
business process reengineering (BPR)
a procedure that involves the fundamental rethinking and radical redesign of business proccesses to achieve dramatic orgnizational improvements in such critical measures of performance as cost, quality, service, and speed
JIT
a philosophy of manufacturing based on planned elimination of all waste and on continuous improvement of productivity. in the broad sense, it applies to all forms of manufacturing and to many service industries as well. used synonymously with lean
waste
according to JIT/Lean, any activity that does not add value to the good or services in the eyes of the consumer
Muda
means waste in Japanese
Kanban system
a production control approach that uses containers, cards, or visual cues to control the products and movement of goods through the supply chain.
two-card kanban system
a special form of the kanban system that uses one card to control production and another card to control movement of materials
move card
a kanban card that is used to indicate when a container of parts should be moved to the next process step
production card
a kanban card that is used to indicate when another contain of parts should be produced
pull system
a production system in which actual downstream demands sets off a chain of events that pulls materials through the various steps.
bullwhip effect
an extreme change in the supply position upstream in a supply chain generated by a small change in demand downstream
inventory pooling
the act of holding safety stock in a single location instead of mulitple locations. several locations then share safety stock inventories to lower overall holding costs by reducing overall safety stock levels.
sourcing decisions
high level, often strategic, decisions regarding what products or services will be provided internally, and which will be provided by external SC partners
insourcings
making products or services within firm
outsourcing
the use of SC partners to provide products or services
make-or-buy decisions
same as sourcing decisions
core competencies
organizational strengths or abilities, develop over a long period, that customers find valuable and competitors find difficult or even impossible to copy
total cost analysis
a process by which a firm seeks to identify and quantify all of the major costs associated with various sourcing options
direct costs
costs tied directly to the level of operations or supply chain activities, such as the product of a good or service, or transportation
indirect costs
costs that are not tied directly to the level of operations or supply chain activity.
Electronic data interchange (EDI)
an IT that allows supply chain partners to transfer data electronically between their information systems
preferred supplier
a supplier that demonstrated its performance capabilities through previous purchase contracts, and therefore receives preference during supplier selection process
single sourcing
the buying firm depends on a single company for all or nearly all of a particular item or service
mutliple sourcing
a sourcing strategy in which the buying firm shares its business across multiple suppliers
cross sourcing
a sourcing strategy in which the company uses a single supplier for a certain part or service in one business, and another supplier with the same capabilities for a similar part in another area of the business. each supplier is then awarded new business based on their performance, creating an incentive for each to improve.
dual sourcing
a sourcing strategy in which two suppliers are used for the same purchased product or service
multicriteria decisions models
models that allow decision makers to evaluate various alternatives across multiple decision criteria
purchasing
the activities associated with identifying needs, locating and selecting suppliers, negotiating terms, and following up to ensure supplier performance
spend analysis
an activity, typically carried out by purchasing professionals, in which a firm examines spending patterns to identify irregulatrities or improvement opportunities.
Cost of Goods Sold (COGS)
purchased cost of goods from outside providers
merchandise inventory
a balance sheet item that shows the amount a compnay paid for the inventory it has on hand at a particular point in time
profit margin
ratio of earnings to sales for a give period
Return on Assets (ROA)
a measure of financial performance, generally defined as Earnings/Total Assets. Higher ROA values are preferred, since it indicates that the firmis able to generate higher earnings from the same base assets
profit leverage effect
a term used to describe the effect that a dollar in costs savings increases pretax profits by one dollar, while a dollar increase in sales only increased pretax profits by the dollar multiplied by the pretax profit margin
purchase requisitions
an internal document completed by a user that informs purchasing of a specific needs
reorder point system
a method to initiate the purchase of routine items
statement of work or scope of work (SOW)
terms and conditions for a purchased service that indicate, among other things, what services will be performed and how the service provider will be evaluated.
description
the communication of a user's needs to potential suppliers in the most efficient and accurate way possible.
description by market grade or industry standard
a description method used when the requirements are well understood and there is common agreement between supply chain partners about what certain terms mean
description by brand
used when a product or service is proprietary, or when there is a perceived advantage ot using a particular supplier's product or services
description by specification
used when an org needs to provide very detailed descriptions of characteristics of the characteristics of an item or service
description by performance characteristics
focuses attention on the outcomes the customer wants, not on the precise configuration of the product or service
Maverick spending
spending that occurs when itnernal customers purchase directly from nonqualified suppliers and bypass established purchasing procedures
request for quotation (RFQ)
a formal request for the suppliers to prepare bids, based on terms and conditions set by the buyer.
fixed contract price
a type of purchasing contract in which the stated price does not change regardless of fluctuations in general overall economic conditions, industry competition, levels of supply, market prices, or other environmental changes
cost-based contract
a type of purchasing contract in which the price of a good or service is tied to the costs of some key inputs or other economic factors, such as interest rates
purchase order (PO)
a document that authorizes a supplier to deliver a product or service and often indluces key terms and conditions such as price, delivery, and quality requirements
electronic funds transfer (EFT)
the automatic transfer of payment from the buyer's bank account to the supplier's bank account.
purchase consolidation
the pooling of purchasing requirements across multiple areas in an effort to lower costs
project
a temporary endeavor undertaken to create a unique product, service, or result. clear starting/ending points.
project management
application of knowledge, skills, tools, and techniques to project activities to meet project requirements
concept phase (project)
first of five phases. project planners develop a broad definition of what the project is and what the scope will be
project definition phase (project)
second of 5 phases. project planners identify how to accomplish the work, how to organize for the project, the key personnel and resouces required to support the project, tentative schedules, and tentative budget requirements
planning phase
3 of 5. planners prepare detailed plans that identify activities, time and budget targets, and the resources needed to complete each task. include sputting in place the organization that will carry out the project
milestone
a performance or time target for each major group of activities in a project
performance phase
4 of 5. organization actually starts to execute the plan
postcompletion phase
5 of 5. project manager or team confirms the final outcome, conducts a postimplementation meeting to critique the project and peronnel, and reassigns project personnel
Gantt chart
a graphical tool used to show expected start and end times for project activities, and to track actual progress against these time targets.
network diagram
a graphical tool that shows the logical linkage between activities in a project
Critical Path Method (CPM)
a network-based technique in which there is a single time estimate for each activity. an alternative approach to PERT, which has multiple time estimates per activity
Critical Path Method (CPM)
a network-based technique in which there is a single time estimate for each activity. an alternative approach to PERT, which has multiple time estimates per activity
program evaluation and review technique (PERT)
a network based technique in which there are multiple time estimates for each activity
program evaluation and review technique (PERT)
a network based technique in which there are multiple time estimates for each activity
activity on node diagram (AON)
a network diagram in which each activity is represented by a node, or box, and the precedence relationships between various activities are represented with arrows
activity on node diagram (AON)
a network diagram in which each activity is represented by a node, or box, and the precedence relationships between various activities are represented with arrows
critical activities
project activities for which the earliest start time and latest start time are equal. critical activities cannot be delayed without lengthening entire project duration
critical activities
project activities for which the earliest start time and latest start time are equal. critical activities cannot be delayed without lengthening entire project duration
network path
logically linked sequence of activities in the network diagram
critical path
longest path in the network diagram. there may be more than one critical path
network path
logically linked sequence of activities in the network diagram
forward pass
determination of the earliest start and finish times for each activity
critical path
longest path in the network diagram. there may be more than one critical path
earliest start time (ES)
the earliest an activity can be started, as determined by the earliest finish time for all immediate predecessors
forward pass
determination of the earliest start and finish times for each activity
Critical Path Method (CPM)
a network-based technique in which there is a single time estimate for each activity. an alternative approach to PERT, which has multiple time estimates per activity
earliest start time (ES)
the earliest an activity can be started, as determined by the earliest finish time for all immediate predecessors
Earliest finish time (EF)
the earliest an activity can be finished, calculated by added the activity's duration to its earliests start time.
Earliest finish time (EF)
the earliest an activity can be finished, calculated by added the activity's duration to its earliests start time.
program evaluation and review technique (PERT)
a network based technique in which there are multiple time estimates for each activity
activity on node diagram (AON)
a network diagram in which each activity is represented by a node, or box, and the precedence relationships between various activities are represented with arrows
backward pass
the determination of the latest finish and start times for each project activity
backward pass
the determination of the latest finish and start times for each project activity
critical activities
project activities for which the earliest start time and latest start time are equal. critical activities cannot be delayed without lengthening entire project duration
network path
logically linked sequence of activities in the network diagram
critical path
longest path in the network diagram. there may be more than one critical path
forward pass
determination of the earliest start and finish times for each activity
earliest start time (ES)
the earliest an activity can be started, as determined by the earliest finish time for all immediate predecessors
Earliest finish time (EF)
the earliest an activity can be finished, calculated by added the activity's duration to its earliests start time.
backward pass
the determination of the latest finish and start times for each project activity
latest finish time (LT)
the latest an activity can be finished and still finish the project on time, as determined by the latest start time for all immediate successors
latest finish time (LT)
the latest an activity can be finished and still finish the project on time, as determined by the latest start time for all immediate successors
latest finish time (LT)
the latest an activity can be finished and still finish the project on time, as determined by the latest start time for all immediate successors
latest finish time (LT)
the latest an activity can be finished and still finish the project on time, as determined by the latest start time for all immediate successors
Latest start time (LS)
the latest an activity can be started and still finish the project on time, calculated by subtracting the activity's duration from its latest finish time.
Latest start time (LS)
the latest an activity can be started and still finish the project on time, calculated by subtracting the activity's duration from its latest finish time.
Latest start time (LS)
the latest an activity can be started and still finish the project on time, calculated by subtracting the activity's duration from its latest finish time.
latest finish time (LT)
the latest an activity can be finished and still finish the project on time, as determined by the latest start time for all immediate successors
slack time
difference between the activities LS and ES. slack time indicates the amount of allowable delay. critical activities have a slack time of 0.
slack time
difference between the activities LS and ES. slack time indicates the amount of allowable delay. critical activities have a slack time of 0.
slack time
difference between the activities LS and ES. slack time indicates the amount of allowable delay. critical activities have a slack time of 0.
Latest start time (LS)
the latest an activity can be started and still finish the project on time, calculated by subtracting the activity's duration from its latest finish time.
crashing
shortening the overall duration of aproject by reducing time it takes to perform certain activities
crashing
shortening the overall duration of aproject by reducing time it takes to perform certain activities
crashing
shortening the overall duration of aproject by reducing time it takes to perform certain activities
Latest start time (LS)
the latest an activity can be started and still finish the project on time, calculated by subtracting the activity's duration from its latest finish time.
slack time
difference between the activities LS and ES. slack time indicates the amount of allowable delay. critical activities have a slack time of 0.
service package
includes all the value-added physical and intangible activities that a service organization provides to the customer.
service package
includes all the value-added physical and intangible activities that a service organization provides to the customer.
service package
includes all the value-added physical and intangible activities that a service organization provides to the customer.
slack time
difference between the activities LS and ES. slack time indicates the amount of allowable delay. critical activities have a slack time of 0.
front room
the physical or virtual point where teh customer interfaces directly with the service organization
crashing
shortening the overall duration of aproject by reducing time it takes to perform certain activities
front room
the physical or virtual point where teh customer interfaces directly with the service organization
front room
the physical or virtual point where teh customer interfaces directly with the service organization
crashing
shortening the overall duration of aproject by reducing time it takes to perform certain activities
back room
the part of a service operation that is completed without direct customer contact
service package
includes all the value-added physical and intangible activities that a service organization provides to the customer.
back room
the part of a service operation that is completed without direct customer contact
latest finish time (LT)
the latest an activity can be finished and still finish the project on time, as determined by the latest start time for all immediate successors
service package
includes all the value-added physical and intangible activities that a service organization provides to the customer.
back room
the part of a service operation that is completed without direct customer contact
Latest start time (LS)
the latest an activity can be started and still finish the project on time, calculated by subtracting the activity's duration from its latest finish time.
service blueprinting
special form of business mapping that allows users to better visualize the degree of customer contact. lays out the servic eprocess from customer viewpoint. parses org's service actions based on 1) the extent to which an action involves direct interaction w/ the customer and 2) whether or not the action takes place as a direct resposne to customer's needs.
latest finish time (LT)
the latest an activity can be finished and still finish the project on time, as determined by the latest start time for all immediate successors
front room
the physical or virtual point where teh customer interfaces directly with the service organization
service blueprinting
special form of business mapping that allows users to better visualize the degree of customer contact. lays out the servic eprocess from customer viewpoint. parses org's service actions based on 1) the extent to which an action involves direct interaction w/ the customer and 2) whether or not the action takes place as a direct resposne to customer's needs.
service blueprinting
special form of business mapping that allows users to better visualize the degree of customer contact. lays out the servic eprocess from customer viewpoint. parses org's service actions based on 1) the extent to which an action involves direct interaction w/ the customer and 2) whether or not the action takes place as a direct resposne to customer's needs.
front room
the physical or virtual point where teh customer interfaces directly with the service organization
logistics management
the part of supply chain management that plans, implements, and controls the efficient, effective forward and reverse flow and storage of goods, services, and related information between the point of origin and point of consumption in order to meet customers' requirements
back room
the part of a service operation that is completed without direct customer contact
logistics management
the part of supply chain management that plans, implements, and controls the efficient, effective forward and reverse flow and storage of goods, services, and related information between the point of origin and point of consumption in order to meet customers' requirements
service blueprinting
special form of business mapping that allows users to better visualize the degree of customer contact. lays out the servic eprocess from customer viewpoint. parses org's service actions based on 1) the extent to which an action involves direct interaction w/ the customer and 2) whether or not the action takes place as a direct resposne to customer's needs.
logistics management
the part of supply chain management that plans, implements, and controls the efficient, effective forward and reverse flow and storage of goods, services, and related information between the point of origin and point of consumption in order to meet customers' requirements
direct truck shipment
a ship made directly, with no additional stops, changing of trucks, or loading of additional cargo
direct truck shipment
a ship made directly, with no additional stops, changing of trucks, or loading of additional cargo
Latest start time (LS)
the latest an activity can be started and still finish the project on time, calculated by subtracting the activity's duration from its latest finish time.
back room
the part of a service operation that is completed without direct customer contact
slack time
difference between the activities LS and ES. slack time indicates the amount of allowable delay. critical activities have a slack time of 0.
crashing
shortening the overall duration of aproject by reducing time it takes to perform certain activities
direct truck shipment
a ship made directly, with no additional stops, changing of trucks, or loading of additional cargo
logistics management
the part of supply chain management that plans, implements, and controls the efficient, effective forward and reverse flow and storage of goods, services, and related information between the point of origin and point of consumption in order to meet customers' requirements
slack time
difference between the activities LS and ES. slack time indicates the amount of allowable delay. critical activities have a slack time of 0.
service blueprinting
special form of business mapping that allows users to better visualize the degree of customer contact. lays out the servic eprocess from customer viewpoint. parses org's service actions based on 1) the extent to which an action involves direct interaction w/ the customer and 2) whether or not the action takes place as a direct resposne to customer's needs.
service package
includes all the value-added physical and intangible activities that a service organization provides to the customer.
logistics management
the part of supply chain management that plans, implements, and controls the efficient, effective forward and reverse flow and storage of goods, services, and related information between the point of origin and point of consumption in order to meet customers' requirements
crashing
shortening the overall duration of aproject by reducing time it takes to perform certain activities
direct truck shipment
a ship made directly, with no additional stops, changing of trucks, or loading of additional cargo
service package
includes all the value-added physical and intangible activities that a service organization provides to the customer.
front room
the physical or virtual point where teh customer interfaces directly with the service organization
direct truck shipment
a ship made directly, with no additional stops, changing of trucks, or loading of additional cargo
front room
the physical or virtual point where teh customer interfaces directly with the service organization
back room
the part of a service operation that is completed without direct customer contact
back room
the part of a service operation that is completed without direct customer contact
service blueprinting
special form of business mapping that allows users to better visualize the degree of customer contact. lays out the servic eprocess from customer viewpoint. parses org's service actions based on 1) the extent to which an action involves direct interaction w/ the customer and 2) whether or not the action takes place as a direct resposne to customer's needs.
service blueprinting
special form of business mapping that allows users to better visualize the degree of customer contact. lays out the servic eprocess from customer viewpoint. parses org's service actions based on 1) the extent to which an action involves direct interaction w/ the customer and 2) whether or not the action takes place as a direct resposne to customer's needs.
logistics management
the part of supply chain management that plans, implements, and controls the efficient, effective forward and reverse flow and storage of goods, services, and related information between the point of origin and point of consumption in order to meet customers' requirements
logistics management
the part of supply chain management that plans, implements, and controls the efficient, effective forward and reverse flow and storage of goods, services, and related information between the point of origin and point of consumption in order to meet customers' requirements
direct truck shipment
a ship made directly, with no additional stops, changing of trucks, or loading of additional cargo
direct truck shipment
a shipment made directly, with no additional stops, changing of trucks, or loading of additional cargo
less than truckload shipment (LTL)
a smaller shipment, foten combined with other loads to reduce costs/improve truck efficiencies
multimodal solutions
transportation solutions that seek to exploit the strengths of mulitple transportation through physical, information, and monetary flows that are as seamless as possible.
roadrailers
specialized rail cars the size of standard truck trailers that can be quickly switched from rail to group transport by changing the wheels
warehousing
any operation that stores, repackages, stages, sorts, or centralizes goods or materials. Organizations use warehousing to reduce trasnportation costs, improve operation flexibility, short customer lead times, and lower inventory costs
consolidation warehousing
a form of warehousing taht pulls together shipments from a number of sources (often plants) in the same geographical area and combines them into larger (more economical) shipping loads
cross-docking
form of warehousing in which large incoming shipments are received and then broken down into smaller outoing shipments to demand points in a geographic area. cross-docking combines the economies of large incoming shipments with the flexibility of smaller local shipments
break bulk warehousing
a specialized form of cross-docking in which the incoming shipemts are from a single source or manufacturer.
hub-and-spoke systems
a form of warehousing in which strategically place 'hubs' are used as sorting or transfer facilities. the hubs are typically located at convenient, high-traffic locations. The 'spokes' refer to the routes.
pup trailer
a type of truck trailer that is half the size of a normal trailer
postponement warehousing
a form of warehousing that combines classic warehouse operations with light manufacturing and packaging duties to allow firms to put off final assembly or pacaging of goods until the last possible moment.
assortment warehousing
a form of warehousing in which a wide array of goods is held close to the source of demand in order to assure short customer lead times
spot stock warehousing
a form of warehousing that attempts to position seasonal goods close to the market place. at the end of each season, the goods are either liquidated or moved back to a more centralized location.