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SCM

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Total cards: 24•Content version: v4•Public deck•Updated: 8/1/2026

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#1
Front (Question)

What are results of a well-designed SCM system?

Back (Answer)

• competitiveness of all actors involved are improved • costs and processing times are reduced • quality, flexibility and reliability of delivery is improved

#2
Front (Question)

What is SCM?

Back (Answer)

the coordination and optimization of value and supply chains

#3
Front (Question)

What does SCM refer to in the broader sense (inter-organizational/external supply chain)?

Back (Answer)

the cross-company, vertical cooperation of legally independent companies in a value chain

#4
Front (Question)

What does SCM refer to in the narrower sense (intra-organizational/internal supply chain)?

Back (Answer)

the networked processes of service production and utilization within the boundaries of a legally independent company, usually dispersed internationally across many locations

#5
Front (Question)

What is logistics within a supply chain?

Back (Answer)

the primary means of product, information, and service flow

#6
Front (Question)

Talking about the direction of the flow of products, information and services, towards what direction does downstream and upstream flows progress?

Back (Answer)

downstream: in the direction of the customers upstream: in the direction of the suppliers

#7
Front (Question)

What does the VRIO mosaic abbreviate in the context of the VRIO concept?

Back (Answer)

Value Rarity Imitability Organization

#8
Front (Question)

What does OEM stand for in the context of the automotive industry?

Back (Answer)

original equipment manufacturer (a company that produces parts and equipment that may be marketed by another company)

#9
Front (Question)

What framework replaces the traditional firm-centric SCM perspective, which focused on individual companies and their products?

Back (Answer)

global value chain GVC sometimes discussed in terms of its value chain architecture, which maps both the inter-firm division of labor within an industry and the governance mechanisms that coordinate its value-adding activities

#10
Front (Question)

What can be typical issues with the current value proposition according to the value chain architecture?

Back (Answer)

value destroyed, value missed, opportunities for new value creation

#11
Front (Question)

Cooperation is said to exist when the activities of at least two legally independent companies…

Back (Answer)

…limit their economic independence by coordinating to create a competitive advantage.

#12
Front (Question)

What have Amazon and 7-11 Japan built their success on?

Back (Answer)

the superior design, planning, and automation of segments of their supply chain (e. g. the delivery of products to end consumers)

#13
Front (Question)

What are examples of metrics of cooperation?

Back (Answer)

• area • capacities • commitment intensity (verbal agreement, majority equity participation) • competencies (complementary, redundant) • coordination (explicit, implicit) • degree of integration (autonomy, organizational integration) • direction (horizontal, vertical) • duration (short-term, long-term) • number of partners involved • range of decision-making • spatial dimension (locally-focused, global) • structure

#14
Front (Question)

What coordination forms do we distinguish based on the number of partners involved?

Back (Answer)

bilateral, trilateral, multilateral

#15
Front (Question)

What are the main categories the goals of cooperative company activities fall into?

Back (Answer)

• costs • market • resources • risk • system competence • time

#16
Front (Question)

According to Otto (2002), what are the three supply-chain categories, in order of increasing scope and managerial demands?

Back (Answer)

• SC as a value-creation process • SC as a group of companies • SC as an extended inter-company organization intra-firm processes → inter-firm constellations → networked orgs Supply chain as a value-creation process — a process view focused on coordinating value-adding activities across functions (close to Porter’s value chain). Supply chain as a group of companies — an institutional view where cooperating firms form a network (alliances, JV’s, consortia) around shared orders/division of labor. Supply chain as an extended inter-company organization — the “extended enterprise” view where competing units are whole value chains/networks, not single firms.

#17
Front (Question)

In the context of what it is very popular to view the SC as a value-creation process?

Back (Answer)

corporate management

#18
Front (Question)

What does a potential profit margin result from in the view of SC as a value-creation process?

Back (Answer)

the difference between the costs of the value activities and the market value of their performance

#19
Front (Question)

What are the 5 primary activities according to Porter (1985)?

Back (Answer)

inbound logistics, operations, outbound logistics, marketing and sales, service

#20
Front (Question)

What does the term “depth of value creation” refer to in the context of SC as a value-creation process?

Back (Answer)

to the question of which of the main and supporting activities will be performed by the company itself or by independent third parties

#21
Front (Question)

What does the term “silo mentality” refer to in the context of SC as a value-creation process?

Back (Answer)

strong department-centered thinking and acting

#22
Front (Question)

What problems do restrictions of willingness to cooperate cause in the context of SC as a value-creation process?

Back (Answer)

• control problems • coordination problems • functional isolation • information filtering

#23
Front (Question)

What does the term “chimney effect” refer to?

Back (Answer)

cross-functional, horizontal processes coordinated centrally by management

#24
Front (Question)

What is lead time?

Back (Answer)

the latency between the initiation and completion of a process