1. A general term that refers to a sequence of interlinked undertakings 18.
18. Are variable cost associated with placing an order with the supplier
that an organization operating in a specific industry engages in.
2. It looks at every phase of the business from the time of
procurement of raw materials to the time its products reaches at its
eventual end users or customers.
3. Is a broad continuum of specific activities employed by a company.
Consists of purchasing, production and operations, logistics and
marketing and sales.
4. Includes sourcing, ordering, and inventory storing of raw materials,
parts and services.
5. Also known as manufacturing and assembly
6. Is the efficient warehousing, inventory tracking, order entry,
management, distribution and delivery to customers
7. Includes promoting and selling to customers.
8. Popular term used for purchasing which was formerly termed as
procurement. Key business function that is responsible for
identifying material and service needs, locating and selecting
suppliers, negotiating and closing contracts, acquiring the needed
materials, services and equipment, monitoring inventory stock
keeping units and tracking supplier performance
9. Is coded with brief but complete details like date, identification
number, the originating department, the account to be charged,
complete description of the raw material/service, date needed any
special instruction and signature of authorized person making the
request
10. The need is clear, the commodities are in constant use, and
quotations are easily obtainable
11. The buyer has complex requirements and plans to use negotiation
to determine price and terms
12. When the desire is a competitive bid process
13. Written requisition placement to purchase supplies
14. Buffer uncertainty
15. Includes all purchased materials and goods, partially completed
materials and component parts and finished goods
16. Ordering the right quantity of stock keeping unit at minimum
inventory cost
17. Sum total of ordering cost and carrying cost
like managerial and clerical costs in preparing the purchase
19. Are costs incurred for holding inventory in storage like handling
charges, warehousing expenses, insurance, pilferage, shrinkage,
taxes and cost of capital
20. Seeks to determine an optimal order quantity where the sum of the
annual order costs and annual carrying cost is minimized
21. When to order
22. Refers to the span of time (in days) it takes for a stock to be
delivered from the time it was ordered while instantaneous
replenishment of stocks all at the same time
23. Operational strategy whereby the company estimates its demand
for raw materials and makes sure that they are delivered on time
24. Are processes that transform operational input output to satisfy
consumer needs and requirements
25. Is the process of producing goods using people or machine
resources. Commonly refers to industrial production where raw
materials are converted into finished goods
26. Is the process of putting together raw materials into a desired
output
27. Includes the supervision of certain sequential processes. Includes
warehousing, scheduling, dispatching, transportation and delivery
28. Is the function of physically packing finished goods or merchandise
in a building, room, or any space for temporary storage.
29. Is the act of organizing these inventory units and booking them for
delivery
30. Are for transfer. This may include posting, mailing, shipping out,
transmitting, forwarding, or releasing commodities
31. Scheduling and other logistics are necessary to make dispatching
cost efficient
32. Closes the entire logistics cycle
33. Complete sequence of processes that includes purchasing,
production and operations, delivery, and marketing and sales.
34. Complete management cycle where efficiency between and among
the procedures essentially brings about output
35. Is mode adopted by an organization to achieve its main objectives
of increasing in volume and turnover. Can be internal or integrative.
36. Are approaches adopted within a company
37. Growth strategies
38. Suggest that for an organization to increase its growth, sell more of
its current products/service to its current customers or buyers
39. Process where a company can sell more of its current products by
seeking and tapping new markets.
40. Internal growth strategy that involves creating differentiated
products for new customers. “new products, new customers”
41. Are essentially long term action plans prepared with the end goal of
directing how an organization will survive and compete
42. Are formulated to help organizations gain competitive advantage
after evaluating and comparing their strengths and weaknesses
against their competitors
43. Competitive strategies
44. Offer products and services at the lowest cost possible in the
industry.
45. To provide a variety of products, services or product or service
features that competitors do not offer or are not able to offer to
consumers
46. Combination of low cost leadership and broad differentiation
strategies. Implemented when the organization gives its customer
more value for money by emphasizing both low cost products and
services with unique features.
47. Implemented when the organization concentrates on a limited
market segment and creates a market niche based on lower costs.
48. Implemented when the organization concentrates on a limited
market segment and creates market niche based on differentiated
features like design, utility and practicality.
49. Radically catapult or leapfrog the organization by introducing
completely new and highly differentiated products and services that
give an organization a competitive posturing
50. Make an organization perform better by making the structure lean,
streamlining wasteful and inefficient processes, harnessing better
facility and equipment maintenance and increasing work force
productivity
51. The more product/service is produced, the lower the costs are for
producing the product and rendering the service.
52. Can be applied system wise through digital integration
53. Facilitates processes to radical speed by shortening completion time
54. Refers to the lifespan that a commodity/service undergoes from its
introduction stage to its growth, maturity and decline stages
55. Is the period of launching the product/service for acceptance. New
and there is a need for awareness. Includes promotions, giving
discounts, and market development
56. Is the phase where the product/service gains acceptance by the
consumers. Sales and profits slowly increase and emphasis is now
on continuous market development and improvement.
57. Period where the product has reached its penultimate level.
Established product tends to remain steady and the number of
competitors increases. Product differentiation is recommended in
this stage.
58. Period where the product/service begins to reach or is reaching its
lowest point. Sales and profit decline and price competition is
intense. An organization can choose to keep the status quo, reduce
prices to generate more sales, consolidate with other organization
or simply exit the market.
59. Is choosing not to implement any growth strategy
60. Is the most radical action a company takes when the company is
losing money and thus is further compounded by a disinterest on
the part of the stockholders to do anything more to save it. Business
is terminated and its assets sold
61. Implemented when a company consistently fails to reach the set
objectives or when the company does not fit well in the
organization. Stockholders would preferably sell it or set it as a
separate corporation.
62. Is adopted when the organization has reached a significant level of
non-performance, non-productivity, demoralization and
unprofitability and therefore has to implement restorative
strategies.
63. Toughest and most challenging area for any organization
undergoing a turnaround strategy is the climate and culture. New
CEO comes in and takes over the critical organization.
64. Ask like what products/services are marketable in the industry,
which of these products and services need some improvements or
 major redesign and what distinct features can be introduced to
attract buyers
65. Easiest phase to sort out and manage. The CEO can look into
processes of the organization, determine which processes are
redundant and defective, and undertake piecemeal improvements.
66. Turnaround strategies can easily achieve significant improvements
when this is correctly assessed and appropriate interventions are
introduced or reinforced.
67. When an organization needs a turnaround strategy, it is because
this is waving a red flag.
68. Are essentially external growth strategies, involve investing the
resources of the organization in another company or business to
achieve growth goals
69. Are essentially acquisition strategies
70. Types of integrative growth strategies
71. Types of vertical integration
72. Is a strategy where the organization acquires another competing
business. It is employed to eliminate real or potential competitors
because some competitors can present themselves as deadly
threats to an organization.
73. Is the process of consolidating into an organization other companies
involved in all aspects of a product’s or a service’s process from raw
materials to distribution.
74. It is an integrated growth strategy adopted by an organization to
gain control over its suppliers and distributors, increase the
company’s market share, minimize transaction and inventory costs
and ensure adequate stocks in the retail stores.
75. Is another integrative acquisition growth strategy where the
organization buys one of its suppliers. It is carried out to better
control its supply chain and ensure a more reliable or cost effective
supply of input.
76. Right products are produced and the right services are rendered at
the right time
77. Can help increase the profitability of an organization and thus
create competitive advantage
78. Is carried out when the organization buys distribution companies
that are part of its distribution chain.
79. Allows an organization to reinvent its marketing outlook and
redesign its marketing strategies
80. Are corporate in nature
81. Buys one of its suppliers. It is beneficial to the organization because
the costs of buying from suppliers decrease significantly.
82. Organization takes over the marketing activities of its retailers.
83. The BCG Model was developed by whom
84. This model classifies the products or business units of an
organization in terms of two parameters namely market share and
market growth
85. Is the relative sales percentage of a company in relation to the total
sales percentage of the market in consideration
86. This metric value gives a general idea of how the company stands
with respect to the market and its competitors
87. Refers to an increase in demand over time. May be high or low
88. 4 broad categories in relation to market share
89. High market share in high market growth
90. They are marketleaders and if the market continues to grow, they
are likely to become cash cows
91. A high market share in a low market growth
92. Market leaders in a mature market growth. Establishing a
competitive advantage can generate a lot of cash flow and bring
about high profit margins
93. A low market share in a high market growth
94. These are essentially new products need promotional strategies
95. A low market share in a low market growth
96. They should essentially be minimized, if not avoided. They can be
expensive to the company
97. Conceptualized General Electric Model
98. Is an improvement of the BCG model
99. It is used to assess the strength of a strategic business unit of an
organization. It takes into consideration two parameters to
determine the overall strength of SBU (market attractiveness and
business strength)
100. External factors that may affect market attractiveness
101. Internal factors that may affect business strength
102.