.
The code, band, writer, and reader
The header, manager, object, and serial number
The tag, reader, communication network, and software
The standards, the equipment, the software, and the printer
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During the delivery lead time
Between review periods
Prior to the reorder period
At any time
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Customer demand
Independent demand
Continuous demand
Dependent demand
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The analysis performed by an ABC analysis
Inventory control in a motorcycle shop
Stock counts of MRO items
Physically counting inventory on a periodic basis
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Excess carrying cost
Excess stockout cost
Excess setup cost
Excess ordering cost
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Internal demand for all end-item parts and materials
Demand for a firm's end products
Forcasted demand for purchased items
Absolute demand for all items
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To meet variations in product demand
To increase production change/setup costs
To allow for production scheduling flexibility
To take advantage of quantity discounts
To maintain independence of operations
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Foreign firms will not use global RFID since the field communication standards tend to vary from country to country
Globally, the RFID industry does not have its own UHF spectrum allocation
RFID tags are passive in undeveloped countries
RFID can track outbound shipments only
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Option 1
Option 2
Option 3
Option 4
The lowest purchasing price
Whether to use a fixed-quantity or fixed-period order policy
How many units should be ordered
The shortest lead time to use
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Demand during the delivery lead time
Safety stock
Demand during lead time + safety stock
Economic order quantity
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20 units
80 units
180 units
200 units
It creates an unnecessary waste of scarce resources
It leads to higher annual inventory ordering costs
It leads to lower average finished goods inventories
It increases the need to purchase items
It reduces the need to conduct cycle counts
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Bicycle tires used to assemble a bicycle
Televisions
Furniture
Retail customers
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Anticipation inventories
In-transit inventories
Maintenance, repair and operating supplies
Operating Items
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80% of the annual dollar usage
20% of the annual dollar usage
80% of the items
15% of the overstocked items
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Demand is known and constant
Replenishments take place at the proper time
Price is constant
Order lead time is known and constant
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Product demand inventories
Finished goods inventories
Work in completion inventories
MRO inventories
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Hamburger buns at mcDonalds
Service Parts at an auto shop
Retail goods at a department store
Raw materials at a manufacturer
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The square root of the EOQ.
Equal to the lead time quantity
Twice the EOQ
Half the EOQ
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Setup Cost
Processing Cost
Direct Cost
Carrying Cost
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Raw materials
Work in process
MRO
Finished goods
Cycle stock
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80 percent of the items account for 20 percent of the groups
20 percent of the items account for 80 percent of the tasks
80 percent of the unit cost accounts for 20 percent of the items
80 percent of the total annual $ usage is accounted for, by 20 percent of the items4
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Annual order-processing cost
Annual purchase cost of goods
Annual capital cost
Annual setup costs
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26 units
46 units
182 units
226 units
246 units
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Calculate the reorder point, so that replenishments take place at the proper time
Minimize the sum of purchase cost and holding cost
Maximize the customer service level
Calculate the optimum safety stock level
None of the above
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2
13
32
40
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Slightly less than the annual ordering cost
Equal to the annual ordering cost
Twice the annual purchase price
The square root of the annual ordering cost
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5
20
25
200
300
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49
81
123
202
A lower level of safety stock is needed to buffer against uncertainty in demand over a longer planning horizon, compared to the EOQ system
A higher level of safety stock is needed to buffer against uncertainty in demand over a longer planning horizon, compared to the EOQ system
It is more expensive to administer compared to the Continuous Review System
The only uncertainty is the magnitude of demand during the delivery lead time
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Variable order quantities at constant time intervals.
Constant order quantities at constant time intervals
Variable order quantities at variable time intervals
Constant order quantities at variable time intervals
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EPC and ISO
Active and passive.
Bar code and writeable
Line of sight and radio signal
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The purchase lead time varies.
The EOQ is discounted
The purchase price varies
Demand varies over time
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Your order size was lower than the EOQ
Your order lot size was equal to the EOQ
Your order lot size was higher than the EOQ
Nothing because there is insufficient information to discern where the EOQ would be
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The EOQ model combines several different item orders to the same supplier
If an order quantity is larger than the EOQ, then the annual holding cost will exceed the annual ordering cost
The EOQ model assumes a variable demand pattern
When the holding cost rate drops, both the annual holding cost and the EOQ decrease4
The EOQ is frequently used to determine the optimum shipping quantity
Demand is known, constant, and independent
Lead time is known and constant
Quantity discounts are not possible
Production and use occur simultaneously
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