Dipl. Supply Chain Manager HFP flashcards

20 cards. Read the term and the definition here. The deck at the top of this page is optional.

Category strategy

A justified plan linking actual demand and supply-market evidence to sourcing levers, ownership and intended outcomes, rather than one universal mandatory procurement recipe.

Supply risk

The relevant uncertainty and consequences of obtaining the required input under actual conditions, distinct from purchase value alone.

Sole source

A stated market condition in which only one viable source is available, distinct from choosing one supplier despite qualified alternatives.

Supplier account attractiveness

How relevant business and relationship factors make a buyer’s account valuable to a supplier, which can differ from the buyer’s own dependence on that supplier.

Total cost boundary

The explicitly included purchase, operating, logistics, quality, financing and disposition costs over a comparable period, requiring consistent assumptions and no double counting.

Reservation point

A negotiated boundary beyond which a party would prefer its relevant alternative under stated authority, distinct from an ambitious opening target.

Simple annualization

Scaling a periodic cost or rate using a stated time convention without compounding, which differs from an effective annual compounded rate.

Price markup

A profit amount expressed relative to the cost base in the supplied calculation, distinct from a margin expressed relative to selling price.

Decoupling point

The boundary where relevant work transitions from forecast-driven preparation to customer-order-driven activity in the stated operating model.

Postponement

Delaying a relevant product or process differentiation until better demand information is available, within actual capacity, timing and compliance constraints.

Center-of-gravity approximation

A weighted coordinate calculation used as a simplified location aid, which does not establish all road-network, fixed-cost, feasibility or service constraints.

End-to-end tradeoff

An effect across multiple supply-chain activities or organizations where optimizing one local measure can worsen the intended overall outcome.

Joint service metric

A measure of records satisfying several defined conditions together, which is not generally identified by multiplying separate marginal percentages.

Bullwhip ratio

A supplied comparison of upstream order variability with downstream demand variability under consistent definitions, not a universal proof of one root cause.

Shared upstream dependency

A common source or resource relied on by nominally different suppliers or routes, which can make their disruption risks correlated.

Master-data control

Accountable maintenance of meaningful identifiers and definitions across systems, whose absence can propagate errors despite technically successful integration.

Benefit ownership

Accountable responsibility for tracking whether an intended business outcome is realized and maintained, distinct from merely delivering a technical project milestone.

Portfolio priority

A justified relative allocation of resources across initiatives based on value, risk, dependencies and constraints, not simply funding the most visible local request.

Continuing capability

The people, process, data, resources and ownership needed to sustain a useful operating result after a project or training event ends.

Decision authority

The actual permitted scope for approving an action or accepting relevant consequences, which a label, dashboard or recommendation does not confer by itself.