MNB1601 Oct/Nov 2013 exam paper — questions

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  1. Question 1 · Operations management · 1 marks

    This section covers Operations Management. Questions 1 and 2 are based on an extract taken from case study 7 (Business Cases): airline operations planning and control focus on the inputs-process-output elements of the value chain. Without careful management of this value chain, the airline operation will not reach its objectives. The main performance objectives planned for are safety, economy and customer satisfaction, with customer satisfaction regarding on-time schedule performance being critical in this highly competitive industry. The airline industry uses operations management to achieve several of its objectives. When operations are planned and managed properly, the airline's planes will depart on time, creating a 'good value for money' perception among customers. Which one of the advantages of an effective and efficient operation is being described here?Show the full question

  2. Question 2 · Operations management · 1 marks

    This section covers Operations Management. Questions 1 and 2 are based on an extract taken from case study 7 (Business Cases): airline operations planning and control focus on the inputs-process-output elements of the value chain. Without careful management of this value chain, the airline operation will not reach its objectives. The main performance objectives planned for are safety, economy and customer satisfaction, with customer satisfaction regarding on-time schedule performance being critical in this highly competitive industry. Customers' need for flights to leave on time, as scheduled, refers to which of the following?Show the full question

  3. Question 3 · Operations management · 1 marks

    This section covers Operations Management. Questions 1 and 2 are based on an extract taken from case study 7 (Business Cases): airline operations planning and control focus on the inputs-process-output elements of the value chain. Without careful management of this value chain, the airline operation will not reach its objectives. The main performance objectives planned for are safety, economy and customer satisfaction, with customer satisfaction regarding on-time schedule performance being critical in this highly competitive industry. A bank such as FNB can be classified as which of the following?Show the full question

  4. Question 4 · Operations management · 1 marks

    This section covers Operations Management. Questions 1 and 2 are based on an extract taken from case study 7 (Business Cases): airline operations planning and control focus on the inputs-process-output elements of the value chain. Without careful management of this value chain, the airline operation will not reach its objectives. The main performance objectives planned for are safety, economy and customer satisfaction, with customer satisfaction regarding on-time schedule performance being critical in this highly competitive industry. The prototype represents which step in the design of products and services?Show the full question

  5. Question 5 · Operations management · 1 marks

    This section covers Operations Management. Questions 1 and 2 are based on an extract taken from case study 7 (Business Cases): airline operations planning and control focus on the inputs-process-output elements of the value chain. Without careful management of this value chain, the airline operation will not reach its objectives. The main performance objectives planned for are safety, economy and customer satisfaction, with customer satisfaction regarding on-time schedule performance being critical in this highly competitive industry. T&C (Pty) Ltd is a company that manufactures chairs and tables in large quantities, producing over 500 tables and 1000 chairs a day. The manufacturing process begins with the raw wood and ends with the final varnished product. What type of layout will this process have?Show the full question

  6. Question 6 · Operations management · 1 marks

    This section covers Operations Management. Questions 1 and 2 are based on an extract taken from case study 7 (Business Cases): airline operations planning and control focus on the inputs-process-output elements of the value chain. Without careful management of this value chain, the airline operation will not reach its objectives. The main performance objectives planned for are safety, economy and customer satisfaction, with customer satisfaction regarding on-time schedule performance being critical in this highly competitive industry. The basic purpose of all operational processes is similar in that they transform inputs into outputs, but the processes differ fundamentally in four ways. Which option is NOT one of these four ways?Show the full question

  7. Question 7 · Operations management · 1 marks

    This section covers Operations Management. Questions 1 and 2 are based on an extract taken from case study 7 (Business Cases): airline operations planning and control focus on the inputs-process-output elements of the value chain. Without careful management of this value chain, the airline operation will not reach its objectives. The main performance objectives planned for are safety, economy and customer satisfaction, with customer satisfaction regarding on-time schedule performance being critical in this highly competitive industry. How is capacity defined in operations management?Show the full question

  8. Question 8 · Operations management · 1 marks

    This section covers Operations Management. Questions 1 and 2 are based on an extract taken from case study 7 (Business Cases): airline operations planning and control focus on the inputs-process-output elements of the value chain. Without careful management of this value chain, the airline operation will not reach its objectives. The main performance objectives planned for are safety, economy and customer satisfaction, with customer satisfaction regarding on-time schedule performance being critical in this highly competitive industry. When referring to operations-management guidelines, what positive results can be obtained by doing things right every time?Show the full question

  9. Question 9 · Operations management · 1 marks

    This section covers Operations Management. Questions 1 and 2 are based on an extract taken from case study 7 (Business Cases): airline operations planning and control focus on the inputs-process-output elements of the value chain. Without careful management of this value chain, the airline operation will not reach its objectives. The main performance objectives planned for are safety, economy and customer satisfaction, with customer satisfaction regarding on-time schedule performance being critical in this highly competitive industry. The most familiar classification system in manufacturing classifies different operations processes according to two factors. What are these two factors?Show the full question

  10. Question 10 · Operations management · 1 marks

    This section covers Operations Management. Questions 1 and 2 are based on an extract taken from case study 7 (Business Cases): airline operations planning and control focus on the inputs-process-output elements of the value chain. Without careful management of this value chain, the airline operation will not reach its objectives. The main performance objectives planned for are safety, economy and customer satisfaction, with customer satisfaction regarding on-time schedule performance being critical in this highly competitive industry. Which process type conducts operational processes on a small scale with a low volume of output?Show the full question

  11. Question 11 · Operations management · 1 marks

    This section covers Operations Management. Questions 1 and 2 are based on an extract taken from case study 7 (Business Cases): airline operations planning and control focus on the inputs-process-output elements of the value chain. Without careful management of this value chain, the airline operation will not reach its objectives. The main performance objectives planned for are safety, economy and customer satisfaction, with customer satisfaction regarding on-time schedule performance being critical in this highly competitive industry. HomeBuild is a construction firm that specialises in building luxury residential homes. In the transformation process, how should the construction workers be classified?Show the full question

  12. Question 12 · Operations management · 1 marks

    This section covers Operations Management. Questions 1 and 2 are based on an extract taken from case study 7 (Business Cases): airline operations planning and control focus on the inputs-process-output elements of the value chain. Without careful management of this value chain, the airline operation will not reach its objectives. The main performance objectives planned for are safety, economy and customer satisfaction, with customer satisfaction regarding on-time schedule performance being critical in this highly competitive industry. Which combination of layout types make up the four basic layout types that depict the general form and arrangement of operations facilities? The options given are: (a) the fixed position layout, (b) the network layout, (c) the product layout, (d) the cellular layout, and (e) the process layout.Show the full question

  13. Question 13 · Operations management · 1 marks

    This section covers Operations Management. Questions 1 and 2 are based on an extract taken from case study 7 (Business Cases): airline operations planning and control focus on the inputs-process-output elements of the value chain. Without careful management of this value chain, the airline operation will not reach its objectives. The main performance objectives planned for are safety, economy and customer satisfaction, with customer satisfaction regarding on-time schedule performance being critical in this highly competitive industry. Which performance standards are generally used to measure operational improvement? The options given are: (a) historical standards, (b) target performance standards, (c) the performance standards of competitors, (d) absolute performance standards, and (e) the performance of suppliers.Show the full question

  14. Question 14 · Operations management · 1 marks

    This section covers Operations Management. Questions 1 and 2 are based on an extract taken from case study 7 (Business Cases): airline operations planning and control focus on the inputs-process-output elements of the value chain. Without careful management of this value chain, the airline operation will not reach its objectives. The main performance objectives planned for are safety, economy and customer satisfaction, with customer satisfaction regarding on-time schedule performance being critical in this highly competitive industry. Abram Phenya from BMX Motors is the operational manager of the plant. Which of the following steps are correct when he plans capacity? The options given are: (a) determine the total demand and required capacity, (b) identify a capacity plan, and (c) choose a particular capacity planning and control approach.Show the full question

  15. Question 15 · Human resource management · 1 marks

    Consider the process by which new employees are informed about, among other things, a business's policy, procedures, remuneration and incentive schemes. This process is referred to as which of the following?Show the full question

  16. Question 16 · Human resource management · 1 marks

    Case study 5 in Business Cases describes Richard Branson's approach, which is inherently based on thinking outside the box, and notes that quality of work-life at Virgin enterprises is an uncompromised staff benefit; his Makepeace Island in Queensland, Australia, is reserved for Virgin staff only. If the Virgin Atlantic flight crew received a financial bonus for exceptional service in the past year, what would this be known as?Show the full question

  17. Question 17 · Human resource management · 1 marks

    What is the crux of the equity theory of motivation?Show the full question

  18. Question 18 · Human resource management · 1 marks

    Simon Choo, senior sales manager at NCX Pharmaceuticals (as described in case study 6 of Business Cases), met with a consultant to discuss various human resource issues at the organisation, one of which was performance appraisals. Which one of the following statements regarding performance appraisals is correct?Show the full question

  19. Question 19 · Human resource management · 1 marks

    The Human Resource (HR) Manager of a travel company wants to find out how much Reservation Managers at other companies are paid by way of compensation. To obtain this information, the HR manager must carry out a certain activity, which forms part of a broader process that is the first step in deciding on compensation. What are these two things, respectively?Show the full question

  20. Question 20 · Human resource management · 1 marks

    Damon is a sales representative at De la Casta Furniture and Accessories. He is motivated to promote De la Casta's products because he strongly believes that meeting his monthly sales targets (a certain performance) will lead to his promotion to a managerial role (a specific outcome). This scenario is an example of a particular key concept, which forms part of a specific theorist's expectancy theory. Identify the concept and the theory.Show the full question

  21. Question 21 · Human resource management · 1 marks

    Treloitte Ltd is a financial service provider that offers financial solutions to its clients. Top management at Treloitte wants to develop more innovative service offerings and grow the business, but the employees are not motivated to do this. The HR manager therefore advises management to create programmes that will encourage employees to come up with suggestions and original ideas for new service offerings. What is this employee motivational strategy known as?Show the full question

  22. Question 22 · Human resource management · 1 marks

    Which one of the following statements is correct regarding diagnostic interviewing?Show the full question

  23. Question 23 · Human resource management · 1 marks

    What is the third step in the human resources planning process?Show the full question

  24. Question 24 · Human resource management · 1 marks

    BBI, a large bottling plant, requires a marketing specialist and has decided to advertise the position in the Sunday Times to attract possible candidates. Which one of the following is an advantage of this type of recruitment?Show the full question

  25. Question 25 · Human resource management · 1 marks

    In the selection process for the marketing specialist position, what is the second step that BBI should take?Show the full question

  26. Question 26 · Human resource management · 1 marks

    During the forecasting process, several factors may need to be considered, namely: (a) demographics and social wellness of communities; (b) new developments including physical extensions; (c) the labour market; and (d) economic growth. Which combination of these factors should be considered during the forecasting process?Show the full question

  27. Question 27 · Human resource management · 1 marks

    Charne owns a large cleaning company that provides cleaning services to other companies. Over the past few months she has noticed communication gaps between her workers and the employees of the companies they clean. Which one of the following would be the best way to improve the communication skills of her staff, given that a degree in communication is obtained through this method?Show the full question

  28. Question 28 · Human resource management · 1 marks

    What does the shotgun approach to training refer to?Show the full question

  29. Question 29 · Marketing management · 1 marks

    The marketing of the small Kia Picanto car may be directed at young people, with the car advertised as "trendy". However, it may also be directed at housewives as "the ideal economical second car". Which approach to market segmentation is Kia using here?Show the full question

  30. Question 30 · Marketing management · 1 marks

    The PixPro Stationery Company decides to conduct research and use the resulting information to provide solutions to problems regarding marketing decisions. They decide to gather information about their customers by compiling a questionnaire. PixPro would like to collect information about the ______ , as this data will be used for a ______ .Show the full question

  31. Question 31 · Marketing management · 1 marks

    From 2003 to 2011 a shift occurred in the consumption patterns of South African beer drinkers (as taken from case study 8, Business Cases). It became evident that there was growth in the middle class' preference for premium beer. As a result, SABMiller started paying closer attention to the volume of premium beer consumed by the middle class. Which type of segmentation is used here?Show the full question

  32. Question 32 · Marketing management · 1 marks

    SABMiller often uses advertisements that portray a group of well-groomed individuals enjoying their beverages. This forms part of ______ factors and is known as ______ .Show the full question

  33. Question 33 · Marketing management · 1 marks

    Which of the following actions would a consumer perform when buying speciality products? Consider: (a) insisting on a specific brand; (b) making the minimum of effort during the buying process; (c) collecting a good deal of product information before buying; (d) not needing to "shop around" to compare similar products.Show the full question

  34. Question 34 · Marketing management · 1 marks

    Omo washing powder often emphasises the stain-removing power of its detergents, whereas Skip focuses on caring for the fabric fibres of expensive clothes. This difference is known as which type of differentiation?Show the full question

  35. Question 35 · Marketing management · 1 marks

    Tebogo is investigating the development of a new running shoe that syncs with cellphones, allowing runners to communicate via their phones without having to carry them along on runs. Which one of the following will occur during phase 3 of this new product development process?Show the full question

  36. Question 36 · Marketing management · 1 marks

    The green colour and fresh taste of Freshmint toothpaste refer to the ______ product.Show the full question

  37. Question 37 · Marketing management · 1 marks

    The objective of an integrated marketing strategy in the maturity phase of the product life cycle is to ______ .Show the full question

  38. Question 38 · Marketing management · 1 marks

    Heineken is recognised as the world's most valuable international premium beer brand (as taken from case study 8, Business Cases). What type of brand is Heineken?Show the full question

  39. Question 39 · Marketing management · 1 marks

    A young man named Joey sees a TV advertisement for Heineken beer. His interpretation is that drinking Heineken demonstrates masculinity, so he goes to the liquor store to buy a six-pack of the beer. Which one of the following individual factors influences Joey's behaviour?Show the full question

  40. Question 40 · Marketing management · 1 marks

    According to the ______ approach, organisations tried to increase the number and variety of products they produced and asked the question: "What can we do best?"Show the full question

  41. Question 41 · Marketing management · 1 marks

    What distribution channel would a large retail business such as Pick and Pay form part of?Show the full question

  42. Question 42 · Marketing management · 1 marks

    In terms of the marketing concept's principle of social responsibility, which two of the following statements are correct? Consider: (a) marketing management has a responsibility towards the community; (b) it is not the responsibility of marketing management to initiate sponsorship projects; (c) a sponsored event is the responsibility of the public relations department; (d) a merit of the marketing concept is that it purposely exploits consumers for higher profits; (e) a business is entitled to its profit to offset the risks involved in developing products.Show the full question

  43. Question 43 · Financial management · 1 marks

    This part of the paper deals with Financial management (14 objective questions, each worth one mark). Candidates are told to use two discounting-factor tables wherever needed in this section. The present-value discounting factors are: for 1 period, 0,9524 at 5%, 0,9091 at 10%, 0,8696 at 15%; for 2 periods, 0,9070 at 5%, 0,8264 at 10%, 0,7561 at 15%; for 3 periods, 0,8638 at 5%, 0,7513 at 10%, 0,6575 at 15%; for 4 periods, 0,8227 at 5%, 0,6830 at 10%, 0,5718 at 15%; for 5 periods, 0,7835 at 5%, 0,6209 at 10%, 0,4972 at 15%. The future-value discounting factors are: for 1 period, 1,0500 at 5%, 1,1000 at 10%, 1,1500 at 15%; for 2 periods, 1,1025 at 5%, 1,2100 at 10%, 1,3225 at 15%; for 3 periods, 1,1576 at 5%, 1,3310 at 10%, 1,5209 at 15%; for 4 periods, 1,2155 at 5%, 1,4641 at 10%, 1,7490 at 15%; for 5 periods, 1,2763 at 5%, 1,6105 at 10%, 2,0114 at 15%. Questions 55 and 56 are also based on extracts from IBM's financial statements (case study 10, Business Cases): for the year ended 31 December 2010, current assets were R48 116 000, current liabilities R40 562 000, inventory R2 450 000, total liabilities R90 405 000, total assets R113 452 000, net income R14 833 000, gross profit R46 014 000 and total revenue R99 870 000; for 31 December 2009, current assets were R48 935 000, current liabilities R36 002 000, inventory R2 494 000, total liabilities R86 385 000, total assets R109 022 000, net income R13 425 000, gross profit R43 785 000 and total revenue R95 758 000; for 31 December 2008, current assets were R49 004 000, current liabilities R42 435 000, inventory R2 701 000, total liabilities R96 058 000, total assets R109 524 000, net income R12 334 000, gross profit R45 661 000 and total revenue R103 630 000. IBM has many shareholders (refer to case study 10, Business Cases). Consider the following possible contributors to shareholders' interest in IBM: (a) owners' equity; (b) preference-share capital; (c) ordinary share capital; (d) current liabilities; (e) debentures. Which combination of these correctly identifies items that contribute to shareholders' interest in IBM?Show the full question

  44. Question 44 · Financial management · 1 marks

    This part of the paper deals with Financial management (14 objective questions, each worth one mark). Candidates are told to use two discounting-factor tables wherever needed in this section. The present-value discounting factors are: for 1 period, 0,9524 at 5%, 0,9091 at 10%, 0,8696 at 15%; for 2 periods, 0,9070 at 5%, 0,8264 at 10%, 0,7561 at 15%; for 3 periods, 0,8638 at 5%, 0,7513 at 10%, 0,6575 at 15%; for 4 periods, 0,8227 at 5%, 0,6830 at 10%, 0,5718 at 15%; for 5 periods, 0,7835 at 5%, 0,6209 at 10%, 0,4972 at 15%. The future-value discounting factors are: for 1 period, 1,0500 at 5%, 1,1000 at 10%, 1,1500 at 15%; for 2 periods, 1,1025 at 5%, 1,2100 at 10%, 1,3225 at 15%; for 3 periods, 1,1576 at 5%, 1,3310 at 10%, 1,5209 at 15%; for 4 periods, 1,2155 at 5%, 1,4641 at 10%, 1,7490 at 15%; for 5 periods, 1,2763 at 5%, 1,6105 at 10%, 2,0114 at 15%. Questions 55 and 56 are also based on extracts from IBM's financial statements (case study 10, Business Cases): for the year ended 31 December 2010, current assets were R48 116 000, current liabilities R40 562 000, inventory R2 450 000, total liabilities R90 405 000, total assets R113 452 000, net income R14 833 000, gross profit R46 014 000 and total revenue R99 870 000; for 31 December 2009, current assets were R48 935 000, current liabilities R36 002 000, inventory R2 494 000, total liabilities R86 385 000, total assets R109 022 000, net income R13 425 000, gross profit R43 785 000 and total revenue R95 758 000; for 31 December 2008, current assets were R49 004 000, current liabilities R42 435 000, inventory R2 701 000, total liabilities R96 058 000, total assets R109 524 000, net income R12 334 000, gross profit R45 661 000 and total revenue R103 630 000. As a large international business, IBM (case study 10, Business Cases) needs capital to invest in current assets. This requirement is also referred to as which of the following?Show the full question

  45. Question 45 · Financial management · 1 marks

    This part of the paper deals with Financial management (14 objective questions, each worth one mark). Candidates are told to use two discounting-factor tables wherever needed in this section. The present-value discounting factors are: for 1 period, 0,9524 at 5%, 0,9091 at 10%, 0,8696 at 15%; for 2 periods, 0,9070 at 5%, 0,8264 at 10%, 0,7561 at 15%; for 3 periods, 0,8638 at 5%, 0,7513 at 10%, 0,6575 at 15%; for 4 periods, 0,8227 at 5%, 0,6830 at 10%, 0,5718 at 15%; for 5 periods, 0,7835 at 5%, 0,6209 at 10%, 0,4972 at 15%. The future-value discounting factors are: for 1 period, 1,0500 at 5%, 1,1000 at 10%, 1,1500 at 15%; for 2 periods, 1,1025 at 5%, 1,2100 at 10%, 1,3225 at 15%; for 3 periods, 1,1576 at 5%, 1,3310 at 10%, 1,5209 at 15%; for 4 periods, 1,2155 at 5%, 1,4641 at 10%, 1,7490 at 15%; for 5 periods, 1,2763 at 5%, 1,6105 at 10%, 2,0114 at 15%. Questions 55 and 56 are also based on extracts from IBM's financial statements (case study 10, Business Cases): for the year ended 31 December 2010, current assets were R48 116 000, current liabilities R40 562 000, inventory R2 450 000, total liabilities R90 405 000, total assets R113 452 000, net income R14 833 000, gross profit R46 014 000 and total revenue R99 870 000; for 31 December 2009, current assets were R48 935 000, current liabilities R36 002 000, inventory R2 494 000, total liabilities R86 385 000, total assets R109 022 000, net income R13 425 000, gross profit R43 785 000 and total revenue R95 758 000; for 31 December 2008, current assets were R49 004 000, current liabilities R42 435 000, inventory R2 701 000, total liabilities R96 058 000, total assets R109 524 000, net income R12 334 000, gross profit R45 661 000 and total revenue R103 630 000. Which motive implies that a business must be able to take advantage of good opportunities when they arise?Show the full question

  46. Question 46 · Financial management · 1 marks

    This part of the paper deals with Financial management (14 objective questions, each worth one mark). Candidates are told to use two discounting-factor tables wherever needed in this section. The present-value discounting factors are: for 1 period, 0,9524 at 5%, 0,9091 at 10%, 0,8696 at 15%; for 2 periods, 0,9070 at 5%, 0,8264 at 10%, 0,7561 at 15%; for 3 periods, 0,8638 at 5%, 0,7513 at 10%, 0,6575 at 15%; for 4 periods, 0,8227 at 5%, 0,6830 at 10%, 0,5718 at 15%; for 5 periods, 0,7835 at 5%, 0,6209 at 10%, 0,4972 at 15%. The future-value discounting factors are: for 1 period, 1,0500 at 5%, 1,1000 at 10%, 1,1500 at 15%; for 2 periods, 1,1025 at 5%, 1,2100 at 10%, 1,3225 at 15%; for 3 periods, 1,1576 at 5%, 1,3310 at 10%, 1,5209 at 15%; for 4 periods, 1,2155 at 5%, 1,4641 at 10%, 1,7490 at 15%; for 5 periods, 1,2763 at 5%, 1,6105 at 10%, 2,0114 at 15%. Questions 55 and 56 are also based on extracts from IBM's financial statements (case study 10, Business Cases): for the year ended 31 December 2010, current assets were R48 116 000, current liabilities R40 562 000, inventory R2 450 000, total liabilities R90 405 000, total assets R113 452 000, net income R14 833 000, gross profit R46 014 000 and total revenue R99 870 000; for 31 December 2009, current assets were R48 935 000, current liabilities R36 002 000, inventory R2 494 000, total liabilities R86 385 000, total assets R109 022 000, net income R13 425 000, gross profit R43 785 000 and total revenue R95 758 000; for 31 December 2008, current assets were R49 004 000, current liabilities R42 435 000, inventory R2 701 000, total liabilities R96 058 000, total assets R109 524 000, net income R12 334 000, gross profit R45 661 000 and total revenue R103 630 000. What is the long-term objective of financial management?Show the full question

  47. Question 47 · Financial management · 1 marks

    This part of the paper deals with Financial management (14 objective questions, each worth one mark). Candidates are told to use two discounting-factor tables wherever needed in this section. The present-value discounting factors are: for 1 period, 0,9524 at 5%, 0,9091 at 10%, 0,8696 at 15%; for 2 periods, 0,9070 at 5%, 0,8264 at 10%, 0,7561 at 15%; for 3 periods, 0,8638 at 5%, 0,7513 at 10%, 0,6575 at 15%; for 4 periods, 0,8227 at 5%, 0,6830 at 10%, 0,5718 at 15%; for 5 periods, 0,7835 at 5%, 0,6209 at 10%, 0,4972 at 15%. The future-value discounting factors are: for 1 period, 1,0500 at 5%, 1,1000 at 10%, 1,1500 at 15%; for 2 periods, 1,1025 at 5%, 1,2100 at 10%, 1,3225 at 15%; for 3 periods, 1,1576 at 5%, 1,3310 at 10%, 1,5209 at 15%; for 4 periods, 1,2155 at 5%, 1,4641 at 10%, 1,7490 at 15%; for 5 periods, 1,2763 at 5%, 1,6105 at 10%, 2,0114 at 15%. Questions 55 and 56 are also based on extracts from IBM's financial statements (case study 10, Business Cases): for the year ended 31 December 2010, current assets were R48 116 000, current liabilities R40 562 000, inventory R2 450 000, total liabilities R90 405 000, total assets R113 452 000, net income R14 833 000, gross profit R46 014 000 and total revenue R99 870 000; for 31 December 2009, current assets were R48 935 000, current liabilities R36 002 000, inventory R2 494 000, total liabilities R86 385 000, total assets R109 022 000, net income R13 425 000, gross profit R43 785 000 and total revenue R95 758 000; for 31 December 2008, current assets were R49 004 000, current liabilities R42 435 000, inventory R2 701 000, total liabilities R96 058 000, total assets R109 524 000, net income R12 334 000, gross profit R45 661 000 and total revenue R103 630 000. Using the following figures, calculate the gearing ratio: gross profit R3 500; owners' equity R8 500; current assets R5 500; debt R5 000; current liabilities R2 500.Show the full question

  48. Question 48 · Financial management · 1 marks

    This part of the paper deals with Financial management (14 objective questions, each worth one mark). Candidates are told to use two discounting-factor tables wherever needed in this section. The present-value discounting factors are: for 1 period, 0,9524 at 5%, 0,9091 at 10%, 0,8696 at 15%; for 2 periods, 0,9070 at 5%, 0,8264 at 10%, 0,7561 at 15%; for 3 periods, 0,8638 at 5%, 0,7513 at 10%, 0,6575 at 15%; for 4 periods, 0,8227 at 5%, 0,6830 at 10%, 0,5718 at 15%; for 5 periods, 0,7835 at 5%, 0,6209 at 10%, 0,4972 at 15%. The future-value discounting factors are: for 1 period, 1,0500 at 5%, 1,1000 at 10%, 1,1500 at 15%; for 2 periods, 1,1025 at 5%, 1,2100 at 10%, 1,3225 at 15%; for 3 periods, 1,1576 at 5%, 1,3310 at 10%, 1,5209 at 15%; for 4 periods, 1,2155 at 5%, 1,4641 at 10%, 1,7490 at 15%; for 5 periods, 1,2763 at 5%, 1,6105 at 10%, 2,0114 at 15%. Questions 55 and 56 are also based on extracts from IBM's financial statements (case study 10, Business Cases): for the year ended 31 December 2010, current assets were R48 116 000, current liabilities R40 562 000, inventory R2 450 000, total liabilities R90 405 000, total assets R113 452 000, net income R14 833 000, gross profit R46 014 000 and total revenue R99 870 000; for 31 December 2009, current assets were R48 935 000, current liabilities R36 002 000, inventory R2 494 000, total liabilities R86 385 000, total assets R109 022 000, net income R13 425 000, gross profit R43 785 000 and total revenue R95 758 000; for 31 December 2008, current assets were R49 004 000, current liabilities R42 435 000, inventory R2 701 000, total liabilities R96 058 000, total assets R109 524 000, net income R12 334 000, gross profit R45 661 000 and total revenue R103 630 000. Worthswool Ltd has a current ratio of 4,2:1. What does this figure mean?Show the full question

  49. Question 49 · Financial management · 1 marks

    This part of the paper deals with Financial management (14 objective questions, each worth one mark). Candidates are told to use two discounting-factor tables wherever needed in this section. The present-value discounting factors are: for 1 period, 0,9524 at 5%, 0,9091 at 10%, 0,8696 at 15%; for 2 periods, 0,9070 at 5%, 0,8264 at 10%, 0,7561 at 15%; for 3 periods, 0,8638 at 5%, 0,7513 at 10%, 0,6575 at 15%; for 4 periods, 0,8227 at 5%, 0,6830 at 10%, 0,5718 at 15%; for 5 periods, 0,7835 at 5%, 0,6209 at 10%, 0,4972 at 15%. The future-value discounting factors are: for 1 period, 1,0500 at 5%, 1,1000 at 10%, 1,1500 at 15%; for 2 periods, 1,1025 at 5%, 1,2100 at 10%, 1,3225 at 15%; for 3 periods, 1,1576 at 5%, 1,3310 at 10%, 1,5209 at 15%; for 4 periods, 1,2155 at 5%, 1,4641 at 10%, 1,7490 at 15%; for 5 periods, 1,2763 at 5%, 1,6105 at 10%, 2,0114 at 15%. Questions 55 and 56 are also based on extracts from IBM's financial statements (case study 10, Business Cases): for the year ended 31 December 2010, current assets were R48 116 000, current liabilities R40 562 000, inventory R2 450 000, total liabilities R90 405 000, total assets R113 452 000, net income R14 833 000, gross profit R46 014 000 and total revenue R99 870 000; for 31 December 2009, current assets were R48 935 000, current liabilities R36 002 000, inventory R2 494 000, total liabilities R86 385 000, total assets R109 022 000, net income R13 425 000, gross profit R43 785 000 and total revenue R95 758 000; for 31 December 2008, current assets were R49 004 000, current liabilities R42 435 000, inventory R2 701 000, total liabilities R96 058 000, total assets R109 524 000, net income R12 334 000, gross profit R45 661 000 and total revenue R103 630 000. John owns a fruit and vegetable distribution company. He has just purchased a new warehouse and is unsure how much cash he should keep available. If he holds too little cash, what cost implication will this have for his business?Show the full question

  50. Question 50 · Financial management · 1 marks

    This part of the paper deals with Financial management (14 objective questions, each worth one mark). Candidates are told to use two discounting-factor tables wherever needed in this section. The present-value discounting factors are: for 1 period, 0,9524 at 5%, 0,9091 at 10%, 0,8696 at 15%; for 2 periods, 0,9070 at 5%, 0,8264 at 10%, 0,7561 at 15%; for 3 periods, 0,8638 at 5%, 0,7513 at 10%, 0,6575 at 15%; for 4 periods, 0,8227 at 5%, 0,6830 at 10%, 0,5718 at 15%; for 5 periods, 0,7835 at 5%, 0,6209 at 10%, 0,4972 at 15%. The future-value discounting factors are: for 1 period, 1,0500 at 5%, 1,1000 at 10%, 1,1500 at 15%; for 2 periods, 1,1025 at 5%, 1,2100 at 10%, 1,3225 at 15%; for 3 periods, 1,1576 at 5%, 1,3310 at 10%, 1,5209 at 15%; for 4 periods, 1,2155 at 5%, 1,4641 at 10%, 1,7490 at 15%; for 5 periods, 1,2763 at 5%, 1,6105 at 10%, 2,0114 at 15%. Questions 55 and 56 are also based on extracts from IBM's financial statements (case study 10, Business Cases): for the year ended 31 December 2010, current assets were R48 116 000, current liabilities R40 562 000, inventory R2 450 000, total liabilities R90 405 000, total assets R113 452 000, net income R14 833 000, gross profit R46 014 000 and total revenue R99 870 000; for 31 December 2009, current assets were R48 935 000, current liabilities R36 002 000, inventory R2 494 000, total liabilities R86 385 000, total assets R109 022 000, net income R13 425 000, gross profit R43 785 000 and total revenue R95 758 000; for 31 December 2008, current assets were R49 004 000, current liabilities R42 435 000, inventory R2 701 000, total liabilities R96 058 000, total assets R109 524 000, net income R12 334 000, gross profit R45 661 000 and total revenue R103 630 000. On 1 January 2007 Ricardo deposits R5 000 into a savings account earning a return of 10% per annum. On 1 January 2009 he adds a further R2 000 to that same account. On 31 December 2009 he closes the account and reinvests the full proceeds into a new account on 1 January 2010, this time earning a return of 15% per annum. How much money will Ricardo have in the account by 31 December 2011?Show the full question

  51. Question 51 · Financial management · 1 marks

    This part of the paper deals with Financial management (14 objective questions, each worth one mark). Candidates are told to use two discounting-factor tables wherever needed in this section. The present-value discounting factors are: for 1 period, 0,9524 at 5%, 0,9091 at 10%, 0,8696 at 15%; for 2 periods, 0,9070 at 5%, 0,8264 at 10%, 0,7561 at 15%; for 3 periods, 0,8638 at 5%, 0,7513 at 10%, 0,6575 at 15%; for 4 periods, 0,8227 at 5%, 0,6830 at 10%, 0,5718 at 15%; for 5 periods, 0,7835 at 5%, 0,6209 at 10%, 0,4972 at 15%. The future-value discounting factors are: for 1 period, 1,0500 at 5%, 1,1000 at 10%, 1,1500 at 15%; for 2 periods, 1,1025 at 5%, 1,2100 at 10%, 1,3225 at 15%; for 3 periods, 1,1576 at 5%, 1,3310 at 10%, 1,5209 at 15%; for 4 periods, 1,2155 at 5%, 1,4641 at 10%, 1,7490 at 15%; for 5 periods, 1,2763 at 5%, 1,6105 at 10%, 2,0114 at 15%. Questions 55 and 56 are also based on extracts from IBM's financial statements (case study 10, Business Cases): for the year ended 31 December 2010, current assets were R48 116 000, current liabilities R40 562 000, inventory R2 450 000, total liabilities R90 405 000, total assets R113 452 000, net income R14 833 000, gross profit R46 014 000 and total revenue R99 870 000; for 31 December 2009, current assets were R48 935 000, current liabilities R36 002 000, inventory R2 494 000, total liabilities R86 385 000, total assets R109 022 000, net income R13 425 000, gross profit R43 785 000 and total revenue R95 758 000; for 31 December 2008, current assets were R49 004 000, current liabilities R42 435 000, inventory R2 701 000, total liabilities R96 058 000, total assets R109 524 000, net income R12 334 000, gross profit R45 661 000 and total revenue R103 630 000. Fill in the blank: ____ is the ability of a business to meet its short-term obligations as they fall due.Show the full question

  52. Question 52 · Financial management · 1 marks

    This part of the paper deals with Financial management (14 objective questions, each worth one mark). Candidates are told to use two discounting-factor tables wherever needed in this section. The present-value discounting factors are: for 1 period, 0,9524 at 5%, 0,9091 at 10%, 0,8696 at 15%; for 2 periods, 0,9070 at 5%, 0,8264 at 10%, 0,7561 at 15%; for 3 periods, 0,8638 at 5%, 0,7513 at 10%, 0,6575 at 15%; for 4 periods, 0,8227 at 5%, 0,6830 at 10%, 0,5718 at 15%; for 5 periods, 0,7835 at 5%, 0,6209 at 10%, 0,4972 at 15%. The future-value discounting factors are: for 1 period, 1,0500 at 5%, 1,1000 at 10%, 1,1500 at 15%; for 2 periods, 1,1025 at 5%, 1,2100 at 10%, 1,3225 at 15%; for 3 periods, 1,1576 at 5%, 1,3310 at 10%, 1,5209 at 15%; for 4 periods, 1,2155 at 5%, 1,4641 at 10%, 1,7490 at 15%; for 5 periods, 1,2763 at 5%, 1,6105 at 10%, 2,0114 at 15%. Questions 55 and 56 are also based on extracts from IBM's financial statements (case study 10, Business Cases): for the year ended 31 December 2010, current assets were R48 116 000, current liabilities R40 562 000, inventory R2 450 000, total liabilities R90 405 000, total assets R113 452 000, net income R14 833 000, gross profit R46 014 000 and total revenue R99 870 000; for 31 December 2009, current assets were R48 935 000, current liabilities R36 002 000, inventory R2 494 000, total liabilities R86 385 000, total assets R109 022 000, net income R13 425 000, gross profit R43 785 000 and total revenue R95 758 000; for 31 December 2008, current assets were R49 004 000, current liabilities R42 435 000, inventory R2 701 000, total liabilities R96 058 000, total assets R109 524 000, net income R12 334 000, gross profit R45 661 000 and total revenue R103 630 000. Sound financial decision-making requires weighing up the total costs against the total benefits of a decision. Which principle does this describe?Show the full question

  53. Question 53 · Financial management · 1 marks

    This part of the paper deals with Financial management (14 objective questions, each worth one mark). Candidates are told to use two discounting-factor tables wherever needed in this section. The present-value discounting factors are: for 1 period, 0,9524 at 5%, 0,9091 at 10%, 0,8696 at 15%; for 2 periods, 0,9070 at 5%, 0,8264 at 10%, 0,7561 at 15%; for 3 periods, 0,8638 at 5%, 0,7513 at 10%, 0,6575 at 15%; for 4 periods, 0,8227 at 5%, 0,6830 at 10%, 0,5718 at 15%; for 5 periods, 0,7835 at 5%, 0,6209 at 10%, 0,4972 at 15%. The future-value discounting factors are: for 1 period, 1,0500 at 5%, 1,1000 at 10%, 1,1500 at 15%; for 2 periods, 1,1025 at 5%, 1,2100 at 10%, 1,3225 at 15%; for 3 periods, 1,1576 at 5%, 1,3310 at 10%, 1,5209 at 15%; for 4 periods, 1,2155 at 5%, 1,4641 at 10%, 1,7490 at 15%; for 5 periods, 1,2763 at 5%, 1,6105 at 10%, 2,0114 at 15%. Questions 55 and 56 are also based on extracts from IBM's financial statements (case study 10, Business Cases): for the year ended 31 December 2010, current assets were R48 116 000, current liabilities R40 562 000, inventory R2 450 000, total liabilities R90 405 000, total assets R113 452 000, net income R14 833 000, gross profit R46 014 000 and total revenue R99 870 000; for 31 December 2009, current assets were R48 935 000, current liabilities R36 002 000, inventory R2 494 000, total liabilities R86 385 000, total assets R109 022 000, net income R13 425 000, gross profit R43 785 000 and total revenue R95 758 000; for 31 December 2008, current assets were R49 004 000, current liabilities R42 435 000, inventory R2 701 000, total liabilities R96 058 000, total assets R109 524 000, net income R12 334 000, gross profit R45 661 000 and total revenue R103 630 000. In capital investment decisions, the cost of capital acts as a benchmark for which of the following?Show the full question

  54. Question 54 · Financial management · 1 marks

    This part of the paper deals with Financial management (14 objective questions, each worth one mark). Candidates are told to use two discounting-factor tables wherever needed in this section. The present-value discounting factors are: for 1 period, 0,9524 at 5%, 0,9091 at 10%, 0,8696 at 15%; for 2 periods, 0,9070 at 5%, 0,8264 at 10%, 0,7561 at 15%; for 3 periods, 0,8638 at 5%, 0,7513 at 10%, 0,6575 at 15%; for 4 periods, 0,8227 at 5%, 0,6830 at 10%, 0,5718 at 15%; for 5 periods, 0,7835 at 5%, 0,6209 at 10%, 0,4972 at 15%. The future-value discounting factors are: for 1 period, 1,0500 at 5%, 1,1000 at 10%, 1,1500 at 15%; for 2 periods, 1,1025 at 5%, 1,2100 at 10%, 1,3225 at 15%; for 3 periods, 1,1576 at 5%, 1,3310 at 10%, 1,5209 at 15%; for 4 periods, 1,2155 at 5%, 1,4641 at 10%, 1,7490 at 15%; for 5 periods, 1,2763 at 5%, 1,6105 at 10%, 2,0114 at 15%. Questions 55 and 56 are also based on extracts from IBM's financial statements (case study 10, Business Cases): for the year ended 31 December 2010, current assets were R48 116 000, current liabilities R40 562 000, inventory R2 450 000, total liabilities R90 405 000, total assets R113 452 000, net income R14 833 000, gross profit R46 014 000 and total revenue R99 870 000; for 31 December 2009, current assets were R48 935 000, current liabilities R36 002 000, inventory R2 494 000, total liabilities R86 385 000, total assets R109 022 000, net income R13 425 000, gross profit R43 785 000 and total revenue R95 758 000; for 31 December 2008, current assets were R49 004 000, current liabilities R42 435 000, inventory R2 701 000, total liabilities R96 058 000, total assets R109 524 000, net income R12 334 000, gross profit R45 661 000 and total revenue R103 630 000. Which approach to short-term financing matches the period for which finance is obtained with the expected lifespan of the asset it funds?Show the full question

  55. Question 55 · Financial management · 1 marks

    This part of the paper deals with Financial management (14 objective questions, each worth one mark). Candidates are told to use two discounting-factor tables wherever needed in this section. The present-value discounting factors are: for 1 period, 0,9524 at 5%, 0,9091 at 10%, 0,8696 at 15%; for 2 periods, 0,9070 at 5%, 0,8264 at 10%, 0,7561 at 15%; for 3 periods, 0,8638 at 5%, 0,7513 at 10%, 0,6575 at 15%; for 4 periods, 0,8227 at 5%, 0,6830 at 10%, 0,5718 at 15%; for 5 periods, 0,7835 at 5%, 0,6209 at 10%, 0,4972 at 15%. The future-value discounting factors are: for 1 period, 1,0500 at 5%, 1,1000 at 10%, 1,1500 at 15%; for 2 periods, 1,1025 at 5%, 1,2100 at 10%, 1,3225 at 15%; for 3 periods, 1,1576 at 5%, 1,3310 at 10%, 1,5209 at 15%; for 4 periods, 1,2155 at 5%, 1,4641 at 10%, 1,7490 at 15%; for 5 periods, 1,2763 at 5%, 1,6105 at 10%, 2,0114 at 15%. Questions 55 and 56 are also based on extracts from IBM's financial statements (case study 10, Business Cases): for the year ended 31 December 2010, current assets were R48 116 000, current liabilities R40 562 000, inventory R2 450 000, total liabilities R90 405 000, total assets R113 452 000, net income R14 833 000, gross profit R46 014 000 and total revenue R99 870 000; for 31 December 2009, current assets were R48 935 000, current liabilities R36 002 000, inventory R2 494 000, total liabilities R86 385 000, total assets R109 022 000, net income R13 425 000, gross profit R43 785 000 and total revenue R95 758 000; for 31 December 2008, current assets were R49 004 000, current liabilities R42 435 000, inventory R2 701 000, total liabilities R96 058 000, total assets R109 524 000, net income R12 334 000, gross profit R45 661 000 and total revenue R103 630 000. Using IBM's financial statement figures for 31 December 2010 (current assets R48 116 000, current liabilities R40 562 000 and inventory R2 450 000), calculate IBM's acid-test ratio for 2010.Show the full question

  56. Question 56 · Financial management · 1 marks

    This part of the paper deals with Financial management (14 objective questions, each worth one mark). Candidates are told to use two discounting-factor tables wherever needed in this section. The present-value discounting factors are: for 1 period, 0,9524 at 5%, 0,9091 at 10%, 0,8696 at 15%; for 2 periods, 0,9070 at 5%, 0,8264 at 10%, 0,7561 at 15%; for 3 periods, 0,8638 at 5%, 0,7513 at 10%, 0,6575 at 15%; for 4 periods, 0,8227 at 5%, 0,6830 at 10%, 0,5718 at 15%; for 5 periods, 0,7835 at 5%, 0,6209 at 10%, 0,4972 at 15%. The future-value discounting factors are: for 1 period, 1,0500 at 5%, 1,1000 at 10%, 1,1500 at 15%; for 2 periods, 1,1025 at 5%, 1,2100 at 10%, 1,3225 at 15%; for 3 periods, 1,1576 at 5%, 1,3310 at 10%, 1,5209 at 15%; for 4 periods, 1,2155 at 5%, 1,4641 at 10%, 1,7490 at 15%; for 5 periods, 1,2763 at 5%, 1,6105 at 10%, 2,0114 at 15%. Questions 55 and 56 are also based on extracts from IBM's financial statements (case study 10, Business Cases): for the year ended 31 December 2010, current assets were R48 116 000, current liabilities R40 562 000, inventory R2 450 000, total liabilities R90 405 000, total assets R113 452 000, net income R14 833 000, gross profit R46 014 000 and total revenue R99 870 000; for 31 December 2009, current assets were R48 935 000, current liabilities R36 002 000, inventory R2 494 000, total liabilities R86 385 000, total assets R109 022 000, net income R13 425 000, gross profit R43 785 000 and total revenue R95 758 000; for 31 December 2008, current assets were R49 004 000, current liabilities R42 435 000, inventory R2 701 000, total liabilities R96 058 000, total assets R109 524 000, net income R12 334 000, gross profit R45 661 000 and total revenue R103 630 000. Using IBM's financial statement figures for 31 December 2008 (current assets R49 004 000 and current liabilities R42 435 000), calculate IBM's current ratio for 2008.Show the full question

  57. Question 57 · Purchasing and supply management · 1 marks

    This section of the multiple-choice paper (14 questions, 1 mark each, totalling 14 marks) tests purchasing and supply management concepts, several of which are based on case studies from the prescribed Business Cases book. Toyota is described as having a very mature approach to its purchasing activities, which is reflected in its bottom line (drawn from case study 9 in Business Cases). Its cost-reduction techniques are recognised worldwide. At which level of purchasing and supply planning are such cost-reduction techniques decided upon?Show the full question

  58. Question 58 · Purchasing and supply management · 1 marks

    This section of the multiple-choice paper (14 questions, 1 mark each, totalling 14 marks) tests purchasing and supply management concepts, several of which are based on case studies from the prescribed Business Cases book. Following the 2010 vehicle recalls, Toyota would have needed to evaluate its purchasing and supply management team (drawn from case study 9 in Business Cases). Which combination of the listed items would form part of this assessment: (a) leadership demonstrated in introducing new ideas; (b) the number of rental contracts established; (c) the knowledge and skills needed to lead the purchasing and supply function; (d) relationships built with strategic competitors; (e) appropriate purchasing and supply policies?Show the full question

  59. Question 59 · Purchasing and supply management · 1 marks

    This section of the multiple-choice paper (14 questions, 1 mark each, totalling 14 marks) tests purchasing and supply management concepts, several of which are based on case studies from the prescribed Business Cases book. Which of the following is regarded as the most general method used to describe quality?Show the full question

  60. Question 60 · Purchasing and supply management · 1 marks

    This section of the multiple-choice paper (14 questions, 1 mark each, totalling 14 marks) tests purchasing and supply management concepts, several of which are based on case studies from the prescribed Business Cases book. Dairy Belle Cheese & Butter Ltd operates a 'just-in-time' inventory system. While the company is in the process of investigating possible suppliers, which one of the following factors would be most valuable to it?Show the full question

  61. Question 61 · Purchasing and supply management · 1 marks

    This section of the multiple-choice paper (14 questions, 1 mark each, totalling 14 marks) tests purchasing and supply management concepts, several of which are based on case studies from the prescribed Business Cases book. A six percent (6%) reduction in purchasing costs can make the same contribution to profitability as a twenty percent (20%) increase in sales. What is this phenomenon referred to as?Show the full question

  62. Question 62 · Purchasing and supply management · 1 marks

    This section of the multiple-choice paper (14 questions, 1 mark each, totalling 14 marks) tests purchasing and supply management concepts, several of which are based on case studies from the prescribed Business Cases book. If a purchaser already has a complete list of suppliers, what would be the most suitable way to carry out price determination?Show the full question

  63. Question 63 · Purchasing and supply management · 1 marks

    This section of the multiple-choice paper (14 questions, 1 mark each, totalling 14 marks) tests purchasing and supply management concepts, several of which are based on case studies from the prescribed Business Cases book. Norman owns an ice cream store in Margate and knows that, during summer, from November to January, he needs to order more ice cream every week. Which one of the following inventory systems would be best suited to Norman's ice cream store?Show the full question

  64. Question 64 · Purchasing and supply management · 1 marks

    This section of the multiple-choice paper (14 questions, 1 mark each, totalling 14 marks) tests purchasing and supply management concepts, several of which are based on case studies from the prescribed Business Cases book. Toyota aims to keep its inventory to a minimum by making use of the JIT (just-in-time) system (drawn from case study 9 in Business Cases). Holding either too much or too little inventory carries disadvantages for an organisation. Which of the following would be a disadvantage for Toyota if it were to hold too much inventory?Show the full question

  65. Question 65 · Purchasing and supply management · 1 marks

    This section of the multiple-choice paper (14 questions, 1 mark each, totalling 14 marks) tests purchasing and supply management concepts, several of which are based on case studies from the prescribed Business Cases book. The cost of storage together with the salaries paid to warehouse staff can be classified as which type of cost?Show the full question

  66. Question 66 · Purchasing and supply management · 1 marks

    This section of the multiple-choice paper (14 questions, 1 mark each, totalling 14 marks) tests purchasing and supply management concepts, several of which are based on case studies from the prescribed Business Cases book. Which type of purchasing and supply structure is particularly suited to a business made up of geographically dispersed plants, where purchases are made from a variety of geographically dispersed suppliers?Show the full question

  67. Question 67 · Purchasing and supply management · 1 marks

    This section of the multiple-choice paper (14 questions, 1 mark each, totalling 14 marks) tests purchasing and supply management concepts, several of which are based on case studies from the prescribed Business Cases book. The popular Afrikaans women's magazine (printed on the page as 'Sane', likely a scanning error for 'Sarie') decides to implement a vertical strategy in its supply chain. Under this strategy, the manufacturer (the printers of the magazine) will aim to supply its retail customers with exact quantities of magazines on a continuous basis with minimal lead times, resulting in minimum inventory levels throughout the retail supply chain and saving a large amount of paper. Which one of the following inventory-control systems would the magazine need to implement to achieve this outcome?Show the full question

  68. Question 68 · Purchasing and supply management · 1 marks

    This section of the multiple-choice paper (14 questions, 1 mark each, totalling 14 marks) tests purchasing and supply management concepts, several of which are based on case studies from the prescribed Business Cases book. Woolworths assesses its suppliers using standard key performance indicators (KPIs), namely cost, quality, delivery and environmental issues, with cost being the most important factor to Woolworths. If Woolworths needed to choose a new supplier, what would be the first step in the supplier selection process?Show the full question

  69. Question 69 · Purchasing and supply management · 1 marks

    This section of the multiple-choice paper (14 questions, 1 mark each, totalling 14 marks) tests purchasing and supply management concepts, several of which are based on case studies from the prescribed Business Cases book. Which combination of the following failures are typical failures that occur in operations processes: (a) facility failures; (b) design failures; (c) staff failures; (d) customer failures?Show the full question

  70. Question 70 · Purchasing and supply management · 1 marks

    This section of the multiple-choice paper (14 questions, 1 mark each, totalling 14 marks) tests purchasing and supply management concepts, several of which are based on case studies from the prescribed Business Cases book. Arrange the last four basic steps in the purchasing cycle in the correct order, given the following steps: (a) receipt, distribution and inspection; (b) handling errors and discrepancies; (c) closing the order; (d) paying for the order.Show the full question

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