THE BMZ ACADEMY
THE BMZ ACADEMY
053 8213
BMZ ACADEMY 061 262 1185/068 053 8213Page 1 of 13
,4/23/26, 5:28 AM Assessment 2: Attempt review
UNISA 2026 MNO2601-26-S1 Welcome Message Assessment 2
QUIZ
Started on Thursday, 23 April 2026, 12:36 AM
State Finished
Completed on Thursday, 23 April 2026, 5:27 AM
Time taken 4 hours 50 mins
Grade Not yet graded
https://mymodules.dtls.unisa.ac.za/mod/quiz/review.php?attempt=32940840&cmid=1356998 1/18
,4/23/26, 5:28 AM Assessment 2: Attempt review
Question 1
Complete
Marked out of 1.00
CASE STUDY - OPERATIONS IN PRACTICE
It all started as a method of cutting out the 'middleman' and delivering quality PC-compatible computers direct to the customer without
having to pay retail mark-ups. But using its direct selling methods, Dell went on to become the number one computer maker in the
business world and is quite clearly a success story in an industry where many brand names disappeared as competition became fiercer.
There are several reasons why Dell has been successful, but most of them come down to the way the company has developed its
position in the supply network.
Founded in 1984, the company introduced its first computer system to its own design a year later. Through the rest of the 1980s and the
1990s, growth was rapid. Dell's first international expansion began with the opening of its UK subsidiary in 1987. Now from its corporate
headquarters in Austin, Texas, the company controls sales and service subsidiaries around the world as well as its six manufacturing
locations. One reason for the company's success was the realisation that direct contact with its customers could lead to some
significant business benefits. For example, you know what your customers think without the information being passed back up the supply
chain. It also allowed some customisation, with individuals specifying key components. With some clever product design, Dell can offer a
wide variety of products by combining a far smaller number of standard modules. By using the company's website, or by calling its sales
representative, a customer can be guided through a step-by-step 'design' process which specifies the computer's speed, storage, type of
monitor, etc. This information is passed on to a Dell factory which 'kits' the order (that is, collects the specific modules which will go into
that computer) and makes the computer 'to order'. Fast assembly and delivery times ensure that a computer specified by a customer and
made specifically for that customer is delivered fast and efficiently. Relationships with component suppliers are similarly close. Dell says
it regards its suppliers as partners in creating value for customers. 'When we launch a new product,' says Michael Dell, 'suppliers'
engineers are stationed right in our plants. If a customer calls up with a problem, we'll stop shipping product while they fix design flaws in
real time.'
Source: Slack, N. Chambers, S. and Johnston, R. 2007:148. Operations Management. 5th edition. England: FT Prentice Hall: Pearson
Education
1.3 Identify the factors that must be considered in choosing suppliers in a supply chain.
(6)
Choosing competent suppliers for a supply chain is a complex process based on multiple criteria. Key factors that must be considered
include:
Process and product technologies: Suppliers should have the technical competence to produce superior products at reasonable costs.
Willingness to share technologies and information: It is vital to seek suppliers willing to share information and participate in activities
like early supplier involvement (ESI) to assist in new product design.
Quality: Consistency and high levels of quality are crucial as they directly impact the quality of the final finished goods.
Cost (Total Cost of Ownership): Selection should be based on the total cost of ownership (or acquisition), which includes unit price,
logistical costs, maintenance, and ordering costs, rather than just the lowest unit price.
Reliability: This refers to the supplier's financial stability as well as the reliability of their delivery lead times.
Order system and cycle time: The ease and effectiveness of a supplier's ordering system and their ability to maintain short delivery lead
times are important considerations.
Capacity: Firms must consider if a supplier has the capacity to fill standard requirements and the ability to scale for large orders if
necessary.
Communication capability: Suppliers should possess systems and processes that facilitate easy and effective communication between
parties.
Location: Geographical proximity impacts delivery lead times, as well as transportation and logistical costs.
Service: Suppliers must demonstrate the ability to back up their products with quality information and warranty services on a timely
basis.
https://mymodules.dtls.unisa.ac.za/mod/quiz/review.php?attempt=32940840&cmid=1356998 2/18
, 4/23/26, 5:28 AM Assessment 2: Attempt review
Question 2
Correct
Mark 1.00 out of 1.00
State whether the following statement is true or false. Gain sharing is the same as profit sharing.
a. True
b. False
Question 3
Correct
Mark 1.00 out of 1.00
Indicate if the following statement is true or false. Balking is a queuing behaviour whereby the customer leaves the queue after he/she
has queued for some time.
True
False
https://mymodules.dtls.unisa.ac.za/mod/quiz/review.php?attempt=32940840&cmid=1356998 3/18
THE BMZ ACADEMY
053 8213
BMZ ACADEMY 061 262 1185/068 053 8213Page 1 of 13
,4/23/26, 5:28 AM Assessment 2: Attempt review
UNISA 2026 MNO2601-26-S1 Welcome Message Assessment 2
QUIZ
Started on Thursday, 23 April 2026, 12:36 AM
State Finished
Completed on Thursday, 23 April 2026, 5:27 AM
Time taken 4 hours 50 mins
Grade Not yet graded
https://mymodules.dtls.unisa.ac.za/mod/quiz/review.php?attempt=32940840&cmid=1356998 1/18
,4/23/26, 5:28 AM Assessment 2: Attempt review
Question 1
Complete
Marked out of 1.00
CASE STUDY - OPERATIONS IN PRACTICE
It all started as a method of cutting out the 'middleman' and delivering quality PC-compatible computers direct to the customer without
having to pay retail mark-ups. But using its direct selling methods, Dell went on to become the number one computer maker in the
business world and is quite clearly a success story in an industry where many brand names disappeared as competition became fiercer.
There are several reasons why Dell has been successful, but most of them come down to the way the company has developed its
position in the supply network.
Founded in 1984, the company introduced its first computer system to its own design a year later. Through the rest of the 1980s and the
1990s, growth was rapid. Dell's first international expansion began with the opening of its UK subsidiary in 1987. Now from its corporate
headquarters in Austin, Texas, the company controls sales and service subsidiaries around the world as well as its six manufacturing
locations. One reason for the company's success was the realisation that direct contact with its customers could lead to some
significant business benefits. For example, you know what your customers think without the information being passed back up the supply
chain. It also allowed some customisation, with individuals specifying key components. With some clever product design, Dell can offer a
wide variety of products by combining a far smaller number of standard modules. By using the company's website, or by calling its sales
representative, a customer can be guided through a step-by-step 'design' process which specifies the computer's speed, storage, type of
monitor, etc. This information is passed on to a Dell factory which 'kits' the order (that is, collects the specific modules which will go into
that computer) and makes the computer 'to order'. Fast assembly and delivery times ensure that a computer specified by a customer and
made specifically for that customer is delivered fast and efficiently. Relationships with component suppliers are similarly close. Dell says
it regards its suppliers as partners in creating value for customers. 'When we launch a new product,' says Michael Dell, 'suppliers'
engineers are stationed right in our plants. If a customer calls up with a problem, we'll stop shipping product while they fix design flaws in
real time.'
Source: Slack, N. Chambers, S. and Johnston, R. 2007:148. Operations Management. 5th edition. England: FT Prentice Hall: Pearson
Education
1.3 Identify the factors that must be considered in choosing suppliers in a supply chain.
(6)
Choosing competent suppliers for a supply chain is a complex process based on multiple criteria. Key factors that must be considered
include:
Process and product technologies: Suppliers should have the technical competence to produce superior products at reasonable costs.
Willingness to share technologies and information: It is vital to seek suppliers willing to share information and participate in activities
like early supplier involvement (ESI) to assist in new product design.
Quality: Consistency and high levels of quality are crucial as they directly impact the quality of the final finished goods.
Cost (Total Cost of Ownership): Selection should be based on the total cost of ownership (or acquisition), which includes unit price,
logistical costs, maintenance, and ordering costs, rather than just the lowest unit price.
Reliability: This refers to the supplier's financial stability as well as the reliability of their delivery lead times.
Order system and cycle time: The ease and effectiveness of a supplier's ordering system and their ability to maintain short delivery lead
times are important considerations.
Capacity: Firms must consider if a supplier has the capacity to fill standard requirements and the ability to scale for large orders if
necessary.
Communication capability: Suppliers should possess systems and processes that facilitate easy and effective communication between
parties.
Location: Geographical proximity impacts delivery lead times, as well as transportation and logistical costs.
Service: Suppliers must demonstrate the ability to back up their products with quality information and warranty services on a timely
basis.
https://mymodules.dtls.unisa.ac.za/mod/quiz/review.php?attempt=32940840&cmid=1356998 2/18
, 4/23/26, 5:28 AM Assessment 2: Attempt review
Question 2
Correct
Mark 1.00 out of 1.00
State whether the following statement is true or false. Gain sharing is the same as profit sharing.
a. True
b. False
Question 3
Correct
Mark 1.00 out of 1.00
Indicate if the following statement is true or false. Balking is a queuing behaviour whereby the customer leaves the queue after he/she
has queued for some time.
True
False
https://mymodules.dtls.unisa.ac.za/mod/quiz/review.php?attempt=32940840&cmid=1356998 3/18
