The mode is the measure of central tendency that represents the value or category that appears most frequently in a data set. Unlike the mean (the arithmetic average) or the median (the middle value), the mode is found by identifying which value occurs with the highest frequency. A dataset can be unimodal (one mode), bimodal (two modes), or multimodal. This measure is especially useful for categorical data where mathematical calculations like the mean are not possible, and it helps in identifying the most common outcome or preference in supply chain data analysis.

A. Median: This is the middle value of a dataset when it is sorted in ascending or descending order, not the most frequent value.

C. Mean: This is the arithmetic average, calculated by summing all values and dividing by the number of values, not the most frequent one.

D. Average: This is a general term that can refer to the mean, median, or mode, but it most commonly refers to the mean. 'Mode' is the specific term.

1. Illowsky, B., & Dean, S. (2018). Introductory Statistics. OpenStax, Rice University. Chapter 2, Section 2.3: Measures of the Location of the Data. Retrieved from https://openstax.org/books/introductory-statistics/pages/2-3-measures-of-the-location-of-the-data. The text states, "The mode is the most frequent value."

2. Penn State University, Eberly College of Science. (n.d.). STAT 100: Statistical Concepts and Methods - Lesson 2: Summarizing Data. Section 2.2: Measures of Central Tendency. Retrieved from https://online.stat.psu.edu/stat100/lesson/2/2.2. This courseware defines the mode as "the data value(s) that appear most often."

3. Lane, D. M. (n.d.). Online Statistics Education: A Multimedia Course of Study. Rice University. Chapter 3: Summarizing Distributions, Section: Measures of Central Tendency. Retrieved from http://onlinestatbook.com/2/summarizingdistributions/center.html. The section on "Mode" explicitly defines it as "the most frequently occurring value in the dataset."

Michael Porter's Value Chain model categorises an organisation's activities into 'primary' and 'support' functions. Primary activities are those directly involved in the physical creation of the product, its marketing and delivery to buyers, and its support after sale. The options Logistics (both inbound and outbound), Operations (transforming inputs into the final product), and Marketing (including sales) are all core primary activities. These activities form the direct sequence of value creation for the customer. While all listed departments are part of the overall value chain, these three represent the primary, sequential flow.

D. Procurement: This is classified as a support activity in Porter's model. It underpins the entire value chain by sourcing inputs but is not part of the direct production flow.

E. Human Resources: This is a support activity that provides the personnel required for both primary and other support activities, rather than being a direct part of the value creation sequence.

1. Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. The Free Press. In Chapter 2, "The Value Chain and Competitive Advantage," Porter identifies the five generic categories of primary activities as Inbound Logistics, Operations, Outbound Logistics, Marketing and Sales, and Service (pp. 39-40).

2. Gamble, J. E., Peteraf, M. A., & Thompson, A. A. (2015). Essentials of Strategic Management: The Quest for Competitive Advantage (4th ed.). McGraw-Hill Education. Chapter 4, "Evaluating a Company’s Resources, Capabilities, and Competitiveness," presents a diagram and explanation of Porter's Value Chain, clearly distinguishing between primary activities (e.g., operations, logistics, marketing) and support activities (e.g., procurement, human resource management).

3. MIT Sloan School of Management. (2006). 15.902 Strategic Management I, Fall 2006. MIT OpenCourseWare. Lecture Notes, Session 5: Industry & Competitive Analysis. The course materials explicitly diagram the value chain, showing Operations, Logistics, and Marketing & Sales as primary activities, and Procurement and Human Resource Management as support activities.

The statement that a Black Belt is the highest level in Six Sigma is incorrect. While Black Belts are highly trained, full-time project leaders essential to Six Sigma implementation, there are higher levels within the hierarchy. The Master Black Belt (MBB) is a more senior role, responsible for training, mentoring, and coaching Black Belts and Green Belts, as well as providing strategic guidance on the overall Six Sigma program. Furthermore, Champions or Sponsors, who are typically senior executives, hold a position of authority above Black Belts, as they provide resources, remove organizational barriers, and ensure projects align with strategic business objectives.

A. This is incorrect because while Black Belts often work full-time on projects, this does not make it the highest level.

B. This is incorrect because although Black Belts train teams, it is not the highest level; Master Black Belts hold a higher rank.

D. This is incorrect because Green Belt is a level below Black Belt, not the highest level in the Six Sigma structure.

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1. Purdue University Online. (n.d.). What Are the Six Sigma Belts and What Do They Mean? Purdue University. Retrieved from https://www.purdue.edu/online/blog/business/what-are-the-six-sigma-belts. In the section "Master Black Belt," it states, "Master Black Belts are the top of the Six Sigma hierarchy... They train and coach Black Belts and Green Belts." This confirms a level exists above Black Belt.

2. Antony, J., & Banuelas, R. (2002). Key ingredients for the effective implementation of Six Sigma program. Measuring Business Excellence, 6(4), 20-27. On page 24, the roles are defined, stating, "Master Black Belts are teachers who mentor and train Black Belts," and "Champions are senior managers who sponsor Six Sigma projects." This clearly places both roles above the Black Belt in the organizational structure for Six Sigma. DOI: https://doi.org/10.1108/13683040210451679.

3. Schroeder, R. G., Linderman, K., Liedtke, C., & Choo, A. S. (2008). Six Sigma: Definition and underlying theory. Journal of Operations Management, 26(4), 536-554. In Section 3.1, "Infrastructure," the paper describes the typical roles, noting that "Master Black Belts work with champions to select projects and mentor Black Belts," establishing a clear hierarchy where Master Black Belts and Champions are positioned above Black Belts. DOI: https://doi.org/10.1016/j.jom.2007.06.007.

The proliferation of technology, especially the internet and e-procurement platforms, has fundamentally altered the dynamics of buyer-supplier relationships. It has created greater market transparency, allowing buyers to easily search for, evaluate, and compare a global pool of suppliers. This increased access to information and a wider supply base intensifies competition among suppliers. Consequently, the bargaining power shifts towards the buyer, as suppliers must compete more aggressively on factors like price, quality, and service. This effect is a core principle discussed in the context of how e-sourcing impacts market structures and procurement strategy.

B. While technology enables faster quotations, this increases efficiency and competition among suppliers, which ultimately strengthens the buyer's position, not the supplier's.

C. Technology has vastly increased the visibility and accessibility of suppliers globally, expanding the supply base for buyers, not reducing it.

D. This statement contains a flawed premise; technology is typically implemented to reduce, not increase, operational costs, and there is no direct logic linking higher buyer costs to increased buyer power.

1. Lysons, K., & Farrington, B. (2020). Procurement and Supply Chain Management (10th ed.). Pearson. In Chapter 11, "E-procurement," the text explains that e-sourcing tools provide buyers with access to a wider range of suppliers, increasing competition and price transparency. This process inherently enhances the buyer's bargaining power by reducing the supplier's leverage (Section 11.4, pp. 328-330).

2. Cagliano, R., Caniato, F., & Spina, G. (2003). E-business strategy: how companies are shaping their supply chain through the internet. International Journal of Operations & Production Management, 23(10), 1142-1162. The study notes that the internet reduces buyers' search costs and increases the availability of information about alternative suppliers. This "increases the competitive pressure on suppliers and shifts the bargaining power from the supplier to the buyer" (p. 1146). DOI: https://doi.org/10.1108/01443570310496607

3. Van Weele, A. J. (2018). Purchasing and Supply Chain Management (7th ed.). Cengage Learning. Chapter 14 discusses e-procurement solutions, highlighting how systems like electronic marketplaces and reverse auctions empower buyers. These technologies "increase the level of competition between suppliers... As a result of increased transparency in the market, the buyer’s negotiating position is strengthened" (p. 421).

A closed-loop supply chain (CLSC) is a model that integrates both forward and reverse logistics. It involves the deliberate process of collecting used products from consumers and channeling them back into the value chain for recovery. In this scenario, the return of used plastic homeware from customers to the manufacturer for reprocessing is a clear example of a reverse flow designed to recapture value from end-of-life products. This circular process, which contrasts with a traditional linear "take-make-dispose" model, is the defining characteristic of a closed-loop supply chain.

A. Open Loop Supply Chain: This describes a traditional, linear supply chain where products are made, used, and then disposed of, with no planned return to the manufacturer.

B. Forward Loop Supply Chain: This term refers only to the conventional flow of goods from the supplier to the end customer, excluding the return and reprocessing activities.

C. Manufacturing Supply Chain: This is a general term and is not specific enough. While the scenario involves manufacturing, it fails to describe the key feature of product returns and reprocessing.

1. Guide Jr, V. D. R., & Van Wassenhove, L. N. (2009). The evolution of closed-loop supply chain research. Operations Research, 57(1), 10-18. In the introduction (p. 10), a closed-loop supply chain is defined as a system designed to "maximize value creation over the entire life cycle of a product with dynamic recovery of value from different types and volumes of returns over time." This directly applies to the reprocessing of returned goods. DOI: https://doi.org/10.1287/opre.1080.0628

2. Govindan, K., Soleimani, H., & Kannan, D. (2015). Reverse logistics and closed-loop supply chain: A comprehensive review to explore the future. European Journal of Operational Research, 240(3), 603-626. The paper clarifies (Section 1, p. 604) that a CLSC is a more comprehensive concept than reverse logistics, as it considers the integration of the reverse chain with the forward chain, as seen in the Plastic Fantastic Ltd. example. DOI: https://doi.org/10.1016/j.ejor.2014.07.012

3. Savaskan, R. C., Bhattacharya, S., & Van Wassenhove, L. N. (2004). Closed-loop supply chain models with product remanufacturing. Management Science, 50(2), 239-252. The abstract and introduction (p. 239) explicitly model a closed-loop supply chain where a manufacturer collects used products from the market for remanufacturing (a form of reprocessing), which aligns perfectly with the question's scenario. DOI: https://doi.org/10.1287/mnsc.1030.0186