1. CLM - Pittsburgh Roundtable 1999 College Challenge Round 1 - Question 1 An order bill of lading differs from a straight bill of lading in that: a.the order bill is a freight bill while the straight bill is not b.the order bill is negotiable while the straight bill is not c.the straight bill is negotiable while the order bill is not d.there is no difference between the two

2. CLM - Pittsburgh Roundtable 1999 College Challenge Round 1 - Question 1 An order bill of lading differs from a straight bill of lading in that: a.the order bill is a freight bill while the straight bill is not b.the order bill is negotiable while the straight bill is not c.the straight bill is negotiable while the order bill is not d.there is no difference between the two

3. CLM - Pittsburgh Roundtable 1999 College Challenge Round 1 - Question 2 In transportation, value of service pricing: a.considers the supply side of the transport pricing function b.considers the ability of the product to withstand transportation charges c.considers the value of products to be irrelevant with respect to transport pricing d.determines the lower limit of freight rates e. none of the above

4. CLM - Pittsburgh Roundtable 1999 College Challenge Round 1 - Question 2 In transportation, value of service pricing: a.considers the supply side of the transport pricing function b.considers the ability of the product to withstand transportation charges c.considers the value of products to be irrelevant with respect to transport pricing d.determines the lower limit of freight rates e. none of the above

5. CLM - Pittsburgh Roundtable 1999 College Challenge Round 1 - Question 3 What is the time called that it takes for a customer to receive an order once it has been placed? a.customer interval b.order cycle c. product cycle d.time interval

6. CLM - Pittsburgh Roundtable 1999 College Challenge Round 1 - Question 3 What is the time called that it takes for a customer to receive an order once it has been placed? a.customer interval b.order cycle c.product cycle d.time interval

7. CLM - Pittsburgh Roundtable 1999 College Challenge Round 1 - Question 4 If a railroad carries more freight which increases its revenues by, say 10%, but its costs increase by only 5%, what effect will this have on its “operating ratio?” a. decrease it b.increase it c.have no effect

8. CLM - Pittsburgh Roundtable 1999 College Challenge Round 1 - Question 4 If a railroad carries more freight which increases its revenues by, say 10%, but its costs increase by only 5%, what effect will this have on its “operating ratio?” a. decrease it b.increase it c.have no effect

9. CLM - Pittsburgh Roundtable 1999 College Challenge Round 1 - Question 5 Which best describes the aggregate demand for freight transportation? a.decreasing b.inelastic c. elastic d. insensitive enone of the above

10. CLM - Pittsburgh Roundtable 1999 College Challenge Round 1 - Question 5 Which best describes the aggregate demand for freight transportation? a.decreasing b.inelastic c. elastic d. insensitive enone of the above

11. CLM - Pittsburgh Roundtable 1999 College Challenge Round 1 - Question 6 Each of the following factors have significantly altered the face of transportation except: a.deregulation b.just-in-time inventory systems c.fuel price increases d.the globalization of business

12. CLM - Pittsburgh Roundtable 1999 College Challenge Round 1 - Question 6 Each of the following factors have significantly altered the face of transportation except: a.deregulation b.just-in-time inventory systems c.fuel price increases d.the globalization of business

13. CLM - Pittsburgh Roundtable 1999 College Challenge Round 1 - Question 7 Which of the following factors tends to drive firms toward centralizing their logistics functions? a.closer to customer b.local decision making c.cost control d.empower the workforce

14. CLM - Pittsburgh Roundtable 1999 College Challenge Round 1 - Question 7 Which of the following factors tends to drive firms toward centralizing their logistics functions? a.closer to customer b.local decision making c.cost control d.empower the workforce

15. CLM - Pittsburgh Roundtable 1999 College Challenge Round 1 - Question 8 With “F.O.B. Origin” terms: a.the shipper is responsible for freight costs b.the consignee is responsible for freight costs c.the carrier is responsible for freight costs d.the freight costs are dependent on the carrier’s F.O.B. estimate

16. CLM - Pittsburgh Roundtable 1999 College Challenge Round 1 - Question 8 With “F.O.B. Origin” terms: a.the shipper is responsible for freight costs b.the consignee is responsible for freight costs c.the carrier is responsible for freight costs d.the freight costs are dependent on the carrier’s F.O.B. estimate

17. CLM - Pittsburgh Roundtable 1999 College Challenge Round 1 - Question 9 Contribution pricing theory requires: a.rates must cover fixed costs, variable costs, and planned profit b.rates must cover fixed costs, variable costs, and marginal profit c.rates must cover only fixed and variable costs d.rates must cover variable costs

18. CLM - Pittsburgh Roundtable 1999 College Challenge Round 1 - Question 9 Contribution pricing theory requires: a.rates must cover fixed costs, variable costs, and planned profit b.rates must cover fixed costs, variable costs, and marginal profit c.rates must cover only fixed and variable costs d.rates must cover variable costs

19. CLM - Pittsburgh Roundtable 1999 College Challenge Round 1 - Question 10 What is the effect of tapering rates on facility location? a.pushes the facility towards the source of the raw material b.there is no effect c.pulls the location towards the source or market d.makes the optimum location at the midpoint between the raw material sources and the marketplace

20. CLM - Pittsburgh Roundtable 1999 College Challenge Round 1 - Question 10 What is the effect of tapering rates on facility location? a.pushes the facility towards the source of the raw material b.there is no effect c.pulls the location towards the source or market d.makes the optimum location at the midpoint between the raw material sources and the marketplace