The PDCA Cycle —Plan, Do, Check, Act—provides a structured approach to continuous quality improvement . It begins with planning, implementing, monitoring, and then acting to refine the process.

Short cited extract: “ The PDCA cycle – Plan, Do, Check, Act – underpins continuous improvement .” (L5M7 Study Guide, p.129)

According to Porter’s Five Forces , new automated competitors represent a threat of new entrants , introducing innovation and market pressure.

Short cited extract: “ New entrants increase competition and threaten existing players. ” (L5M7 Study Guide, p.56)

BPR examines and redesigns workflows and processes to remove waste and maximise efficiency and customer value.

Short cited extract: “ BPR – radical review of workflows to achieve major efficiency improvements. ” (L5M7 Study Guide, p. 111)

In supplier preferencing, nuisance customers have low value/attractiveness with limited growth potential . Short cited terms: “nuisance,” “low attractiveness/low value” (L5M7 Study Guide, p.86).

A closed-loop supply chain returns used products to the chain for reuse/recycling/remanufacture . Short extract: “ closed loop – products/materials re-enter the supply chain .” (L5M7 Study Guide, pp.5–7)

The Pareto Principle states that approximately 80% of outcomes arise from 20% of causes , applied in supply chain analysis to identify key value contributors.

Short cited extract: “ Pareto (80/20) – a small number of causes create the majority of effects. ” (L5M7 Study Guide, p.141)

When knowledge is low , members work independently ; higher technological readiness creates deliberate and structured IT use.

Short cited term: “low knowledge → independent working; high tech readiness → structured IT use.” (L5M7 Study Guide, p. 51)