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CIPS L6M9 Exam Syllabus Topics:

Topic
Details

Topic 1

Assess the strategic value of resource planning and control: This part targets Resource Planners, focusing on evaluating strategic resource planning concepts such as forecasting, scheduling, monitoring, and controlling resources effectively within the operational framework.

Topic 2

Understand and apply leadership skills and behaviors appropriate for strategically improving the procurement and supply chain function: This section of the exam measures the skills of Supply Chain Managers and covers understanding leadership behaviors that enhance procurement processes. It assesses how to strategically improve supply chain functions, focusing on a key skill like "Strategic Decision Making".

Topic 3

Understand operations strategy and its contribution to overall business success: Targeting Operations Directors, this section evaluates understanding of operations strategy's impact on organizations, including aligning with business goals, market requirements, and resource management.

CIPS Supply Network Design Sample Questions (Q74-Q79):

NEW QUESTION # 74
A cupcake manufacturing organisation uses a 'management by exception' technique when it comes to planning and control. What does this mean?

A. Audits and other control activities are completed by an outsourced company to ensure there is no bias in the investigations
B. Exceptional performance is rewarded, for example through staff bonus schemes
C. Reporting only takes place when non-compliance occurs
D. Plans and control activities are created based on historical performance

Answer: C

Explanation:
Management by exception means that reporting only occurs when non-compliance happens or when results are outside the norm. In the case of a cupcake factory, there might be no quality control measures in place, but if an issue arises (e.g., food poisoning complaint), an investigation would be conducted. This is a risky strategy for such an organisation. (See p. 189)

NEW QUESTION # 75
What does a forcefield diagram show?

A. People in favour of change and against it
B. The potential causes of an issue that has occurred
C. The flow of information through a supply network
D. The sequencing of events within an operational strategy

Answer: A

NEW QUESTION # 76
Which of the following are disadvantages of thesmall-capacity strategyin capacity planning? SelectALLthat apply.

A. Higher production costs
B. Weaker ability to compete on price
C. Unable to personalise requirements from customers
D. Less responsive to changes in market demands

Answer: A,B

Explanation:
Thesmall-capacity strategymeans a company deliberately produces below optimal capacity. This provides agility and flexibilityto respond to market changes and allows forcustomer personalisation. However,the disadvantagesinclude:
* Higher production costs(lack of economies of scale)
* Weaker ability to compete on price(since larger-capacity businesses have lowerproduction costs) Options C and Dare disadvantages oflarge-capacity strategy, not small-capacity. (See LO 1.3)

NEW QUESTION # 77
Alexandra is the new Chief Procurement Officer at Wet Lettuce Incorporated, a manufacturing organisation that uses a tiered supply structure. She has asked to see the contracts with all thesuppliers and has been told that it is not common practice to have contracts with the full range of suppliers. What should Alexandra do?

A. Amend the supply structure so that contracts are put in place with all suppliers
B. Set up meetings with the tier-one suppliers and assess the contracts with these suppliers
C. Ensure contracts are immediately put in place with all suppliers within the tiered supply structure
D. Do nothing-if it is not common practice within the organisation, she should not change things

Answer: B

Explanation:
SinceWet Lettuce Incorporatedoperates atiered supply structure, it is common for contracts to be in place only with tier-one suppliers, while sub-contractors in lower tiers are managed by those suppliers. Instead of changing the entire structure, Alexandra should ensure that contracts and relationships withtier-one suppliers are well managed. (See p.195)

NEW QUESTION # 78
Andrea is the Chief Financial Officer at Big Corporation and is completing aVariance Analysis. She has reviewed the production costs of creating item B, and this month's costs show avariance to budget of £-200.
What does this mean?

A. More money was spent than expected
B. The organisation has gained £200
C. The organisation has lost £200
D. Less money was spent than expected

Answer: D

Explanation:
Anegative varianceto budget means that the companyspent £200 less than expected, which is apositive outcome. While it may seem counterintuitive, a negative variance inthis context indicates cost savings rather than overspending.Option D is incorrectbecause the organisation has saved £200, not gained it. (See p.198)

NEW QUESTION # 79
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Max Gray Max Gray

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