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| Section | Weight | Objectives |
|---|---|---|
| Plan and Manage Distribution | 5% | - Distribution network and logistics
|
| Plan and Manage Inventory | 19% | - Inventory principles and control
|
| Align the Supply Chain to Support the Business Strategy | 15% | - Supply chain environment and strategy alignment
|
| Plan, Manage, and Execute Detailed Schedules | 16% | - Scheduling techniques and execution
|
| Plan and Manage Demand | 9% | - Demand forecasting and planning
|
| Conduct Sales and Operations Planning (S&OP) to Support Strategy | 9% | - S&OP process and purpose
|
| Manage Quality, Continuous Improvement, and Technology | 11% | - Quality management and improvement
|
| Plan and Manage Supply | 16% | - Supply planning and execution
|
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NEW QUESTION # 441
In the design and development of a manufacturing process, process engineers would most likely be responsible for decisions relating to:
Answer: C
Explanation:
Process engineers are responsible for designing, implementing, controlling, and optimizing industrial processes, especially continuous ones such as the production of petrochemicals1. One of the decisions that process engineers would most likely make is the routing sequence, which is the order of operations or activities that are performed on a product or material as it moves through the production process2. The routing sequence affects the process performance, efficiency, quality, and cost, and it requires careful planning and analysis by the process engineers. Option A is not correct, because lead times are the time intervals between the initiation and completion of a process or a project3. Lead times are influenced by many factors, such as demand, capacity, inventory, scheduling, and supply chain management, and they are not solely determined by the process engineers. Option B is not correct, because production capacity is the maximum amount of output that a process or a system can produce within a given period of time4. Production capacity depends on the availability and utilization of resources, such as materials, labor, equipment, and facilities, and it is not only decided by the process engineers. Option C is not correct, because product reliability is the probability that a product will perform its intended function without failure for a specified period of time under specified conditions5. Product reliability is affected by many aspects, such as product design, quality control, testing, maintenance, and customer feedback, and it is not the sole responsibility of the process engineers. Reference: 1 Process engineering - Wikipedia 6 2 Routing (production) - Wikipedia 7 3 Lead Time: Definition, Formula, and Examples 8 4 Production Capacity: Definition, Calculation, and Examples 9 5 Product Reliability: Definition, Measurement, and Improvement
NEW QUESTION # 442
In an ABC analysis, "A" items generally represent about 20% of the:
Answer: D
Explanation:
The correct answer is C. Inventory items .
ABC analysis classifies inventory items according to relative importance, most commonly by annual usage value. In the typical ABC pattern, "A" items represent a small percentage of the total number of items but a large percentage of total inventory value or annual usage value. Therefore, "A" items generally represent about 20% of the inventory items , not 20% of the value.
Exact extract: "Items can be ranked in order of their relative importance by ABC analysis... This technique ranks items as A- B- or C-class most commonly according to their annual usage value. Inventory management may then focus most on A-class and least on C-class items." The practice material also explains the control logic: "ABC inventory control operates on the assumption that a company should allocate its limited resources to maintaining high priority items or 'A' items." Therefore, "A" items generally represent about 20% of the inventory items , while accounting for a much larger share of annual usage value.
NEW QUESTION # 443
An organization's security assessment recommended expanding its secure software development framework to include testing Commercial Off-The-Shelf (COTS) products before deploying those products in production.
What is the MOST likely reason for this recommendation?
Answer: B
NEW QUESTION # 444
Which of the following statements about demonstrated capacity Is true?
Answer: D
Explanation:
Demonstrated capacity is the actual output achieved by a resource or a system over a period of time, such as a day, a week, or a month. It is determined from actual results, such as production records, time studies, or historical data. Demonstrated capacity reflects the past performance, not the future load, of a resource or a system. It may be lower or higher than the rated capacity, which is the theoretical or design capacity of a resource or a system. Demonstrated capacity considers utilization and efficiency factors, such as machine availability, operator skills, product mix, quality issues, or maintenance schedules, that affect the actual output. Reference:
Managing Supply Chain Operations, Chapter 5: Capacity Planning and Management, Section 5.2: Capacity Planning Decisions, page 132-133.
Manufacturing Planning and Control for Supply Chain Management: The CPIM Reference, Second Edition, Chapter 6: Capacity Management, Section 6.2: Capacity Planning, page 156-157.
CPIM 8.0 Exam Content Manual Preview, Module 5: Plan and Manage Supply, Section 5.1: Plan and Manage Capacity, page 9.
NEW QUESTION # 445
Typically, rough-cut capacity planning (RCCP) in a job shop environment would review which of the following work centers to determine the ability to execute the plan?
Answer: B
Explanation:
Rough-cut capacity planning (RCCP) is a technique that evaluates the feasibility of a master production schedule (MPS) by comparing the available capacity of key resources with the required capacity of the MPS.
In a job shop environment, where products are made to order and have high variety and low volume, RCCP would typically review only the critical work centers to determine the ability to execute the plan. Critical work centers are those that have the greatest impact on the throughput, lead time, or cost of the products. They are usually the work centers that have the highest utilization, longest setup times, or most frequent bottlenecks. By focusing on the critical work centers, RCCP can simplify the capacity planning process and identify the potential problems or constraints that may affect the MPS. The other options, gateway work centers, final assembly work centers, and all work centers, are not as effective as critical work centers for RCCP in a job shop environment, as they may not reflect the true capacity requirements or constraints of the products. References:
* Rough Cut Capacity Planning (RCCP) - Definition, Example, and Benefits
* Rough Cut Capacity Planning (RCCP) - Meaning, Objectives, and Advantages
* Rough Cut Capacity Planning (RCCP) - Overview, Steps, and Example
NEW QUESTION # 446
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