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The CIPS world has become so competitive and challenging. To say updated and meet the challenges of the market you have to learn new in-demand skills and upgrade your knowledge. With the CIPS L4M2 Certification Exam everyone can do this job nicely and quickly. The Defining Business Needs (L4M2) certification exam offers a great opportunity to validate the skills and knowledge.
The Defining Business Needs module is an important component of the Level 4 Diploma in Procurement and Supply. This module provides professionals with the skills and knowledge needed to effectively identify and analyze business needs. The module is relevant for professionals who are responsible for procurement and supply chain activities within their organizations, as well as those who are interested in pursuing a career in procurement and supply chain management.
CIPS Level 4 Module 2 (L4M2) certification exam is an important step in the career development of procurement and supply chain professionals. L4M2 Exam Tests candidates’ ability to identify and define business needs in order to meet organizational objectives. Preparing for the exam requires a significant amount of study and practice, but passing the exam can demonstrate a candidate’s knowledge and skills in procurement and supply chain management.
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The Chartered Institute of Procurement and Supply (CIPS) is a globally recognized professional body that offers training and certification programs in procurement and supply chain management. The CIPS Level 4 Diploma in Procurement and Supply is a highly sought-after qualification that prepares professionals for strategic procurement roles. The second module of this diploma is Defining Business Needs, which equips learners with the skills and knowledge needed to identify and analyze organizational needs.
NEW QUESTION # 103
Which of the following are typically reasons why an organisation implements value analysis? Select TWO that apply:
Answer: A
Explanation:
Value analysis is a systematic review of the production, purchasing and product design processes to reduce overall product costs. This can be accomplished through a variety of activities, including the following:
- Designing products to use lower-tolerance parts that are less expensive
- Switching to lower-cost components
- Standardizing parts across product platforms in order to achieve volume discounts
- Altering production processes to minimize the amount of production cycle time, thereby reducing labor costs
- Introducing automation to strip labor costs out of the production process
- Altering product packaging to lower its cost while still protecting the product The process is not a wholesale attack on costs. Costs are only reduced when the result will not im-pact the perceived level of quality experienced by customers, or the level of customer satisfaction.
Reference:
LO 3, AC 3.4
NEW QUESTION # 104
A garment manufacturer supplies global retailers with t-shirts, shirts, and linen trousers. Because of currency fluctuations, the manufacturer is aware that they must control their direct costs in order to ensure profits. Which of the following is a direct cost for the garment manufacturer?
Answer: A
Explanation:
Detailed Explanation:
Cotton fabric is a direct cost because it is directly attributable to the production of the garments. Costs like rent, utilities, and payroll are indirect costs associated with running the business. Reference: CIPS Level 4, Cost Categorization in Procurement.
NEW QUESTION # 105
CP Group places emphasis on the following business objectives:
* Responsive production processes to react quickly to market changes
* Collaboration and technological integration
* New products launched and on sale very quicklyWhich of the below business markets does CP Group belong to?
Answer: D
NEW QUESTION # 106
Which of the following can cause overhead variance? Select TWO that apply:
Answer: B,E
Explanation:
Overhead variances arise when the actual overhead costs incurred differ from the expected amounts.
Managers want to understand the reasons for these differences, and so should consider computing one or more of the overhead variances described below. Each of these variances applies to a different aspect of overhead expenditures. It is not necessary to calculate these variances when a manager cannot influence their outcome.
Fixed Overhead Spending Variance
The fixed overhead spending variance is the difference between the actual fixed overhead expense incurred and the budgeted fixed overhead expense. An unfavorable variance means that actual fixed overhead expenses were greater than anticipated. The formula for this variance is:
Actual fixed overhead - Budgeted fixed overhead = Fixed overhead spending variance The amount of expense related to fixed overhead should (as the name implies) be relatively fixed, and so the fixed overhead spending variance should not theoretically vary much from the budget.
Fixed Overhead Volume Variance
The fixed overhead volume variance is the difference between the amount of fixed overhead actually applied to produced goods based on production volume, and the amount that was budgeted to be applied to produced goods. For example, a company budgets for the allocation of $25,000 of fixed overhead costs to produced goods at the rate of $50 per unit produced, with the expectation that 500 units will be produced. However, the actual number of units produced is 600, so a total of $30,000 of fixed overhead costs are allocated. This creates a fixed overhead volume variance of $5,000.
Variable Overhead Efficiency Variance
The variable overhead efficiency variance is the difference between the actual and budgeted hours worked, which are then applied to the standard variable overhead rate per hour. The formula is:
Standard overhead rate x (Actual hours - Standard hours)
= Variable overhead efficiency variance
A favorable variance means that the actual hours worked were less than the budgeted hours, resulting in the application of the standard overhead rate across fewer hours, resulting in less expense being incurred.
However, a favorable variance does not necessarily mean that a company has incurred less actual overhead, it simply means that there was an improvement in the allocation base what was used to apply overhead.
Variable Overhead Spending Variance
The variable overhead spending variance is the difference between the actual and budgeted rates of spending on variable overhead. The variance is used to focus attention on those overhead costs that vary from expectations. The formula is:
Actual hours worked x (Actual overhead rate - standard overhead rate)
= Variable overhead spending variance
A favorable variance means that the actual variable overhead expenses incurred per labor hour were less than expected.
In the study guide, CIPS splits overhead variance into volume and expenditure variance. They can be understood as variable and fixed overhead variance respectively.
Reference:
- CIPS study guide page 59
- What are overhead variances? - AccountingTools
LO 1, AC 1.4
NEW QUESTION # 107
Buyer power may make a supply market more competitive. Which of the following are examples of buyer power? Select TWO that apply.
Answer: A,C
NEW QUESTION # 108
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