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| Section | Objectives |
|---|---|
| Topic 1: Inventory & Warehousing Management | - Warehousing and replenishment strategies - Inventory costs, forecasting, and valuation |
| Topic 2: Supply Chain Concepts & Design | - Differences between logistics and supply chain management - Supply chain design aligned with business models - End-to-end integrated supply chain processes |
| Topic 3: Procurement & Sourcing | - Supplier relationship management - Procurement strategy development |
| Topic 4: Transportation & Logistics | - Global supply chain networks - Transportation modes and distribution |
| Topic 5: Manufacturing & Operations Management | - Demand planning and scheduling - Production planning and control |
TopexamのACSCPスタディガイドには、さまざまなニーズを満たすことができる3つの形式があります。PDFバージョン、ソフトウェアバージョン、オンラインバージョンです。 PDFバージョンを選択した場合は、ACSCP学習資料をダウンロードして、どこでも学習できるように印刷できます。新しいバージョンがリリースされた場合は、電子メールボックスへの新しいリンクが送信され、再度ダウンロードできます。ソフトウェアバージョンのACSCP試験教材を使用すると、実際のAmerican Certified Supply Chain Professional (ACSCP)試験と同じような環境で練習できます。また、ACSCP実践ガイドのAPPバージョンは、あらゆる種類の電子機器で利用できます。
質問 # 94
Ordering costs would include which of the following?
正解：D
解説：
Ordering cost consists of costs associated with initiating and executing a replenishment order. Depending on the inventory model, these can include purchase-order administration, supplier communication, scheduling, shipment preparation, receiving activities, and fixed transportation expenses associated with each replenishment event. Among the listed alternatives, transportation cost is the appropriate ordering-cost component.
The key distinction is whether the cost is associated with placing or moving a replenishment order or with maintaining inventory after it has entered stock. Transportation often contains a fixed element that is incurred whenever an order or shipment is dispatched. This fixed component influences lot-size economics because ordering more frequently causes the supply chain to incur the transportation or replenishment charge more frequently.
Theft, security, and damage are primarily inventory-carrying or warehousing exposures. They arise because inventory is being stored, protected, and physically maintained rather than because an order is being initiated.
This distinction is fundamental to EOQ and cycle-inventory analysis. Ordering costs decrease as order quantities increase because fewer orders are required, while holding costs increase as average inventory rises.
The accepted treatment of this exact supply-chain formulation identifies transportation cost as the ordering- cost answer.
Reference Topic: Inventory and Warehousing - Fixed Ordering Cost and EOQ Cost Components.
質問 # 95
When a firm places orders in lot sizes that are much larger than the lot sizes in which demand arises,
正解：B
解説：
When replenishment orders are substantially larger than the increments in which demand actually occurs, order variability is magnified upstream . This phenomenon is an important operational cause of the bullwhip effect.
Suppose a retailer experiences relatively uniform weekly demand but submits one combined order every five weeks. The supplier observes four periods with no orders followed by one disproportionately large order.
Although final-customer demand is stable, the order stream presented to the supplier is highly variable. If multiple retailers follow similar batching practices, the manufacturer's demand signal becomes even more volatile.
Large order batches are often caused by fixed ordering costs, transportation economies, minimum order quantities, quantity discounts, or scheduled ordering cycles. The resulting variability complicates capacity planning, production scheduling, transportation, labor deployment, and inventory management further upstream.
This does not improve visibility or generate more stable supplier demand. It does exactly the opposite by obscuring the underlying consumption pattern. Established supply-chain operations material confirms that ordering in lots substantially larger than the lots in which demand arises magnifies order variability upstream.
Reference Topic: Inventory, Forecasting and Demand Planning - Order Batching, Operational Obstacles, and Bullwhip Amplification.
質問 # 96
Coordination requires every stage of the supply chain to focus on
正解：D
解説：
Effective supply-chain coordination requires individual organizations and functions to optimize total supply chain surplus , rather than independently maximizing their own revenue, profit, or cost measures. Supply chain surplus represents the total value created for the final customer minus the aggregate cost incurred across all stages to satisfy that demand.
Local optimization can produce decisions that appear beneficial to one participant while reducing end-to-end performance. For example, a transportation function may minimize freight cost by consolidating shipments into large loads, but the resulting delays and higher inventory can increase total supply-chain cost. Likewise, a supplier may maximize its own margin through commercial terms that increase downstream inventory or distort replenishment behavior.
Coordination therefore requires incentives and decision rights to be structured so that actions improving an individual participant's position also improve overall network economics. Established supply-chain coordination doctrine explicitly states that each stage should focus on the total supply chain surplus rather than merely its individual share.
This directly supports ACSCP's focus on integrated supply-chain management and organizational competitiveness.
Reference Topic: Supply Chain Strategy and Global Context - Supply Chain Coordination, Surplus, and End-to-End Optimization.
質問 # 97
Situations where demand information is distorted as it moves between different stages of the supply chain, leading to increased variability in orders within the supply chain are referred to as
正解：C
解説：
Information processing obstacles occur when demand information becomes distorted as it passes from one stage of the supply chain to another. Each organization may receive only the orders of its immediate customer rather than having direct visibility into actual consumer demand. If those orders contain batching, safety-stock adjustments, promotional purchases, or forecast corrections, the upstream organization can incorrectly interpret the variation as a true change in market demand.
The organization then revises its own forecast and purchasing or production requirements, creating an even larger upstream response. Repetition of this process across multiple stages produces increased order variability and contributes directly to the bullwhip effect.
Two critical sources are forecasting from orders rather than actual consumption and insufficient information sharing. Appropriate remedies include point-of-sale data sharing, integrated information systems, collaborative forecasting, shared inventory visibility, and single-stage control of replenishment where suitable.
Information-processing obstacles differ from operational obstacles, which involve ordering practices and lead times; pricing obstacles, which involve discounts and promotions; and behavioral obstacles, which concern organizational learning and trust.
The standard coordination framework defines this category specifically as distortion of demand information as it moves across supply-chain stages.
Reference Topic: Technology, Analytics and Digital Transformation - Information Visibility, Demand Signals, and Coordination.
質問 # 98
The impact of the lack of coordination on supply chain processes decreases for the following measure.
正解：B
質問 # 99
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