CPIM-8.0 - Certified in Planning and Inventory Management (CPIM 8.0) Latest Valid Mock Test

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APICS CPIM-8.0 Exam Syllabus Topics:

SectionWeightObjectives
Module 5: Distribution16%- Distribution Planning
  • 1. Distribution network design
  • 2. Warehouse management and layout
  • 3. Distribution requirements planning (DRP)
- Transportation and Logistics
  • 1. Reverse logistics and returns management
  • 2. Freight management and routing
  • 3. Transportation modes and selection
- Customer Service and Fulfillment
  • 1. Order fulfillment strategies
  • 2. Inventory positioning in distribution
  • 3. Collaborative logistics and third-party providers
Module 2: Demand Management21%- Order Management
  • 1. Customer service and order priorities
  • 2. Available-to-promise (ATP) and capable-to-promise (CTP)
  • 3. Order fulfillment processes
- Demand Forecasting
  • 1. Forecast error analysis and bias correction
  • 2. Qualitative and quantitative forecasting methods
  • 3. Forecast accuracy measurement and tracking
- Demand Planning
  • 1. Product lifecycle management
  • 2. Demand aggregation and disaggregation
  • 3. Demand collaboration and consensus planning
Module 4: Detailed Schedules14%- Production Activity Control
  • 1. Production monitoring and reporting
  • 2. Work center loading and dispatching rules
  • 3. Shop floor scheduling and sequencing
- Master Production Scheduling (MPS)
  • 1. MPS development and time fences
  • 2. Available-to-promise (ATP) calculations
  • 3. MPS maintenance and control
- Just-in-Time (JIT) and Lean Concepts
  • 1. Waste elimination and value stream mapping
  • 2. Theory of constraints (TOC) and drum-buffer-rope
  • 3. Pull systems and kanban
Module 1: Supply Chains and Strategy26%- Performance Measurement
  • 1. Key performance indicators (KPIs)
  • 2. Continuous improvement methodologies
  • 3. Cost management and financial analysis
- Supply Chain Strategy
  • 1. Sustainability and environmental considerations
  • 2. Supply chain design and network optimization
  • 3. Technology and digital supply chain
- Business Planning
  • 1. Risk management and mitigation strategies
  • 2. Business plan development and alignment
  • 3. Strategic planning process and market analysis
- Demand Management
  • 1. Forecasting techniques and demand sensing
  • 2. Demand management processes
  • 3. Sales and Operations Planning (S&OP)
Module 3: Supply23%- Procurement and Supplier Management
  • 1. Sourcing strategies and contract management
  • 2. Supplier selection and evaluation
  • 3. Supplier relationship management
- Material Requirements Planning (MRP)
  • 1. Lot-sizing techniques and lead time management
  • 2. MRP logic, inputs, and outputs
  • 3. Bill of materials (BOM) structures
- Capacity Management
  • 1. Capacity adjustment strategies
  • 2. Rough-cut capacity planning (RCCP)
  • 3. Capacity requirements planning (CRP)
- Inventory Management
  • 1. Inventory cost management and optimization
  • 2. Inventory classification (ABC analysis, FSN, VED)
  • 3. Safety stock and reorder point calculations

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Quiz Authoritative APICS - CPIM-8.0 - Certified in Planning and Inventory Management (CPIM 8.0) Valid Mock Test

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APICS Certified in Planning and Inventory Management (CPIM 8.0) Sample Questions (Q415-Q420):

NEW QUESTION # 415
Which of the following actions hinders the transition from a push system to a pull system?

Answer: B

Explanation:
A push system is a production system that relies on forecasts and schedules to plan the production and distribution of goods and services. A pull system is a production system that responds to actual customer demand and signals to trigger the production and distribution of goods and services. A transition from a push system to a pull system requires a change in the mindset and the processes of the organization, as well as the adoption of new tools and techniques to enable a demand-driven production system12.
One of the tools that is commonly used in a pull system is kanban, which is a visual signal that indicates the need for replenishment of materials or products. Kanban cards are attached to standardized containers that hold a fixed amount of inventory. When a container is empty, the kanban card is sent back to the upstream process as a signal to produce more. This way, the inventory level is controlled by the actual consumption of the downstream process, and the production is synchronized with the demand13.
One of the actions that hinders the transition from a push system to a pull system is using work orders as a backup. Work orders are documents that authorize the production of a certain quantity of a product or a service, based on a forecast or a schedule. Work orders are typical of a push system, as they are not triggered by the actual customer demand, but by the planned production. Using work orders as a backup means that the organization is not fully committed to the pull system, and still relies on the push system to ensure the availability of inventory. This can create confusion, inconsistency, and inefficiency in the production system, as well as increase the inventory holding costs and the risk of obsolescence1 .
Therefore, using work orders as a backup is the correct answer, as it is an action that hinders the transition from a push system to a pull system. The other options are actions that support the transition, as they are aligned with the principles and practices of a pull system.


NEW QUESTION # 416
In a large organization, the average time for a new user to receive access is seven days. Which of the following is the BEST enabler to shorten this time?

Answer: D


NEW QUESTION # 417
An organization has decided to leverage open source software for its latest application development project. Which of the following would be the MOST effective way to ensure the open source software can be used securely while still meeting business requirements?

Answer: D


NEW QUESTION # 418
An information security professional is enhancing the organization's existing information security awareness program through educational posters. Which of the following is the MOST effective location for poster placement?

Answer: B


NEW QUESTION # 419
Forecast error typically triggers forecast revision when it is:

Answer: A

Explanation:
Forecast error is the difference between the actual demand and the forecasted demand for a given period.
Forecast error can be caused by various factors, such as changes in customer preferences, market conditions, competitor actions, or random variation. Forecast error can be measured using different methods, such as mean absolute deviation (MAD), mean absolute percentage error (MAPE), or tracking signal. Forecast error typically triggers forecast revision when it is continually increasing, which indicates that the forecast model is not capturing the underlying demand pattern or trend. A continually increasing forecast error can lead to poor customer service, excess or obsolete inventory, or lost sales opportunities. Therefore, it is important to monitor the forecast error and revise the forecast when necessary to improve the forecast accuracy and reliability. Forecast error does not trigger forecast revision when it is used in computing the tracking signal, associated with the introduction stage of the product life cycle, or caused by random variation. These are not valid reasons for revising the forecast, as they do not indicate a systematic or persistent deviation from the actual demand. References:
* CPIM Part 1 Study Guide, Chapter 4: Demand Management, Section 4.2: Forecasting Techniques and Performance Measurement
* CPIM Part 2 Study Guide, Chapter 3: Demand Management, Section 3.1: Demand Planning
* A Critical Look at Measuring and Calculating Forecast Bias, Section: What Is Forecast Bias?
* How Can Forecast Error be Calculated?, Section: Introduction


NEW QUESTION # 420
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