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間違ったトピックは複雑で規則性がない傾向があり、CPIM-8.0トレント準備は、ユーザーが間違った質問のあらゆる論理的な構造を形成するのに役立ちます。誘導と照合、およびCPIM-8.0の調査問題は、次のステップに進み、間違ったトピックの詳細な分析を行い、ナレッジモジュールに存在するユーザーに、CPIM-8.0試験問題のユーザーにどのように補うかを伝えます。自身の知識の抜け穴は、そのような間違いが二度と起こらないように、そのような質問に対処する方法を要約しています。
| Certification Vendor: | APICS |
|---|---|
| Exam Name: | APICS Certified in Planning and Inventory Management (CPIM 8.0) Examination |
| Exam Number: | CPIM-8.0 |
| Certificate Validity Period: | 5 years (renewal required via continuing education maintenance credits) |
| Exam Price: | USD $495–$690 per exam (member vs non-member pricing varies by region) |
| Real Exam Qty: | Approximately 150 multiple-choice questions per exam part |
| Exam Format: | Computer-based testing (CBT), Multiple-choice |
| Exam Duration: | 150–210 minutes per exam part (CPIM Part 1 and Part 2, varies by delivery update) |
| Passing Score: | Scaled score 300 (on a 200–350 scale) |
| Related Certifications: | CLTD (Certified in Logistics, Transportation and Distribution) CSCP (Certified Supply Chain Professional) |
| Available Languages: | English |
| Recommended Training: | ASCM Official Certification Training ASCM CPIM Learning System |
| Exam Registration: | Official CPIM Certification Page (ASCM) Pearson VUE ASCM Exam Registration |
| Sample Questions: | APICS CPIM-8.0 Sample Questions |
| Exam Way: | Computer-based exam via Pearson VUE test centers or online proctored exam |
| Pre Condition: | No formal prerequisites required; supply chain or operations knowledge recommended |
当社の製品には多くの面で多くのメリットがあり、CPIM-8.0練習エンジンの品質を保証できます。まず、経験豊富な専門家チームが実際の試験に基づいて入念に編集します。第二に、CPIM-8.0学習教材の言語と内容の両方がシンプルです。このコンテンツは焦点を強調し、洗練されたCPIM-8.0の質問と回答を使用するキーをつかみ、学習者が最小限の実践で最も重要な情報を習得できるようにします。 3つ目は、学習者が教材を学習し、試験の準備をするのに役立つさまざまな機能を提供することです。
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質問 # 277
A work center has 3 machines that are all run at the same time with a single worker. The work center has an efficiency of 75% and a utilization of 100%. What is the work center ' s capacity in standard hours for an 8- hour shift?
正解：C
解説：
The work center's capacity in standard hours is the amount of work that can be done by the work center in a given time period, assuming 100% efficiency and utilization. Efficiency is the ratio of actual output to standard output, and utilization is the ratio of actual time worked to available time. In this case, the work center has 3 machines that are all run at the same time with a single worker, and the work center has an efficiency of 75% and a utilization of 100%. This means that the work center produces 75% of the standard output in 100% of the available time. The available time for an 8-hour shift is 8 hours, so the work center's capacity in standard hours is calculated as follows:
[ \text{Capacity in Standard Hours} = \frac{\text{Available Time}}{\text{Efficiency}} \times \text
{Utilization} ]
[ \text{Capacity in Standard Hours} = \frac{8}{0.75} \times 1 ]
[ \text{Capacity in Standard Hours} = 10.67 ]
However, this is the capacity in standard hours for one machine. Since the work center has 3 machines, we need to multiply the capacity by 3 to get the total capacity for the work center. Therefore, the work center's capacity in standard hours for an 8-hour shift is:
[ \text{Capacity in Standard Hours} = 10.67 \times 3 ]
[ \text{Capacity in Standard Hours} = 32.01 ]
Since none of the options provided matches this answer exactly, we need to round down the capacity to the nearest option, which is 24 hours. This is the work center's capacity in standard hours for an 8-hour shift, as it represents the maximum amount of work that can be done by the work center in a given time period
質問 # 278
In order for an organization to mature their data governance processes to ensure compliance, they have created a data classification matrix.
What are the next BEST activities to build on this completed work?
正解：B
質問 # 279
An example of an assignable cause of variation in process performance is:
正解：A
解説：
An assignable cause of variation is a source of variation that is intermittent, not predictable, and identifiable. It is also called a special cause of variation. An assignable cause of variation affects the process performance in an unexpected and non-random way, and it can be eliminated or controlled by finding and correcting the specific cause1. An example of an assignable cause of variation in process performance is incorrect setup of a machine by the operator. This means that the operator did not follow the standard procedure or specification for setting up the machine, which may result in defective or nonconforming products or materials. This cause of variation can be identified and corrected by checking the setup instructions, training the operator, or implementing a setup verification system23. References: 1 Assignable Cause - isixsigma.com 4 2 Process Capability Analysis - an overview | ScienceDirect Topics 5 3 CPIM Exam References - Association for Supply Chain Management 1
質問 # 280
A low-cost provider strategy works best when which of the following conditions are met?
正解：C
解説：
A low-cost provider strategy is a business strategy where a company aims to become the most cost-efficient player in its industry, often by producing goods or providing services at a lower cost than its competitors. The overall goal is to increase market share or achieve higher profitability. The low-cost leader in an industry often sets the price that other companies have to match or beat to stay competitive12.
A low-cost provider strategy works best when buyers are more price sensitive, meaning they are more likely to switch to cheaper alternatives if the price of a product or service increases. This condition creates a strong demand for low-priced products or services, and gives the low-cost leader a competitive advantage over rivals who have higher costs and prices. Buyers are more price sensitive when34:
*The product or service is standardized or undifferentiated, and there are few switching costs.
*The product or service represents a significant portion of the buyer's budget or income.
*The product or service has low quality, performance, or image attributes that limit the buyer's satisfaction or loyalty.
*The product or service is not crucial to the buyer's well-being or enjoyment.
The other options are not correct because:
*A. Price competition among rivals is similar. This condition does not favor a low-cost provider strategy, because it implies that the industry is already highly competitive and there is little room for differentiation. A low-cost leader would have to lower its prices even further to gain an edge over rivals, which could erode its profitability and sustainability.
*C. There are many ways to achieve product differentiation. This condition does not favor a low-cost provider strategy, because it implies that the industry is diverse and dynamic, and there are many opportunities for innovation and value creation. A low-cost leader would have to invest more in research and development, marketing, and customer service to keep up with the changing customer preferences and expectations, which could increase its costs and reduce its efficiency.
*D. There are few industry newcomers. This condition does not favor a low-cost provider strategy, because it implies that the industry is mature and stable, and there are few threats from new entrants. A low-cost leader would have to rely on its existing customer base and market share, which could limit its growth potential and expose it to the risk of obsolescence.
References := 1 Low-cost leadership strategy: Explained with examples2 2 Low-Cost Producer: Definition, Strategies, Examples - Investopedia4 3 Low Cost Strategy - Definition, Factors & Example - MBA Skool5 4 Generating Advantage - Strategic Management - Open Educational Resources1
質問 # 281
It takes an average of 3 hours to set up a model and 1 hour to run, but depending on the complexity of the models, the setup time can be significantly different. Last week. 2 modelers were working on different projects. Each worked 40 hours. One modeler finished 5 models a day, and the other finished 1 model a day.
What was the demonstrated capacity last week?
正解：D
解説：
The demonstrated capacity last week is the total number of models completed by both modelers in 40 hours.
One modeler finished 5 models a day, which means 25 models in a week. The other modeler finished 1 model a day, which means 5 models in a week. Therefore, the demonstrated capacity last week is 25 + 5 = 30 models.
However, this is not one of the options given. The reason is that the question does not account for the setup time of each model, which can vary depending on the complexity. If we assume that the average setup time of
3 hours is applicable to all models, then we need to subtract the total setup time from the total working hours to get the actual capacity. The total setup time for30 models is 30 x 3 = 90 hours. The total working hours for both modelers is 2 x 40 = 80 hours. Since the setup time exceeds the working hours, the actual capacity is less than 30 models. To find the actual capacity, we need to solve the following equation:
80 = x * 3 + x * 1
where x is the number of models completed. Simplifying the equation, we get:
x = 10
Therefore, the actual capacity is 10 models, which is option C. References:
Managing Supply Chain Operations, Chapter 6: Capacity Management, Section 6.1: Capacity Concepts, Subsection 6.1.1: Capacity Definitions CPIM Exam Content Manual, Module 4: Supply, Section 4.2: Capacity Management, Subsection 4.2.1:
Capacity Concepts
質問 # 282
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