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| Section | Objectives |
|---|---|
| E-Supply Chain Management | - Differences Between Logistics and Supply Chain Management - Modern Fulfilment Tools and Applications in Supply Chain - Big Data and IoT in Supply Chain - Warehouse Management System (WMS) - Information Flows and Information Systems Integration |
| Principles of Supply Chain Management & Logistics | - Factors Affecting Supply Chain Management - Supply Chain Processes - Management Components of Supply Chain Management - Introduction to Supply Chain Management |
| Demand Planning and Forecasting | - Spreadsheet Newsvendor Models - Integrated View of Procurement, Manufacturing and Operations Management - Issues and Trade-offs in Global Supply Chain Management - Demand Forecasting and Purchase Price Variance (PPV) Savings - Supply Chain Issues for Short Life Cycle Products - Revenue Management |
| Major Supply Chain Issues: Sourcing Materials and Services | - Role of Logistics in Supply Chains - Developing Productive Supplier Relationships in a Competitive Market - Inventory Management - Introduction to Global Supply Chain Management - Major Challenges in Supply Chain Management Today |
| Distribution and Operations Management | - Stock Management - Transport Management - Order Management - Warehouse Management - Introduction to Distribution Network |
ACSCP準備試験では、国内および海外の専門家と学者を取り入れた専門家のチームを集めて、関連する試験銀行の調査と設計を行い、受験者がACSCP試験に合格するのを支援します。ほとんどの専門家は長年プロの分野で勉強しており、ACSCP練習問題で多くの経験を蓄積しています。当社は才能の選択にかなり慎重であり、夢のACSCP認定の取得を支援するために、専門知識とスキルを備えた従業員を常に雇用しています。
質問 # 26
Allocating existing supply based on past retailer sales rather than current retailer orders is known as
正解：D
解説：
Turn-and-earn is an allocation mechanism in which a supplier allocates scarce capacity or product partly according to a retailer's historical sales performance rather than simply accepting the retailer's current requested quantity. A retailer effectively "earns" future allocation by successfully selling previous allocation.
The mechanism is particularly relevant when supply is constrained. If a manufacturer allocates scarce product solely according to current orders, retailers may intentionally inflate orders because they expect rationing.
Such shortage gaming creates artificial demand signals and intensifies the bullwhip effect. Allocating according to demonstrated historical sales reduces the benefit of submitting exaggerated orders because future allocation is linked to actual sell-through rather than unsupported requests.
Turn-and-earn must still be designed carefully because its incentives can affect retailer behavior. For example, retailers may aggressively increase sales in one period to improve future allocation. Nevertheless, the defining characteristic in this question is unequivocal: current allocation is based on past sales .
Operations-management research describes turn-and-earn as a capacity-allocation mechanism commonly used in industries such as automobiles, with current allocation determined using historical retailer sales.
Reference Topic: Demand Planning - Shortage Gaming, Allocation Rules, and Turn-and-Earn.
質問 # 27
Cycle inventory is primarily held to
正解：A
解説：
Cycle inventory is the average inventory created when a supply-chain stage orders or produces in quantities larger than the immediate rate of customer consumption. The principal economic justification is to exploit economies of scale in purchasing, production, ordering, and transportation and thereby reduce total supply- chain cost.
For example, placing a purchase order may involve administrative and transportation expenses that are incurred regardless of whether the order contains 10 units or 1,000 units. Similarly, manufacturing may require a setup each time a production run begins. By processing a larger lot, these fixed costs can be distributed across more units. That reduces the ordering, setup, or transportation cost per unit.
The trade-off is that larger lots produce more cycle inventory and consequently greater holding cost. Effective inventory management therefore does not simply maximize lot size. Instead, it balances scale economies against the cost of carrying additional inventory.
A diseconomy of scale would mean cost increases as the activity expands, which would provide no economic justification for intentionally carrying cycle inventory. Likewise, increasing overall supply-chain cost is contrary to the objective of inventory optimization.
Therefore, option D correctly expresses both the economic mechanism and objective.
Reference Topic: Inventory and Warehousing - Cycle Inventory and Economies of Scale.
質問 # 28
If retailers sell products from competing manufacturers in a VMI system,
正解：B
解説：
Vendor-managed inventory transfers the replenishment decision for a retailer's product to the supplier or manufacturer. This can improve coordination when one manufacturer is managing the relevant inventory because it has direct access to downstream demand and inventory information. The problem becomes more complex when several competing manufacturers independently manage inventory for their own products at the same retailer.
Each manufacturer has an incentive to protect the availability and shelf presence of its own products. Because one manufacturer does not fully internalize the inventory-holding consequences created by the other manufacturers, each may replenish more aggressively than would be optimal from the retailer's total-category perspective. The combined outcome is therefore excessive downstream inventory.
This is why inventory at the retailer can be higher than the systemwide optimum , making D correct. The issue can be mitigated by coordinated category management, including assigning one category leader to consider replenishment across competing suppliers rather than allowing each supplier to optimize independently.
This concept directly supports the ACSCP emphasis on inventory management and integrated supply-chain decision making. The exact VMI relationship is also established in standard supply-chain coordination material: competing manufacturers managing their own retailer inventories can produce higher-than-optimal retailer inventory.
Reference Topic: Inventory Management - Vendor-Managed Inventory, Coordination, and Category Management.
質問 # 29
The price paid per unit is referred to as
正解：B
解説：
Within the standard cycle-inventory formulation used for supply-chain lot-sizing decisions, the price paid for each unit is the material cost , conventionally denoted by C . The terminology matters because the principal cost variables in the basic model represent different economic drivers.
Material cost C represents the acquisition value per unit. Fixed ordering cost S represents the cost incurred each time an order or production lot is initiated, irrespective of the quantity in the lot. Inventory holding cost is linked to the value of inventory and the carrying-cost rate over a specified period. In many supply-chain models, annual holding expense per unit is expressed using a carrying-rate relationship involving the unit material cost.
Option D is deliberately plausible because everyday commercial terminology often refers to the amount paid as the "purchase price." However, the question asks for the defined variable within this particular inventory- model notation. In that framework, C is the material cost.
Correct identification of these variables is necessary when analyzing EOQ, quantity discounts, cycle inventory, and the effect of acquisition value on carrying cost. The exact formulation is also consistently presented in standard supply-chain cycle-inventory question sets.
Reference Topic: Inventory and Warehousing - Inventory Cost Parameters and Lot-Sizing Models.
質問 # 30
Wanting to make sure your raw material is in place for on demand manufacturing is an example of what?
正解：A
解説：
The best answer is limited fixed asset usage . In an on-demand manufacturing model, the organization attempts to delay production until genuine customer requirements are known rather than building and storing large quantities of finished goods in advance. Maintaining appropriate raw-material availability supports this postponement strategy.
The advantage is that the organization does not need to commit the same level of warehouse space, finished- goods storage infrastructure, and other fixed resources required by a traditional build-to-stock model.
Materials can be positioned so that production occurs when demand is triggered, allowing assets to be used more selectively and reducing the need for excess finished-goods capacity.
Raw-material availability remains critical because an on-demand system cannot respond quickly if production must wait for basic inputs. Thus, supply planning must synchronize material availability with flexible manufacturing capability. Research on on-demand manufacturing similarly emphasizes its role in reducing customers' need for on-site inventory and increasing manufacturing flexibility.
Although this approach may also contribute to cost reduction, the wording of the question is specifically aimed at the benefit of avoiding unnecessary fixed-asset commitment.
Reference Topic: Production and Operations Alignment - On-Demand Manufacturing, Postponement, and Asset Utilization.
質問 # 31
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