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| Section | Weight | Objectives |
|---|---|---|
| Plan and Manage Inventory | 19% | - Inventory principles and control
|
| Align the Supply Chain to Support the Business Strategy | 15% | - Supply chain environment and strategy alignment
|
| Plan and Manage Distribution | 5% | - Distribution network and logistics
|
| Conduct Sales and Operations Planning (S&OP) to Support Strategy | 9% | - S&OP process and purpose
|
| Plan and Manage Supply | 16% | - Supply planning and execution
|
| Plan and Manage Demand | 9% | - Demand forecasting and planning
|
| Plan, Manage, and Execute Detailed Schedules | 16% | - Scheduling techniques and execution
|
| Manage Quality, Continuous Improvement, and Technology | 11% | - Quality management and improvement
|
>> CPIM-8.0 Actual Questions <<
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NEW QUESTION # 105
Which of the following methods most likely Introduces a temporary variance between the inventory balance and the inventory record?
Answer: C
Explanation:
Backflushing is a method of inventory accounting that deducts the materials used in production from the inventory record after the completion of a product or batch. This introduces a temporary variance between the actual inventory balance and the inventory record, which should be reconciled periodically. Inventory write-off, cycle count, and kanban do not cause such a variance. Reference: [CPIM Part 1 Study Guide], Chapter 5: Inventory Management, Section 5.3: Inventory Record Accuracy, p. 5-15.
NEW QUESTION # 106
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: C
NEW QUESTION # 107
Which of the following actions hinders the transition from a push system to a pull system?
Answer: D
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 # 108
In a Zero Trust (ZT) model, where should the enforcement component be placed and why?
Answer: B
NEW QUESTION # 109
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?
Answer: A
Explanation:
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
NEW QUESTION # 110
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