CPIM-8.0 UPDATED CBT & NEW CPIM-8.0 PRACTICE MATERIALS

CPIM-8.0 Updated CBT & New CPIM-8.0 Practice Materials

CPIM-8.0 Updated CBT & New CPIM-8.0 Practice Materials

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APICS Certified in Planning and Inventory Management (CPIM 8.0) Sample Questions (Q29-Q34):

NEW QUESTION # 29
During the sales and operations planning (S&OP) process, which of the following tasks is the primary responsibility of the functional representatives on the supply planning team?

  • A. Understanding how to use the plan to improve functional performance
  • B. Ensuring that the functional objectives are considered when developing the plans
  • C. Communicating when an event will prevent meeting the supply plan
  • D. Identifying reasons why the demand plan is not realistic

Answer: B

Explanation:
The supply planning team is responsible for developing a supply plan that balances the demand plan with the available resources and capacities. The functional representatives on the supply planning team, such as production, procurement, engineering, and finance, need to ensure that their functional objectives are considered when developing the plans. For example, production needs to consider the impact of the supply plan on the production schedule, capacity utilization, and labor requirements. Procurement needs to consider the impact of the supply plan on the supplier relationships, lead times, and inventory levels. Engineering needs to consider the impact of the supply plan on the product design, quality, and innovation. Finance needs to consider the impact of the supply plan on the costs, revenues, and profitability. By ensuring that the functional objectives are considered, the supply planning team can create a feasible and optimal supply plan that aligns with the overall business strategy12. References: 1 S&OP: A Comprehensive Overview of Sales and Operations Planning 3 2 CPIM Exam References - Association for Supply Chain Management 1


NEW QUESTION # 30
What priority control technique is most appropriate for a firm using a cellular production system?

  • A. Distribution requirements planning (DRP)
  • B. Shortest processing time (SPT) rule
  • C. Push production activity control (PAC)
  • D. Pull production activity control (PAC)

Answer: D

Explanation:
A cellular production system is a type of lean manufacturing system that reduces waste and improves efficiency by grouping machines and workers into cells that can produce a complete product or a product family. A pull production activity control (PAC) technique is most appropriate for a cellular production system because it allows the cells to produce only what is needed by the downstream processes or customers, thus minimizing inventory and overproduction. A pull PAC technique also enables quick response to changes in demand and feedback from quality control. A push PAC technique, on the other hand, is based on predetermined schedules and forecasts, which may not match the actual demand and may result in excess inventory and waste. The shortest processing time (SPT) rule and the distribution requirements planning (DRP) are not specific to cellular production systems and do not take into account the customer demand or the cell capacity. References:
*CPIM Part 2 Exam Content Manual, p. 49
*Cellular Manufacturing: A Comprehensive Guide
*Cellular manufacturing - Wikipedia


NEW QUESTION # 31
A company is having trouble with raw material deliveries and has decided to develop a supplier certification program. The certification process most appropriately would start with which of the following suppliers?

  • A. Suppliers recently ISO 9000 certified
  • B. Suppliers with vendor-managed inventory (VMI)
  • C. Suppliers with the worst performance records
  • D. Suppliers of "A" classified items

Answer: D

Explanation:
A supplier certification program is a formal process of evaluating and approving potential suppliers based on certain criteria, such as quality, delivery, cost, and service. The purpose of a supplier certification program is to ensure that the suppliers meet the standards and expectations of the company and to reduce the risks and costs associated with poor supplier performance. A supplier certification program should start with the suppliers of "A" classified items, which are the most critical and valuable items for the company. These items have the highest impact on the company's profitability and customer satisfaction, and therefore require the highest level of supplier reliability and quality. By certifying the suppliers of "A" classified items, the company can improve its supply chain performance and reduce its dependence on inspection and corrective actions. This aligns with CPIM's focus on plan and manage supply and plan and manage distribution. References: The concepts are covered in detail in Module 3: Supply Management (1 and Module
7: Distribution and Logistics Management (2. You can also find more information about supplier certification programs from these sources: 3, 4, and 5.


NEW QUESTION # 32
Which of the following statements about demonstrated capacity Is true?

  • A. It should be higher than rated capacity.
  • B. It reflects the future load.
  • C. It is determined from actual results.
  • D. It considers utilization and efficiency factors.

Answer: C

Explanation:
Demonstrated capacity is the actual output achieved by a resource or a system over a period of time, such as a day, a week, or a month. It is determined from actual results, such as production records, time studies, or historical data. Demonstrated capacity reflects the past performance, not the future load, of a resource or a system. It may be lower or higher than the rated capacity, which is the theoretical or design capacity of a resource or a system. Demonstrated capacity considers utilization and efficiency factors, such as machine availability, operator skills, product mix, quality issues, or maintenance schedules, that affect the actual output. References:
Managing Supply Chain Operations, Chapter 5: Capacity Planning and Management, Section 5.2:
Capacity Planning Decisions, page 132-133.
Manufacturing Planning and Control for Supply Chain Management: The CPIM Reference, Second Edition, Chapter 6: Capacity Management, Section 6.2: Capacity Planning, page 156-157.
CPIM 8.0 Exam Content Manual Preview, Module 5: Plan and Manage Supply, Section 5.1: Plan and Manage Capacity, page 9.


NEW QUESTION # 33
The production plan relates to a firm's financial planning because it is used to:

  • A. identify future cash needs.
  • B. determine variable costs.
  • C. project payroll costs.
  • D. calculate standard product costs.

Answer: A

Explanation:
The production plan relates to a firm's financial planning because it is used to identify future cash needs. The production plan is a plan that specifies the quantity and timing of production for each product or product family. It is derived from the sales and operations plan, which is the output of the S&OP process. The production plan affects the firm's financial planning because it determines the amount of cash that is needed to purchase materials, pay labor, and cover overhead costs. The production plan also affects the amount of cash that is generated from sales, as it influences the delivery time and customer service level. Therefore, the production plan helps to forecast the cash inflows and outflows, and to plan for the financing and investing activities of the firm. The other statements are not true about the production plan. The production plan does not calculate standard product costs, as standard product costs are predetermined costs that are based on the expected inputs and outputs of production. The production plan does not determine variable costs, as variable costs are costs that vary with the level of production. The production plan does not project payroll costs, as payroll costs are part of the labor budget, which is derived from the production budget. References: Production Plan | APICS Dictionary Term of the Day, APICS CPIM 8 Planning and Inventory Management | ASCM


NEW QUESTION # 34
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