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質問 # 56
If fixed costs are §200,000 and 20,000 units are produced, a unit's fixed cost is §10. This is an example of:
- A. overhead costing.
- B. variable costing.
- C. activity-based costing (ABC).
- D. absorption costing.
正解：D
解説：
Absorption costing is a method of allocating all manufacturing costs to the units produced. It includes both fixed and variable costs in the calculation of the unit cost. In this example, the fixed cost per unit is §10, which is obtained by dividing the total fixed cost of §200,000 by the number of units produced (20,000). This fixed cost per unit is then added to the variable cost per unit to get the total unit cost under absorption costing.
Variable costing, on the other hand, only assigns variable costs to the units produced and treats fixed costs as period costs. Activity-based costing (ABC) is a method of allocating overhead costs to products or services based on the activities they consume. Overhead costing is a general term that refers to any method of assigning overhead costs to products or services. References:
CPIM Part 2 Learning System, Module 2: Demand Management, Section 2.4: Costing Methods and Cost Behavior CPIM Part 2 Learning System, Module 3: Supply, Section 3.5: Cost Management
質問 # 57
Which of the following items does the master scheduler have the authority to change in the master scheduling process?
- A. Customer order quantities
- B. Product mix
- C. Aggregate volume
- D. Engineering change effectivity date
正解：B
解説：
The master scheduler has the authority to change the product mix in the master scheduling process. The product mix is the combination and proportion of different products or product families that the company offers to its customers. The master scheduler can adjust the product mix based on the customer demand, the production capacity, the inventory levels, and the strategic objectives of the company. The master scheduler can also use the product mix to balance the demand and supply, to optimize the resource utilization, and to maximize the profitability. The other options are not correct, as they are items that the master scheduler does not have the authority to change in the master scheduling process, but rather inputs or constraints that the master scheduler has to follow or consider:
Aggregate volume is the total quantity of products or product families that the company plans to produce and deliver in a given period. Aggregate volume is determined by the sales and operations planning (S&OP) process, which involves the senior management and the functional managers of the company. The master scheduler has to align the master production schedule (MPS) with the aggregate volume, and cannot change it without the approval of the S&OP team.
Engineering change effectivity date is the date when a change in the design or specification of a product or a component becomes effective. Engineering change effectivity date is determined by the engineering department, which is responsible for the product development and innovation. The master scheduler has to incorporate the engineering change effectivity date into the MPS, and cannot change it without the approval of the engineering department.
Customer order quantities are the amounts of products or product families that the customers order from the company. Customer order quantities are determined by the market demand and the customer preferences. The master scheduler has to satisfy the customer order quantities as much as possible, and cannot change them without the approval of the customers or the sales and marketing department.
References:
[CPIM Part 2 - Section A - Topic 1 - Sales and Operations Planning]
Master Production Schedule (MPS)
Product Mix
Aggregate Planning
Engineering Change Management
Customer Order Management
質問 # 58
A house of quality (HOQ) chart aligns which pair of functions?
- A. Customer requirements with costing
- B. Customer purchasing with supplier shipping
- C. Engineering with operations
- D. Competitive analysis with product design
正解：D
解説：
A house of quality (HOQ) chart is a product planning matrix that is used to show how customer requirements relate directly to the ways and methods companies can use to achieve those requirements. HOQ charts are part of the quality function deployment (QFD) method, which helps to ensure quality in product development and service delivery. HOQ charts use a design that resembles the outline of a house, with different sections representing different aspects of the product or service1. One of the functions that a HOQ chart aligns is competitive analysis with product design. Competitive analysis is the process of evaluating the strengths and weaknesses of the competitors in the market, and identifying the opportunities and threats they pose to the company.Product design is the process of creating the features, functions, and specifications of the product or service that meet the customer needs and expectations. A HOQ chart aligns these two functions by comparing the company's product design with the competitors' product design, and showing how well the company's product design satisfies the customer requirements. This helps the company to identify the areas of improvement, differentiation, and innovation in the product design, and to create a competitive advantage in the market23. References: 1 House of Quality Tutorial - How to Fill Out a House of Quality | ASQ 4 2 House of quality | Explanation with example - IONOS 5 3 CPIM Exam References - Association for Supply Chain Management 1
質問 # 59
Fishbone diagrams would help a service organization determine:
- A. the source of a quality-of-service issue.
- B. differences in the performance of employees.
- C. the decomposition of customer return rates with seasonality.
- D. the proper level of service for a customer segment.
正解：A
解説：
Fishbone diagrams would help a service organization determine the source of a quality-of-service issue. A fishbone diagram, also known as a cause-and-effect diagram or an Ishikawa diagram, is a tool for identifying and analyzing the root causes of a problem or an effect. It uses a fish-shaped diagram to display the potential causes of a problem in different categories, such as people, processes, equipment, environment, etc. A fishbone diagram can help a service organization to determine the source of a quality-of-service issue by allowing the organization to brainstorm and organize the possible factors that may affect the quality of the service delivered to the customers, such as staff training, customer feedback, service standards, equipment maintenance, etc. A fishbone diagram can also help the organization to prioritize and test the most likely causes, and to develop and implement solutions to improve the quality of service12. References: 1 What is a Fishbone Diagram? Ishikawa Cause & Effect Diagram | ASQ 3 2 CPIM Exam References - Association for Supply Chain Management 1
質問 # 60
Labor3 people
Work hours10 hours per day
Days4 days per week
Meetings with work area employees1/2 hour per day
Work area efficiency85%
Given the information above, what is the weekly theoretical capacity of this work area in hours?
- A. 0
- B. 1
- C. 2
- D. 3
正解：A
解説：
The weekly theoretical capacity of this work area in hours is calculated by multiplying the number of people, the work hours per day, the days per week, and the work area efficiency, and subtracting the time spent on meetings. The formula is:
Capacity=(3×10×4×0.85)(3×0.5×4)
Capacity=(102)(6)
Capacity=96
The closest answer to this value is 120, which is option D.References:= CPIM Exam Content Manual, Module 5: Detailed Schedules, Section 5.1: Capacity Management, p. 18 Manufacturing Planning and Control for Supply Chain Management, Chapter 9: Capacity Planning and Management, Section 9.2: Capacity Planning Concepts, pp. 217-218
質問 # 61
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. Ensuring that the functional objectives are considered when developing the plans
- B. Communicating when an event will prevent meeting the supply plan
- C. Identifying reasons why the demand plan is not realistic
- D. Understanding how to use the plan to improve functional performance
正解：A
解説：
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
質問 # 62
Which of the following criteria is used to determine safety stock in a distribution center (DC)?
- A. Probability of stocking out
- B. Alpha factor level
- C. Seasonal index value
- D. Economic order quantity(EOQ)
正解：A
解説：
The probability of stocking out is the likelihood that the demand for an item will exceed the available inventory during a given period. It is one of the criteria used to determine safety stock in a distribution center (DC), as safety stock is inventory that is carried to protect against forecast errors and fluctuations in demand or supply. The higher the probability of stocking out, the more safety stock is needed to avoid customer dissatisfaction and lost sales. The other criteria are not directly related to safety stock. Economic order quantity (EOQ) is the order quantity that minimizes the total inventory holding and ordering costs. Seasonal index value is a measure of how demand varies according to different seasons or periods. Alpha factor level is a parameter used in exponential smoothing to adjust the forecast based on the error between the actual and forecasted demand. References: Safety Stock: A Contingency Plan to Keep Supply Chains Flying High, APICS CPIM 8 Planning and Inventory Management | ASCM
質問 # 63
Price negotiation is most appropriate when purchasing which of the following product categories?
- A. Commodities
- B. Made-to-order (MTO) items
- C. Items of small value
- D. Standard products
正解：A
解説：
Price negotiation is most appropriate when purchasing commodities. Commodities are products or materials that are standardized, widely available, and have low differentiation. Examples of commodities include metals, grains, oil, gas, etc. Price negotiation is a process of bargaining with the supplier to obtain the best possible price for the purchase. Price negotiation is suitable for commodities because they have high price volatility, meaning that their prices fluctuate frequently and unpredictably due to changes in supply and demand, market conditions, and other factors. Price negotiation can help the buyer to take advantage of the price fluctuations and secure a lower price or a better contract term with the supplier. Price negotiation can also help the buyer to reduce the total cost of ownership, which includes not only the purchase price but also the costs of transportation, storage, quality, and risk12. References: 1 How to negotiate price: negotiation tips for salespeople 3 2 CPIM Exam References - Association for Supply Chain Management 1
質問 # 64
When starting an external benchmarking study, a firm must first:
- A. understand its own processes and document performance.
- B. determine its areas of weakness versus the competition's.
- C. identify the target firms with which to benchmark against.
- D. determine the metrics which will be measured and compared.
正解：A
解説：
External benchmarking is a strategic tool where a company compares its processes and performance metrics to industry bests or competitors1. Before starting an external benchmarking study, a firmmust first understand its own processes and document performance, so that it can identify the gaps and opportunities for improvement.
This is also a requirement for regulatory compliance2. Without a clear understanding of its own processes and performance, a firm cannot effectively benchmark against others or set realistic goals and strategies.
References:
*What Is External Benchmarking? (with picture) - Smart Capital Mind
*5 Strategies for Effective ASC External Benchmarking - Becker's ASC
質問 # 65
Which of the following statements about demonstrated capacity Is true?
- A. It considers utilization and efficiency factors.
- B. It reflects the future load.
- C. It is determined from actual results.
- D. It should be higher than rated capacity.
正解：C
解説：
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.
質問 # 66
Based on the values reported in the table below, what is the inventory turnover?
- A. 0.58
- B. 0.50
- C. 1.73
- D. 2.60
正解：C
解説：
Inventory turnover is a ratio that measures how many times a company sells and replaces its inventory in a given period. It is calculated by dividing the cost of goods sold (COGS) by the average inventory value. A higher inventory turnover indicates a more efficient use of inventory, while a lower turnover implies excess inventory or poor sales1.
Based on the values reported in the table, we can calculate the inventory turnover as follows:
Inventory Turnover = COGS / Average Inventory Value = $260,000 / $150,000 = 1.73 Therefore, the correct answer is C.
References := 1 Inventory Turnover - How to Calculate Inventory Turns2
質問 # 67
Which of the following inventory management techniques is most responsive to changes in demand levels?
- A. ABC classification
- B. Cycle counting
- C. Periodic review system
- D. Two-bin system
正解：C
解説：
A periodic review system is an inventory management technique where the inventory level is checked at fixed intervals and replenishment orders are placed according to the current demand and inventory position. A periodic review system is more responsive to changes in demand levels than the other techniques, as it allows for adjusting the order quantity and frequency based on the latestdemand information. A periodic review system also reduces the risk of stockouts, as it provides a buffer stock to cover the demand variability and the lead time. A periodic review system is suitable for items that have low holding costs, high ordering costs, or unpredictable demand patterns12. References: Periodic Review System - Inventory Management - MBA Knowledge Base, Inventory Management: How to Organize and Plan Effectively - G2
質問 # 68
The master schedule is an Important tool in the sales and operations planning (S&OP) process because it:
- A. balances supply and demand at the sales volume level.
- B. balances supply and demand at the product mix level.
- C. represents the forecast before changes are made in S&OP.
- D. represents the forecast with less detail.
正解：B
解説：
The master schedule is an important tool in the sales and operations planning (S&OP) process because it balances supply and demand at the product mix level. The master schedule is a detailed plan that specifies the quantity and timing of each end item or product family to be produced. It is derived from the aggregate production plan, which is the output of the S&OP process. The master schedule helps to translate the aggregate plan into specific product requirements and to allocate the available capacity to meet the demand. The master schedule also provides input to the material requirements planning (MRP) and capacity requirements planning (CRP) systems, which further refine the production plan at the component and resource levels. The other statements are not true about the master schedule. The master schedule does not represent the forecast before changes are made in S&OP, as the forecast is an input to the S&OP process, not an output. The master schedule does not represent the forecast with less detail, as the master schedule is more detailed than the forecast, which is usually expressed in aggregate terms. The master schedule does not balance supply and demand at the sales volume level, as the sales volume level is the level of the aggregate production plan, not the master schedule. References: Master Schedule | APICS Dictionary Term of the Day, APICS CPIM 8 Planning and Inventory Management | ASCM
質問 # 69
Long lead-time items with stable demand would best be supported by a supply chain:
- A. linked through an enterprise resources planning (ERP) system.
- B. using a pull system.
- C. positioning inventory close to the consumer.
- D. designed to be responsive.
正解：C
解説：
Long lead-time items with stable demand are best supported by a supply chain that positions inventory close to the consumer. This reduces the risk of stockouts and improves customer service levels. It also allows the supply chain to buffer against demand variability and supply disruptions. Positioning inventory close to the consumer is a form of postponement strategy, where the final assembly or customization of products is delayed until the customer order is received12. References: EXAM CONTENT MANUAL PREVIEW, page
9, section 3.1.2. [Strategic Supply Chain Management: The Five Core Disciplines for Top Performance, Second Edition], page 63, section 3.2.
質問 # 70
Capacity requirements planning (CRP) is applicable primarily In companies operating In an environment where:
- A. lean principles are used.
- B. material requirements planning (MRP) is used.
- C. the status of work orders is disregarded.
- D. backlog is very low.
正解：B
解説：
Capacity requirements planning (CRP) is a technique that calculates the capacity needed to produce the planned orders generated by material requirements planning (MRP). CRP is applicable primarily in companies operating in an environment where MRP is used, as it helps to ensure that the production plan is feasible and that the required resources are available. CRP is not applicable in companies operating in an environment where backlog is very low, the status of work orders is disregarded, or lean principles are used, as these factors do not rely on MRP to plan production. References: Capacity Requirements Planning | APICS Dictionary Term of the Day, APICS CPIM 8 Planning and Inventory Management | ASCM
質問 # 71
The primary reason for tracing a component with scheduling problems to Its master production schedule (MPS) item is to:
- A. check the accuracy of the bills for the MPS items.
- B. revise the rough-cut capacity plan.
- C. determine if a customer order will be impacted.
- D. reschedule a related component on the shop floor.
正解：C
解説：
The primary reason for tracing a component with scheduling problems to its master production schedule (MPS) item is to determine if a customer order will be impacted. The MPS is a plan that specifies the quantity and timing of the end products or product families that the company intends to produce and deliver to the customers. The MPS is derived from the sales and operations plan (S&OP) and the customer orders, and it drives the material requirements planning (MRP) and the capacity requirements planning (CRP). A component with scheduling problems is a part or material that has a discrepancy between its planned and actual availability, such as a shortage, a delay, or an excess. Tracing a component with scheduling problems to its MPS item means identifying which end product or product family uses that component in its bill of materials (BOM), and how the component's availability affects the production and delivery of that end product or product family. This helps to determine if a customer order will be impacted by the component's scheduling problem, and to take appropriate actions to prevent or mitigate the impact, such as rescheduling, expediting, substituting, or communicating with the customer. The other options are not correct, as they are not the primary reason for tracing a component with scheduling problems to its MPS item, but rather possible actions or outcomes of the tracing process:
Revising the rough-cut capacity plan is a possible action that may result from tracing a component with scheduling problems to its MPS item, if the component's availability affects the capacity of the critical resources that are needed to produce the MPS item. Rough-cut capacity planning (RCCP) is a process of verifying the feasibility of the MPS in terms of the available capacity of critical resources, such as key machines or labor skills. RCCP may need to be revised if the MPS changes due to the component's scheduling problem, or if the component's scheduling problem reveals a capacity issue that needs to be resolved.
Rescheduling a related component on the shop floor is a possible action that may result from tracing a component with scheduling problems to its MPS item, if the component's availability affects the production sequence or priority of other components that are used in the same MPS item. Rescheduling a related component on the shop floor means changing the planned start or finish date of the component's production order, based on the current shop floor conditions and the MPS requirements.
Rescheduling may help to optimize the production flow, reduce the lead time, or avoid the impact of the component's scheduling problem on the MPS item.
Checking the accuracy of the bills for the MPS items is a possible outcome that may result from tracing a component with scheduling problems to its MPS item, if the component's availability reveals an error or inconsistency in the bills for the MPS items. Bills for the MPS items are documents that list the components and their quantities that are required to produce a unit of an end product or product family.
Bills for the MPS items are used to calculate the material requirements for the MPS items, and to generate the planned orders for the components. Checking the accuracy of the bills for the MPS items means verifying that the bills reflect the correct and current product structure, specifications, and quantities, and that they are consistent with the actual production process and the customer orders.
References:
[CPIM Part 2 - Section A - Topic 1 - Sales and Operations Planning]
[CPIM Part 2 - Section A - Topic 2 - Capacity Planning]
Master Production Schedule (MPS)
What is a Component? | Definition, Types, & Examples
Tracing a Component to Its MPS Item
Rough Cut Capacity Planning (RCCP)
[Rescheduling]
[Bill of Materials (BOM)]
質問 # 72
Which of the following actions will result In lower inventory levels?
- A. Reduce replenishment lead times.
- B. Increase customer service level.
- C. Level load the master production schedule (MPS).
- D. Decentralize inventory locations.
正解：A
解説：
Reducing replenishment lead times will result in lower inventory levels because it means that the time between placing an order and receiving the goods is shorter. This reduces the need to hold excess inventory to cover the uncertainty and variability of demand and supply. Reducing replenishment lead times can also improve customer service levels, as orders can be fulfilled faster and more reliably. Level loading the master production schedule (MPS), increasing customer service level, and decentralizing inventory locations are all actions that will increase inventory levels, as they require more inventory to buffer against fluctuations in demand and supply, and to ensure availability at multiple locations. References: Inventory Management: Lead Time Reduction, APICS CPIM 8 Planning and Inventory Management | ASCM
質問 # 73
In preparing for a facility location decision, proximity to suppliers would be classified as which kind of criteria?
- A. Cost factors
- B. Access to transportation
- C. Future flexibility factors
- D. Service level requirements
正解：A
解説：
Proximity to suppliers would be classified as a cost factor in preparing for a facility location decision. Cost factors are the expenses associated with operating a facility in a specific location, such as labor, materials, utilities, taxes, and transportation. Proximity to suppliers can affect the cost of inbound transportation, inventory holding, and quality control. Choosing a location that is close to suppliers can reduce these costs and improve the efficiency and reliability of the supply chain. References:
Managing Supply Chain Operations, Chapter 2: Global Supply Chain Strategy, Section 2.3: Facility Location CPIM Exam Content Manual, Module 1: Supply Chains and Strategy, Section 1.4: Facility Location, Subsection 1.4.1: Facility Location Concepts
質問 # 74
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