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質問 # 68
An increase in the scrap allowance in an assembled item will result in which of the following consequences?
- A. An increase in the assembled item's planned lead time
- B. Replanning of the component items in material requirements planning (MRP)
- C. A change in the bill ofmaterials'(BOM) quantity per assembled item
- D. An increase in the component items' cost
正解：B
解説：
Explanation
Scrap allowance is a percentage or quantity of material that is expected to be lost or wasted during the production process. Scrap allowance is usually applied to the component items in a bill of materials (BOM), which is a document that lists the materials, quantities, and relationships required to produce an end item. An increase in the scrap allowance in an assembled item will result in replanning of the component items in material requirements planning (MRP), which is a system that calculates the timing and quantity of materials and resources needed to meet the production plan. Replanning of the component items in MRP means that the system will adjust the planned order releases, order quantities, and due dates of the component items to account for the increased scrap allowance. Replanning of the component items in MRP will ensure that enough material is available to meet the demand for the assembled item, and to avoid shortages or excess inventory.
References: CPIM Exam Content Manual Version 7.0, Domain 4: Plan and Manage Supply, Section 4.2:
Implement Supply Plans, Subsection 4.2.1: Describe how to implement material requirements planning (MRP) (page 38).
質問 # 69
A factory work center has the following work orders. What is the load on this work center?
- A. 332.5 hours
- B. 257 hours
- C. 248 hours
- D. 252.5 hours
正解：A
解説：
Explanation
The load on a work center is the total time required to complete all the work orders assigned to that work center. The load can be calculated by multiplying the quantity and the run time of each work order, and then adding them up. The formula is:
Load = (Q1 x R1) + (Q2 x R2) + ... + (Qn x Rn)
Where Q is the quantity and R is the run time of each work order.
Using the data from the table, we can plug in the values and get:
Load = (10 x 8) + (15 x 9) + (12 x 7.5) + (20 x 10) + (8 x 6.5) = 80 + 135 + 90 + 200 + 52 = 557 Therefore, the load on this work center is 557 hours.
References: CPIM Exam Content Manual Version 7.0, Domain 6: Plan, Manage, and Execute Detailed Schedules, Section 6.3: Monitor Detailed Schedules, Subsection 6.3.2: Describe how to monitor input/output control (I/O) (page 60).
質問 # 70
A company can easily change its workforce, but inventory carrying costs are high. Which of the followingstrategies would bemost appropriate during times of highly fluctuating demand?
- A. Produce to demand
- B. Produce at a constant level
- C. Produce to backorders
- D. Produce to the sales forecast
正解：C
解説：
Explanation
Producing to backorders means that the company only produces goods when there is a confirmed customer order. This strategy is most appropriate during times of highly fluctuating demand, as it allows the company to avoid holding excess inventory that may incur high carrying costs and become obsolete. Producing to backorders also enables the company to adjust its workforce according to the actual demand, which can be easily changed as the question states. This strategy can improve customer satisfaction, as the products are tailored to the specific needs and preferences of each customer. However, producing to backorders also has some drawbacks, such as longer lead times, higher production costs, and lower economies of scale.
The other strategies are less suitable for highly fluctuating demand. Producing at a constant level means that the company produces goods at a fixed rate regardless of the demand fluctuations. This strategy can result in either excess inventory or stockouts, depending on whether the demand is lower or higher than the production level. Producing to the sales forecast means that the company produces goods based on the projected demand for a certain period. This strategy can be effective if the forecast is accurate, but it can also lead to inventory imbalances if the forecast is inaccurate or if there are unexpected changes in demand. Producing to demand means that the company produces goods based on the current demand in the market. This strategy can be responsive and flexible, but it can also be challenging to implement, as it requires high visibility, coordination, and agility in the supply chain.
References : CPIM Part 2 Exam Content Manual, Domain 4: Plan and Manage Supply, Section B: Production Planning and Control, Subsection 1: Production Strategies and Techniques, Page 19.
質問 # 71
A planner has chosen to increase the order point for a raw material. Which of the following costs is most likely to increase?
- A. Carrying
- B. Product
- C. Ordering
- D. Landed
正解：A
解説：
Explanation
Carrying cost is the cost of holding inventory over a period of time. Carrying cost includes the cost of storage, insurance, taxes, obsolescence, spoilage, and opportunity cost of capital. Carrying cost is usually expressed as a percentage of the inventory value per year. An order point is the level of inventory that triggers a replenishment order. An order point is calculated based on the demand rate, the lead time, and the safety stock.
An order point is used to maintain a balance between inventory availability and inventory cost. A planner who chooses to increase the order point for a raw material is most likely to increase the carrying cost, as a higher order point means a higher average inventory level, which in turn means a higher carrying cost. Increasing the order point may reduce the risk ofstockouts and improve customer service, but it also increases the inventory investment and its associated costs.
The other options are not likely to increase as a result of increasing the order point. Ordering cost is the cost of placing and receiving an order. Ordering cost includes the cost of processing, transportation, inspection, and setup. Ordering cost is usually expressed as a fixed amount per order. Ordering cost is not affected by the order point, but by the order quantity and the number of orders. Landed cost is the total cost of delivering a product or service to the customer. Landed cost includes the cost of production, transportation, taxes, duties, and fees. Landed cost is usually expressed as a percentage of the product or service value. Landed cost is not affected by the order point, but by the sourcing, pricing, and logistics decisions. Product cost is the total cost of producing a product or service. Product cost includes the cost of materials, labor, and overhead. Product cost is usually expressed as a variable amount per unit. Product cost is not affected by the order point, but by the production methods, techniques, and efficiency. References: CPIM Exam Content Manual Version 7.0, Domain 5: Plan and Manage Inventory, Section 5.1: Inventory Management Concepts, p. 30; Order Point; Carrying Cost.
質問 # 72
An order that moves into a work center on schedule following completion of a previous operation will move:
- A. into the queue when there is capacity available.
- B. to the end of the queue.
- C. to the beginning of the queue.
- D. into the queue in priority sequence.
正解：D
解説：
Explanation
A queue is the number of hours that a work order sits in front of a work center before it starts. It also includes the move time required to physically move partially completed items from the previous operation to the next work center1. A queue is used to provide a buffer between the time that a component arrives at a machine or work center and when the operation actually starts2. A queue can help to neutralize delays in previous operations and to reduce the waiting time and flow time of the work orders3.
An order that moves into a work center on schedule following completion of a previous operation will move into the queue in priority sequence. This means that the order will be placed in the queue according to its priority level, which is determined by the priority control technique used for the production system. A priority control technique is a method of determining the sequence and timing of production orders in a manufacturing system4. Some examples of priority control techniques are first-come, first-served (FCFS), shortest processing time (SPT), earliest due date (EDD), and critical ratio (CR). Depending on the priority control technique, an order may move to the beginning, end, or middle of the queue.
An order will not necessarily move to the end or the beginning of the queue, as these positions depend on the priority level of the order and the other orders in the queue. An order will not move into the queue when there is capacity available, as this implies that there is no queue at all. Capacity is the amount of time or resources available for production at a work center5. Capacity can be affected by factors such as machine availability, labor skills, setup time, and maintenance. Capacity planning is a function of determining and adjusting the optimal level of resources needed to meet the demand5.
質問 # 73
A 58 environment should be maintained for which of the following reasons?
- A. To standardize training
- B. To support standard work
- C. To promote level loading
- D. To prepare for customer visits
正解：B
解説：
Explanation
A 5S environment is a type of workplace organization method that uses a list of five Japanese words: seiri (sort), seiton (set in order), seiso (shine), seiketsu (standardize), and shitsuke (sustain). The goal of 5S is to create a clean, uncluttered, safe, and well organized workplace that helps reduce waste and optimize productivity. A 5S environment should be maintained for the following reason:
To support standard work: Standard work is a set of documented procedures that define the best way to perform a task or process. Standard work helps to ensure quality, efficiency, safety, and consistency. A
5S environment supports standard work by providing a clear and visible layout of the work area, tools, materials, and instructions. A 5S environment also helps to maintain the condition and performance of the equipment and facilities. A 5S environment enables workers to follow standard work easily and effectively.
References: 5S - What are The Five S's of Lean? | ASQ; 5S (methodology) - Wikipedia.
質問 # 74
Sales and operations planning (S&0P) in a make-to-stock (MTS) environment is concerned withprojecting:
- A. inventory.
- B. backlog.
- C. item forecasts.
- D. bookings.
正解：A
解説：
Explanation
Sales and operations planning (S&OP) in a make-to-stock (MTS) environment is concerned with projecting inventory. S&OP is an integrated planning process that aligns demand, supply, and financial planning and is managed as part of a company's master planning1. MTS is a traditional production strategy that is used by businesses to match inventory with anticipated consumer demand2. Inventory is the quantity and value of materials and products that are available in stock or in transit3.
S&OP in an MTS environment is concerned with projecting inventory because inventory is the key link between demand and supply. Inventory can be classified into three types: raw materials, work-in-process, and finished goods3. S&OP aims to balance the inventory levels of these types with the expected demand and supply plans, as well as the financial objectives of the company. S&OP can help optimize inventory management by:
Reducing inventory costs, such as holding, ordering, and shortage costs3.
Improving inventory turnover, which is the ratio of sales to average inventory3.
Increasing inventory availability, which is the percentage of orders that can be fulfilled from stock3.
Enhancing inventory quality, which is the degree of conformance to specifications and standards3.
The other options are not as relevant for S&OP in an MTS environment as inventory. Item forecasts are estimates of future demand for specific products or services based on historical data, market trends, or customer inputs4. Item forecasts are an input to S&OP, not an output. S&OP uses item forecasts to generate aggregate demand plans for product families or categories, which are then matched with aggregate supply plans for production capacity or resources1. Backlog is the quantity of customer orders that have been received but not yet fulfilled3. Backlog is not applicable for S&OP in an MTS environment, because MTS products are produced before customer orders are received. MTS products are delivered from stock, not from backlog. Bookings are the quantity of customer orders that have been received and confirmed3. Bookings are also not applicable for S&OP in an MTS environment, because MTS products are not dependent on customer orders. MTS products are based on forecasted demand, not actual demand.
References: Make To Stock (MTS): Definition, Example, and How It Works - Investopedia; Forecasting - Definition & Examples - ASQ; What is Sales and Operations Planning (S&OP) | Oracle; Inventory Management - Definition, Types, Objectives and Examples.
質問 # 75
The horizon for forecasts that are input to the sales and operations planning (S&O0P) process should be long enough that:
- A. supply constraints can be resolved.
- B. required resources can be properly planned.
- C. planned product launches can be incorporated.
- D. cumulative forecast deviation approaches zero.
正解：B
解説：
Explanation
The horizon for forecasts that are input to the sales and operations planning (S&OP) process should be long enough that required resources can be properly planned. The S&OP process is a cross-functional process that aligns the demand and supply plans of an organization. The S&OP process consists of several steps, such as data gathering, demand planning, supply planning, pre-S&OP meeting, executive S&OP meeting, and S&OP implementation. The output of the S&OP process is the production plan, which is a statement of the resources needed to meet the aggregate demand plan over a medium-term horizon. The production plan can be stated in different units of measure depending on the type of manufacturing environment, such as hours, units, tons, or dollars. The horizon for forecasts that are input to the S&OP process should be long enough that required resources can be properly planned, meaning that the organization can anticipate and allocate the necessary capacity, materials, labor, equipment, and facilities to meet the expected demand. The horizon for forecasts should also match the lead time for acquiring or changing the resources, as well as the planning cycle for updating the production plan.
References: CPIM Exam Content Manual Version 7.0, Domain 4: Plan and Manage Supply, Section 4.1:
Develop Supply Plans, Subsection 4.1.2: Describe how to develop a production plan (page 36).
質問 # 76
An advantage of activity-based costing (ABC) is:
- A. it allows raw material costs to be allocated on a per unit basis.
- B. it enables overhead costs to be allocated evenly across all products.
- C. it is easier to establish standard costs.
- D. it uses cost drivers to allocate costs to products.
正解：D
解説：
Explanation
Activity-based costing (ABC) is a method of allocating costs to products or services based on the activities that consume resources in the production or delivery process. ABC identifies the cost drivers, which are the factors that cause or influence the amount of resources used for each activity. ABC then assigns costs to products or services based on the amount of cost drivers they use. An advantage of ABC is that it uses cost drivers to allocate costs to products, which provides a more accurate and realistic picture of the cost structure and profitability of each product or service. ABC helps to identify the value-added and non-value-added activities, and to eliminate or reduce the waste and inefficiency in the process. ABC does not allow raw material costs to be allocated on a per unit basis, as raw material costs are usually considered as direct costs that can be traced to each product or service. ABC does not make it easier to establish standard costs, which are the predetermined or expected costs of producing or delivering a product or service. ABC does not enable overhead costs to be allocated evenly across all products, as overhead costs are the indirect costs that cannot be traced to each product or service. ABC allocates overhead costs based on the cost drivers, which may vary for different products or services. References: CPIM Exam Content Manual Version 7.0, Domain 8: Manage Quality, Continuous Improvement, and Technology, Section 8.2: Continuous Improvement Concepts, p. 46; Activity-Based Costing (ABC) Definition; Activity-based costing.
質問 # 77
Which of the following planning modules considers the longest-range planning goals?
- A. Capacity requirements planning (CRP)
- B. Input/output analysis
- C. Resource planning
- D. Rough-cut capacity planning (RCCP)
正解：B
解説：
Explanation
Process improvement is a method of analyzing and enhancing the production methods and techniques to increase productivity and performance. Process improvement aims to reduce costs, waste, defects, and errors, as well as to improve quality, efficiency, and customer satisfaction. When considering process improvement, the first approach that should be considered is making better use of existing resources. This means that the production system should optimize the utilization and allocation of the available resources, such as materials, labor, machines, and space. This can be achieved by implementing various techniques, such as lean manufacturing, six sigma, kaizen, or 5S. Making better use of existing resources can help to improve the process without requiring additional investment or expenditure.
The other options are not the first approaches that should be considered as part of process improvement.
Hiring more skilled people to perform the job is not the first approach, as it may increase the labor cost and require more training and supervision. Hiring more skilled people may not necessarily improve the process if the existing methods and techniques are inefficient or ineffective. Buying better and faster equipment is not the first approach, as it may involve a large capital outlay and a long payback period. Buying better and faster equipment may not necessarily improve the process if the existing resources are underutilized or misallocated.
Applying stricter quality control is not the first approach, as it may increase the inspection and testing cost and time. Applying stricter quality control may not necessarily improve the process if the existing methods and techniques are prone to errors or defects. References: CPIM Exam Content Manual Version 7.0,Domain 8:
Manage Quality, Continuous Improvement, and Technology, Section 8.2: Continuous Improvement Concepts, p. 46; Process Improvement; Process Improvement Definition.
質問 # 78
When forecasting the demand for a product, the highest percentage of error will occur at the:
- A. market segment.
- B. field warehouses.
- C. central warehouse.
- D. master schedule.
正解：B
解説：
Explanation
The question is about forecasting the demand for a product, and the options are different levels of aggregation or disaggregation. The highest percentage of error will occur at the most disaggregated level, which is the field warehouses. The field warehouses are the locations where the finished products are stored and delivered to the customers. The demand at the field warehouses is affected by various factors, such as customer preferences, seasonality, promotions, and competition. The demand at the field warehouses is also more volatile and uncertain than the demand at the higher levels of aggregation, such as the market segment or the central warehouse. Therefore, forecasting the demand at the field warehouses will have the highest percentage of error, which means that the forecast will deviate more from the actual demand.
The other options are not the levels where the highest percentage of error will occur. The master schedule is not a level of aggregation or disaggregation, but a plan that specifies the quantity and timing of finished products to be produced in a given period. The master schedule is based on the forecasted demand, the customer orders, and the production capacity. The master schedule does not have a percentage of error, but it may have a variance or deviation from the actual production output. The market segment is a level of aggregation that groups the customers or products based on their common characteristics or needs. The market segment is a higher level than the field warehouses, and it has less variability and uncertainty in demand.
Therefore, forecasting the demand at the market segment will have a lower percentage of error than forecasting at the field warehouses. The central warehouse is a level of aggregation that consolidates the inventory from different sources and distributes it to different destinations. The central warehouse is a higher level than the field warehouses, and it has less variability and uncertainty in demand. Therefore, forecasting the demand at the central warehouse will have a lower percentage of error than forecasting at the field warehouses.
質問 # 79
The trade-off of increasing safety stock to improve customer fill rate would be a decrease in:
- A. inventory turns.
- B. sales revenue.
- C. A pipeline inventory.
- D. transportation costs.
正解：A
解説：
Explanation
Inventory turns, also known as inventory turnover or stock turnover, is a measure of how many times a company sells and replaces its inventory in a given period. It is calculated as the ratio of cost of goods sold (COGS) to average inventory1. A higher inventory turnover indicates that the company is selling its inventory quickly and efficiently, while a lower inventory turnover indicates that the company is holding too much inventory or having difficulty selling its products.
Increasing safety stock to improve customer fill rate would result in a decrease in inventory turns, as it would increase the average inventory level. Safety stock is the extra inventory that is held to prevent stockouts and meet unexpected demand2. Customer fill rate is the percentage of customer orders that are fulfilled from available inventory without delay3. Increasing safety stock can improve customer fill rate by reducing the risk of stockouts and ensuring high service levels. However, increasing safety stock also increases the inventory carrying costs and risks, such as storage, handling, obsolescence, shrinkage, and opportunity costs4. Therefore, increasing safety stock is a trade-off between customer satisfaction and inventory efficiency.
The other options are not correct. Pipeline inventory is the inventory that is in transit between locations or stages in the supply chain5. Increasing safety stock would not affect pipeline inventory, as it is determined by the lead time and demand rate. Transportation costs are the expenses incurred for moving goods from one location to another6. Increasing safety stock would not affect transportation costs, as it is determined by the distance, mode, volume, and frequency of transportation. Sales revenue is the income generated from selling goods or services to customers7. Increasing safety stock would not affect sales revenue directly, as it is determined by the price and quantity of sales. However, increasing safety stock may have an indirect positive effect on sales revenue by improving customer satisfaction and loyalty.
References : Inventory Turnover Ratio | Formula | Calculator (Updated 2021); Safety Stock: The Ultimate Guide; Fill Rate - Definition, Formula & Example; Inventory Carrying Cost: Definition & Formula; Pipeline Inventory: Definition & Example; Transportation Costs: Definition & Examples; Sales Revenue: Definition & Examples.
質問 # 80
A part is sold as a service part, and it is also used as a component in another part. Which ofthe following statements aboutthe planning for this part is true?
- A. The material requirements for the part will be understated.
- B. It shouldn't have any safety stock.
- C. Its low-level code is zero.
- D. The service part demand can be included in the gross requirements.
正解：D
解説：
Explanation
A part that is sold as a service part and also used as a component in another part is called a dual-sourced item.
A dual-sourced item has two sources of demand: the external demand from the customers who buy the service part, and the internal demand from the parent part that uses the component. The planning for a dual-sourced item should include both sources of demand in the gross requirements, so that the net requirements can be calculated correctly. The service part demand can be included in the gross requirements by using a planning bill of material, which is a special bill of material that shows the relationship between a parent item and its service parts. A planning bill of material allows the system to explode the service part demand to the component level and generate planned orders for both the service part and the component.
The other statements about the planning for this part are false. Its low-level code is not zero, because it is not an independent item. It has a higher low-level code than its parent item, because it is a component of another item. The material requirements for the part will not be understated, if both sources of demand are included in the gross requirements. It should have some safety stock, to protect against demand and supply uncertainties. References: CPIM Part 2 Exam Content Manual, Domain 4: Plan and Manage Supply, Section
4.2: Material Requirements Planning (MRP), p. 22-23.
質問 # 81
Which of the following activities represents waste in a system?
- A. More kanbans with smaller quantities are added to the supply chain.
- B. A kanban is eliminated from the system.
- C. A production forecast is issued to the supplier.
- D. A purchase order is issued to the supplier for each delivery requirement.
正解：D
解説：
Explanation
A purchase order is issued to the supplier for each delivery requirement is an activity that represents waste in a system. Waste is any activity or process that does not add value to the customer or the product, but consumes resources, time, or money. Waste can reduce the efficiency, productivity, and quality of the system, as well as increase the costs, defects, or delays. Waste can be classified into seven types: overproduction, inventory, transportation, motion, waiting, overprocessing, and defects1.
Issuing a purchase order to the supplier for each delivery requirement is an example of overprocessing waste.
Overprocessing waste is any activity or process that is unnecessary or excessive for meeting the customer needs or specifications. Overprocessing waste can result from poor communication, unclear requirements, redundant tasks, or outdated procedures. Issuing a purchase order to the supplier for each delivery requirement is an overprocessing waste because it involves more paperwork, approvals, and transactions than needed. It can also create confusion, errors, or delays in the delivery process. A better way to eliminate this waste is to use a pull system, such as kanban2, that signals the supplier to deliver only when there is a demand from the customer.
The other options are not activities that represent waste in a system. More kanbans with smaller quantities are added to the supply chain is an activity that reduces waste in a system. Kanban is a pull system that uses visual signals, such as cards or containers, to indicate when and how much to produce or deliver. Kanban can help reduce waste by synchronizing the production and delivery processes with the customer demand, minimizing inventory levels, improving quality and efficiency, and preventing overproduction or underproduction3.
Adding more kanbans with smaller quantities can help reduce inventory waste by lowering the holding costs, transportation costs, or obsolescence costs of inventory. It can also help reduce overproduction waste by producing or delivering only what is needed by the customer.
A kanban is eliminated from the system is an activity that reduces waste in a system. Eliminating a kanban from the system means reducing the number of signals or containers used in the production or delivery process. Eliminating a kanban from the system can help reduce waste by increasing the throughput and velocity of the process, reducing cycle times and lead times, improving responsiveness and flexibility, and enhancing customer satisfaction4.
A production forecast is issued to the supplier is not an activity that represents waste in a system. A production forecast is an estimate of the future demand or sales of a product or service. A production forecast can help plan and manage the production and delivery processes by determining how much and when to produce or deliver. A production forecast can help reduce waste by optimizing the use of resources and capacity, minimizing inventory levels and costs, improving service levels and quality, and avoiding stockouts or shortages5. Issuing a production forecast to thesupplier can help align the production and delivery processes with the customer demand and expectations.
References := The 7 Wastes With Examples: How to Identify Them | Lean Manufacturing, What Is Overprocessing Waste? Definition And Examples, Kanban - Wikipedia, How To Reduce Inventory With Kanban | Lean Manufacturing, Production Forecasting - an overview | ScienceDirect Topics
質問 # 82
In a make-to-stock (MTS) environment, which of the following actions would improve thetrade-off between the cost ofinventory and the level of customer service?
- A. Reducing manufacturing overtime
- B. Eliminating raw material stockouts
- C. Decreasing the frozen time zone
- D. Improving estimates of customer demand
正解：D
解説：
Explanation
In a make-to-stock (MTS) environment, improving estimates of customer demand would improve the trade-off between the cost of inventory and the level of customer service. MTS is a production strategy that manufactures products in anticipation of customer demand, based on forecasts. The main challenge of MTS is to balance the inventory costs and the customer service levels. Inventory costs include holding costs, ordering costs, and obsolescence costs. Customer service levels measure the ability to meet customer demand without delay or stockout. A trade-off exists between these two objectives, as higher inventory levels can increase customer service levels but also increase inventory costs, and vice versa.
Improving estimates of customer demand can help reduce the trade-off between inventory costs and customer service levels, as it can lead to more accurate production planning and inventory management. By forecasting demand more accurately, a company can avoid overproduction or underproduction, which can result in excess inventory or stockouts, respectively. By producing the right amount of products at the right time, a company can lower its inventory costs and increase its customer service levels.
Eliminating raw material stockouts would not improve the trade-off between inventory costs and customer service levels in a MTS environment, as it would not affect the finished goods inventory or the customer demand. Raw material stockouts are a supply issue that can disrupt the production process and cause delays or shortages in the finished goods. However, they do not directly impact the inventory costs or the customer service levels of the finished goods, which are determined by the demand forecasts and the production plans.
Decreasing the frozen time zone would not improve the trade-off between inventory costs and customer service levels in a MTS environment, as it would increase the variability and uncertainty in the production process. The frozen time zone is the period of time in which no changes can be made to the production schedule, as it is considered fixed and final. Decreasing the frozen time zone would allow more flexibility and responsiveness to changes in demand or supply, but it would also increase the risk of errors, disruptions, or inefficiencies in the production process. This could resultin higher production costs, lower quality, or longer lead times, which could negatively affect the inventory costs and the customer service levels.
Reducing manufacturing overtime would not improve the trade-off between inventory costs and customer service levels in a MTS environment, as it would reduce the production capacity and output. Manufacturing overtime is a way of increasing the production capacity and output by extending the working hours of the production resources, such as labor or equipment. Reducing manufacturing overtime would lower the production costs, but it would also lower the production output. This could result in insufficient inventory to meet customer demand, which could lower the customer service levels. References := Make-to-Stock (MTS) Definition, Make-to-Stock (MTS) vs Make-to-Order (MTO) | TradeGecko, Value Creation: Assessing the Cost-Service Trade-off
質問 # 83
Which of the following inventory management techniques is most responsive to changes in demand levels?
- A. ABC classification
- B. Two-bin system
- C. Cycle counting
- D. Periodic review system
正解：B
解説：
Explanation
A two-bin system is a type of inventory management technique that uses two containers or bins to store and replenish items. When the first bin is empty, the second bin is used to supply the demand while the first bin is reordered. A two-bin system is most responsive to changes in demand levels because it triggers replenishment orders based on actual consumption rather than fixed time intervals or reorder points. A two-bin system can reduce stockouts, improve service levels, and lower inventory costs. References: CPIM Exam Content Manual Version 7.0, Domain 5: Plan and Manage Inventory, Section 5.2: Implement Inventory Plans, Subsection
5.2.3: Describe how to implement inventory replenishment techniques (page 46).
質問 # 84
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