L6M9 RELEVANT ANSWERS & RELIABLE L6M9 EXAM SYLLABUS

L6M9 Relevant Answers & Reliable L6M9 Exam Syllabus

L6M9 Relevant Answers & Reliable L6M9 Exam Syllabus

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CIPS Supply Network Design Sample Questions (Q64-Q69):

NEW QUESTION # 64
An organisation may haveseveral different business-level strategies. Is thisTRUE?

  • A. Yes-different parts of the business may operate indifferent marketplacesor have different services
    /portfolios
  • B. No-effective vertical alignment between operations strategy and corporate strategy means there must only beoneorganisation-wide operations strategy
  • C. Yes-the different business-level strategies will contradict each other
  • D. No-an organisation should only haveonestrategy, which can be likened to a 'master plan' with high- level ambitions

Answer: A

Explanation:
* The statement is TRUE, so we can immediatelyeliminate A and B.
* Option C is correctbecauselarge organisations often have multiple business-level strategies depending onmarket conditions.
* Example:McDonald'shasdifferent menusandmarketing strategiesin different countries.
* Option D is incorrect-business-level strategiesdo not necessarily contradicteach other.
(See LO 2.1, p.75)


NEW QUESTION # 65
Company A manufactures wheels for Company B, which manufactures cars. Traditionally, Company A would complete the wheels and conduct quality assessments before sending them to Company B, which would then begin assembling cars. However, a new CEO at Company B has introduced atechnology system that enablessimultaneous production, meaning Company B starts manufacturing cars at the same time Company A begins producing wheels.
What is this new system known as?

  • A. Start to start
  • B. Start to finish
  • C. Finish to start
  • D. Finish to finish

Answer: A

Explanation:
Start to startmeans two different organisations at different levels of the supply chainbegin their work simultaneouslyrather than sequentially. This is the opposite of astart to finishsystem, where the next process starts only when the previous one is completed. (See LO 1.2, p.19)


NEW QUESTION # 66
Maxi Ltd is a medium-sized manufacturing organisation in the automotive industry that creates engines for cars. It has traditionally worked well with its suppliers, with strong relationships and regular meetings. There are currently around 15 suppliers who provide parts to Maxi Ltd.
Due to changing customer demands, Maxi Ltd will, from next month, modify the manufacturing of some of its products. Product X is being made more environmentally friendly, with output of CO2 being reduced by 32%. The product will take longer to produce, but there will be no additional cost to customers for this.
Maxi ltd are considering outsourcing the manufacturing of Product Y as it is not a product which is routinely ordered by customers. This will allow Maxi Ltd to focus on other products which generate higher revenues for the company. The concern within the Board of Directors is that if demand increases for this product, an outsourced company may not be able to cope with higher numbers of orders.
Product Z is an extremely popular item and oftentimes Maxi Ltd does not have the capacity to fulfil all orders. Consideration has been given to increasing the size of the factory, but this has been discarded as risky as demand is not guaranteed. The product has been available on the marketplace for a short amount of time and sales are continuing to increase, but the company believes this will soon plateau. To deal with current demand, the marketing team is working on campaigns to invite customers to make orders for this product at certain times of the year when product X is not being created in the factory.
This means resources can be reallocated to the creation of product Z.
Whatcapacity strategyis being used for product Z?

  • A. Demand smoothing
  • B. Lead
  • C. Incremental
  • D. Lag

Answer: A

Explanation:
The marketing team isencouraging customersto make orders at specific times of the year, whenproduct X is not being produced, tobetter allocate resources. This is a classic example ofdemand smoothing, where businesses adjust demand patterns to match available capacity. (LO 1.3)


NEW QUESTION # 67
Keisi is the new Operations Manager at Warehousing Logistics Corporation. She is reviewing several products sold by the organisation and deciding on the best warehousing options available. Keisi is looking at item 56283. This item is low cost, not sold in high volumes, but important to customers. Which of the following stocking policies should be used for this item?

  • A. Never be out of stock
  • B. Maintain an average of 3 days stock
  • C. Stock reviewed monthly
  • D. No stock held locally

Answer: B

Explanation:
The item described is a 'regular seller'-important to customers but not sold in high volumes. Keepingan average of 3 days' stockbalances demand with the effort required for stock management. "Never be out of stock" is only for high-demand, critical items, while "monthly stock review" might lead to lost sales. (See p.
158)


NEW QUESTION # 68
Megan, theDirector of Operationsat Orange Windows Ltd, is concerned aboutovercapacity. Should she be worried?

  • A. No - overcapacity means there are unused resources within the operations department
  • B. Yes - overcapacity means that some customer orders may not be fulfilled
  • C. Yes - overcapacity means that the organisation has wasted resources
  • D. No - undercapacity will lead to unsold products

Answer: C

Explanation:
* Overcapacitymeans the organisationhas more production than demand, leading towaste and inefficiency.
* Customer orders will still be fulfilled(eliminating option B).
* Under capacity (D) is incorrect, asovercapacity, not undercapacity, leads to excess stock.
(LO 2.2, See p.115)


NEW QUESTION # 69
......

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