BRAINDUMP L6M9 PDF, L6M9 NEW BRAINDUMPS FILES

Braindump L6M9 Pdf, L6M9 New Braindumps Files

Braindump L6M9 Pdf, L6M9 New Braindumps Files

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Tags: Braindump L6M9 Pdf, L6M9 New Braindumps Files, L6M9 Study Test, Valid L6M9 Study Plan, New L6M9 Learning Materials

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CIPS L6M9 Exam Syllabus Topics:

TopicDetails
Topic 1
  • Understand operations strategy and its contribution to overall business success: Targeting Operations Directors, this section evaluates understanding of operations strategy's impact on organizations, including aligning with business goals, market requirements, and resource management.
Topic 2
  • Assess the strategic value of resource planning and control: This part targets Resource Planners, focusing on evaluating strategic resource planning concepts such as forecasting, scheduling, monitoring, and controlling resources effectively within the operational framework.
Topic 3
  • Understand and apply leadership skills and behaviors appropriate for strategically improving the procurement and supply chain function: This section of the exam measures the skills of Supply Chain Managers and covers understanding leadership behaviors that enhance procurement processes. It assesses how to strategically improve supply chain functions, focusing on a key skill like "Strategic Decision Making".

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CIPS Supply Network Design Sample Questions (Q59-Q64):

NEW QUESTION # 59
Mabel, theOperations Directorat a hotel, is engaged in a debate abouttrade-offs. The CFO believes that efficiency and effectiveness cannot be achieved together. Is this correct?

  • A. No - the concept of trade-offs means that the organisation can position itself to achieve both effectiveness and efficiency
  • B. Yes - engaging in trade-offs means that continuous improvement methodologies are no longer required
  • C. Yes - the hotel must make a trade-off between efficiency or effectiveness, it cannot have both
  • D. No - with improvements to technology and communications, there is no need for trade-offs

Answer: A

Explanation:
* Trade-offs involve balancing objectives(cost, quality, speed) toenhance both efficiency and effectiveness.
* Technology helps (D), but trade-offs still existin areas likesustainability and ethical sourcing.
* Continuous improvement (B) remains crucialeven with trade-offs.
(LO 2.2, See p.128-129)


NEW QUESTION # 60
When would an organisation use aVRIO analysis?

  • A. To identify internal resources that provide competitive advantage
  • B. To create a vision and mission statement for the organisation
  • C. To benchmark the organisation against similar organisations in the market
  • D. To monitor performance of the operations department against predetermined criteria

Answer: A

Explanation:
* VRIO analysishelps an organisationidentify internal resourcesthat give it acompetitive advantage.
* VRIO stands forValue, Rarity, Imitability, Organisation-factors that determine whether a resource can sustain a competitive edge.
* Itdoes notfocus on benchmarking (C) or performance monitoring (B).
(LO 2.2, See p.103)


NEW QUESTION # 61
Which of the following statements aboutDynamic Capability TheoryareTRUE? SelectALLthat apply.

  • A. It can be utilised to understand how the operations functionreconfigures its competenciesin response to changes in the marketplace
  • B. Information sharing throughout thesupply networkis important to creating dynamic capability
  • C. It can contribute to thecompetitive advantageof the organisation
  • D. The focus is on reducing costs to ensure the organisation remains profitable

Answer: A,B,C

Explanation:
#Option A is correct-Dynamic Capability Theory helps companiesadjust their competenciesto market changes.#Option B is correct-Dynamic capabilities contribute tocompetitive advantage.#Option D is correct-Information sharingwithin the supply chain is key tobuilding dynamic capabilities.
#Option C is incorrect-Dynamic Capability Theory doesnot focus on cost reduction, but rather onagility and responsivenesstomarket changes.
Note:This section also coversPorter's 5 Forces, STEEPLE, and the Product Life Cycle, which are important topics for revision!
(See LO 2.1, p.88)


NEW QUESTION # 62
Dan is an Operations Manager at a retail organisation. He is keen to understand more about the types of customers his organisation serves and has therefore devised new KPIs (key performance Indicators) with a customer-centric focus. He is particularly keen to understand which customersegments are providing the organisation with the highest ROI (return on investment). Which customer-centric performance measure should Dan look to introduce?

  • A. Customer Retention Rate
  • B. Customer Lifetime Value
  • C. Net Promoter Score
  • D. Churn Rate

Answer: B

Explanation:
#Customer Lifetime Value (CLV)measures the total amount a customer is expected to spend over their lifetime with a company, helping identify themost profitable customer segments.
#Other KPIs are not suitable for Dan's needs:
* Churn Rate: Measurescustomer lossover time.
* Net Promoter Score: Measurescustomer satisfaction and loyalty.
* Customer Retention Rate: Focuses onhow many customers stay with the companybut does not indicate ROI.
For more insights onCLV, visit:#Customer Lifetime Value - WallStreetMojo (See LO 2.2, p.97)


NEW QUESTION # 63
The operations department of ABC Ltd has recently launched a new product. The product is manufactured within a large factory and then sent to retailers for sale. The department has a system in place which details the components required for the product and the quantities required to fulfil customer demand. The system works online and links to other areas of the business including HR and finance.
So far, several large orders have been placed for the product from different retailers. The Chief Operations Officer (COO) has decided to programme the completion of the orders based on when the orders were placed.
The benefit of this strategy is that it will give each customer a similar lead time. Thus far no buffer stock has been created as products are only created when orders are received.
Three teams are required to make the product and the product flows from team one to team two to team three, each team adding a component to the product. Unfortunately, team two are short staffed and are completing their work at a slower rate than the other two teams. This is a huge consideration for the COO as it will impact upon the capacity of the organisation.
The retailers have all signed contracts with ABC Ltd and the COO is extremely happy that they are long term contracts. Contract 1 is with retailer X and the price is set for three years. Contract 2 is with retailer Y and is a five year contract where the price will be reviewed annually in line with CPI. Contract 3 has a variable pricing mechanism based on the volume of products ordered.
What production method is used by ABC?

  • A. Earliest due date
  • B. First in, first out
  • C. Shortest processing time
  • D. Similar process

Answer: B

Explanation:
The production method isFirst In, First Out (FIFO)because orders are processed based on when they were received. This method ensures fairness in lead times across different customers. (See LO 3.2)


NEW QUESTION # 64
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