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최신 Certified Production and Inventory Management CPIM-8.0 무료샘플문제 (Q239-Q244):
질문 # 239
Which of the following activities is an example of collaboration between suppliers and operations which would give more lead time visibility?
Which of the following activities is an example of collaboration between suppliers and operations which would give more lead time visibility?
- A. Sending the supplier an annual forecast for materials
- B. Conducting a qualification meeting with the supplier of a new material
- C. Conducting a facility tour for a supplier
- D. Sharing of demand data with a supplier
정답：D
설명：
Sharing of demand data with a supplier is an example of collaboration between suppliers and operations which would give more lead time visibility. This is because it allows the supplier to plan and adjust their production and delivery schedules according to the customer's needs, reducing the risk of stockouts or excess inventory. It also enables the supplier to provide feedback and suggestions to improve the demand planning process and the accuracy of the forecasts. Sharing of demand data is a key component of supplier relationship management (SRM) and collaborative planning, forecasting, and replenishment (CPFR). Reference := CPIM Exam Content Manual, Module 4: Supply, Section 4.2: Supplier Relationship Management, p. 15 Essentials of Supply Chain Management, Chapter 6: Demand Planning and Forecasting, Section 6.4: Collaborative Planning, Forecasting, and Replenishment, pp. 101-103
Sharing of demand data with a supplier is an example of collaboration between suppliers and operations which would give more lead time visibility. This is because it allows the supplier to plan and adjust their production and delivery schedules according to the customer's needs, reducing the risk of stockouts or excess inventory. It also enables the supplier to provide feedback and suggestions to improve the demand planning process and the accuracy of the forecasts. Sharing of demand data is a key component of supplier relationship management (SRM) and collaborative planning, forecasting, and replenishment (CPFR). Reference := CPIM Exam Content Manual, Module 4: Supply, Section 4.2: Supplier Relationship Management, p. 15 Essentials of Supply Chain Management, Chapter 6: Demand Planning and Forecasting, Section 6.4: Collaborative Planning, Forecasting, and Replenishment, pp. 101-103
질문 # 240
An advantage of applying ABC classification to a firm's replenishment items is that:
An advantage of applying ABC classification to a firm's replenishment items is that:
- A. it allows planners to focus on critical products.
- B. it provides better order quantities than the economic order quantity (EOQ).
- C. it allows the firm to utilize time-phased order point (TPOP).
- D. it distinguishes independent demand from dependent demand.
정답：A
설명：
ABC classification is a method of inventory management that categorizes items based on their annual consumption value, which is the product of the annual demand and the unit cost. Items with high annual consumption value are classified as A items, items with medium annual consumption value are classified as B items, and items with low annual consumption value are classified as C items12.
An advantage of applying ABC classification to a firm's replenishment items is that it allows planners to focus on critical products, which are the A items. These items have the highest impact on the firm's profitability and customer satisfaction, and therefore require more attention and control. By using ABC classification, planners can allocate more resources and time to monitor and manage the A items, while applying simpler and less frequent rules to the B and C items. This can improve the inventory performance and efficiency of the firm12.
The other options are not correct because:
* A. it distinguishes independent demand from dependent demand. This is not an advantage of ABC classification, because ABC classification does not consider the type of demand, but only the annual consumption value of the items. Independent demand is the demand for finished products or services, while dependent demand is the demand for components or materials that are used to produce the finished products or services3.
* C. it provides better order quantities than the economic order quantity (EOQ). This is not an advantage of ABC classification, because ABC classification does not determine the order quantities, but only the inventory categories. EOQ is a formula that calculates the optimal order quantity that minimizes the total inventory costs, such as ordering costs and holding costs.
* D. it allows the firm to utilize time-phased order point (TPOP). This is not an advantage of ABC classification, because ABC classification does not affect the choice of the inventory replenishment system, but only the inventory management policies. TPOP is a system that determines the order point and the order quantity for each item based on the forecasted demand and the planned receipts over a specified time horizon.
ABC classification is a method of inventory management that categorizes items based on their annual consumption value, which is the product of the annual demand and the unit cost. Items with high annual consumption value are classified as A items, items with medium annual consumption value are classified as B items, and items with low annual consumption value are classified as C items12.
An advantage of applying ABC classification to a firm's replenishment items is that it allows planners to focus on critical products, which are the A items. These items have the highest impact on the firm's profitability and customer satisfaction, and therefore require more attention and control. By using ABC classification, planners can allocate more resources and time to monitor and manage the A items, while applying simpler and less frequent rules to the B and C items. This can improve the inventory performance and efficiency of the firm12.
The other options are not correct because:
* A. it distinguishes independent demand from dependent demand. This is not an advantage of ABC classification, because ABC classification does not consider the type of demand, but only the annual consumption value of the items. Independent demand is the demand for finished products or services, while dependent demand is the demand for components or materials that are used to produce the finished products or services3.
* C. it provides better order quantities than the economic order quantity (EOQ). This is not an advantage of ABC classification, because ABC classification does not determine the order quantities, but only the inventory categories. EOQ is a formula that calculates the optimal order quantity that minimizes the total inventory costs, such as ordering costs and holding costs.
* D. it allows the firm to utilize time-phased order point (TPOP). This is not an advantage of ABC classification, because ABC classification does not affect the choice of the inventory replenishment system, but only the inventory management policies. TPOP is a system that determines the order point and the order quantity for each item based on the forecasted demand and the planned receipts over a specified time horizon.
질문 # 241
Which of the following factors typically would distort a sales forecast that is based solely on shipment history?
Which of the following factors typically would distort a sales forecast that is based solely on shipment history?
- A. Labor rate changes
- B. Currency exchange rates
- C. Material shortages
- D. Customer demands
정답：D
설명：
A sales forecast that is based solely on shipment history assumes that the past demand patterns will continue in the future. However, this assumption may not be valid if there are factors that affect the customer demand that are not captured by the shipment history. For example, customer demands may change due to seasonality, promotions, new product introductions, competitor actions, economic conditions, or other external influences.
These factors may distort the sales forecast that is based solely on shipment history and cause it to be inaccurate or unreliable. The other options are not factors that typically distort a sales forecast that is based solely on shipment history, as they do not directly affect the customer demand. Material shortages, labor rate changes, and currency exchange rates may affect the supply side of the business, but they do not necessarily reflect the customer preferences or needs. References:
CPIM Part 2 Exam Content Manual, p. 29
Sales Forecast: Complete Guide to Sales Forecasting in [2023]
The Complete Guide to Building a Sales Forecast | Salesforce
A sales forecast that is based solely on shipment history assumes that the past demand patterns will continue in the future. However, this assumption may not be valid if there are factors that affect the customer demand that are not captured by the shipment history. For example, customer demands may change due to seasonality, promotions, new product introductions, competitor actions, economic conditions, or other external influences.
These factors may distort the sales forecast that is based solely on shipment history and cause it to be inaccurate or unreliable. The other options are not factors that typically distort a sales forecast that is based solely on shipment history, as they do not directly affect the customer demand. Material shortages, labor rate changes, and currency exchange rates may affect the supply side of the business, but they do not necessarily reflect the customer preferences or needs. References:
CPIM Part 2 Exam Content Manual, p. 29
Sales Forecast: Complete Guide to Sales Forecasting in [2023]
The Complete Guide to Building a Sales Forecast | Salesforce
질문 # 242
A cybersecurity analyst has recently been assigned to work with a product development team. The team has usually needed to perform a lot of rework late in the development cycle on past projects due to application security concerns. They would like to minimize the amount of rework necessary. Which would be the BEST option to enable secure code review early in the product development?
A cybersecurity analyst has recently been assigned to work with a product development team. The team has usually needed to perform a lot of rework late in the development cycle on past projects due to application security concerns. They would like to minimize the amount of rework necessary. Which would be the BEST option to enable secure code review early in the product development?
- A. Implement dynamic code analysis
- B. Implement static code analysis
- C. Perform manual code reviews
- D. Perform fuzz testing
정답：B
질문 # 243
The question below is based on the following information:
Beginning inventory = 43Week 1Week 2Week 3
Forecast202020
Customer orders221710
Projected on-hand
Master production schedule (MPS)80
Available-to-promise (ATP)
What is the largest customer order that could be accepted for delivery at the end of week 3 without making changes to the master production schedule (MPS)?
The question below is based on the following information:
Beginning inventory = 43Week 1Week 2Week 3
Forecast202020
Customer orders221710
Projected on-hand
Master production schedule (MPS)80
Available-to-promise (ATP)
What is the largest customer order that could be accepted for delivery at the end of week 3 without making changes to the master production schedule (MPS)?
- A. 0
- B. 1
- C. 2
- D. 3
정답：B
설명：
Available-to-promise (ATP) is the uncommitted portion of a company's inventory and planned production maintained in the master schedule to support customer-order promising. ATP is calculated by subtracting the customer orders and forecast from the projected on-hand inventory. The projected on-hand inventory is calculated by adding the beginning inventory and the master production schedule (MPS) and subtracting the customer orders. The largest customer order that could be accepted for delivery at the end of week 3 without making changes to the MPS is the ATP at the end of week 3. To calculate the ATP, we need to fill in the projected on-hand inventory for each week using the given information:
Table
Week
Forecast
Customer Orders
MPS
Projected On-Hand Inventory
ATP
1
20
22
0
43 + 0 - 22 = 21
21 - 20 = 1
2
20
17
0
21 + 0 - 17 = 4
4 - 20 = -16
3
20
10
80
4 + 80 - 10 = 74
74 - 20 = 54
The ATP at the end of week 3 is 54, which means that the company can promise 54 units of inventory to customers without changing the MPS. However, the question asks for the largest customer order that could be accepted, which means that we need to consider the existing customer orders as well. The customer orders for week 3 are 10, which means that the company has already committed 10 units of inventory to customers. Therefore, the largest customer order that could be accepted for delivery at the end of week 3 is 54 + 10 = 64 units. However, this is not one of the options given in the question. The closest option that is less than or equal to 64 is 61, which is option C12 Reference: 1: CPIM Part 1 - Section A - Module 1 - Session 4 - Master Scheduling 2: CPIM Part 1 - Section A - Module 1 - Session 5 - Available to Promise
Available-to-promise (ATP) is the uncommitted portion of a company's inventory and planned production maintained in the master schedule to support customer-order promising. ATP is calculated by subtracting the customer orders and forecast from the projected on-hand inventory. The projected on-hand inventory is calculated by adding the beginning inventory and the master production schedule (MPS) and subtracting the customer orders. The largest customer order that could be accepted for delivery at the end of week 3 without making changes to the MPS is the ATP at the end of week 3. To calculate the ATP, we need to fill in the projected on-hand inventory for each week using the given information:
Table
Week
Forecast
Customer Orders
MPS
Projected On-Hand Inventory
ATP
1
20
22
0
43 + 0 - 22 = 21
21 - 20 = 1
2
20
17
0
21 + 0 - 17 = 4
4 - 20 = -16
3
20
10
80
4 + 80 - 10 = 74
74 - 20 = 54
The ATP at the end of week 3 is 54, which means that the company can promise 54 units of inventory to customers without changing the MPS. However, the question asks for the largest customer order that could be accepted, which means that we need to consider the existing customer orders as well. The customer orders for week 3 are 10, which means that the company has already committed 10 units of inventory to customers. Therefore, the largest customer order that could be accepted for delivery at the end of week 3 is 54 + 10 = 64 units. However, this is not one of the options given in the question. The closest option that is less than or equal to 64 is 61, which is option C12 Reference: 1: CPIM Part 1 - Section A - Module 1 - Session 4 - Master Scheduling 2: CPIM Part 1 - Section A - Module 1 - Session 5 - Available to Promise
질문 # 244
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