APICS CPIM-8.0 EXAM | ACCURATE CPIM-8.0 STUDY MATERIAL - FREE DEMO DOWNLOAD OF CPIM-8.0 ANSWERS REAL QUESTIONS

APICS CPIM-8.0 Exam | Accurate CPIM-8.0 Study Material - Free Demo Download of CPIM-8.0 Answers Real Questions

APICS CPIM-8.0 Exam | Accurate CPIM-8.0 Study Material - Free Demo Download of CPIM-8.0 Answers Real Questions

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APICS Certified in Planning and Inventory Management (CPIM 8.0) Sample Questions (Q99-Q104):

NEW QUESTION # 99
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. Understanding how to use the plan to improve functional performance
  • B. Communicating when an event will prevent meeting the supply plan
  • C. Ensuring that the functional objectives are considered when developing the plans
  • D. Identifying reasons why the demand plan is not realistic

Answer: C

Explanation:
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


NEW QUESTION # 100
Which of the following items does the master scheduler have the authority to change in the master scheduling process?

  • A. Aggregate volume
  • B. Engineering change effectivity date
  • C. Customer order quantities
  • D. Product mix

Answer: D

Explanation:
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


NEW QUESTION # 101
Under which of the following conditions is excess capacity most likely a good substitute for safety stock?

  • A. The service level with safety stock is more than the service level with excess capacity.
  • B. Lead time for the product is longer than customers are willing to wait.
  • C. The cost to maintain one unit in inventory for a year is less than the direct labor cost.
  • D. The cost of excess capacity is less than the cost of an additional unit of safety stock in the same period.

Answer: D

Explanation:
Excess capacity is the amount of capacity that is available beyond the normal or expected demand. Safety stock is the inventory that is held to protect against uncertainties in demand, supply, or lead time. Excess capacity can be a good substitute for safety stock when the cost of excess capacity is less than the cost of an additional unit of safety stock in the same period. This means that the opportunity cost of having idle resources is lower than the carrying cost of holding extra inventory. In this case, excess capacity can be used to produce more units in response to demand fluctuations, rather than relying on safety stock to meet customer orders.
References:
*[CPIM Part 1 Learning System, Module 4: Inventory Management, Section 4.2: Inventory Management Policies and Objectives]
*[CPIM Part 2 Learning System, Module 1: Supply Chain Strategy, Section 1.3: Capacity Management]


NEW QUESTION # 102
Which of the following factors typically would distort a sales forecast that is based solely on shipment history?

  • A. Material shortages
  • B. Labor rate changes
  • C. Customer demands
  • D. Currency exchange rates

Answer: C

Explanation:
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


NEW QUESTION # 103
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.

Answer: C

Explanation:
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)]


NEW QUESTION # 104
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