APICS CSCP Exam Questions and
Answers A+ Graded
As .you .plan .a .manufactured .product .supply .chain, .what .is .considered .the .most
.crucial .element? .- .CORRECT .ANSWER-Component .suppliers. .without .the .base
.components .required .for .the .product, .the .rest .of .the .suppl .chain .cannot
.operate .as .designed.
The .owner .of .a .coal .mine .need .power .for .the .machinery .that .he .uses .to .extract
.the .coal. .what .is .this .and .example .of? .- .CORRECT .ANSWER-Doubling .back.
.When .a .raw .material .supplier .ends .up .using .a .component .that .they .produce .in
.their .own .operations, .it .is .an .example .of .the .supply .chain .doubling .back .to
.serve .itself. .in .this .instance, .the .coal .might .be .used .to .run .power .generators
.that .can .then .be .used .to .power .the .basic .mining .equipment .used .to .gather
.coal.
which .is .not .essential .element .of .product .supply .chain .model? .material
.extraction, .material .transformation .into .product, .selling .to .the .user, .reverse
.chains. .- .CORRECT .ANSWER-Reverse .chain. .Reverse .transaction .is .not .an
.essential .element .of .supply .chain .product .model.
stakeholders .- .CORRECT .ANSWER-all .who .can .be .affected .by .the .decision
.made .in .a .supply .chain. .this .may .encompass .the .public, .goverment, .trade
.associations, .and .univerisities.
how .can .the .goverment .impact .supply .chain .function? .- .CORRECT .ANSWER-
Levying .taxes, .creation .of .infrastructure, .and .regulation.
what .is .the .best .way .to .view .the .nature .of .a .supply .chain? .... .a .series .of ...... .-
.CORRECT .ANSWER-a .series .of .processes .that .are .linked .together. .each
.process .can .be .carried .out .by .a .different .entity, .the .success .or .failure .of .the
.supply .chain .model .depends .on .the .process .that .allows .information, .material,
.and .cash .to .flow .most .seamlessly.
what .WAS .the .primary .focus .of .some .of .the .earlies .supply .chain .models? .-
.CORRECT .ANSWER-Cutting .costs. .However, .as .business .became .more
.connected, .the .focus .became .value .creation, .rather .than .trimming .expenses.
.this .makes .the .chain .more .stable.
,in .a .value .creation .supply .chain, .what .are .the .most .valuable .activities .-
.CORRECT .ANSWER-Activities .that .trascend .a .single .entity. .provide .positive
.impact .to .no .only .a .single .organization, .but .the .chain .as .a .whole.
when .a .supply .chain .operates .externally, .connecting .business .and
.organizations .rather .than .departments, .one .leading .entity .often .emerges. .what
.is .the .name .of .this .entity? .- .CORRECT .ANSWER-Nucleus .firm. .the .firm .that
.directs .and .organized .the .supply .chain .is .usually .known .as .a .nucleus .firm .or
.channer .master.
The .SCOR .supply .chain .process .model .includes .three .basic .entities. .Which .of
.these .can .be .found .to .the .right .of .your .company .in .this .model? .- .CORRECT
.ANSWER-Customers..... .Suppliers .can .be .found .to .the .left.
How .many .management .process .are .included .in .the .SCOR .supply .chain
.model? .- .CORRECT .ANSWER-5 .different .processes. .These .are .planning,
.sourcing, .making, .delivery, .and .returns.
The .SCOR .model .is .limited .and .does .not .account .for .every .single .business
.process. .How .many .tiers .in .each .direction .does .the .model .extend .from .the
.central .company? .- .CORRECT .ANSWER-Accounts .for .2 .tiers .in .each .direction
.from .the .central .company. .this .includes .2 .customer .tiers .and .2 .supply .tiers.
is .sales .and .marketing .part .of .the .SCOR .model? .- .CORRECT .ANSWER-No
which .of .the .following .does .the .scor .model .assume .is .needed .to .build .the
.model? .fixed .costs, .training, .growth, .regulation .- .CORRECT .ANSWER-Training.
.the .model .assumptions .are: .Training, .product .service .quality, .information
.technology, .and .administration.
managing .supply .chain .encompases .more .than .simply .increasing .speeds .and
.cutting .costs. .Whats .the .primary .difference .between .overseeing .process .and
.managing .silos? .- .CORRECT .ANSWER-Innovation .and .bringin .entities .together.
.Overseeing .a .process .requires .the .ability .to .bring .various .people .and .concepts
.together .in .new .ways. .it .requires .interaction .between .different .groups .to .bring
.benefit .to .each .in .the .best .way .possible.
which .figure .is .associated .with .vertical .integration? .(company/owner) .-
.CORRECT .ANSWER-Henry .Ford .is .the .model .for .vertical .integration. .His .action
.in .bringin .as .many .elements .as .possible .under .the .control .of .his .company
.meets .the .primary .aims .of .vertical .integration.
a .company .operates .in .both .Europe .and .NA. .Which .is .the .most .likely .way .the
.company .would .operate .in .these .regions? .- .CORRECT .ANSWER-Focus .on
.primary .tasks, .outsourcing .of .non-primary .tasks
For .most .supply .chain .models, .what .approach .is .assumed? .- .CORRECT
.ANSWER-lateral .or .horizontal .integration. .this .is .the .most .effective .model .due
.to .globalization.
,Keiretsu .Networks .- .CORRECT .ANSWER--A .middle .ground .between .few
.suppliers .and .vertical .integration
-Supplier .becomes .part .of .the .company .coalition
a .company .has .decided .to .split .one .of .its .divisio .into .tis .own .company. .what .is
.the .benefit? .- .CORRECT .ANSWER-Increased .focus .and .expertise .for .both
.companies. .this .can .lead .to .development .of .better .and .more .attractive
.products .for .customers .that .fit .with .the .core .values .of .each .individual
.company.
what .has .contributed .the .most .to .the .development .of .lateral .supply .chains?
.access .to .chas, .new .materials, .outsorced .hires, .communication .technologies .-
.CORRECT .ANSWER-Communication .technologies. .Allows .strategic
.partnerships .to .be .formed.
big .draw .back .from .lateral .supply .chain? .- .CORRECT .ANSWER-inability .to .see
.the .larger .supply .chain .process .as .a .whole.
A .company .does .not .have .clearly .defined .goals .or .lings .to .outside .busines,
.appart .from .occasional .transactions. .What .stage .of .supply .chain .management
.evolution .does .this .best .correspond .to? .- .CORRECT .ANSWER-Multiple
.dysfunction. .a .central .firm .does .not .have .goals .or .definitions .hat .are .created .in
.a .clear .and .concrete .manner. .do .not .have .meaningful .external .ties .to .other
.department .or .organizations.
In .a .semifunctional .enterprise, .a .company .may .begin .to .develop .initiatives .to
.increase .efficiency .and .quality .control. .what .is .still .lacking .at .this .stage .of
.supplu .chain .management .evolution? .- .CORRECT .ANSWER-Decision .making
.partnerships .between .departments.
Company .X .has .begun .to .integrate .its .own .internal .processes .and .resources
.with .its .partners .in .the .supply .chain. .what .is .the .name .of .this .stage .of .supply
.chain .evolution? .- .CORRECT .ANSWER-Extended .Enterprise. .This .usually
.begins .with .a .single .partnership .between .entities .in .the .chain .and .can .extend
.until .all .partners .are .meaningful .networked.
Company .has .begun .to .bring .departments .together .in .planning .for .major
.product .releases. .which .stage .of .supply .chain .management .evolution .dies .this
.approach .best .describe? .- .CORRECT .ANSWER-Integrated .enterprise. .when .the
.company .starts .to .dismantle .traditional .silos .that .exist .in .departments .and
.organizations. .they .are .on .their .way .to .lateral .integration .of .the .supply .chain
.as .a .whole.
a .semifunctional .enterprise .may .implement .plans .to .increase .the .function .of
.various .departments. .which .of .the .following .would .best .describe .the .actions .of
.a .semi-functional .enterprise? .partnerships .with .distribution .channels, .building
.additional .warehouses .to .house .inventory, .finding .ways .to .reduce .inventory, .-
.CORRECT .ANSWER-Find .ways .to .reduce .inventory. .In .most .cases .these
, .initiatives .are .independent .from .each .other .and .still .exist .only .internally .within
.the .organization.
when .a .company .is .doing .well .and .makes .more .money .by .moving .along .the
.supply .chain .management .evolution .scare, .what .is .the .bes .posible .economic
.decision? .- .CORRECT .ANSWER-Reserve .some .money .to .improve .products .and
.processes. .This .can .be .beneficial .over .the .long .term ., .as .opposed .to .decision
.that .will .make .short .term .impact .such .as .pass .savings .to .the .customers, .or
.gains .to .stakeholders.
A .semifunctional .enterprise .may .implement .plans .to .increase .the .function .of
.various .departments. .Which .of .the .following .would .best .describe .the .actions .of
.a .semifunctional .enterprise? .- .CORRECT .ANSWER-Find .ways .to .reduce
.inventory. .A .semifunctional .enterprise .has .begun .to .increase .training, .decrease
.inventory .held .in .its .own .warehouses, .plan .new .strategies .to .increase
.effectiveness, .and/or .begun .to .train .in .more .effective .ways. .In .most .cases,
.however, .these .initiatives .are .independent .from .each .other .and .still .exist .only
.internally .within .the .organization.
42. .Any .given .product .may .require .multiple .components. .What .is .the .name .for
.the .complete .list .of .items .necessary .to .create .a .single .finished .product? .-
.CORRECT .ANSWER-EXP: .The .bill .of .materials .shows .the .entirety .of .the
.components .that .are .necessary .to .create .one .finished .product. .Material
.requirements .planning .software .may .be .implemented .to .create .the .bill .of
.materials.
an .integrated .enterprise .is .nearly .through .the .supply .chain .management
.evolution. .what .is .the .core .focus .of .this .stage? .- .CORRECT .ANSWER-Business
.Processes. .In .the .third .stage .of .supply .chain .management .evolution, .a
.company .begins .to .think .in .terms .of .business .processes, .rather .than .individual
.pieces .and .departments. .This .stage .marks .integration .of .various .departments,
.but .does .not .yet .include .integration .of .partnerships .outside .of .the .organization
.in .meaningful .ways.
Integrated .enterprises .arose .primarily .in .the .1980s .and .1990s. .What .other
.development .occurred .around .the .same .time .that .may .have .affected .this .part
.of .the .evolution .of .supply .chain .management? .- .CORRECT .ANSWER-
Availability .of .Personal .computers. .The .availability, .improvement, .and
.affordability .of .personal .computers .paved .the .way .for .integrated .enterprises .to
.arise. .Because .they .made .communication .much .faster, .personal .computers
.made .it .more .possible .than .ever .before .to .create .good .streams .of
.communication .between .departments .in .a .company.
Automation .has .been .a .key .component .in .integrated .planning .for .businesses.
.In .what .decade .did .material .requirements .planning .make .it .possible .to
.automatically .create .a .bill .of .materials? .- .CORRECT .ANSWER-1950's. .MRP .was
.able .to .automate .the .bill .of .materials .as .early .as .the .1950s. .This .was .a .key
.step .in .a .flow .that .would .eventually .allow .the .various .departments .in .a
.company .to .access .the .same .data .instantly.
Answers A+ Graded
As .you .plan .a .manufactured .product .supply .chain, .what .is .considered .the .most
.crucial .element? .- .CORRECT .ANSWER-Component .suppliers. .without .the .base
.components .required .for .the .product, .the .rest .of .the .suppl .chain .cannot
.operate .as .designed.
The .owner .of .a .coal .mine .need .power .for .the .machinery .that .he .uses .to .extract
.the .coal. .what .is .this .and .example .of? .- .CORRECT .ANSWER-Doubling .back.
.When .a .raw .material .supplier .ends .up .using .a .component .that .they .produce .in
.their .own .operations, .it .is .an .example .of .the .supply .chain .doubling .back .to
.serve .itself. .in .this .instance, .the .coal .might .be .used .to .run .power .generators
.that .can .then .be .used .to .power .the .basic .mining .equipment .used .to .gather
.coal.
which .is .not .essential .element .of .product .supply .chain .model? .material
.extraction, .material .transformation .into .product, .selling .to .the .user, .reverse
.chains. .- .CORRECT .ANSWER-Reverse .chain. .Reverse .transaction .is .not .an
.essential .element .of .supply .chain .product .model.
stakeholders .- .CORRECT .ANSWER-all .who .can .be .affected .by .the .decision
.made .in .a .supply .chain. .this .may .encompass .the .public, .goverment, .trade
.associations, .and .univerisities.
how .can .the .goverment .impact .supply .chain .function? .- .CORRECT .ANSWER-
Levying .taxes, .creation .of .infrastructure, .and .regulation.
what .is .the .best .way .to .view .the .nature .of .a .supply .chain? .... .a .series .of ...... .-
.CORRECT .ANSWER-a .series .of .processes .that .are .linked .together. .each
.process .can .be .carried .out .by .a .different .entity, .the .success .or .failure .of .the
.supply .chain .model .depends .on .the .process .that .allows .information, .material,
.and .cash .to .flow .most .seamlessly.
what .WAS .the .primary .focus .of .some .of .the .earlies .supply .chain .models? .-
.CORRECT .ANSWER-Cutting .costs. .However, .as .business .became .more
.connected, .the .focus .became .value .creation, .rather .than .trimming .expenses.
.this .makes .the .chain .more .stable.
,in .a .value .creation .supply .chain, .what .are .the .most .valuable .activities .-
.CORRECT .ANSWER-Activities .that .trascend .a .single .entity. .provide .positive
.impact .to .no .only .a .single .organization, .but .the .chain .as .a .whole.
when .a .supply .chain .operates .externally, .connecting .business .and
.organizations .rather .than .departments, .one .leading .entity .often .emerges. .what
.is .the .name .of .this .entity? .- .CORRECT .ANSWER-Nucleus .firm. .the .firm .that
.directs .and .organized .the .supply .chain .is .usually .known .as .a .nucleus .firm .or
.channer .master.
The .SCOR .supply .chain .process .model .includes .three .basic .entities. .Which .of
.these .can .be .found .to .the .right .of .your .company .in .this .model? .- .CORRECT
.ANSWER-Customers..... .Suppliers .can .be .found .to .the .left.
How .many .management .process .are .included .in .the .SCOR .supply .chain
.model? .- .CORRECT .ANSWER-5 .different .processes. .These .are .planning,
.sourcing, .making, .delivery, .and .returns.
The .SCOR .model .is .limited .and .does .not .account .for .every .single .business
.process. .How .many .tiers .in .each .direction .does .the .model .extend .from .the
.central .company? .- .CORRECT .ANSWER-Accounts .for .2 .tiers .in .each .direction
.from .the .central .company. .this .includes .2 .customer .tiers .and .2 .supply .tiers.
is .sales .and .marketing .part .of .the .SCOR .model? .- .CORRECT .ANSWER-No
which .of .the .following .does .the .scor .model .assume .is .needed .to .build .the
.model? .fixed .costs, .training, .growth, .regulation .- .CORRECT .ANSWER-Training.
.the .model .assumptions .are: .Training, .product .service .quality, .information
.technology, .and .administration.
managing .supply .chain .encompases .more .than .simply .increasing .speeds .and
.cutting .costs. .Whats .the .primary .difference .between .overseeing .process .and
.managing .silos? .- .CORRECT .ANSWER-Innovation .and .bringin .entities .together.
.Overseeing .a .process .requires .the .ability .to .bring .various .people .and .concepts
.together .in .new .ways. .it .requires .interaction .between .different .groups .to .bring
.benefit .to .each .in .the .best .way .possible.
which .figure .is .associated .with .vertical .integration? .(company/owner) .-
.CORRECT .ANSWER-Henry .Ford .is .the .model .for .vertical .integration. .His .action
.in .bringin .as .many .elements .as .possible .under .the .control .of .his .company
.meets .the .primary .aims .of .vertical .integration.
a .company .operates .in .both .Europe .and .NA. .Which .is .the .most .likely .way .the
.company .would .operate .in .these .regions? .- .CORRECT .ANSWER-Focus .on
.primary .tasks, .outsourcing .of .non-primary .tasks
For .most .supply .chain .models, .what .approach .is .assumed? .- .CORRECT
.ANSWER-lateral .or .horizontal .integration. .this .is .the .most .effective .model .due
.to .globalization.
,Keiretsu .Networks .- .CORRECT .ANSWER--A .middle .ground .between .few
.suppliers .and .vertical .integration
-Supplier .becomes .part .of .the .company .coalition
a .company .has .decided .to .split .one .of .its .divisio .into .tis .own .company. .what .is
.the .benefit? .- .CORRECT .ANSWER-Increased .focus .and .expertise .for .both
.companies. .this .can .lead .to .development .of .better .and .more .attractive
.products .for .customers .that .fit .with .the .core .values .of .each .individual
.company.
what .has .contributed .the .most .to .the .development .of .lateral .supply .chains?
.access .to .chas, .new .materials, .outsorced .hires, .communication .technologies .-
.CORRECT .ANSWER-Communication .technologies. .Allows .strategic
.partnerships .to .be .formed.
big .draw .back .from .lateral .supply .chain? .- .CORRECT .ANSWER-inability .to .see
.the .larger .supply .chain .process .as .a .whole.
A .company .does .not .have .clearly .defined .goals .or .lings .to .outside .busines,
.appart .from .occasional .transactions. .What .stage .of .supply .chain .management
.evolution .does .this .best .correspond .to? .- .CORRECT .ANSWER-Multiple
.dysfunction. .a .central .firm .does .not .have .goals .or .definitions .hat .are .created .in
.a .clear .and .concrete .manner. .do .not .have .meaningful .external .ties .to .other
.department .or .organizations.
In .a .semifunctional .enterprise, .a .company .may .begin .to .develop .initiatives .to
.increase .efficiency .and .quality .control. .what .is .still .lacking .at .this .stage .of
.supplu .chain .management .evolution? .- .CORRECT .ANSWER-Decision .making
.partnerships .between .departments.
Company .X .has .begun .to .integrate .its .own .internal .processes .and .resources
.with .its .partners .in .the .supply .chain. .what .is .the .name .of .this .stage .of .supply
.chain .evolution? .- .CORRECT .ANSWER-Extended .Enterprise. .This .usually
.begins .with .a .single .partnership .between .entities .in .the .chain .and .can .extend
.until .all .partners .are .meaningful .networked.
Company .has .begun .to .bring .departments .together .in .planning .for .major
.product .releases. .which .stage .of .supply .chain .management .evolution .dies .this
.approach .best .describe? .- .CORRECT .ANSWER-Integrated .enterprise. .when .the
.company .starts .to .dismantle .traditional .silos .that .exist .in .departments .and
.organizations. .they .are .on .their .way .to .lateral .integration .of .the .supply .chain
.as .a .whole.
a .semifunctional .enterprise .may .implement .plans .to .increase .the .function .of
.various .departments. .which .of .the .following .would .best .describe .the .actions .of
.a .semi-functional .enterprise? .partnerships .with .distribution .channels, .building
.additional .warehouses .to .house .inventory, .finding .ways .to .reduce .inventory, .-
.CORRECT .ANSWER-Find .ways .to .reduce .inventory. .In .most .cases .these
, .initiatives .are .independent .from .each .other .and .still .exist .only .internally .within
.the .organization.
when .a .company .is .doing .well .and .makes .more .money .by .moving .along .the
.supply .chain .management .evolution .scare, .what .is .the .bes .posible .economic
.decision? .- .CORRECT .ANSWER-Reserve .some .money .to .improve .products .and
.processes. .This .can .be .beneficial .over .the .long .term ., .as .opposed .to .decision
.that .will .make .short .term .impact .such .as .pass .savings .to .the .customers, .or
.gains .to .stakeholders.
A .semifunctional .enterprise .may .implement .plans .to .increase .the .function .of
.various .departments. .Which .of .the .following .would .best .describe .the .actions .of
.a .semifunctional .enterprise? .- .CORRECT .ANSWER-Find .ways .to .reduce
.inventory. .A .semifunctional .enterprise .has .begun .to .increase .training, .decrease
.inventory .held .in .its .own .warehouses, .plan .new .strategies .to .increase
.effectiveness, .and/or .begun .to .train .in .more .effective .ways. .In .most .cases,
.however, .these .initiatives .are .independent .from .each .other .and .still .exist .only
.internally .within .the .organization.
42. .Any .given .product .may .require .multiple .components. .What .is .the .name .for
.the .complete .list .of .items .necessary .to .create .a .single .finished .product? .-
.CORRECT .ANSWER-EXP: .The .bill .of .materials .shows .the .entirety .of .the
.components .that .are .necessary .to .create .one .finished .product. .Material
.requirements .planning .software .may .be .implemented .to .create .the .bill .of
.materials.
an .integrated .enterprise .is .nearly .through .the .supply .chain .management
.evolution. .what .is .the .core .focus .of .this .stage? .- .CORRECT .ANSWER-Business
.Processes. .In .the .third .stage .of .supply .chain .management .evolution, .a
.company .begins .to .think .in .terms .of .business .processes, .rather .than .individual
.pieces .and .departments. .This .stage .marks .integration .of .various .departments,
.but .does .not .yet .include .integration .of .partnerships .outside .of .the .organization
.in .meaningful .ways.
Integrated .enterprises .arose .primarily .in .the .1980s .and .1990s. .What .other
.development .occurred .around .the .same .time .that .may .have .affected .this .part
.of .the .evolution .of .supply .chain .management? .- .CORRECT .ANSWER-
Availability .of .Personal .computers. .The .availability, .improvement, .and
.affordability .of .personal .computers .paved .the .way .for .integrated .enterprises .to
.arise. .Because .they .made .communication .much .faster, .personal .computers
.made .it .more .possible .than .ever .before .to .create .good .streams .of
.communication .between .departments .in .a .company.
Automation .has .been .a .key .component .in .integrated .planning .for .businesses.
.In .what .decade .did .material .requirements .planning .make .it .possible .to
.automatically .create .a .bill .of .materials? .- .CORRECT .ANSWER-1950's. .MRP .was
.able .to .automate .the .bill .of .materials .as .early .as .the .1950s. .This .was .a .key
.step .in .a .flow .that .would .eventually .allow .the .various .departments .in .a
.company .to .access .the .same .data .instantly.
