CPSM Exam 2 Ques ons and answers | Updated RATED
A+ | 2026
Two-by-two matrix
Low to high profit margin and supply risk. Items categorized as strategic, rou ne, bo leneck,
and leverage
Leverage items
Large volume purchases
Unit cost important
Can find subs tutes
Many suppliers available
Bo leneck items
Unique requirements
Suppliers technology cri cal
Scarce source of supply
Difficult to subs tute
Difficult to forecast usage
Strategic items
Con nuous usage
Unique specifica ons
Supplier tech cri cal
Few suppliers available
Difficult to subs tute
Win-win partnership
Process mapping
Define and understand organiza on's processes
Process improvement methods
Six Sigma, lean opera ons
Lean supply management
TPS Toyota Produc on System
, Op mize size of supply base and then work collabora vely with key suppliers on
product/service development. Focus on total cost of ownership, con nuous improvement with
customer focus.
Value stream mapping
Transforma on of materials is traced from beginning to end to determine if there is any waste in
process-no value add or wai ng me
Two common forms of risk analysis
Decision tree and two-by-two por2olio matrix
Lean tools
Just in me, small lot sizes, short setup mes, 5S system
Project process groups
Ini a ng, planning, execu ng, monitoring and control, closing
SWOT analysis
Internal and external forces. Strengths, weaknesses, opportuni es, threats
Project business case basis
SWOT analysis provides direc on
Kepner-Tregoe Ra onal Process Analysis
Situa on appraisal, problem analysis, decision analysis, poten al problem/opportunity analysis
Devia on statement
Iden fy problem and then describe it. Basis for scope of project. Kepner-Tregoe problem
analysis
Cause and effect analysis
Fishbone diagram - captures all possible causes of problem showing rela onship between
problem and each other
Pareto analysis
Performed a:er cause and effect diagram. Bar chart shows frequency with which events occur
arranged in descending frequency
CPFR
A+ | 2026
Two-by-two matrix
Low to high profit margin and supply risk. Items categorized as strategic, rou ne, bo leneck,
and leverage
Leverage items
Large volume purchases
Unit cost important
Can find subs tutes
Many suppliers available
Bo leneck items
Unique requirements
Suppliers technology cri cal
Scarce source of supply
Difficult to subs tute
Difficult to forecast usage
Strategic items
Con nuous usage
Unique specifica ons
Supplier tech cri cal
Few suppliers available
Difficult to subs tute
Win-win partnership
Process mapping
Define and understand organiza on's processes
Process improvement methods
Six Sigma, lean opera ons
Lean supply management
TPS Toyota Produc on System
, Op mize size of supply base and then work collabora vely with key suppliers on
product/service development. Focus on total cost of ownership, con nuous improvement with
customer focus.
Value stream mapping
Transforma on of materials is traced from beginning to end to determine if there is any waste in
process-no value add or wai ng me
Two common forms of risk analysis
Decision tree and two-by-two por2olio matrix
Lean tools
Just in me, small lot sizes, short setup mes, 5S system
Project process groups
Ini a ng, planning, execu ng, monitoring and control, closing
SWOT analysis
Internal and external forces. Strengths, weaknesses, opportuni es, threats
Project business case basis
SWOT analysis provides direc on
Kepner-Tregoe Ra onal Process Analysis
Situa on appraisal, problem analysis, decision analysis, poten al problem/opportunity analysis
Devia on statement
Iden fy problem and then describe it. Basis for scope of project. Kepner-Tregoe problem
analysis
Cause and effect analysis
Fishbone diagram - captures all possible causes of problem showing rela onship between
problem and each other
Pareto analysis
Performed a:er cause and effect diagram. Bar chart shows frequency with which events occur
arranged in descending frequency
CPFR
