CPSM EXAM 2 QUESTIONS AND
ANSWERS 2026 VERIFIED.
Two-by-two matrix - ANS Low to high profit margin and supply risk. Items categorized as
strategic, routine, bottleneck, and leverage
Leverage items - ANS Large volume purchases
Unit cost important
Can find substitutes
Many suppliers available
Bottleneck items - ANS Unique requirements
Suppliers technology critical
Scarce source of supply
Difficult to substitute
Difficult to forecast usage
Strategic items - ANS Continuous usage
Unique specifications
Supplier tech critical
Few suppliers available
Difficult to substitute
Win-win partnership
@COPYRIGHT ALL RIGHTS RESERVED PAGE 1 OF 6
, Process mapping - ANS Define and understand organization's processes
Process improvement methods - ANS Six Sigma, lean operations
Lean supply management - ANS TPS Toyota Production System
Optimize size of supply base and then work collaboratively with key suppliers on
product/service development. Focus on total cost of ownership, continuous improvement with
customer focus.
Value stream mapping - ANS Transformation of materials is traced from beginning to end to
determine if there is any waste in process-no value add or waiting time
Two common forms of risk analysis - ANS Decision tree and two-by-two portfolio matrix
Lean tools - ANS Just in time, small lot sizes, short setup times, 5S system
Project process groups - ANS Initiating, planning, executing, monitoring and control, closing
SWOT analysis - ANS Internal and external forces. Strengths, weaknesses, opportunities,
threats
Project business case basis - ANS SWOT analysis provides direction
Kepner-Tregoe Rational Process Analysis - ANS Situation appraisal, problem analysis, decision
analysis, potential problem/opportunity analysis
Deviation statement - ANS Identify problem and then describe it. Basis for scope of project.
Kepner-Tregoe problem analysis
@COPYRIGHT ALL RIGHTS RESERVED PAGE 2 OF 6
ANSWERS 2026 VERIFIED.
Two-by-two matrix - ANS Low to high profit margin and supply risk. Items categorized as
strategic, routine, bottleneck, and leverage
Leverage items - ANS Large volume purchases
Unit cost important
Can find substitutes
Many suppliers available
Bottleneck items - ANS Unique requirements
Suppliers technology critical
Scarce source of supply
Difficult to substitute
Difficult to forecast usage
Strategic items - ANS Continuous usage
Unique specifications
Supplier tech critical
Few suppliers available
Difficult to substitute
Win-win partnership
@COPYRIGHT ALL RIGHTS RESERVED PAGE 1 OF 6
, Process mapping - ANS Define and understand organization's processes
Process improvement methods - ANS Six Sigma, lean operations
Lean supply management - ANS TPS Toyota Production System
Optimize size of supply base and then work collaboratively with key suppliers on
product/service development. Focus on total cost of ownership, continuous improvement with
customer focus.
Value stream mapping - ANS Transformation of materials is traced from beginning to end to
determine if there is any waste in process-no value add or waiting time
Two common forms of risk analysis - ANS Decision tree and two-by-two portfolio matrix
Lean tools - ANS Just in time, small lot sizes, short setup times, 5S system
Project process groups - ANS Initiating, planning, executing, monitoring and control, closing
SWOT analysis - ANS Internal and external forces. Strengths, weaknesses, opportunities,
threats
Project business case basis - ANS SWOT analysis provides direction
Kepner-Tregoe Rational Process Analysis - ANS Situation appraisal, problem analysis, decision
analysis, potential problem/opportunity analysis
Deviation statement - ANS Identify problem and then describe it. Basis for scope of project.
Kepner-Tregoe problem analysis
@COPYRIGHT ALL RIGHTS RESERVED PAGE 2 OF 6
