Questions CIPS L6M9 Pdf | Updated L6M9 CBT

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CIPS L6M9 Exam Syllabus Topics:

Topic	Details
Topic 1	Understand operations strategy and its contribution to overall business success: Targeting Operations Directors, this section evaluates understanding of operations strategy's impact on organizations, including aligning with business goals, market requirements, and resource management.
Topic 2	Understand and apply leadership skills and behaviors appropriate for strategically improving the procurement and supply chain function: This section of the exam measures the skills of Supply Chain Managers and covers understanding leadership behaviors that enhance procurement processes. It assesses how to strategically improve supply chain functions, focusing on a key skill like "Strategic Decision Making".
Topic 3	Assess the strategic value of resource planning and control: This part targets Resource Planners, focusing on evaluating strategic resource planning concepts such as forecasting, scheduling, monitoring, and controlling resources effectively within the operational framework.

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Updated L6M9 CBT | L6M9 Exam Topics Pdf

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CIPS Supply Network Design Sample Questions (Q33-Q38):

NEW QUESTION # 33
Which of the following statements aboutDynamic Capability TheoryareTRUE? SelectALLthat apply.

A. Information sharing throughout thesupply networkis important to creating dynamic capability
B. It can contribute to thecompetitive advantageof the organisation
C. The focus is on reducing costs to ensure the organisation remains profitable
D. It can be utilised to understand how the operations functionreconfigures its competenciesin response to changes in the marketplace

Answer: A,B,D

Explanation:
#Option A is correct-Dynamic Capability Theory helps companiesadjust their competenciesto market changes.#Option B is correct-Dynamic capabilities contribute tocompetitive advantage.#Option D is correct-Information sharingwithin the supply chain is key tobuilding dynamic capabilities.
#Option C is incorrect-Dynamic Capability Theory doesnot focus on cost reduction, but rather onagility and responsivenesstomarket changes.
Note:This section also coversPorter's 5 Forces, STEEPLE, and the Product Life Cycle, which are important topics for revision!
(See LO 2.1, p.88)

NEW QUESTION # 34
Scenario:
Five manufacturing organisations are working withdifferent productsand usingvarious operational strategies. Each product aligns with acategory from the Boston Consultancy Group (BCG) Matrix, and each organisation is implementing aspecific operational strategy.
For eachorganisation, select thecorrect Product TypeandOperational Strategy.

Answer:

Explanation:

Explanation:
A screenshot of a product description AI-generated content may be incorrect.

NEW QUESTION # 35
White Moon Ltd, amanufacturing organisation, is consideringoutsourcing transportation. What would be areason for doing this?

A. To decrease fixed costs
B. To please shareholders
C. To gain better access to emerging markets
D. To avoid the inefficiency trap

Answer: A

Explanation:
* Outsourcing replaces fixed costs with variable costs-companies onlypay for what they use, rather than maintaining their own fleet.
* Option A is incorrectbecause gaining market access is abenefit of offshoring, not outsourcing.
* Option C is incorrectas there is no mention of shareholders in the scenario.
* Option D is incorrectsince the inefficiency trap relates tooffshoring.
(LO 1.2, See p.44)

NEW QUESTION # 36
Scenario:
Blue Bear Ltd is amultifunctional manufacturing organisationwith aglobal supply chainand customers in over30 different countries. Each function within the company hasdifferent supply networksand relationships.
For eachfunction, select the correctValue Chain ActivityandSupply Network Typefrom the given options.

Answer:

Explanation:

Explanation:
Function 1:This function is asupport activityresponsible for ensuring other functions have the right resources to complete work. It has acomplex structurewithhorizontal and verticalreporting lines, and each employee has clear objectives.#Correct answer:HR|Bureaucratic Function 2:This function ensures that theFive Rightsare achieved. It makeskey strategic decisionsthat other departments follow.Power is centralised, and staff support other business areas as needed.#Correct Answer:
Procurement|Centralised
Function 3:Staff describe themselves as the"people that get stuff done". This is aPrimary Activityin the Value Chain, responsible for turning raw materials intofinished products. The function has ahighly valued supply network, bothupstream and downstream, withjoint decision-making.#Correct answer:Operations| Symmetrical Function 4:Although aPrimary Activity, this function isnot well-organised. It relies ontrust-based relationshipsrather than formal contracts. Information is shared informally. It is responsible forwarehousing and transportation.#Correct Answer:Outbound Logistics|Social Function 5:This function has aone-sided supply network. It is aPrimary Activityanddeals directly with customers.#Correct Answer:Marketing and Sales|Asymmetrical A screenshot of a white sheet AI-generated content may be incorrect.

NEW QUESTION # 37
Sandeep is the Chief Financial Officer at Brass Knuckles Ltd. He has attended a meeting with the Head of Operations who has shown him several options of potential changes that can be made to the operations department of the business. These options have been plotted on the Efficiency Frontier. What is the purpose of using the Efficiency Frontier to evaluate these options?

A. This will estimate the success rate of each option
B. This will identify the option that has a better return on investment with the same level of risk
C. This will identify the options which have potential for market growth
D. This will list the options in order of return on investment

Answer: B

Explanation:
The Efficiency Curve plots options (or trade-offs) on a graph based on the level of risk and ROI. The options that are closest to the curve are the best-these ones represent the best ROI with the same level of risk. (See p.
133)

NEW QUESTION # 38
......

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