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Quiz 2025 L6M9: Supply Network Design–Professional New Braindumps Files

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CIPS L6M9 Exam Syllabus Topics:

Topic
Details

Topic 1

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.

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

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.

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Free PDF Quiz 2025 CIPS L6M9: Supply Network Design Updated New Braindumps Files

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CIPS Supply Network Design Sample Questions (Q85-Q90):

NEW QUESTION # 85
A cupcake manufacturing organisation uses a 'management by exception' technique when it comes to planning and control. What does this mean?

A. Exceptional performance is rewarded, for example through staff bonus schemes
B. Plans and control activities are created based on historical performance
C. Reporting only takes place when non-compliance occurs
D. Audits and other control activities are completed by an outsourced company to ensure there is no bias in the investigations

Answer: C

Explanation:
Management by exception means that reporting only occurs when non-compliance happens or when results are outside the norm. In the case of a cupcake factory, there might be no quality control measures in place, but if an issue arises (e.g., food poisoning complaint), an investigation would be conducted. This is a risky strategy for such an organisation. (See p. 189)

NEW QUESTION # 86
Risks are always present within organisational strategies, and it is important that they are assessed. Which of the following arestrategies for dealing with risk?

A. Terminate, escape, eliminate, destroy
B. Avoid, eliminate, reduce, transfer
C. Escape, eliminate, evade, end
D. Track, control, mitigate, reduce

Answer: B

Explanation:
Thefour risk management strategiesare often remembered asTEAR:
* Transfer: Shift the risk to another party (e.g., insurance, outsourcing).
* Eliminate: Remove the risk entirely where possible.
* Avoid: Choose not to engage in activities that introduce the risk.
* Reduce: Take measures to minimize the impact or likelihood of the risk occurring.
(See p.200)

NEW QUESTION # 87
Alexandra is the new Chief Procurement Officer at Wet Lettuce Incorporated, a manufacturing organisation that uses a tiered supply structure. She has asked to see the contracts with all thesuppliers and has been told that it is not common practice to have contracts with the full range of suppliers. What should Alexandra do?

A. Ensure contracts are immediately put in place with all suppliers within the tiered supply structure
B. Amend the supply structure so that contracts are put in place with all suppliers
C. Do nothing-if it is not common practice within the organisation, she should not change things
D. Set up meetings with the tier-one suppliers and assess the contracts with these suppliers

Answer: D

Explanation:
SinceWet Lettuce Incorporatedoperates atiered supply structure, it is common for contracts to be in place only with tier-one suppliers, while sub-contractors in lower tiers are managed by those suppliers. Instead of changing the entire structure, Alexandra should ensure that contracts and relationships withtier-one suppliers are well managed. (See p.195)

NEW QUESTION # 88
Zelda is the Head Consultant at Pirate Architects Ltd, which provides services to clients in the construction industry. She has a team of 20 consultants and is considering how many projects each team member should handle. In terms of capacity loading, which factors should Zelda consider when assigning projects? Select ALL that apply.

A. Staff member's efficiency
B. Staff member's experience
C. Staff member's salary
D. Staff member's effectiveness
E. Staff member's time availability

Answer: A,B,D,E

Explanation:
Capacity loadingdetermines how much work each employee can handle. Key factors includeexperience, efficiency, time availability, and effectiveness. Salary isnotrelevant to determining workload capacity- though managers might mistakenly believe higher-paid employees should take on more. (See p.181)

NEW QUESTION # 89
Which of the following examples of a supplier would be suitable forStrategic Supplier BusinessReviews?
Select ALL that apply.

A. Short-term bottleneck supplier
B. A partnership arrangement
C. Sole sourcing
D. A top-tier supplier in a tiered supply chain
E. Supplier of direct components

Answer: B,C,D

Explanation:
Strategic Supplier Business Reviewsare used for long-term and important suppliers. The study guide states that this type of review is more commonly seen where an organisation has significantsole sourcing, tiering, or partnership relationships, particularly those spanning a long time scale. Sharing future plans and incorporating developments in each organisation is important for maintaining strategic integrity.
* Option D (short-term bottleneck supplier)is incorrect because strategic reviews are for long-term supplier relationships.
* Option E (supplier of direct components)is incorrect because it does not specify that the supplier is of strategic importance. (See p.190)

NEW QUESTION # 90
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