L6M9 RELIABLE TEST REVIEW - L6M9 EXAM CERTIFICATION

L6M9 Reliable Test Review - L6M9 Exam Certification

L6M9 Reliable Test Review - L6M9 Exam Certification

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Tags: L6M9 Reliable Test Review, L6M9 Exam Certification, Latest L6M9 Dumps Files, L6M9 Dumps Reviews, Reliable L6M9 Braindumps

There are a lot of excellent experts and professors in our company. In the past years, these experts and professors have tried their best to design the L6M9 exam questions for all customers. More importantly, we believe once you finally gain the L6M9 certification with our L6M9 exam questions and you will find enormous benefits: more enjoyment of life and better relationships and less stress and a better quality of life overall. So it is very significant for you to do everything in your power to pass the L6M9 Exam and get the related certification.

CIPS L6M9 Exam Syllabus Topics:

TopicDetails
Topic 1
  • 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 2
  • 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 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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Efficient L6M9 Reliable Test Review & Leader in Qualification Exams & Marvelous CIPS Supply Network Design

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CIPS Supply Network Design Sample Questions (Q28-Q33):

NEW QUESTION # 28
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. Avoid, eliminate, reduce, transfer
  • B. Track, control, mitigate, reduce
  • C. Escape, eliminate, evade, end
  • D. Terminate, escape, eliminate, destroy

Answer: A

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 # 29
Ajewelry manufacturerhas recently acquired themining companythat supplies the precious metals used in its jewelry production.
What is this an example of?

  • A. Backward horizontal integration
  • B. Backward vertical integration
  • C. Forward vertical integration
  • D. Forward horizontal integration

Answer: B

Explanation:
Backward vertical integrationoccurs when a companyacquires a supplier or producerthat is further upstreamin the supply chain. In contrast,forward vertical integrationhappens when a companybuys a retailer or distributorfurtherdownstream.
#Note:Forward horizontalandbackward horizontal integrationdo not exist-these are trick options. (See LO 1.2, p.42)


NEW QUESTION # 30
Maxi Ltd is a medium-sized manufacturing organisation in the automotive industry that creates engines for cars. It has traditionally worked well with its suppliers, with strong relationships and regular meetings. There are currently around 15 suppliers who provide parts to Maxi Ltd.
Due to changing customer demands, Maxi Ltd will, from next month, modify the manufacturing of some of its products. Product X is being made more environmentally friendly, with output of CO2 being reduced by 32%. The product will take longer to produce, but there will be no additional cost to customers for this.
Maxi ltd are considering outsourcing the manufacturing of Product Y as it is not a product which is routinely ordered by customers. This will allow Maxi Ltd to focus on other products which generate higher revenues for the company. The concern within the Board of Directors is that if demand increases for this product, an outsourced company may not be able to cope with higher numbers of orders.
Product Z is an extremely popular item and oftentimes Maxi Ltd does not have the capacity to fulfil all orders. Consideration has been given to increasing the size of the factory, but this has been discarded as risky as demand is not guaranteed. The product has been available on the marketplace for a short amount of time and sales are continuing to increase, but the company believes this will soon plateau. To deal with current demand, the marketing team is working on campaigns to invite customers to make orders for this product at certain times of the year when product X is not being created in the factory.
This means resources can be reallocated to the creation of product Z.
Whatarea of the product lifecycleis product Z in?

  • A. Decline
  • B. Maturity
  • C. Growth
  • D. Introduction

Answer: C

Explanation:
Product Z has been available fora short amount of time, andsales are still increasing. Since thedemand is growing but has not yet stabilized, it is in thegrowth stageof the product lifecycle. (LO 2.2)


NEW QUESTION # 31
Which of the following arenotcharacteristics of good information?

  • A. Analysed
  • B. Relevant
  • C. Accurate
  • D. Interpreted
  • E. Timely

Answer: A,D

Explanation:
Analysed and interpreted arenotcharacteristics of good information. The key characteristics of good information are accuracy, reliability, timeliness, relevance, and completeness. (See p.178)


NEW QUESTION # 32
The operations department of ABC Ltd has recently launched a new product. The product is manufactured within a large factory and then sent to retailers for sale. The department has a system in place which details the components required for the product and the quantities required to fulfil customer demand. The system works online and links to other areas of the business including HR and finance.
So far, several large orders have been placed for the product from different retailers. The Chief Operations Officer (COO) has decided to programme the completion of the orders based on when the orders were placed.
The benefit of this strategy is that it will give each customer a similar lead time. Thus far no buffer stock has been created as products are only created when orders are received.
Three teams are required to make the product and the product flows from team one to team two to team three, each team adding a component to the product. Unfortunately, team two are short staffed and are completing their work at a slower rate than the other two teams. This is a huge consideration for the COO as it will impact upon the capacity of the organisation.
The retailers have all signed contracts with ABC Ltd and the COO is extremely happy that they are long term contracts. Contract 1 is with retailer X and the price is set for three years. Contract 2 is with retailer Y and is a five year contract where the price will be reviewed annually in line with CPI. Contract 3 has a variable pricing mechanism based on the volume of products ordered.
What system is used by ABC Ltd?

  • A. Lean
  • B. KPI
  • C. MRP
  • D. ERP

Answer: D

Explanation:
The system used isERP (Enterprise Resource Planning)since it links multiple business functions such as HR and finance.MRP and MRPIIare primarily used formanufacturing/operations, andKPIrefers to performance measurement rather than a system. (See LO 3.3)


NEW QUESTION # 33
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