At ValidExamDumps, we consistently monitor updates to the CIPS L6M9 exam questions by CIPS. Whenever our team identifies changes in the exam questions,exam objectives, exam focus areas or in exam requirements, We immediately update our exam questions for both PDF and online practice exams. This commitment ensures our customers always have access to the most current and accurate questions. By preparing with these actual questions, our customers can successfully pass the CIPS Supply Network Design exam on their first attempt without needing additional materials or study guides.
Other certification materials providers often include outdated or removed questions by CIPS in their CIPS L6M9 exam. These outdated questions lead to customers failing their CIPS Supply Network Design exam. In contrast, we ensure our questions bank includes only precise and up-to-date questions, guaranteeing their presence in your actual exam. Our main priority is your success in the CIPS L6M9 exam, not profiting from selling obsolete exam questions in PDF or Online Practice Test.
Who are the four business players in the Value Net? Select ALL that apply.
The Value Net consists of suppliers, customers, competitors, and complementors. Unlike a supply chain, which focuses on material and information flow, the Value Net is about creating business value.
Supplier: Provides goods/services
Customer: Purchases goods/services
Competitor: Competes in the same market
Complementor: A business that enhances your product/service offering
Buyer and distributor are not primary players in the Value Net. (See LO 1.2, p.31)
A cupcake manufacturing organisation uses a 'management by exception' technique when it comes to planning and control. What does this mean?
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)
Greg is the manager at a car wash and is trying to work out the break-even point of his business. Which of the following pieces of information will he need to consider to understand his break-even point? Select ALL that apply.
Greg needs to know his fixed costs, variable costs, and price per car wash to determine his break-even point.
For example, if:
Fixed costs (rent, bills) = 100/day
Variable cost per car wash (soap, sponges) = 5
Price per car wash = 10
The break-even point is when revenue = costs, which means washing 20 cars per day (10 20 = 200 revenue, covering fixed and variable costs).
Number of customers (C) is incorrect, as this is calculated from the break-even formula, not an input.
Number of employees (E) is incorrect, as it is not a direct factor in the break-even calculation (only their wages as part of fixed costs).
(LO 1.3)
When would an organisation use a VRIO analysis?
VRIO analysis helps an organisation identify internal resources that give it a competitive advantage.
VRIO stands for Value, Rarity, Imitability, Organisation---factors that determine whether a resource can sustain a competitive edge.
It does not focus on benchmarking (C) or performance monitoring (B).
(LO 2.2, See p.103)
Strategic stocking decisions are likely to change under what circumstances? Select ALL that apply.
Strategic stocking decisions change when external factors shift, such as a competitor going out of business (leading to increased demand) or a vulnerability in raw material supply (e.g., a bad harvest). Short lead times and low demand do not necessarily change stocking decisions but rather influence how stock is currently managed. (See p. 159)
