Free Practice Questions for APICS CPIM-8.0 Exam

Customer service performance is the degree to which a company meets or exceeds the expectations of its customers in terms of the quality, timeliness, and satisfaction of the service provided. The most relevant measure of customer service performance is the service perceived by the customer against the service expected by the customer, also known as the service quality gap. This measure captures the difference between what customers expect from a service and what they actually receive, and reflects the level of customer satisfaction or dissatisfaction. A positive service quality gap indicates that the service exceeded the expectations, while a negative service quality gap indicates that the service fell short of the expectations. The other options are not as relevant as the service quality gap because they do not account for the customer’s perspective or perception of the service. Service promised to the customer against service measured by the supplier is an internal measure of service performance, but it does not reflect how the customer perceives the service. Customer complaints received as a percentage of orders shipped is a measure of service failure, but it does not capture the positive feedback or the silent dissatisfied customers. Positive customer feedback as a percentage of customer feedback is a measure of service satisfaction, but it does not account for the customer’s expectations or the service quality dimensions. References:

CPIM Part 2 Exam Content Manual, p. 67

Customer Service Metrics: Top 10 to Measure

20 Customer Service KPIs You Need To Know

Sales and Operations Planning (S&OP) is the proper forum for evaluating cross-functional impacts of a change in demand, including capacity, supply, and financial implications. Executive-level S&OP meetings align demand and supply decisions and ensure that changes in strategic direction are reviewed and approved.

“The S&OP executive meeting is where demand and supply plans are balanced and decisions are made on resource changes or market actions.”

— CPIM SMR Module, S&OP Function and Governance

For a business unit with a low relative market share in a high-growth market, the most appropriate strategy is investing in projects to maintain market share. In a high-growth market, opportunities for expanding or solidifying market share are significant. A business unit with a low market share can benefit from investing in projects that enhance its competitive position, such as improving operational efficiency, innovation in products or services, and marketing efforts. These investments aim to strengthen the unit's market presence and capitalize on the growth potential of the market. This approach is more suitable than using excess cash for other units, acquiring competitors, or just focusing on product improvements, as it directly addresses the need to build a stronger market position in a growing market.

The zone picking system divides the warehouse into different areas or zones. Each worker is assigned to a zone, and they pick only items stored within their assigned zones. This improves efficiency, especially in large warehouses with significant SKU counts.

“Zone picking involves assigning workers to specific zones within a warehouse, where they are responsible for picking items only from their designated zone.”

— CPIM DSP Study Guide – Warehouse Picking Strategies