Free Practice Questions for APICS CTSC Exam

According to the CTSC Exam Content Manual1, Six Sigma is a methodology that aims to improve the quality and performance of processes by reducing variability and defects. Six Sigma uses various tools and techniques to measure, analyze, and control the variation of the forecast and the demand over time for products and services. Some of these tools include control charts, histograms, Pareto charts, scatter plots, and regression analysis. Therefore, Six Sigma is the best tool to use for this analysis. Option A, Lean, is a methodology that aims to eliminate waste and increase value in processes by applying principles such as pull, flow, and continuous improvement. Lean does not focus on measuring and reducing variability of the forecast and the demand. Option C, TOC, is a methodology that aims to optimize the performance of a system by identifying and eliminating the constraints or bottlenecks that limit its throughput. TOC does not focus on measuring and reducing variability of the forecast and the demand. Option D, TQM, is a methodology that aims to achieve customer satisfaction and organizational excellence by involving all stakeholders in the continuous improvement of processes and products. TQM does not focus on measuring and reducing variability of the forecast and the demand.

According to the ASCM CTSC Exam Content Manual, one of the benefits of a mature S&OP process is to enable the alignment of supply and demand plans with the strategic objectives of the organization1.This can help to optimize the use of resources, reduce costs, improve customer service, and increase profitability. Therefore, evaluating the current S&OP process can help an organization to identify the gaps and opportunities for improvement in a supply chain transformation initiative.

1: ASCM CTSC Exam Content Manual, page 14.

According to the CTSC Exam Content Manual, an agile chain is a supply chain model that can handle high demand during peak season and quickly adjust to a lean period with low demand1.An agile chain is characterized by high responsiveness, flexibility, and adaptability to changing customer needs and market conditions1.An agile chain can also cope with high levels of uncertainty and variability in demand and supply1. The other options are not the best supply chain model for this scenario, as they have different characteristics and trade-offs.A custom-configured chain is a supply chain model that delivers customized products or services to customers through modularization and postponement strategies1.A custom-configured chain is suitable for high variety and low volume markets, but it may not be able to handle high demand peaks efficiently2.An efficient chain is a supply chain model that focuses on minimizing costs and maximizing asset utilization through economies of scale and scope1.An efficient chain is suitable for low variety and high volume markets, but it may not be able to adjust quickly to demand fluctuations or customer preferences2.A flexible chain is a supply chain model that can handle moderate changes in demand and supply by adjusting production capacity and inventory levels1.A flexible chain is suitable for medium variety and medium volume markets, but it may not be able to handle extreme demand peaks or lean periods without compromising service levels or costs2.

According to the CTSC Exam Content Manual1, one of the key enablers of digital supply chain transformation is “people and culture”. This includes developing the skills and capabilities of the workforce, aligning the organizational structure and culture with the transformation vision and goals, and fostering a collaborative and innovative environment. Therefore, employee talent development and organizational alignment are critical factors for high performance of digital supply chains, aside from investments in appropriate digital technologies. Option A, C and D are examples of metrics that can be used to measure digital supply chain performance, but they are not factors that enable or enhance it.

According to the CTSC Exam Content Manual1, the optimize digital discipline focuses on using data and analytics to improve operational efficiency and effectiveness, such as predictive maintenance, asset utilization, and resource allocation. Responsive demand-supply matching (RDSM) is a capability that falls under the optimize discipline, as it aims to balance supply and demand in real time using data-driven insights and actions. Extending RDSM to include predictive maintenance of delivery trucks would indicate additional focus on the optimize discipline, as it would help reduce downtime, costs, and risks associated with truck breakdowns.

1: https://www.ascm.org/ctsc-ecm/

According to the ASCM, the supply chain information system infrastructure consists of four main elements: hardware, software, data warehouse, and the internet1.These elements enable the collection, storage, processing, and transmission of data and information across the supply chain, and support the decision making and execution of supply chain activities1.The ASCM also states that the supply chain information system infrastructure is a key enabler of supply chain transformation, which is the process of changing the supply chain to achieve higher performance, efficiency, and sustainability1.By having a robust and reliable infrastructure, a company can leverage the power of data and analytics, improve the visibility and collaboration across the supply chain, and adopt new technologies and innovations that can enhance the supply chain capabilities and outcomes1. Therefore, hardware, software, data warehouse, and the internet are the infrastructure elements that have a significant impact on supply chain transformation.

According to the CTSC Exam Content Manual, one of the ways to accelerate the change and track the progress of a new technology implementation is to create visibility1.Creating visibility means sharing the information and data about the change process, such as the objectives, benefits, milestones, challenges, and results, with the relevant stakeholders, such as the employees, managers, customers, and suppliers1.Creating visibility can help to increase the awareness, understanding, and acceptance of the change, as well as to identify and address the issues and risks that may arise during the change1.Creating visibility can also help to monitor and evaluate the performance and impact of the new technology, and to provide feedback and recognition to the change agents and participants1. The other options are not the best ways to accelerate the change and track the progress of a new technology implementation, as they are more related to other aspects of the supply chain or the change management.Utilizing a push-pull system is a way to balance the demand and supply in the supply chain, but it does not directly affect the speed or the measurement of the change2.Adopting define-test-deploy is a way to implement a new technology in a phased manner, but it does not necessarily accelerate the change or track the progress, unless it is combined with other methods, such as agile or lean3. Identifying current performance drivers is a way to understand the factors that influence the supply chain performance, but it does not help to implement a new technology, unless it is followed by a gap analysis and a solution design.

Ac-cording to the CTSC Exam Content Manual1, one of the required key management capabilities for implementing new supply chain capabilities is inspiring and influential leadership. This means having the ability to communicate the vision and goals of the transformation, motivate and empower the team, and foster a culture of innovation and collaboration.