Free Practice Questions for APICS CTSC Exam

According to the CTSC Exam Content Manual, one of the steps that should be completed before determining training needs is to assess key performance indicators (KPIs)1.KPIs are the metrics that measure the performance and progress of the supply chain transformation objectives and outcomes1.Assessing KPIs can help to identify the gaps and opportunities for improvement in the supply chain processes, functions, and roles, and to determine the training needs and priorities for the workforce2. The other options are not the steps that should be completed before determining training needs, as they are more related to the implementation and evaluation of the training plan.Developing an action plan is a step that follows the determination of training needs, as it outlines the specific actions, resources, and timelines for delivering the training3. Developing a training plan is a step that involves designing the training content, methods, and materials based on the training needs and objectives. Assessing performance management is a step that involves monitoring and reviewing the performance of the trainees and the training program, and providing feedback and recognition.

an acceptable quality level (AQL) is defined in ISO 2859-1 as the “quality level that is the worst tolerable”1.This means that the AQL is the limit of defective units that can be accepted in a continuing series of lots during random sampling quality inspections1.The AQL is usually expressed as a percentage or ratio of the number of defects compared to the total quantity1.The AQL helps to induce the supplier to maintain a process average at least as good as the specified limit, while providing an upper limit for the risk to the consumer of accepting the occasional poor lot1.

1:Acceptable Quality Level (AQL): Definition and How It Works - Investopedia

According to the ASCM SCOR Digital Standard, supply chain performance attributes are the characteristics that define the performance of a supply chain. There are six performance attributes: reliability, responsiveness, agility, costs, asset management efficiency, and sustainability.Among these, flexibility, delivery reliability, and responsiveness are customer related, as they measure how well the supply chain meets the customer needs and expectations in terms of product availability, delivery time, and order fulfillment1. Flexibility is the ability to accommodate changes in demand or supply, delivery reliability is the ability to deliver products on time and in full, and responsiveness is the ability to react quickly to customer requests or market changes. The other options are not customer related, as they measure the internal efficiency or effectiveness of the supply chain.

According to the ASCM CTSC Exam Content Manual, a data-driven collaborative approach is one of the key enablers of digital supply chain transformation. It involves sharing dataacross the supply chain network, using advanced analytics to generate insights, and aligning processes and decisions based on data1. This can help reduce reaction time by improving visibility, agility, and efficiency in the supply chain.

According to the ASCM SCOR Digital Standard, the SCOR model uses the term optimized to indicate the highest level of performance for a given metric. Optimized metrics are those that are prioritized by the organization and have a target performance level that is based on the best-in-class benchmark or the desired competitive advantage. The SCOR model defines six levels of performance for each metric: inferior, poor, nominal, competitive, advantage, and optimized (p.17)1. The other options are not used in the SCOR model to prioritize metrics and estimate target performance level.

one of the most prominent characteristics of a digital supply chain is the access to latest point-of-sale (POS) data across the network.POS data refers to the information collected by retailers at the point of purchase, such as the product, quantity, price, date, time, and location of the transaction3.Access to this data enables digital supply chains to have real-time visibility of customer demand, inventory levels, and market trends, and to use advanced analytics and artificial intelligence to optimize planning, forecasting, replenishment, and delivery12.Access to POS data also helps digital supply chains to improve customer satisfaction, reduce costs, increase sales, and enhance collaboration among supply chain partners12.

According to the ASCM, the first step in setting improvement priorities for supply chain transformation is to create a business case for change1.This involves highlighting how improvements in the supply chain processes will enable the organization to achieve its strategic goals, such as increasing customer satisfaction, reducing costs, enhancing sustainability, and gaining competitive advantage1.The business case for change should also calculate the improvement potential by using quantifiable business and supply chain metrics, such as revenue, profitability, service level, inventory, and carbon footprint1.Moreover, the business case for change should guarantee cross-functional engagement by involving key stakeholders from different functions and levels of the organization, such as sales, marketing, finance, operations, and senior management1.By creating a solid business case for change, the organization can justify the need for supply chain transformation, secure the necessary resources and support, and align the improvement priorities with the business objectives1.

According to the CTSC Exam Content Manual, one of the ways to reduce the costs of poor quality in the supply base is to establish education and quality training for the suppliers, as this can help them improve their quality performance, reduce defects, and prevent problems1.Education and quality training can also enhance the collaboration and communication between the buyers and the suppliers, and foster a culture of continuous improvement2. The other options are not the best approach to reduce the costs of poor quality in the supply base, as they are more reactive than proactive, and they do not address the root causes of the poor quality.Conducting supplier appraisals, tracking costs of returns, and inspecting all received products are examples of appraisal costs, which are part of the costs of poor quality, not the solution3.