CQI and IRCA Practitioner Examination Paper 1 Managing Supply Chains Course (PT206)[v5]

Section 1 – Governance

Question 1.1

Which of the following statements best describes a supply chain?

(select ONE answer)(1 mark)

Question 1.2

An external service provider is working to define one of their high-level processes. They have suggested several Purpose Statements to go on their SIPOC. Which of the statement, shown below, provides a suitable Purpose Statement of a process for use with a SIPOC?

(select ONE answer)(1 mark)

Question 1.3

Which of the following are key elements of process management?

(Select TWO answers)(2 marks)

Question 1.4

A team approaches you to give advice to them on producing an Integrated Flow Chart. Which of these actions would you advise the team to adopt to start the process off?

(select TWO answers)(2 marks)

Question 1.5

You are reviewing a presentation of improvement projects from a group of suppliers of financial services to your organisation. As part of the presentation, each supplier presents their Value Proposition Statement. Which three elements would you expect to see in a very good Value Proposition Statement from a supplier of this nature?

(select THREE answers)(3 marks)

Question 1.6

A national retailer in Europe relies on imports of all the products they sell from East Asia and South America. They recognise this represents a risk in their supply chain and have asked you to recommend the first steps in addressing this risk. What actions are most effective to take at this early initial stage?

(select THREE answers)(3 marks)

Section 2 – Assurance

Question 2.1

Which of the following are benefits of a partnership approach to supply chain assurance?

(select ONE answer)(1 mark)

Question 2.2

What is the first step before carrying out the supplier audit?

(select ONE answer)(1 mark)

Question 2.3

In drawing up a supplier audit plan, which two items do auditors often miss?

(select TWO answers)(2 marks)

Question 2.4

What are the typical criteria used to report the audit findings?

(select TWO answers)(2 marks)

Question 2.5

As an expert in supplier assurance you have been asked to join a supplier selection team for a new service to be used in your organisation. You quickly realise that although a weighted performance ranking system is in place, the purchasing manager has a traditional dimensional approach to sourcing – Price. What key initiatives could you suggest to develop a broader approach to evaluation?

(select THREE answers)(3 marks)

Question 2.6

A supplier, with whom you have a good collaborative relationship, has developed a new process for your requirements now wants to measure their performance. What steps would you advise the supplier to take to do this?

(select THREE answers)(3 marks)

Section 3 – Improvement

Question 3.1

You are facilitating an idea generation session with a supplier and someone gives an idea that the team finds to be ridiculous. How should you most effectively deal with it?

(select ONE answer)(1 mark)

Question 3.2

Having conducted a small-scale pilot of an improvement to a supplier’s process, which of the following should be considered our first immediate action?

(select ONE answer)(1 mark)

Question 3.3

Which of the following best describe the purpose of supplier process audit?

(select TWO answers)(2 marks)

Question 3.4

Which of the following should the joint supplier/customer improvement team identify/ confirm during the final review stage of the improvement?

(select TWO answers) (2 marks)

Question 3.5

A supplier has approached your organisation having gathered ideas for improving their product or service to provide benefits to your organisation, what would be your approach in dealing with this?

(select THREE answers)(3 marks)

Question 3.6

A supplier is working with their customer’s advanced quality planning team to identify and plan to manage risks during a programme to develop a new service. One of the generic risks that they identify is failing to stick to the project plan and missing the timing for the launch. Which of the actions below should they plan to do in the event of this risk became a reality?

(select THREE answers)(3 marks)

Section 4 – Context

Question 4.1

Which of the following characteristics of suppliers would be the highest priority for developing partnerships?

(select ONE answer)(1 mark)

Question 4.2

Which of the following would you expect to see as titles of the columns of an audit checklist?

(select TWO answers)(2 marks)

Question 4.3

Your organisation has a strategy to rationalise its supplier base. What approaches are appropriate for your purchasing manager to take to ensure that the best outcome for your organisation is achieved?

(select THREE answers)(3 marks)

Section 5 – Leadership

Question 5.1

Which of the following are good signs of open body language?

(select ONE answer)(1 mark)

Question 5.2

Which of the following is NOT likely to be the result of effective partnerships in the supply chain?

(select ONE answer)(1 mark)

Question 5.3

Which of the following is typical of system thinking?

(select ONE answer)(1 mark)

Question 5.4

Which of the following describe an effective partnership with an external provider/supplier?

(select TWO answers)(2 marks)

Question 5.5

Your Operations Director is experiencing issues with the way in which goods are delivered and packaged from a key supplier. What does he need to do in order to get the supplier to understand and improve the impact their process is having on your business?

(select TWO answers)(2 marks)

Question 5.6

Which of the following are considered open questions?

(select TWO answers)(2 marks)

Question 5.7

A supplier has been used to their customers using audits as a means to give them a supplier ranking score. How would you describe a more collaborative approach to them?

(select THREE answers)(3 marks)

Question 5.8

You have been asked to project manage an improvement project with your IT supplier to reduce response times which are viewed as too long by your company. What actions should you first take?

(select THREE answers)(3 marks)

Question 5.9

A colleague has been asked to visit a supplier to discuss poor quality performance and some concerns on a recent review of their processes. They are concerned that as this supplier is a key partner, they might damage the collaborative relationship that has been built so far. What advice would be most effective in this situation?

(select THREE answers)(3 marks)