APICS Updated CSCP Exam Questions and Answers by dawud

When a company implements a new supplier rating system and identifies suppliers who fall below the cutoff point for performance, the most appropriate action is to discuss ways to raise the ratings for the next review period. This involves:

• Engaging in Dialogue: Scheduling meetings with underperforming suppliers allows for open communication about the performance issues

and ways to address them. 2. Collaborative Improvement: Working collaboratively with suppliers to develop action plans for improvement can lead to better performance in cost, quality, and delivery.

• Setting Clear Expectations: Clearly communicating the performance expectations and the consequences of not meeting them helps suppliers understand the importance of improvement.
• Providing Support: Offering support and resources, such as training or process improvement suggestions, can help suppliers achieve the desired performance levels.

This approach fosters a constructive relationship and continuous improvement, rather than punitive measures that could disrupt the supply chain.

References

• "Supplier Evaluation and Performance Excellence: A Guide to Meaningful Metrics and Successful Results" by Sherry Gordon
• APICS, "Supplier Relationship Management Basics"

A remanufacturing program positively affects the environmental dimension of the Triple Bottom Line (TBL). Remanufacturing involves restoring used products to like-new condition, which reduces waste, conserves raw materials, and lowers energy consumption compared to producing new items. This practice helps in minimizing the environmental footprint of manufacturing operations by promoting recycling and reuse. While it can also have social (B) and employee (D) benefits, the primary impact is environmental. Ergonomic (A) does not directly relate to the TBL dimensions of remanufacturing.

References:

• Elkington, J. (1997). Cannibals with Forks: The Triple Bottom Line of 21st Century Business. Capstone.
• Guide, V. D. R., & Van Wassenhove, L. N. (2009). OR FORUM — The Evolution of Closed-Loop Supply Chain Research. Operations Research.

To improve forecast accuracy by reducing the information lead time from the retailer, the supplier should focus on improving the speed and accuracy of information exchange. Utilizing electronic data interchange (EDI) is the most appropriate action as it enables real-time sharing of critical data, such as sales figures, inventory levels, and demand forecasts between the retailer and supplier. This instant access to accurate information helps in better forecasting, reducing uncertainties, and aligning supply with actual demand. Other options like eliminating sales and promotions, decentralizing demand information, or reducing quoted lead time do not directly address the improvement of information exchange processes.

References:

• Chopra, S., & Meindl, P. (2016). Supply Chain Management: Strategy, Planning, and Operation. Pearson.
• Simchi-Levi, D., Kaminsky, P., & Simchi-Levi, E. (2008). Designing and Managing the Supply Chain: Concepts, Strategies, and Case Studies. McGraw-Hill.