CPIM 9.0
CPIM 9.0 is a trademark of its owner, which is not affiliated with and does not endorse Test Treasure Publication or TTP Prep.
CPIM 9.0 is a trademark of its owner, which is not affiliated with and does not endorse Test Treasure Publication or TTP Prep.
10 sample questions for the CPIM 9.0, with the correct answer and an explanation for each. No account needed. Try each one before you open the answer.
Sections covered on the exam: Supply Chain Strategy, Strategy & Supply Chain Design, Sales & Operations Planning, Demand Management & Forecasting, Master Scheduling, Mrp & Capacity, Sourcing & Supplier Management, Inventory Management, Detailed Scheduling & Execution, Internal Supply Planning, Distribution, Quality, Improvement & Technology, Demand Management.
Question 1 · Supply Chain Strategy
Year 1 170 230 290 270 Year 2 190 250 310 290 A manufacturer of outdoor ceiling fans has two years of quarterly demand history, shown in the table. Using the simple average method, what is the seasonal index for quarter 3?
Answer: C. 0.30
An order qualifier is what a supplier must have to be considered; every finalist met the certification requirement, so it qualified them but did not decide awards. The order winner is the criterion that wins the business, here the shortest lead time. Treating certification as the winner reverses the two concepts.
Question 2 · Demand Management & Forecasting
A regional distributor of plumbing fittings forecasts a fast-moving valve with simple exponential smoothing, using a smoothing constant (alpha) of 0.2. Last month’s forecast was 500 units and actual demand was 560 units. What is the forecast for next month?
Answer: B. 512 units
New forecast = alpha x latest actual + (1 - alpha) x old forecast = 0.2(560) + 0.8(500) = 112 + 400 = 512 units. The tempting 548 comes from reversing the weights and putting 0.8 on the actual; 488 subtracts the error instead of adding it, and 530 is a simple average of forecast and actual.
Question 3 · Master Scheduling, Mrp & Capacity
MRP for a stamped bracket shows a scheduled receipt of 500 units due in week 5, but a new requirement now makes the projected available balance negative in week 3. There are no other open orders, and the item’s lead time is 4 weeks. Which action message should the planner expect?
Answer: A. Reschedule in (expedite) the scheduled receipt to week 3
MRP first tries to use existing open orders: when a scheduled receipt falls after the period of need, it issues a reschedule-in (expedite) message to move the receipt to week 3. A new order released now could not arrive by week 3 with a 4-week lead time, and de-expediting moves the receipt the wrong way.
Question 4 · Inventory Management
Item Annual units Unit cost P1 10,000 $18.00 P2 50,000 $0.50 P3 400 $300.00 P4 10,000 $2.00 P5 300 $30.00 P6 30,000 $0.20 An inventory analyst at a lab-supply firm is classifying six items using the data shown. Following the Pareto principle, which items should be classed as A items?
Answer: A. P1 and P3
Annual dollar usage: P1 $180,000, P3 $120,000, P2 $25,000, P4 $20,000, P5 $9,000, P6 $6,000; total $360,000. P1 and P3 are 2 of 6 items with about 83% of dollar usage, so they are the A items. Ranking by unit volume picks P2 and P6, and ranking by unit cost picks P3 and P5, but ABC uses annual dollar usage.
Question 5 · Detailed Scheduling & Execution
A customer asks a pump manufacturer to pull in an order of 400 impellers by two days. The routing is machining followed by dynamic balancing; each operation has a single machine, and both have spare hours this week. Which technique would MOST directly shorten the order’s lead time?
Answer: D. Overlap the operations, sending part of the lot to balancing before machining ends
Operation overlapping (send-ahead) lets balancing start on part of the lot while machining continues, cutting elapsed time without extra machines. Backward scheduling only calculates dates and does not compress the work, infinite loading hides rather than solves capacity issues, and a larger lot lengthens run time.
Question 6 · Quality, Improvement & Technology
A plant’s quality director sets annual quality goals and designs processes able to meet them, holds daily operations to those targets through measurement and corrective feedback, and charters project teams each year to achieve breakthrough reductions in chronic waste. Which quality leader’s framework does this program follow?
Answer: B. Joseph Juran’s quality trilogy
Juran’s quality trilogy divides quality management into quality planning (setting goals and designing capable processes), quality control (holding performance to target), and quality improvement (project-by- project breakthroughs against chronic waste). Deming is associated with the plan-do-study-act cycle and his 14 points, Crosby with zero defects and ‘quality is free,’ and Ishikawa with the fishbone diagram and quality circles.
Question 7 · Sales & Operations Planning
At a specialty chemicals firm, the monthly executive S&OP meeting runs three hours, and most of the time is spent debating whose forecast numbers are correct. Few decisions are made. What is the BEST corrective action?
Answer: B. Resolve data issues before the meeting and bring only decision items
The executive meeting should focus on decisions: approving the plan, resolving escalated trade-offs, and confirming alignment with the business plan. Data validation and plan reconciliation belong in the earlier steps and the pre-S&OP meeting, which should present exceptions and recommendations. Lengthening the meeting adds time to the wrong activity.
Question 8 · Master Scheduling, Mrp & Capacity
Assembly A has planned order releases of 100 units in week 3 and 150 units in week 5. Each A requires 2 units of component B. Component B has 180 on hand, no scheduled receipts, no safety stock, a fixed order quantity of 250, and a 1-week lead time. What are B’s planned order releases?
Answer: A. 250 in week 2 and 250 in week 4
B’s gross requirements are the parent releases x 2: 200 in week 3 and 300 in week 5. Week 3: 180 - 200 = -20, so a 250 receipt is needed (balance 230); week 5: 230 - 300 = -70, so another 250 is needed; offsetting 1 week gives releases in weeks 2 and 4. The 20 and 300 answer uses lot-for-lot instead of the fixed quantity, and the week 3 and 5 answer forgets the offset.
Question 9 · Sourcing & Supplier Management
A buyer at an aerospace supplier contracts for the design of a first-of-its-kind test fixture. The engineering effort cannot be estimated reliably, and qualified designers decline to quote a fixed price. Which contract type is MOST appropriate?
Answer: A. A cost-reimbursable (cost-plus) contract with a negotiated fee
When scope and cost are highly uncertain, a cost-reimbursable contract places the cost risk on the buyer, who then controls it through audits and fee terms. A firm fixed price works when costs can be estimated, which is why capable designers refuse it here; an index- based price adjustment addresses market price swings, not unknown engineering effort.
Question 10 · Detailed Scheduling & Execution
A valve manufacturer finds that an average order spends 11 working days in the shop, although setup and run time for its operations total about 14 hours. Which improvement would MOST likely shorten manufacturing lead time?
Answer: B. Control order release and WIP to cut the time orders wait in queue
When setup and run are a small share of lead time, the time is going to queue, usually the largest element of lead time, and it is reduced by controlling releases and WIP. Faster feeds and shorter moves attack minor elements, and larger lots lengthen run and queue times.
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