ASCM CTSC Certification Exam Sample Questions

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ASCM APICS Certified in Transformation for Supply Chain Sample Questions:

01. An initiative requires investment from the manufacturing unit's budget, while almost all of its benefit accrues to the distribution unit through lower handling and returns cost. The manufacturing unit's leader will not fund it.
How should the program resolve this?
a) Redesign the initiative so that enough of the benefit falls to the manufacturing unit to make funding it worthwhile for that unit, even if the group total is smaller as a result.
b) Fund it from the distribution unit's budget instead, since that is where the benefit will be realized.
c) Escalate it as a portfolio decision, since the initiative is positive for the group and the obstacle is where the cost and benefit fall rather than whether it is worthwhile.
d) Defer it until the manufacturing unit has budget headroom or a new leader willing to fund it.
 
02. Four weeks into the rollout of a new process, two sites are working it well while the remainder are struggling. The program lead is deciding how to use that difference.
What is the more productive use of it?
a) Publish a comparison of adoption across the sites, so those falling behind can see where they stand.
b) Have the two sites show the others how they made it work, and give them visible credit for doing so.
c) Ask the two successful sites to document their approach, and issue it as the standard method for the others.
d) Hold the other sites while the two successes are investigated, so the conditions are understood before more effort is spent.
 
03. Two years into a transformation, a reorganization merges four business units into two and redraws the boundaries between them. The program's benefits are measured against a baseline set under the old structure.
What must the team do to keep the benefit measurable?
(Select all that apply)
a) Reset the baseline to the position at the date of the reorganization and measure the benefit from there.
b) Suspend benefit reporting until the new structure has produced a full period of comparable data.
c) Restate the original baseline onto the new unit boundaries, so both ends of the comparison describe the same scope.
d) Record the restatement and its method, so the change is visible to whoever later audits the benefit.
 
04. Early in a supply chain transformation, the sponsor assembles a group drawn from across the affected functions to lead the change alongside the program team.
What is that group called in change management practice?
a) A change control board.
b) A guiding coalition.
c) A steering committee.
d) A community of practice.
 
05. One customer group buys on a firm delivery date agreed weeks ahead and penalizes any variation. Another buys at short notice and values how quickly an order can be turned around. A transformation team is setting the delivery targets that the same fulfillment operation will be measured against for both.
What does that combination require of the targets?
a) A separate target for each group, since one favors holding to a promised date and the other favors speed.
b) A single combined target, since both groups are ultimately asking the operation to deliver on time.
c) A target set from whichever group represents the larger share of volume, applied to both.
d) A single target with a tolerance band wide enough to accommodate both groups.
 
06. Before mapping a returns process in detail, a transformation team wants an agreed statement of where the process starts and stops, what it consumes, what it produces and who is on each end of it.
Which tool produces that statement?
a) A value stream map showing each step with its processing and waiting time.
b) A SIPOC diagram, so that suppliers, inputs, process, outputs and customers are agreed before mapping starts.
c) A RACI matrix setting out who is responsible, accountable, consulted and informed for each activity.
d) A thread diagram showing material flow and the strategy applied at each point of the chain.
 
07. Two candidate network designs have been scored against agreed criteria. The first is stronger on cost and asset utilization. The second is stronger on delivery speed and on the ability to add capacity later. The scores are close and the criteria weightings were set before the options were known.
What should the team do?
a) Revise the weightings, rescore both designs, and report whichever then separates more clearly.
b) Select the design that scores higher on cost, since a cost advantage is realized immediately while future capacity may never be needed.
c) Report the trade-off explicitly, since the weightings were agreed in advance and the close scores mean the choice rests on them.
d) Develop a third design that combines the cost structure of the first with the flexibility of the second.
 
08. Partway through a current-state assessment, a transformation team finds that no reliable data exists for the cost of one significant process step, and that establishing it would take longer than the assessment window allows.
How should the team proceed?
a) Exclude the step from the assessment, from the baseline, and from the benefit claim, since an unverified figure cannot support any of them.
b) Extend the assessment window and confirm the figure properly, since the baseline is what every later benefit is measured against.
c) Provide an industry figure for the step, since a published external cost is more defensible than an internal estimate.
d) Estimate the figure from what is available, state the basis and the uncertainty, and flag it for confirmation before benefits are committed.
 
09. A roadmap details its first two waves fully and outlines the remaining two years. The finance committee will approve funding for the whole program on the strength of it.
What must the outlined portion still fix?
a) The value it is expected to contribute and the capacity it will consume, even though its content may change.
b) The initiatives it will contain, so the committee knows what it is approving in the later years.
c) The dates on which each later wave will start and finish, so the program has a schedule to be held to.
d) The assumptions the outline rests on, so that the committee can see what would invalidate the later years.
 
10. Six weeks after a transformation was announced, a survey shows that most affected staff can repeat the program's stated objectives accurately but few believe the change will improve their work.
What does that result call for?
a) A review of the objectives themselves, since staff skepticism suggests the stated benefits may not be achievable in practice.
b) A stronger communication campaign, so that the benefits of the change are made clearer to the people it affects.
c) A statement from the executive sponsor reaffirming the commitment to the change, so that its seriousness is not in doubt.
d) Involving the affected teams in shaping how the change applies in their area, since the message itself has already landed.

Answers:

Question: 01
Answer:c		 Question: 02
Answer: b		 Question: 03
Answer: c, d		 Question: 04
Answer: b		 Question: 05
Answer: a
Question: 06
Answer: b		 Question: 07
Answer: c		 Question: 08
Answer: d		 Question: 09
Answer: a		 Question: 10
Answer: d

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