Pass the APICS Supply Chain Professional CTSC Questions and answers with ExamsMirror

 Designing the supply chain to enable the overall business strategy can also mean viewing the organization’s supply chain as a strategic asset, because this implies that the supply chain is not just a cost center, but a source of competitive advantage and value creation for the organization and its customers. A strategic asset is something that is rare, valuable, difficult to imitate, and hard to substitute, and that contributes to the organization’s performance and goals. By viewing the supply chain as a strategic asset, the organization can leverage its supply chain capabilities to differentiate itself from competitors, meet customer needs and expectations, and achieve operational excellence and innovation.

According to the CTSC Enterprise and Supply Chain Management (ESCM) manual, the greater value chain is the network of organizations that collaborate to create and deliver value to the end customer1.It includes not only the supply chain, but also other stakeholders such as distributors, retailers, service providers, and even competitors1.To extend the supply chain initiative to the greater value chain, the core team should first define the scope of the greater value chain, which means identifying the key players, processes, and flows that are involved in creating and delivering value1.This will help the core team to understand the current state of the greater value chain, the opportunities and challenges for improvement, and the potential impact of the initiative on the overall value creation1.

1: https://www.ascm.org/ctsc-ecm/

According to the CTSC Exam Content Manual, metrics decomposition is the analysis of indicators of supply chain performance from level 1 through 3 in the SCOR model1.Metrics decomposition helps to identify the root causes of performance gaps, prioritize improvement opportunities, and align metrics across different levels and processes1.The SCOR model defines four levels of metrics: level 1 metrics are strategic, cross-functional, and end-to-end; level 2 metrics are tactical and process-specific; level 3 metrics are operational and sub-process-specific; and level 4 metrics are transactional and implementation-specific2.Metrics decomposition is different from metrics attribution, which is the assignment of metrics to the responsible parties or processes1.Metrics decomposition is also different from performance cascading, which is the translation of strategic objectives into operational goals and metrics1. Performance classification is not a term used in the SCOR model.

According to the ASCM CTSC Exam Content Manual, the implement phase of a supply chain transformation project involves defining the process control measures that will monitor the performance of the new or improved processes and ensure that they are aligned with the desired outcomes1.The other options are outputs of the assess phase (A and C) or the design phase (D) of a supply chain transformation project1.

1: ASCM CTSC Exam Content Manual, page 14.

According to the CTSC Enterprise and Supply Chain Management (ESCM) manual, a project charter is a document that helps to align the assumptions and expectations of executive sponsors, stakeholders, and supply chain transformation team members1.It provides a clear and concise description of the project’s scope, objectives, benefits, risks, deliverables, roles and responsibilities, and authority of the project manager1.It alsoserves as a formal authorization for the project and a communication tool for the project team and other stakeholders1.

1: https://www.ascm.org/ctsc-ecm/

According to the CTSC Enterprise and Supply Chain Management (ESCM) manual, the capacity indicator is a KPI that measures the available time against total time minus dwell time1.Dwell time is the time that a process or resource is idle or waiting1.The capacity indicator shows how much of the total time is actually used for productive activities1.A higher capacity indicator means a higher utilization of the process and resources1.

1: https://www.ascm.org/ctsc-ecm/

voice of the customer (VOC) is the process of gathering and implementing information about your customers’ expectations, needs and hopes2.Businesses use VOC programs to efficiently collect detailed market research about their customers and to improve their products or services based on the customer feedback2. This is an example of the successful use of VOC, as the company distributed surveys to understand what customers wanted, added online status information capability to their website to meet the customer demand, and sent a customer satisfaction survey to measure the impact of the improvement. This addition helped increase their customer base and repeat business, which shows the value of listening to the voice of the customer.

1:Voice of the Customer: Definition, Benefits and How-To Guide | Indeed.com2:What is the Voice of the Customer (VoC)? - Qualtrics

According to the CTSC Exam Content Manual1,SCOR metrics for the Sustainability performance attribute are closely aligned with the Global Reporting Initiative (GRI) Standards, which are the most widely used standards for corporate sustainability reporting. The GRI Standards provide a framework and guidance for disclosing information on the economic, environmental, and social impacts of an organization’s activities, products, and services. The SCOR metrics for Sustainability include indicators such as greenhouse gas emissions, energy consumption, water consumption, waste generation, and social responsibility.

1: https://www.ascm.org/ctsc-ecm/

According to the CTSC exam content manual1, when sharing performance metrics with customers, management needs to provide a balanced and comprehensive set of metrics, which means that the metrics should cover all aspects of the customer value proposition, such as quality, cost, delivery, flexibility, and innovation. The metrics should also be aligned with the customer’s expectations and objectives, and reflect the customer’s perspective and feedback. Providing a balanced and comprehensive set of metrics can help to build trust, transparency, and collaboration with customers, as well as to identify areas of improvement and opportunity.

According to the ASCM CTSC Exam Content Manual, when designing a new demand-driven supply chain, technologies should be evaluated after the supply chain is designed.This is because the supply chain design should be based on the customer needs, the business strategy, and the supply chain capabilities, not on the available technologies1.The technologies should be selected to support and enable the supply chain processes, not to dictate or constrain them1.Evaluating technologies after the supply chain is designed can help to avoid unnecessary costs, complexity, and risks, and to ensure alignment and integration across the supply chain network1.

1: ASCM CTSC Exam Content Manual, page 8.