APICS Updated CSCP Exam Questions and Answers by frances

Involving customers in the product design process can significantly enhance a company's ability to meet market demands and reduce lead times. By incorporating customer feedback and requirements early in the design phase, companies can develop products that better meet customer needs, reducing the number of iterations and redesigns. This customer-centric approach can also streamline production processes and reduce the complexity and variety of products, leading to shorter delivery lead times and increased market share.References:

• "The Lean Product Playbook" by Dan Olsen
• "Customer-Driven Product Development" by John Stark

• Modular Design: In modular design, products are divided into smaller, interchangeable parts or modules. These modules can be independently created and then assembled into a complete product.
• Integral Design: Integral design, on the other hand, involves creating products where components are closely linked and depend on each other to function properly. This can lead to higher performance but also to greater complexity.
• Benefit of Modular Design: The primary benefit of using a modular design is its ability to allow greater flexibility and adaptability. Since modules can be independently modified, upgraded, or replaced without affecting the entire system, this enables quicker responses to changes in market demands, new technological advancements, or production needs.
• Responsiveness in Marketing and Production: Modular designs allow companies to swiftly adapt their products to market requirements, reducing the time to market for new features or variations. This increased responsiveness is crucial in highly competitive markets where customer preferences can change rapidly.

References:

• Ulrich, K. T., & Eppinger, S. D. (2012). Product Design and Development. McGraw-Hill Education.
• Baldwin, C. Y., & Clark, K. B. (2000). Design Rules: The Power of Modularity. MIT Press.

Given the context of introducing a new product family with no existing competitors and uncertain demand patterns, the most appropriate strategy is to:

• Current Product Family (To Forecast): Continue producing the established product family based on demand forecasts. This approach leverages historical sales data and existing market understanding to maintain efficient production and distribution.
• New Product Family (To Order): Produce the new product family only after receiving orders from distributors. This minimizes the risk associated with overproduction and inventory holding costs for a new product with uncertain demand.

Producing both product families to forecast (A) or to order (B) does not account for the differing levels of market maturity and demand predictability. Producing the new product family to forecast (D) would be risky due to the lack of historical data and demand uncertainty.

References

• "Supply Chain Management: Strategy, Planning, and Operation" by Sunil Chopra and Peter Meindl.
• APICS Dictionary, 16th edition.

When selecting an enterprise resources planning (ERP) system, a corporation must consider the unique aspects of its operations, including:

• Customization Needs: The ERP system must be adaptable to the specific processes and requirements of the company.
• Scalability: The system should support the company's growth and changing operational needs.
• Industry-Specific Features: Certain industries may require specialized functionalities that are crucial for operational efficiency.

While corporate profitability (B) is an outcome influenced by many factors, including ERP efficiency, it is not a direct consideration in system selection. MRP and MRP II processing (C) are specific functionalities that an ERP system may include, but they are not the primary selection criteria. Industry benchmarks (D) can provide useful comparative data but do not address the specific needs of the company.

References

• "ERP: Making It Happen" by Thomas F. Wallace and Michael H. Kremzar.
• APICS Dictionary, 16th edition.