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APICS CPIM-Part-2 Exam Questions
- Topic 1: Align the Supply Chain to Support the Business Strategy: This topic covers the essential understanding of the business landscape and the development and implementation of strategies to ensure the supply chain is aligned with corporate goals. It includes sub-topics such as defining KPIs, managing risks, and designing processes to support strategic objectives.
- Topic 2: Conduct Sales and Operations Planning (S&OP) to Support Strategy: The section focuses on the role of S&OP in strategic support, with sub-topics covering the review of demand, supply, and financial plans, and their reconciliation to ensure a cohesive strategy.
- Topic 3: Plan and Manage Demand: Here, the topic centers on understanding customer needs and specifications, with sub-topics covering marketing considerations, demand sources, and forecast generation to effectively plan and manage demand.
- Topic 4: Plan and Manage Supply: This section details the creation of master schedules and the management of material requirements, including rough-cut capacity planning and final assembly scheduling, to ensure a seamless supply process.
- Topic 5: Plan and Manage Inventory: The topic covers inventory planning, management, and cost control, including returns and product disposition, with sub-topics detailing the monitoring and management of inventory-related costs.
Free APICS CPIM-Part-2 Exam Actual Questions
Note: Premium Questions for CPIM-Part-2 were last updated On Jul. 14, 2026 (see below)
A life cycle assessment (LCA) would be used to determine:
A life cycle assessment (LCA) would be used to determine environmental aspects and impacts. Environmental aspects are the elements or characteristics of a product or service that can interact with the environment, such as emissions, energy use, water use, waste generation, etc.Environmental impacts are the effects or consequences of the environmental aspects on the environment, such as climate change, acidification, eutrophication, human health, biodiversity, etc1
A life cycle assessment (LCA) is a systematic analysis of the potential environmental impacts of products or services during their entire life cycle.During an LCA, you evaluate the potential environmental impacts throughout the entire life cycle of a product (production, distribution, use and disposal) by considering all the relevant environmental aspects and their interactions with the environment23
An LCA can help you:
Identify the most significant environmental aspects and impacts of your product or service
Compare the environmental performance of different products or services
Find opportunities to reduce the environmental impacts and improve the environmental performance of your product or service
Communicate the environmental benefits of your product or service to your customers, stakeholders, and regulators
Therefore, an LCA would be used to determine environmental aspects and impacts.
In a lean environment, one uses material requirements planning (MRP) processing primarily to:
In a lean environment, one uses material requirements planning (MRP) processing primarily to create plans to share with suppliers. MRP is a software-based system that calculates the quantity and timing of materials needed for production, based on the master production schedule, the bill of materials, and the inventory status. MRP helps to coordinate the flow of materials from suppliers to the production process, reducing waste and inventory costs. MRP can also generate purchase orders, work orders, and other documents to communicate the plans with suppliers and internal departments. MRP does not calculate average daily demand, which is a measure of the average amount of a product or service that is sold or consumed per day. MRP does not determine the kanban circuit locations, which are the physical places where kanban cards or containers are exchanged between processes in a pull system. MRP does not determine where to use supermarkets, which are locations where a small amount of inventory is kept to buffer against fluctuations in demand or supply.Reference: CPIM Exam Content Manual Version 7.0, Domain 4: Plan and Manage Supply, Section 4.1: Supply Planning Concepts, p. 24;Lean MRP;Manufacturing resource planning.
Which of the following activities will enhance a successful supplier customer lean relationship?
A lean relationship is a type of supplier-customer relationship that focuses on eliminating waste, improving quality, and reducing costs throughout the supply chain. A lean relationship requires a high level of collaboration, trust, and transparency between the supplier and the customer. Communication between the counterparts at the two companies is an essential activity that will enhance a successful lean relationship. Communication can help to align the goals, expectations, and performance measures of the supplier and the customer, as well as to identify and resolve any issues or problems that may arise. Communication can also facilitate information sharing, feedback, and continuous improvement initiatives.Reference: CPIM Exam Content Manual Version 7.0, Domain 7: Plan and Manage Distribution, Section 7.1: Develop Distribution Plans, Subsection 7.1.3: Describe how to develop supplier-customer relationships (page 66).
Compared to traditional supplier relationships, a more strategic view of supplier relationships would require:
Compared to traditional supplier relationships, a more strategic view of supplier relationships would require maintaining communication based on trust.Trust is a key factor that enables effective collaboration, information sharing, problem solving, and innovation between supply chain partners12.Trust can also reduce transaction costs, conflicts, and opportunism, and increase commitment, loyalty, and performance34. Therefore, maintaining communication based on trust is essential for developing and sustaining strategic supplier relationships that can create value and competitive advantage for both parties.
The other options are not necessarily required for a more strategic view of supplier relationships, because they are either insufficient or irrelevant. Offering the supplier more business may increase the volume or frequency of transactions, but it does not guarantee a more strategic or long-term relationship. Adopting electronic data interchange (EDI) may improve the efficiency or accuracy of information exchange, but it does not ensure a more collaborative or innovative relationship. Implementing concurrent engineering may enhance the product design or development process, but it does not address the other aspects of a strategic relationship, such as quality, delivery, or risk management.
The trade-off of increasing safety stock to improve customer fill rate would be a decrease in:
Inventory turns, also known as inventory turnover or stock turnover, is a measure of how many times a company sells and replaces its inventory in a given period.It is calculated as the ratio of cost of goods sold (COGS) to average inventory1. A higher inventory turnover indicates that the company is selling its inventory quickly and efficiently, while a lower inventory turnover indicates that the company is holding too much inventory or having difficulty selling its products.
Increasing safety stock to improve customer fill rate would result in a decrease in inventory turns, as it would increase the average inventory level.Safety stock is the extra inventory that is held to prevent stockouts and meet unexpected demand2.Customer fill rate is the percentage of customer orders that are fulfilled from available inventory without delay3. Increasing safety stock can improve customer fill rate by reducing the risk of stockouts and ensuring high service levels.However, increasing safety stock also increases the inventory carrying costs and risks, such as storage, handling, obsolescence, shrinkage, and opportunity costs4. Therefore, increasing safety stock is a trade-off between customer satisfaction and inventory efficiency.
The other options are not correct.Pipeline inventory is the inventory that is in transit between locations or stages in the supply chain5. Increasing safety stock would not affect pipeline inventory, as it is determined by the lead time and demand rate.Transportation costs are the expenses incurred for moving goods from one location to another6. Increasing safety stock would not affect transportation costs, as it is determined by the distance, mode, volume, and frequency of transportation.Sales revenue is the income generated from selling goods or services to customers7. Increasing safety stock would not affect sales revenue directly, as it is determined by the price and quantity of sales. However, increasing safety stock may have an indirect positive effect on sales revenue by improving customer satisfaction and loyalty.
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