CTSC Exam Dumps - Certified in Transformation for Supply Chain (CTSC)

According to the CTSC Enterprise and Supply Chain Management (ESCM) manual, a thread diagram is a process view of the geographic map that illustrates the material flow, material strategy, and the planning process relationship1.A thread diagram shows the sequence of activities and decisions that are involved in transforming raw materials intofinished products and delivering them to customers1.It also shows the locations of the facilities, the transportation modes, the inventory policies, and the planning horizons1.A thread diagram helps to identify the key drivers and constraints of the supply chain performance, and to evaluate the trade-offs and synergies among different supply chain components1.

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

An external motivator for executing a supply chain transformation is a factor that originates outside the organization and influences its decision to change its supply chain strategy, processes, or capabilities. Examples of external motivators include customer demands, market opportunities, competitive pressures, regulatory requirements, and environmental concerns1. In this case, the national customer’s request to sell to its international subsidiaries is an external motivator because it comes from a keystakeholder in the supply chain and requires the company to adapt to new markets, regulations, and logistics.

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 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 Exam Content Manual1, statistical process control (SPC) is a key component of a total quality management (TQM) program. SPC is a technique that uses statistical methods and tools to monitor and control the variation and performance of a process. SPC helps to ensure that the process is stable, capable, and predictable, and that the output meets the customer specifications and expectations. SPC also helps to identify and eliminate the causes of defects and errors, and to improve the quality and efficiency of the process. Option B, JIT inventory, is a component of lean manufacturing, not TQM. JIT inventory aims to reduce inventory levels and costs by delivering materials or components just before they are needed in the production process. Option C, autonomous maintenance, is a component of total productive maintenance (TPM), not TQM. Autonomous maintenance involves empowering the operators to perform basic maintenance tasks on their own equipment, such as cleaning, lubricating, inspecting, and adjusting. Option D, SCO, is a component of supply chain management, not TQM. SCO involves optimizing the flow of materials, information, and money across the supply chain network, from the suppliers to the customers.

According to the theory of constraints (TOC), a service company that is experiencing long wait times for customer service should identify and address the bottleneck in the customer service process1.A bottleneck is the activity or resource that limits the throughput or output of the entire system2.TOC provides a five-step process for improving any system by focusing on the bottleneck3. The steps are:

• Identify the system’s constraint: find the activity or resource that has the least capacity or the longest cycle time in the customer service process.
• Exploit the system’s constraint: make the most of the available capacity or time of the bottleneck, such as reducing idle time, errors, or rework.
• Subordinate everything else to the system’s constraint: align the other activities or resources in the customer service process to the pace and priority of the bottleneck, such as balancing the workload, synchronizing the flow, or eliminating waste.
• Elevate the system’s constraint: increase the capacity or reduce the cycle time of the bottleneck, such as adding more staff, equipment, or technology, or redesigning the process.
• Repeat the process: monitor the performance of the customer service process and identify and address the next constraint.

The other options are not the best steps to address the issue of long wait times for customer service, according to TOC.Increasing the number of staff members available before the bottleneck will not solve the problem, as it will only create more work-in-process inventory and increase the operational expense4.Implementing a more efficient customer service system may or may not help, depending on whether it addresses the root cause of the bottleneck or not5. Increasing the resources available to the customer service department may also be ineffective or inefficient, as it may not target the specific bottleneck or may create excess capacity or waste.

According to the CTSC Enterprise and Supply Chain Management (ESCM) manual, a staple yourself interview is a technique for performing a review of a SCOR level 3 process from beginning to end1.It involves following the process as if you were the product or service being delivered, and asking questions such as: Who is involved in this process? What are they doing? Why are they doing it? How are they doing it? How long does it take? How much does it cost? What are the inputs and outputs of each activity? What are the risks and opportunities for improvement?1This technique helps to identify the gaps, inefficiencies, and best practices in the process, and to generate insights and recommendations for improvement1.

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

According to the ASCM CTSC Exam Content Manual, one of the first steps in developing a transformational supply chain strategy is to “determine the current and future needs and expectations of the customers, and align the supply chain strategy with the business strategy and customer value proposition” (p. 16) 1. This helps to ensure that the supply chain transformation is customer-centric and focused on delivering value to the end users. The other options are also important, but they should be done after the initial determination of the customers’ needs.