Try and practice the latest CIPS : L5M9 real questions & answers
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CIPS L5M9 Exam Overview:
| Certification Vendor: | CIPS (Chartered Institute of Procurement & Supply) |
|---|---|
| Exam Name: | Operations Management |
| Exam Number: | L5M9 |
| Exam Format: | Short Scenario-based, Multiple Response, Objective Response, Multiple Choice |
| Related Certifications: | L5M15 Advanced Negotiation L5M8 Project and Change Management L5M10 Logistics Management L5M6 Category Management L5M7 Achieving Competitive Advantage through Supply Chain |
| Exam Duration: | 90 minutes |
| Certificate Validity Period: | Valid for life (no expiry after certification) |
| Available Languages: | English |
| Passing Score: | 70% |
| Exam Price: | £150 - £200 (approx., varies by region/membership) |
| Real Exam Qty: | 25 |
| Recommended Training: | CIPS Official Study Guide L5M9 |
| Exam Registration: | CIPS Official Exam Booking |
| Sample Questions: | CIPS L5M9 Sample Questions |
| Exam Way: | Computer-based; available at test centres or via remote invigilation |
| Pre Condition: | No mandatory prerequisites; recommended prior completion of Level 4 Diploma or equivalent experience; can be taken as elective module within Level 5 |
| Official Syllabus URL: | https://www.cips.org/qualifications/advanced-diploma-in-procurement-supply/l5m9-operations-management |
CIPS L5M9 Exam Syllabus Topics:
| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Principles of Operations Management | 15-20% | - Value creation, efficiency and effectiveness - Operations strategy alignment with organizational goals - Input-transformation-output model - Definition, scope and role of operations management - Linkages between operations, procurement and supply chain |
| Topic 2: Operational Risk, Sustainability and Ethics | 15-20% | - Ethical and responsible operations management - Identifying, assessing and mitigating operational risks - Sustainable operations: green practices, circular economy - ESG considerations in operational design and delivery |
| Topic 3: Quality Management and Performance Measurement | 15-20% | - Quality control, assurance and improvement tools - Quality standards: ISO 9000 series and related frameworks - Measuring efficiency, productivity and customer satisfaction - Total Quality Management (TQM) concepts and application - Key Performance Indicators (KPIs) for operations |
| Topic 4: Lean, Agile and Responsive Operations | 15-20% | - Comparison and integration of lean and agile - Lean principles: waste elimination, value stream mapping - Agile approaches: flexibility, responsiveness and speed - Application in manufacturing, service and public sectors |
| Topic 5: Process Design, Planning and Improvement | 20-25% | - Continuous improvement methodologies: Kaizen, Six Sigma, Lean, BPR - Capacity planning, demand management and resource allocation - Benchmarking and process optimization - Process mapping, workflow and design principles - Forecasting, scheduling and inventory management |
CIPS Operations Management Sample Questions:
Question 1
Which of the following are performance objectives which can be applied to the Operations department at any organisation? Select THREE
A. quality
B. flexibility
C. cost reduction
D. dependability
E. innovation
Question 2
There are four manufacturing companies located on Seashell Industrial Estate. Each company creates a different product and employs a different maintenance approach to its operations. For each company, select the corresponding maintenance approach and the key operating process characteristic.
Company 1: This company creates craft beer and offers customers a tour of the brewery for a small charge. The brewing equipment is serviced monthly and the brewery is kept extremely clean. All equipment is labelled with the last service date.
Company 2: This company produces seasonal items such as Easter Eggs and Christmas Cake. The equipment has a control panel where lights will flash red advising staff to check oil levels and components. Staff can then report issues to the maintenance team if remedial work is required. Product demand fluctuates throughout the year.
Company 3: This equipment does not often break down and is only fixed when it is reported by staff as no longer working. Company 3 creates toys, providing a large range of product sizes and colours based on different customer requirements.
Company 4: Parts of the machine are serviced quarterly but in general, the machine is left to run its course and is then replaced when it is no longer financially viable to fix. The company produces cereal and the operating process is focused on the quantity produced and therefore uses standardised processes.
Complete the table below by listing the maintenance approach and operating process characteristic for each company. Each response should only be used once: preventative maintenance, run to breakdown maintenance, condition-based maintenance, mixed maintenance, volume, visibility, variation, variety
Which of the following will you put into box 2?
A. mixed maintenance
B. condition-based maintenance
C. preventative maintenance
D. run-to-breakdown maintenance
Question 3
Which of the following situations would use a fixed-position layout?
A. ship construction
B. vehicle assembly
C. buffet style restaurant
D. supermarket
Question 4
The methodology for defining customer requirements and creating products that meet those needs is commonly known as which of the following?
A. value engineering
B. quality function deployment
C. business process re-engineering
D. defining business needs
Question 5
Below are details of five companies who operate a Total Quality Management System (TQM). For each company, select the system used and identify which area of the Balanced Scorecard this relates to.
Company 1: The focus of this company is to gather real-time data to assess the quality of products created during the manufacturing process. There are tight budgets and reworking any defects will affect the bottom line.
Company 2: This company is concerned about how their products are received. They have recently completed market research focused on their client's feelings. The objective is now to improve the product's look and performance to meet these expectations.
Company 3: The focus of this company is defining the customer requirements and translating this into a high-quality specification and effective operational process.
Company 4: Within this company there is a group of 6 employees who meet regularly with the objective of reducing issues that arise in the manufacturing of products.
Complete the table below by listing the TQM System used and the relevant Balanced Scorecard criteria for each company. Each response should only be used once: Quality Circle, Statistical Process Control, Kansei Engineering, Quality Function Deployment, Finance Criteria, Business Process Criteria, Learning and Growth Criteria, Customer Criteria.
Which of the following will you put into box 7?
A. customer criteria
B. learning and growth criteria
C. business process criteria
D. finance criteria
Solutions:
| Question 1 Answer: A,B,D | Question 2 Answer: B | Question 3 Answer: A | Question 4 Answer: B | Question 5 Answer: C |
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