매달, 우리는 1000명 이상의 사람들이 시험 준비를 잘하고 시험을 잘 통과할 수 있도록 도와줍니다.
Global Strategic Supply Chain Management 온라인 연습
최종 업데이트 시간: 2025년12월09일
당신은 온라인 연습 문제를 통해 CIPS L6M3 시험지식에 대해 자신이 어떻게 알고 있는지 파악한 후 시험 참가 신청 여부를 결정할 수 있다.
시험을 100% 합격하고 시험 준비 시간을 35% 절약하기를 바라며 L6M3 덤프 (최신 실제 시험 문제)를 사용 선택하여 현재 최신 30개의 시험 문제와 답을 포함하십시오.
정답: Globalisation refers to the increasing interconnectedness and interdependence of economies, markets, and people across the world. In the context of supply chain management, it means that goods, services, capital, and information now flow freely across borders, allowing organisations to operate on a truly international scale.
While globalisation has brought significant opportunities for efficiency, market access, and innovation, it has also introduced new complexities, risks, and ethical responsibilities that supply chain managers must manage strategically.
정답: Strategic Relationship Management (SRM) is the systematic process of developing and managing long-term, value-driven relationships with both customers and suppliers to achieve mutual benefit and strategic alignment.
In today’s global and highly competitive environment, effective SRM allows an organisation to strengthen collaboration, enhance performance, drive innovation, and create sustainable competitive advantage across the entire value chain.
정답: Strategic alignment refers to the process of ensuring that all functions, resources, and activities within an organisation are coordinated and directed toward achieving the overarching corporate objectives.
In a supply chain context, it means aligning procurement, logistics, operations, marketing, and finance with the organisation’s long-term goals and competitive strategy ― whether that is cost leadership, differentiation, or innovation.
Effective strategic alignment ensures that every decision and process contributes to the same strategic purpose, avoiding internal conflict, duplication, or inefficiency.
정답: A UK wooden-toy manufacturer’s supply chain is highly exposed to its external environment. Using STEEPLED (Social, Technological, Economic, Environmental, Political, Legal, Ethical, Demographic) clarifies the key external factors and their implications for supply chain management.
S ― Social
Consumer expectations for safety and transparency: Parents demand safe, toxin-free, well-tested toys and clear provenance of timber.
SCM impact: tighter supplier qualification, documented testing, traceability to batch/lot level.
Sustainability mind-set: Preference for plastic-free, low-waste products and recyclable packaging.
SCM impact: source FSC/PEFC-certified materials; redesign packaging; vet coatings/finishes.
Seasonality & gifting culture: Peak Q4 demand (holidays) and back-to-school promotions.
SCM impact: build seasonal inventory buffers; capacity planning; flexible labour/logistics.
T ― Technological
Manufacturing tech: CNC machining, robotics, moisture-control kilns, surface finishing, and digital twins to reduce defects.
SCM impact: supplier capability audits; process capability (Cp/Cpk) requirements; capex timing.
Digital commerce & data: D2C e-commerce, marketplaces, real-time demand sensing, barcode/RFID.
SCM impact: integrate order/data flows with 3PLs; implement end-to-end traceability.
Materials & coatings innovation: Water-based, low-VOC finishes; child-safe pigments.
SCM impact: qualify alternative suppliers; manage technical change and re-testing cycles.
E ― Economic
Currency volatility (GBP vs EUR/USD): Affects imported timber, coatings, and hardware.
SCM impact: hedging strategies; dual/multi-currency contracts; re-sourcing.
Inflation & input cost swings: Energy, freight, and timber price fluctuations.
SCM impact: long-term contracts with indexation; should-cost models; multi-sourcing.
Retailer margin pressure: Large retailers demand price holds and OTIF performance.
SCM impact: service-level agreements, collaborative forecasting, penalties management.
E ― Environmental
Climate & extreme weather: Storms, fires, and droughts disrupt forestry outputs and logistics.
SCM impact: diversify species/origins; build safety stock; contingency routing.
Carbon reduction pressures: Scope 3 emissions expectations across the chain.
SCM impact: nearshoring where viable; ship modes optimisation; supplier decarbonisation plans.
Waste & circularity: Pressure to reduce packaging and factory scrap.
SCM impact: closed-loop wood offcuts; recyclable/compostable packaging specs.
P ― Political
Trade policy & border controls: Post-Brexit UK-EU customs, rules-of-origin, potential tariffs.
SCM impact: customs competence, broker selection, accurate paperwork, lead-time buffers.
Sanctions & geopolitics: Restrictions on certain source countries/species.
SCM impact: approved-country lists; rapid re-sourcing playbooks; supplier watchlists.
Public procurement priorities: UK emphasis on SME/local supply and sustainability standards.
SCM impact: qualify for public/education sector tenders; align documentation.
L ― Legal
Toy safety standards & conformity marking: Mechanical/physical, flammability, chemical migration limits; conformity assessment and marking obligations for toys placed on the UK market.
SCM impact: rigorous BOM control; test certificates; technical files; label accuracy.
Chemicals & coatings regulation: Restrictions on heavy metals, solvents, phthalates, formaldehyde.
SCM impact: approved substances lists; supplier declarations; periodic third-party testing.
Timber legality & due-diligence: Requirements to demonstrate legal and deforestation-free timber.
SCM impact: chain-of-custody evidence (FSC/PEFC), supplier audits, risk-based checks.
Data protection & product liability: Customer data via e-commerce; obligations on recalls.
SCM impact: secure data flows; recall readiness; serialisation for traceability.
E ― Ethical
Labour practices in forestry/mills: Risks of unsafe work or underpayment in upstream tiers.
SCM impact: supplier codes of conduct; third-party social audits; corrective action plans.
Modern slavery & whistleblowing: Expectation of robust human-rights due diligence.
SCM impact: mapping to Tier-2/3; grievance mechanisms; training and monitoring.
Marketing to children: Responsible advertising and age-appropriate claims.
SCM impact: approvals workflow for packaging copy and imagery.
D ― Demographic
Birth rates & household income: Direct driver of demand for toddler toys; regional shifts.
SCM impact: allocate inventory by region; scenario planning for demand swings.
Urban living & smaller homes: Preference for compact, multi-use toys and storage-friendly packs.
SCM impact: pack/size optimisation; SKU design feeding back into sourcing and logistics.
Diversity & inclusion: Demand for inclusive, educational designs.
SCM impact: broaden supplier base for components/finishes; co-design with educators.
Implications for Supply Chain Management at XYZ (summary)
Sourcing & Compliance: Vet timber legality and certifications; manage chemicals compliance; maintain complete technical files and testing regimes.
Network & Resilience: Multi-source critical inputs; hold strategic stocks for Q4 peak; design alternate logistics lanes.
Contracts & Cost Control: Use index-linked contracts and FX hedging; collaborate with key suppliers on cost and carbon.
Visibility & Traceability: Implement end-to-end lot traceability (from forest to finished toy) to enable swift recalls and customer assurance.
Sustainability Integration: Embed Scope-3 carbon targets and waste reduction into supplier KPIs; optimise packaging and transport modes.
By applying STEEPLED, XYZ can anticipate external pressures, hard-wire compliance and ethics into supplier management, and build a resilient, customer-centric supply chain suited to the wooden-toy market.
정답: Markets are dynamic and continuously influenced by economic, technological, social, and political factors. For an organisation operating in a global context, understanding how markets evolve is essential to maintaining competitiveness and strategic alignment.
There are several ways in which a market can change, but three key forms of change are technological change, consumer behaviour change, and competitive or structural change.
정답: Enterprise Profit Optimisation (EPO) is a strategic management approach that focuses on maximising overall organisational profitability by optimising all interdependent functions across the enterprise
― including procurement, supply chain, production, marketing, and finance ― rather than focusing on isolated departmental performance.
It seeks to create total business value by aligning every decision and resource allocation with the goal of improving enterprise-wide profit rather than short-term cost reduction or functional efficiency.
In essence, EPO enables an organisation to make integrated decisions that balance cost, revenue,
risk, and service levels across the entire value chain.
정답: Effective supply chain management (SCM) refers to the strategic coordination and integration of all activities involved in the flow of goods, services, information, and finances from suppliers to the final customer. It ensures that all elements of the chain ― including procurement, production, logistics, inventory, and distribution ― operate in a synchronised, cost-efficient, and value-adding manner.
At a strategic level, effective SCM focuses on creating competitive advantage by aligning supply chain objectives with corporate goals, enhancing collaboration among partners, and optimising total value rather than minimising isolated costs.
정답: Supply chains operate within complex global networks and are exposed to a wide range of internal and external risks that can disrupt operations, increase costs, and damage reputation.
A strategic supply chain manager must identify, assess, and mitigate these risks proactively to ensure resilience and continuity.
정답: The corporate strategy of a large multinational organisation such as XYZ Ltd is influenced by a variety of internal and external factors. Internal factors are those within the organisation’s control, while external factors originate from the environment in which it operates. Both sets of influences must be assessed continuously to ensure strategic alignment and global competitiveness.
정답: In accordance with the requirements at Level 6 for the Chartered Institute of Procurement & Supply (CIPS) Professional Diploma, a clear distinction must be drawn between a goal and a strategy.
Definition C Goal
A goal is a desired outcome or target that an organisation aims to achieve. It describes what the organisation intends to accomplish, often aligning with its mission or vision. It may be long-term and provides direction, but is not in itself the action plan. In strategic terms, it gives the endpoint. For instance: “Become the market leader in X by 2028.”
Definition C Strategy
A strategy is the broad approach or plan the organisation adopts to achieve its goal. It defines how the organisation will reach the goal, taking into account the internal and external environment, and allocating resources accordingly. It is less granular than tactical plans, but more concrete than simply the goal. For example: “Expand through acquisition of smaller competitors in underserved regions,
coupled with digital-platform investment to accelerate time-to-market.” Example of each
C Goal: A private-sector manufacturing firm sets a goal: “Increase global market share of our flagship product from 15 % to 25 % within the next five years.”
C Strategy: To achieve that goal the firm might adopt a strategy: “Focus on cost-leadership in lower-cost countries, develop strategic alliances with global distributors, and invest in product differentiation to enter higher-value segments.”
Three possible strategies for an organisation competing in the private sector
Cost-leadership strategy: The organisation aims to become the lowest-cost provider in its industry (or a key segment thereof). This might involve scaling up production, sourcing raw materials from low-cost regions, streamlining supply chain processes, leveraging automation, and negotiating favourable supplier contracts. By lowering cost base, the firm can offer competitive pricing or maintain margins.
Example: A consumer goods company shifts manufacturing to regions with lower labour and overhead costs, standardises its component platforms, uses lean-manufacturing methods and begins global sourcing to reduce unit cost, thereby enabling it to compete on price.
Differentiation strategy: The organisation seeks to offer unique products or services valued by customers that justify a premium price. This might involve innovation, branding, superior quality, service excellence, or exclusive features. The strategy is to build perceived value and make price less of the primary competition dimension.
Example: A luxury car manufacturer invests heavily in advanced driver assistance, bespoke customization options and premium materials. It emphasises brand heritage and customer experience to differentiate from mainstream competitors and charge higher margins.
Focus or niche strategy: The organisation concentrates on a specific segment of the market (geographic, customer group, product line) and tailors its offering to the unique needs of that segment better than competitors who serve broader markets. This allows the organisation to specialise and build competitive advantage in that niche.
Example: A software firm focuses exclusively on small financial institutions in emerging markets, offering a modular compliance and risk-management platform tailored to their regulatory environment. By specialising, the firm can outperform generalist software vendors in that niche.
In summary, the goal sets the destination, and the strategy charts the path. The three strategies above illustrate substantive ways in which a private-sector organisation might choose to compete: through cost efficiency, through differentiation, or by focusing on a defined niche