APICS CTSC Exam Dumps

According to the CTSC Exam Content Manual, one of the steps that should be completed before determining training needs is to assess key performance indicators (KPIs)1. KPIs are the metrics that measure the performance and progress of the supply chain transformation objectives and outcomes1. Assessing KPIs can help to identify the gaps and opportunities for improvement in the supply chain processes, functions, and roles, and to determine the training needs and priorities for the workforce2. The other options are not the steps that should be completed before determining training needs, as they are more related to the implementation and evaluation of the training plan. Developing an action plan is a step that follows the determination of training needs, as it outlines the specific actions, resources, and timelines for delivering the training3. Developing a training plan is a step that involves designing the training content, methods, and materials based on the training needs and objectives. Assessing performance management is a step that involves monitoring and reviewing the performance of the trainees and the training program, and providing feedback and recognition.

Designing the supply chain to enable the overall business strategy can also mean viewing the organization's supply chain as a strategic asset, because this implies that the supply chain is not just a cost center, but a source of competitive advantage and value creation for the organization and its customers. A strategic asset is something that is rare, valuable, difficult to imitate, and hard to substitute, and that contributes to the organization's performance and goals. By viewing the supply chain as a strategic asset, the organization can leverage its supply chain capabilities to differentiate itself from competitors, meet customer needs and expectations, and achieve operational excellence and innovation.

According to the ASCM CTSC Exam Content Manual, the two approaches for applying selected supply chain processes across the organization, and determining the degree to which processes are consistent across the businesses, product lines, and geographic locations are standardization and harmonization1. Standardization is defined as 'the process of ensuring that all processes are executed in the same way, using the same inputs and outputs, and producing the same results'1. Harmonization is defined as 'the process of ensuring that all processes are aligned and integrated across the organization, and that they support the organization's strategy, goals, and objectives'1. Both approaches aim to improve the efficiency, effectiveness, and agility of the supply chain, and to reduce the complexity, variability, and duplication of processes1.

1: ASCM CTSC Exam Content Manual, page 8.

a digital twin is a virtual representation of a real-world object or system. These virtual models are used to digitally represent performance, identify inefficiencies, and design solutions to improve their physical counterparts. A digital twin is a digital model designed to accurately reflect a physical object. The object being studied---for example, a wind turbine---is outfitted with various sensors related to vital areas of functionality. These sensors produce data about different aspects of the physical object's performance, such as energy output, temperature, weather conditions and more. This data is then relayed to a processing system and applied to the digital copy. Once informed with such data, the virtual model can be used to run simulations, study performance issues and generate possible improvements, all with the goal of generating valuable insights---which can then be applied back to the original physical object. A digital twin is a digital representation of a real-world entity or system. The implementation of a digital twin is an encapsulated software object or model that mirrors a unique physical object, process, organization, person or other abstraction.

According to the CTSC Exam Content Manual, one of the factors that management should consider when choosing the optimal supply chain organizational structure is the complexity of the company's business strategy1. Complexity refers to the degree of variety, uncertainty, and interdependence in the company's products, markets, customers, suppliers, and processes1. Complexity affects the design and coordination of the supply chain, and requires different levels of centralization, decentralization, integration, and differentiation1. The other options are not the main factors that management should consider when choosing the optimal supply chain organizational structure, as they are more related to the implementation and execution of the supply chain, not the design and alignment. Processes are the activities and tasks that transform inputs into outputs in the supply chain2. Responsibilities are the roles and duties that are assigned to the supply chain personnel and functions3. Standards are the rules and guidelines that govern the supply chain performance and compliance4.