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INTE ISM Supply Management Integration Free Practice Exam Questions (2025 Updated)

Prepare effectively for your ISM INTE Supply Management Integration certification with our extensive collection of free, high-quality practice questions. Each question is designed to mirror the actual exam format and objectives, complete with comprehensive answers and detailed explanations. Our materials are regularly updated for 2025, ensuring you have the most current resources to build confidence and succeed on your first attempt.

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Total 167 questions

BCD Manufacturing's products have very high velocity. Accordingly, the firm is redesigning its warehouse to accommodate additionalimplement a system that

will allow its products to be stored in flexible locations, due to the high demand of different SKUs. This strategy should also allow the orgfeization to improve warehouse efficiency. In this situation, which of the following types of storage strategies should BCD employ?

A.

Overflow locations

B.

Fixed item locations

C.

Floating locations

D.

Point-of-use locations

A company requires a physical tracking system for goods received and handled in its warehouse. The firm's executive management requests a report to justify funding for the tracking system. Which of the following is the PRIMARY point the report should address?

A.

Training opportunities on scanner technology

B.

Waste stream tracking

C.

inventory accuracy

D.

Use of physical tracking by competitors

FGH, Inc., a specialty construction company located in Italy, orders bulky customized sound equipment from a sole-source supplier in Asia. The equipment is to be installed in a new auditorium that FGH is constructing. Failure to complete the project in time for its scheduled opening will subject FGH to penalties. FGH receives notice from the supplier that the equipment is packaged and ready to ship as planned via ocean freight but that an impending storm may cause delays. FGH needs to stay within budget. In this situation, which of following is the BEST course of action for FGH to take?

A.

Wait until the storm's path can be predicted more accurately

B.

Evaluate options for a multimodal shipment

C.

Arrange for immediate air freight of the equipment

D.

Use ocean freight after the storm subsides

MNO, Inc. is a national retail home goods chain formed of local franchisees. Each franchisee uses its own returns processing systems. A key advertising point for MNO is its liberal return policy, which is part of its overall focus on excellent customer service. While feedback from customers is positive regarding MNO’s return policy, there have been inquiries as to why stores handle returns via different processes. MNO’s supply manager suggests the implementation of a reverse supply chain to deal with this issue and possibly yield cost enhancement opportunities. In order to implement this, which of the following is the FIRST course of action the supply manager should take’’

A.

Define a consistent return process and integrate it into the forward supply chain

B.

Hire an external returns specialist to monitor the situation

A firm hires a new staff member in its warehousing department. As a FIRST step in the training of this employee, the warehouse manager should

A.

verify that the employee knows how to operate the warehouse equipment and tools correctly

B.

demonstrate how to package products in the correct manner, so that the employee can begin with packaging assignments

C.

explain the company's safety policy and verify that the employee understands all safety-related requirements

D.

show the employee how to separate disposable vs recyclable packaging, to ensure the employee understands environmental compliance requirements

Which of the following will likely offer the BEST incentive for a supplier to make continuous improvements in its supply chain performance?

A.

Establishing performance improvement time periods as part of the contract

B.

Requiring performance improvements as a matter of course

C.

Linking performance improvements to the possibility of additional business

D.

Unking performance improvements to shared benefits

A manufacturer of gas-powered motors realigns its supply chain to fit a new business segment. In the past, the firm focused on customized designs. Now, it wishes to compete in the electric motor market, which is highly competitive and price-sensitive. Given this situation, which of the following will ensure that the firm has the proper planning in place?

A.

Negotiating prices with suppliers with a focus on total cost of ownership models, to minimize inventory and logistics costs

B.

Working with engineering to ensure the inclusion of customizable product and service features, in order to meet customer demands

C.

Requiring suppliers to verify that sustainability metrics for various programs are closely monitored

D.

Working with engineering and suppliers to develop new product designs

XYZ, Inc. is implementing a new automated system in its distribution center. The supply manager is developing measures to evaluate the success of the automated system pilot. Which of the following is the BEST metric to measure overall success of the pilot7

A.

Impact on labor hours

B.

Average cost of orders

C.

Competitiveness of pricing

D.

Adherence to forecasts

A supply manager oversees three distribution centers. Which of the following will be MOST useful for understanding the capacity of these centers7

A.

Warehouse Management System (WMS)

B.

Capacity Requirements Planning (CRP)

C.

An Enterprise Resource Planning (ERP) system's forecasting tool

D.

An external consultant s analysis of the distribution centers

The supply manager for a semiconductor company receives an emergency phone call from the firm's factory manager, who states that the manufacturing equipment is down and that a replacement part is needed as soon as possible. The supply manager checks the stock for this part but finds nothing. In this situation, the supply manager should do which of the following?

A.

Ask the factory manager to perform an equipment failure analysis in order to understand the root cause of the equipment failure

B.

Perform a cost analysis to examine if it is better to expedite the part or wait for the part's scheduled arrival date

C.

Contact the equipment supplier and ask it to coordinate an expedited delivery of the part as soon as possible

D.

Verify with the warehouse manager if there is an extra spare part in stock that was not correctly registered in the stock database system

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Total 167 questions
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