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CPSM1 - Foundation of Supply Management - BrainDump Information

Vendor Name : ISM
Exam Code : CPSM1
Exam Name : Foundation of Supply Management
Questions and Answers : 128 Q & A
Updated On : November 19, 2018
PDF Download Mirror : CPSM1 Braindumps
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CPSM1 exam Dumps Source : Foundation of Supply Management

Test Code : CPSM1
Test Name : Foundation of Supply Management
Vendor Name : ISM
Q&A : 128 Real Questions

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ISM ISM Foundation of Supply

ISM Non-Manufacturing: Slower increase In October | killexams.com Real Questions and Pass4sure dumps

No result found, try new keyword!The Institute of supply management (ISM) has now released the October Non-Manufacturing paying for Managers' Index (PMI), also called the ISM functions PMI. The headline Composite Index is at 60 ...

Non-manufacturing output declines in October however continues to be in boom mode, says ISM report | killexams.com Real Questions and Pass4sure dumps

via Jeff Berman, community information Editor · November 5, 2018

Non-manufacturing recreation in October, whereas still at a high degree, declined in comparison to an a-time high in September, according to the Non-Manufacturing report on company, which changed into issued via the Institute for supply management (ISM) prior these days.

The index ISM uses to measure non-manufacturing growth—frequent because the NMI–dropped 1.three% to 60.3 (a reading above 50 suggests boom), while nevertheless growing to be for the a hundred and fifth consecutive month. The October NMI is 1.eight% above the 12-month standard of fifty eight.5. 

ISM noted that 17 non-manufacturing sectors said growth in October, together with: precise property, rental & Leasing; counsel; Transportation & Warehousing; Utilities; Arts, enjoyment & endeavor; expert, Scientific & Technical features; building; health Care & Social tips; management of companies & support services; Wholesale change; Public Administration; Agriculture, Forestry, Fishing & hunting; lodging & meals capabilities; Mining; Finance & insurance; Retail trade; and different features. The best trade reporting a lower in October is tutorial capabilities.

The report’s key metrics, together with the NMI, have been mixed in October, including:

-business exercise/construction down 2.7% to sixty two.5, becoming for the 111th month in a row;-new orders had been off 0.1% to sixty one.5, however nonetheless starting to be for the 93rd consecutive month;-employment lowered 2.7% to 59.7, turning out to be for the 56th consecutive month;-business enterprise deliveries slowed down at a faster fee% at 57.5 (a analyzing above 50 shows contraction) and slowing for the thirty fourth straight month;-expenditures fell 2.5% to 61.7 becoming for the thirty second straight month;-inventories were up 1.5% at 56.0, heading up for the ninth month in a row; and-backlog of orders fell 5% boost to 53.5, up for the tenth straight month

Tariff considerations had been once again entrance and center according to comments included within the record by using ISM non-manufacturing member respondents.

“Tariffs are starting to impact business. We ask our suppliers to dangle pricing for six months, but we are experiencing difficulties,” a building respondent cited. And a mining respondent cited that it has been very elaborate to make choices as a result of instability brought by the latest buying and selling dispute, adding that during this ambiance, customers are inclined to postpone capital-expenditure choices.

looking at the October information, Tony Nieves chair of ISM’s Non-Manufacturing enterprise Survey Committee, mentioned it was stunning that October’s NMI analyzing turned into as robust because it became, coming off of a record month.

“The bar turned into set so high [in September] so coming in just under it definitely speaks to the energy of the sector at the moment,” he said in an interview. “it's supported through 17 of the 18 non-manufacturing sectors coming in with boom in October.”

And while one of the vital report’s key metrics posted sequential declines, Nieves said it cannot be neglected that they have been up towards a list-setting September.

That become especially apparent with employment, he spoke of, as there is still a shortage of expert people for sectors like building that lack the labor pool to attract from.

When asked what probably the most key topics of the present state of non-manufacturing are, Nieves explained the field is weathering the alternate battle better than its manufacturing counterparts are.

“however there is some uncertainty, it is more upstream for non-producers, because it is at once impacting manufacturers and it is a be counted of what definitely gets transposed into delivered expenses into non-manufacturing groups,” he mentioned. “presently, there are some cost raises, but it isn't a total flow through at this factor. a part of it truly is due to simply straight globalization and the transferring of give chains, transparency into expenses and competitiveness. those are all factors that mitigate that direct flow-via. it is isolated to certain commodities at this element in time, and we are due to the fact in the non-manufacturing sector without delay is some metals, like steel and aluminum, in addition to lumber and computer systems and peripherals, too.”

November 6, 2018 Article topics ISM · All issues

ISM manufacturing index falls to 6-month low in October as expense rises, shortages weigh | killexams.com Real Questions and Pass4sure dumps

An employee fills out bureaucracy as automobiles movement down the assembly line at the Subaru of Indiana factory.

The numbers: The Institute for provide management’s manufacturing index fell to a six-month low of 57.7% in October from fifty nine.eight% in September, as company purchasing managers lamented rising prices, tariffs, shortages, and waning overseas demand.

Any analyzing above 50% shows enhancing situations. Economists polled via MarketWatch anticipated a reading of fifty eight.7%.

What took place: There become a great drop within the new-orders index, which fell four.four aspects to fifty seven.four%, and the production index fell four points to 59.9%,the ISM pronounced.

On the eve of the jobs report, the employment index fell 2 facets to 56.eight%, while the costs index shot up four.7 features to 71.6%. the new-exports-orders index fell 3.8 points to 52.2%.

The big image: The manufacturing sector is being buoyed by means of a strong home economy, which is being goosed through federal stimulus funds.

That pointed out, fee issues continue to be a be concerned, with tariffs a priority.

What they’re announcing: “All electronic accessories are having shortages and tons longer lead times that impact our creation,” observed one deciding to buy supervisor in desktop and electronic products.

“Tariffs are inflicting inflation: expanded charges of imports, multiplied charge of freight and increased domestic expenses from suppliers who import,” observed a supervisor in chemical products.

A plastics and rubber products manager: “NAFTA 2.0/USMCA does nothing to aid our business, as it does not address part 232 tariffs.”

Market reaction: U.S. stocks have been nevertheless greater after the ISM report. The issues over tariffs, inflation and advantage interest-fee hikes have contributed partly to the Dow Jones Industrial standard DJIA, -0.seventy nine%  being down about 6% from its early October highs.




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CPSM1 exam Dumps Source : Foundation of Supply Management

Test Code : CPSM1
Test Name : Foundation of Supply Management
Vendor Name : ISM
Q&A : 128 Real Questions

Are there real sources for CPSM1 study publications?
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Foundation of Supply Management

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Disrupting the Source-to-Contract Cycle: Putting Contract Management at the Start of Sourcing | killexams.com real questions and Pass4sure dumps

contract

The sequential source-to-contract cycle is an accurate representation of how most procurement organizations identify and select suppliers. But it’s not necessarily the best way to approach this process.

The typical sourcing cycle begins by searching for and evaluating suppliers on two key criteria: capability and price. Procurement releases an RFX to identify potential partners that are capable of delivering the needed goods or services within the profit model the organization has created. Yet evaluating suppliers on these criteria alone does not provide a complete picture of whether that company can and should win the business.

When supplier selection gets to the contracting phase, procurement often finds that there are additional considerations that hamper or even derail the sourcing process. Suppliers operating in foreign jurisdictions, for example, may not meet regulatory requirements tracked by legal, disqualifying them even after winning the bid. Requested documentation could cause the supplier to change the specifications for its product, invalidating the earlier quote.

For these and other reasons, contract management should not be considered a final step in the sourcing process. Instead, procurement should include contract compliance at the beginning of the cycle, defining it as an essential reason alongside capability and price. Doing so will create significant opportunities for procurement to reduce value leakage, guard against serious risks and accelerate the pace of businesses.

The New Process: Moving Contracts from the End to the Center

 To understand this new model, it helps to go back to the first step in the strategic sourcing cycle.

Before issuing an RFX to the market, procurement first needs to evaluate past spend, category strategy and the supply market to know what potential solutions are available. Including contract management at the beginning of the sourcing process means that, when using a dedicated enterprise contract management platform, past contracts can be mined for data such as price, supplier performance and distribution of supplier by subcategory or geography.

Once a fully informed strategy has been devised, the organization can then solicit bids. Beyond the basic information included in RFXs (capability and price) procurement would also include all of the contract language it wants vendors to agree to for the final award. Vendors then make their bids while adding redlines to the proposed contract. Doing this third element earlier allows vendors to make more competitive bids, as well as shows procurement how much negotiation will be required with a vendor to reach an agreement.

With the beginning of contract negotiation already executed during the bidding stage, procurement can then move from delivering a letter of intent to a fully negotiated and signed contract with maximum efficiency. A digital contract management platform easily facilitates this process, and then provides ongoing benefits through improved supplier performance monitoring if connected with other enterprise systems that evaluate various performance metrics.

Benefits of Contract-Centric Sourcing

While moving contract management to the beginning of sourcing creates a new model and workflow for procurement, the benefits that organizations can realize outweigh the challenges of process redesign.

Perhaps most obvious is the ability to accelerate the pace of sourcing. Integrating contracts into the full sourcing lifecycle makes the whole process faster — from forming a category strategy to cutting out back and forth during bidding and streamlining delivery of the final award. Acceleration from contract management could support agile product development, moving ideas from design/engineering into production seamlessly instead of holding up the process in securing parts or essential components.

Acknowledging the importance of contract management to sourcing will also better support legal departments, which will know procurement is taking appropriate measures to protect the business from external risks. Putting potential regulatory compliance hurdles front and center in the sourcing process (e.g., GDPR, RoHS, anti-slavery laws) forces suppliers to address potential issues proactively, ensuring the business won’t be, for example, incorporating restricted substances or inputs made with forced labor into its products. This can also apply to reputational risks, as procurement can incorporate CSR factors such as supplier diversity into its sourcing strategy.

Finally, procurement organizations can never ignore the value of savings within a sourcing exercise, and advancing contract management to the beginning of sourcing does just that by optimizing the entire process. By applying artificial intelligence-based analytics to contracts analysis, automating routine labor in bid solicitation and negotiations, and streamlining the award process for full-time employees, procurement organizations can bring additional savings totaling as much as 3.5% of all external spend down to the bottom line, according to estimates from McKinsey & Company. What’s more, the time saved by eliminating excess back and forth with vendors can then be applied to more worthwhile projects, whether executing a more ambitious contract-backed category strategy or supporting supplier innovation efforts.

Starting from the Foundation

Taking a digital approach to contract management is a key way to enabling enterprise-wide digital transformation. Because there is nothing more business critical to a firm than its contracts, prioritizing a strategic, digital-first approach to contract management creates a foundation for other fully digital processes. Naturally, this also applies to sourcing.

While the process of evaluating and selecting suppliers has always incorporated contract management, putting contracts at the outset of sourcing is a fundamental change to the source-to-contract cycle. But with new capabilities enabled by digital contract management platforms, such an approach to sourcing is now not only feasible but an attractive way for procurement organizations to deliver numerous new benefits from this essential business process.


KushCo Holdings Announces implementation of New Warehouse Management System | killexams.com real questions and Pass4sure dumps

Manhattan Associates and GoLeanSixSigma.com Consulting to Expedite Supply Chain Improvements

GARDEN GROVE, Calif., Nov. 08, 2018 (GLOBE NEWSWIRE) -- KushCo Holdings, Inc. (OTCQB: KSHB) (“KushCo” or the “Company”), the parent company of innovative industry leaders such as Kush Supply Co., Kush Energy, The Hybrid Creative, and Koleto Packaging Solutions, which provide a range of services and products for a variety of industries including the regulated cannabis and CBD industries, today announced it has selected Manhattan Associates as its new Warehouse Management System provider and has selected GoLeanSixSigma.com as the consultant team to support implementing the improved processes alongside KushCo’s operations teams.

This investment further solidifies KushCo’s goal of having operational excellence and a world-class supply chain. By implementing this new system, KushCo will be able to scale and expedite its rapid growth in an effective and reliable manner. Manhattan Associates is a technology leader in supply chain and omnichannel commerce that sets the standard for supply chain innovation by uniting information across the enterprise, converging front-end sales with back-end supply chain execution. For several years Manhattan Associates has been the leader in the Gartner Quadrant when comparing Tier 1 and Tier 2 WMS companies and system solutions available in the industry. Clients include GE, Adidas, and Macy’s, among others.

Additionally, KushCo has partnered with GoLeanSixSigma.com, a top consulting company, to strengthen the implementation of operational processes. With GoLeanSixSigma.com, KushCo will have access to a customized blend of collaboration, hands-on rapid execution, and internal capability building to further achieve operational excellence.

The consulting team with GoLeanSixSigma.com brings a great depth of experience and knowledge of process improvements techniques applied in various industries, doing so for clients such as Amazon, Hilton, Oracle, and Wells Fargo. The team dedicated to Kush will be composed of two Lean Six Sigma Master Black Belt consultants:

-- Riaan du Plooy is a Lean Six Sigma Master Black Belt and Consultant with over 17 years of experience in leading, teaching, coaching and facilitating the successful application of Lean Six Sigma tools and concepts; and -- Clare DiFrisco is highly skilled in developing and applying continuous improvement methods to large, complex, multi-location organizations and has a proven record of reducing costs, driving value, creating operational efficiencies and achieving strategic goals.

Rodrigo de Oliveira, Vice President of Operations, commented, “Manhattan implementation will allow KushCo to increase warehouse productivity, space utilization, inventory accuracy and compliance of internal processes. It will also provide the Company with the ability to quickly adapt to planned and unexpected demand changes. With GoLeanSixSigma, our goal is to solidify a strong process foundation, with a focus on sustainable and robust internal capabilities, by integrating daily business processes to quickly assess the current scenario, tap into the knowledge of the internal team to do the actual work of creating new, stronger, scalable and sustainable processes.”

Furthermore, the Company has engaged BDO’s Risk Advisory Services to assist it in achieving Sarbanes-Oxley Section 404 (SOX 404) compliance. Achieving SOX compliance is the responsibility of KushCo management, and can improve processes, reduce the risk of fraud, and maximize the utilization of business resources. Manual processes, outdated processes, and unnecessary review procedures can all be identified and assessed during the risk assessment and control design phases of a project, resulting in increased efficiency and effectiveness throughout many aspects of the business.

“KushCo is growing at a rapid rate. In order for us to continue providing best-in-class service to our clients at a larger scale, we are adding a Warehouse Management System and engaging the service of a world-class consulting firm to ensure we are managing our growth,” states Nick Kovacevich, CEO of KushCo. “By initiating this effort now, we intend to be compliant by the end of our 2020 fiscal year, one year ahead of the required completion of 2021.”

To be added to the distribution list, please email ir@kushco.com with “Kush” in the subject line.

About KushCo Holdings, Inc.

KushCo Holdings, Inc. (OTCQB: KSHB) is the parent company to a diverse group of business units that are transformative leaders across several industries. KushCo Holdings’ subsidiaries and brands provide exceptional customer service, product quality, compliancy knowledge and a local presence in serving its diverse customer base.

KushCo Holdings’ brands include Kush Supply Co., a dynamic sales platform that is the nation’s largest and most respected distributor of packaging, supplies, and accessories to the cannabis and CBD industry, Kush Energy, which provides ultra-pure hydrocarbon gases and solvents, Hybrid Creative, a premier creative design agency for clients across several industries, and Koleto Packaging Solutions, the research and development arm driving intellectual property development and acquisitions.

Founded in 2010, KushCo Holdings has now sold more than 1 billion units and regularly sells to more than 5,000 legally operated medical and adult-use dispensaries, growers, and producers across North America, South America, and Europe. KushCo Holdings subsidiaries maintain facilities in the five largest U.S. cannabis markets as well as having a local sales presence in every major U.S. cannabis market.

KushCo Holdings strives to be the industry leader for responsible and compliant products and services in the legal cannabis and CBD industry. The Company has been featured in media nationwide, including CNBC, Los Angeles Times, TheStreet.com, Entrepreneur, and business magazine Inc. While KushCo Holdings provides products and solutions to customers in the cannabis and CBD industries, it has no direct involvement with the cannabis plant or any products that contain THC or CBD.

For more information, visit www.kushco.com or call (888)-920-5874.

Forward-Looking Statements

This press release may include predictions, estimates or other information that might be considered forward-looking within the meaning of applicable securities laws. While these forward-looking statements represent the Company’s current judgments, they are subject to risks and uncertainties that could cause actual results to differ materially. You are cautioned not to place undue reliance on these forward-looking statements, which reflect the opinions of the Company’s management only as of the date of this release. Please keep in mind that the Company is not obligating itself to revise or publicly release the results of any revision to these forward-looking statements in light of new information or future events. When used herein, words such as: “potential,” “look forward,” “expect,” “believe,” “dedicated,” “building,” or variations of such words and similar expressions are intended to identify forward-looking statements. Factors that could cause actual results to differ materially from those contemplated in any forward-looking statements made by the Company herein are often discussed in filings the Company makes with the United States Securities and Exchange Commission (SEC), available at: www.sec.gov, and on the Company’s website, at: www.kushco.com.

KushCo Holdings Contacts

Media Contact: Anne Donohoe / Nick Opich KCSA Strategic Communications 212-896-1265 / 212-896-1206 adonohoe@kcsa.com / nopich@kcsa.com

Investor Contact: Phil Carlson / Elizabeth Barker KCSA Strategic Communications 212-896-1233 / 212-896-1203 ir@kushco.com


New Supply Chain Association Built From APICS’ Foundation | killexams.com real questions and Pass4sure dumps

What's This? Associations Now Brand Connection provides opportunities for advertisers to connect with the Associations Now audience. All content is paid for by the advertiser. The Associations Now editorial staff is not involved in creating this content.

A new association for supply chain management is coming to life—with the foundational support of an existing group.

The Association for Supply Chain Management (ACSM), which was announced on Monday, will work to help push the sector forward through educational resources, thought leadership, and corporate assessment programs. The new group is an offshoot of the American Production and Inventory Control Society (APICS), which will continue under the ASCM umbrella.

APICS CEO Abe Eshkenazi, CAE, said that the new organization is intended as a footprint expansion and will offer new resources that APICS didn’t previously offer, with a goal of helping companies extract more strategic value from their supply chains.

“ASCM is the leader for end-to-end supply chain management, bringing corporations and professionals the latest ideas and proven best practices to help transform supply chains,” Eshkenazi stated in a news release. “We want to empower both the people who elevate supply chains and the companies who utilize them.”

ASCM might prove a great resource for supply chain managers, and comes at a time when pain points for supply chain managers are growing. In 2016, APICS and Michigan State University released a study asking managers at 50 major firms what was keeping them up at night. Among the biggest challenges were resource availability, talent, complexity, threats and challenges, compliance, and cost issues.

Eshkenazi noted that the new organization would expand the potential pool of resources to organizations reliant on smoothly running supply chains.

“With ASCM, we recognized an exciting opportunity with this new association to expand our reach and elevate our position even further,” he added. “Something special is happening in supply chain.”

More information about ASCM will be released in the coming weeks, with the goal of a full launch in early 2019.

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