Applied Assessment: Planning and Agility

4 of 5 needed to pass

1. 1. A branded zipper shipment is held at customs and will arrive five days late, two days before cutting was due to start. What is the first thing the manager should do?

   Choose one answer.

   Immediately book full airfreight for the whole order without checking costsWait until the original ship date to tell the buyer anything is wrongContinue following the original plan and hope the zipper arrives in timeCall a replanning meeting with cutting, sewing, finishing and logistics to identify the new critical path
2. 2. In the jacket case, fabric was already spread and cut when the zipper was delayed. What became the new critical path?

   Choose one answer.

   Nothing changed; the original critical path remained validCutting, since fabric was still the constraintSewing, since the non-zipper sections could proceed while the zipper was in transitFabric sourcing, since a new fabric order had to be placed
3. 3. Full airfreight of all 30,000 jackets would erase the order's margin. What decision best balances cost and customer relationship, as in the case study?

   Choose one answer.

   Refuse to airfreight anything and accept the full contract penaltyAirfreight the whole order regardless of margin to avoid any conversation with the buyerAirfreight only the first portion needed for the retail launch, and ship the rest by sea, agreed with the buyer as a split shipmentCancel the order rather than negotiate a split shipment
4. 4. What is a scenario buffer, according to the module's concept?

   Choose one answer.

   A protected block of time or capacity reserved specifically for the most likely disruptionAn informal promise to work overtime if something goes wrongA general contingency fund with no link to the scheduleA hidden slack in the schedule that any department can use whenever convenient
5. 5. According to the practical brief's 24-hour replanning checklist, what should happen before the end of the same business day a delay is confirmed?

   Choose one answer.

   The order should be quietly cancelled to avoid embarrassmentOnly an internal memo should be circulated with no buyer contactNothing; wait until the weekly planning meeting to discuss itA recommendation with cost comparison should be presented to the buyer