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According to the ASCM CTSC Exam Content Manual, one of the first steps in initiating a digital supply

chain transformation is to “identify the business drivers and opportunities for transformation, and

prioritize them based on their potential impact and feasibility” (p. 15). This helps the company’s

leadership to align the transformation objectives with the strategic goals of the organization, and to

allocate resources accordingly. The other activities mentioned in the options are also important, but

they should be done after the initial identification and prioritization of the areas of the business that

can benefit the most from the transformation.

According to the ASCM, one of the challenges of the product life cycle is the shrinking time span

between the introduction and decline stages, due to the rapid changes in technology, customer

p

, and competition1. To cope with this challenge, the ASCM recommends that companies

adopt a strategy of accelerating the speed to market, which means reducing the time it takes to

develop, launch, and deliver new products to customers1. By doing so, companies can gain a

competitive advantage, increase customer satisfaction, and capture more market share before the

product becomes obsolete1. Some of the ways to accelerate the speed to market are:

Implementing agile and lean product development methods1

Collaborating with suppliers, customers, and other stakeholders in the product design and launch

process1

Using digital technologies and platforms to enable faster and more efficient product testing,

validation, and feedback1

Optimizing the supply chain network and logistics to ensure timely and reliable product delivery1

According to the ASCM, the balanced scorecard in the supply chain measures the performance of

the supply chain against eight attributes: reliability, responsiveness, agility, cost, profit, assets,

environmental, and social. These attributes reflect the efficiency, effectiveness, and sustainability of

the supply chain, as well as its alignment with the customer and stakeholder expectations1.

According to the ASCM CTSC Exam Content Manual, one of the first steps in developing a

transformational supply chain strategy is to “determine the current and future needs and

expectations of the customers, and align the supply chain strategy with the business strategy and

customer value proposition” (p. 16). This helps to ensure that the supply chain transformation is

customer-centric and focused on delivering value to the end users. The other options are also

important, but they should be done after the initial determination of the customers’ needs.

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According to the CTSC Exam Content Manual1, one of the key enablers of digital supply chain

transformation is “people and culture”. This includes developing the skills and capabilities of the

workforce, aligning the organizational structure and culture with the transformation vision and goals,

and fostering a collaborative and innovative environment. Therefore, employee talent development

and organizational alignment are critical factors for high performance of digital supply chains, aside

from investments in appropriate digital technologies. Option A, C and D are examples of metrics that

can be used to measure digital supply chain performance, but they are not factors that enable or

enhance it.

According to the CTSC Exam Content Manual1, Kanban is a lean manufacturing tool that uses visual

signals to indicate the need for a component or material in a production process. Kanban is linked to

consumer demand, as it triggers the replenishment of inventory only when there is actual

consumption. Kanban helps to reduce waste and labor by minimizing overproduction, inventory, and

waiting time. Option B, JIT purchasing, is a related concept that involves buying materials or

components just before they are needed in the production process, but it does not necessarily use

visual signals. Option C, Kaizen, is a lean manufacturing tool that involves continuous improvement

of processes and activities, but it is not specific to reducing waste and labor in the manufacturing

process. Option D, TOC, is a management philosophy that focuses on identifying and eliminating the

constraints or bottlenecks that limit the performance of a system, but it does not use visual signals to

indicate the need for a component.

According to the ASCM, the supply chain information system infrastructure consists of four main

elements: hardware, software, data warehouse, and the internet1. These elements enable the

collection, storage, processing, and transmission of data and information across the supply chain,

and support the decision making and execution of supply chain activities1. The ASCM also states that

the supply chain information system infrastructure is a key enabler of supply chain transformation,

which is the process of changing the supply chain to achieve higher performance, efficiency, and

sustainability1. By having a robust and reliable infrastructure, a company can leverage the power of

data and analytics, improve the visibility and collaboration across the supply chain, and adopt new

technologies and innovations that can enhance the supply chain capabilities and outcomes1.

Therefore, hardware, software, data warehouse, and the internet are the infrastructure elements

that have a significant impact on supply chain transformation.