CMA Inter Paper 9: OMSM study plan

Explain the scope and objectives of operations planning and control, distinguishing aggregate planning, master scheduling, and shop-floor control

Compute and interpret productivity measures (single-factor, multi-factor, and total) from given numerical data, showing all workings

Classify production systems as job, batch, mass, or continuous and justify which planning approach fits each

Distinguish lean tools (5S, kaizen, kanban, value stream mapping, poka-yoke) and state the waste each one targets

Apply forecasting methods (moving average, weighted moving average, exponential smoothing) to a small dataset and compare errors using MAD

Prepare an economic order quantity and reorder-level calculation and explain how safety stock changes the answer

Differentiate quality control from quality assurance and place cost of quality components into prevention, appraisal, internal failure, and external failure

Diagnose a described operational problem and recommend a lean or quality intervention with justification

Map the transformation model (input, process, output, feedback) onto a service and a manufacturing example and state the key difference in tangibility and customer contact

Compare project and non-project operations and justify when a project structure is appropriate

Construct a network diagram from a predecessor table and identify the critical path, total float, and project duration

Explain the purpose of a work breakdown structure and list the stages of the project life cycle

Describe the bullwhip effect and name three causes with a matching mitigation for each

Outline the components of supply chain management (procurement, logistics, inventory, information flow) and explain the push-pull boundary

State the mission, vision, objectives, and goals hierarchy and distinguish each with an original example

Compare the levels of strategy (corporate, business, functional) and identify which level a given decision belongs to

Explain the role of a strategist and the board, and note how strategy differs in a non-profit or public sector setting

Apply PESTLE analysis to a named industry and rank the factors by likely impact

Use Porter's Five Forces to assess industry attractiveness and state which force dominates and why

Carry out a SWOT analysis and convert each quadrant into a specific action rather than a label

Explain the value chain and classify activities as primary or support for a chosen firm

Distinguish core competence from competitive advantage and test a claimed competence against the criteria of rarity, imitability, and substitutability

Distinguish growth, stability, retrenchment, and combination strategies and match each to a plausible business situation

Compare Ansoff's product-market matrix options and justify one choice for a stated firm

Explain Porter's generic strategies and the risk of being stuck in the middle, using an example

Evaluate diversification and vertical integration decisions against their stated risks

Select a strategy for a case scenario and defend the choice against two rejected alternatives

Explain the structural, behavioural, and resource levers of strategy implementation and give one example of each

Distinguish strategy evaluation from strategic control and list the criteria used to test a strategy

Describe the balanced scorecard perspectives and draft two measures per perspective for a chosen firm

Identify reasons strategies fail in implementation and propose a control mechanism to prevent each

Revise all formula and definition sheets and re-solve the five numerical problems previously answered incorrectly

Complete two timed full-length mock papers under exam conditions and mark them against the syllabus weighting

Rank weak areas by mock-paper marks lost and close the top three with targeted revision

Rehearse written answer structure for case-based questions: identify the issue, apply the concept, recommend, and justify