Microsoft MB-330 Exam
Microsoft Dynamics 365 Supply Chain Management

This Exam Topic does not have a case study.

This Exam Topic does not have a case study.

Case Study:

This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam.
You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.
To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.
At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.

Background:
Wide World Importers is a distribution company whose primary customers are small boutique shops which sell globally-sourced products including unique or hand-crafted items such as perfumes and ceramicware. Through the Wide World Importers sales cycle, the commission-based sales team identifies opportunities and negotiates with shops by using a quoting process. The products may or may not already exist in the company's current product list.
The company has the following divisions and areas of responsibility:



Current environment:

Wide World Importers use Dynamics 365 Finance and Dynamics 365 Supply Chain Management. There is a single legal entity.
The primary distribution center for the company is located in Las Vegas, Nevada, USA. There is an additional warehouse in California which receives imported goods from container ships.
When goods are received in California, the goods are transferred to Nevada for distribution. No orders are shipped directly from California.

Requirements: Sales
The company has two teams of sales representatives: East and West. Each team has one representative for each of the following categories of goods: perfumes, ceramicware, and all other goods. Sales representatives are paid commissions based on sales. Commissions must be paid based on the home office location for customers. For example, commission for a customer that is headquartered in the Western United States is paid to the West group of sales representatives.
Sales representatives are responsible for driving new business. Company executives must be able to see metrics that define the companies that the sales representatives are targeting, where there is potential to do business, and where quotes are being generated. Customer records must not be created until a sale is confirmed.
The sales team quoted a new perfume for a customer named Customer1. The customer has shipping locations in the following regions: United States, Austria, and Japan. Sales must only be made to the US and Japan due to product ingredients. Automated checks must be put into place so that users do not have to remember to select the correct item.

Requirements: Testing
The company periodically performs testing on ceramicware as it is received to determine whether the products contain lead. The company labels and markets ceramicware as Lead Free or Not for food use. Perfumes may contain restricted ingredients that cannot be sold to customers in the European Union. The company performs testing on perfumes and has processes to ensure that perfumes containing restricted ingredients are not sold to customers in Europe.
Ten percent of all ceramicware items received must be tested for lead. The process for managing testing must be automated. There must be tolerances setup that define the acceptable amount of lead levels in a product.

Requirements: Inventory management
The inventory team must control costing of items by using FIFO principles. The finance team must be able to see updated FIFO adjustments throughout the month but will only settle FIFO for month-end reporting.
Inventory close must be run at the end of each month. A report must be provided to the finance team that includes the physical quantities and inventory value for items, with totals at the bottom. The warehouse team needs a similar report but does not want the inventory value included. During inventory close, some items cannot be fully costed because the issue cannot be settled against the receipt. The finance team must know which items were excluded.
Other inventory requirements
Inventory must be reserved against physical inventory.

Items must be grouped so that the inventory costing can posted to the ledger by using the following groups:

perfumes, ceramicware, other goods. All goods are FIFO. Financial reports must be grouped by these three categories, even though transactions from all categories post to the same ledger accounts.
Wide World Importers plans to import a specific type of pottery from a local company in Mexico that handmakes the goods. The pottery must be available in orange or red colors. The cost is the same regardless of the color selection.
A new line of perfumes is being introduced. The procurement team must be able to identify which perfumes are men's or women's fragrances, and must be able to further categorize perfumes as Perfume, Eau de Perfume, Eau de Toilette, Eau de Cologne, or Eau Fraiche.
You must set up a structure of products for classifying each item for purchase, sales, and reporting analysis.

Issue
Customer service representatives report that some inventory shows as ordered reserved when the ordered reserved parameter is turned off.
An item that is typically carried is out of stock. A customer named Customer2 wants to place a special rush order for the item. This will result in a significantly increased cost from the supplier. The finance team does not want to have this special order affect the FIFO tiers.

Case Study:

This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam.
You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.
To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.
At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.

Background:
Adventure Works Cycles builds stock and custom mountain bikes and is headquartered in San Diego. It has the following assembly and warehouse locations:
Denver, Colorado, United States

San Diego, California, United States

Budapest, Hungary

Most manufacturing is outsourced, with each facility only assembling the bikes. Parts are stocked at all facilities and may be transferred between warehouses or legal entities. All of the parts are at standard cost.

Current environment:
. Organizational structure
The following diagram shows the structure of Adventure Works Cycles.
Each of the physical locations in the United States (US) is a warehouse.

Hungary assembles and distributes products to the rest of the European Union (EU).

The EU legal entity is expected to add additional warehouse locations.

All legal entities roll up to a financial consolidation company.




Current environment:
. Purchasing
Higher quality tires that are used in new orders have become popular. Due to the volume of orders, the company wants to negotiate pricing with VendorC. The vendor agrees to a discounted price for 500 tires purchased within the next six months. Once the 500 tires have been purchased, the discount will be re- evaluated based on demand.
Once a purchase is approved, for audit purposes it cannot be changed.

Whenever possible, parts are purchased from vendors also within the EU. A purchase order was placed for a bike seat manufacturer in Italy.
Parts for custom orders may not always be kept in stock and will need to be procured.

Current environment:
. Purchase requisitions
The following flow chart depicts the purchase requisition process:




Requirements: Purchasing
Items for purchase requisitions are governed by each country. Each of the country-specific products will be grouped together for selection.
Purchase orders must follow the requisition process.

All existing purchase orders for brakes must account for the change to VendorB.


Requirements: Inventory
Standard costs are based on purchase fluctuations within a single month.

Tires use floating zones due to limited warehouse space.


Requirements: Operations
Due to recent brake failures, Adventure Works Cycles plans to purchase brakes from VendorB instead of VendorA. Although the brakes from Vendor B will continue to use the same item number as the brakes from VendorA, the price is slightly higher from VendorB. Adventure Works Cycles will pay list price from VendorB.
The order for VendorB needs approval and the usual approver for purchase requisitions is on vacation.
All brakes from VendorA that are in stock must be tested. The process for brake testing must be implemented for all inbound orders. Quality orders must be automatically created upon receipt of the first shipment against a purchase order only. Inventory stocking locations must be consolidated after the brakes are tested.
UserC needs to consolidate brake inventory after it has been cleared for sale.
Ordering of the new brakes order will incur an additional cost because it is a rush order.

Requirements: Custom orders
Custom orders are placed for items that do not exist in the item master.

Hungary does not process custom orders.

The United States does process custom paint orders. Most custom paint colors are special order and require purchase requisitions.
Quotes must be obtained from a minimum of two suppliers per company policy and compared for the shipping, costs, and other variables. Quotes will not be selected based on lowest price only.


Issues:
A special order for 2.6 high-end tires is received. This item is no longer in stock from the current vendor.

Goods have been received in stock, but the matching invoice has not yet been received at the time of month close.
UserA needs to set up pricing for the items purchased from VendorC and ensure that accounting validates the receipt and invoice against the agreement.
UserB needs to send out a request for quotation (RFQ) for custom paint. The vendor will be selected based on pricing, volume discounts, and lead time.

Case Study:

This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.


To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.


Background:

Best for You Organics Company started as a home-based business. The founders began making handmade soaps and bath products in their kitchen. As sales increased, the business established a production facility and distribution center that supplies three retail stores.

Soaps and bath products are manufactured in the production facility and are stocked in the warehouse for distribution to the retail stores. Employees at retail stores use mobile point of sale (MPOS) tablet devices to sell the products to customers.

The company structure is a single legal entity with two sites as shown in the diagram below:



Current environment:

Best for You Organics plans to introduce a new product line of face creams. Each product in the new line uses the same base ingredients but includes a different extract (for example, lime, avocado, kiwi). The marketing department is preparing to introduce the new product line. Minimal inventory will be held in the warehouse.

The company uses a cloud-based deployment of Dynamics 365 Supply Chain Management to manage finances for all company operations and locations. The company does not use Bill of Materials (BOM) versioning.

The production and warehouse facility is set up with the following organizational hierarchy:



External customers include:

-CustomerA: a walk-in store customer (business-to-consumer)
-CustomerB: a customer with an existing account (business-to-business)
-External vendors include:
-VendorA: a trucking company
-VendorB: a raw materials supplier


Requirements: General

The new product line must be set up in the system and readily available for sale when the company introduces the product line to the public at an upcoming trade show.


Requirements: Production

You must configure the system to produce the new products:

Ensure that the warehouse stocks the minimum quantities of raw materials to produce the products.

Use a single version per item.

Implement FIFO inventory valuation methods.

Track raw and finished goods using different General ledger accounts.

Use a primary location to determine where to stock product in the warehouse.

Configure alternate locations in the warehouse to hold overstock products and refill the primary location as-needed.


Requirements: Shipments

You identify the following requirements related to shipping:

Ship product to retail stores weekly.

Stores require a packing slip to check in merchandise. Drivers require transport documentation and charge per mile to the stores.
Shipments to Store1 must be scheduled for Monday, Wednesday, or Friday. Store1 will sometimes pick up their own deliveries when an order is small because they have their own van. Shipments to Store2 and Store3 must be scheduled for Tuesday or Thursday.
You must transmit Advance Shipping Notifications (ASN's) to the stores prior to deliveries.

Set up the system configuration to allow for store transfers.

Set up the system so that products may be shipped to the retail stores as bulk orders.

Set up the transport providers to deliver products from the warehouse to the retails stores.


Requirements: Reporting

Once the new products are available in stores, review 30 days of historical sales data from day-to-day transactions will determine the reorder quantities.

Set up reporting to allow the product line to be costed and tracked independent of other items.


Requirements: Pricing and inventory

You identify the following requirements related to pricing and inventory:

Determine the quantity of the new products that can be produced and ready for sale within the first 90 days.

Ensure that specialty packaging is on hand for retail sales. The packaging must be shipped directly to the stores from the vendor.
Stores must not inventory the packaging materials. Stores must maintain a 30-day supply of specialty packaging materials. Stores must reorder packaging materials as needed. Retail store customers must pay full retail price. Resellers must receive a 10 percent discount off the list price.

Case Study:

This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam.
You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.
To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.
At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.

Background:
Adventure Works Cycles is a high-end bicycle manufacturer in North America. The company sells 40 standard models as well as 100 limited-edition models per year to boutique retailers domestically.
Adventure Works has had the most success with the limited-edition bicycles. These bicycles have high margins, high demand, and a strong following with the younger generation biking community.
Current environment:

Technology
During a recent global pandemic, the sales of bicycles increased enormously. To support this growth, Adventure Works is going to invest in Dynamics 365 Supply Chain Management to standardize and streamline operations. Operations are currently managed with a custom enterprise resource planning (ERP) system and Microsoft Excel worksheets that address ERP product gaps.
Many processes are still maintained in Excel worksheets and then loaded into the ERP application.
Adventure Works wants to implement only those Dynamics 365 features that are areas of future investment for Microsoft, even if it means they implement fewer features.
Bicycles
Bicycle models can either be standard or made in a limited-edition release.

Bicycles are built based on a single item number that can have different sizes and frame styles. The sizes are XS, S, M, L, and XL. The frame styles are Male, Female, and Unisex.
The size and frame style combinations have different prices and barcodes.

All other bicycle properties are informational only.

Information-only properties do not have standardization or validation, which makes it easy to mistype data during product entry and difficult to identify mistakes.
Some limited-edition bicycles are not properly marked as limited edition in the current product management system due to the yes/no key indicator defaulting to no. This causes significant issues with item searching and reporting on the different bicycle models.
Limited-edition bicycles
The most recent limited-edition models include integrated face mask holders and extra storage containers welded to the bicycle frame.
The bicycles are restricted to one purchase per retailer per week.

The bicycles are announced on social media and are available for sale to retailers on the same day they are announced.
Customers can buy the bicycles at retailers shortly after they are announced.

The bicycles are sometimes available only through charity auctions.

Sales
Due to the global pandemic, it is difficult to keep products in stock. Retailers are buying as much inventory as possible each week.
Retailers email their sales to Adventure Works. The sales team in charge of each retailer manually enters the information into a shared Excel worksheet.
Retailers are required to submit one consolidated sales order by Wednesday every week so that the

Adventure Works fulfillment team can organize and adjust sales order quantities based on availability.
Retailers are invoiced every three to five weeks. Adventure Works uses a manual process for invoicing. The increased volume of purchases makes it difficult to keep up with invoicing.
To accommodate the demand for the Adventure Works limited-edition bicycles, the sales team enters orders for these items for fulfillment as soon as they appear on the SKU list.
Retailers can sometimes bypass Adventure Works order restriction policy.
When this happens, it creates additional work for the fulfillment team.
Outbound
Finished bicycles are assigned a unique code to identify and track each bicycle.

Each bicycle that is picked for an outbound order is transferred to a quality control bench where it undergoes a 21-point mechanical inspection.
Bicycles that pass the mechanical inspection have their unique bicycle identification number recorded in the completed inspection list. The number is also recorded in the shipping manifest for customers to be able to verify that the bicycle that was tested is the one that they received.
If a bicycle does not pass the mechanical inspection, the bicycle is moved to a quarantine location and another bicycle is picked and tested as a replacement for the order.
Inventory
Replenishment is simple but manual. It is currently all handled in Excel.

Every bicycle part for each standard model has a line in an Excel worksheet.

Adventure Works wants each storage space in the warehouse to be filled to capacity with the current products.
The team knows how many bill of materials (BOM) items can fit in the spaces without overflowing.

BOM items that make up the bicycles have different storage capacities.

Adventure Works uses Excel worksheets to make decisions about planned orders by period based on the supply and demand for finished bicycles.
Wheels
There are four types of wheels for all the bicycle models.

Customers often order a spare tire.

Wheels sometimes just disappear from the warehouse storage.

Adventure Works purchases wheels from only one manufacturer.

Master planning
There is no formal master planning process.


Replenishment activities occur weekly.

Requirements
Bicycles
All BOM items used the manufacturing process must be configured as unique products in Dynamics 365

Supply Chain Management.
The following manufactured bicycles' properties must be configured in Dynamics 365 Supply Chain

Management:
· Size: XS. S, M, L, XL
· Frame style: Men, Women, Unisex
· Limited edition: [Blank], No, Yes
· Year: 2010-2020
· Manufacturer's
Note: Free form text up to 250 characters
· Rear suspension travel: 130 millimeters, 150 millimeters
· Full suspension: No, Yes
Sales
Limited-edition bicycles must be systematically restricted to one bicycle per sales order. Overrides must not be allowed.
Retailers must automatically be invoiced once a month in a consolidated invoice for all delivered sales orders.
Limited-edition model bicycles must not be allowed for inclusion on sales orders until the bicycles' official release date.
Outbound
A bicycle's unique identification number must systematically be created as part of the standardized business process.
Bicycles must be pulled from a bin location in a First In, First Out (FIFO) inventory model and moved to a packing station.
Inventory
Overflow of any bicycle parts in the warehouse must be prevented, except for wheels.

System-generated recommendations to adjust Adventure Works' on-hand stock of wheels based on historical trends must be provided.
BOM items must be replenished before they run out. There must always be quantity available on-hand.

The system must maintain all inventory requirements through automated processes.

Master planning (MRP)
The tool that replaces the Excel worksheet must be able to show the supply and demand for the product family of finished bicycles and BOMs by period in a single screen. This single form screen will also be used for general supply and demand inquiry only and not require intensive processing tasks. Inquiries to this form may result in non-system decisions and not with creating any planned orders.
The tool must allow for the creation of new planned production, sales, purchase, and transfer orders.

The MRP solution must have the best performance possible and allow for planned orders to be run in the middle of the day.
Planned orders that will not be firmed must not be changed. Adventure Works wants to be able to reference the planned orders later against any manual orders created until they feel more comfortable with the system.
Once Adventure Works is comfortable with the numbers that the system recommends, Adventure Works wants to implement a mechanism to fully automate the generation of orders.

Case Study:


This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.


To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.


Background:

Trey Research is a multinational manufacturer of health and dietary supplements based in Seattle, Washington. The company is experiencing a rapid expansion not only in its supplements but as a lifestyle brand that also sells apparel. The supplements and apparel businesses operate independently but manufacture and operate in the same legal entity.

Current environment:


Current environment:
. Technology

Trey Research is migrating from an outdated, on-premises version of Dynamics AX to Dynamics 365 Supply Chain Management. The company wants to retain a lot of its current data structures and processes but adopt new efficiencies when the benefit is obvious. The company uses a third-party e-commerce site that is custom developed by an internal developer.

Current environment:
. Items

Product numbering

All items are numbered by using a smart numbering format: [Product SKU+Size+Color+Style]. For reporting, items are queried for sales and inventory reports by using the first six digits of the item number or until the first dash is encountered.

· A t-shirt could be 01001-S-Red for item 1001 in a size small with the color red. · A single energy drink could be 02001-12oz or 02001-20oz for the different sizes that product 02001 is sold in.

Product attributes

· All clothing shares the same set of product attributes.
· Supplements may share the same Product SKU but can have different attributes for the different size, color, or style variations of the product.

· Product attributes that are unnecessary for an item should be excluded from the item.

Pricing

· All items always have a default price. This price will not expire. · An item will have four different prices created for it every month, one for each customer tier, as detailed later in this section. The pricing expires at the end of the month. If no special pricing is created, the default item price will be used.
· The monthly sales price in which the additional price breaks are determined is based on the estimated cost of the manufactured items.
· Customers are categorized into four pricing tiers (A, B, C, and D) based on sales volume over the past 12 months.
· Customers can negotiate special pricing for items in 30-day, 60-day, and 90-day increments. Quantity restrictions may be placed, depending on the item discount and promotion. · Promotional pricing is not used today. Pricing is restricted to monthly prices and customer-specific contract pricing.

Cost

Items use a FIFO costing model today in their current Dynamics AX 2009 environment; however, using the FIFO costing method has created problems.

Current environment:
. Warehouse and inventory

· Warehouse requirements are simplistic. There is only one site. The site has two warehouses. · Trey Research needs to make sure that any energy drinks and nutritional supplements are manufactured and packaged with the highest standards. Trey Research automatically inspects products when all products are reported as finished. All products are inspected again when the items are picked. · Energy drinks require independent tests to check for dents in packaging, carbonation levels, and fill level. · Nutritional supplements require separate tests for packaging, expiration date, product seal, and product labeling.
· Government compliancy and consistency testing are handled outside of the Enterprise Resource Planning (ERP) system.
· Resalable products are placed on one of two racks in the warehouse.

Requirements


Requirements: Technology

· Trey Research will integrate all pricing and discount capabilities to its e-commerce website.


Requirements: Items

· Reporting on products should be streamlined as much as possible. · The item numbering does not have to equate to the actual item number. · The future costing methods adopted must be commonly accepted for manufacturers. · Inventory costing should be done after a full inventory valuation is complete. It should take into consideration the direct materials, direct labor, and overhead that goes into an item. · Any costing method used needs the ability to track cost records about an item, cost categories, and calculation formulas for indirect costs.
· The profitability for nutritional supplements manufacturing processes needs to be expressed in terms of the cost categories for routing operations and the calculation formulas for manufacturing overheads. · If a vendor can no longer deliver the raw materials for the energy drinks due to supply chain issues, the costs for using an alternative vendor to source the raw materials should be used to determine the impact on profits. · Apparel items will not be upgraded to the new costing method until after the go-live date due to resourcing and implementation limitations from the apparel team.


Requirements: Pricing

· Trey Research plans to do promotional pricing. Certain products will receive special pricing during the hours of extreme sporting events that Trey Research sponsors. Before or after the event, normal pricing will resume.


Requirements:
White labeling

· Trey Research wants to start white labeling its products under the brands of major nutritional retail store brands. These products would only be sold to specific customers. · Trey Research will provide and maintain a 'Compare to' price for customers to use to compare the white- labeled products. This Compare to price will also be the default item price for the customer if the customer accidentally lets a contract price expire.
· The configuration of these restrictions must be applied automatically when creating new products for those customers.


Requirements: Warehouse and inventory

· If products in the warehouse must be blocked from transactions for a specific reason, such as a health and safety review, warehouse users should be able to block the products quickly from the ERP system. · All product quality tests should be processed in a uniform and consistent manner. · Creation of any quality processes for products inbound to the warehouse, from the production line, or outbound from the warehouse to consumers should be automatically created to facilitate execution.
· Testing requirements:
Requirement 1: 100 percent of all nutritional supplements and 50 percent of all energy drinks must be tested when production orders are completed. After a product is in testing, 100 percent of all tests must be completed.
Requirement 2: 75 percent of all nutritional supplements and energy drinks should be tested against their required tests during an outbound process.
Damaged products must be placed in one of four bins (based on product type) during the inspection process. You must define quarantine zones to optimize product visibility throughout the testing process.

Case Study:
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.


To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.


Background:

School of Fine Art is a distribution company that sells school supply items to primary and secondary schools. These include items such as pens, pencils, paper, notebooks, chalk, desks, acrylic paints, blackboards, dry erase markers, and whiteboard paint. Due to increased demand for colored pencils, lead times are longer for these pencils. School of Fine Art plans to expand sales into this market.

School of Fine Art plans to implement Dynamics 365 Supply Chain Management to manage the business.

Current environment:
. Company structure

School of Fine Art consists of two legal entities.

Primary company

· Located in Dublin, Ireland.
· Has a single named warehouse.
· Is the primary distribution center for both companies.

Second company

· Is located in Glasgow, Scotland.
· Includes the following warehouses: Glasgow1, Glasgow2.
Glasgow1 is used primarily to supply items regionally.
Glasgow2 serves as local storage for vendor-owned inventory and bulk storage for School of Fine Art's inventory.

Current environment:
. General processes

School of Fine Art uses a combination of spreadsheets and paper forms to manage the business.

· All sales, purchases, and inventory are tracked in spreadsheets that are password protected by managers.

· Managers frequently share spreadsheet passwords so that other users can make edits on their behalf.
Inventory quantities and values are unreliable.
· The spreadsheets are often incorrectly updated, have entry errors, and broken formulas for calculations. · Purchase order receipts, picking lists, packing slips, and invoices are all handwritten on pre-printed, three-part forms.
· Late summer is the company's busiest time. During this time, workers are typically on the warehouse floor or making rush deliveries to schools to meet last-minute needs.

Current environment:
. Inventory and warehousing

· School of Fine Art values inventory by using FIFO costing methods. · Inventory in the warehouses cannot be distinguished as available inventory or inventory that is sold to a customer and waiting to be picked. This creates inventory inflation during cycle counts and later shortages because warehouse workers count items that are already promised to customers and waiting to be shipped.
· Glasgow2 space is fully allocated to vendors.
· Due to space constraints, school orders for photocopiers are shipped from the vendor to the school. · Crayons are stored as separate item numbers depending on whether they are in a box or a case. This creates issues when counting inventory to determine the total number of crayons in stock. · Lack of inventory controls has led to shortages on sales orders, creating backorders and unhappy schools. · Inventory is ordered quarterly due to the seasonality of the business. · Items can change annually based on popular sizes, colors, and styles for each new school season. The creation of the different configurations is a manual process, which creates so much overhead that temporary workers are brought in to do the data entry.

Current environment:
. Purchasing

· Reordering is manually managed by the buyers looking at the seasonal spikes for the start of the school year, slowing around the end-of-year holidays until the following school year. · Pens are readily available products that are rarely discounted for sale. · Photocopiers are only available for sale on the Glasgow region. · Photocopy paper and construction paper are ordered by the pallet into Dublin1 and must be broken down into smaller sizes. The pallets are typically broken down and then split between what stays in Dublin1 and what is shipped to Glasgow1.
· Chalk and blackboards are slower sellers, so many vendors do not carry these items. School of Fine Art purchases these products from a single vendor. There are no alternative vendors available. · School of Fine Art agrees to purchase a new line of smartboards from a vendor. The agreed-upon smartboard purchase prices will have a cost price per 55-inch, 75-inch, or 85-inch smartboard. · The company purchases pencils for the following warehouses:
Glasgow1:
· standard pencils from Vendor A
· colored pencils from Vendor B
Dublin1:
· standard pencils from Vendor A
· colored pencils from Vendor A
· As whiteboard paint grows in popularity, so does the demand. This causes supply shortages.
Whiteboard paint is ordered six months in advance.

Current environment:
. Customer sales

· The company contractually agrees to prices for some items with schools prior to the start of each school year. · Schools may order bulk cases of products and choose to distribute further breakdowns, such as a case of crayons, which are then distributed to classrooms by the box. · Pens do not require contracts with schools because they are low margin and do not have supply chain shortages.
· Painting supplies such as acrylic paint, canvases, and easels do not require a special contract and are sold at regular list price to all schools.
· Schools that offer painting classes are part of a program that provides special pricing on the painting supplies. · Chalk and blackboards are ordered less frequently than they were in past years. Schools are choosing to use whiteboard paint, which is a lower cost than ordering and installing the whiteboards.


Requirements: Customers and sales

· The system must have the ability to limit product purchase amounts by a single school to prevent stock shortages for other schools.
· Schools are obligated to purchase the agreed amount for specific items per the school year. · Customer service must be able to easily enter items for sales orders and identify stock shortages. · Sales of whiteboard paint must be limited so that one school does not buy all the inventory and force backorders for other schools.
· Schools must agree to the amount of whiteboard paint they will purchase for the whole school year.


Requirements: Inventory costing

· Inventory must have associated costs except for the vendor storage in Glasgow2. · The vendor storage must still contain quantities but not include cost in inventory valuations. · At the end of each month, the costing manager must be able to identify how many items will not be fully settled.
· Annual configuration changes to items must be automatically created where possible. · The company must be able to track costs for colored pencils and standard pencils separately.


Requirements: Inventory

· Warehouse workers must be able to use their mobile phones and the mobile app to take calls and create transactions in the warehouse.
· The desks must use a single item number and barcode regardless of year manufactured and the vendor. · Water-based paints from the vendor must be received in pails. · Acrylic paint must be managed by batches and expiration dates. · Pencils must be categorized as colored pencils or standard pencils. The individual colors of each colored pencil (such as red, green, and blue) will not be tracked.
· The creation of unique smartboard items must be kept to a minimum.


Issues:

· WarehouseWorker1 works in Glasgow2. The worker receives a request to ship pallets of paper from the warehouse to Glasgow1 and Dublin1. WarehouseWorker1 must create the shipments in the system to transfer the pallets of paper from Glasgow1 to Dublin1.
· The number of backorders for desks has increased. Customer service representatives struggle to select a desk item number that has inventory on hand. The desks are the same item, but the manufacturer vendor and year differ.
· A school calls customer service to report that its photocopier is broken. The school needs expedited shipment of a replacement.
· A school that is part of the special paint program reports that a sale price on canvas last month was a better price than its paint program price. The school requests a price adjustment. · A school reports that different shipments of acrylic paints are slightly different in color. · The sales team decides to have a flash sale on pens for one month only. The person entering the Sales order line should be able to communicate the information to the customer on the Sales order line. · Schools are reporting that chalk and blackboards are broken upon receipt. A worker in Dublin1 opens some cases of these products in the warehouse and finds that they are also broken. You must implement processes to enforce inventory inspection for a percentage of each purchase order line received. You must block all inventory for a purchase order line if the inspection fails.

Case Study:
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam.
You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.
To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.
At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.

Background:
Coho Vineyard & Winery is a parent company that has two subsidiaries: Coho Vineyard and Coho Winery.
Coho Vineyard is based in Medford, Oregon. The vineyard grows the grapes and then produces and bottles the wine. Coho Winery, based in Grants Pass, Oregon, distributes packaged wine to businesses and consumers.
The winery sells imported cheese and olive oil in addition to the wines.
Current environment:
. Technology landscape
Coho Vineyard & Winery requires financial reporting from both Coho Vineyard and Coho Winery. The parent company consolidates financials in a third-party tool.
Coho Winery currently manages inventory and financials on spreadsheets separately from the parent company.
Current environment:
. Inventory and warehousing
The entire warehouse is temperature controlled. A refrigerated section of the warehouse is used for items that require colder storage.
The items do not have fixed locations in the warehouse.

Coho uses smart numbering for cheese items today. The items start with F for France and U for United

States such as the following:
- F11234 = French cheese
- U14567 = US cheese
Currently, wine does not use smart numbering.

Inventory is valued at First In, First-Out (FIFO).

Olive oil has a 12-month shelf life.

WineA is expensive and not regularly stocked in the warehouse.

WineB must be in the refrigerated section of the warehouse.

WineC is non-refrigerated wine and is the majority of inventory in the warehouse.

Current environment:
. Vendors and procurement
Cheese is purchased from vendors in two countries: France and United States.

Non-cheese items can be purchased from vendors in other countries or regions.


Olive oil is bought and sold in full cases of six each.

When Coho Vineyard produces more wine than expected in a season, rebate programs are offered to any company whose monthly purchases exceed $5,000.

Requirements: General
The Coho Vineyard & Winery parent company, as well as Coho Vineyard, will not be considered in the implementation of Dynamics 365 Finance and Dynamics 365 Supply Chain Management for Coho Winery.
They plan to implement them as separate legal entities in the next five years.

Requirements: Inventory and warehousing
Items must be renumbered in the new system.

Separate item numbers must be used for each imported item for use in simplified reporting by source country or region.
Advanced Warehouse Management capabilities must be enabled in the new system.

Each bottle of wine has a single item number.

The vintage of each bottle will change annually and may affect the cost of the bottle. This cost must be tracked by year.
Some bottles of wine require refrigeration. The system must automatically define where items must be stored in the warehouse.
Wine must be grouped in a hierarchy such as the following:

* Red
- Cabernet
- Merlot
* White
- Chardonnay
- Pinot
Inventory value must be stored at each month end.

Each month, the olive oil on-hand inventory is evaluated. Anything with less than six months left on the shelf life is sold to a discount retail store. If less than 90 days remains for the shelf life, then the olive oil is donated or destroyed.
At least 20 cases of olive oil and no more than 50 cases are on hand and not reserved for upcoming customer orders.
WineB must be refrigerated.


Requirements: Vendors and procurement
The cheese smart numbering system will not be used in the future. Instead, the system must use standard configurations to ensure the correct cheese items are used for the correct country or region when ordering.
Olive oil must be managed in full cases only, although the inventory cost must be calculated as cages.

Should any bottle of olive oil be broken within a case, the cases will be sold at a discounted price.

Vendor rebates must be calculated and submitted for a claim.

Rebate programs are passed on to the retailers selling Coho Winery wines. The rebates must be claimed from Coho Vineyard.
Purchase orders (POs) must be maintained online with tracked changes between the vendors and the buyers.
The controller decides WineA must not be held in financial inventory on the Coho Winery books. The winery makes an agreement with the vendor that WineA will be owned by the vendor until a later date.
Vendor1 sends bulk shipments. Coho Winery does not always have enough warehouse staff to receive inventory. The company requires Vendor1 to send advanced shipping notices (ASNs).
The operations coordinator must schedule inbound loads. The company requires automation of inbound load creation where possible.

Issues:
The warehouse is at maximum capacity. Empty bin locations are not always available.

The warehouse manager wants to establish fast moving locations for WineB on the floor and refill locations from higher rack storage.
Coho Winery recently conducted an internal audit risk assessment. The risk assessment found that inventory value reports were stored in spreadsheets. The spreadsheets can easily be edited and lack controls.
After olive oil is counted, multiple cases are destroyed due to shelf life. The inventory planner must determine if a new PO should be placed for olive oil.
The vendor rebates claims are often rejected because the claims were miscalculated by not including discounts.
The purchasing manager receives multiple complaints regarding POs:

- Issue 1: PO changes are not accepted and confirmed, resulting in out-of-stock issues.
- Issue 2: Vendors do not have control on responses to POs. Instead, the vendors rely on emails.

Case Study:

This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam.
You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.
To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.
At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.

Background:
Munson's Pickles and Preserves Farm is a distribution company that supplies pickles, preserves, pickling supplies, and accessory products to local farmers' markets as well as grocers. Munson's Pickles and Preserves Farm does not produce or provide canning services for any items.
Current Environment
Munson's Pickles and Preserves Farm has an accounting system that is disconnected from the warehousing system. This has caused issues with controlling and valuing inventory. With these core drivers, Munson's Pickles and Preserves Farm decides to implement Dynamics 365 Finance and Dynamics 365 Supply Chain Management.
Warehousing
Munson's Pickles and Preserves Farm has a single warehouse that serves as the distribution center for all products.
The warehouse has bulk locations as well as racking, but location names and numbers do not exist.

Bulk locations are for storage of extra inventory that will not fit into the picking locations.

The warehouse is temperature-controlled, with locations grouped into two zones: refrigerated and non-perishable.
Inventory adjustments are made regularly due to lack of inventory controls.

Inventory Data
Item numbers are inconsistent and were set up as "smart-numbering," such as 1-23-PKL and 44-24-PICK.

Cucumbers are not grown by Munson's Pickles and Preserves Farm and may be sourced from local farmers.
Pickles come in bottle sizes of 8 oz, 16 oz, 32 oz. The bottles are packed in cases.

Pickles may be spear, chip, or whole shapes within the bottles. This does not impact the cost of the pickles when they are the same flavor.
Pickle flavors are sweet, spicy, and dill. The flavors vary in price.

Preserves come in multiple flavors, such as mango, strawberry, and grape. These are seasonal items only.

Due to the varying flavors and quantities, the preserves are owned by the vendor until they are sold. The mango preserves require refrigeration. The other preserves do not require refrigeration.
Many items are sold as accessories or supplies for pickling.

Some items within inventory have an expiration date, such as vinegar.

Fast-moving items are identified by inventory turns per quarter. Sweet and spicy pickles are the most popular.
Purchasing and Sales
Munson's Pickles and Preserves Farm has an online store that can be found at munsonspicklesandpreservesfarm.com.
The online store is limited to a subset of products that are accessories only, such as bottles and jars.

A new product line of kosher pickles is going to be distributed by Munson's Pickles and Preserves Farm.

VendorA is the largest vendor that Munson's Pickles and Preserves Farm buys products from. Munson's

Pickles and Preserves Farm's second largest vendor is VendorB.
Requirements
Warehousing
The warehouse manager requires fast-moving items to be easily accessible to the order pickers in AisleA,

with no more than one item per bin location in AisleA. Both sweet and spicy pickles have more inventory than will fit in AisleA, resulting in bulk location storage.
- Spicy pickles must have no less than half of a pallet in AisleA at any time.
- Sweet pickles must have enough inventory in AisleA prior to creating waves for warehouse work.
Strawberry preserves are selling slowly this season. They are put away in higher bin locations because they are not considered fast-moving items
Inventory & Data
Item numbers must be set up to create a streamlined numbering system. Munson's Pickles and Preserves

Farm requires that the old item number be stored in Dynamics 365 for cross reference purposes. Munson's Pickles and Preserves Farm has settled on 0000001 as the item format for pickles instead of 1-23-PKL.
PKL will be stored as an attribute.
Item numbers for pickles must be consolidated where possible into a single item number, regardless of bottle size.
Cucumbers must be sold at actual cost because they are a special order.

Kosher pickles must be set up in the item master. The kosher pickles are the same size jars and flavors as the other pickles, except that they have a kosher designation and will be slightly more expensive.
Vinegar and other perishable items must have date tracking for the manufacturer's batch number and expiration date of the product.
A batch of mango preserves had to be thrown away because the warehouse workers put away the product into the non-perishable zone.
Purchasing & Sales
Cucumbers must be sourced from local vendors for special orders only.

Munson's Pickles and Preserves Farm recently signed an exclusivity agreement with VendorA, and buyers must now only purchase from VendorA.
VendorA recently purchased a competitor company, VendorB. VendorA wants to ensure that all agreements with VendorA also apply to VendorB while they work on merging the two companies into one.
VendorC sells preserves to Munson's Pickles and Preserves Farm and requires the following:

- Shipment requirement: VendorC owns the product after shipment to Munson's Pickles and Preserves Farm until the time of sale.
- On-hand requirement: VendorC has access to view on-hand preserve inventory at Munson's Pickles and Preserves Farm warehouse.

Issues:
CustomerD reports that the vinegar they ordered had a week left before it expired when they received it.

This did not give CustomerD enough time to use the vinegar before they had to dispose of it. CustomerD

now requires that all vinegar has more than 30 days left before the expiration date.
A customer calls and states that they ordered kosher pickles and received regular pickles. Inventory Control

Clerk 2 reports that kosher and non-kosher pickles of the same variety are in the same warehouse location, contributing to the picking errors.
A salesperson reports that the margin is incorrect on a customer's special order because the cucumber cost was for the most recent receipt of cucumbers, not the cucumbers received for the specific customer order.
An internal audit revealed that large quantities of pickles were missing and written off as damaged on multiple occasions cover the past year. No documentation or explanation of the write offs exist. There is no documentation of disposal, and no approval from management to substantiate that the pickles were not stolen.
Jars of pickles are received as eaches. Case counts of pickle jars vary by size:

- 8 oz jars are 12 per case
- 16 oz jars are 6 per case
- The varied counts in each case create overhead in the warehouse.
The receiving clerk in the warehouse wants to ensure that broken bottles of vinegar are moved to a damage location named LocationA. Expired vinegar should be moved to a return-to-vendor location named LocationB. All other vinegar should be put away and sold according to normal location directives.
Operator1 is picking a pallet of strawberry preserves from a location to the shipping dock.
While picking up the pallet, Operator1 drops the pallet. Operator1 must make sure that the strawberry preserves are not available for shipment until the damage is evaluated.
Operator2 tries to print wave labels that contain item 0000001. The labels start to print and then jam. At the same time, the printer battery needs to be recharged and the labels need to be reprinted.

This Exam Topic does not have a case study.

Case Study:
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam.
You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.
To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.
At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.

Background:
Best for You Organics Company started as a home-based business. The founders began making handmade soaps and bath products in their kitchen. As sales increased, the business established a production facility and distribution center that supplies three retail stores.
Soaps and bath products are manufactured in the production facility and are stocked in the warehouse for distribution to the retail stores. Employees at retail stores use mobile point of sale (MPOS) tablet devices to sell the products to customers.
The company structure is a single legal entity with two sites as shown in the diagram below:



Current environment:

Best for You Organics plans to introduce a new product line of face creams. Each product in the new line uses the same base ingredients but includes a different extract (for example, lime, avocado, kiwi). The marketing department is preparing to introduce the new product line. Minimal inventory will be held in the warehouse.
The company uses a cloud-based deployment of Dynamics 365 Supply Chain Management to manage finances for all company operations and locations. The company does not use Bill of Materials (BOM) versioning.
The production and warehouse facility is set up with the following organizational hierarchy:



External customers include:
CustomerA: a walk-in store customer (business-to-consumer)

CustomerB: a customer with an existing account (business-to-business)

External vendors include:
VendorA: a trucking company

VendorB: a raw materials supplier


Requirements: General
The new product line must be set up in the system and readily available for sale when the company introduces the product line to the public at an upcoming trade show.


Requirements: Production
You must configure the system to produce the new products:
Ensure that the warehouse stocks the minimum quantities of raw materials to produce the products.

Use a single version per item.

Implement FIFO inventory valuation methods.

Track raw and finished goods using different General ledger accounts.

Use a primary location to determine where to stock product in the warehouse.

Configure alternate locations in the warehouse to hold overstock products and refill the primary location as-needed.

Requirements: Shipments
You identify the following requirements related to shipping:
Ship product to retail stores weekly.

Stores require a packing slip to check in merchandise. Drivers require transport documentation and charge per mile to the stores.
Shipments to Store1 must be scheduled for Monday, Wednesday, or Friday. Store1 will sometimes pick up their own deliveries when an order is small because they have their own van. Shipments to Store2 and Store3 must be scheduled for Tuesday or Thursday.
You must transmit Advance Shipping Notifications (ASN's) to the stores prior to deliveries.

Set up the system configuration to allow for store transfers.

Set up the system so that products may be shipped to the retail stores as bulk orders.

Set up the transport providers to deliver products from the warehouse to the retails stores.


Requirements: Reporting
Once the new products are available in stores, review 30 days of historical sales data from day-to-day transactions will determine the reorder quantities.
Set up reporting to allow the product line to be costed and tracked independent of other items.

Requirements: Pricing and inventory
You identify the following requirements related to pricing and inventory:
Determine the quantity of the new products that can be produced and ready for sale within the first 90 days.

Ensure that specialty packaging is on hand for retail sales. The packaging must be shipped directly to the stores from the vendor.
Stores must not inventory the packaging materials. Stores must maintain a 30-day supply of specialty packaging materials. Stores must reorder packaging materials as needed.
Retail store customers must pay full retail price. Resellers must receive a 10 percent discount off the list price.

Case Study:
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam.
You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.
To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.
At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.

Background:
Wide World Importers is a distribution company whose primary customers are small boutique shops which sell globally-sourced products including unique or hand-crafted items such as perfumes and ceramicware. Through the Wide World Importers sales cycle, the commission-based sales team identifies opportunities and negotiates with shops by using a quoting process. The products may or may not already exist in the company's current product list.
The company has the following divisions and areas of responsibility:



Current environment:

Wide World Importers use Dynamics 365 Finance and Dynamics 365 Supply Chain Management. There is a single legal entity.
The primary distribution center for the company is located in Las Vegas, Nevada, USA. There is an additional warehouse in California which receives imported goods from container ships.
When goods are received in California, the goods are transferred to Nevada for distribution. No orders are shipped directly from California.

Requirements: Sales
The company has two teams of sales representatives: East and West. Each team has one representative for each of the following categories of goods: perfumes, ceramicware, and all other goods. Sales representatives are paid commissions based on sales. Commissions must be paid based on the home office location for customers. For example, commission for a customer that is headquartered in the Western United States is paid to the West group of sales representatives.
Sales representatives are responsible for driving new business. Company executives must be able to see metrics that define the companies that the sales representatives are targeting, where there is potential to do business, and where quotes are being generated. Customer records must not be created until a sale is confirmed.
The sales team quoted a new perfume for a customer named Customer1. The customer has shipping locations in the following regions: United States, Austria, and Japan. Sales must only be made to the US and Japan due to product ingredients. Automated checks must be put into place so that users do not have to remember to select the correct item.

Requirements: Testing
The company periodically performs testing on ceramicware as it is received to determine whether the products contain lead. The company labels and markets ceramicware as Lead Free or Not for food use. Perfumes may contain restricted ingredients that cannot be sold to customers in the European Union. The company performs testing on perfumes and has processes to ensure that perfumes containing restricted ingredients are not sold to customers in Europe.
Ten percent of all ceramicware items received must be tested for lead. The process for managing testing must be automated. There must be tolerances setup that define the acceptable amount of lead levels in a product.

Requirements: Inventory management
The inventory team must control costing of items by using FIFO principles. The finance team must be able to see updated FIFO adjustments throughout the month but will only settle FIFO for month-end reporting.
Inventory close must be run at the end of each month. A report must be provided to the finance team that includes the physical quantities and inventory value for items, with totals at the bottom. The warehouse team needs a similar report but does not want the inventory value included. During inventory close, some items cannot be fully costed because the issue cannot be settled against the receipt. The finance team must know which items were excluded.
Other inventory requirements
Inventory must be reserved against physical inventory.

Items must be grouped so that the inventory costing can posted to the ledger by using the following groups:

perfumes, ceramicware, other goods. All goods are FIFO. Financial reports must be grouped by these three categories, even though transactions from all categories post to the same ledger accounts.
Wide World Importers plans to import a specific type of pottery from a local company in Mexico that handmakes the goods. The pottery must be available in orange or red colors. The cost is the same regardless of the color selection.
A new line of perfumes is being introduced. The procurement team must be able to identify which perfumes are men's or women's fragrances, and must be able to further categorize perfumes as Perfume, Eau de Perfume, Eau de Toilette, Eau de Cologne, or Eau Fraiche.
You must set up a structure of products for classifying each item for purchase, sales, and reporting analysis.

Issue
Customer service representatives report that some inventory shows as ordered reserved when the ordered reserved parameter is turned off.
An item that is typically carried is out of stock. A customer named Customer2 wants to place a special rush order for the item. This will result in a significantly increased cost from the supplier. The finance team does not want to have this special order affect the FIFO tiers.

Case Study:
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.


To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.


Background:

Adventure Works Cycles builds stock and custom mountain bikes and is headquartered in San Diego. It has the following assembly and warehouse locations:

Denver, Colorado, United States

San Diego, California, United States

Budapest, Hungary

Most manufacturing is outsourced, with each facility only assembling the bikes. Parts are stocked at all facilities and may be transferred between warehouses or legal entities. All of the parts are at standard cost.

Current environment:
. Organizational structure

The following diagram shows the structure of Adventure Works Cycles.

Each of the physical locations in the United States (US) is a warehouse.

Hungary assembles and distributes products to the rest of the European Union (EU).

The EU legal entity is expected to add additional warehouse locations.

All legal entities roll up to a financial consolidation company.




Current environment:
. Purchasing

Higher quality tires that are used in new orders have become popular. Due to the volume of orders, the company wants to negotiate pricing with VendorC. The vendor agrees to a discounted price for 500 tires purchased within the next six months. Once the 500 tires have been purchased, the discount will be re- evaluated based on demand.
Once a purchase is approved, for audit purposes it cannot be changed.

Whenever possible, parts are purchased from vendors also within the EU. A purchase order was placed for a bike seat manufacturer in Italy.
Parts for custom orders may not always be kept in stock and will need to be procured.

Current environment:
. Purchase requisitions

The following flow chart depicts the purchase requisition process:




Requirements: Purchasing

Items for purchase requisitions are governed by each country. Each of the country-specific products will be grouped together for selection.
Purchase orders must follow the requisition process.

All existing purchase orders for brakes must account for the change to VendorB.


Requirements: Inventory

Standard costs are based on purchase fluctuations within a single month.

Tires use floating zones due to limited warehouse space.


Requirements: Operations

Due to recent brake failures, Adventure Works Cycles plans to purchase brakes from VendorB instead of VendorA. Although the brakes from Vendor B will continue to use the same item number as the brakes from VendorA, the price is slightly higher from VendorB. Adventure Works Cycles will pay list price from VendorB. The order for VendorB needs approval and the usual approver for purchase requisitions is on vacation.

All brakes from VendorA that are in stock must be tested. The process for brake testing must be implemented for all inbound orders. Quality orders must be automatically created upon receipt of the first shipment against a purchase order only. Inventory stocking locations must be consolidated after the brakes are tested.

UserC needs to consolidate brake inventory after it has been cleared for sale.

Ordering of the new brakes order will incur an additional cost because it is a rush order.


Requirements: Custom orders

Custom orders are placed for items that do not exist in the item master.

Hungary does not process custom orders.

The United States does process custom paint orders. Most custom paint colors are special order and require purchase requisitions.
Quotes must be obtained from a minimum of two suppliers per company policy and compared for the shipping, costs, and other variables. Quotes will not be selected based on lowest price only.


Issues:

A special order for 2.6 high-end tires is received. This item is no longer in stock from the current vendor.

Goods have been received in stock, but the matching invoice has not yet been received at the time of month close.
UserA needs to set up pricing for the items purchased from VendorC and ensure that accounting validates the receipt and invoice against the agreement.
UserB needs to send out a request for quotation (RFQ) for custom paint. The vendor will be selected based on pricing, volume discounts, and lead time.

Case Study:
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam.
You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.
To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.
At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.

Background:
Trey Research is a multinational manufacturer of health and dietary supplements based in Seattle, Washington.
The company is experiencing a rapid expansion not only in its supplements but as a lifestyle brand that also sells apparel. The supplements and apparel businesses operate independently but manufacture and operate in the same legal entity.
Current environment:

Current environment:
. Technology
Trey Research is migrating from an outdated, on-premises version of Dynamics AX to Dynamics 365 Supply Chain Management. The company wants to retain a lot of its current data structures and processes but adopt new efficiencies when the benefit is obvious. The company uses a third-party e-commerce site that is custom developed by an internal developer.
Current environment:
. Items
Product numbering
All items are numbered by using a smart numbering format: [Product SKU+Size+Color+Style]. For reporting, items are queried for sales and inventory reports by using the first six digits of the item number or until the first dash is encountered.
· A t-shirt could be 01001-S-Red for item 1001 in a size small with the color red.
· A single energy drink could be 02001-12oz or 02001-20oz for the different sizes that product 02001 is sold in.
Product attributes
· All clothing shares the same set of product attributes.
· Supplements may share the same Product SKU but can have different attributes for the different size, color, or style variations of the product.

· Product attributes that are unnecessary for an item should be excluded from the item.
Pricing
· All items always have a default price. This price will not expire.
· An item will have four different prices created for it every month, one for each customer tier, as detailed later in this section. The pricing expires at the end of the month. If no special pricing is created, the default item price will be used.
· The monthly sales price in which the additional price breaks are determined is based on the estimated cost of the manufactured items.
· Customers are categorized into four pricing tiers (A, B, C, and D) based on sales volume over the past 12 months.
· Customers can negotiate special pricing for items in 30-day, 60-day, and 90-day increments. Quantity restrictions may be placed, depending on the item discount and promotion.
· Promotional pricing is not used today. Pricing is restricted to monthly prices and customer-specific contract pricing.
Cost
Items use a FIFO costing model today in their current Dynamics AX 2009 environment; however, using the FIFO costing method has created problems.
Current environment:
. Warehouse and inventory
· Warehouse requirements are simplistic. There is only one site. The site has two warehouses.
· Trey Research needs to make sure that any energy drinks and nutritional supplements are manufactured and packaged with the highest standards. Trey Research automatically inspects products when all products are reported as finished. All products are inspected again when the items are picked.
· Energy drinks require independent tests to check for dents in packaging, carbonation levels, and fill level.
· Nutritional supplements require separate tests for packaging, expiration date, product seal, and product labeling.
· Government compliancy and consistency testing are handled outside of the Enterprise Resource Planning (ERP) system.
· Resalable products are placed on one of two racks in the warehouse.
Requirements

Requirements: Technology
· Trey Research will integrate all pricing and discount capabilities to its e-commerce website.

Requirements: Items
· Reporting on products should be streamlined as much as possible.
· The item numbering does not have to equate to the actual item number.
· The future costing methods adopted must be commonly accepted for manufacturers.
· Inventory costing should be done after a full inventory valuation is complete. It should take into consideration the direct materials, direct labor, and overhead that goes into an item.
· Any costing method used needs the ability to track cost records about an item, cost categories, and calculation formulas for indirect costs.
· The profitability for nutritional supplements manufacturing processes needs to be expressed in terms of the cost categories for routing operations and the calculation formulas for manufacturing overheads.
· If a vendor can no longer deliver the raw materials for the energy drinks due to supply chain issues, the costs for using an alternative vendor to source the raw materials should be used to determine the impact on profits.
· Apparel items will not be upgraded to the new costing method until after the go-live date due to resourcing and implementation limitations from the apparel team.

Requirements: Pricing
· Trey Research plans to do promotional pricing. Certain products will receive special pricing during the hours of extreme sporting events that Trey Research sponsors. Before or after the event, normal pricing will resume.

Requirements:
White labeling
· Trey Research wants to start white labeling its products under the brands of major nutritional retail store brands. These products would only be sold to specific customers.
· Trey Research will provide and maintain a 'Compare to' price for customers to use to compare the white- labeled products. This Compare to price will also be the default item price for the customer if the customer accidentally lets a contract price expire.
· The configuration of these restrictions must be applied automatically when creating new products for those customers.

Requirements: Warehouse and inventory
· If products in the warehouse must be blocked from transactions for a specific reason, such as a health and safety review, warehouse users should be able to block the products quickly from the ERP system.
· All product quality tests should be processed in a uniform and consistent manner.
· Creation of any quality processes for products inbound to the warehouse, from the production line, or outbound from the warehouse to consumers should be automatically created to facilitate execution.
· Testing requirements:
Requirement 1: 100 percent of all nutritional supplements and 50 percent of all energy drinks must be tested when production orders are completed. After a product is in testing, 100 percent of all tests must be completed.
Requirement 2: 75 percent of all nutritional supplements and energy drinks should be tested against their required tests during an outbound process.
Damaged products must be placed in one of four bins (based on product type) during the inspection process.
You must define quarantine zones to optimize product visibility throughout the testing process.

This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.


To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.


Background:

Coho Vineyard & Winery is a parent company that has two subsidiaries: Coho Vineyard and Coho Winery. Coho Vineyard is based in Medford, Oregon. The vineyard grows the grapes and then produces and bottles the wine. Coho Winery, based in Grants Pass, Oregon, distributes packaged wine to businesses and consumers. The winery sells imported cheese and olive oil in addition to the wines.

Current environment:
. Technology landscape

Coho Vineyard & Winery requires financial reporting from both Coho Vineyard and Coho Winery. The parent company consolidates financials in a third-party tool.
Coho Winery currently manages inventory and financials on spreadsheets separately from the parent company.

Current environment:
. Inventory and warehousing

The entire warehouse is temperature controlled. A refrigerated section of the warehouse is used for items that require colder storage.
The items do not have fixed locations in the warehouse.

Coho uses smart numbering for cheese items today. The items start with F for France and U for United

States such as the following:
- F11234 = French cheese
- U14567 = US cheese
Currently, wine does not use smart numbering.

Inventory is valued at First In, First-Out (FIFO).

Olive oil has a 12-month shelf life.

WineA is expensive and not regularly stocked in the warehouse.

WineB must be in the refrigerated section of the warehouse.

WineC is non-refrigerated wine and is the majority of inventory in the warehouse.

Current environment:
. Vendors and procurement

Cheese is purchased from vendors in two countries: France and United States.

Non-cheese items can be purchased from vendors in other countries or regions.


Olive oil is bought and sold in full cases of six each.

When Coho Vineyard produces more wine than expected in a season, rebate programs are offered to any company whose monthly purchases exceed $5,000.


Requirements: General

The Coho Vineyard & Winery parent company, as well as Coho Vineyard, will not be considered in the implementation of Dynamics 365 Finance and Dynamics 365 Supply Chain Management for Coho Winery. They plan to implement them as separate legal entities in the next five years.


Requirements: Inventory and warehousing

Items must be renumbered in the new system.

Separate item numbers must be used for each imported item for use in simplified reporting by source country or region.
Advanced Warehouse Management capabilities must be enabled in the new system.

Each bottle of wine has a single item number.

The vintage of each bottle will change annually and may affect the cost of the bottle. This cost must be tracked by year.
Some bottles of wine require refrigeration. The system must automatically define where items must be stored in the warehouse.
Wine must be grouped in a hierarchy such as the following:

* Red
- Cabernet
- Merlot
* White
- Chardonnay
- Pinot
Inventory value must be stored at each month end.

Each month, the olive oil on-hand inventory is evaluated. Anything with less than six months left on the shelf life is sold to a discount retail store. If less than 90 days remains for the shelf life, then the olive oil is donated or destroyed.
At least 20 cases of olive oil and no more than 50 cases are on hand and not reserved for upcoming customer orders.
WineB must be refrigerated.


Requirements: Vendors and procurement

The cheese smart numbering system will not be used in the future. Instead, the system must use standard configurations to ensure the correct cheese items are used for the correct country or region when ordering. Olive oil must be managed in full cases only, although the inventory cost must be calculated as cages.

Should any bottle of olive oil be broken within a case, the cases will be sold at a discounted price.

Vendor rebates must be calculated and submitted for a claim.

Rebate programs are passed on to the retailers selling Coho Winery wines. The rebates must be claimed from Coho Vineyard.
Purchase orders (POs) must be maintained online with tracked changes between the vendors and the buyers.
The controller decides WineA must not be held in financial inventory on the Coho Winery books. The winery makes an agreement with the vendor that WineA will be owned by the vendor until a later date. Vendor1 sends bulk shipments. Coho Winery does not always have enough warehouse staff to receive inventory. The company requires Vendor1 to send advanced shipping notices (ASNs). The operations coordinator must schedule inbound loads. The company requires automation of inbound load creation where possible.


Issues:

The warehouse is at maximum capacity. Empty bin locations are not always available.

The warehouse manager wants to establish fast moving locations for WineB on the floor and refill locations from higher rack storage.
Coho Winery recently conducted an internal audit risk assessment. The risk assessment found that inventory value reports were stored in spreadsheets. The spreadsheets can easily be edited and lack controls.
After olive oil is counted, multiple cases are destroyed due to shelf life. The inventory planner must determine if a new PO should be placed for olive oil.
The vendor rebates claims are often rejected because the claims were miscalculated by not including discounts.
The purchasing manager receives multiple complaints regarding POs:

- Issue 1: PO changes are not accepted and confirmed, resulting in out-of-stock issues.
- Issue 2: Vendors do not have control on responses to POs. Instead, the vendors rely on emails.

Case Study:

This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam.
You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.
To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.
At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.

Background:
Munson's Pickles and Preserves Farm is a distribution company that supplies pickles, preserves, pickling supplies, and accessory products to local farmers' markets as well as grocers. Munson's Pickles and Preserves Farm does not produce or provide canning services for any items.
Current Environment
Munson's Pickles and Preserves Farm has an accounting system that is disconnected from the warehousing system. This has caused issues with controlling and valuing inventory. With these core drivers, Munson's Pickles and Preserves Farm decides to implement Dynamics 365 Finance and Dynamics 365 Supply Chain Management.
Warehousing
Munson's Pickles and Preserves Farm has a single warehouse that serves as the distribution center for all products.
The warehouse has bulk locations as well as racking, but location names and numbers do not exist.

Bulk locations are for storage of extra inventory that will not fit into the picking locations.

The warehouse is temperature-controlled, with locations grouped into two zones: refrigerated and non-perishable.
Inventory adjustments are made regularly due to lack of inventory controls.

Inventory Data
Item numbers are inconsistent and were set up as "smart-numbering," such as 1-23-PKL and 44-24-PICK.

Cucumbers are not grown by Munson's Pickles and Preserves Farm and may be sourced from local farmers.
Pickles come in bottle sizes of 8 oz, 16 oz, 32 oz. The bottles are packed in cases.

Pickles may be spear, chip, or whole shapes within the bottles. This does not impact the cost of the pickles when they are the same flavor.
Pickle flavors are sweet, spicy, and dill. The flavors vary in price.

Preserves come in multiple flavors, such as mango, strawberry, and grape. These are seasonal items only.

Due to the varying flavors and quantities, the preserves are owned by the vendor until they are sold. The mango preserves require refrigeration. The other preserves do not require refrigeration.
Many items are sold as accessories or supplies for pickling.

Some items within inventory have an expiration date, such as vinegar.

Fast-moving items are identified by inventory turns per quarter. Sweet and spicy pickles are the most popular.
Purchasing and Sales
Munson's Pickles and Preserves Farm has an online store that can be found at munsonspicklesandpreservesfarm.com.
The online store is limited to a subset of products that are accessories only, such as bottles and jars.

A new product line of kosher pickles is going to be distributed by Munson's Pickles and Preserves Farm.

VendorA is the largest vendor that Munson's Pickles and Preserves Farm buys products from. Munson's

Pickles and Preserves Farm's second largest vendor is VendorB.
Requirements
Warehousing
The warehouse manager requires fast-moving items to be easily accessible to the order pickers in AisleA,

with no more than one item per bin location in AisleA. Both sweet and spicy pickles have more inventory than will fit in AisleA, resulting in bulk location storage.
- Spicy pickles must have no less than half of a pallet in AisleA at any time.
- Sweet pickles must have enough inventory in AisleA prior to creating waves for warehouse work.
Strawberry preserves are selling slowly this season. They are put away in higher bin locations because they are not considered fast-moving items
Inventory & Data
Item numbers must be set up to create a streamlined numbering system. Munson's Pickles and Preserves

Farm requires that the old item number be stored in Dynamics 365 for cross reference purposes. Munson's Pickles and Preserves Farm has settled on 0000001 as the item format for pickles instead of 1-23-PKL.
PKL will be stored as an attribute.
Item numbers for pickles must be consolidated where possible into a single item number, regardless of bottle size.
Cucumbers must be sold at actual cost because they are a special order.

Kosher pickles must be set up in the item master. The kosher pickles are the same size jars and flavors as the other pickles, except that they have a kosher designation and will be slightly more expensive.
Vinegar and other perishable items must have date tracking for the manufacturer's batch number and expiration date of the product.
A batch of mango preserves had to be thrown away because the warehouse workers put away the product into the non-perishable zone.
Purchasing & Sales
Cucumbers must be sourced from local vendors for special orders only.

Munson's Pickles and Preserves Farm recently signed an exclusivity agreement with VendorA, and buyers must now only purchase from VendorA.
VendorA recently purchased a competitor company, VendorB. VendorA wants to ensure that all agreements with VendorA also apply to VendorB while they work on merging the two companies into one.
VendorC sells preserves to Munson's Pickles and Preserves Farm and requires the following:

- Shipment requirement: VendorC owns the product after shipment to Munson's Pickles and Preserves Farm until the time of sale.
- On-hand requirement: VendorC has access to view on-hand preserve inventory at Munson's Pickles and Preserves Farm warehouse.

Issues:
CustomerD reports that the vinegar they ordered had a week left before it expired when they received it.

This did not give CustomerD enough time to use the vinegar before they had to dispose of it. CustomerD

now requires that all vinegar has more than 30 days left before the expiration date.
A customer calls and states that they ordered kosher pickles and received regular pickles. Inventory Control

Clerk 2 reports that kosher and non-kosher pickles of the same variety are in the same warehouse location, contributing to the picking errors.
A salesperson reports that the margin is incorrect on a customer's special order because the cucumber cost was for the most recent receipt of cucumbers, not the cucumbers received for the specific customer order.
An internal audit revealed that large quantities of pickles were missing and written off as damaged on multiple occasions cover the past year. No documentation or explanation of the write offs exist. There is no documentation of disposal, and no approval from management to substantiate that the pickles were not stolen.
Jars of pickles are received as eaches. Case counts of pickle jars vary by size:

- 8 oz jars are 12 per case
- 16 oz jars are 6 per case
- The varied counts in each case create overhead in the warehouse.
The receiving clerk in the warehouse wants to ensure that broken bottles of vinegar are moved to a damage location named LocationA. Expired vinegar should be moved to a return-to-vendor location named LocationB. All other vinegar should be put away and sold according to normal location directives.
Operator1 is picking a pallet of strawberry preserves from a location to the shipping dock.
While picking up the pallet, Operator1 drops the pallet. Operator1 must make sure that the strawberry preserves are not available for shipment until the damage is evaluated.
Operator2 tries to print wave labels that contain item 0000001. The labels start to print and then jam. At the same time, the printer battery needs to be recharged and the labels need to be reprinted.

This Exam Topic does not have a case study.

Case Study:

This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam.
You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.
To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.
At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.

Background:
Wide World Importers is a distribution company whose primary customers are small boutique shops which sell globally-sourced products including unique or hand-crafted items such as perfumes and ceramicware. Through the Wide World Importers sales cycle, the commission-based sales team identifies opportunities and negotiates with shops by using a quoting process. The products may or may not already exist in the company's current product list.
The company has the following divisions and areas of responsibility:



Current environment:

Wide World Importers use Dynamics 365 Finance and Dynamics 365 Supply Chain Management. There is a single legal entity.
The primary distribution center for the company is located in Las Vegas, Nevada, USA. There is an additional warehouse in California which receives imported goods from container ships.
When goods are received in California, the goods are transferred to Nevada for distribution. No orders are shipped directly from California.

Requirements: Sales
The company has two teams of sales representatives: East and West. Each team has one representative for each of the following categories of goods: perfumes, ceramicware, and all other goods. Sales representatives are paid commissions based on sales. Commissions must be paid based on the home office location for customers. For example, commission for a customer that is headquartered in the Western United States is paid to the West group of sales representatives.
Sales representatives are responsible for driving new business. Company executives must be able to see metrics that define the companies that the sales representatives are targeting, where there is potential to do business, and where quotes are being generated. Customer records must not be created until a sale is confirmed.
The sales team quoted a new perfume for a customer named Customer1. The customer has shipping locations in the following regions: United States, Austria, and Japan. Sales must only be made to the US and Japan due to product ingredients. Automated checks must be put into place so that users do not have to remember to select the correct item.

Requirements: Testing
The company periodically performs testing on ceramicware as it is received to determine whether the products contain lead. The company labels and markets ceramicware as Lead Free or Not for food use. Perfumes may contain restricted ingredients that cannot be sold to customers in the European Union. The company performs testing on perfumes and has processes to ensure that perfumes containing restricted ingredients are not sold to customers in Europe.
Ten percent of all ceramicware items received must be tested for lead. The process for managing testing must be automated. There must be tolerances setup that define the acceptable amount of lead levels in a product.

Requirements: Inventory management
The inventory team must control costing of items by using FIFO principles. The finance team must be able to see updated FIFO adjustments throughout the month but will only settle FIFO for month-end reporting.
Inventory close must be run at the end of each month. A report must be provided to the finance team that includes the physical quantities and inventory value for items, with totals at the bottom. The warehouse team needs a similar report but does not want the inventory value included. During inventory close, some items cannot be fully costed because the issue cannot be settled against the receipt. The finance team must know which items were excluded.
Other inventory requirements
Inventory must be reserved against physical inventory.

Items must be grouped so that the inventory costing can posted to the ledger by using the following groups:

perfumes, ceramicware, other goods. All goods are FIFO. Financial reports must be grouped by these three categories, even though transactions from all categories post to the same ledger accounts.
Wide World Importers plans to import a specific type of pottery from a local company in Mexico that handmakes the goods. The pottery must be available in orange or red colors. The cost is the same regardless of the color selection.
A new line of perfumes is being introduced. The procurement team must be able to identify which perfumes are men's or women's fragrances, and must be able to further categorize perfumes as Perfume, Eau de Perfume, Eau de Toilette, Eau de Cologne, or Eau Fraiche.
You must set up a structure of products for classifying each item for purchase, sales, and reporting analysis.

Issue
Customer service representatives report that some inventory shows as ordered reserved when the ordered reserved parameter is turned off.
An item that is typically carried is out of stock. A customer named Customer2 wants to place a special rush order for the item. This will result in a significantly increased cost from the supplier. The finance team does not want to have this special order affect the FIFO tiers.

Case Study:
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.


To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.


Background:

Adventure Works Cycles builds stock and custom mountain bikes and is headquartered in San Diego. It has the following assembly and warehouse locations:

Denver, Colorado, United States

San Diego, California, United States

Budapest, Hungary

Most manufacturing is outsourced, with each facility only assembling the bikes. Parts are stocked at all facilities and may be transferred between warehouses or legal entities. All of the parts are at standard cost.

Current environment:
. Organizational structure

The following diagram shows the structure of Adventure Works Cycles.

Each of the physical locations in the United States (US) is a warehouse.

Hungary assembles and distributes products to the rest of the European Union (EU).

The EU legal entity is expected to add additional warehouse locations.

All legal entities roll up to a financial consolidation company.




Current environment:
. Purchasing

Higher quality tires that are used in new orders have become popular. Due to the volume of orders, the company wants to negotiate pricing with VendorC. The vendor agrees to a discounted price for 500 tires purchased within the next six months. Once the 500 tires have been purchased, the discount will be re- evaluated based on demand.
Once a purchase is approved, for audit purposes it cannot be changed.

Whenever possible, parts are purchased from vendors also within the EU. A purchase order was placed for a bike seat manufacturer in Italy.
Parts for custom orders may not always be kept in stock and will need to be procured.

Current environment:
. Purchase requisitions

The following flow chart depicts the purchase requisition process:




Requirements: Purchasing

Items for purchase requisitions are governed by each country. Each of the country-specific products will be grouped together for selection.
Purchase orders must follow the requisition process.

All existing purchase orders for brakes must account for the change to VendorB.


Requirements: Inventory

Standard costs are based on purchase fluctuations within a single month.

Tires use floating zones due to limited warehouse space.


Requirements: Operations

Due to recent brake failures, Adventure Works Cycles plans to purchase brakes from VendorB instead of VendorA. Although the brakes from Vendor B will continue to use the same item number as the brakes from VendorA, the price is slightly higher from VendorB. Adventure Works Cycles will pay list price from VendorB. The order for VendorB needs approval and the usual approver for purchase requisitions is on vacation.

All brakes from VendorA that are in stock must be tested. The process for brake testing must be implemented for all inbound orders. Quality orders must be automatically created upon receipt of the first shipment against a purchase order only. Inventory stocking locations must be consolidated after the brakes are tested.

UserC needs to consolidate brake inventory after it has been cleared for sale.

Ordering of the new brakes order will incur an additional cost because it is a rush order.


Requirements: Custom orders

Custom orders are placed for items that do not exist in the item master.

Hungary does not process custom orders.

The United States does process custom paint orders. Most custom paint colors are special order and require purchase requisitions.
Quotes must be obtained from a minimum of two suppliers per company policy and compared for the shipping, costs, and other variables. Quotes will not be selected based on lowest price only.


Issues:

A special order for 2.6 high-end tires is received. This item is no longer in stock from the current vendor.

Goods have been received in stock, but the matching invoice has not yet been received at the time of month close.
UserA needs to set up pricing for the items purchased from VendorC and ensure that accounting validates the receipt and invoice against the agreement.
UserB needs to send out a request for quotation (RFQ) for custom paint. The vendor will be selected based on pricing, volume discounts, and lead time.

Case Study:
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.


To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.


Background:

Best for You Organics Company started as a home-based business. The founders began making handmade soaps and bath products in their kitchen. As sales increased, the business established a production facility and distribution center that supplies three retail stores.

Soaps and bath products are manufactured in the production facility and are stocked in the warehouse for distribution to the retail stores. Employees at retail stores use mobile point of sale (MPOS) tablet devices to sell the products to customers.

The company structure is a single legal entity with two sites as shown in the diagram below:



Current environment:


Best for You Organics plans to introduce a new product line of face creams. Each product in the new line uses the same base ingredients but includes a different extract (for example, lime, avocado, kiwi). The marketing department is preparing to introduce the new product line. Minimal inventory will be held in the warehouse.

The company uses a cloud-based deployment of Dynamics 365 Supply Chain Management to manage finances for all company operations and locations. The company does not use Bill of Materials (BOM) versioning.

The production and warehouse facility is set up with the following organizational hierarchy:



External customers include:

CustomerA: a walk-in store customer (business-to-consumer)

CustomerB: a customer with an existing account (business-to-business)

External vendors include:

VendorA: a trucking company

VendorB: a raw materials supplier


Requirements: General

The new product line must be set up in the system and readily available for sale when the company introduces the product line to the public at an upcoming trade show.


Requirements: Production

You must configure the system to produce the new products:

Ensure that the warehouse stocks the minimum quantities of raw materials to produce the products.

Use a single version per item.

Implement FIFO inventory valuation methods.

Track raw and finished goods using different General ledger accounts.

Use a primary location to determine where to stock product in the warehouse.

Configure alternate locations in the warehouse to hold overstock products and refill the primary location as-needed.


Requirements: Shipments

You identify the following requirements related to shipping:

Ship product to retail stores weekly.

Stores require a packing slip to check in merchandise. Drivers require transport documentation and charge per mile to the stores.
Shipments to Store1 must be scheduled for Monday, Wednesday, or Friday. Store1 will sometimes pick up their own deliveries when an order is small because they have their own van. Shipments to Store2 and Store3 must be scheduled for Tuesday or Thursday.
You must transmit Advance Shipping Notifications (ASN's) to the stores prior to deliveries.

Set up the system configuration to allow for store transfers.

Set up the system so that products may be shipped to the retail stores as bulk orders.

Set up the transport providers to deliver products from the warehouse to the retails stores.


Requirements: Reporting

Once the new products are available in stores, review 30 days of historical sales data from day-to-day transactions will determine the reorder quantities.

Set up reporting to allow the product line to be costed and tracked independent of other items.


Requirements: Pricing and inventory

You identify the following requirements related to pricing and inventory:

Determine the quantity of the new products that can be produced and ready for sale within the first 90 days.

Ensure that specialty packaging is on hand for retail sales. The packaging must be shipped directly to the stores from the vendor.
Stores must not inventory the packaging materials. Stores must maintain a 30-day supply of specialty packaging materials. Stores must reorder packaging materials as needed. Retail store customers must pay full retail price. Resellers must receive a 10 percent discount off the list price.

Case Study:
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.


To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.


Background:

Adventure Works Cycles is a high-end bicycle manufacturer in North America. The company sells 40 standard models as well as 100 limited-edition models per year to boutique retailers domestically.

Adventure Works has had the most success with the limited-edition bicycles. These bicycles have high margins, high demand, and a strong following with the younger generation biking community.

Current environment:


Technology

During a recent global pandemic, the sales of bicycles increased enormously. To support this growth, Adventure Works is going to invest in Dynamics 365 Supply Chain Management to standardize and streamline operations. Operations are currently managed with a custom enterprise resource planning (ERP) system and Microsoft Excel worksheets that address ERP product gaps.

Many processes are still maintained in Excel worksheets and then loaded into the ERP application.

Adventure Works wants to implement only those Dynamics 365 features that are areas of future investment for Microsoft, even if it means they implement fewer features.

Bicycles

Bicycle models can either be standard or made in a limited-edition release.

Bicycles are built based on a single item number that can have different sizes and frame styles. The sizes are XS, S, M, L, and XL. The frame styles are Male, Female, and Unisex. The size and frame style combinations have different prices and barcodes.

All other bicycle properties are informational only.

Information-only properties do not have standardization or validation, which makes it easy to mistype data during product entry and difficult to identify mistakes.
Some limited-edition bicycles are not properly marked as limited edition in the current product management system due to the yes/no key indicator defaulting to no. This causes significant issues with item searching and reporting on the different bicycle models.

Limited-edition bicycles

The most recent limited-edition models include integrated face mask holders and extra storage containers welded to the bicycle frame.
The bicycles are restricted to one purchase per retailer per week.

The bicycles are announced on social media and are available for sale to retailers on the same day they are announced.
Customers can buy the bicycles at retailers shortly after they are announced.

The bicycles are sometimes available only through charity auctions.

Sales

Due to the global pandemic, it is difficult to keep products in stock. Retailers are buying as much inventory as possible each week.
Retailers email their sales to Adventure Works. The sales team in charge of each retailer manually enters the information into a shared Excel worksheet.
Retailers are required to submit one consolidated sales order by Wednesday every week so that the

Adventure Works fulfillment team can organize and adjust sales order quantities based on availability. Retailers are invoiced every three to five weeks. Adventure Works uses a manual process for invoicing. The increased volume of purchases makes it difficult to keep up with invoicing. To accommodate the demand for the Adventure Works limited-edition bicycles, the sales team enters orders for these items for fulfillment as soon as they appear on the SKU list. Retailers can sometimes bypass Adventure Works order restriction policy.
When this happens, it creates additional work for the fulfillment team.

Outbound

Finished bicycles are assigned a unique code to identify and track each bicycle.

Each bicycle that is picked for an outbound order is transferred to a quality control bench where it undergoes a 21-point mechanical inspection.
Bicycles that pass the mechanical inspection have their unique bicycle identification number recorded in the completed inspection list. The number is also recorded in the shipping manifest for customers to be able to verify that the bicycle that was tested is the one that they received. If a bicycle does not pass the mechanical inspection, the bicycle is moved to a quarantine location and another bicycle is picked and tested as a replacement for the order.

Inventory

Replenishment is simple but manual. It is currently all handled in Excel.

Every bicycle part for each standard model has a line in an Excel worksheet.

Adventure Works wants each storage space in the warehouse to be filled to capacity with the current products.
The team knows how many bill of materials (BOM) items can fit in the spaces without overflowing.

BOM items that make up the bicycles have different storage capacities.

Adventure Works uses Excel worksheets to make decisions about planned orders by period based on the supply and demand for finished bicycles.

Wheels

There are four types of wheels for all the bicycle models.

Customers often order a spare tire.

Wheels sometimes just disappear from the warehouse storage.

Adventure Works purchases wheels from only one manufacturer.

Master planning

There is no formal master planning process.


Replenishment activities occur weekly.

Requirements

Bicycles

All BOM items used the manufacturing process must be configured as unique products in Dynamics 365

Supply Chain Management.
The following manufactured bicycles' properties must be configured in Dynamics 365 Supply Chain

Management:
· Size: XS. S, M, L, XL
· Frame style: Men, Women, Unisex
· Limited edition: [Blank], No, Yes
· Year: 2010-2020
· Manufacturer's
Note: Free form text up to 250 characters
· Rear suspension travel: 130 millimeters, 150 millimeters
· Full suspension: No, Yes

Sales

Limited-edition bicycles must be systematically restricted to one bicycle per sales order. Overrides must not be allowed.
Retailers must automatically be invoiced once a month in a consolidated invoice for all delivered sales orders.
Limited-edition model bicycles must not be allowed for inclusion on sales orders until the bicycles' official release date.

Outbound

A bicycle's unique identification number must systematically be created as part of the standardized business process.
Bicycles must be pulled from a bin location in a First In, First Out (FIFO) inventory model and moved to a packing station.

Inventory

Overflow of any bicycle parts in the warehouse must be prevented, except for wheels.

System-generated recommendations to adjust Adventure Works' on-hand stock of wheels based on historical trends must be provided.
BOM items must be replenished before they run out. There must always be quantity available on-hand.

The system must maintain all inventory requirements through automated processes.

Master planning (MRP)

The tool that replaces the Excel worksheet must be able to show the supply and demand for the product family of finished bicycles and BOMs by period in a single screen. This single form screen will also be used for general supply and demand inquiry only and not require intensive processing tasks. Inquiries to this form may result in non-system decisions and not with creating any planned orders. The tool must allow for the creation of new planned production, sales, purchase, and transfer orders.

The MRP solution must have the best performance possible and allow for planned orders to be run in the middle of the day.
Planned orders that will not be firmed must not be changed. Adventure Works wants to be able to reference the planned orders later against any manual orders created until they feel more comfortable with the system.
Once Adventure Works is comfortable with the numbers that the system recommends, Adventure Works wants to implement a mechanism to fully automate the generation of orders.

Case Study:

This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam.
You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.
To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.
At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.

Background:
Trey Research is a multinational manufacturer of health and dietary supplements based in Seattle, Washington.
The company is experiencing a rapid expansion not only in its supplements but as a lifestyle brand that also sells apparel. The supplements and apparel businesses operate independently but manufacture and operate in the same legal entity.
Current environment:

Current environment:
. Technology
Trey Research is migrating from an outdated, on-premises version of Dynamics AX to Dynamics 365 Supply Chain Management. The company wants to retain a lot of its current data structures and processes but adopt new efficiencies when the benefit is obvious. The company uses a third-party e-commerce site that is custom developed by an internal developer.
Current environment:
. Items
Product numbering
All items are numbered by using a smart numbering format: [Product SKU+Size+Color+Style]. For reporting, items are queried for sales and inventory reports by using the first six digits of the item number or until the first dash is encountered.
· A t-shirt could be 01001-S-Red for item 1001 in a size small with the color red.
· A single energy drink could be 02001-12oz or 02001-20oz for the different sizes that product 02001 is sold in.
Product attributes
· All clothing shares the same set of product attributes.
· Supplements may share the same Product SKU but can have different attributes for the different size, color, or style variations of the product.

· Product attributes that are unnecessary for an item should be excluded from the item.
Pricing
· All items always have a default price. This price will not expire.
· An item will have four different prices created for it every month, one for each customer tier, as detailed later in this section. The pricing expires at the end of the month. If no special pricing is created, the default item price will be used.
· The monthly sales price in which the additional price breaks are determined is based on the estimated cost of the manufactured items.
· Customers are categorized into four pricing tiers (A, B, C, and D) based on sales volume over the past 12 months.
· Customers can negotiate special pricing for items in 30-day, 60-day, and 90-day increments. Quantity restrictions may be placed, depending on the item discount and promotion.
· Promotional pricing is not used today. Pricing is restricted to monthly prices and customer-specific contract pricing.
Cost
Items use a FIFO costing model today in their current Dynamics AX 2009 environment; however, using the FIFO costing method has created problems.
Current environment:
. Warehouse and inventory
· Warehouse requirements are simplistic. There is only one site. The site has two warehouses.
· Trey Research needs to make sure that any energy drinks and nutritional supplements are manufactured and packaged with the highest standards. Trey Research automatically inspects products when all products are reported as finished. All products are inspected again when the items are picked.
· Energy drinks require independent tests to check for dents in packaging, carbonation levels, and fill level.
· Nutritional supplements require separate tests for packaging, expiration date, product seal, and product labeling.
· Government compliancy and consistency testing are handled outside of the Enterprise Resource Planning (ERP) system.
· Resalable products are placed on one of two racks in the warehouse.
Requirements

Requirements: Technology
· Trey Research will integrate all pricing and discount capabilities to its e-commerce website.

Requirements: Items
· Reporting on products should be streamlined as much as possible.
· The item numbering does not have to equate to the actual item number.
· The future costing methods adopted must be commonly accepted for manufacturers.
· Inventory costing should be done after a full inventory valuation is complete. It should take into consideration the direct materials, direct labor, and overhead that goes into an item.
· Any costing method used needs the ability to track cost records about an item, cost categories, and calculation formulas for indirect costs.
· The profitability for nutritional supplements manufacturing processes needs to be expressed in terms of the cost categories for routing operations and the calculation formulas for manufacturing overheads.
· If a vendor can no longer deliver the raw materials for the energy drinks due to supply chain issues, the costs for using an alternative vendor to source the raw materials should be used to determine the impact on profits.
· Apparel items will not be upgraded to the new costing method until after the go-live date due to resourcing and implementation limitations from the apparel team.

Requirements: Pricing
· Trey Research plans to do promotional pricing. Certain products will receive special pricing during the hours of extreme sporting events that Trey Research sponsors. Before or after the event, normal pricing will resume.

Requirements:
White labeling
· Trey Research wants to start white labeling its products under the brands of major nutritional retail store brands. These products would only be sold to specific customers.
· Trey Research will provide and maintain a 'Compare to' price for customers to use to compare the white- labeled products. This Compare to price will also be the default item price for the customer if the customer accidentally lets a contract price expire.
· The configuration of these restrictions must be applied automatically when creating new products for those customers.

Requirements: Warehouse and inventory
· If products in the warehouse must be blocked from transactions for a specific reason, such as a health and safety review, warehouse users should be able to block the products quickly from the ERP system.
· All product quality tests should be processed in a uniform and consistent manner.
· Creation of any quality processes for products inbound to the warehouse, from the production line, or outbound from the warehouse to consumers should be automatically created to facilitate execution.
· Testing requirements:
Requirement 1: 100 percent of all nutritional supplements and 50 percent of all energy drinks must be tested when production orders are completed. After a product is in testing, 100 percent of all tests must be completed.
Requirement 2: 75 percent of all nutritional supplements and energy drinks should be tested against their required tests during an outbound process.
Damaged products must be placed in one of four bins (based on product type) during the inspection process.
You must define quarantine zones to optimize product visibility throughout the testing process.

Case Study:
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.


To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.


Background:

School of Fine Art is a distribution company that sells school supply items to primary and secondary schools. These include items such as pens, pencils, paper, notebooks, chalk, desks, acrylic paints, blackboards, dry erase markers, and whiteboard paint. Due to increased demand for colored pencils, lead times are longer for these pencils. School of Fine Art plans to expand sales into this market.

School of Fine Art plans to implement Dynamics 365 Supply Chain Management to manage the business.

Current environment:
. Company structure

School of Fine Art consists of two legal entities.

Primary company

· Located in Dublin, Ireland.
· Has a single named warehouse.
· Is the primary distribution center for both companies.

Second company

· Is located in Glasgow, Scotland.
· Includes the following warehouses: Glasgow1, Glasgow2.
Glasgow1 is used primarily to supply items regionally.
Glasgow2 serves as local storage for vendor-owned inventory and bulk storage for School of Fine Art's inventory.

Current environment:
. General processes

School of Fine Art uses a combination of spreadsheets and paper forms to manage the business.

· All sales, purchases, and inventory are tracked in spreadsheets that are password protected by managers.

· Managers frequently share spreadsheet passwords so that other users can make edits on their behalf.
Inventory quantities and values are unreliable.
· The spreadsheets are often incorrectly updated, have entry errors, and broken formulas for calculations. · Purchase order receipts, picking lists, packing slips, and invoices are all handwritten on pre-printed, three-part forms.
· Late summer is the company's busiest time. During this time, workers are typically on the warehouse floor or making rush deliveries to schools to meet last-minute needs.

Current environment:
. Inventory and warehousing

· School of Fine Art values inventory by using FIFO costing methods. · Inventory in the warehouses cannot be distinguished as available inventory or inventory that is sold to a customer and waiting to be picked. This creates inventory inflation during cycle counts and later shortages because warehouse workers count items that are already promised to customers and waiting to be shipped.
· Glasgow2 space is fully allocated to vendors.
· Due to space constraints, school orders for photocopiers are shipped from the vendor to the school. · Crayons are stored as separate item numbers depending on whether they are in a box or a case. This creates issues when counting inventory to determine the total number of crayons in stock. · Lack of inventory controls has led to shortages on sales orders, creating backorders and unhappy schools. · Inventory is ordered quarterly due to the seasonality of the business. · Items can change annually based on popular sizes, colors, and styles for each new school season. The creation of the different configurations is a manual process, which creates so much overhead that temporary workers are brought in to do the data entry.

Current environment:
. Purchasing

· Reordering is manually managed by the buyers looking at the seasonal spikes for the start of the school year, slowing around the end-of-year holidays until the following school year. · Pens are readily available products that are rarely discounted for sale. · Photocopiers are only available for sale on the Glasgow region. · Photocopy paper and construction paper are ordered by the pallet into Dublin1 and must be broken down into smaller sizes. The pallets are typically broken down and then split between what stays in Dublin1 and what is shipped to Glasgow1.
· Chalk and blackboards are slower sellers, so many vendors do not carry these items. School of Fine Art purchases these products from a single vendor. There are no alternative vendors available. · School of Fine Art agrees to purchase a new line of smartboards from a vendor. The agreed-upon smartboard purchase prices will have a cost price per 55-inch, 75-inch, or 85-inch smartboard. · The company purchases pencils for the following warehouses:
Glasgow1:
· standard pencils from Vendor A
· colored pencils from Vendor B
Dublin1:
· standard pencils from Vendor A
· colored pencils from Vendor A
· As whiteboard paint grows in popularity, so does the demand. This causes supply shortages.
Whiteboard paint is ordered six months in advance.

Current environment:
. Customer sales

· The company contractually agrees to prices for some items with schools prior to the start of each school year. · Schools may order bulk cases of products and choose to distribute further breakdowns, such as a case of crayons, which are then distributed to classrooms by the box. · Pens do not require contracts with schools because they are low margin and do not have supply chain shortages.
· Painting supplies such as acrylic paint, canvases, and easels do not require a special contract and are sold at regular list price to all schools.
· Schools that offer painting classes are part of a program that provides special pricing on the painting supplies. · Chalk and blackboards are ordered less frequently than they were in past years. Schools are choosing to use whiteboard paint, which is a lower cost than ordering and installing the whiteboards.


Requirements: Customers and sales

· The system must have the ability to limit product purchase amounts by a single school to prevent stock shortages for other schools.
· Schools are obligated to purchase the agreed amount for specific items per the school year. · Customer service must be able to easily enter items for sales orders and identify stock shortages. · Sales of whiteboard paint must be limited so that one school does not buy all the inventory and force backorders for other schools.
· Schools must agree to the amount of whiteboard paint they will purchase for the whole school year.


Requirements: Inventory costing

· Inventory must have associated costs except for the vendor storage in Glasgow2. · The vendor storage must still contain quantities but not include cost in inventory valuations. · At the end of each month, the costing manager must be able to identify how many items will not be fully settled.
· Annual configuration changes to items must be automatically created where possible. · The company must be able to track costs for colored pencils and standard pencils separately.


Requirements: Inventory

· Warehouse workers must be able to use their mobile phones and the mobile app to take calls and create transactions in the warehouse.
· The desks must use a single item number and barcode regardless of year manufactured and the vendor. · Water-based paints from the vendor must be received in pails. · Acrylic paint must be managed by batches and expiration dates. · Pencils must be categorized as colored pencils or standard pencils. The individual colors of each colored pencil (such as red, green, and blue) will not be tracked.
· The creation of unique smartboard items must be kept to a minimum.


Issues:

· WarehouseWorker1 works in Glasgow2. The worker receives a request to ship pallets of paper from the warehouse to Glasgow1 and Dublin1. WarehouseWorker1 must create the shipments in the system to transfer the pallets of paper from Glasgow1 to Dublin1.
· The number of backorders for desks has increased. Customer service representatives struggle to select a desk item number that has inventory on hand. The desks are the same item, but the manufacturer vendor and year differ.
· A school calls customer service to report that its photocopier is broken. The school needs expedited shipment of a replacement.
· A school that is part of the special paint program reports that a sale price on canvas last month was a better price than its paint program price. The school requests a price adjustment. · A school reports that different shipments of acrylic paints are slightly different in color. · The sales team decides to have a flash sale on pens for one month only. The person entering the Sales order line should be able to communicate the information to the customer on the Sales order line. · Schools are reporting that chalk and blackboards are broken upon receipt. A worker in Dublin1 opens some cases of these products in the warehouse and finds that they are also broken. You must implement processes to enforce inventory inspection for a percentage of each purchase order line received. You must block all inventory for a purchase order line if the inspection fails.

Case Study:This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.


To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.


Background:

Coho Vineyard & Winery is a parent company that has two subsidiaries: Coho Vineyard and Coho Winery. Coho Vineyard is based in Medford, Oregon. The vineyard grows the grapes and then produces and bottles the wine. Coho Winery, based in Grants Pass, Oregon, distributes packaged wine to businesses and consumers. The winery sells imported cheese and olive oil in addition to the wines.

Current environment:
. Technology landscape

Coho Vineyard & Winery requires financial reporting from both Coho Vineyard and Coho Winery. The parent company consolidates financials in a third-party tool.
Coho Winery currently manages inventory and financials on spreadsheets separately from the parent company.

Current environment:
. Inventory and warehousing

The entire warehouse is temperature controlled. A refrigerated section of the warehouse is used for items that require colder storage.
The items do not have fixed locations in the warehouse.

Coho uses smart numbering for cheese items today. The items start with F for France and U for United

States such as the following:
- F11234 = French cheese
- U14567 = US cheese
Currently, wine does not use smart numbering.

Inventory is valued at First In, First-Out (FIFO).

Olive oil has a 12-month shelf life.

WineA is expensive and not regularly stocked in the warehouse.

WineB must be in the refrigerated section of the warehouse.

WineC is non-refrigerated wine and is the majority of inventory in the warehouse.

Current environment:
. Vendors and procurement

Cheese is purchased from vendors in two countries: France and United States.

Non-cheese items can be purchased from vendors in other countries or regions.


Olive oil is bought and sold in full cases of six each.

When Coho Vineyard produces more wine than expected in a season, rebate programs are offered to any company whose monthly purchases exceed $5,000.


Requirements: General

The Coho Vineyard & Winery parent company, as well as Coho Vineyard, will not be considered in the implementation of Dynamics 365 Finance and Dynamics 365 Supply Chain Management for Coho Winery. They plan to implement them as separate legal entities in the next five years.


Requirements: Inventory and warehousing

Items must be renumbered in the new system.

Separate item numbers must be used for each imported item for use in simplified reporting by source country or region.
Advanced Warehouse Management capabilities must be enabled in the new system.

Each bottle of wine has a single item number.

The vintage of each bottle will change annually and may affect the cost of the bottle. This cost must be tracked by year.
Some bottles of wine require refrigeration. The system must automatically define where items must be stored in the warehouse.
Wine must be grouped in a hierarchy such as the following:

* Red
- Cabernet
- Merlot
* White
- Chardonnay
- Pinot
Inventory value must be stored at each month end.

Each month, the olive oil on-hand inventory is evaluated. Anything with less than six months left on the shelf life is sold to a discount retail store. If less than 90 days remains for the shelf life, then the olive oil is donated or destroyed.
At least 20 cases of olive oil and no more than 50 cases are on hand and not reserved for upcoming customer orders.
WineB must be refrigerated.


Requirements: Vendors and procurement

The cheese smart numbering system will not be used in the future. Instead, the system must use standard configurations to ensure the correct cheese items are used for the correct country or region when ordering. Olive oil must be managed in full cases only, although the inventory cost must be calculated as cages.

Should any bottle of olive oil be broken within a case, the cases will be sold at a discounted price.

Vendor rebates must be calculated and submitted for a claim.

Rebate programs are passed on to the retailers selling Coho Winery wines. The rebates must be claimed from Coho Vineyard.
Purchase orders (POs) must be maintained online with tracked changes between the vendors and the buyers.
The controller decides WineA must not be held in financial inventory on the Coho Winery books. The winery makes an agreement with the vendor that WineA will be owned by the vendor until a later date. Vendor1 sends bulk shipments. Coho Winery does not always have enough warehouse staff to receive inventory. The company requires Vendor1 to send advanced shipping notices (ASNs). The operations coordinator must schedule inbound loads. The company requires automation of inbound load creation where possible.


Issues:

The warehouse is at maximum capacity. Empty bin locations are not always available.

The warehouse manager wants to establish fast moving locations for WineB on the floor and refill locations from higher rack storage.
Coho Winery recently conducted an internal audit risk assessment. The risk assessment found that inventory value reports were stored in spreadsheets. The spreadsheets can easily be edited and lack controls.
After olive oil is counted, multiple cases are destroyed due to shelf life. The inventory planner must determine if a new PO should be placed for olive oil.
The vendor rebates claims are often rejected because the claims were miscalculated by not including discounts.
The purchasing manager receives multiple complaints regarding POs:

- Issue 1: PO changes are not accepted and confirmed, resulting in out-of-stock issues.
- Issue 2: Vendors do not have control on responses to POs. Instead, the vendors rely on emails.

Case Study:

This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.


To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.


Background:

Munson's Pickles and Preserves Farm is a distribution company that supplies pickles, preserves, pickling supplies, and accessory products to local farmers' markets as well as grocers. Munson's Pickles and Preserves Farm does not produce or provide canning services for any items.

Current Environment

Munson's Pickles and Preserves Farm has an accounting system that is disconnected from the warehousing system. This has caused issues with controlling and valuing inventory. With these core drivers, Munson's Pickles and Preserves Farm decides to implement Dynamics 365 Finance and Dynamics 365 Supply Chain Management.

Warehousing
Munson's Pickles and Preserves Farm has a single warehouse that serves as the distribution center for all products.
The warehouse has bulk locations as well as racking, but location names and numbers do not exist.

Bulk locations are for storage of extra inventory that will not fit into the picking locations.

The warehouse is temperature-controlled, with locations grouped into two zones: refrigerated and non-perishable.
Inventory adjustments are made regularly due to lack of inventory controls.

Inventory Data

Item numbers are inconsistent and were set up as "smart-numbering," such as 1-23-PKL and 44-24-PICK.

Cucumbers are not grown by Munson's Pickles and Preserves Farm and may be sourced from local farmers.
Pickles come in bottle sizes of 8 oz, 16 oz, 32 oz. The bottles are packed in cases.

Pickles may be spear, chip, or whole shapes within the bottles. This does not impact the cost of the pickles when they are the same flavor.
Pickle flavors are sweet, spicy, and dill. The flavors vary in price.

Preserves come in multiple flavors, such as mango, strawberry, and grape. These are seasonal items only.

Due to the varying flavors and quantities, the preserves are owned by the vendor until they are sold. The mango preserves require refrigeration. The other preserves do not require refrigeration. Many items are sold as accessories or supplies for pickling.

Some items within inventory have an expiration date, such as vinegar.

Fast-moving items are identified by inventory turns per quarter. Sweet and spicy pickles are the most popular.

Purchasing and Sales

Munson's Pickles and Preserves Farm has an online store that can be found at munsonspicklesandpreservesfarm.com.
The online store is limited to a subset of products that are accessories only, such as bottles and jars.

A new product line of kosher pickles is going to be distributed by Munson's Pickles and Preserves Farm.

VendorA is the largest vendor that Munson's Pickles and Preserves Farm buys products from. Munson's

Pickles and Preserves Farm's second largest vendor is VendorB.

Requirements

Warehousing

The warehouse manager requires fast-moving items to be easily accessible to the order pickers in AisleA,

with no more than one item per bin location in AisleA. Both sweet and spicy pickles have more inventory than will fit in AisleA, resulting in bulk location storage.
- Spicy pickles must have no less than half of a pallet in AisleA at any time.
- Sweet pickles must have enough inventory in AisleA prior to creating waves for warehouse work. Strawberry preserves are selling slowly this season. They are put away in higher bin locations because they are not considered fast-moving items

Inventory & Data

Item numbers must be set up to create a streamlined numbering system. Munson's Pickles and Preserves

Farm requires that the old item number be stored in Dynamics 365 for cross reference purposes. Munson's Pickles and Preserves Farm has settled on 0000001 as the item format for pickles instead of 1-23-PKL.
PKL will be stored as an attribute.
Item numbers for pickles must be consolidated where possible into a single item number, regardless of bottle size.
Cucumbers must be sold at actual cost because they are a special order.

Kosher pickles must be set up in the item master. The kosher pickles are the same size jars and flavors as the other pickles, except that they have a kosher designation and will be slightly more expensive. Vinegar and other perishable items must have date tracking for the manufacturer's batch number and expiration date of the product.
A batch of mango preserves had to be thrown away because the warehouse workers put away the product into the non-perishable zone.

Purchasing & Sales

Cucumbers must be sourced from local vendors for special orders only.

Munson's Pickles and Preserves Farm recently signed an exclusivity agreement with VendorA, and buyers must now only purchase from VendorA.
VendorA recently purchased a competitor company, VendorB. VendorA wants to ensure that all agreements with VendorA also apply to VendorB while they work on merging the two companies into one. VendorC sells preserves to Munson's Pickles and Preserves Farm and requires the following:

- Shipment requirement: VendorC owns the product after shipment to Munson's Pickles and Preserves Farm until the time of sale.
- On-hand requirement: VendorC has access to view on-hand preserve inventory at Munson's Pickles and Preserves Farm warehouse.


Issues:

CustomerD reports that the vinegar they ordered had a week left before it expired when they received it.

This did not give CustomerD enough time to use the vinegar before they had to dispose of it. CustomerD

now requires that all vinegar has more than 30 days left before the expiration date. A customer calls and states that they ordered kosher pickles and received regular pickles. Inventory Control

Clerk 2 reports that kosher and non-kosher pickles of the same variety are in the same warehouse location, contributing to the picking errors.
A salesperson reports that the margin is incorrect on a customer's special order because the cucumber cost was for the most recent receipt of cucumbers, not the cucumbers received for the specific customer order. An internal audit revealed that large quantities of pickles were missing and written off as damaged on multiple occasions cover the past year. No documentation or explanation of the write offs exist. There is no documentation of disposal, and no approval from management to substantiate that the pickles were not stolen.
Jars of pickles are received as eaches. Case counts of pickle jars vary by size:

- 8 oz jars are 12 per case
- 16 oz jars are 6 per case
- The varied counts in each case create overhead in the warehouse.

The receiving clerk in the warehouse wants to ensure that broken bottles of vinegar are moved to a damage location named LocationA. Expired vinegar should be moved to a return-to-vendor location named LocationB. All other vinegar should be put away and sold according to normal location directives. Operator1 is picking a pallet of strawberry preserves from a location to the shipping dock.
While picking up the pallet, Operator1 drops the pallet. Operator1 must make sure that the strawberry preserves are not available for shipment until the damage is evaluated.
Operator2 tries to print wave labels that contain item 0000001. The labels start to print and then jam. At the same time, the printer battery needs to be recharged and the labels need to be reprinted.

This Exam Topic does not have a case study.

Case Study:

This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam.
You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.
To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.
At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.

Background:
Adventure Works Cycles builds stock and custom mountain bikes and is headquartered in San Diego. It has the following assembly and warehouse locations:
Denver, Colorado, United States

San Diego, California, United States

Budapest, Hungary

Most manufacturing is outsourced, with each facility only assembling the bikes. Parts are stocked at all facilities and may be transferred between warehouses or legal entities. All of the parts are at standard cost.
Current environment:
. Organizational structure
The following diagram shows the structure of Adventure Works Cycles.
Each of the physical locations in the United States (US) is a warehouse.

Hungary assembles and distributes products to the rest of the European Union (EU).

The EU legal entity is expected to add additional warehouse locations.

All legal entities roll up to a financial consolidation company.



Current environment:
. Purchasing
Higher quality tires that are used in new orders have become popular. Due to the volume of orders, the company wants to negotiate pricing with VendorC. The vendor agrees to a discounted price for 500 tires purchased within the next six months. Once the 500 tires have been purchased, the discount will be re- evaluated based on demand.
Once a purchase is approved, for audit purposes it cannot be changed.

Whenever possible, parts are purchased from vendors also within the EU. A purchase order was placed for a bike seat manufacturer in Italy.
Parts for custom orders may not always be kept in stock and will need to be procured.

Current environment:
. Purchase requisitions
The following flow chart depicts the purchase requisition process:




Requirements: Purchasing
Items for purchase requisitions are governed by each country. Each of the country-specific products will be grouped together for selection.
Purchase orders must follow the requisition process.

All existing purchase orders for brakes must account for the change to VendorB.


Requirements: Inventory
Standard costs are based on purchase fluctuations within a single month.

Tires use floating zones due to limited warehouse space.


Requirements: Operations
Due to recent brake failures, Adventure Works Cycles plans to purchase brakes from VendorB instead of VendorA. Although the brakes from Vendor B will continue to use the same item number as the brakes from VendorA, the price is slightly higher from VendorB. Adventure Works Cycles will pay list price from VendorB.
The order for VendorB needs approval and the usual approver for purchase requisitions is on vacation.
All brakes from VendorA that are in stock must be tested. The process for brake testing must be implemented for all inbound orders. Quality orders must be automatically created upon receipt of the first shipment against a purchase order only. Inventory stocking locations must be consolidated after the brakes are tested.
UserC needs to consolidate brake inventory after it has been cleared for sale.
Ordering of the new brakes order will incur an additional cost because it is a rush order.

Requirements: Custom orders
Custom orders are placed for items that do not exist in the item master.

Hungary does not process custom orders.

The United States does process custom paint orders. Most custom paint colors are special order and require purchase requisitions.
Quotes must be obtained from a minimum of two suppliers per company policy and compared for the shipping, costs, and other variables. Quotes will not be selected based on lowest price only.

Issues:

A special order for 2.6 high-end tires is received. This item is no longer in stock from the current vendor.

Goods have been received in stock, but the matching invoice has not yet been received at the time of month close.
UserA needs to set up pricing for the items purchased from VendorC and ensure that accounting validates the receipt and invoice against the agreement.
UserB needs to send out a request for quotation (RFQ) for custom paint. The vendor will be selected based on pricing, volume discounts, and lead time.

Case Study:
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.


To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.


Background:

Best for You Organics Company started as a home-based business. The founders began making handmade soaps and bath products in their kitchen. As sales increased, the business established a production facility and distribution center that supplies three retail stores.

Soaps and bath products are manufactured in the production facility and are stocked in the warehouse for distribution to the retail stores. Employees at retail stores use mobile point of sale (MPOS) tablet devices to sell the products to customers.

The company structure is a single legal entity with two sites as shown in the diagram below:



Current environment:


Best for You Organics plans to introduce a new product line of face creams. Each product in the new line uses the same base ingredients but includes a different extract (for example, lime, avocado, kiwi). The marketing department is preparing to introduce the new product line. Minimal inventory will be held in the warehouse.

The company uses a cloud-based deployment of Dynamics 365 Supply Chain Management to manage finances for all company operations and locations. The company does not use Bill of Materials (BOM) versioning.

The production and warehouse facility is set up with the following organizational hierarchy:



External customers include:

CustomerA: a walk-in store customer (business-to-consumer)

CustomerB: a customer with an existing account (business-to-business)

External vendors include:

VendorA: a trucking company

VendorB: a raw materials supplier


Requirements: General

The new product line must be set up in the system and readily available for sale when the company introduces the product line to the public at an upcoming trade show.


Requirements: Production

You must configure the system to produce the new products:

Ensure that the warehouse stocks the minimum quantities of raw materials to produce the products.

Use a single version per item.

Implement FIFO inventory valuation methods.

Track raw and finished goods using different General ledger accounts.

Use a primary location to determine where to stock product in the warehouse.

Configure alternate locations in the warehouse to hold overstock products and refill the primary location as-needed.


Requirements: Shipments

You identify the following requirements related to shipping:

Ship product to retail stores weekly.

Stores require a packing slip to check in merchandise. Drivers require transport documentation and charge per mile to the stores.
Shipments to Store1 must be scheduled for Monday, Wednesday, or Friday. Store1 will sometimes pick up their own deliveries when an order is small because they have their own van. Shipments to Store2 and Store3 must be scheduled for Tuesday or Thursday.
You must transmit Advance Shipping Notifications (ASN's) to the stores prior to deliveries.

Set up the system configuration to allow for store transfers.

Set up the system so that products may be shipped to the retail stores as bulk orders.

Set up the transport providers to deliver products from the warehouse to the retails stores.


Requirements: Reporting

Once the new products are available in stores, review 30 days of historical sales data from day-to-day transactions will determine the reorder quantities.

Set up reporting to allow the product line to be costed and tracked independent of other items.


Requirements: Pricing and inventory

You identify the following requirements related to pricing and inventory:

Determine the quantity of the new products that can be produced and ready for sale within the first 90 days.

Ensure that specialty packaging is on hand for retail sales. The packaging must be shipped directly to the stores from the vendor.
Stores must not inventory the packaging materials. Stores must maintain a 30-day supply of specialty packaging materials. Stores must reorder packaging materials as needed. Retail store customers must pay full retail price. Resellers must receive a 10 percent discount off the list price.

Case Study:

This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam.
You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.
To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.
At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.

Background:
Trey Research is a multinational manufacturer of health and dietary supplements based in Seattle, Washington.
The company is experiencing a rapid expansion not only in its supplements but as a lifestyle brand that also sells apparel. The supplements and apparel businesses operate independently but manufacture and operate in the same legal entity.
Current environment:

Current environment:
. Technology
Trey Research is migrating from an outdated, on-premises version of Dynamics AX to Dynamics 365 Supply Chain Management. The company wants to retain a lot of its current data structures and processes but adopt new efficiencies when the benefit is obvious. The company uses a third-party e-commerce site that is custom developed by an internal developer.
Current environment:
. Items
Product numbering
All items are numbered by using a smart numbering format: [Product SKU+Size+Color+Style]. For reporting, items are queried for sales and inventory reports by using the first six digits of the item number or until the first dash is encountered.
· A t-shirt could be 01001-S-Red for item 1001 in a size small with the color red.
· A single energy drink could be 02001-12oz or 02001-20oz for the different sizes that product 02001 is sold in.
Product attributes
· All clothing shares the same set of product attributes.
· Supplements may share the same Product SKU but can have different attributes for the different size, color, or style variations of the product.

· Product attributes that are unnecessary for an item should be excluded from the item.
Pricing
· All items always have a default price. This price will not expire.
· An item will have four different prices created for it every month, one for each customer tier, as detailed later in this section. The pricing expires at the end of the month. If no special pricing is created, the default item price will be used.
· The monthly sales price in which the additional price breaks are determined is based on the estimated cost of the manufactured items.
· Customers are categorized into four pricing tiers (A, B, C, and D) based on sales volume over the past 12 months.
· Customers can negotiate special pricing for items in 30-day, 60-day, and 90-day increments. Quantity restrictions may be placed, depending on the item discount and promotion.
· Promotional pricing is not used today. Pricing is restricted to monthly prices and customer-specific contract pricing.
Cost
Items use a FIFO costing model today in their current Dynamics AX 2009 environment; however, using the FIFO costing method has created problems.
Current environment:
. Warehouse and inventory
· Warehouse requirements are simplistic. There is only one site. The site has two warehouses.
· Trey Research needs to make sure that any energy drinks and nutritional supplements are manufactured and packaged with the highest standards. Trey Research automatically inspects products when all products are reported as finished. All products are inspected again when the items are picked.
· Energy drinks require independent tests to check for dents in packaging, carbonation levels, and fill level.
· Nutritional supplements require separate tests for packaging, expiration date, product seal, and product labeling.
· Government compliancy and consistency testing are handled outside of the Enterprise Resource Planning (ERP) system.
· Resalable products are placed on one of two racks in the warehouse.
Requirements

Requirements: Technology
· Trey Research will integrate all pricing and discount capabilities to its e-commerce website.

Requirements: Items
· Reporting on products should be streamlined as much as possible.
· The item numbering does not have to equate to the actual item number.
· The future costing methods adopted must be commonly accepted for manufacturers.
· Inventory costing should be done after a full inventory valuation is complete. It should take into consideration the direct materials, direct labor, and overhead that goes into an item.
· Any costing method used needs the ability to track cost records about an item, cost categories, and calculation formulas for indirect costs.
· The profitability for nutritional supplements manufacturing processes needs to be expressed in terms of the cost categories for routing operations and the calculation formulas for manufacturing overheads.
· If a vendor can no longer deliver the raw materials for the energy drinks due to supply chain issues, the costs for using an alternative vendor to source the raw materials should be used to determine the impact on profits.
· Apparel items will not be upgraded to the new costing method until after the go-live date due to resourcing and implementation limitations from the apparel team.

Requirements: Pricing
· Trey Research plans to do promotional pricing. Certain products will receive special pricing during the hours of extreme sporting events that Trey Research sponsors. Before or after the event, normal pricing will resume.

Requirements:
White labeling
· Trey Research wants to start white labeling its products under the brands of major nutritional retail store brands. These products would only be sold to specific customers.
· Trey Research will provide and maintain a 'Compare to' price for customers to use to compare the white- labeled products. This Compare to price will also be the default item price for the customer if the customer accidentally lets a contract price expire.
· The configuration of these restrictions must be applied automatically when creating new products for those customers.

Requirements: Warehouse and inventory
· If products in the warehouse must be blocked from transactions for a specific reason, such as a health and safety review, warehouse users should be able to block the products quickly from the ERP system.
· All product quality tests should be processed in a uniform and consistent manner.
· Creation of any quality processes for products inbound to the warehouse, from the production line, or outbound from the warehouse to consumers should be automatically created to facilitate execution.
· Testing requirements:
Requirement 1: 100 percent of all nutritional supplements and 50 percent of all energy drinks must be tested when production orders are completed. After a product is in testing, 100 percent of all tests must be completed.
Requirement 2: 75 percent of all nutritional supplements and energy drinks should be tested against their required tests during an outbound process.
Damaged products must be placed in one of four bins (based on product type) during the inspection process.
You must define quarantine zones to optimize product visibility throughout the testing process.

Case Study:

This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam.
You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.
To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.
At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.

Background:
School of Fine Art is a distribution company that sells school supply items to primary and secondary schools.
These include items such as pens, pencils, paper, notebooks, chalk, desks, acrylic paints, blackboards, dry erase markers, and whiteboard paint. Due to increased demand for colored pencils, lead times are longer for these pencils. School of Fine Art plans to expand sales into this market.
School of Fine Art plans to implement Dynamics 365 Supply Chain Management to manage the business.
Current environment:
. Company structure
School of Fine Art consists of two legal entities.
Primary company
· Located in Dublin, Ireland.
· Has a single named warehouse.
· Is the primary distribution center for both companies.
Second company
· Is located in Glasgow, Scotland.
· Includes the following warehouses: Glasgow1, Glasgow2.
Glasgow1 is used primarily to supply items regionally.
Glasgow2 serves as local storage for vendor-owned inventory and bulk storage for School of Fine Art's inventory.
Current environment:
. General processes
School of Fine Art uses a combination of spreadsheets and paper forms to manage the business.
· All sales, purchases, and inventory are tracked in spreadsheets that are password protected by managers.

· Managers frequently share spreadsheet passwords so that other users can make edits on their behalf.
Inventory quantities and values are unreliable.
· The spreadsheets are often incorrectly updated, have entry errors, and broken formulas for calculations.
· Purchase order receipts, picking lists, packing slips, and invoices are all handwritten on pre-printed, three-part forms.
· Late summer is the company's busiest time. During this time, workers are typically on the warehouse floor or making rush deliveries to schools to meet last-minute needs.
Current environment:
. Inventory and warehousing
· School of Fine Art values inventory by using FIFO costing methods.
· Inventory in the warehouses cannot be distinguished as available inventory or inventory that is sold to a customer and waiting to be picked. This creates inventory inflation during cycle counts and later shortages because warehouse workers count items that are already promised to customers and waiting to be shipped.
· Glasgow2 space is fully allocated to vendors.
· Due to space constraints, school orders for photocopiers are shipped from the vendor to the school.
· Crayons are stored as separate item numbers depending on whether they are in a box or a case. This creates issues when counting inventory to determine the total number of crayons in stock.
· Lack of inventory controls has led to shortages on sales orders, creating backorders and unhappy schools.
· Inventory is ordered quarterly due to the seasonality of the business.
· Items can change annually based on popular sizes, colors, and styles for each new school season. The creation of the different configurations is a manual process, which creates so much overhead that temporary workers are brought in to do the data entry.
Current environment:
. Purchasing
· Reordering is manually managed by the buyers looking at the seasonal spikes for the start of the school year, slowing around the end-of-year holidays until the following school year.
· Pens are readily available products that are rarely discounted for sale.
· Photocopiers are only available for sale on the Glasgow region.
· Photocopy paper and construction paper are ordered by the pallet into Dublin1 and must be broken down into smaller sizes. The pallets are typically broken down and then split between what stays in Dublin1 and what is shipped to Glasgow1.
· Chalk and blackboards are slower sellers, so many vendors do not carry these items. School of Fine Art purchases these products from a single vendor. There are no alternative vendors available.
· School of Fine Art agrees to purchase a new line of smartboards from a vendor. The agreed-upon smartboard purchase prices will have a cost price per 55-inch, 75-inch, or 85-inch smartboard.
· The company purchases pencils for the following warehouses:
Glasgow1:
· standard pencils from Vendor A
· colored pencils from Vendor B
Dublin1:
· standard pencils from Vendor A
· colored pencils from Vendor A
· As whiteboard paint grows in popularity, so does the demand. This causes supply shortages.
Whiteboard paint is ordered six months in advance.
Current environment:
. Customer sales
· The company contractually agrees to prices for some items with schools prior to the start of each school year.
· Schools may order bulk cases of products and choose to distribute further breakdowns, such as a case of crayons, which are then distributed to classrooms by the box.
· Pens do not require contracts with schools because they are low margin and do not have supply chain shortages.
· Painting supplies such as acrylic paint, canvases, and easels do not require a special contract and are sold at regular list price to all schools.
· Schools that offer painting classes are part of a program that provides special pricing on the painting supplies.
· Chalk and blackboards are ordered less frequently than they were in past years. Schools are choosing to use whiteboard paint, which is a lower cost than ordering and installing the whiteboards.


Requirements: Customers and sales
· The system must have the ability to limit product purchase amounts by a single school to prevent stock shortages for other schools.
· Schools are obligated to purchase the agreed amount for specific items per the school year.
· Customer service must be able to easily enter items for sales orders and identify stock shortages.
· Sales of whiteboard paint must be limited so that one school does not buy all the inventory and force backorders for other schools.
· Schools must agree to the amount of whiteboard paint they will purchase for the whole school year.

Requirements: Inventory costing
· Inventory must have associated costs except for the vendor storage in Glasgow2.
· The vendor storage must still contain quantities but not include cost in inventory valuations.
· At the end of each month, the costing manager must be able to identify how many items will not be fully settled.
· Annual configuration changes to items must be automatically created where possible.
· The company must be able to track costs for colored pencils and standard pencils separately.

Requirements: Inventory
· Warehouse workers must be able to use their mobile phones and the mobile app to take calls and create transactions in the warehouse.
· The desks must use a single item number and barcode regardless of year manufactured and the vendor.
· Water-based paints from the vendor must be received in pails.
· Acrylic paint must be managed by batches and expiration dates.
· Pencils must be categorized as colored pencils or standard pencils. The individual colors of each colored pencil (such as red, green, and blue) will not be tracked.
· The creation of unique smartboard items must be kept to a minimum.

Issues:
· WarehouseWorker1 works in Glasgow2. The worker receives a request to ship pallets of paper from the warehouse to Glasgow1 and Dublin1. WarehouseWorker1 must create the shipments in the system to transfer the pallets of paper from Glasgow1 to Dublin1.
· The number of backorders for desks has increased. Customer service representatives struggle to select a desk item number that has inventory on hand. The desks are the same item, but the manufacturer vendor and year differ.
· A school calls customer service to report that its photocopier is broken. The school needs expedited shipment of a replacement.
· A school that is part of the special paint program reports that a sale price on canvas last month was a better price than its paint program price. The school requests a price adjustment.
· A school reports that different shipments of acrylic paints are slightly different in color.
· The sales team decides to have a flash sale on pens for one month only. The person entering the Sales order line should be able to communicate the information to the customer on the Sales order line.
· Schools are reporting that chalk and blackboards are broken upon receipt. A worker in Dublin1 opens some cases of these products in the warehouse and finds that they are also broken. You must implement processes to enforce inventory inspection for a percentage of each purchase order line received. You must block all inventory for a purchase order line if the inspection fails.

This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.


To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.


Background:

Coho Vineyard & Winery is a parent company that has two subsidiaries: Coho Vineyard and Coho Winery. Coho Vineyard is based in Medford, Oregon. The vineyard grows the grapes and then produces and bottles the wine. Coho Winery, based in Grants Pass, Oregon, distributes packaged wine to businesses and consumers. The winery sells imported cheese and olive oil in addition to the wines.

Current environment:
. Technology landscape

Coho Vineyard & Winery requires financial reporting from both Coho Vineyard and Coho Winery. The parent company consolidates financials in a third-party tool.
Coho Winery currently manages inventory and financials on spreadsheets separately from the parent company.

Current environment:
. Inventory and warehousing

The entire warehouse is temperature controlled. A refrigerated section of the warehouse is used for items that require colder storage.
The items do not have fixed locations in the warehouse.

Coho uses smart numbering for cheese items today. The items start with F for France and U for United

States such as the following:
- F11234 = French cheese
- U14567 = US cheese
Currently, wine does not use smart numbering.

Inventory is valued at First In, First-Out (FIFO).

Olive oil has a 12-month shelf life.

WineA is expensive and not regularly stocked in the warehouse.

WineB must be in the refrigerated section of the warehouse.

WineC is non-refrigerated wine and is the majority of inventory in the warehouse.

Current environment:
. Vendors and procurement

Cheese is purchased from vendors in two countries: France and United States.

Non-cheese items can be purchased from vendors in other countries or regions.

Olive oil is bought and sold in full cases of six each.

When Coho Vineyard produces more wine than expected in a season, rebate programs are offered to any company whose monthly purchases exceed $5,000.


Requirements: General

The Coho Vineyard & Winery parent company, as well as Coho Vineyard, will not be considered in the implementation of Dynamics 365 Finance and Dynamics 365 Supply Chain Management for Coho Winery. They plan to implement them as separate legal entities in the next five years.


Requirements: Inventory and warehousing

Items must be renumbered in the new system.

Separate item numbers must be used for each imported item for use in simplified reporting by source country or region.
Advanced Warehouse Management capabilities must be enabled in the new system.

Each bottle of wine has a single item number.

The vintage of each bottle will change annually and may affect the cost of the bottle. This cost must be tracked by year.
Some bottles of wine require refrigeration. The system must automatically define where items must be stored in the warehouse.
Wine must be grouped in a hierarchy such as the following:

* Red
- Cabernet
- Merlot
* White
- Chardonnay
- Pinot
Inventory value must be stored at each month end.

Each month, the olive oil on-hand inventory is evaluated. Anything with less than six months left on the shelf life is sold to a discount retail store. If less than 90 days remains for the shelf life, then the olive oil is donated or destroyed.
At least 20 cases of olive oil and no more than 50 cases are on hand and not reserved for upcoming customer orders.
WineB must be refrigerated.


Requirements: Vendors and procurement

The cheese smart numbering system will not be used in the future. Instead, the system must use standard configurations to ensure the correct cheese items are used for the correct country or region when ordering. Olive oil must be managed in full cases only, although the inventory cost must be calculated as cages.

Should any bottle of olive oil be broken within a case, the cases will be sold at a discounted price.

Vendor rebates must be calculated and submitted for a claim.

Rebate programs are passed on to the retailers selling Coho Winery wines. The rebates must be claimed from Coho Vineyard.
Purchase orders (POs) must be maintained online with tracked changes between the vendors and the buyers.
The controller decides WineA must not be held in financial inventory on the Coho Winery books. The winery makes an agreement with the vendor that WineA will be owned by the vendor until a later date. Vendor1 sends bulk shipments. Coho Winery does not always have enough warehouse staff to receive inventory. The company requires Vendor1 to send advanced shipping notices (ASNs). The operations coordinator must schedule inbound loads. The company requires automation of inbound load creation where possible.


Issues:

The warehouse is at maximum capacity. Empty bin locations are not always available.

The warehouse manager wants to establish fast moving locations for WineB on the floor and refill locations from higher rack storage.
Coho Winery recently conducted an internal audit risk assessment. The risk assessment found that inventory value reports were stored in spreadsheets. The spreadsheets can easily be edited and lack controls.
After olive oil is counted, multiple cases are destroyed due to shelf life. The inventory planner must determine if a new PO should be placed for olive oil.
The vendor rebates claims are often rejected because the claims were miscalculated by not including discounts.
The purchasing manager receives multiple complaints regarding POs:

- Issue 1: PO changes are not accepted and confirmed, resulting in out-of-stock issues.
- Issue 2: Vendors do not have control on responses to POs. Instead, the vendors rely on emails.

Case Study:

This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.


To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.


Background:

Munson's Pickles and Preserves Farm is a distribution company that supplies pickles, preserves, pickling supplies, and accessory products to local farmers' markets as well as grocers. Munson's Pickles and Preserves Farm does not produce or provide canning services for any items.

Current Environment

Munson's Pickles and Preserves Farm has an accounting system that is disconnected from the warehousing system. This has caused issues with controlling and valuing inventory. With these core drivers, Munson's Pickles and Preserves Farm decides to implement Dynamics 365 Finance and Dynamics 365 Supply Chain Management.

Warehousing
Munson's Pickles and Preserves Farm has a single warehouse that serves as the distribution center for all products.
The warehouse has bulk locations as well as racking, but location names and numbers do not exist.

Bulk locations are for storage of extra inventory that will not fit into the picking locations.

The warehouse is temperature-controlled, with locations grouped into two zones: refrigerated and non-perishable.
Inventory adjustments are made regularly due to lack of inventory controls.

Inventory Data

Item numbers are inconsistent and were set up as "smart-numbering," such as 1-23-PKL and 44-24-PICK.

Cucumbers are not grown by Munson's Pickles and Preserves Farm and may be sourced from local farmers.
Pickles come in bottle sizes of 8 oz, 16 oz, 32 oz. The bottles are packed in cases.

Pickles may be spear, chip, or whole shapes within the bottles. This does not impact the cost of the pickles when they are the same flavor.
Pickle flavors are sweet, spicy, and dill. The flavors vary in price.

Preserves come in multiple flavors, such as mango, strawberry, and grape. These are seasonal items only.

Due to the varying flavors and quantities, the preserves are owned by the vendor until they are sold. The mango preserves require refrigeration. The other preserves do not require refrigeration. Many items are sold as accessories or supplies for pickling.

Some items within inventory have an expiration date, such as vinegar.

Fast-moving items are identified by inventory turns per quarter. Sweet and spicy pickles are the most popular.

Purchasing and Sales

Munson's Pickles and Preserves Farm has an online store that can be found at munsonspicklesandpreservesfarm.com.
The online store is limited to a subset of products that are accessories only, such as bottles and jars.

A new product line of kosher pickles is going to be distributed by Munson's Pickles and Preserves Farm.

VendorA is the largest vendor that Munson's Pickles and Preserves Farm buys products from. Munson's

Pickles and Preserves Farm's second largest vendor is VendorB.

Requirements

Warehousing

The warehouse manager requires fast-moving items to be easily accessible to the order pickers in AisleA,

with no more than one item per bin location in AisleA. Both sweet and spicy pickles have more inventory than will fit in AisleA, resulting in bulk location storage.
- Spicy pickles must have no less than half of a pallet in AisleA at any time.
- Sweet pickles must have enough inventory in AisleA prior to creating waves for warehouse work. Strawberry preserves are selling slowly this season. They are put away in higher bin locations because they are not considered fast-moving items

Inventory & Data

Item numbers must be set up to create a streamlined numbering system. Munson's Pickles and Preserves

Farm requires that the old item number be stored in Dynamics 365 for cross reference purposes. Munson's Pickles and Preserves Farm has settled on 0000001 as the item format for pickles instead of 1-23-PKL.
PKL will be stored as an attribute.
Item numbers for pickles must be consolidated where possible into a single item number, regardless of bottle size.
Cucumbers must be sold at actual cost because they are a special order.

Kosher pickles must be set up in the item master. The kosher pickles are the same size jars and flavors as the other pickles, except that they have a kosher designation and will be slightly more expensive. Vinegar and other perishable items must have date tracking for the manufacturer's batch number and expiration date of the product.
A batch of mango preserves had to be thrown away because the warehouse workers put away the product into the non-perishable zone.

Purchasing & Sales

Cucumbers must be sourced from local vendors for special orders only.

Munson's Pickles and Preserves Farm recently signed an exclusivity agreement with VendorA, and buyers must now only purchase from VendorA.
VendorA recently purchased a competitor company, VendorB. VendorA wants to ensure that all agreements with VendorA also apply to VendorB while they work on merging the two companies into one. VendorC sells preserves to Munson's Pickles and Preserves Farm and requires the following:

- Shipment requirement: VendorC owns the product after shipment to Munson's Pickles and Preserves Farm until the time of sale.
- On-hand requirement: VendorC has access to view on-hand preserve inventory at Munson's Pickles and Preserves Farm warehouse.


Issues:

CustomerD reports that the vinegar they ordered had a week left before it expired when they received it.

This did not give CustomerD enough time to use the vinegar before they had to dispose of it. CustomerD

now requires that all vinegar has more than 30 days left before the expiration date. A customer calls and states that they ordered kosher pickles and received regular pickles. Inventory Control

Clerk 2 reports that kosher and non-kosher pickles of the same variety are in the same warehouse location, contributing to the picking errors.
A salesperson reports that the margin is incorrect on a customer's special order because the cucumber cost was for the most recent receipt of cucumbers, not the cucumbers received for the specific customer order. An internal audit revealed that large quantities of pickles were missing and written off as damaged on multiple occasions cover the past year. No documentation or explanation of the write offs exist. There is no documentation of disposal, and no approval from management to substantiate that the pickles were not stolen.
Jars of pickles are received as eaches. Case counts of pickle jars vary by size:

- 8 oz jars are 12 per case
- 16 oz jars are 6 per case
- The varied counts in each case create overhead in the warehouse.

The receiving clerk in the warehouse wants to ensure that broken bottles of vinegar are moved to a damage location named LocationA. Expired vinegar should be moved to a return-to-vendor location named LocationB. All other vinegar should be put away and sold according to normal location directives. Operator1 is picking a pallet of strawberry preserves from a location to the shipping dock.
While picking up the pallet, Operator1 drops the pallet. Operator1 must make sure that the strawberry preserves are not available for shipment until the damage is evaluated.
Operator2 tries to print wave labels that contain item 0000001. The labels start to print and then jam. At the same time, the printer battery needs to be recharged and the labels need to be reprinted.

This Exam Topic does not have a case study.

Case Study:
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.


To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.


Background:

Best for You Organics Company started as a home-based business. The founders began making handmade soaps and bath products in their kitchen. As sales increased, the business established a production facility and distribution center that supplies three retail stores.

Soaps and bath products are manufactured in the production facility and are stocked in the warehouse for distribution to the retail stores. Employees at retail stores use mobile point of sale (MPOS) tablet devices to sell the products to customers.

The company structure is a single legal entity with two sites as shown in the diagram below:



Current environment:


Best for You Organics plans to introduce a new product line of face creams. Each product in the new line uses the same base ingredients but includes a different extract (for example, lime, avocado, kiwi). The marketing department is preparing to introduce the new product line. Minimal inventory will be held in the warehouse.

The company uses a cloud-based deployment of Dynamics 365 Supply Chain Management to manage finances for all company operations and locations. The company does not use Bill of Materials (BOM) versioning.

The production and warehouse facility is set up with the following organizational hierarchy:



External customers include:

CustomerA: a walk-in store customer (business-to-consumer)

CustomerB: a customer with an existing account (business-to-business)

External vendors include:

VendorA: a trucking company

VendorB: a raw materials supplier


Requirements: General

The new product line must be set up in the system and readily available for sale when the company introduces the product line to the public at an upcoming trade show.


Requirements: Production

You must configure the system to produce the new products:

Ensure that the warehouse stocks the minimum quantities of raw materials to produce the products.

Use a single version per item.

Implement FIFO inventory valuation methods.

Track raw and finished goods using different General ledger accounts.

Use a primary location to determine where to stock product in the warehouse.

Configure alternate locations in the warehouse to hold overstock products and refill the primary location as-needed.


Requirements: Shipments

You identify the following requirements related to shipping:

Ship product to retail stores weekly.

Stores require a packing slip to check in merchandise. Drivers require transport documentation and charge per mile to the stores.
Shipments to Store1 must be scheduled for Monday, Wednesday, or Friday. Store1 will sometimes pick up their own deliveries when an order is small because they have their own van. Shipments to Store2 and Store3 must be scheduled for Tuesday or Thursday.
You must transmit Advance Shipping Notifications (ASN's) to the stores prior to deliveries.

Set up the system configuration to allow for store transfers.

Set up the system so that products may be shipped to the retail stores as bulk orders.

Set up the transport providers to deliver products from the warehouse to the retails stores.


Requirements: Reporting

Once the new products are available in stores, review 30 days of historical sales data from day-to-day transactions will determine the reorder quantities.

Set up reporting to allow the product line to be costed and tracked independent of other items.


Requirements: Pricing and inventory

You identify the following requirements related to pricing and inventory:

Determine the quantity of the new products that can be produced and ready for sale within the first 90 days.

Ensure that specialty packaging is on hand for retail sales. The packaging must be shipped directly to the stores from the vendor.
Stores must not inventory the packaging materials. Stores must maintain a 30-day supply of specialty packaging materials. Stores must reorder packaging materials as needed. Retail store customers must pay full retail price. Resellers must receive a 10 percent discount off the list price.

Case Study:

This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam.
You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.
To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.
At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.

Background:
Adventure Works Cycles is a high-end bicycle manufacturer in North America. The company sells 40 standard models as well as 100 limited-edition models per year to boutique retailers domestically.
Adventure Works has had the most success with the limited-edition bicycles. These bicycles have high margins, high demand, and a strong following with the younger generation biking community.
Current environment:

Technology
During a recent global pandemic, the sales of bicycles increased enormously. To support this growth, Adventure Works is going to invest in Dynamics 365 Supply Chain Management to standardize and streamline operations. Operations are currently managed with a custom enterprise resource planning (ERP) system and Microsoft Excel worksheets that address ERP product gaps.
Many processes are still maintained in Excel worksheets and then loaded into the ERP application.
Adventure Works wants to implement only those Dynamics 365 features that are areas of future investment for Microsoft, even if it means they implement fewer features.
Bicycles
Bicycle models can either be standard or made in a limited-edition release.

Bicycles are built based on a single item number that can have different sizes and frame styles. The sizes are XS, S, M, L, and XL. The frame styles are Male, Female, and Unisex.
The size and frame style combinations have different prices and barcodes.

All other bicycle properties are informational only.

Information-only properties do not have standardization or validation, which makes it easy to mistype data during product entry and difficult to identify mistakes.
Some limited-edition bicycles are not properly marked as limited edition in the current product management system due to the yes/no key indicator defaulting to no. This causes significant issues with item searching and reporting on the different bicycle models.
Limited-edition bicycles
The most recent limited-edition models include integrated face mask holders and extra storage containers welded to the bicycle frame.
The bicycles are restricted to one purchase per retailer per week.

The bicycles are announced on social media and are available for sale to retailers on the same day they are announced.
Customers can buy the bicycles at retailers shortly after they are announced.

The bicycles are sometimes available only through charity auctions.

Sales
Due to the global pandemic, it is difficult to keep products in stock. Retailers are buying as much inventory as possible each week.
Retailers email their sales to Adventure Works. The sales team in charge of each retailer manually enters the information into a shared Excel worksheet.
Retailers are required to submit one consolidated sales order by Wednesday every week so that the

Adventure Works fulfillment team can organize and adjust sales order quantities based on availability.
Retailers are invoiced every three to five weeks. Adventure Works uses a manual process for invoicing. The increased volume of purchases makes it difficult to keep up with invoicing.
To accommodate the demand for the Adventure Works limited-edition bicycles, the sales team enters orders for these items for fulfillment as soon as they appear on the SKU list.
Retailers can sometimes bypass Adventure Works order restriction policy.
When this happens, it creates additional work for the fulfillment team.
Outbound
Finished bicycles are assigned a unique code to identify and track each bicycle.

Each bicycle that is picked for an outbound order is transferred to a quality control bench where it undergoes a 21-point mechanical inspection.
Bicycles that pass the mechanical inspection have their unique bicycle identification number recorded in the completed inspection list. The number is also recorded in the shipping manifest for customers to be able to verify that the bicycle that was tested is the one that they received.
If a bicycle does not pass the mechanical inspection, the bicycle is moved to a quarantine location and another bicycle is picked and tested as a replacement for the order.
Inventory
Replenishment is simple but manual. It is currently all handled in Excel.

Every bicycle part for each standard model has a line in an Excel worksheet.

Adventure Works wants each storage space in the warehouse to be filled to capacity with the current products.
The team knows how many bill of materials (BOM) items can fit in the spaces without overflowing.

BOM items that make up the bicycles have different storage capacities.

Adventure Works uses Excel worksheets to make decisions about planned orders by period based on the supply and demand for finished bicycles.
Wheels
There are four types of wheels for all the bicycle models.

Customers often order a spare tire.

Wheels sometimes just disappear from the warehouse storage.

Adventure Works purchases wheels from only one manufacturer.

Master planning
There is no formal master planning process.

Replenishment activities occur weekly.

Requirements
Bicycles
All BOM items used the manufacturing process must be configured as unique products in Dynamics 365

Supply Chain Management.
The following manufactured bicycles' properties must be configured in Dynamics 365 Supply Chain

Management:
· Size: XS. S, M, L, XL
· Frame style: Men, Women, Unisex
· Limited edition: [Blank], No, Yes
· Year: 2010-2020
· Manufacturer's
Note: Free form text up to 250 characters
· Rear suspension travel: 130 millimeters, 150 millimeters
· Full suspension: No, Yes
Sales
Limited-edition bicycles must be systematically restricted to one bicycle per sales order. Overrides must not be allowed.
Retailers must automatically be invoiced once a month in a consolidated invoice for all delivered sales orders.
Limited-edition model bicycles must not be allowed for inclusion on sales orders until the bicycles' official release date.
Outbound
A bicycle's unique identification number must systematically be created as part of the standardized business process.
Bicycles must be pulled from a bin location in a First In, First Out (FIFO) inventory model and moved to a packing station.
Inventory
Overflow of any bicycle parts in the warehouse must be prevented, except for wheels.

System-generated recommendations to adjust Adventure Works' on-hand stock of wheels based on historical trends must be provided.
BOM items must be replenished before they run out. There must always be quantity available on-hand.

The system must maintain all inventory requirements through automated processes.

Master planning (MRP)
The tool that replaces the Excel worksheet must be able to show the supply and demand for the product family of finished bicycles and BOMs by period in a single screen. This single form screen will also be used for general supply and demand inquiry only and not require intensive processing tasks. Inquiries to this form may result in non-system decisions and not with creating any planned orders.
The tool must allow for the creation of new planned production, sales, purchase, and transfer orders.

The MRP solution must have the best performance possible and allow for planned orders to be run in the middle of the day.
Planned orders that will not be firmed must not be changed. Adventure Works wants to be able to reference the planned orders later against any manual orders created until they feel more comfortable with the system.
Once Adventure Works is comfortable with the numbers that the system recommends, Adventure Works wants to implement a mechanism to fully automate the generation of orders.

Case Study:

This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.

To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.

At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.


To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.


Background:

School of Fine Art is a distribution company that sells school supply items to primary and secondary schools. These include items such as pens, pencils, paper, notebooks, chalk, desks, acrylic paints, blackboards, dry erase markers, and whiteboard paint. Due to increased demand for colored pencils, lead times are longer for these pencils. School of Fine Art plans to expand sales into this market.

School of Fine Art plans to implement Dynamics 365 Supply Chain Management to manage the business.

Current environment:
. Company structure

School of Fine Art consists of two legal entities.

Primary company

· Located in Dublin, Ireland.
· Has a single named warehouse.
· Is the primary distribution center for both companies.

Second company

· Is located in Glasgow, Scotland.
· Includes the following warehouses: Glasgow1, Glasgow2.
Glasgow1 is used primarily to supply items regionally.
Glasgow2 serves as local storage for vendor-owned inventory and bulk storage for School of Fine Art's inventory.

Current environment:
. General processes

School of Fine Art uses a combination of spreadsheets and paper forms to manage the business.

· All sales, purchases, and inventory are tracked in spreadsheets that are password protected by managers.

· Managers frequently share spreadsheet passwords so that other users can make edits on their behalf.
Inventory quantities and values are unreliable.
· The spreadsheets are often incorrectly updated, have entry errors, and broken formulas for calculations. · Purchase order receipts, picking lists, packing slips, and invoices are all handwritten on pre-printed, three-part forms.
· Late summer is the company's busiest time. During this time, workers are typically on the warehouse floor or making rush deliveries to schools to meet last-minute needs.

Current environment:
. Inventory and warehousing

· School of Fine Art values inventory by using FIFO costing methods. · Inventory in the warehouses cannot be distinguished as available inventory or inventory that is sold to a customer and waiting to be picked. This creates inventory inflation during cycle counts and later shortages because warehouse workers count items that are already promised to customers and waiting to be shipped.
· Glasgow2 space is fully allocated to vendors.
· Due to space constraints, school orders for photocopiers are shipped from the vendor to the school. · Crayons are stored as separate item numbers depending on whether they are in a box or a case. This creates issues when counting inventory to determine the total number of crayons in stock. · Lack of inventory controls has led to shortages on sales orders, creating backorders and unhappy schools. · Inventory is ordered quarterly due to the seasonality of the business. · Items can change annually based on popular sizes, colors, and styles for each new school season. The creation of the different configurations is a manual process, which creates so much overhead that temporary workers are brought in to do the data entry.

Current environment:
. Purchasing

· Reordering is manually managed by the buyers looking at the seasonal spikes for the start of the school year, slowing around the end-of-year holidays until the following school year. · Pens are readily available products that are rarely discounted for sale. · Photocopiers are only available for sale on the Glasgow region. · Photocopy paper and construction paper are ordered by the pallet into Dublin1 and must be broken down into smaller sizes. The pallets are typically broken down and then split between what stays in Dublin1 and what is shipped to Glasgow1.
· Chalk and blackboards are slower sellers, so many vendors do not carry these items. School of Fine Art purchases these products from a single vendor. There are no alternative vendors available. · School of Fine Art agrees to purchase a new line of smartboards from a vendor. The agreed-upon smartboard purchase prices will have a cost price per 55-inch, 75-inch, or 85-inch smartboard. · The company purchases pencils for the following warehouses:
Glasgow1:
· standard pencils from Vendor A
· colored pencils from Vendor B
Dublin1:
· standard pencils from Vendor A
· colored pencils from Vendor A
· As whiteboard paint grows in popularity, so does the demand. This causes supply shortages.
Whiteboard paint is ordered six months in advance.

Current environment:
. Customer sales

· The company contractually agrees to prices for some items with schools prior to the start of each school year. · Schools may order bulk cases of products and choose to distribute further breakdowns, such as a case of crayons, which are then distributed to classrooms by the box. · Pens do not require contracts with schools because they are low margin and do not have supply chain shortages.
· Painting supplies such as acrylic paint, canvases, and easels do not require a special contract and are sold at regular list price to all schools.
· Schools that offer painting classes are part of a program that provides special pricing on the painting supplies. · Chalk and blackboards are ordered less frequently than they were in past years. Schools are choosing to use whiteboard paint, which is a lower cost than ordering and installing the whiteboards.


Requirements: Customers and sales

· The system must have the ability to limit product purchase amounts by a single school to prevent stock shortages for other schools.
· Schools are obligated to purchase the agreed amount for specific items per the school year. · Customer service must be able to easily enter items for sales orders and identify stock shortages. · Sales of whiteboard paint must be limited so that one school does not buy all the inventory and force backorders for other schools.
· Schools must agree to the amount of whiteboard paint they will purchase for the whole school year.


Requirements: Inventory costing

· Inventory must have associated costs except for the vendor storage in Glasgow2. · The vendor storage must still contain quantities but not include cost in inventory valuations. · At the end of each month, the costing manager must be able to identify how many items will not be fully settled.
· Annual configuration changes to items must be automatically created where possible. · The company must be able to track costs for colored pencils and standard pencils separately.


Requirements: Inventory

· Warehouse workers must be able to use their mobile phones and the mobile app to take calls and create transactions in the warehouse.
· The desks must use a single item number and barcode regardless of year manufactured and the vendor. · Water-based paints from the vendor must be received in pails. · Acrylic paint must be managed by batches and expiration dates. · Pencils must be categorized as colored pencils or standard pencils. The individual colors of each colored pencil (such as red, green, and blue) will not be tracked.
· The creation of unique smartboard items must be kept to a minimum.


Issues:

· WarehouseWorker1 works in Glasgow2. The worker receives a request to ship pallets of paper from the warehouse to Glasgow1 and Dublin1. WarehouseWorker1 must create the shipments in the system to transfer the pallets of paper from Glasgow1 to Dublin1.
· The number of backorders for desks has increased. Customer service representatives struggle to select a desk item number that has inventory on hand. The desks are the same item, but the manufacturer vendor and year differ.
· A school calls customer service to report that its photocopier is broken. The school needs expedited shipment of a replacement.
· A school that is part of the special paint program reports that a sale price on canvas last month was a better price than its paint program price. The school requests a price adjustment. · A school reports that different shipments of acrylic paints are slightly different in color. · The sales team decides to have a flash sale on pens for one month only. The person entering the Sales order line should be able to communicate the information to the customer on the Sales order line. · Schools are reporting that chalk and blackboards are broken upon receipt. A worker in Dublin1 opens some cases of these products in the warehouse and finds that they are also broken. You must implement processes to enforce inventory inspection for a percentage of each purchase order line received. You must block all inventory for a purchase order line if the inspection fails.

Case Study:

This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam.
You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.
To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.
At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.

Background:
Coho Vineyard & Winery is a parent company that has two subsidiaries: Coho Vineyard and Coho Winery.
Coho Vineyard is based in Medford, Oregon. The vineyard grows the grapes and then produces and bottles the wine. Coho Winery, based in Grants Pass, Oregon, distributes packaged wine to businesses and consumers.
The winery sells imported cheese and olive oil in addition to the wines.
Current environment:
. Technology landscape
Coho Vineyard & Winery requires financial reporting from both Coho Vineyard and Coho Winery. The parent company consolidates financials in a third-party tool.
Coho Winery currently manages inventory and financials on spreadsheets separately from the parent company.
Current environment:
. Inventory and warehousing
The entire warehouse is temperature controlled. A refrigerated section of the warehouse is used for items that require colder storage.
The items do not have fixed locations in the warehouse.

Coho uses smart numbering for cheese items today. The items start with F for France and U for United

States such as the following:
- F11234 = French cheese
- U14567 = US cheese
Currently, wine does not use smart numbering.

Inventory is valued at First In, First-Out (FIFO).

Olive oil has a 12-month shelf life.

WineA is expensive and not regularly stocked in the warehouse.

WineB must be in the refrigerated section of the warehouse.

WineC is non-refrigerated wine and is the majority of inventory in the warehouse.

Current environment:
. Vendors and procurement
Cheese is purchased from vendors in two countries: France and United States.

Non-cheese items can be purchased from vendors in other countries or regions.

Olive oil is bought and sold in full cases of six each.

When Coho Vineyard produces more wine than expected in a season, rebate programs are offered to any company whose monthly purchases exceed $5,000.

Requirements: General
The Coho Vineyard & Winery parent company, as well as Coho Vineyard, will not be considered in the implementation of Dynamics 365 Finance and Dynamics 365 Supply Chain Management for Coho Winery.
They plan to implement them as separate legal entities in the next five years.

Requirements: Inventory and warehousing
Items must be renumbered in the new system.

Separate item numbers must be used for each imported item for use in simplified reporting by source country or region.
Advanced Warehouse Management capabilities must be enabled in the new system.

Each bottle of wine has a single item number.

The vintage of each bottle will change annually and may affect the cost of the bottle. This cost must be tracked by year.
Some bottles of wine require refrigeration. The system must automatically define where items must be stored in the warehouse.
Wine must be grouped in a hierarchy such as the following:

* Red
- Cabernet
- Merlot
* White
- Chardonnay
- Pinot
Inventory value must be stored at each month end.

Each month, the olive oil on-hand inventory is evaluated. Anything with less than six months left on the shelf life is sold to a discount retail store. If less than 90 days remains for the shelf life, then the olive oil is donated or destroyed.
At least 20 cases of olive oil and no more than 50 cases are on hand and not reserved for upcoming customer orders.
WineB must be refrigerated.


Requirements: Vendors and procurement
The cheese smart numbering system will not be used in the future. Instead, the system must use standard configurations to ensure the correct cheese items are used for the correct country or region when ordering.
Olive oil must be managed in full cases only, although the inventory cost must be calculated as cages.

Should any bottle of olive oil be broken within a case, the cases will be sold at a discounted price.

Vendor rebates must be calculated and submitted for a claim.

Rebate programs are passed on to the retailers selling Coho Winery wines. The rebates must be claimed from Coho Vineyard.
Purchase orders (POs) must be maintained online with tracked changes between the vendors and the buyers.
The controller decides WineA must not be held in financial inventory on the Coho Winery books. The winery makes an agreement with the vendor that WineA will be owned by the vendor until a later date.
Vendor1 sends bulk shipments. Coho Winery does not always have enough warehouse staff to receive inventory. The company requires Vendor1 to send advanced shipping notices (ASNs).
The operations coordinator must schedule inbound loads. The company requires automation of inbound load creation where possible.

Issues:
The warehouse is at maximum capacity. Empty bin locations are not always available.

The warehouse manager wants to establish fast moving locations for WineB on the floor and refill locations from higher rack storage.
Coho Winery recently conducted an internal audit risk assessment. The risk assessment found that inventory value reports were stored in spreadsheets. The spreadsheets can easily be edited and lack controls.
After olive oil is counted, multiple cases are destroyed due to shelf life. The inventory planner must determine if a new PO should be placed for olive oil.
The vendor rebates claims are often rejected because the claims were miscalculated by not including discounts.
The purchasing manager receives multiple complaints regarding POs:

- Issue 1: PO changes are not accepted and confirmed, resulting in out-of-stock issues.
- Issue 2: Vendors do not have control on responses to POs. Instead, the vendors rely on emails.

Case Study:
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam.
You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.
To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.
At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study:

To display the first question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs.
When you are ready to answer a question, click the Question button to return to the question.

Background:
Munson's Pickles and Preserves Farm is a distribution company that supplies pickles, preserves, pickling supplies, and accessory products to local farmers' markets as well as grocers. Munson's Pickles and Preserves Farm does not produce or provide canning services for any items.
Current Environment
Munson's Pickles and Preserves Farm has an accounting system that is disconnected from the warehousing system. This has caused issues with controlling and valuing inventory. With these core drivers, Munson's Pickles and Preserves Farm decides to implement Dynamics 365 Finance and Dynamics 365 Supply Chain Management.
Warehousing
Munson's Pickles and Preserves Farm has a single warehouse that serves as the distribution center for all products.
The warehouse has bulk locations as well as racking, but location names and numbers do not exist.

Bulk locations are for storage of extra inventory that will not fit into the picking locations.

The warehouse is temperature-controlled, with locations grouped into two zones: refrigerated and non-perishable.
Inventory adjustments are made regularly due to lack of inventory controls.

Inventory Data
Item numbers are inconsistent and were set up as "smart-numbering," such as 1-23-PKL and 44-24-PICK.

Cucumbers are not grown by Munson's Pickles and Preserves Farm and may be sourced from local farmers.
Pickles come in bottle sizes of 8 oz, 16 oz, 32 oz. The bottles are packed in cases.

Pickles may be spear, chip, or whole shapes within the bottles. This does not impact the cost of the pickles when they are the same flavor.
Pickle flavors are sweet, spicy, and dill. The flavors vary in price.

Preserves come in multiple flavors, such as mango, strawberry, and grape. These are seasonal items only.

Due to the varying flavors and quantities, the preserves are owned by the vendor until they are sold. The mango preserves require refrigeration. The other preserves do not require refrigeration.
Many items are sold as accessories or supplies for pickling.

Some items within inventory have an expiration date, such as vinegar.

Fast-moving items are identified by inventory turns per quarter. Sweet and spicy pickles are the most popular.
Purchasing and Sales
Munson's Pickles and Preserves Farm has an online store that can be found at munsonspicklesandpreservesfarm.com.
The online store is limited to a subset of products that are accessories only, such as bottles and jars.

A new product line of kosher pickles is going to be distributed by Munson's Pickles and Preserves Farm.

VendorA is the largest vendor that Munson's Pickles and Preserves Farm buys products from. Munson's

Pickles and Preserves Farm's second largest vendor is VendorB.
Requirements
Warehousing
The warehouse manager requires fast-moving items to be easily accessible to the order pickers in AisleA,

with no more than one item per bin location in AisleA. Both sweet and spicy pickles have more inventory than will fit in AisleA, resulting in bulk location storage.
- Spicy pickles must have no less than half of a pallet in AisleA at any time.
- Sweet pickles must have enough inventory in AisleA prior to creating waves for warehouse work.
Strawberry preserves are selling slowly this season. They are put away in higher bin locations because they are not considered fast-moving items
Inventory & Data
Item numbers must be set up to create a streamlined numbering system. Munson's Pickles and Preserves

Farm requires that the old item number be stored in Dynamics 365 for cross reference purposes. Munson's Pickles and Preserves Farm has settled on 0000001 as the item format for pickles instead of 1-23-PKL.
PKL will be stored as an attribute.
Item numbers for pickles must be consolidated where possible into a single item number, regardless of bottle size.
Cucumbers must be sold at actual cost because they are a special order.

Kosher pickles must be set up in the item master. The kosher pickles are the same size jars and flavors as the other pickles, except that they have a kosher designation and will be slightly more expensive.
Vinegar and other perishable items must have date tracking for the manufacturer's batch number and expiration date of the product.
A batch of mango preserves had to be thrown away because the warehouse workers put away the product into the non-perishable zone.
Purchasing & Sales
Cucumbers must be sourced from local vendors for special orders only.

Munson's Pickles and Preserves Farm recently signed an exclusivity agreement with VendorA, and buyers must now only purchase from VendorA.
VendorA recently purchased a competitor company, VendorB. VendorA wants to ensure that all agreements with VendorA also apply to VendorB while they work on merging the two companies into one.
VendorC sells preserves to Munson's Pickles and Preserves Farm and requires the following:

- Shipment requirement: VendorC owns the product after shipment to Munson's Pickles and Preserves Farm until the time of sale.
- On-hand requirement: VendorC has access to view on-hand preserve inventory at Munson's Pickles and Preserves Farm warehouse.

Issues:
CustomerD reports that the vinegar they ordered had a week left before it expired when they received it.

This did not give CustomerD enough time to use the vinegar before they had to dispose of it. CustomerD

now requires that all vinegar has more than 30 days left before the expiration date.
A customer calls and states that they ordered kosher pickles and received regular pickles. Inventory Control

Clerk 2 reports that kosher and non-kosher pickles of the same variety are in the same warehouse location, contributing to the picking errors.
A salesperson reports that the margin is incorrect on a customer's special order because the cucumber cost was for the most recent receipt of cucumbers, not the cucumbers received for the specific customer order.
An internal audit revealed that large quantities of pickles were missing and written off as damaged on multiple occasions cover the past year. No documentation or explanation of the write offs exist. There is no documentation of disposal, and no approval from management to substantiate that the pickles were not stolen.
Jars of pickles are received as eaches. Case counts of pickle jars vary by size:

- 8 oz jars are 12 per case
- 16 oz jars are 6 per case
- The varied counts in each case create overhead in the warehouse.
The receiving clerk in the warehouse wants to ensure that broken bottles of vinegar are moved to a damage location named LocationA. Expired vinegar should be moved to a return-to-vendor location named LocationB. All other vinegar should be put away and sold according to normal location directives.
Operator1 is picking a pallet of strawberry preserves from a location to the shipping dock.
While picking up the pallet, Operator1 drops the pallet. Operator1 must make sure that the strawberry preserves are not available for shipment until the damage is evaluated.
Operator2 tries to print wave labels that contain item 0000001. The labels start to print and then jam. At the same time, the printer battery needs to be recharged and the labels need to be reprinted.