Management level · MCS

CIMA MCS past questions by sitting

Every sub-task from recent Management Case Study pre-seens, summarised in our own words and sorted by core activity. One sitting at a time, with the number of matching sub-tasks on each.

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May & Aug 2026 · Cartn: showing 15 of 48 sub-tasks.

May & Aug 2026 · Cartn

CIMA's post-exam materials for May & Aug 2026

Packaging · 15 sub-tasks shown

MCS past questions, May & Aug 2026 (Cartn): task, core activity, topic and our summary
Task	Core activity	Topic	What was asked (our summary)
V1 · Task 1(a)	Core activity A: Adding value	Business models and value	Whether a new packaging product proposal fits the company's business model.
V1 · Task 1(b)	Core activity B: Implementing decisions	Projects and project teams	Should the project team tackle technical design problems or recovering the investment first?
V1 · Task 2(a)	Core activity C: Performance and costs	Business risks	Mitigating commodity price, product and contractual inadequacy risks on the new product.
V1 · Task 2(b)	Core activity B: Implementing decisions	Financing and cost of capital	Features of borrowing that affect its suitability for funding the product's development.
V1 · Task 3(a)	Core activity D: Measuring performance	Accounting treatments	Accounting effects over two years if a major customer threatens to leave a purchase agreement.
V1 · Task 3(b)	Core activity E: Stakeholders	Transfer pricing	Difficulties measuring the opportunity cost of seconding design staff to an overseas office.
V1 · Task 4(a)	Core activity D: Measuring performance	Responsibility centres and performance measures	Balanced scorecard goals for the product development department.
V1 · Task 4(b)	Core activity E: Stakeholders	Integrated and sustainability reporting	Reporting the new product under intellectual and social and relationship capital.
V2 · Task 1(a)	Core activity E: Stakeholders	Stakeholders, negotiation and conflict	Approach and main issues in negotiating a settlement with a customer over a claim.
V2 · Task 1(b)	Core activity D: Measuring performance	Accounting treatments	Accounting for the customer's claim in the year-end financial statements.
V2 · Task 2(a)	Core activity C: Performance and costs	TQM, target and life-cycle costing	Whether the company can claim to have followed TQM on a problem order.
V2 · Task 2(b)	Core activity B: Implementing decisions	Responsibility centres and performance measures	Difficulties setting effective performance measures for the quality department.
V2 · Task 3(a)	Core activity A: Adding value	Investment appraisal and real options	Difficulties forecasting cash flows for developing and making a new material.
V2 · Task 3(b)	Core activity B: Implementing decisions	Investment appraisal and real options	Real options the board should weigh when evaluating the investment.
V2 · Task 4(a)	Core activity D: Measuring performance	Integrated and sustainability reporting	Whether a sustainability report may stress the green benefits of a product developed mainly for profit.

V1 · Task 1(a)Core activity A: Adding value
Whether a new packaging product proposal fits the company's business model.
Business models and value
V1 · Task 1(b)Core activity B: Implementing decisions
Should the project team tackle technical design problems or recovering the investment first?
Projects and project teams
V1 · Task 2(a)Core activity C: Performance and costs
Mitigating commodity price, product and contractual inadequacy risks on the new product.
Business risks
V1 · Task 2(b)Core activity B: Implementing decisions
Features of borrowing that affect its suitability for funding the product's development.
Financing and cost of capital
V1 · Task 3(a)Core activity D: Measuring performance
Accounting effects over two years if a major customer threatens to leave a purchase agreement.
Accounting treatments
V1 · Task 3(b)Core activity E: Stakeholders
Difficulties measuring the opportunity cost of seconding design staff to an overseas office.
Transfer pricing
V1 · Task 4(a)Core activity D: Measuring performance
Balanced scorecard goals for the product development department.
Responsibility centres and performance measures
V1 · Task 4(b)Core activity E: Stakeholders
Reporting the new product under intellectual and social and relationship capital.
Integrated and sustainability reporting
V2 · Task 1(a)Core activity E: Stakeholders
Approach and main issues in negotiating a settlement with a customer over a claim.
Stakeholders, negotiation and conflict
V2 · Task 1(b)Core activity D: Measuring performance
Accounting for the customer's claim in the year-end financial statements.
Accounting treatments
V2 · Task 2(a)Core activity C: Performance and costs
Whether the company can claim to have followed TQM on a problem order.
TQM, target and life-cycle costing
V2 · Task 2(b)Core activity B: Implementing decisions
Difficulties setting effective performance measures for the quality department.
Responsibility centres and performance measures
V2 · Task 3(a)Core activity A: Adding value
Difficulties forecasting cash flows for developing and making a new material.
Investment appraisal and real options
V2 · Task 3(b)Core activity B: Implementing decisions
Real options the board should weigh when evaluating the investment.
Investment appraisal and real options
V2 · Task 4(a)Core activity D: Measuring performance
Whether a sustainability report may stress the green benefits of a product developed mainly for profit.
Integrated and sustainability reporting

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