Operational level · OCS

CIMA OCS past questions by sitting

Every sub-task from recent Operational 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 · SoPa: showing 17 of 17 sub-tasks that match your filters (200 in all OCS sittings). Clear filters

May & Aug 2026 · SoPa

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

Restaurants · 17 sub-tasks shown

OCS past questions, May & Aug 2026 (SoPa): task, core activity, topic and our summary
Task	Core activity	Topic	What was asked (our summary)
V1 · Task 1(a)	Core activity E: Short-term decisions	Break-even analysis	Making in-house or outsourcing: read a break-even chart for profit, fixed and variable cost, break-even point and margin of safety.
V1 · Task 1(b)	Core activity E: Short-term decisions	Break-even analysis	Benefits and limitations of the break-even analysis behind the make-or-outsource choice.
V1 · Task 1(c)	Core activity E: Short-term decisions	Relevant costs and short-term decisions	Using weighted benefit scoring to support the in-house or outsource production decision.
V2 · Task 2(a)	Core activity E: Short-term decisions	Decisions under risk	Choosing restaurant capacity under maximax, maximin and minimax regret.
V2 · Task 2(b)	Core activity E: Short-term decisions	Decisions under risk	How probability estimates and decision makers' attitudes to risk affect the capacity decision.
V3 · Task 2(a)	Core activity E: Short-term decisions	Break-even analysis	Reading a chart to compare two suppliers' cost structures.
V3 · Task 2(b)	Core activity E: Short-term decisions	Decisions under risk	Choosing a supplier on expected purchase volume, and two limits of doing so.
V3 · Task 4(c)	Core activity E: Short-term decisions	Relevant costs and short-term decisions	Which costs are relevant to deciding whether to back a community project.
V4 · Task 2(a)	Core activity E: Short-term decisions	Decisions under risk	Interpreting a payoff table and its statistics for a marketing campaign choice.
V4 · Task 2(b)	Core activity E: Short-term decisions	Decisions under risk	Which campaign risk-neutral, risk-seeking and risk-averse managers would choose.
V4 · Task 4(c)	Core activity E: Short-term decisions	Relevant costs and short-term decisions	Non-financial factors in buying a maintenance contract or training own IT staff.
V5 · Task 2(a)	Core activity E: Short-term decisions	Decisions under risk	Interpreting a payoff table and its statistics for a supplier choice.
V5 · Task 2(b)	Core activity E: Short-term decisions	Decisions under risk	Which supplier risk-neutral, risk-seeking and risk-averse decision makers would choose.
V5 · Task 4(a)	Core activity E: Short-term decisions	Relevant costs and short-term decisions	Relevant and irrelevant costs in evaluating a supermarket supply contract.
V6 · Task 1(a)	Core activity E: Short-term decisions	Decisions under risk	What a decision tree shows for a set of linked options.
V6 · Task 1(b)	Core activity E: Short-term decisions	Decisions under risk	Using the decision tree on a risk-neutral basis to pick the best combination.
V6 · Task 1(c)	Core activity E: Short-term decisions	Decisions under risk	Two limitations of the approach and two other factors to weigh before deciding.

V1 · Task 1(a)Core activity E: Short-term decisions
Making in-house or outsourcing: read a break-even chart for profit, fixed and variable cost, break-even point and margin of safety.
Break-even analysis
V1 · Task 1(b)Core activity E: Short-term decisions
Benefits and limitations of the break-even analysis behind the make-or-outsource choice.
Break-even analysis
V1 · Task 1(c)Core activity E: Short-term decisions
Using weighted benefit scoring to support the in-house or outsource production decision.
Relevant costs and short-term decisions
V2 · Task 2(a)Core activity E: Short-term decisions
Choosing restaurant capacity under maximax, maximin and minimax regret.
Decisions under risk
V2 · Task 2(b)Core activity E: Short-term decisions
How probability estimates and decision makers' attitudes to risk affect the capacity decision.
Decisions under risk
V3 · Task 2(a)Core activity E: Short-term decisions
Reading a chart to compare two suppliers' cost structures.
Break-even analysis
V3 · Task 2(b)Core activity E: Short-term decisions
Choosing a supplier on expected purchase volume, and two limits of doing so.
Decisions under risk
V3 · Task 4(c)Core activity E: Short-term decisions
Which costs are relevant to deciding whether to back a community project.
Relevant costs and short-term decisions
V4 · Task 2(a)Core activity E: Short-term decisions
Interpreting a payoff table and its statistics for a marketing campaign choice.
Decisions under risk
V4 · Task 2(b)Core activity E: Short-term decisions
Which campaign risk-neutral, risk-seeking and risk-averse managers would choose.
Decisions under risk
V4 · Task 4(c)Core activity E: Short-term decisions
Non-financial factors in buying a maintenance contract or training own IT staff.
Relevant costs and short-term decisions
V5 · Task 2(a)Core activity E: Short-term decisions
Interpreting a payoff table and its statistics for a supplier choice.
Decisions under risk
V5 · Task 2(b)Core activity E: Short-term decisions
Which supplier risk-neutral, risk-seeking and risk-averse decision makers would choose.
Decisions under risk
V5 · Task 4(a)Core activity E: Short-term decisions
Relevant and irrelevant costs in evaluating a supermarket supply contract.
Relevant costs and short-term decisions
V6 · Task 1(a)Core activity E: Short-term decisions
What a decision tree shows for a set of linked options.
Decisions under risk
V6 · Task 1(b)Core activity E: Short-term decisions
Using the decision tree on a risk-neutral basis to pick the best combination.
Decisions under risk
V6 · Task 1(c)Core activity E: Short-term decisions
Two limitations of the approach and two other factors to weigh before deciding.
Decisions under risk

See how we'd mark three OCS past questions