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 2025 · Halfpenny: showing 14 of 14 sub-tasks that match your filters (200 in all OCS sittings). Clear filters

May & Aug 2025 · Halfpenny

CIMA's post-exam materials for May & Aug 2025

Bakery · 14 sub-tasks shown

OCS past questions, May & Aug 2025 (Halfpenny): task, core activity, topic and our summary
Task	Core activity	Topic	What was asked (our summary)
V1 · Task 1(b)	Core activity E: Short-term decisions	Decisions under risk	Explaining decision data and the option a risk-neutral approach would choose.
V1 · Task 1(c)	Core activity E: Short-term decisions	Decisions under risk	Limitations of the data and of a risk-neutral approach.
V1 · Task 4(c)	Core activity E: Short-term decisions	Relevant costs and short-term decisions	Relevant and irrelevant costs for accepting a one-off contract.
V2 · Task 2(a)	Core activity E: Short-term decisions	Break-even analysis	Reading a break-even chart for fixed cost, profit, unit variable cost and break-even under each option.
V2 · Task 2(b)	Core activity E: Short-term decisions	Break-even analysis	Benefits and limitations of the break-even analysis.
V2 · Task 2(c)	Core activity E: Short-term decisions	Relevant costs and short-term decisions	Other factors in deciding whether to outsource some or all production of a new range.
V3 · Task 1(b)	Core activity E: Short-term decisions	Limiting factors and production plans	Explaining points on a production planning graph and what each means for output, resources and profit.
V3 · Task 4(c)	Core activity E: Short-term decisions	Decisions under risk	Choosing an extra production level with maximax, maximin and minimax regret, and where they conflict.
V4 · Task 1(b)	Core activity E: Short-term decisions	Relevant costs and short-term decisions	Identifying relevant costs for subcontracting a promotional campaign.
V4 · Task 1(c)	Core activity E: Short-term decisions	Relevant costs and short-term decisions	Two non-financial factors in the subcontracting decision.
V5 · Task 3(c)	Core activity E: Short-term decisions	Decisions under risk	Whether paying for perfect information was worthwhile under each market outcome.
V5 · Task 4(a)	Core activity E: Short-term decisions	Limiting factors and production plans	Using a graph to find the optimal production plan, and factors to weigh before acting on it.
V6 · Task 4(b)	Core activity E: Short-term decisions	Decisions under risk	Why a director chose a medium output level, and the effect of that choice.
V6 · Task 4(c)	Core activity E: Short-term decisions	Relevant costs and short-term decisions	Relevant and irrelevant items for accepting an event contract, and information still needed.

V1 · Task 1(b)Core activity E: Short-term decisions
Explaining decision data and the option a risk-neutral approach would choose.
Decisions under risk
V1 · Task 1(c)Core activity E: Short-term decisions
Limitations of the data and of a risk-neutral approach.
Decisions under risk
V1 · Task 4(c)Core activity E: Short-term decisions
Relevant and irrelevant costs for accepting a one-off contract.
Relevant costs and short-term decisions
V2 · Task 2(a)Core activity E: Short-term decisions
Reading a break-even chart for fixed cost, profit, unit variable cost and break-even under each option.
Break-even analysis
V2 · Task 2(b)Core activity E: Short-term decisions
Benefits and limitations of the break-even analysis.
Break-even analysis
V2 · Task 2(c)Core activity E: Short-term decisions
Other factors in deciding whether to outsource some or all production of a new range.
Relevant costs and short-term decisions
V3 · Task 1(b)Core activity E: Short-term decisions
Explaining points on a production planning graph and what each means for output, resources and profit.
Limiting factors and production plans
V3 · Task 4(c)Core activity E: Short-term decisions
Choosing an extra production level with maximax, maximin and minimax regret, and where they conflict.
Decisions under risk
V4 · Task 1(b)Core activity E: Short-term decisions
Identifying relevant costs for subcontracting a promotional campaign.
Relevant costs and short-term decisions
V4 · Task 1(c)Core activity E: Short-term decisions
Two non-financial factors in the subcontracting decision.
Relevant costs and short-term decisions
V5 · Task 3(c)Core activity E: Short-term decisions
Whether paying for perfect information was worthwhile under each market outcome.
Decisions under risk
V5 · Task 4(a)Core activity E: Short-term decisions
Using a graph to find the optimal production plan, and factors to weigh before acting on it.
Limiting factors and production plans
V6 · Task 4(b)Core activity E: Short-term decisions
Why a director chose a medium output level, and the effect of that choice.
Decisions under risk
V6 · Task 4(c)Core activity E: Short-term decisions
Relevant and irrelevant items for accepting an event contract, and information still needed.
Relevant costs and short-term decisions

See how we'd mark three OCS past questions