{"version":1,"type":"rich","provider_name":"Libsyn","provider_url":"https:\/\/www.libsyn.com","height":90,"width":600,"title":"FLP 211. Operational Case Study (OCS) May Exam Deep Dive","description":"Host Kevin Gormley is joined once again by Alex Whelan from Kaplan to help candidates prepare for the May Operational Case Study (OCS) exam. Whether you\u2019re early in your preparation or refining your technique, Kevin and Alex provide practical insights to help you focus on what matters most: applying your knowledge to the case with confidence. Good luck to all candidates! Building on the popularity of their February episode, Kevin and Alex focus on the May case study scenario featuring SOPA, a family\u2011owned restaurant business operating in a competitive market. The discussion provides practical guidance on how students should interpret the pre\u2011seen, identify exam\u2011relevant issues, and approach answers across all OCS core activities.  This episode is especially valuable for candidates sitting their first CIMA Case Study exam and transitioning from Objective tests to a fully integrated, scenario\u2011based assessment. It  offers a concise but comprehensive roadmap for tackling the May 2026 OCS exam.  Key Topics Covered Case Study Overview: SOPA SOPA is a family\u2011owned restaurant chain operating across nine locations. The business operates in a highly competitive hospitality sector with tightening margins. Strong revenue growth and profitability, but operational and strategic risks are emerging. Heavy reliance on customer reviews, staff morale, and brand reputation. Industry themes include: Rising labour and food costs Low consumer confidence Staffing shortages Cost\u2011of\u2011living pressures   Strengths and Risks in the Pre\u2011Seen: Positives Strong revenue and gross margin growth (outperforming the market) Healthy cash position and working capital Loyal customer base and sustainability credentials Standardised menus and processes   Strengths and Risks in the Pre\u2011Seen: Risks & Weaknesses Declining customer reviews High staff turnover and morale concerns High fixed\u2011cost base Dependence on single suppliers Potential over\u2011expansion risks   Expansion & Strategic Decisions Potential exam\u2011relevant initiatives discussed in the pre\u2011seen included: Opening new restaurants Launching a ghost kitchen Developing a branded dips product line Entering a new foreign market Exploring AI and digital ordering technology The move from B2C to B2B activities is highlighted as a significant operational and financial risk area that candidates should prepare to address.   Exam Focus: Core Activities Breakdown Alex walks through all six OCS core activities, highlighting what candidates should expect and where SOPA\u2011specific issues may arise: Core Activity A \u2013 Costing Marginal costing vs absorption costing New syllabus focus: Environmental and quality costing Digital vs traditional costing (apps, online ordering, IT support costs) Cost of quality (prevention, appraisal, internal & external failure) Core Activity B \u2013 Budgeting & Forecasting Incremental vs zero\u2011based budgeting (ZBB) Forecasting and seasonal trends Rolling budgets and beyond budgeting Importance of clearly explaining ZBB steps Core Activity C \u2013 Performance Management KPIs (occupancy rates, sustainability, quality, staff metrics) Variance analysis (including mix variances) Use of attachments and data in answers Core Activity D \u2013 Accounting & Reporting Reduced weighting but still examinable PPE decisions (buy vs lease) Inventory valuation (IAS 2) Capitalisation and depreciation Implications of sustainability investments (e.g. vertical farming) Core Activity E \u2013 Decision Making Relevant and incremental cash flows Outsourcing vs in\u2011house production (dips, ghost kitchen) Decision trees and expected values Linear programming and constraints Weighted average benefit analysis Core Activity F \u2013 Risk & Working Capital Inventory management (EOQ vs JIT) Working capital cycle (negative cycle at SOPA) Receivables emergence from B2B expansion Factoring and invoice discounting Cash surplus management and over\u2011trading risks How the Exam Is Marked Alex explains CIMA\u2019s four assessment pillars: Technical understanding Communication & professional tone Use of information provided (attachments) Application to the scenario   Key advice Refer to SOPA frequently \u2014 name the company, people, products, and locations. Use clear sub\u2011headings and structured answers. Justify recommendations clearly. Use planning time effectively. No calculations required \u2014 focus on explanation and application. Exam Tips & Final Advice Expect questions around ghost kitchens, expansion, and B2B risks Practice with mock exams and review model answers Focus on structure, relevance, and professionalism Remember: you must advise SOPA, not write generic theory Useful Links Finance Leadership Program: https:\/\/enroll.cgma.org CGMA Hub with Case Study Resources & Mock Exams Thanks for listening. It takes just a couple of minutes to share your feedback here. About Us The CGMA Finance Leadership Programme (FLP) is the online pathway to the prestigious Chartered Institute of Management Accountants\u2019 Professional Qualification. Find out more about the FLP at https:\/\/enroll.cgma.org\/ Get in touch with show host Kevin Gormley via LinkedIn. Contact the podcast team at podcast@aicpa-cima.com This is a podcast from AICPA & CIMA, together as the Association of International Certified Professional Accountants. To enjoy more conversations from our global community of accounting and finance professionals, explore our network of free shows here.   ","author_name":"FLP, the Finance Leadership Podcast","author_url":"https:\/\/beyonddisruption.libsyn.com\/flp","html":"