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Updated: Aug 17, 2026

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Accountant CIMA-SCS Exam Overview:

Certification Vendor:CIMA (Chartered Institute of Management Accountants)
Exam Name:Strategic Case Study Exam (SCS)
Exam Number:CIMA-SCS
Exam Format:Computer-based case study exam, Pre-seen material + unseen updates, Written response tasks, Integrated scenario-based questions
Passing Score:80/150
Exam Duration:180 minutes
Certificate Validity Period:No fixed expiry; CGMA designation requires ongoing CPD and membership maintenance
Available Languages:English
Real Exam Qty:One integrated case study with multiple requirements/tasks (not fixed number of questions)
Related Certifications:CIMA Operational Level Case Study
CIMA Management Level Case Study
CIMA E3 Strategic Management
CIMA P3 Risk Management
CIMA F3 Financial Strategy
Exam Price:Approximately £190–£220 GBP (varies by region and tax)
Recommended Training:BPP CIMA Courses
Kaplan CIMA SCS Training
Exam Registration:Pearson VUE CIMA Exams
CIMA Exam Booking Portal
Sample Questions:Accountant CIMA-SCS Sample Questions
Exam Way:Computer-based exam delivered via Pearson VUE test centers and online proctored options (where available)
Pre Condition:Completion of CIMA Operational Level and Management Level Case Study exams (or exemptions), plus completion of E3, P3, and F3 Strategic Level subjects before attempting the SCS exam
Official Syllabus URL:https://www.aicpa-cima.com/cimaexams

Accountant CIMA-SCS Exam Syllabus Topics:

SectionObjectives
Financial Strategy- Value creation and financial governance
  • 1. Financial risk management
    • 2. Shareholder value analysis
      - Investment and financing decisions
      • 1. Investment appraisal
        • 2. Capital structure considerations
          Strategy Development- Strategy formulation
          • 1. Business model design
            • 2. Corporate strategy options
              - Strategic analysis and diagnosis
              • 1. Internal capability assessment
                • 2. Strategic position evaluation
                  • 3. External environment analysis
                    Digital Strategy and Sustainability- Sustainability and ESG
                    • 1. Environmental and social impact
                      • 2. Sustainable business strategy
                        - Digital transformation
                        • 1. Technology-enabled business models
                          • 2. Data-driven decision making
                            Strategy Implementation- Performance management systems
                            • 1. KPIs and dashboards
                              • 2. Strategic performance measurement
                                - Organisational change and execution
                                • 1. Change management
                                  • 2. Project and program delivery
                                    Risk Management and Governance- Enterprise risk management
                                    • 1. Risk mitigation strategies
                                      • 2. Risk identification and assessment
                                        - Corporate governance
                                        • 1. Ethics and compliance
                                          • 2. Board responsibilities

                                            Accountant Strategic Case Study Sample Questions:

                                            1. - Prioritises risks and focuses investment on the most important
                                            - Keeps the board informed of risks
                                            - Ensures a variety of risk-mitigating controls are in place
                                            - Allocates responsibility for control actions and sets deadlines
                                            - Provides evidence of proactive risk management to internal and external parties.

                                            A) Reasons to use a risk register
                                            B) Responses to unethical behaviour
                                            C) Risks of robotics for Daistruk
                                            D) Roles of the chief executive


                                            2. Beverages (Cold beverages)

                                            A) H
                                            B) J
                                            C) C
                                            D) F


                                            3. 1) Where to compete- which markets, which products
                                            2) how to compete- what should be the basis for our competitive advantage eg cost leader or differentiator
                                            3) which investment vehicle to use- organic growth, acquisition, JV, merger, strategic alliance

                                            A) Scrip dividend
                                            B) Strategic Options
                                            C) Signalling effect
                                            D) Sensitive Information


                                            4. Five forces examines an organisations industry
                                            *New entrants- barriers to entry?
                                            *Power of suppliers- industry is dominated by few suppliers
                                            *Substitutes- satisfy the same need
                                            *power of buyers- high when there is a concentration of buyers
                                            *Rivalry amongst competitors
                                            Conclusion: desirable situation is where there is weak suppliers and buyers, few substitutes, high barriers to entry and little rivalry

                                            A) Ansoff- The Product/market Growth Framework
                                            B) The Bird In The Hand Argument
                                            C) Porter's Five Forces
                                            D) Five Forces Model


                                            5. - Training on cyber security upon starting at company and refreshed annually
                                            - Policies for staff set up
                                            - Hardware controls such as biometrics
                                            - Software controls such as passwords, 2FA, tokens
                                            - Should not use personal devices

                                            A) Internal controls to prevent fraud
                                            B) Benefits of robotics for Daistruk
                                            C) Technological factors (reputational risk)
                                            D) Internal controls to prevent stolen data


                                            Solutions:

                                            Question # 1
                                            Answer: A
                                            Question # 2
                                            Answer: C
                                            Question # 3
                                            Answer: B
                                            Question # 4
                                            Answer: C
                                            Question # 5
                                            Answer: D

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