Applying business knowledge to a complex global problem

Practice

Recall it first, then use it — testing yourself builds the memory, where rereading the notes above only feels easier.

Recall and application shuffled together — you have to work out what each item wants before you can answer it, which is the part the exam actually tests. Both kinds feed the same spacing schedule, so anything you miss comes back sooner.

Say the answer out loud before flipping — that attempt is where the learning happens, even when you get it wrong.

Exam-style only. Instant feedback, shuffled each attempt, best score saved on this device.

What actually comes up

One task, four parts (a)–(d), every year, built entirely from named Resources in the booklet about one real company. Marking is holistic per part on a 0–8 scale (roughly 3/5/7 to cross Achieved/Merit/Excellence), so a weak part can be offset by strong ones elsewhere. The pattern below repeats almost mechanically: two cause-then-effect parts, and two "compare two options and recommend" parts, in some order.

Across 4 years

The pattern — what to prepare

The 2022 paper ↗ Marking schedule ↗

Part (a) — New housing models for the Pacific

Constructocity, a NZ construction business now expanding into the Pacific Islands, has found its NZ/Australia housing models do not suit that market and must design new ones.

• a(i) Using Resources A and B, explain the cause of new models having to be developed by Constructocity for the Pacific Islands. Achieved
• a(ii) Explain an effect the development of new models would have on the business. Merit

Part (b) — Total Quality Management or Quality Control

Constructocity has received negative reviews in NZ suggesting corner-cutting, and is investigating a quality management system.

• b(i) Using Resource C, explain one positive effect that choosing to use Total Quality Management would have on the business. Achieved
• b(ii) Using Resource D, explain one positive effect that choosing to use Quality Control would have on the business. Merit
• b(iii) Which of the two quality management systems would you recommend? Justify your recommendation, including any new information, by explaining why it would be a better solution for Constructocity. Excellence

Part (c) — Supply chain issues

Supply chain issues have caused a shortage in the availability of building materials for Constructocity.

• c(i) Using Resource E, explain one possible impact on Constructocity of the supply chain issues it is currently facing. Achieved
• c(ii) Using Resource E, explain one possible impact on the employees of Constructocity of the supply chain issues it is currently facing. Merit

Part (d) — Two cranes for precast concrete panels

Diversifying into precast concrete panels, Constructocity must choose between two cranes to lift and position the panels.

• d(i) Using Resources F and G, explain one positive effect that choosing Crane A will have on Constructocity. Achieved
• d(ii) Using Resources F and G, explain one positive effect that choosing Crane B will have on Constructocity. Merit
• d(iii) Which of the two cranes would you recommend for Constructocity? Justify your recommendation, including any new information, by explaining why it would be the better solution for Constructocity. Excellence

The 2025 paper ↗ Marking schedule ↗

Part (a) — Belgium sales

Hardibox, a NZ plastic storage-solutions exporter to 86 countries, has had lower-than-expected sales since stocking a major Belgian department store.

• a(i) Explain one possible reason for sales of Hardibox's products being lower than expected in Belgium. Achieved
• a(ii) Explain the effect the lower-than-expected sales in Belgium may have on Hardibox's profit. Merit

Part (b) — Restocking

Consumers across Europe are often unable to buy Hardibox's storage boxes because stock is not being replaced quickly enough.

• b(i) Explain one possible reason for Hardibox's products not being replaced as quickly as necessary. Achieved
• b(ii) Explain the effect that the unavailability of products may have on Hardibox's market share. Merit

Part (c) — Berlin or Rotterdam

Hardibox is deciding whether to keep its European distribution warehouse in Berlin or move it to Rotterdam, which is closer to its established Western European markets.

• Extra Rotterdam lease cost: $2,400/month ($28,800/year)
• Rotterdam is ~600 km closer to London and Paris, 3 km from the port vs 300 km for Berlin

• c(i) Explain one advantage to Hardibox of moving their distribution warehouse to Rotterdam. Achieved
• c(ii) Explain one disadvantage to Hardibox of moving their distribution warehouse to Rotterdam. Merit
• c(iii) Would you recommend that Hardibox move their distribution warehouse to Rotterdam? Justify your recommendation, including any new information. Excellence

Part (d) — Two injection moulding machines

Hardibox needs a new injection moulding machine to make a redesigned lunch box, and has narrowed the choice to two.

• Machine A: electric, $52,000, 0.75 kWh/hr, 140 lunch boxes/hr
• Machine B: hydraulic, $39,000, 2.25 kWh/hr, 95 lunch boxes/hr, $9,000 less staff training

• d(i) Explain one benefit to Hardibox of purchasing Machine A. Achieved
• d(ii) Explain one benefit to Hardibox of purchasing Machine B. Merit
• d(iii) Which of the two injection moulding machine options would you recommend for Hardibox? Justify your recommendation, including any new information. Excellence

The 2024 paper ↗ Marking schedule ↗

Part (a) — Two manufacturers in India

Manaia Tala, a NZ clothing and jewellery company built around environmental sustainability and social responsibility (living wage, ethical labour), needs to outsource one clothing line and is choosing between two Indian manufacturers.

• Ramand Mill: "Very good" environmental rating, 7.4 social compliance score, minimum order 200
• Bahl Textiles: "Good" environmental rating, 9.4 social compliance score, minimum order 500

• a(i) Explain one benefit to Manaia Tala of using Ramand Mill to manufacture their clothing. Achieved
• a(ii) Explain one benefit to Manaia Tala of using Bahl Textiles to manufacture their clothing. Merit
• a(iii) Which of the two manufacturers would you recommend for Manaia Tala? Justify your recommendation, including any new information. Excellence

Part (b) — A quality assurance system

The first overseas production run failed to meet Manaia Tala's quality expectations, so they have introduced a quality assurance system.

• b(i) Explain one possible cause for the quality expectations of Manaia Tala not being met. Achieved
• b(ii) Explain the effect the introduction of a quality assurance system will likely have on the economic sustainability of Manaia Tala. Merit

Part (c) — Shipping delays and a free trade agreement

Manaia Tala has faced delays receiving orders from India, and New Zealand is considering a free trade agreement with India.

• No direct flight India–NZ: ~8 days by air, up to 63 days by sea

• c(i) Explain one possible cause for the delay in receiving of orders by Manaia Tala. Achieved
• c(ii) Explain how the New Zealand government securing a free trade agreement with India could benefit Manaia Tala. Merit

Part (d) — Two design-software options

Manaia Tala's garment-design software is no longer fit for purpose; the choice has narrowed to two options.

• Garment Creator Suite:
  2,000 up-front, 11% average rate of return
• Stitch Sculpt: $595/month (
  05/month cheaper), online support, $2,500 cheaper up-front, 9% average rate of return

• d(i) Explain one positive effect choosing Garment Creator Suite would have on Manaia Tala. Achieved
• d(ii) Explain one positive effect choosing Stitch Sculpt would have on Manaia Tala. Merit
• d(iii) Which of the two software choices would you recommend for Manaia Tala? Justify your recommendation, including any new information. Excellence

The 2023 paper ↗ Marking schedule ↗

Part (a) — Quality complaints

Village Chocolates, a small-batch craft chocolate maker using ethically sourced Ghanaian cacao and Fairtrade sugar, has received complaints about inconsistent quality and is introducing a quality management system.

• a(i) Explain one possible cause of the complaints received by Village Chocolates relating to inconsistency of quality. Achieved
• a(ii) Explain the effect the introduction of a quality management system will likely have on employees at Village Chocolates. Merit

Part (b) — Two cacao-bean growing cooperatives

Village Chocolates (using 4,500 kg of cacao beans a year) is choosing a new cacao supplier between growing cooperatives in Vanuatu and Peru.

• Vanuatu: ~8,000 km closer, gold award in a 2020 chocolate industry award
• Peru: $0.45/kg cheaper (≈$2,025/year saving on 4,500 kg), silver award in 2022

• b(i) Explain one benefit to Village Chocolates of using the supplier in Vanuatu. Achieved
• b(ii) Explain one benefit to Village Chocolates of using the supplier in Peru. Merit
• b(iii) Which of the two suppliers would you recommend for Village Chocolates? Justify your recommendation, including any new information. Excellence

Part (c) — Two sites

Village Chocolates' Martinborough factory is at full capacity, and it is deciding between leasing a larger site in Martinborough or nearby Greytown.

• Martinborough: $95,000/year lease (≈
  5,000/year cheaper)
• Greytown: 600 m² (≈150 m² more floor space than Martinborough)

• c(i) Explain one positive effect choosing the Martinborough site would have on the business. Achieved
• c(ii) Explain one positive effect choosing the Greytown site would have on the business. Merit
• c(iii) Which of the two sites would you recommend for Village Chocolates? Justify your recommendation, including any new information, by explaining why it would be the better solution. Excellence

Part (d) — Growing exports to Qatar

Village Chocolates' exports to Australia have grown easily, but growth in Qatar (a market the NZ Government has flagged as high-growth) has been slower, with no free trade agreement in place (unlike ANZCERTA with Australia).

• d(i) Explain one possible cause of the challenges faced by Village Chocolates in increasing export orders from Qatar. Achieved
• d(ii) Explain the effect the challenges of expansion into Qatar could have on the profitability of the business. Merit

This standard grades holistically per part on a 0–8 scale, not the paper as a whole — cut scores of roughly 3/5/7 apply within each part, so read a sample answer as a single flowing explanation (Stated → Explained → Fully explained), not a checklist.

Past exams & resources

⏱ Timed opens the paper and starts a countdown matching the exam length. Official NZQA PDFs. If a link 404s, that year’s paper may sit under a slightly different code: browse the NZQA subject page.