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| Section | Objectives |
|---|---|
| Topic 1: Managing Supplier Relationships | - Contract and relationship control
|
| Topic 2: Dynamics of Supplier Relationships | - Nature of buyer-supplier relationships
|
| Topic 3: Partnering and Collaboration | - Supply chain integration
|
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問題 #48
Which of the following statements are true regarding the characteristics of a restricted market? Select TWO that apply.
* The marketplace is heavily regulated by Governments and legislation
* Existing suppliers within the marketplace offer excellent services
* There are many suppliers already in operation within the marketplace
* High financial investment is required to enter the marketplace
答案：A
解題說明：
Comprehensive and Detailed Explanation:
A restricted market is characterized by high barriers to entry, often due to stringent government regulations and the need for substantial financial investment. These factors limit the number of new entrants, resulting in a market dominated by a few established suppliers. While existing suppliers may offer excellent services, the key defining features of a restricted market are the regulatory constraints and the significant capital required to compete.
Reference:
CIPS L4M6 Study Guide
問題 #49
Under what circumstances should a competitive tender not be completed? Select TWO.
答案：A,D
解題說明：
Note the word 'NOT' in the question. In order for a competitive tender to be successful, there should be a clear specification in place (i.e. you need to know what you want, in order for suppliers to bid for it).
Competitive tendering should also only be used for high value purchases; it's time consuming to do, so you wouldn't do it for low value items such as pens for the office. Therefore the correct answer to this question is
'items are of low value' and 'there isn't a clear specification'. There's a useful table on p.73 of when you would and wouldn't use a competitive tender.
問題 #50
Red Manufacturing work with around 40 different suppliers. One of these suppliers is Blue Business. Red Manufacturing order regularly from Blue Business, and have never had any issues with their performance.
The materials Blue Business supply are of low value and there are several other suppliers of these materials in the market. What type of relationship should Red Manufacturing seek to have with Blue Manufacturing?
答案：C
解題說明：
The correct answer is 'arms length'. This is a tactical purchase (as it is low value) and keeping the supplier at arms-length means that Red Manufacturing could possibly exploit them to reduce their prices (think back to the Kraljic matrix and where Blue Business would likely fall). A Partnership or Single- Source relationship requires investment into the relationship, and as the products are low value and Red Manufacturing have a lot of other suppliers, they should not be investing time in developing that relationship with Blue Business. An adversarial relationship wouldn't be advantageous as it may lower the performance of the supplier. See the relationship spectrum on p.5 - this is a hot topic for the exam
問題 #51
The Queen Victoria is a traditional British pub which serves a range of alcoholic beverages. It has a partnership relationship with a local brewery which supplies several types of beer and cider. Logistics is a key concern for the Queen Victoria as deliveries must be made when there is room in the cellar to store the barrels of beer and cider. In what ways could the logistics risk be reduced?
答案：D
解題說明：
The logistics risk can be reduced by 'Sharing up-to-date information'. If the Pub tells the supplier when it's running low, they can then time the deliveries more accurately. P. 136. A lot of the questions on the
'Partnerships' chapters of the book are common-sense questions like this. It involves reading the question and using logic, rather than relying on your knowledge of procurement. If you found this question easy - that's a good sign for the exam.
問題 #52
Which of the following occurs in the growth stage of the relationship lifecycle?
答案：A
解題說明：
CIPS explains that supplier relationships move through a lifecycle typically consisting of initiation, growth, maturity, and exit/renewal.
During the growth stage, the relationship is developing and expanding. As interaction increases, it is common for:
* Operational challenges to arise
* Differences in expectations to surface
* Conflicts to emerge that must be managed collaboratively
Negotiating terms occurs at the initiation stage, achieving aims occurs during maturity, and learning lessons is associated with exit or renewal.
L4M6 Reference:
* Learning Outcome 3: Understand approaches to managing supplier relationships
* Topic: Relationship lifecycle management
* CIPS L4M6 Study Guide - Stages of supplier relationships
問題 #53
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