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| Section | Objectives |
|---|---|
| Supply Chain Context | - Understanding the supply chain environment - Supplier market analysis - Stakeholder relationships in procurement |
| Supplier Segmentation and Categorisation | - Supplier classification criteria - Strategic, tactical, and transactional suppliers - Kraljic matrix and portfolio analysis |
| Ending and Reconfiguring Supplier Relationships | - Managing relationship dissolution professionally - Exit strategies and transition planning - Supplier base rationalisation - Contract termination processes |
| Developing Supplier Relationships | - Supplier relationship management (SRM) frameworks - Trust and commitment in supplier partnerships - Partnership models and collaboration approaches - Relationship lifecycle stages |
| Supplier Risk and Resilience | - Business continuity planning - Risk mitigation strategies - Supplier vulnerability analysis - Risk identification and assessment |
| Managing Supplier Performance | - Performance measurement tools and techniques - Key Performance Indicators (KPIs) - Scorecards and supplier audits - Continuous improvement processes |
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189. Frage
Which of the following are value-added benefits? Select THREE that apply.
Antwort: B,C,E
Begründung:
Value-added benefits are additional services offered by suppliers that enhance the buyer's operations without significant additional cost. These typically include:
* Free training (A) - improves buyer staff skills.
* Customer service hotlines (C) - improves responsiveness and support.
* Expert consulting services (D) - provides specialist knowledge.
Options B, E, and F are operational necessities, not "value-added extras."
190. Frage
The executive board of a manufacturing company is requesting support from the procurement team because the company needs to improve its levels of profitability. After segmenting the overall spend by value and risk of supply, the senior buyer for the company is planning to undertake a cost modelling activity. This will be undertaken with a cross-organisational team of internal stakeholders and key strategic suppliers. What would be the buyer's initial objective from the cost modelling activity?
Antwort: D
Begründung:
The primary objective of cost modelling is to dissect and comprehend the components that constitute a supplier's pricing. By understanding the supplier's pricing strategy, the buyer can identify cost drivers, negotiate more effectively, and seek opportunities for cost savings. This approach aligns with the CIPS L4M6 guidelines, emphasizing the importance of transparency and collaboration in supplier relationships.
191. Frage
Which of the following are characteristics that differentiate between a partnership relationship and traditional contracting relationships? Select THREE.
Antwort: A,C,D
Begründung:
The correct answers are; no tender process, early supplier involvement and no defined end-period. A partnership wouldn't automatically mean lower costs, and in a partnership the KPIs are usually a joint performance measurement rather than set to the supplier. For more information on the difference between partnerships and contractual relationships see p.124-5
192. Frage
Gabriel is a procurement manager who wishes to explore a new avenue to procure products for his company. His manager has told him that he should invite internal stakeholders to a meeting to get their feedback. Who should Gabriel invite? Select THREE.
Antwort: A,B,C
Begründung:
Internal stakeholders are those who work within the business so include the legal department, employees and end-users. End-users mean those people and departments who will be using the product or service. For example if Gabriel is procuring new software- an end-user would be anyone who would be using that software (whether they're employees, volunteers or agencies). CIPS outlines types of stakeholders on p.64
193. Frage
Which of the following statements is an advantage to the buyer of early supplier involvement? Select the THREE that apply.
Antwort: A,E,F
Begründung:
Early Supplier Involvement (ESI) offers several advantages to buyers:
* Shared expertise for problem solving: Engaging suppliers early allows for collaborative problem- solving, leveraging the supplier's specialized knowledge to enhance product development.
* Improved understanding of seller capabilities: Early engagement provides insights into the supplier's capabilities, facilitating better alignment with project requirements.
* Lower development costs: Collaborative efforts in the early stages can lead to cost savings by identifying efficiencies and reducing the need for later-stage modifications.
These benefits are highlighted in the CIPS Intelligence Hub:
"ESI can bring significant benefits to your organisation, due to the involvement of suppliers in the initial stages of product development... Here are some additional benefits that your organisation will see when adopting ESI... Helps to reduce cost... Integrates supplier capabilities in the manufacturers supply chain..."
- CIPS Intelligence Hub: Early Supplier Involvement
194. Frage
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