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| Section | Objectives |
|---|---|
| Supplier Risk and Resilience | - Risk mitigation strategies - Business continuity planning - Risk identification and assessment - Supplier vulnerability analysis |
| Supply Chain Context | - Understanding the supply chain environment - Supplier market analysis - Stakeholder relationships in procurement |
| Ending and Reconfiguring Supplier Relationships | - Contract termination processes - Exit strategies and transition planning - Supplier base rationalisation - Managing relationship dissolution professionally |
| Managing Supplier Performance | - Key Performance Indicators (KPIs) - Scorecards and supplier audits - Performance measurement tools and techniques - Continuous improvement processes |
| Developing Supplier Relationships | - Partnership models and collaboration approaches - Trust and commitment in supplier partnerships - Supplier relationship management (SRM) frameworks - Relationship lifecycle stages |
| Supplier Segmentation and Categorisation | - Kraljic matrix and portfolio analysis - Supplier classification criteria - Strategic, tactical, and transactional suppliers |
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NEW QUESTION # 223
Which of the following would not affect rivalry in a marketplace? Select TWO.
Answer: B,C
Explanation:
Legislative changes wouldn't affect rivalry in a market as all suppliers would be equally as affected, the same with supply chain disruptions. Factors which do affect rivalry include; industry growth and decline, product differences, brand identity, switching costs, diversity of competitors and exit barriers. These are listed on p.41
NEW QUESTION # 224
Which of the following are typical examples of partnering between companies? Select the TWO that apply.
Answer: B,E
Explanation:
Joint ventures and strategic alliances are examples of partnerships as they involve collaboration between entities to achieve shared objectives. Sole traders and public limited companies describe organizational structures, not partnership types.
NEW QUESTION # 225
Under what circumstances should a competitive tender not be completed? Select TWO.
Answer: B,C
Explanation:
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.
NEW QUESTION # 226
A company has just hired a new cleaning firm to clean their offices. The specification for the clean was detailed in an appendix in the contract and included a list of pre-approved products that the cleaning firm should use. The cleaners that were sent to site had not read the contract and therefore did not use the appropriate products. What is the reason for the failure of this?
Answer: B
Explanation:
This is an example of poor-communication. The information was not passed from the person who signed the contract to the staff on site who were to do the cleaning. See p.158 on communication issues.
NEW QUESTION # 227
What is a disadvantage of including qualitative KPIs into a contract?
Answer: D
Explanation:
The correct answer is 'They are hard to measure' p.103
NEW QUESTION # 228
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