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| Section | Weight | Objectives |
|---|
| Improving Supplier Relationships | 15% | - Process improvement and value creation - Risk management and resilience - Sustainability and ethical considerations
|
| Conflict and Dispute Resolution | 20% | - Sources of conflict in relationships - Approaches to negotiation and resolution
- 1. Negotiation styles and techniques
- 2. Formal and informal dispute resolution
|
| Approaches to Managing Supplier Relationships | 35% | - Relationship management strategies
- 1. Contractual and relational governance
- 2. Partnership and collaborative approaches
- Communication and stakeholder engagement
- 1. Effective communication protocols
- 2. Managing internal and external stakeholders
- Supplier selection and evaluation
- 1. Criteria and methods for selection
- 2. Performance measurement and monitoring
|
| Dynamics of Relationships in Supply Chains | 30% | - Sources of added value through relationships - Types of commercial relationships
- 1. Internal and external relationships
- 2. Relationship spectrum and life cycle
- Competitive forces and external factors
- 1. Porter's five forces
- 2. STEEPLED influences
- Portfolio analysis techniques
- 1. Developing improvement action plans
- 2. Matrices for positioning and assessment
|
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2026 L4M6 Preparation Store Pass Certify | Reliable L4M6 Real Questions: CIPS Supplier Relationships
The CIPS L4M6 web-based practice exam software can be easily accessed through browsers like Safari, Google Chrome, and Firefox. The customers do not need to download or install excessive software or applications to take the CIPS Supplier Relationships (L4M6) web-based practice exam. The L4M6 web-based practice exam software format can be accessed through any operating system like Windows or Mac.
CIPS Supplier Relationships Sample Questions (Q105-Q110):
NEW QUESTION # 105
Which of the following is a way of improving supplier commitment and loyalty?
- A. Providing guaranteed order levels
- B. Imposing excessive performance penalties
- C. Over-promising the supplier future work
- D. Have a stand-off approach to the relationship
Answer: A
Explanation:
Improving supplier commitment and loyalty is a core theme of Supplier Relationship Management (SRM) within L4M6. CIPS emphasises that long-term, collaborative relationships encourage suppliers to invest time, resources, and innovation into the buyer relationship.
Providing guaranteed order levels reduces supplier uncertainty and risk, improving trust and encouraging commitment. This aligns with the concept of mutual dependency and relationship stability, which strengthens supplier loyalty.
The other options are incorrect because:
* A stand-off approach discourages collaboration
* Over-promising future work damages trust if unmet
* Excessive penalties create adversarial relationships
L4M6 Reference:
* Learning Outcome 3: Understand approaches to managing supplier relationships
* Topic: Supplier commitment, trust, and collaboration
* CIPS L4M6 Study Guide - Relationship spectrum and SRM principles
NEW QUESTION # 106
Debbie is a procurement manager at a small manufacturer company. She had a contract in place with a company that provides uniforms, but finds that she doesn't need to order much from them as the staff re-wear the same clothes to work. The contract has now expired. Should Debbie do a Competitive Tender to source a new contract?
- A. No- Debbie should continue using the same supplier- it doesn't matter that the contract has expired.
- B. Yes - the contract has now expired so she must do a new competitive tender
- C. No- the contract is not of significant value
- D. Yes- competitive tender is the only option to procure uniforms
Answer: C
Explanation:
The correct answer is 'no-the contract is not of significant value'. CIPS state that competitive tenders should only be used when 'the item or service is of significant value' p.73. Debbie could continue using the same supplier, but she should organise a contract extension or a new contract if she does.
NEW QUESTION # 107
Brian Air is a company that is trying to break into the air transport market. Which of the following could be barriers to entry for Brian Air? Select THREE
- A. access to capital
- B. health and safety
- C. economies of scale
- D. ethical sourcing
- E. licences and permits
Answer: A,C,E
Explanation:
Barriers to entry are economies of scale (in the air travel industry you can't just start off small and grow), access to capital (you need to already have a lot of money to buy airplanes) and licences and permits (you need to ensure you have the correct licences to fly planes). These are listed on p.41. Other barriers include; strong brand identity already dominant in the market, high switching costs for buyers, access to distribution networks and government policy.
NEW QUESTION # 108
At what stage of the relationship cycle could you use Carter's 10 Cs?
- A. on-boarding
- B. qualification
- C. segmentation and risk management
- D. development and innovation
Answer: B
Explanation:
Carter's 10 Cs are a way to qualify (aka shortlist) a supplier. See p.11 for more details on this and p.10 for the stages of the relationship cycle.
NEW QUESTION # 109
A team within a manufacturing company have been tasked to develop a new product for production. Initially, the team had a lot of ideas but disagreed on the design. They have now agreed and finalised the design and have assigned roles within the team, but are yet to complete the first production run. What stage of development is the team?
- A. Storming
- B. Performing
- C. Forming
- D. Norming
Answer: D
Explanation:
In the Norming stage of Tuckman's model of team development, teams begin to resolve their differences, appreciate each other's strengths, and respect authority. Agreement on design and role assignment indicates the team has moved past conflict (Storming) and is now functioning collaboratively, although not yet fully productive (Performing).
NEW QUESTION # 110
......
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