現實的L4M6學習指南和資格考試的領導者與權威的L4M6：CIPS Supplier Relationships

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CIPS L4M6 Exam Syllabus Topics:

SectionObjectives
Topic 1: Managing Supplier Performance- Scorecards and supplier audits
- Continuous improvement processes
- Performance measurement tools and techniques
- Key Performance Indicators (KPIs)
Topic 2: Supplier Segmentation and Categorisation- Supplier classification criteria
- Strategic, tactical, and transactional suppliers
- Kraljic matrix and portfolio analysis
Topic 3: Developing Supplier Relationships- Partnership models and collaboration approaches
- Relationship lifecycle stages
- Supplier relationship management (SRM) frameworks
- Trust and commitment in supplier partnerships
Topic 4: Ending and Reconfiguring Supplier Relationships- Supplier base rationalisation
- Managing relationship dissolution professionally
- Exit strategies and transition planning
- Contract termination processes
Topic 5: Supply Chain Context- Supplier market analysis
- Understanding the supply chain environment
- Stakeholder relationships in procurement
Topic 6: Supplier Risk and Resilience- Risk mitigation strategies
- Risk identification and assessment
- Supplier vulnerability analysis
- Business continuity planning

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最新的 CIPS Level 4 Diploma in Procurement and Supply L4M6 免費考試真題 (Q63-Q68):

問題 #63
A restricted market is a market where there are only a small number of capable and competent suppliers. Which of the following is not a reason for a marketplace to be restricted?

答案：D

解題說明：
The correct answer is 'The product is easy to source elsewhere'. The other three are given as reasons a marketplace might be restricted on p.138. Other reasons also include; brand loyalty, difficult access to distribution channels, and companies colluding.


問題 #64
Which of the following are not stages of team development? Select TWO.

答案：B,E

解題說明：
This question is very, very similar to a real exam question and is a really mean one. The CIPS study guide describes stages of team development as forming, storming, norming and performing. Of those listed in the book only forming is listed above. What the textbook fails to tell you is that some people add on two additional stages to this model which are mourning and adjourning. I strongly recommend doing some further reading on this (it's called the Tuckman Group Development Model) as it comes up a lot in the exam and the study guide doesn't really go into enough detail.


問題 #65
Beyond Say is a manufacturer of diamond rings.
It sources a lot of different parts to create its products including diamonds, gold, cardboard boxes for the rings to go in, as well as stationary and copier paper for the offices.
Although it doesn't buy many diamonds, these represent a large part of Beyond Say's spend.
Which category of spend would diamonds represent?

答案：D

解題說明：
This is category 'A' spend in the ABC model - they represent a large value and a small number of purchases / suppliers. See p.17 for more information on the ABC Analysis


問題 #66
Kirsty is designing a specification for a new contract and wants to include some qualitive KPIs for the new supplier, as well as quantitative. Which of the following could she include? Select TWO.

答案：B,C

解題說明：
The correct answers are information sharing and trust. Further qualitative KPIs are listed on p.102. Deliveries in full and on time would be a quantitative KPI and early supplier involvement is not a KPI at all.


問題 #67
Which stage of team development is usual at the outset of working with stakeholders?

答案：C

解題說明：
In Tuckman's model of team development, the Forming stage occurs at the outset. Team members meet, roles are unclear, and there is little conflict. Stakeholder teams will be in this stage initially before moving into storming (conflict), norming (agreement), and performing (high productivity).


問題 #68
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