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| Section | Objectives |
|---|---|
| Topic 1: Managing Supplier Performance | - Continuous improvement processes - Key Performance Indicators (KPIs) - Scorecards and supplier audits - Performance measurement tools and techniques |
| Topic 2: Developing Supplier Relationships | - Trust and commitment in supplier partnerships - Partnership models and collaboration approaches - Relationship lifecycle stages - Supplier relationship management (SRM) frameworks |
| Topic 3: Supplier Segmentation and Categorisation | - Supplier classification criteria - Strategic, tactical, and transactional suppliers - Kraljic matrix and portfolio analysis |
| Topic 4: Supplier Risk and Resilience | - Supplier vulnerability analysis - Risk identification and assessment - Risk mitigation strategies - Business continuity planning |
| Topic 5: Supply Chain Context | - Supplier market analysis - Stakeholder relationships in procurement - Understanding the supply chain environment |
| Topic 6: Ending and Reconfiguring Supplier Relationships | - Managing relationship dissolution professionally - Supplier base rationalisation - Exit strategies and transition planning - Contract termination processes |
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NEW QUESTION # 79
Under what circumstances should a competitive tender not be completed? Select TWO.
Answer: C,D
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 # 80
Which of the following factors are considered when using the Kraljic Model to determine the kind of supply relationships and sourcing approaches for a category of items? Select TWO that apply.
Answer: C,D
Explanation:
Comprehensive and Detailed Explanation:
The Kraljic Matrix is a strategic tool used to segment the supply base and develop differentiated purchasing strategies based on two key dimensions:
* Profit Impact (Level of Spend):This refers to the financial significance of the item or service to the organization. High expenditure items have a greater impact on profitability and thus require more strategic sourcing approaches.
* Supply Risk (Market Structure):This pertains to the complexity and dynamics of the supply market, including factors like the number of suppliers, market competitiveness, and potential for supply disruptions. Understanding the market structure helps in assessing the risk associated with sourcing particular items.
By analyzing these two factors, organizations can categorize their purchases into four quadrants-non-critical, leverage, bottleneck, and strategic items-and tailor their sourcing strategies accordingly.
Reference:
CIPS L4M6 Study Guide
NEW QUESTION # 81
Which of the following activities are likely to be undertaken in Pareto Analysis?
* Focusing on items that will leverage procurement's time in order to add value
* Identifying items into leverage and strategic, thus helping to prioritise procurement activities
* Separating items into critical few and trivial many to determine areas of higher spend
* Helping to determine the buyer's attractiveness to the supplier
Answer: B
Explanation:
Pareto Analysis is based on the 80/20 principle, which CIPS uses to help procurement professionals:
* Identify the small number of items accounting for the majority of spend or value
* Focus effort where it adds the most value
Key activities include:
* Prioritising procurement time and resources (Statement 1 #)
* Separating spend into critical few and trivial many (Statement 3 #)
Statement 2 relates to Kraljic portfolio analysis, and Statement 4 relates to supplier preferencing, not Pareto.
L4M6 Reference:
* Learning Outcome 1: Understand procurement analysis and segmentation tools
* Topic: Pareto (80/20) analysis
* CIPS L4M6 Study Guide - Spend analysis and prioritisation
NEW QUESTION # 82
Rivalry between suppliers is more likely to be intense in which of the following situations?
Answer: A
Explanation:
Intense rivalry occurs when suppliers are equally balanced and face high barriers to exit, leading to aggressive competition to retain market share, as described in Porter's Five Forces model.
NEW QUESTION # 83
Within a supplier's terms and conditions, they have a 'mutual termination for convenience' clause, which requires either party to provide 30 days' notice. Before the buyer signed the agreement, a procurement colleague recommended that the buyer should request this be amended to 90 days' notice. Was this amendment the correct thing to do?
Answer: A
Explanation:
Comprehensive and Detailed Explanation:
Extending the notice period in a mutual termination for convenience clause provides the buyer with additional time to:
* Identify and engage alternative suppliers
* Ensure continuity of supply
* Mitigate risks associated with abrupt contract termination
This proactive approach aligns with best practices in contract management, allowing for smoother transitions and minimizing potential disruptions.
Reference:
CIPS L4M6 Study Guide
NEW QUESTION # 84
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