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| Section | Objectives |
|---|---|
| Topic 1: Supply Chain Context | - Understanding the supply chain environment - Supplier market analysis - Stakeholder relationships in procurement |
| Topic 2: Supplier Segmentation and Categorisation | - Strategic, tactical, and transactional suppliers - Kraljic matrix and portfolio analysis - Supplier classification criteria |
| Topic 3: Ending and Reconfiguring Supplier Relationships | - Exit strategies and transition planning - Supplier base rationalisation - Managing relationship dissolution professionally - Contract termination processes |
| Topic 4: Supplier Risk and Resilience | - Risk identification and assessment - Business continuity planning - Supplier vulnerability analysis - Risk mitigation strategies |
| Topic 5: Developing Supplier Relationships | - Partnership models and collaboration approaches - Relationship lifecycle stages - Supplier relationship management (SRM) frameworks - Trust and commitment in supplier partnerships |
| Topic 6: Managing Supplier Performance | - Scorecards and supplier audits - Performance measurement tools and techniques - Key Performance Indicators (KPIs) - Continuous improvement processes |
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NEW QUESTION # 232
You work at XYZ manufacturers and a competitor has just released a rival washing machine to the product that you make. This model is proving popular with customers. What competitive force is at play?
Answer: D
Explanation:
This is a threat of a new entrant. The competitor has now entered the washing machine market and is competing directly with you. This is not a threat of substitution as it is the same product. A substitution would be if they invented a new product that washed clothes and people started buying this instead of washing machines. There are many questions in the exam on Porter's 5 Forces - see p. 39
NEW QUESTION # 233
Kyle Crant is a procurement director at ATSS Ltd and has introduced a new policy within the procurement function. The policy requires the procurement function to obtain quotations from multiple suppliers if a contract is worth over £10,000. What is the primary aim of this policy?
Answer: B
Explanation:
Comprehensive and Detailed Explanation:
Obtaining multiple quotations for contracts over a certain value ensures that the organization assesses various options, promoting competition and transparency. This practice helps in achieving value for money by comparing different suppliers' offerings.
Reference:
CIPS L4M6 Study Guide
NEW QUESTION # 234
Victoria runs a hotel and has recently had several security issues such as attempted robberies. She has decided that she needs to hire a security firm to ensure these issues don't continue. She has done some research and has found there are several local security firms who may be able to provide services to her hotel. However, she hasn't decided exactly what she would require the security firm to do. What should be Victoria's next steps?
Answer: D
Explanation:
Victoria should use a 'request for proposal' - this allows the security firms to submit ideas on how best to serve the hotel. They might come up with some ideas that Victoria hasn't thought about and can price against their own ideas. As Victoria doesn't have a concrete specification, an ITT or RFQ are not appropriate. A PIN tells suppliers that a tender opportunity is coming up and is used in the Public Sector. A hotel is not a Public Sector organisation. See p.76 for more information on when to issue a Request for Proposal
NEW QUESTION # 235
Varying levels of commitment is one reason why many partnerships fail. Why is this?
Answer: C
Explanation:
The correct answer is 'It can lead to a lack of trust' - this is a quote from p.162. The other answers are all incorrect; in a partnership KPIs are joint between the parties- so there wouldn't be a situation where one party doesn't fulfil their KPIs. Commitment doesn't necessarily have a direct correlation with profit so that answer is incorrect. 'Sufficient time and resources are put in' is a positive thing, so can't be a reason who a partnership fails.
NEW QUESTION # 236
A local government procurement team is undertaking a full review of their current internal working processes.
The team of buyers currently have a partnership-style relationship with their routine suppliers. Is this the best relationship style to use?
Answer: D
Explanation:
Routine suppliers typically supply low-value, low-risk items. Maintaining partnerships in such cases is inefficient since alternative suppliers are readily available. Adopting a transactional or adversarial relationship would be more appropriate.
NEW QUESTION # 237
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