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| Certification Vendor: | CIPS |
|---|---|
| Exam Name: | Procurement and Supply in Practice |
| Exam Number: | L4M8 |
| Certificate Validity Period: | No expiry (qualification does not expire once awarded) |
| Related Certifications: | CIPS Level 4 Diploma in Procurement and Supply |
| Exam Format: | Multiple choice questions, Computer-based exam, Objective test |
| Exam Duration: | 120 minutes |
| Available Languages: | English |
| Recommended Training: | CIPS Official Learning CIPS Study Resources |
| Exam Registration: | Pearson VUE CIPS Exams CIPS Qualifications Page |
| Sample Questions: | CIPS L4M8 Sample Questions |
| Exam Way: | Computer-based exam delivered via Pearson VUE test centres or authorised CIPS assessment centres (some regions may offer remote proctoring) |
| Pre Condition: | No formal prerequisite; CIPS Level 3 Diploma (or equivalent experience) is recommended |
| Official Syllabus URL: | https://www.cips.org/qualifications/diploma-level-4-procurement-and-supply/ |
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NEW QUESTION # 169
Explain three strategic decisions that could be made or enhanced by using the STEEPLE or SWOT analysis
Answer:
Explanation:
See the answer in explanation.
Explanation:
By using STEEPLE and SWOT analysis, the organization can reach out to the following strategic decision in how it will engage with its external environment, and utilize it strength to cover up for its weakness and achieve its strategic goals;
1) STEEPLE can aid an organization to come up with informed decision by understanding when is the right time to procure goods or services?
2) STEEPLE and SWOT analysis can uncover the quantity that could be most economical to ac-quire at the point in time.
3) When an organization want to decide on the currency that could be most favorable for the buy, it will analyze the countries involved and the strength of their currency and make its decisions on which currency that the supplier should be paid that will not make the organization to lose unnecessary money to exchange.
4) Should the product or services be made or bought?
5) Should the product or services be resourced?
6) Should the product or services be placed?
NEW QUESTION # 170
Think of a supply chain with which you are familiar and distinguish between the primary, second-ary and tertiary sector organization within it.
Answer:
Explanation:
Supply chain involves a network of individuals, organizations, technology activities and resources to make sure goods or services flow along the chain. If one point fails, every part further along the chain fails.
Fullpower projects (a flour manufacturer) supply chain begins with producers (raw materials, wheat farmers), suppliers, manufactures, distributors, retailers and end users (customer).
Fullpower projects supply chain falls within the primary sector (producers of wheat), the secondary sector include the manufacturing (those that converts the wheat the suppliers brings into flour) and tertiary sector (the distributor those that takes the wheat to the end users).
* Refer to the question column for response
NEW QUESTION # 171
Describe three ways in which a buyer could or test the market in other to assist with determining a need.
Answer:
Explanation:
Once the need has been understood, defined, justified and authorized, the next stages are to analyze and test the market. Analyzing and testing the market includes looking at the following
1. STEEPLE analysis
2. SWOT analysis
3. Porter's five forces
4. Level of suppliers competition
5. Supply and demand
6. Push and pull
7. Supplier segmentation
8. Product life cycle
9. Ansoff matrix
10. Early supplier involvement
11. Make or buy
12. Offshoring
1. Porter's five forces: The use of porter's five forces helps the procurement professional to understand the level of competition within the marketplace. Whether it is a monopoly, oligopoly, imperfect or perfect market.
Knowing these will equip the organization to better negotiate a favorable price.
2. Supply and Demand: the procurement professional must also think about supply and demand as part of their market analysis when they receive a requisition. This economic factor has a significant effect on the prices charged and on the cost incurred.
3. Supplier segmentation: in this the procurement professional start to form an opinion of potential suppliers..
They can segment current suppliers into four categories, depending on their level of integration into an organization. This can help to inform the procurement professional of which type of supplier relationship that would be most appropriate.
NEW QUESTION # 172
Maximum Score: 25
Examine FIVE methods OrganiBake could use to monitor suppliers ' performance against Environmental, Social and Governance (ESG) principles.
(25 marks)
OrganiBake, a rapidly growing bakery business specialising in organic and sustainably sourced goods, is experiencing a significant increase in consumer demand. To meet this demand, OrganiBake needs to significantly expand its production capabilities, which will involve forging closer relationships with its network of ingredient suppliers. The Chief Procurement Officer (CPO) at OrganiBake is aware that the company ' s brand reputation is built on its commitment to ethical and sustainable practices throughout its supply chain, from sourcing organic grains to packaging its final products. The CPO is concerned that scaling up production volumes quickly might expose OrganiBake to additional Environmental, Social and Governance (ESG) risks within its extended supply chain. The CPO recognises the critical need for transparent and consistent communication with suppliers to maintain robust ESG standards as they grow.
Recent scrutiny from environmental groups has raised concerns regarding the industry ' s water usage and potential pesticide runoff associated with some grain suppliers ' farming practices. Allegations have also surfaced about unfair labour practices in the industry and low wages at key suppliers Of packaging materials. OrganiBake ' s current reliance on a basic supplier self-assessment questionnaire for ESG assessment is now considered to be insufficient to provide the proactive monitoring required to manage these increasingly complex supply chain sustainability challenges effectively.
The CPO understands the need to move beyond a simple self-assessment questionnaire to ensure the viability of suppliers and mitigate reputational risks.
Answer:
Explanation:
See the answer in explanation below.
Explanation:
4. Examine FIVE methods OrganiBake could use to monitor suppliers' performance against Environmental, Social and Governance (ESG) principles. (25 marks) OrganiBake currently relies on a basic supplier self-assessment questionnaire, but this is no longer enough as the business grows and faces greater ESG risks. To protect its brand reputation and manage risks such as water use, pesticide runoff and unfair labour practices, OrganiBake needs stronger and more proactive supplier monitoring methods. CIPS defines supplier performance management as assessing supplier activities against agreed KPIs and managing supplier performance, while ISO 20400 provides guidance on integrating sustainability into procurement. ( cips.org )
1. Supplier audits and site visits
One effective method is to carry out regular supplier audits and on-site inspections . These can be announced or unannounced and allow OrganiBake to check whether suppliers are actually following ESG requirements in practice, rather than simply claiming compliance on paper. For grain suppliers, audits could review water management, chemical handling and environmental controls. For packaging suppliers, audits could examine working conditions, pay practices, health and safety, and management controls. This method is stronger than a questionnaire because it provides direct evidence and helps verify whether policies are being implemented properly. OECD due diligence guidance highlights supplier assessments and monitoring mechanisms as part of responsible supply chain management. ( OECD )
2. ESG KPIs and supplier scorecards
A second method is to introduce measurable ESG key performance indicators (KPIs) and use supplier scorecards. OrganiBake could track indicators such as water consumption, pesticide incidents, waste levels, carbon emissions, employee turnover, accident rates, wage compliance, audit closure rates and ethics breaches. These KPIs should be reported regularly and reviewed in supplier performance meetings. This gives OrganiBake a structured way to compare suppliers, identify weak performance early and measure improvement over time. It is particularly useful because the business is scaling up and needs transparent, consistent communication with suppliers. CIPS recognises supplier performance monitoring against agreed KPIs, and ISO 20400 supports the use of criteria and performance measures in sustainable procurement. ( cips.
org )
3. Contractual ESG requirements with regular reporting
A third method is to include clear ESG clauses in contracts and require periodic evidence-based reporting from suppliers. For example, OrganiBake could require suppliers to comply with a supplier code of conduct, labour standards, anti-corruption expectations, environmental controls and corrective action obligations.
Suppliers could then be required to submit supporting data, certificates, payroll evidence, water-use records or environmental reports at agreed intervals. This strengthens monitoring because ESG performance becomes a contractual obligation rather than a voluntary statement. It also gives OrganiBake leverage if a supplier fails to meet expected standards. OECD guidance emphasises corrective action plans and due diligence measures, while practice examples under the UN Global Compact show ESG requirements being embedded into sourcing and reporting processes. ( OECD )
4. Third-party verification and external assurance
A fourth method is to use independent third-party verification . This could involve external auditors, certification bodies or recognised ESG rating platforms to assess supplier performance more objectively. This is valuable because self-reported information can sometimes be incomplete or biased. Independent review can improve credibility, especially where OrganiBake faces scrutiny from environmental groups and reputational risk from consumers. External assurance is particularly useful for high-risk areas such as environmental claims, labour standards and governance controls. Examples reported through the UN Global Compact show selected sustainability KPIs being externally assured, demonstrating how third-party validation can strengthen confidence in reported ESG performance. ( cop.unglobalcompact.org )
5. Grievance mechanisms, stakeholder feedback and ongoing risk monitoring A fifth method is to establish grievance channels and continuous risk monitoring . This means OrganiBake should not depend only on supplier-submitted data; it should also collect information from workers, local communities, NGOs, industry alerts and media screening. For example, if there are allegations of low wages or pesticide runoff, the company should have a process for receiving complaints, investigating them and requiring corrective action. This method is useful because some ESG problems, especially labour abuse or environmental harm, may not be visible in formal reports. OECD due diligence materials identify grievance mechanisms, stakeholder engagement and early-warning systems as important elements of supply chain monitoring and evaluation. ( OECD ) Conclusion In conclusion, OrganiBake should move beyond basic self-assessment questionnaires and adopt a broader ESG monitoring system. The five main methods are supplier audits and site visits, ESG KPIs and scorecards, contractual ESG reporting requirements, third-party verification, and grievance plus ongoing risk monitoring . Together, these methods would give OrganiBake more reliable information, help manage reputational and supply chain risks, and support the company's commitment to ethical and sustainable growth. ( cips.org )
NEW QUESTION # 173
Describe four factors that could damage reputation within the supply chair
Answer:
Explanation:
The reputation of all the organizations within a supply chain is linked. A Company's reputation is an intangible asset that can contribute to the failure of an organization if damaged. Factors that could damage organizational reputation within the supply chain are;
1. Quality: if the product or service quality is poor the organization may not satisfy it customers and this can lead to a loss of reputation in the market. For example, a residential building construction company contracting a supplier that would do a bad job which in three months may require home owners to reinstall new doors.
2. Sustainability: if the organization is not replenishing that which it is extracting, it will some day run out of business or probably loss loyal customers. For example a drilling company that spills hydrocarbon as it drills.
3. Fit for purpose: if an organization produce a product or carry out services that are not fit for purpose, it may run at loss for there will be so much rejection and rework. This can lead to customers switching to another organization which product or services are fit for their purpose.
4. Contract management: an organization will have to manage its suppliers and the contracts to ensure they are delivering what they were contracted to do. A poor contract management is a waste in the process of delivery that can lead to reputational loss.
NEW QUESTION # 174
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