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| Section | Objectives |
|---|---|
| Topic 1: Supplier Risk and Resilience | - Supplier vulnerability analysis - Business continuity planning - Risk identification and assessment - Risk mitigation strategies |
| Topic 2: Ending and Reconfiguring Supplier Relationships | - Exit strategies and transition planning - Contract termination processes - Supplier base rationalisation - Managing relationship dissolution professionally |
| Topic 3: Supplier Segmentation and Categorisation | - Supplier classification criteria - Kraljic matrix and portfolio analysis - Strategic, tactical, and transactional suppliers |
| Topic 4: Developing Supplier Relationships | - Supplier relationship management (SRM) frameworks - Trust and commitment in supplier partnerships - Partnership models and collaboration approaches - Relationship lifecycle stages |
| Topic 5: Supply Chain Context | - Understanding the supply chain environment - Supplier market analysis - Stakeholder relationships in procurement |
| Topic 6: Managing Supplier Performance | - Continuous improvement processes - Key Performance Indicators (KPIs) - Performance measurement tools and techniques - Scorecards and supplier audits |
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NEW QUESTION # 169
Which of the following are possible drivers for partnership sourcing? Select THREE.
Answer: A,B,D
Explanation:
The correct answers are; The marketplace has become more volatile, Working together will create synergies and The need to improve performance to satisfy the end customer. Further Drivers ofPartnership Sourcing can be found on p.127. The other answers are incorrect as entering a partnership won't protect intellectual property rights- in fact that's one of the big risks of entering into a partnership. Partnerships won't increase costs and lead-times, they're likely to decrease them.
NEW QUESTION # 170
Under what circumstances should a competitive tender not be completed? Select TWO.
Answer: A,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 # 171
David is sourcing a new cleaning contract as he is not impressed with his current cleaning company's performance. He believes that his current supplier has been overcharging him, and due to budget cuts, he is keen to secure a lower price than what he is paying now. His Manager has suggested using an e-auction as the procurement method. Is this the correct way forward?
Answer: D
Explanation:
The correct answer is 'No- a reverse e-auction would be more suitable as it will secure the lowest price'. An E-auction is something like eBay- where bids go up in price. If David wants to secure a lower price, he should use a Reverse E-Auction- where suppliers bid lower than the previous bid in order to win. For example, Supplier 1 offers to fulfil the contract at £50k per year, Supplier 2 can offer to beat this price by bidding £48k per year. Although Reverse E-Auctions may ensure cheaper prices, there are a lot of disadvantages to using this method. See p.21 and p.76 for more information
NEW QUESTION # 172
ABC is a company which sources a vital component from a supplier. There are only a few suppliers in the industry and without this component, ABC would not be able to produce their final product. What type of relationship should ABC seek to develop with their supplier?
Answer: B
Explanation:
As the component is vital to their business, ABC should seek a collaborative relationship with the supplier.
There are three types of collaborative relationship (co-destiny, partnership and strategic alliance). Of these only strategic-alliance is given as an option. Remember - strategic purchase = collaborative relationship with supplier. There are many questions on the Relationship Spectrum on the exam. See p.5 for more details
NEW QUESTION # 173
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: D
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 # 174
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