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Die CIPS L4M2-Prüfung deckt ein breites Spektrum an Themen ab, einschließlich der Identifizierung von Geschäftsanforderungen, der Entwicklung von Geschäftsfällen, der Analyse von Daten und der Erstellung effektiver Beschaffungsstrategien. Der Kurs ist interaktiv und darauf ausgelegt, den Lernenden praktische Erfahrungen in realen Szenarien zu vermitteln. Dieser Ansatz stellt sicher, dass die Lernenden mit den praktischen Fähigkeiten ausgestattet sind, die erforderlich sind, um das erlangte Wissen in ihrem Arbeitsumfeld anzuwenden.
Die CIPS L4M2 Prüfung ist eine wesentliche Prüfung für Beschaffungsprofis, da sie ihnen hilft, ihre Beschaffungsfähigkeiten und -kenntnisse zu entwickeln, die in der heutigen dynamischen Geschäftswelt unerlässlich sind. Diese Prüfung stattet Fachleute mit den notwendigen Fähigkeiten aus, um Geschäftsanforderungen zu identifizieren und zu analysieren, was bei der Entwicklung effektiver Beschaffungsstrategien entscheidend ist. Darüber hinaus bereitet die CIPS L4M2 Prüfung Fachleute darauf vor, mit Stakeholdern zusammenzuarbeiten, um sicherzustellen, dass Beschaffungsprozesse mit den Gesamtzielen des Unternehmens übereinstimmen.
Wie wir alle wissen, genießen die Dumps zur CIPS L4M2 Zertifizierungsprüfung von Zertpruefung einen guten Ruf und sind international berühmt. Wieso kann Zertpruefung so große Resonanz finden? Weil die Fragenkataloge zur CIPS L4M2 Zertifizierng von Zertpruefung wirklich praktisch sind und Ihnen helfen können, gute Noten in der L4M2 Prüfung zu erzielen.
Das Chartered Institute of Procurement and Supply (CIPS) ist eine weltweit anerkannte professionelle Einrichtung für Beschaffungs- und Lieferkettenmanagement. CIPS bietet verschiedene Qualifikationen, mit denen Einzelpersonen ihre Karriere in der Beschaffung und Lieferkette aufbauen können. Eine der von CIPS angebotenen Qualifikationen ist das Diplom der Stufe 4 in Beschaffung und Versorgung.
220. Frage
Which of the following statements is true about product life cycle?
Antwort: A
Begründung:
A product's life cycle portrays the length of time a product is in the market; from the beginning of its introduction to consumers until it is removed from shelves and phased out. This cycle is often divided into four phases: introduction, growth, maturity, and decline. Depending on the relevant stage, companies will set an according strategy to achieve their desired targets. Pricing and promotions play a pivotal role in the design of these product life cycle strategies. Therefore, product life cycle management, the process of strategizing ways to continuously support and maintain a product, is seen more and more at pricing mature players and could bring real value to your company.
Introduction phase: during the introduction phase, the new product is introduced to consumers and a substantial amount of money is invested in advertising and marketing campaigns to bring awareness of the product to the customer. In this phase competition is low, but units sold will also correspondingly be quite low as well still. Consumers need to be convinced of the benefits of the product. Lots of articles never make it beyond this phase: e.g. 3D televisions.
Profits in the introduction stage tend to be low or there may even be a loss. This is because the cost of marketing to establish product awareness plus distribution costs can be far higher than the revenue received from sales. This can be offset to a degree by 'skimming' price in the very early stages. Skimming a price is where a business charges the highest price that it thinks the market will bear initially until product recognition brings in other buyers and then the price drop.
Growth phase: when it's shown there is proven demand for the product and consumers are buying it, the next stage will be its growth phase. This phase is punctuated by increasing demand, increas-ing production and an increase in the competitive landscape. Availability of the product is under-standably paramount during this phase, going out of stock is unthinkable during the growth period.
The electric car is an example of a product that is currently in the midst of the growth phase.
Maturity phase: normally the maturity phase is the phase that is characterized by declining production and marketing costs due to synergies and economies of scale. During this phase the first signs of market saturation occur and most consumers or households already own the product. Sales numbers still grow, but at a slower pace. In the maturity phase, price competition becomes intense, a broader range of distribution channels are deployed and competition is more focused on competitive pricing, marginal product differences or the difference in services or promotions. This period in the PLC is often said to be the 'cash-cow period'.
That being said, the idea of 'Maturity from the start' also exists. This occurs when a brand decides to launch a product extension and directly follows up the maturity phase of an earlier version of the product. For example, the iPhoneX followed up from the 'normal' iPhone-series and therefore the iPhoneX never had to undergo the introduction or growth phase, but immediately started in its maturity phase.
Decline phase: the final phase of the PLC is entered once the product loses market share to other, newer products and the competitive landscape becomes too hard to survive. During this stage, de-mand declines, companies are left with overstock with prices and margins getting depressed. Therefore retailers and brands normally start stunting with promotions during the decline of the PLC to sell their final stock.
A well-known example of a product that has been through the decline phase were the Nokia phones; sales results dramatically decreased after the introduction of the iPhone.
221. Frage
Buyers in the same industry with the same understanding of relative value and price may still make different decisions about whether to switch. Which of the following factors may prompt a buying organization to incline toward substitute products?
1. There is potential for backward integration
2. Access to financial resources
3. The switching cost is high
4. The substitute fits organisation's strategy
Antwort: B
Begründung:
The threat of substitution is a function of three factors:
* The relative value/ price of a substitute compared to an industry's product
* The cost of switching to the substitute
* The buyer's propensity to switch
Buyers with different circumstances and in different industries do not all have equal propensities to substitute when faced with a comparable economic motivation. Differences in their circumstances lead buyers to respond to a given relative value to price (RVP) and switching cost differently. While such differences might be treated as factors that modify RVP or switching costs, it is more helpful in practice to isolate them.
Resources. Substitution often involves up-front investments of capital and other resources. Access to such resources will differ from one buyer to another.
Risk Profile. Buyers often have very different risk profiles, the result of such things as their past history, age and income, ownership structure, background and orientation of management, and nature of competition in their industry. Buyers prone to risk taking are more likely to substitute than buyers that are risk-averse.
Technological Orientation. Buyers experienced with technological change may be less concerned with some kinds of substitution risks, while extremely aware of others that a less technologically sophisticated buyer would be oblivious to.
Previous Substitutions. The second substitution may be easier for a buyer than the first, unless the first substitution has been a failure. The buyer's uncertainties over undertaking a substitution may have diminished if a past substitution has been successful, or risen if a past substitution has led to difficulties. In the soft drink industry, this seems to have worked to the benefit of aspartame.
Intensity of Rivalry. Buyers under intense competitive pressure and searching for competitive ad-vantage will tend to substitute more quickly to gain a given advantage than those that are not.
Generic Strategy. The RVP of a substitute will have different significance depending on the com-petitive advantage that industrial, commercial, or institutional buyers are seeking or the value of time and particular performance needs of the household buyer. A substitute that offers a cost saving will tend to be of more interest to a cost leader than a differentiator, for example.
Many of these factors that shape the buyer's propensity to substitute will be a function of the particular decision maker who is involved in the purchase decision.
Porter, Michael E.. Competitive Advantage: Creating and Sustaining Superior Performance (p. 278-289). Free Press. Kindle Edition.
Reference:
LO 2, AC 2.2
222. Frage
Which of the following are prerequisites to run a successful bidding process? Select TWO that apply:
Antwort: C,D
Begründung:
Detailed Explanation:
* A (Purchase value): A competitive bidding process is only justifiable when the cost of running it is outweighed by its potential value.
* B (Qualified suppliers): Ensuring a sufficient number of capable suppliers promotes competition and delivers better results.Restricting suppliers (C) or rigid timeframes (D) can hinder the process, while subcontracting (E) is not a core consideration in most bids. Reference: CIPS Level 4, Bidding and Tendering.
223. Frage
Lucy, a junior procurement analyst, has been asked to assess the competitive forces in the garden furniture market. XYZ Ltd is the largest producer of garden furniture in the country. It produces 70% of all the garden furniture manufactured, while the second largest manufacturer produces less than 5% of the garden furniture for the country. Which power does XYZ Ltd possess?
Antwort: A
224. Frage
When drafting a business case. Benjamin believes he has power over a supplier and will consider this when detailing budget information. Is adopting a powerful approach with the supplier a reasonable approach?
Antwort: B
225. Frage
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