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| Section | Weight | Objectives |
|---|---|---|
| Improving Supplier Relationships | 15% | - Sustainability and ethical considerations - Risk management and resilience - Process improvement and value creation |
| Dynamics of Relationships in Supply Chains | 30% | - Competitive forces and external factors
- Portfolio analysis techniques
|
| Approaches to Managing Supplier Relationships | 35% | - Communication and stakeholder engagement
|
| Conflict and Dispute Resolution | 20% | - Sources of conflict in relationships - Approaches to negotiation and resolution
|
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NEW QUESTION # 74
Why is it more difficult for buyers in the public sector to build relationships with suppliers?
Answer: A
Explanation:
It can be difficult for buyers in the private sector to build relationships with suppliers because of rules that state competitive tenders must be undertaken every few years (within the EU this is usually every 4). This means that both parties aren't as invested in developing the relationship as it's possible the contact will end shortly. Competitive tendering is a requirement in the public sector to ensure value for money for taxpayers. See p.79 for further details. There are no rules stating Public Sector organisations can't have good relationships with suppliers, and in fact most will have good relationships with their current suppliers- the issue is that neither party can get too invested in the relationship as everyone knows it may end shortly. There are rules, however, against entering into Partnership relationships (which is discussed in chapter 3).
NEW QUESTION # 75
Which of the following options are legitimate reasons for terminating a contract? Select TWO that apply.
Answer: C,E
Explanation:
Legitimate reasons for contract termination under CIPS guidelines include failure to perform duties and serious breaches of contract terms. Ordering errors or changes in stakeholder needs are not valid termination grounds unless explicitly stated in the contract. This protects both parties from unjustified termination risks.
NEW QUESTION # 76
Beyond Say is a manufacturer of diamond rings.
It sources a lot of different parts to create its products including diamonds, gold, cardboard boxes for the rings to go in, as well as stationary and copier paper for the offices.
Although it doesn't buy many diamonds, these represent a large part of Beyond Say's spend.
Which category of spend would diamonds represent?
Answer: B
Explanation:
This is category 'A' spend in the ABC model - they represent a large value and a small number of purchases / suppliers. See p.17 for more information on the ABC Analysis
NEW QUESTION # 77
A partnership was created between a company and one of its local suppliers when the managing directors of each company met and thought partnering could be a good idea. No other departments were included in the discussions. The partnership has been in place for over a year, but neither of the companies has achieved any additional benefits. The company has been unable to offer any increased business to the supplier, and the supplier has been unable to improve on the quality of its products. The partnership is going to be terminated.
What is a possible main reason for the failure of the partnership?
Answer: A
Explanation:
Partnerships require careful planning, including alignment of goals, stakeholder involvement, and clear expectations. Poor planning leads to unmet objectives and lack of value generation, as highlighted by CIPS.
NEW QUESTION # 78
When developing a supplier partnership, a buyer can take either a strategic or reactive approach. What would be a reason for a reactive approach?
Answer: C
Explanation:
The correct answer is 'Sudden changes in the marketplace' - this is a reason a buyer would be reactive. Reactive is when something happens to you and it forces you to act in a certain way. The other options would be strategic rather than reactive. P. 163
NEW QUESTION # 79
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