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| Section | Weight | Objectives |
|---|
| Dynamics of Relationships in Supply Chains | 30% | - Competitive forces and external factors
- 1. STEEPLED influences
- 2. Porter's five forces
- Sources of added value through relationships - Types of commercial relationships
- 1. Internal and external relationships
- 2. Relationship spectrum and life cycle
- Portfolio analysis techniques
- 1. Developing improvement action plans
- 2. Matrices for positioning and assessment
|
| Approaches to Managing Supplier Relationships | 35% | - Supplier selection and evaluation
- 1. Criteria and methods for selection
- 2. Performance measurement and monitoring
- Relationship management strategies
- 1. Partnership and collaborative approaches
- 2. Contractual and relational governance
- Communication and stakeholder engagement
- 1. Effective communication protocols
- 2. Managing internal and external stakeholders
|
| Conflict and Dispute Resolution | 20% | - Approaches to negotiation and resolution
- 1. Negotiation styles and techniques
- 2. Formal and informal dispute resolution
- Sources of conflict in relationships
|
| Improving Supplier Relationships | 15% | - Sustainability and ethical considerations - Risk management and resilience - Process improvement and value creation
|
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CIPS Supplier Relationships Sample Questions (Q200-Q205):
NEW QUESTION # 200
A textile company is purchasing a new item which is low value. This item is likely never to be required again by the company and is widely available from many different suppliers. Which commercial relationship type would be most effective for the buyer to choose?
- A. Closer tactical
- B. Partnership
- C. Outsourcing
- D. Adversarial
Answer: D
Explanation:
For low-value, non-recurring items with many suppliers, an adversarial relationship focusing on competitive pricing and minimal engagement is most appropriate. Partnerships are unnecessary for such transactions.
NEW QUESTION # 201
Janet runs a factory which produces 1 million bread rolls every day. It requires a large amount of flour, and for this to be delivered regularly- in time with manufacturing operations. There are very few suppliers in the market place that can deliver the quality of flour Janet requires in the quantities required. Janet has just established a contract with Friendly Flour Limited - what type of supplier is Friendly Flour Limited to Janet?
- A. bottleneck
- B. routine
- C. leverage
- D. strategic
Answer: D
Explanation:
Friendly Flour Ltd is a strategic supplier; this is a critical supplier, responsible for core products. They represent a high risk impact and a high cost impact. This is the top-right hand corner of the Kraljic matrix.
There are lots of questions on Kraljic in the exam - do revise this topic and ensure you understand each of the four quadrants of the matrix (see p.20)
NEW QUESTION # 202
A manufacturing company which produces showers struggles to get hold of a certain part called a mixer valve. It is impossible to make the showers without the mixer-valve and there is only one supplier in the market that produces them. The good news is they aren't very expensive to buy. What type of supplier is the supplier of mixer valves?
- A. bottleneck
- B. routine
- C. leverage
- D. strategic
Answer: A
Explanation:
This is a bottleneck supplier- refer to the Kraljic matrix on p.20; these types of supplier hold a monopoly in the marketplace and provide low-value items. There are lots of questions on Kraljic in the exam - do revise this topic and ensure you understand each of the four quadrants of the matrix
NEW QUESTION # 203
A low-cost fashion retailer based in Europe is looking at adding value in their procurement activities. The retailer buys clothing for re-sale with a very small profit margin applied, relying on volume salesto make profit. Which of the following added-value approaches will be the most critical for the procurement team of the retailer to focus on with their supply chain?
- A. Reduction of inventory
- B. Price management
- C. Improving timescales
- D. Quality enhancement
Answer: B
Explanation:
For low-cost, high-volume business models, maintaining profitability depends on tightly controlled procurement costs. Price management is critical for ensuring competitive pricing while safeguarding slim margins. CIPS L4M6 highlights that effective cost management and price negotiation are essential in such scenarios.
NEW QUESTION # 204
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?
- A. Yes- an e-auction will allow David to secure the lowest possible price
- B. Yes- an e-auction is an electronic system so it will be easy for David to compare bids
- C. No- a reverse e-auction will ensure only high quality suppliers bid for the opportunity
- D. No- a reverse e-auction would be more suitable as it will secure the lowest price
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 # 205
......
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