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| Section | Objectives |
|---|---|
| Topic 1: Developing Supplier Relationships | - Trust and commitment in supplier partnerships - Partnership models and collaboration approaches - Relationship lifecycle stages - Supplier relationship management (SRM) frameworks |
| Topic 2: Ending and Reconfiguring Supplier Relationships | - Managing relationship dissolution professionally - Exit strategies and transition planning - Supplier base rationalisation - Contract termination processes |
| Topic 3: Supply Chain Context | - Understanding the supply chain environment - Stakeholder relationships in procurement - Supplier market analysis |
| Topic 4: Supplier Segmentation and Categorisation | - Strategic, tactical, and transactional suppliers - Supplier classification criteria - Kraljic matrix and portfolio analysis |
| Topic 5: Supplier Risk and Resilience | - Supplier vulnerability analysis - Risk identification and assessment - Business continuity planning - Risk mitigation strategies |
| Topic 6: Managing Supplier Performance | - Performance measurement tools and techniques - Key Performance Indicators (KPIs) - Scorecards and supplier audits - Continuous improvement processes |
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NEW QUESTION # 88
What is the correct order for the 5 stages of team development?
Answer: B
Explanation:
Comprehensive and Detailed Explanation:
Bruce Tuckman's model of team development outlines five stages:
* Forming- Team members get acquainted and establish ground rules.
* Storming- Members begin to communicate their feelings but still view themselves as individuals rather than part of the team.
* Norming- People feel part of the team and realize that they can achieve work if they accept other viewpoints.
* Performing- The team works in an open and trusting atmosphere where flexibility is the key and hierarchy is of little importance.
* Adjourning- The team conducts an assessment of the year and implements a plan for transitioning roles and recognizing members' contributions.
Reference:
CIPS L4M6 Study Guide
NEW QUESTION # 89
Which of the following are considered part of the '5 Rights of Procurement'? Select THREE.
Answer: A,B,C
Explanation:
The 5 Rights of procurement are; place, quality, quantity, time, price. (Price and Cost are not the same thing). See p.38
NEW QUESTION # 90
In a partnership who is responsible for decision making?
Answer: D
Explanation:
The correct answer is both the supplier and the buyer- joint decision making is a key aspect of partnership relationships. A project steering committee decides on priorities, suggests improvements, conducts audits etc. See p.152
NEW QUESTION # 91
Phone Maker Incorporated is a manufacturer of mobile phones. It is considering investing in a partnership with its supplier of batteries and circuit boards as it wishes to produce new models of its phone more regularly. What is the main driver for Phone Maker Incorporated?
Answer: B
Explanation:
The correct answer is 'reduced product life-cycles'. In this example the reason for entering a partnership is to be able to produce new models of phones more quickly- this is likely because consumers are wanting to change mobile phones more often than they did in the past, so in order to keep up with demand, Phone Maker Incorporated need to produce more phones, more quickly. Drivers of Partnership Sourcing is a key topic in the exam - you can revise these by looking at p.127 in the Study Guide
NEW QUESTION # 92
A supplier is working with a buyer who represents a large percentage of his business. Without this particular buyer, the supplier would likely go out of business. There has been a dispute in the last invoice which the buyer is not happy about. What technique should the supplier use when talking to the buyer about this?
Answer: C
Explanation:
The correct answer is 'accommodating'. This question is based on the Thomas-Kilmann Conflict model on p.87. This comes up quite a bit in the exam. It is comprised of 5 techniques for dealing with conflict; competing, collaborating, compromising, avoiding and accommodating. In this instance, the supplier should have a high degree of co-cooperativeness and a low degree of assertiveness as the long-term relationship is very important- more important than the outcome of the disputed invoice.
NEW QUESTION # 93
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