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CIPS L4M6 Exam Syllabus Topics:

Section	Weight	Objectives
Conflict and Dispute Resolution	20%	- Sources of conflict in relationships - Approaches to negotiation and resolution 1. Formal and informal dispute resolution 2. Negotiation styles and techniques
Dynamics of Relationships in Supply Chains	30%	- Types of commercial relationships 1. Relationship spectrum and life cycle 2. Internal and external relationships - Competitive forces and external factors 1. Porter's five forces 2. STEEPLED influences - Portfolio analysis techniques 1. Developing improvement action plans 2. Matrices for positioning and assessment - Sources of added value through relationships
Approaches to Managing Supplier Relationships	35%	- Relationship management strategies 1. Partnership and collaborative approaches 2. Contractual and relational governance - Supplier selection and evaluation 1. Criteria and methods for selection 2. Performance measurement and monitoring - Communication and stakeholder engagement 1. Effective communication protocols 2. Managing internal and external stakeholders
Improving Supplier Relationships	15%	- Risk management and resilience - Process improvement and value creation - Sustainability and ethical considerations

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CIPS Supplier Relationships Sample Questions (Q87-Q92):

NEW QUESTION # 87
Rachel and Jacky work in the procurement department of Foddy Foods Ltd. They have been told by their CEO to build better relationships with strategic suppliers as this will create value for money for the company. In what ways can value for money be achieved by building strong relationships with suppliers? Select TWO.

A. Better payment terms
B. Innovation developed as part of collaborative projects
C. Reducing costs
D. Reduction of waste

Answer: B,D

Explanation:
Supplier relationships can result in value for money in the reduction of waste and in innovation developed as part of collaborative projects. Remember that in CIPS waste doesn't necessarily mean physical waste (as in stuff you don't want any more). There are 7 types of waste including waiting, inventory, transportation etc. So when you develop a relationship with a supplier, this can reduce waste (e.g. you may be able to get deliveries quicker by integrating your ordering system with the supplier's, or you might reduce transportation by agreeing a Consignment stock). Having a good relationship with a supplier isn't necessarily going to get you a reduction in cost or better payment terms. See p.70 for more details on this- there's a short list of ways in which good supplier relationships can bring value for money to a business.

NEW QUESTION # 88
When developing a supplier partnership, a buyer can take either a strategic or reactive approach. What would be a reason for a reactive approach?

A. Sudden changes in the marketplace
B. It will allow for consolidation in the supply chain
C. You discover that the supplier has a high profit margin
D. The buyer wishes to create a new product and requires input from a supplier

Answer: A

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 # 89
Cigarettes and alcohol are often described as having an 'inelastic price'. What does this mean?

A. The product is subject to age restrictions
B. Changes in price will greatly affect how much of the item is bought
C. Changes in price will not affect how much of the item is bought
D. The product is subject to high rates of tax

Answer: C

Explanation:
A product with an 'inelastic price' means that consumption doesn't really depend on how much it costs. So you could increase the price of alcohol and cigarettes and people would tend to still buy them. A product with an elastic price means that a change in price would have a large affect on the number of people who bought the item. See p.95 for more details on price elasticity.

NEW QUESTION # 90
When using competitive forces theory, suppliers are powerful in which of the following situations? Select THREE that apply.

A. The volume purchased is not important
B. The switching costs are high
C. The product is highly differentiated
D. There is potential for backward integration
E. The product is undifferentiated
F. There are few substitute products

Answer: B,C,F

Explanation:
Suppliers gain power when their products have limited substitutes, are highly differentiated, or when switching costs are high. These factors reduce buyer leverage and increase supplier influence, as described in Porter's Five Forces model.

NEW QUESTION # 91
What is a disadvantage of including qualitative KPIs into a contract?

A. They make the buyer seem weak
B. They are hard to measure
C. They pull focus from the more important quantitative KPIs
D. They can lead to poor supplier performance

Answer: B

Explanation:
The correct answer is 'They are hard to measure' p.103

NEW QUESTION # 92
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