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| Section | Objectives |
|---|---|
| Supplier Risk and Resilience | - Business continuity planning - Supplier vulnerability analysis - Risk mitigation strategies - Risk identification and assessment |
| Managing Supplier Performance | - Performance measurement tools and techniques - Key Performance Indicators (KPIs) - Scorecards and supplier audits - Continuous improvement processes |
| Supplier Segmentation and Categorisation | - Strategic, tactical, and transactional suppliers - Kraljic matrix and portfolio analysis - Supplier classification criteria |
| Ending and Reconfiguring Supplier Relationships | - Supplier base rationalisation - Managing relationship dissolution professionally - Contract termination processes - Exit strategies and transition planning |
| Supply Chain Context | - Supplier market analysis - Understanding the supply chain environment - Stakeholder relationships in procurement |
| Developing Supplier Relationships | - Partnership models and collaboration approaches - Supplier relationship management (SRM) frameworks - Trust and commitment in supplier partnerships - Relationship lifecycle stages |
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NEW QUESTION # 252
Which of the following are valid strategies for dealing with conflict? Select THREE
Answer: A,D,E
Explanation:
The three right answers are competing, collaborating and compromising. See the Thomas Kilmann Model on p.87. There are quite a few questions on this in the exam.
NEW QUESTION # 253
Which of the following are primary activities, according to Porter's Value Chain? Select THREE.
Answer: A,D,E
Explanation:
This question refers to Porter's Value Chain (p.35). There's a couple of questions on this in the exam so try to learn it. Primary activities are; inbound logistics, operations, outbound logistics, marketing and sales, after sales- service
NEW QUESTION # 254
A team within a manufacturing company have been tasked to develop a new product for production. Initially, the team had a lot of ideas but disagreed on the design. They have now agreed and finalised the design and have assigned roles within the team, but are yet to complete the first production run. What stage of development is the team?
Answer: B
Explanation:
In the Norming stage of Tuckman's model of team development, teams begin to resolve their differences, appreciate each other's strengths, and respect authority. Agreement on design and role assignment indicates the team has moved past conflict (Storming) and is now functioning collaboratively, although not yet fully productive (Performing).
NEW QUESTION # 255
Effective cost modelling involves which of the following?
* Data gathering
* Analysis of facts
* Supplier negotiation
* Issuing a request for quotation
Answer: D
Explanation:
Comprehensive and Detailed Explanation:
Effective cost modelling is a process that helps in understanding the cost structure of a product or service. It involves:
* Data gathering:Collecting relevant data related to materials, labor, overheads, and other cost drivers.
* Analysis of facts:Evaluating the collected data to understand cost behaviors and identify areas for cost reduction.
Supplier negotiation and issuing a request for quotation are subsequent steps that may utilize the insights gained from cost modelling but are not part of the modelling process itself.
Reference:
CIPS L4M6 Study Guide
NEW QUESTION # 256
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?
Answer: B
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 # 257
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