Relevant CIPS L4M6 Exam Dumps, L4M6 Latest Mock Test

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CIPS L4M6 Exam Syllabus Topics:

Section	Weight	Objectives
Topic 1: Approaches to Managing Supplier Relationships	35%	- 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 - Relationship management strategies 1. Contractual and relational governance 2. Partnership and collaborative approaches
Topic 2: Dynamics of Relationships in Supply Chains	30%	- Types of commercial relationships 1. Relationship spectrum and life cycle 2. Internal and external relationships - Portfolio analysis techniques 1. Developing improvement action plans 2. Matrices for positioning and assessment - Sources of added value through relationships - Competitive forces and external factors 1. Porter's five forces 2. STEEPLED influences
Topic 3: Conflict and Dispute Resolution	20%	- Sources of conflict in relationships - Approaches to negotiation and resolution 1. Negotiation styles and techniques 2. Formal and informal dispute resolution
Topic 4: 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 (Q209-Q214):

NEW QUESTION # 209
Which of the following are examples of internal stakeholders of a manufacturing repair organisation? Select TWO that apply.

A. Finance director
B. Maintenance engineers
C. Bank manager
D. Shareholders
E. Trade union managers

Answer: A,B

Explanation:
Internal stakeholders are individuals or groups within an organization who are directly involved in its operations and decision-making processes. The finance director plays a crucial role in budgeting and financial planning, while maintenance engineers are essential for ensuring equipment functionality and efficiency. Both are integral to the organization's internal operations, as outlined in the CIPS L4M6 study materials.

NEW QUESTION # 210
Can a cost leadership strategy be described as 'no frills'?

A. Yes, it lowers the cost and differentiates the product
B. No, as it increases the costs and narrows the market segment
C. No, as it increases the costs and differentiates the product
D. Yes, it lowers the cost and increases the competitive scope

Answer: D

Explanation:
Cost leadership (Porter's generic strategy) is often referred to as a "no-frills" approach, where the organisation focuses on reducing costs and offering competitive prices across a broad scope. The aim is to become the lowest-cost producer while maintaining acceptable quality.

NEW QUESTION # 211
A company's analysis shows that some of their products from a supplier fall into the 'strategic' segment of the supply positioning grid. They are meeting with the supplier with the intention that they enter into a partnership. The supplier views the company as 'core' to their business. Which one of the following factors would be most important in determining that a partnership agreement would be good for both companies?

A. Their products are technically simple
B. They have a high spend with the supplier
C. There are many suppliers in the market
D. They have a low spend with the supplier

Answer: B

Explanation:
For partnerships to succeed, both buyer and supplier must see significant value in the relationship. High spend indicates strategic importance, ensuring mutual commitment. If the buyer is a core customer for the supplier, and has a high spend, partnership sourcing is mutually beneficial.

NEW QUESTION # 212
Lee is a procurement manager at Real Pirates Ltd and he has a contract with Peg Leg Industries for the supply of fake, wooden legs for his team of Pirates. Real Pirates Ltd have been working with Peg Leg Industries for almost 10 years but recently Lee has discovered he will need to terminate the contract due to 'Contract Frustration'. What could be the reason for this?

A. An unexpected incident has occurred beyond anyone's control
B. The supplier has become insolvent
C. The supplier has committed a material breach
D. The supplier has leaked confidential information about Real Pirates Ltd to a competitor

Answer: A

Explanation:
The correct answer is 'An unexpected incident has occurred beyond anyone's control'. A good example of this would be the Covid-19 pandemic- neither the buyer nor supplier could have predicted this, and if this means that the contract can't be completed - then the contract can be terminated (in the UK at least). A way to avoid this would be to include a Force Majeur clause listing possible circumstances that could occur. When there's a Force Majeur clause, these eventualities are now classed as foreseen rather than unforeseen. See p.108

NEW QUESTION # 213
Supplier development should be undertaken with all suppliers that a buyer uses. Is this statement TRUE?

A. no- supplier development should only be done with tactical suppliers
B. yes- it is important to develop all relationships
C. no- supplier development should only be done with strategic suppliers
D. yes- this will improve efficiencies for the buyer

Answer: C

Explanation:
Supplier development is time-consuming and resource-intensive so should only be done with strategic suppliers. P.14

NEW QUESTION # 214
......

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