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| Section | Objectives |
|---|---|
| Ending and Reconfiguring Supplier Relationships | - Managing relationship dissolution professionally - Exit strategies and transition planning - Supplier base rationalisation - Contract termination processes |
| Managing Supplier Performance | - Performance measurement tools and techniques - Key Performance Indicators (KPIs) - Continuous improvement processes - Scorecards and supplier audits |
| Supplier Risk and Resilience | - Risk mitigation strategies - Supplier vulnerability analysis - Business continuity planning - Risk identification and assessment |
| Developing Supplier Relationships | - Supplier relationship management (SRM) frameworks - Relationship lifecycle stages - Partnership models and collaboration approaches - Trust and commitment in supplier partnerships |
| Supply Chain Context | - Understanding the supply chain environment - Stakeholder relationships in procurement - Supplier market analysis |
| Supplier Segmentation and Categorisation | - Supplier classification criteria - Strategic, tactical, and transactional suppliers - Kraljic matrix and portfolio analysis |
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NEW QUESTION # 88
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: A
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 # 89
What is value mapping?
Answer: D
Explanation:
The definition of value mapping is given on p.69 this is; 'a process in which value is created through the elimination of waste and operational inefficiencies'. It ties into JIT / Lean.
NEW QUESTION # 90
Which of the following characteristics would appear in the Supplier Preferencing Model when a buyer has a high spend with a supplier? Select TWO that apply.
Answer: B,D
Explanation:
In the Supplier Preferencing Model:
* Core: A buyer with high spend and high attractiveness is viewed as critical by the supplier, encouraging strategic collaboration.
* Exploitable: Where buyer spend is high but power is lower, suppliers may exploit the situation by raising prices or setting unfavorable terms.
These are the two scenarios associated with high spend buyers.
NEW QUESTION # 91
Joseph works as a category manager for a large electricity supply company. His company is one of six electricity companies in the country. All have a high annual spend on the same specifications of cable. There are only five cable manufacturers capable of supplying the cables. Joseph has established all the suppliers use the same raw materials using the same types of manufacturing lines. Prices tendered by all suppliers are very similar. After paying for the cable, Joseph's company spends an additional 25% on moving and installing the cable. In order to enable Joseph to gain advantage over the other electricity companies, which type of supplier relationship should he adopt?
Answer: D
Explanation:
A partnership relationship allows Joseph to collaborate with suppliers on cost savings in manufacturing, logistics, and installation, providing a competitive edge over rival companies.
NEW QUESTION # 92
Which of the following are possible drivers for partnership sourcing? Select THREE.
Answer: A,B,C
Explanation:
The correct answers are; The marketplace has become more volatile, Working together will create synergies and The need to improve performance to satisfy the end customer. Further Drivers of Partnership Sourcing can be found on p.127. The other answers are incorrect as entering a partnership won't protect intellectual property rights- in fact that's one of the big risks of entering into a partnership. Partnerships won't increase costs and lead-times, they're likely to decrease them.
NEW QUESTION # 93
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