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CIPS L4M6 Exam
- Topic 1: Matrices to identify supply, supplier and purchaser positioning/ Supplier identification, assessment and selection
- Topic 2: The link between relationships as a process and the achievement of added value outcomes/ Understand the dynamics of relationships in supply chains
- Topic 3: Understand processes and procedures for successful working with stakeholders/ Identify items potentially suitable for partnership sourcing
- Topic 4: Appraise portfolio analysis techniques to assess relationships in supply chains/ Analyse the concept of partnering and where it is a suitable approach
- Topic 5: Define the standards that potential partners will be expected to meet/ Identify the competitive forces that impact on relationships in supply chains
- Topic 6: Lack of senior management support and trust/ Lack of commitment by one or both parties
- Topic 7: Positive relationships through positive contributions/ Differentiate between different types of commercial relationships in supply chains
- Topic 8: Analyse the purpose of organisational procedures and processes in sourcing goods and/or services/ The link between organisations in supply networks
- Topic 9: Compare team management techniques to ensure positive stakeholder relationships/ Identify the processes for terminating stakeholder relationships
- Topic 10: Compare the practical considerations of stakeholder management/ Compare the sources of added value that can be achieved through supply chain relationships
Free CIPS L4M6 Exam Actual Questions
The questions for L4M6 were last updated On Apr. 12, 2024
A 'synergy' within a partnership can lead to what?
The correct answer is 'greater creativity'. A synergy is the concept that the value and performance of two companies combined will be greater than the sum of the separate individual parts. P.160
Francisco has entered a partnership with Pedro, who is a key supplier, and wants to ensure that the partnership achieves all of Francisco's goals. As well as qualitative and quantitative KPIs, what other measures could Francisco take to ensure the partnership is a success?
The correct answer is 'Conduct regular audits'. This is explained on p.153. You wouldn't do an appraisal on a supplier in a partnership relationship as both parties are equal. Threatening a partner isn't good for the relationship and a damages clause would be used in a contractual relationship rather than a partnership.
A company has just hired a new cleaning firm to clean their offices. The specification for the clean was detailed in an appendix in the contract and included a list of pre-approved products that the cleaning firm should use. The cleaners that were sent to site had not read the contract and therefore did not use the appropriate products. What is the reason for the failure of this?
This is an example of poor-communication. The information was not passed from the person who signed the contract to the staff on site who were to do the cleaning. See p.158 on communication issues.
Pablo has run an open- competition to secure a new contract for a supplier of paper for his Birthday Card making company. He has received 10 submissions from various suppliers and needs to put a team together to evaluate the bids. What type of team should Pablo consider?
Pablo should use a 'cross-functional team'. CIPS love 'cross-functional teams' and refer to them frequently throughout the study guide. A cross-functional team is people from different departments who come together for a purpose, such as to evaluate a tender. The benefit of using a cross-functional team is that you get people with different experiences and knowledge. So in this example a Cross-Functional team could compose of people from various departments such as procurement, logistics, manufacturing and legal. P.76
Kirsty is designing a specification for a new contract and wants to include some qualitive KPIs for the new supplier, as well as quantitative. Which of the following could she include? Select TWO.
The correct answers are information sharing and trust. Further qualitative KPIs are listed on p.102. Deliveries in full and on time would be a quantitative KPI and early supplier involvement is not a KPI at all.
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