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Reasonable L4M6 Exam Price, L4M6 Exam Dumps
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CIPS L4M6 exam is a comprehensive assessment designed to test the knowledge and skills of procurement professionals when it comes to managing supplier relationships. L4M6 exam is part of the Chartered Institute of Procurement and Supply (CIPS) Level 4 Diploma in Procurement and Supply, and passing it is a requirement for those who want to progress to the next level of the program.
CIPS L4M6 exam, also known as the CIPS Supplier Relationships exam, is a comprehensive assessment that evaluates a candidate's knowledge and understanding of the supplier relationship management process. L4M6 exam is designed for procurement professionals who want to enhance their skills in managing supplier relationships and improve the effectiveness of their procurement strategies. It is an essential exam for individuals who have completed the CIPS Level 4 Diploma in Procurement and Supply and want to progress further in their procurement career.
CIPS L4M6 Certification Exam is an advanced level certification exam that focuses on the key concepts and principles of supplier relationships. L4M6 exam is designed for procurement professionals who want to enhance their skills and knowledge in managing supplier relationships effectively. L4M6 exam covers a wide range of topics related to supplier management, including contract management, supplier performance management, and supplier risk management.
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CIPS Supplier Relationships Sample Questions (Q185-Q190):NEW QUESTION # 185
Which of the following relationship types are characterised by low levels of trust? Select TWO options
- A. Outsourced
- B. Adversarial
(Correct) - C. Partnership
- D. Single- Sourced
- E. Arm's Length
Answer: B,E
Explanation:
Adversarial and Arm's Length relationships have low levels of trust. Single Source, Partnership and Outsourcing require high level of trust. See p.5 for the Supplier Relationship Spectrum
NEW QUESTION # 186
Why is it more difficult for buyers in the public sector to build relationships with suppliers?
- A. There are regulations prohibiting public sector buyers from developing relationships
- B. Buyer power is weak in the public sector
- C. There are regulations that state competitive tender processes must be undertaken regularly
- D. Buyer power is strong in the public sector
Answer: C
Explanation:
It can be difficult for buyers in the private sector to build relationships with suppliers because of rules that state competitive tenders must be undertaken every few years (within the EU this is usually every 4). This means that both parties aren't as invested in developing the relationship as it's possible the contact will end shortly. Competitive tendering is a requirement in the public sector to ensure value for money for taxpayers. See p.79 for further details. There are no rules stating Public Sector organisations can't have good relationships with suppliers, and in fact most will have good relationships with their current suppliers- the issue is that neither party can get too invested in the relationship as everyone knows it may end shortly. There are rules, however, against entering into Partnership relationships (which is discussed in chapter 3).
NEW QUESTION # 187
Which of the following factors would you use to analyse the macro-environment? Select THREE.
- A. social
- B. philosophical
- C. political
- D. cultural
- E. legislative
Answer: A,C,E
Explanation:
STEEPLE is what is used to analyse the macro-environment; the factors are; social, technological, economic, environmental, political, legislative and ethical. Details of this can be found on p.43-44
NEW QUESTION # 188
Which of the following are advantages for the buyer of entering into a partnership? Select TWO.
- A. They will gain an increased volume of business
- B. They are likely to be able to gain price stability
- C. There may be greater continuity of supply
- D. The supplier may become complacent
Answer: B,C
Explanation:
The correct answers are; They are likely to be able to gain price stability and There may be greater continuity of supply. The other options are an advantage for the supplier rather than the buyer (They will gain an increased volume of business) and a disadvantage of entering into a partnership (The supplier may become complacent). As you may have guessed from these questions - Partnerships come up a LOT in the exam. See p.130 for info on pros and cons of partnerships.
NEW QUESTION # 189
Richie has come up with a new idea for sourcing items for the business but feels that it will have mixed reviews within the team. He thinks that some people will be in favour of the idea, and some will be against it. He doesn't think the CEO will have a strong opinion either way. In order to decide whether to put a business case together and present his idea to the CEO- what should Richie do?
- A. Make vs Buy Analysis
- B. Cost Analysis
- C. Value Engineering Analysis
- D. Force Field Analysis
Answer: D
Explanation:
Richie should do a Force Field Analysis - this is explained on p.86 and is an idea of Kurt Lewin - it identifies the driving forces for a project and the restraining forces (basically who will be for it and who will be against it). The textbook doesn't go into much detail on this but there are questions on it in the exam- so have a quick google to familiarise yourself with Kurt Lewin's Force Field Analysis.
NEW QUESTION # 190
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