CIPS L4M6 Exam Topics

CIPS L4M6 Exam

Supplier Relationships

Total Questions: 120

Last Updated : 22-04-2024

What is Included in the CIPS L4M6 Exam?

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CIPS L4M6 Exam Overview :

Exam Name	Supplier Relationships
Exam Code	L4M6
Official Information	https://www.cips.org/qualifications/diploma-in-procurement-supply/supplier-relationships/
See Expected Questions	CIPS L4M6 Expected Questions in Actual Exam
Take Self-Assessment	Use CIPS L4M6 Practice Test to Assess your preparation - Save Time and Reduce Chances of Failure

CIPS L4M6 Exam Topics :

Section	Objectives
1.0 Understand the dynamics of relationships in supply chains	1.1 Differentiate between different types of commercial relationships in supply chains Internal and external relationships The relationship spectrum The relationship life cycle 1.2 Appraise portfolio analysis techniques to assess relationships in supply chains Matrices to identify supply, supplier and purchaser positioning Developing action plans 1.3 Identify the competitive forces that impact on relationships in supply chains Sources of competitive advantage Competitive forces: sources of competitive rivalry, bargaining power of buyers and suppliers, threat of new entrants and potential substitutes STEEPLE factors that impact on supply chains (social, technological, economic, environmental, political, legislative and ethical) 1.4 Compare the sources of added value that can be achieved through supply chain relationships The link between relationships as a process and the achievement of added value outcomes Sources of added value: pricing and cost management, improving quality, timescales, quantities and place considerations in procurements from external suppliers The link between organisations in supply networks
2.0 Understand processes and procedures for successful working with stakeholders	2.1 Analyse the purpose of organisational procedures and processes in sourcing goods and/or services Achieving value for money Supplier identification, assessment and selection Selection and awarding criteria 2.2 Compare team management techniques to ensure positive stakeholder relationships Positive relationships through positive contributions Overcome resistance Identify conflict and coping processes Cross-organisational teams Stages of team development – forming, storming, norming, performing 2.3 Compare the practical considerations of stakeholder management Accurate cost modelling Reduced impact of price fluctuations Early supplier involvement in product and/or service development Knowledge transfer and access to innovation Common metrics to drive change for both organisations Improve risk management and continuity of supply 2.4 Identify the processes for terminating stakeholder relationships Reasons for termination The process of termination Timing Relationship impacts – amicable vs. hostile Legal considerations – finances, confidentiality, IPR, security, employee rights Succession issues – continuity of supplies
3.0 Understand the concept of partnering	3.1 Analyse the concept of partnering and where it is a suitable approach The three types of partnering Partnering vs. ‘traditional’ contracting agreement The drivers for partnership sourcing Advantages for purchaser and supplier• High spend High risk Technically complicated supplies New services Fast-changing technology Restricted markets 3.2 Appraise the process of partnership implementation Identify items potentially suitable for partnership sourcing ‘Sell’ the philosophy to senior management and other functions of the organisation Define the standards that potential partners will be expected to meet Establish joint commitment to the partnership Reviews and audits 3.3 Identify the reasons why partnerships fail Poor communication Lack of senior management support and trust Lack of commitment by one or both parties Poor planning Lack of value-added benefit Changes in the market Corporate cultural differences Logistics and distance barriers

Section

Objectives

1.0 Understand the dynamics of relationships in supply chains

1.1 Differentiate between different types of commercial relationships in supply chains

Internal and external relationships
The relationship spectrum
The relationship life cycle

1.2 Appraise portfolio analysis techniques to assess relationships in supply chains

Matrices to identify supply, supplier and purchaser positioning
Developing action plans

1.3 Identify the competitive forces that impact on relationships in supply chains

Sources of competitive advantage
Competitive forces: sources of competitive rivalry, bargaining power of buyers and suppliers, threat of new entrants and potential substitutes
STEEPLE factors that impact on supply chains (social, technological, economic, environmental, political, legislative and ethical)

1.4 Compare the sources of added value that can be achieved through supply chain relationships

The link between relationships as a process and the achievement of added value outcomes
Sources of added value: pricing and cost management, improving quality, timescales, quantities and place considerations in procurements from external suppliers
The link between organisations in supply networks

2.0 Understand processes and procedures for successful working with stakeholders

2.1 Analyse the purpose of organisational procedures and processes in sourcing goods and/or services

Achieving value for money
Supplier identification, assessment and selection
Selection and awarding criteria

2.2 Compare team management techniques to ensure positive stakeholder relationships

Positive relationships through positive contributions
Overcome resistance
Identify conflict and coping processes
Cross-organisational teams
Stages of team development – forming, storming, norming, performing

2.3 Compare the practical considerations of stakeholder management

Accurate cost modelling
Reduced impact of price fluctuations
Early supplier involvement in product and/or service development
Knowledge transfer and access to innovation
Common metrics to drive change for both organisations
Improve risk management and continuity of supply

2.4 Identify the processes for terminating stakeholder relationships

Reasons for termination
The process of termination
Timing
Relationship impacts – amicable vs. hostile
Legal considerations – finances, confidentiality, IPR, security, employee rights
Succession issues – continuity of supplies

3.0 Understand the concept of partnering

3.1 Analyse the concept of partnering and where it is a suitable approach

The three types of partnering
Partnering vs. ‘traditional’ contracting agreement
The drivers for partnership sourcing
Advantages for purchaser and supplier•
High spend
High risk
Technically complicated supplies
New services
Fast-changing technology
Restricted markets

3.2 Appraise the process of partnership implementation

Identify items potentially suitable for partnership sourcing
‘Sell’ the philosophy to senior management and other functions of the organisation
Define the standards that potential partners will be expected to meet
Establish joint commitment to the partnership
Reviews and audits

3.3 Identify the reasons why partnerships fail

Poor communication
Lack of senior management support and trust
Lack of commitment by one or both parties
Poor planning
Lack of value-added benefit
Changes in the market
Corporate cultural differences
Logistics and distance barriers

Updates in the CIPS L4M6 Exam Topics:

CIPS L4M6 exam questions and practice test are the best ways to get fully prepared. Study4exam's trusted preparation material consists of both practice questions and practice test. To pass the actual Level 4 Diploma in Procurement and Supply L4M6 exam on the first attempt, you need to put in hard work on these questions as they cover all updated CIPS L4M6 exam topics included in the official syllabus. Besides studying actual questions, you should take the CIPS L4M6 practice test for self-assessment and actual exam simulation. Revise actual exam questions and remove your mistakes with the Supplier Relationships L4M6 exam practice test. Online and Windows-based formats of the L4M6 exam practice test are available for self-assessment.

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