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L5M6 Category Management - paper *5.
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1.
According to Alexander (2006), creating an effective technology route map requires four steps. At what stage must the technology be evaluated to ensure it meets current business goals as well as capable of helping business future goals with minimum upgrades?
2.
Supply chain mapping involves identifying and documenting the exact source of every material, process, and shipment involved in bringing goods to the market. Three main stages are required to map a supply chain. What does stage two comprise of?
3.
The combined segmentation approach which combines one matrix that considers supplies based on profit impact and supply risk and one that considers the willingness and capabilities of the supplier technically combines which two of the following tools or techniques?
4.
Tom is a procurement manager for Dick & Sons, which is developing its procurement team to be a category management focused team. It has been identified that a key area that needs improving for Dick & Sons is its supplier relationship management process as currently suppliers are only contacted by procurement when new sourcing requirements arise or when internal stakeholders request procurement’s support in rectifying a quality issue. Tom is planning to use a Pareto analysis to initially segment Dick & Sons’ spend. How will this help him to develop a supplier relationship strategy?
5.
Customers who are perceived as 'exploitable' by suppliers will receive poor quality service. Is this true?
6.
Category manager has identified a number of 'bottleneck' suppliers on which the organisation has a high level of critical dependency. They plan to identify alternative sources of suppA ly as a contingency. Is this the right course of action?
7.
Strategic sourcing is concerned with the alignment of long term organisation-wide goals and objectives. Strategic procurement’s key tools include which of the following?
1. Individual assessment of supplier quotations
2. Aggregation and assessment of demand patterns
3. Outsourcing v manufacturing in-house decisions
4. Internal process benchmarking
8.
The buyer must seek ways to change supplier’s perception of their account. Which of the following method increases the buyer’s account attractiveness by taking away uncertainty from supplier revenue streams?
9.
Chinedu is of the view that the category management process must take full extent of the supply chain into account to reduce unnecessary risks especially those risks relating to source of raw materials and produce. How will understanding of supply chains benefit her?
1. Helps eliminate reputational and regulatory risks
2. Understanding location of suppliers’ location will help manage risks in relation to
continuity of supply to avoid interruptions
3. Assists with achievement of CSR and sustainability objectives
4. Provides an opportunity to identify and implement innovation
10.
The war in Ukraine has presented supply chain challenges for many nations especially the European countries. The Europeans are most affected because a greater percentage of their gas and energy supplies come from Russia. Advise European countries on the best purchasing strategy to pursue under the circumstances.
11.
The buyer must analyse suppliers very carefully just as they would analyse industry and the markets to develop a category strategy because a supplier does not consider all customers/buyers equal. Which of the following explains an exploitable customer?
12.
The buyer must seek ways to change supplier’s perception of their account. Which of the following method increases the buyer’s account attractiveness by taking away uncertainty from supplier revenue streams
13.
Implementing value chain analysis can be achieved through implementing cost reduction value chain analysis and implementing differentiation value chain analysis. What are the First and Last stages of these two methods of analysis?
14.
Value chain analysis has benefits to an organisation. Select the THREE that apply from the following
1. Partnerships
2. Cost advantage by reducing costs
3. Identifying activities that add the most value
4. Differentiation advantage by ensuring its products or services are different from those of competitors
15.
Porter’s value chain has nine activities divided into support activities which are not directly related to the product or service and primary activities which are directly related to the product or service. Which one of the following pairs has only the primary activities?
16.
Absolom conducts a value chain analysis process and he expected four outcomes from the process. Which outcome is achieved by understanding end customer to identify aspects of the product where functionality or quality is more important than the price, which is then shared with suppliers in the value chain?
17.
Chloe is of the view that the category management process must take full extent of the supply chain into account to reduce unnecessary risks especially those risks relating to source of raw materials and produce. How will understanding of supply chains benefit her? 1. Helps eliminate reputational and regulatory risks 2. Understanding location of suppliers’ location will help manage risks in relation to continuity of supply to avoid interruptions 3. Assists with achievement of CSR and sustainability objectives 4. Provides an opportunity to identify and implement innovation
18.
Which of the following plays a fundamental role in establishing categories when developing a category management strategy?
19.
Dave, a category manager, has been tasked with analysing the direct costs for his car manufacturing organisation. Dave is analysing the costs of steel components, plastic sub-assemblies and tyres. Is Dave analysing the correct types of costs?
20.
Which of the following are steps of AT Kearney’s 7 step model for the adoption of category management?
1. Profile the category
2. Select the implementation path
3. Reducing the organisation’s supply chain
4. Consolidating the category’s international suppliers
21.
Which of the following are key behavioural skills required to implement category management?
1. Financial analysis
2. Team working
3. Effective communication
4. Risk management
22.
Strategic sourcing is concerned with the alignment of long-term organisation-wide goals and objectives. Strategic procurement’s key tools include which of the following?
1. Individual assessment of supplier quotations
2. Aggregation and assessment of demand patterns
3. Outsourcing v manufacturing in-house decisions
4. Internal process benchmarking
23.
A category manager has identified a number of 'bottleneck' suppliers on which the organisation has a high level of critical dependency. They plan to identify alternative sources of supply as a contingency. Is this the right course of action?
24.
Customers who are perceived as 'exploitable' by suppliers will receive poor quality service. Is this true?
25.
Supply chain mapping is a useful tool for category managers to identify which of the following? Select THREE that apply.
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