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L4M6 Paper 10.
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1.
A buyer is managing a supplier relationship where the focus is only on contract compliance and price. Which type of relationship is this?
2.
A procurement manager seeks to strengthen trust with a key supplier by sharing sales forecasts and demand data. What benefit is this practice most likely to achieve?
3.
A buyer is considering single sourcing for a specialised component. What is the main advantage?
4.
A supplier has consistently invested in new technologies that improve delivery speed. What kind of value is this contributing to the buyer?
5.
A company classifies a supplier relationship as “strategic” in its portfolio analysis. What is the most appropriate strategy?
6.
A procurement officer notices that a supplier is financially unstable. Which action is most appropriate?
7.
A buyer wishes to reduce disputes with a supplier over performance standards. Which tool is most effective?
8.
A company is in the “forming” stage of team development with a new supplier project team. Which characteristic best describes this stage?
9.
A supplier is classified as providing bottleneck items. What is the most suitable strategy?
10.
A buyer terminates a supplier contract without considering replacement options. What risk is most likely?
11.
Which of the following are drivers for collaborative supplier relationships? InnovationRoutine low-value suppliesRestricted supply marketsComplex technologySimple non-core items
- Innovation
- Routine low-value supplies
- Restricted supply markets
- Complex technology
- Simple non-core items
12.
Which of the following are causes of conflict in buyer–supplier relationships?
- Misaligned objectives
- Strong trust
- Cultural differences
- Poor communication
- Inadequate planning
13.
Which of the following are typical success factors in partnership relationships?
- Senior management support
- Clear communication
- Long-term vision
- Shared risk and reward
- Frequent switching of suppliers
14.
A supplier is considered strategically important and is given priority access to the buyer’s R&D projects. Which relationship type is this?
15.
Which of the following are elements of Porter’s Five Forces? Threat of substitutesBargaining power of buyersSupplier bargaining powerRivalry among competitorsShared governance
16.
A buyer chooses to terminate a supplier contract. Which factor must be considered first?
17.
Which of the following are typical benefits of supplier development? Improved supplier performanceIncreased buyer dependencyBetter quality standardsStronger supplier innovationHigher switching costs
18.
A procurement manager ensures that new supplier contracts contain clauses on emissions reduction. What aspect of sourcing does this address?
19.
A buyer engages in negotiations aiming for solutions that benefit both parties equally. What approach is being used?
20.
A supplier relationship is described as “short-term, opportunistic and low trust.” What type of relationship is this?
21.
Which of the following are benefits of using cross-functional teams in supplier management? Better decision-makingImproved stakeholder engagementGreater silo mentalityBroader skill baseFaster conflict resolution
22.
A buyer wants to encourage innovation, sustainability, and long-term value from suppliers. Which tool is most appropriate?
23.
A supplier considers the buyer a nuisance account with low revenue contribution. What risk arises for the buyer?
24.
Which of the following are typical reasons why partnerships fail? Poor communicationLack of trustClear objectivesMisaligned goalsSenior management disengagement
25.
A buyer decides to co-invest with a supplier in renewable energy projects. Which type of added value is being pursued?
