L4M6 Practice Exams and Training Solutions for Certifications [Q26-Q42]

Rate this post

L4M6 Practice Exams and Training Solutions for Certifications

Dumps Free Test Engine Player Verified Answers

CIPS L4M6 Certification Exam focuses on supplier relationships, which is one of the most critical aspects of procurement and supply chain management. L4M6 exam is designed to test the knowledge and skills of procurement professionals in managing supplier relationships effectively. It covers various topics, such as supplier selection, performance management, contract management, and supplier development.

CIPS L4M6 exam covers various aspects of supplier relationships, including supplier selection, negotiation, contract management, and supplier performance management. It also covers the impact of supplier relationships on the overall procurement strategy, and how it can be aligned with the organization’s strategic goals. L4M6 exam also tests the candidate’s ability to evaluate supplier performance and develop strategies to improve it.

QUESTION 26
Matt Blanche is the manager of a procurement team. Two high-performing individuals in the team have regular conflicts between them. Which of the following resolutions would be appropriate to resolve the conflict? Select all that apply.

Set up individual meetings with the staff members to see if the issues are personal or work-related

Set up a meeting with the individuals and set mutual targets for both of them

Move one of the staff members to another team

Avoid the issues and let the staff members resolve their differences themselves

QUESTION 27
In the 1990s a company spent a lot of time and money developing a device that you could carry around that could play CDs. The product spent a long time in development but when it was released the sales figures were very disappointing. This was in part due to the fact another product was released at a similar time which had much more developed technology and could play music without the cumbersome size of a portable CD player. Which of the following did the company not consider when developing the product?

threat of substitution

threat of new entrant

rivalry among existing competitors

power of buyers

QUESTION 28
Intellectual Property Rights (IPR) include items such as copywrite and trademarks. A buyer is considering entering into a partnership with their supplier to create a new product which will be released in two years’ time. Should IPR be included into a contract between partners?

Yes- IPR should always remain with the buyer- this will protect those rights

Yes- IPR is a valid concern for both parties but will survive the termination of the agreement

No- a separate legal agreement should be created to cover IPR

No- a contract is not necessary if it is a partnership.

QUESTION 29
Which of the following is an advantage for the suppler of entering into a partnership with a buyer?

They may gain an increased volume of business

There is more flexibility when selling the product

The Intellectual Property Rights of the buyer become yours

They no longer have to try as hard to win business.

QUESTION 30
Robbie is a procurement manager at a public sector organisation. He is running a tender which is worth £2m and so will advertise this on OJEU. His manager has reminded Robbie to include CPV codes on the tender.
What purpose would this serve?

To ensure suppliers know the deadline for tender submission

To ensure suppliers can find the opportunity

To ensure more suppliers bid for the tender

To ensure only qualified suppliers bid for the tender

QUESTION 31
An automotive company has hired Tom as the procurement manager. Tom is to manage a team of two people who have worked in the department for a number of years. Conflict exists between the two members of staff due to an overlap of responsibilities. Which of the following processes would be most appropriate for Tom to use to reduce this conflict?

Tom could avoid mentioning the conflict and hope that it is resolved without action

Tom could hire an additional member of staff to take on some of the duties

Tom could restructure the team so both members do not have to work together

Tom could arrange a meeting and set performance targets for each member

QUESTION 32
A supplier is working with a buyer who represents a large percentage of his business. Without this particular buyer, the supplier would likely go out of business. There has been a dispute in the last invoice which the buyer is not happy about. What technique should the supplier use when talking to the buyer about this?

Competing- the supplier needs to earn more money as they are struggling financially

Avoiding- the supplier should avoid talking with the buyer as this may result in conflict

Accommodating- the supplier should show a large degree of co-cooperativeness as the buyer is important to their survival

Accepting – the supplier should accept that conflict should sometimes occur in buyer: supplier relationships and work hard to avoid them

QUESTION 33
In a partnership who is responsible for decision making?

The project steering committee

Both the supplier and the buyer

The buyer

The supplier

QUESTION 34
What is a disadvantage of including qualitative KPIs into a contract?

They can lead to poor supplier performance

They pull focus from the more important quantitative KPIs

They are hard to measure

They make the buyer seem weak

QUESTION 35
A company purchases products from a supplier that falls into the ‘strategic’ segment of the supply positioning grid. They are drawing up a formal partnership agreement with the supplier. The supplier views the company as core to their business. What would be an important clause to include in the agreement to help make sure the partnership worked in a fully collaborative way?

Force majeure

Continuous improvement

Time of the essence

Liquidated damages

QUESTION 36
Construct Builders Ltd works very closely with a supplier called Solid Timber Co on house-building projects.
They have a very close working relationship, sharing investment, setting pricing levels, and looking at sharing resources. The two companies also work closely together to set strategic directions and explore new markets for long-term growth. There is no formal contract in place between the two companies. Using the relationship spectrum, what relationship does this scenario best describe?

Constructive

Transactional

Co-operative

Partnership

QUESTION 37
Which of the following documents can be used at the selection stage of a tender process to ensure that short listed bidders meet the requirements of the buying organisation? Select TWO.

Request for Information

Request for Quotation

Pre-Qualification Questionnaire

Invitation to Tender

QUESTION 38
Supplier development should be undertaken with all suppliers that a buyer uses. Is this statement TRUE?

yes- it is important to develop all relationships

yes- this will improve efficiencies for the buyer

no- supplier development should only be done with strategic suppliers

no- supplier development should only be done with tactical suppliers

QUESTION 39
Which of the following are NOT one of the four key principles of procurement in the EU?

Transparency

Value for Money

Non-Discrimination

Proportionality

QUESTION 40
The Kraljic Model is most useful for which aspect of procurement?

category management

cost analysis

risk management

cost reduction

QUESTION 41
Red Manufacturing work with around 40 different suppliers. One of these suppliers is Blue Business. Red Manufacturing order regularly from Blue Business, and have never had any issues with their performance.
The materials Blue Business supply are of low value and there are several other suppliers of these materials in the market. What type of relationship should Red Manufacturing seek to have with Blue Manufacturing?

partnership

single-source

arms-length

adversarial

QUESTION 42
Which one of the following would constitute a succession issue when terminating a relationship?

Processing penalties

Deletion of old specifications

Payment of old invoices

Continuity of supplies