L4M6 Supplier Relationships Question and Answers

CIPS explains that supplier relationships move through a lifecycle typically consisting of initiation, growth, maturity, and exit/renewal.

During the growth stage, the relationship is developing and expanding. As interaction increases, it is common for:

Operational challenges to arise

Differences in expectations to surface

Conflicts to emerge that must be managed collaboratively

Negotiating terms occurs at the initiation stage, achieving aims occurs during maturity, and learning lessons is associated with exit or renewal.

L4M6 Reference:

Learning Outcome 3: Understand approaches to managing supplier relationships

Topic: Relationship lifecycle management

CIPS L4M6 Study Guide – Stages of supplier relationships

Explanation

The correct answer is ‘reduced product life-cycles’. In this example the reason for entering a partnership is to be able to produce new models of phones more quickly- this is likely because consumers are wanting to change mobile phones more often than they did in the past, so in order to keep up withdemand, Phone Maker Incorporated need to produce more phones, more quickly. Drivers of Partnership Sourcing is a key topic in the exam – you can revise these by looking at p.127 in the Study Guide

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.

Comprehensive and Detailed Explanation:

In the Supplier Preferencing Model, customers are categorized based on their attractiveness and value to the supplier. A "Nuisance" customer is characterized by low profitability and high maintenance, often requiring disproportionate resources relative to the benefits they provide. Such customers may be deprioritized or even considered for discontinuation by the supplier.

Explanation

The correct answer is ‘Strong levels of trust and honest communication’. The questions on Partnership in the exam tend to be quite straightforward, but if you’re struggling with this see p. 148 for further details of behaviour in Partnerships.

When contracts for services transfer between providers, TUPE regulations (Transfer of Undertakings – Protection of Employment) apply in many jurisdictions. Employees retain their rights and continue employment under the new employer. Thus, employment rights are the key legal concern.

Political factors in STEEPLED analysis relate to:

Government policy

Political stability

State intervention in markets

CIPS identifies grants and subsidies and civil unrest or war as political influences that can significantly impact supply chains.

Consumerism is a social factor, and wage rates are economic factors.

L4M6 Reference:

Learning Outcome 1: Understand external influences on procurement

Topic: STEEPLED / PESTLE analysis

CIPS L4M6 Study Guide – Political and macro-environmental factors

An adversarial relationship is highly competitive, often win:lose, focusing on cost and negotiation power rather than collaboration. It contrasts with partnerships or strategic alliances.

Explanation

The correct answer is Measurable, achievable and relevant. This is from SMART KPIs on p. 151. Smart stands for specific, measurable, achievable, relevant, time-bound. In the exam they come up in different orders so be careful.

Arranging a meeting to clarify roles and setting performance targets provides clear expectations and encourages accountability. This aligns with CIPS guidelines on managing conflicts through constructive engagement.

Comprehensive and Detailed Explanation:

The buying organisation's decision to terminate the partnership with supplier FGH is influenced by:

Changes in the composition of the supply market: The entry of new suppliers into the market provides the buying organisation with more options, reducing dependency on FGH and enabling the pursuit of better partnerships.

Poor communication by the supplier: FGH's lack of proactive communication regarding delivery delays has led to frustration, indicating a breakdown in the partnership's effectiveness.

These factors align with the principles of supplier relationship management, where effective communication and adaptability to market changes are crucial.

Explanation

The correct answer is Measurable, achievable and time-bound. This is from SMART KPIs on p. 151. Smart stands for specific, measurable, achievable, relevant, time-bound. In the exam they come up in different orders so be careful.

Explanation

George should use a weighted award criteria – this will allow him to judge suppliers not only on cost, but also on the quality of their products and whether or not they can provide maintenance. For example George could weight the bids in this way; 40% cost, 30% durability of the panels and 30% maintenance costs. For more information on how weighted award criteria works see p.78

Partnership sourcing is ideal for high-spend, high-risk situations where collaboration mitigates risks and maximizes value through innovation, efficiency, and trust.

For partnership sourcing to succeed, senior management buy-in is essential. Selling the idea internally ensures commitment of resources, trust, and long-term strategy alignment. Options A and D undermine partnerships, while B contradicts the open and collaborative nature of partnership sourcing.

Comprehensive and Detailed Explanation:

The described relationship includes:

Joint Product Development:Collaborative involvement in strategic projects indicates a deep partnership.

Integrated Systems:JIT delivery systems require synchronized operations, reflecting significant integration.

These elements are hallmarks of a significant integration partnership.

Explanation

The correct answers are; The marketplace has become more volatile, Working together will create synergies and The need to improve performance to satisfy the end customer. Further Drivers ofPartnership Sourcing can be found on p.127. The other answers are incorrect as entering a partnership won’t protect intellectual property rights- in fact that’s one of the big risks of entering into a partnership. Partnerships won’t increase costs and lead-times, they’re likely to decrease them.

Explanation

In an adversarial relationship "the outcome of the deal… is more important than maintaining the relationship over a long-term period" p.7. They can be characterised by poor communication and can be used for one-off purchases but be careful for words in answers such as 'only' and 'always', as these can be misleading; adversarial relationships aren't always for one-off purchases, and communication isn't always poor. The other answer is incorrect (price is more important) because it doesn't describe the relationship, which is what the question asked.

Explanation

The correct answer is “A mechanism for performance management where the buyer has the right to deduct money from payments owed for under performance”. A definition is provided on p.113 and states “If a supplier fails to meet the standard set in the service credits, the buyer has the right to deduct set amounts of money from payments owed to the supplier”

Comprehensive and Detailed Explanation:

Cultural compatibility is crucial in partnership relationships. Differences in corporate culture can lead to misunderstandings, misaligned objectives, and conflicts, ultimately jeopardizing the partnership's success. Therefore, assessing cultural compatibility at the outset is essential.

Explanation

This question is very, very similar to a real exam QUESTION NO: and is a really mean one. The CIPS study guide describes stages of team development as forming, storming, norming and performing. Of those listed in the book only forming is listed above. What the textbook fails to tell you is that some people add on two additional stages to this model which are mourning and adjourning. I strongly recommend doing some further reading on this (it’s called the Tuckman Group Development Model) as it comes up a lot in the exam and the study guide doesn’t really go into enough detail.

In CIPS L4M6, supply risk is analysed alongside financial risk. Expensive and technically complex items are frequently bespoke or highly specialised, meaning that:

There are few alternative suppliers

Switching suppliers is difficult, costly, or impossible

This significantly increases supply risk, not reduces it. While financial risk is high due to value and complexity, supply risk is also high due to dependency and limited market availability.

The incorrect options misunderstand supply risk:

Single sourcing increases supply risk

Easy switching is rarely possible for complex supplies

High-value complex items never carry low combined risk

L4M6 Reference:

Learning Outcome 2: Understand supply chain risk and resilience

Topic: Financial risk vs supply risk

CIPS L4M6 Study Guide – Risk positioning and Kraljic portfolio thinking

Comprehensive and Detailed Explanation:

The accommodating conflict management style is characterized by a low concern for self and a high concern for others. This approach involves yielding to others' needs and maintaining harmony, which can be appropriate in situations where preserving relationships is more important than achieving personal goals.

In the context of a commercially sensitive outsourcing project, adopting an accommodating approach may be suitable to ensure stakeholder cooperation and minimize conflict.

Explanation

The correct answer is ‘Yes- joint innovation projects are often a strong motivation for entering into a partnership’. The other options are simply not true statements. A lot of the questions on the ‘Partnerships’ chapters of the book are common-sense questions like this. It involves reading the QUESTION NO: and using logic, rather that relying on your knowledge of procurement. If you found this QUESTION NO: easy – that’s a good sign for the exam.

Comprehensive and Detailed Explanation:

A Non-Disclosure Agreement (NDA) is a legal contract that establishes a confidential relationship between parties. It ensures that any sensitive information shared during the course of a partnership is not disclosed to unauthorized parties. Implementing an NDA fosters trust by providing assurance that proprietary information, trade secrets, and other confidential data are protected. This is particularly crucial in partnerships where open communication and information sharing are essential for success.

Comprehensive and Detailed Explanation:

In Michael Porter's Value Chain model, primary activities are those that are directly involved in the creation and delivery of a product or service. These include:

Inbound Logistics:Activities related to receiving, storing, and distributing inputs internally.

Operations:Transforming inputs into the final product.

Outbound Logistics:Distributing the final product to customers.

Marketing and Sales:Activities that inform buyers about products and services, induce buyers to purchase them, and facilitate their purchase.

Service:Activities that maintain and enhance the product's value, such as customer support and repair services.

Firm infrastructure and technology development are considered support activities, as they assist the primary activities in helping the organization achieve its competitive advantage.

Comprehensive and Detailed Explanation:

In the Kraljic Matrix, a 'Bottleneck' item is characterized by low financial impact but high supply risk. These items may be sourced from a limited number of suppliers or involve complex logistics, making them susceptible to supply disruptions. Managing bottleneck items requires strategies focused on risk mitigation, such as developing alternative suppliers or holding strategic stock reserves.

Explanation

Designing the specification is not a stage in the relationship cycle- this would be done before the relationship begins. There are 6 stages of the relationship cycle; on-boarding, qualification,segmentation and risk management, performance management, development and innovation, phase out. P.13

CIPS defines strategic suppliers as those that are critical to organisational performance, continuity of service, and risk management. In this scenario, the staffing agency directly impacts:

Patient safety

Operational continuity

Service delivery

For strategic suppliers, CIPS recommends adopting a partnership sourcing relationship, characterised by:

Long-term collaboration

High levels of trust and communication

Joint problem-solving and planning

Shared responsibility for performance outcomes

Transactional, tactical, or competitive sourcing approaches focus on short-term cost and flexibility and are not appropriate where service failure could have severe consequences.

L4M6 Reference:

Learning Outcome 3: Understand approaches to managing supplier relationships

Topic: Strategic suppliers and partnership sourcing

CIPS L4M6 Study Guide – Supplier segmentation and relationship strategies

Negative leaders and promoters hold the most influence. Negative leaders can sway opposition, while promoters can actively advocate for project success. Managing these stakeholders effectively is crucial in procurement projects.

Explanation

The correct answer is ‘A situation when the apparent output from collaboration is considerably less than expected’. This is verbatim the definition given in the study guide on p.166 A synergy is the concept that the value and performance of two companies combined will be greater than the sum of the separate individual parts.

Explanation

The correct answer is ‘greater creativity’. A synergy is the concept that the value and performance of two companies combined will be greater than the sum of the separate individual parts. P.160

Explanation

The correct answer is ‘No- a reverse e-auction would be more suitable as it will secure the lowest price’. An E-auction is something like eBay- where bids go up in price. If David wants to secure a lower price, he should use a Reverse E-Auction- where suppliers bid lower than the previous bid in order to win. For example, Supplier 1 offers to fulfil the contract at £50k per year, Supplier 2 can offer to beat this price by bidding £48k per year. Although Reverse E-Auctions may ensure cheaper prices, there are a lot of disadvantages to using this method. See p.21 and p.76 for more information

Economic factors such as unemployment rates affect labor availability, wages, and consumer purchasing power, directly impacting business operations and supply chains.

Explanation

Fred should hold a competition as this is a ‘key way of achieving value for money’ p.67. Fred shouldn’t put a business case together to make the product in-house without doing a make vs buy analysis, and that analysis showing make is the way to go. As the firm buy in 100s of components, it’s very unlikely that making the component in-house would bring ‘value for money’. He should also be careful of only looking at current suppliers or known suppliers- the best supplier of this new component might be unknown to the engineering firm at present.

Comprehensive and Detailed Explanation:

Fast-changing technology necessitates close collaboration between buyers and suppliers to stay ahead of market trends and innovations. Partnerships enable shared development efforts, quicker adaptation, and mutual growth in dynamic technological environments.

Partnerships emphasize collaboration, shared risks, and mutual benefits. Unlike adversarial or transactional relationships, they focus on long-term goals and joint value creation.

Buyers with a strong brand profile and adherence to ethical standards attract suppliers, as they provide market prestige and assurance of fair practices. This aligns with CIPS's emphasis on ethical procurement.

Comprehensive and Detailed Explanation:

Effective contract termination involves addressing any breaches through agreed-upon remedies and compensation. This ensures that both parties are treated fairly and that any disputes are resolved in accordance with the contract terms.

Explanation

The correct answer is TUPE: Transfer of Undertakings (Protection of Employment). Details on TUPE can be found on p.115

Explanation

Jenny should consider whole life costing. Ensuring value for money means considering a combination of price and quality throughout the lifetime of the product. See p.65 for more on ‘Achieving Value for Money’

Setting minimum standards helps filter suppliers efficiently, ensuring that only capable and reliable suppliers are considered. This approach supports both cost and quality objectives.

Explanation

This question refers to Porter's Value Chain (p.35). There's a couple of questions on this in the exam so try to learn it. Procurement is a 'support activity' on this matrix along with firm infrastructure, HR and technology development

Explanation

Friendly Flour Ltd is a strategic supplier; this is a critical supplier, responsible for core products. They represent a high risk impact and a high cost impact. This is the top-right hand corner of the Kraljic matrix. There are lots of questions on Kraljic in the exam - do revise this topic and ensure you understand each of the four quadrants of the matrix (see p.20)

The relationship spectrum runs from adversarial/transactional to collaborative partnerships such as strategic alliances and co-destiny. Also included are mid-spectrum arrangements like single sourcing and arm’s length. Options 2 and 3 list valid relationship types, making 2 and 3 correct.

Explanation

The four categories are; Minimal effort, manage closely, keep informed, keep satisfied. You can see the Matrix on p.81. An easy way to remember this is there are 2 Ms and 2 Keeps. And these sit on opposite sides of the matrix.

Explanation

This QUESTION NO: refers to Porter's Value Chain (p.35). There's a couple of questions on this in the exam so try to learn it. Primary activities are; inbound logistics, operations, outbound logistics, marketing and sales, after sales- service

Explanation

Value for money in the private sector is about achieving shareholder profit and busines benefit (p.66). In the public sector it is about ensuring taxpayers’ money is spent wisely. Value for money is a mixture of price and quality.

Comprehensive and Detailed Explanation:

Early Supplier Involvement (ESI) refers to the practice of involving suppliers early in the product development process to leverage their expertise and capabilities. Cross-organisational involvement entails collaboration across various departments within the organization, such as procurement, engineering, manufacturing, and R&D, to ensure the product design is feasible and efficient for production.

Bottleneck suppliers often control critical or scarce resources. Developing relationships with these suppliers is crucial to mitigate risks and ensure continuity of supply, per procurement best practices.

When jointly developing software, intellectual property (IP) rights are a critical consideration. CIPS stresses that procurement professionals must clarify:

Ownership of developed IP

Rights to use, modify, or commercialise the software

Licensing arrangements after contract termination

Before terminating the relationship, the university must ensure it retains the necessary IP rights to continue using or developing the software, or it may lose access to a key asset.

Security, employment, and financial rights are relevant but secondary compared to IP ownership in a collaborative software development arrangement.

L4M6 Reference:

Learning Outcome 4: Understand legal and contractual aspects of supplier relationships

Topic: Intellectual property in collaborative relationships

CIPS L4M6 Study Guide – Contractual considerations and IP protection

High expenditure levels and the complexity of requirements justify partnership sourcing, as it allows for collaborative problem-solving, innovation, and cost-efficiency. CIPS emphasizes that partnerships are ideal when requirements are complex and require expertise from the supplier.

Explanation

The correct answer is ‘keep satisfied’ because the stakeholder is high power and low interest. This is the top left corner of Mendelow’s Stakeholder Matrix – see p.81

Shortening product life cycles require close collaboration and innovation between buyer and supplier to stay competitive. Partnership sourcing provides shared development, reduced lead times, and improved responsiveness. Stable markets or falling costs do not justify partnerships; they are best suited for high-risk, fast-changing environments.

Routine items are low risk and low value. They are non-critical and often easily sourced. CIPS categorizes such items in the ‘Routine’ quadrant of the Kraljic Matrix, where minimal procurement effort is justified and supply assurance is easily managed.

Explanation

The correct answer is ‘run a restricted competition – send out a PQQ’. This QUESTION NO: tests both your understanding of when to run open and restricted competitions (which is explained on p.75) and your understanding of tender documents. Mandy should run a restricted competition- there are a lot of options in the marketplace and this will allow her to pre-qualify those who best suit her requirements. Running an open competition when there are lots of suppliers would be too time-consuming- you need a way of making a short-list. When you run a restricted competition, the first stage is sending out a PQQ- pre-qualification questionnaire; this document is sent to suppliers asking for necessary information to support their qualification as an approved supplier.

Explanation

You would expect a supplier to submit full pricing information, risk assessments and method statements. However, depending on what you’re procuring, you might not need to see risk assessments or method statements. Liquidity and Gearing may be looked at during the Pre-Qualification stage, but wouldn’t form part of a RFP. See p.76

Across-organisational teambrings together specialists from various departments—such as R&D, marketing, finance, and production—to collaborate on complex projects. This team structure enables diverse perspectives, innovative solutions, and efficient decision-making, which are crucial when developing and launching new products. The CIPS L4M6 guide emphasizes the importance of integrated teamwork in achieving strategic outcomes in procurement and supply chain projects.

Partnership sourcing is suitable for products that contribute to the buying organization's unique selling point (USP) and for critical products on which key customers depend. This approach ensures strategic alignment and mutual benefits for both parties, focusing on collaboration rather than cost alone.

Comprehensive and Detailed Explanation:

By acquiring an Australian office furniture manufacturer, COFM can:

Access the Restricted Local Market:Acquisition allows COFM to operate as a local entity, thereby overcoming barriers to entry and benefiting from any local government support available to domestic manufacturers.

Improve Knowledge of the Local Market:The acquired company brings with it an understanding of local customer preferences, regulatory requirements, and market dynamics, which is invaluable for successful operations.

However, the acquisition does not remove government support for other local manufacturers, nor does it necessarily decrease competition.

Explanation

Value for money is not a principle of EU procurement. The four key principles are; transparency, non-discrimination, proportionality and equality of treatment. The principles are basically about ensuring the procurement process is fair. See p.75

Confidentiality is critical in professional relationships, especially for law firms, as they handle sensitive client information. Ensuring that all legal obligations to protect this information are met aligns with ethical and legal best practices.

Explanation

The definition of value mapping is given on p.69 this is; ‘a process in which value is created through the elimination of waste and operational inefficiencies’. It ties into JIT / Lean.

Suppliers gain power when their products have limited substitutes, are highly differentiated, or when switching costs are high. These factors reduce buyer leverage and increase supplier influence, as described in Porter’s Five Forces model.

Comprehensive and Detailed Explanation:

Succession issues pertain to the challenges associated with ensuring the uninterrupted supply of goods or services when transitioning from one supplier to another. Continuity of supplies is a primary concern, as any disruption can impact operations, customer satisfaction, and revenue. Effective succession planning involves:

Identifying Alternative Suppliers:Ensuring that backup suppliers are in place and capable of meeting requirements.

Knowledge Transfer:Facilitating the transfer of critical information and processes to new suppliers.

Inventory Management:Maintaining adequate stock levels during the transition period.

Other options listed, such as processing penalties, deletion of old specifications, and payment of old invoices, are administrative tasks that, while important, do not directly relate to succession planning.

Legitimate reasons for contract termination under CIPS guidelines include failure to perform duties and serious breaches of contract terms. Ordering errors or changes in stakeholder needs are not valid termination grounds unless explicitly stated in the contract. This protects both parties from unjustified termination risks.

For partnerships to succeed, both buyer and supplier must see significant value in the relationship. High spend indicates strategic importance, ensuring mutual commitment. If the buyer is a core customer for the supplier, and has a high spend, partnership sourcing is mutually beneficial.

Explanation

in tiered supply chains, a closer-tactical relationship could be used between a buyer and a supplier who will be responsible for co-ordinating the activities of other suppliers (p.8 of the textbook).

Explanation

This is a leverage supplier on the Kraljic Matrix; high cost impact and low risk impact. The diagram on p.20 gives the example of utility services such as electricity as a common leverage supplier. There are lots of questions on Kraljic in the exam - do revise this topic and ensure you understand each of the four quadrants of the matrix

Regular reviews focusing on lessons learned and continuous improvement ensure the partnership remains effective and aligned with objectives. This supports ongoing collaboration and operational excellence.

In the Kraljic Purchasing Portfolio Matrix, bottleneck items are:

Low value/low spend (low importance to profit impact).

High supply risk (complex or limited supplier market).

Even though the spend is low, their absence can halt production because alternatives are limited. This makes them strategically significant despite their low financial importance.

Explanation

Using technical jargon can lead to misunderstandings if not all parties understand the jargon. See p. 158 on communication issues

Comprehensive and Detailed Explanation:

During the onboarding stage:

Pre-qualifying and Assessing Capability:Ensures the supplier can meet the organization's requirements.

Building Trusting Relationships:Establishing open communication and trust sets the foundation for a successful partnership.

Keeping information confidential (Option 1) and focusing solely on the buyer's goals (Option 3) can hinder collaboration.

Explanation

This is a threat of a new entrant. The competitor has now entered the washing machine market and is competing directly with you. This is not a threat of substitution as it is the same product. A substitution would be if they invented a new product that washed clothes and people started buying this instead of washing machines. There are many questions in the exam on Porter's 5 Forces - see p. 39

Partnership arrangements promote shared responsibility and joint ownership of outcomes. CIPS highlights that partnerships typically involve:

Shared risks and rewards

Joint performance measurement

Continuous performance review

Collaborative problem resolution

Traditional contracts often place risk entirely on the supplier, rely on adversarial pricing, and use infrequent reviews. Therefore, risk sharing is a defining feature of a partnership.

L4M6 Reference:

Learning Outcome 3: Understand approaches to managing supplier relationships

Topic: Partnership characteristics and governance

CIPS L4M6 Study Guide – Risk allocation and collaboration