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The CIPS L4M6 (CIPS Supplier Relationships) Certification Exam is a globally recognized certification program aimed at professionals working in procurement and supply chain management. The certification exam provides an in-depth understanding of the critical role that supplier relationships play in achieving organizational success. The certification is ideal for procurement professionals who want to enhance their knowledge and skills in managing supplier relationships, as well as those who want to develop a competitive edge in the industry.

The CIPS L4M6 certification exam is aimed at procurement professionals who are looking to advance their careers and take on more senior roles within their organizations. The exam is also ideal for individuals who are looking to enhance their knowledge and skills in the area of supplier relationships, and who are interested in pursuing a career in procurement.

The CIPS L4M6 exam is suitable for procurement professionals who want to enhance their skills and knowledge in supplier relationship management. It is recommended for individuals who have completed the CIPS L4M4 exam, as it builds on the concepts covered in that exam. It is also suitable for individuals who are responsible for managing supplier relationships, such as procurement managers and supply chain professionals.

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CIPS Supplier Relationships Sample Questions (Q11-Q16):

NEW QUESTION # 11
What is a disadvantage of including qualitative KPIs into a contract?

A. They can lead to poor supplier performance
B. They pull focus from the more important quantitative KPIs
C. They make the buyer seem weak
D. They are hard to measure

Answer: D

Explanation:
The correct answer is 'They are hard to measure' p.103

NEW QUESTION # 12
Which of the following is not a type of tender process used in the Public Sector?

A. Restricted
B. Competitive Procedure with Negotiation
C. Unrestricted
D. Competitive Dialogue

Answer: C

Explanation:
Unrestricted is not a type of tender. The 5 types are; open, restricted, competitive with negotiation, competitive dialogue and innovative partnership (though this last one is very rare in the public sector). The five types are explained in detail on p.77

NEW QUESTION # 13
When developing a supplier partnership, a buyer can take either a strategic or reactive approach. What would be a reason for a reactive approach?

A. You discover that the supplier has a high profit margin
B. It will allow for consolidation in the supply chain
C. Sudden changes in the marketplace
D. The buyer wishes to create a new product and requires input from a supplier

Answer: C

Explanation:
The correct answer is 'Sudden changes in the marketplace' - this is a reason a buyer would be reactive. Reactive is when something happens to you and it forces you to act in a certain way. The other options would be strategic rather than reactive. P. 163

NEW QUESTION # 14
When outsourcing, which legislation details the rights of employees who may find themselves now working for the outsourcing company?

A. OJEU
B. TUPE
C. ITT
D. PCR 2015

Answer: B

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

NEW QUESTION # 15
The CEO of a business has asked his procurement manager to source new machinery for the factory. This machinery will help create a new line of products which will give the company a competitive edge. The CEO is heavily invested in this procurement activity as profits have been lower than expected this year and this new line of products could help increase profitability. How should the procurement manager include the CEO in the procurement activity?

A. It is important to keep the CEO informed of all decisions that are made
B. It is important to keep the CEO satisfied as he runs the business
C. The CEO is a key player- so should be given regular updates on progress
D. The CEO is a key player- so it is important he is involved early in the process

Answer: D

Explanation:
The correct answer is 'The CEO is a key player- so it is important he is involved early in the process'. The CEO has high power and high interest which puts him in the top right-hand corner of Mendelow's Stakeholder Matrix (p.81). CIPS says Key Players should be involved early in the procurement process (p.82).

NEW QUESTION # 16
......

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