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L4M4 > M6 > Flashcards

M6 Flashcards

1
Q

Identify two types of internal and external relationships, describing each of them

1.1

A

Identify the advantages and disadvantages of both internal and external relationships

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2
Q

Define the term ‘stakeholders’

A

Identify the three types of stakeholder with examples

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3
Q

Identify and explain the model can be used to manage relationships and communications with internal and external stakeholders

A

Explain how the relationship spectrum can be used by Buyers

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4
Q

Identify eleven types of relationship approach on the spectrum

A

Identify the six stages of the relationship life cycle

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5
Q

Identify five of Carters 10C’s

A

Identify three types of portfolio analysis which can be used to assess relationships

1.2

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6
Q

Explain the approach to be taken with category A suppliers within the Pareto analysis

A

Explain the use of the kraljic matrix

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7
Q

Explain the use of the supplier preferencing matrix

A

Identify five reasons why a supplier may deem the buying organisation attractive

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8
Q

Following supplier relationship analysis, what decisions might buying organisations take

A

Explain the use of Porters five forces and each of these forces

1.3

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9
Q

Explain the term STEEPLED and how these factors impact organisations

A

Identify and explain five ways procurement can support the delivery of added value benefits

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10
Q

Identify three primary and three support activities within Porter’s value chain

A

Explain 5 sources of added value

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11
Q

Identify four ways a supplier can add value

A

Explain the term ‘ESG’ and describe how we can add value in this area for procurement

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12
Q

Explain with positive supplier relationships are important – what can they offer?

A

Explain the consequences of poor relationship management

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13
Q

Explain the costs that can arise from poor relationship management

A
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14
Q

Identify the four evaluation criteria public sector organisations are measured on by the National Audit Office

2.1

A
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15
Q

Identify four stages of The Procurement cycle whereby Procurement can add value

A
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16
Q

Identify two examples of added value delivered in each of these stages

A
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17
Q

Identify three main differences between public and private sector supplier identification, assessment and selection

A
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18
Q

Identify the four different types of tender carried out within the public sector

A
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19
Q

Identify the mapping tool used to gauge stakeholder power and interest in a project or proposal

2.2

A
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20
Q

Identify the four types of stakeholders identified using the tool

A
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21
Q

Identify the three phases an individual goes through when resisting change

A
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22
Q

Explain Kurt Lewin’s force field analysis in identifying where conflict can occur

A
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23
Q

Identify the five different conflict management styles

A
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24
Q

Identify four benefits of cross functional working

A
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25
Q

Identify five team roles required for effective team working/cross functional working

A
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26
Q

Identify the five stages of team development

A
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27
Q

Explain each stage of team development

A
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28
Q

Explain the term ‘cost modelling’ and why Procurement might undertake this process

2.3

A
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29
Q

Identify four drivers of commodity price fluctuations

A
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30
Q

Identify four ways Procurement can manage price fluctuations

A
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31
Q

Explain the term ‘early supplier involvement’ and the benefits the approach may deliver

A
32
Q

Identify the four levels of supplier involvement

A
33
Q

Explain the term ‘competitive advantage’ providing examples

A
34
Q

Identify the advantages and disadvantages of two-way communication and information sharing

A
35
Q

Identify four ways an organisation can improve risk management and continuity of supply

A
35
Q

Identify six areas that the level of relationship between a Buyer and Supplier can be measured

A
36
Q

Identify five reasons a contract may be terminated with a supplier

2.4

A
37
Q

Identify and explain the seven steps of the process in terminating a relationship

A
38
Q

Explain why timing is important when managing supplier issues

A
39
Q

Identify the benefits of an amicable termination with a supplier

A
40
Q

Identify five legal considerations of terminating a contract with a supplier

A
41
Q

Identify the document that can be used to protect confidentiality of information

A
42
Q

Explain the term ‘TUPE’ and what this may mean for a buying organisation when transitioning to a new supplier

A
43
Q

Identify five considerations of a supplier involved an exit process/strategy

A
44
Q

Explain the term “partnership relationship”

A
45
Q

Identify three typical variations of partnership styles

A
46
Q

Identify six characteristics that differentiate a partnership relationship

A
47
Q

Identify five drivers for partnerships

A
48
Q

Identify five joint advantages of partnering for both buyer and supplier

A
49
Q

Identify three advantages of a partnering approach for the buyer

A
50
Q

Identify three advantages of a partnering approach for the supplier

A
51
Q

Identify five joint disadvantages of partnering for both buyer and supplier

A
52
Q

Identify three disadvantages of a partnering approach for the buyer

A
53
Q

Identify three disadvantages of a partnering approach for the supplier

A
54
Q

Identify three scenarios where a partnership approach may be required

A
55
Q

Identify five reasons why a market may be restricted

A
56
Q

Identify and explain the main stages of the CIPS Partnership Cycle

3.2

A
57
Q

Identify, according to CIPS, the products and services most suitable for partnership sourcing

A
58
Q

Explain the model we can use to identify suitable products and services

A
59
Q

Explain the supplier preferencing model

A
60
Q

Identify the model that we can use to understand stakeholders

A
61
Q

Identify and explain the framework we can use to help an organisation to implement change effectively

A
62
Q

Identify the three key elements to selling the philosophy of partnership sourcing

A
63
Q

Identify five standards to be determined prior to officially entering into a partnership

A
64
Q

Identify five ways we can gain joint commitment

A
65
Q

Explain SMART objectives

A
66
Q

Identify five reasons why reviews and audits should be conducted

A
67
Q

Identify five main reasons why partnerships fail.

3.3

A
68
Q

Identify why expected level of benefits of a partnership arrangement may not arise.

A
69
Q

Identify five issued caused by poor communication.

A
70
Q

Identify five disadvantages of having poor commitment in partnerships.

A
71
Q

Identify and explain five considerations of planning when it comes to partnerships.

A
72
Q

Identify five reasons why value may not arise in partnership arrangements.

A
73
Q

Explain five areas of the market that need monitoring when it comes to partnerships.

A
74
Q

Identify the four cultural types that exist within organisations.

A
75
Q

Identify four logistical challenges of overseas partnerships.

A
76
Q

Identify three proximity challenges of overseas partnerships.

A

L4M4 (3 decks)

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