A buyer should concentrate their efforts on managing the start and onboarding stage of a supplier relationship by ...
* Keeping all information and plans confidential from the supplier
* Pre-qualifying and assessing the supplier's capability
* Focusing solely on the buying organisation's goals
* Building a positive and trusting relationship

• A.1 and 2
• B.1 and 3
• C.3 and 4
• D.2 and 4

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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.The buyer wishes to create a new product and requires input from a supplier
• C.Sudden changes in the marketplace
• D.It will allow for consolidation in the supply chain

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Which of the following are typical drivers for a partnership between the buyer and the supplier? Select the THREE that apply.

• A.The buyer has a high spend with the supplier
• B.There are many suppliers in the market
• C.The product is critical for the buyer
• D.The product is a commodity
• E.The product is technically complex
• F.The supplier provides the product to a buyer's competitor

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The executive board of a manufacturing company is requesting support from the procurement team because the company needs to improve its levels of profitability. After segmenting the overall spend by value and risk of supply, the senior buyer for the company is planning to undertake a cost modeling activity. This will be undertaken with a cross-organizational team of internal stakeholders and key strategic suppliers. What would be the buyer's initial objective from the cost modeling activity?

• A.To understand the supplier's competitive threats
• B.To understand the supplier's financial status
• C.To understand the supplier's pricing strategy
• D.To understand the supplier's investment plans

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

• A.yes- it is important to develop all relationships
• B.yes- this will improve efficiencies for the buyer
• C.no- supplier development should only be done with strategic suppliers
• D.no- supplier development should only be done with tactical suppliers

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