CIPS L5M4
Q: 1
SIMULATION
Describe 4 strategies a company could use to develop a supplier. (25 marks)
Your Answer
Q: 2
SIMULATION
Describe three ways in which an organization can encourage a healthy short-term cash flow by
engaging in the effective management of debtors and credit management (25 points)
Your Answer
Q: 3
SIMULATION
Describe 5 parts of the analysis model, first put forward by Porter, in which an organisation can
assess the competitive marketplace (25 marks)
Your Answer
Q: 4
SIMULATION
XYZ Limited is a large retail organization operating in the private sector which is looking to raise long-
term capital. Discuss three long-term financing options which XYZ may use. (25 points)
Your Answer
Q: 5
SIMULATION
ABC Ltd wishes to implement a new communication plan with various stakeholders. How could ABC
go about doing this? (25 points)
Your Answer
Q: 6
SIMULATION
A company is keen to assess the innovation capacity of a supplier. Describe what is meant by
'innovation capacity' and explain what measures could be used. (25 marks)
Your Answer
Q: 7
SIMULATION
What is the difference between competitive and non-competitive sourcing? (12 marks)
In which circumstances may a non-competitive sourcing approach be more appropriate? (13 marks)
Your Answer
Q: 8
SIMULATION
Apart from cost and quality, what other criteria could be used to assess a supplier to ensure they are
a good fit for your organisation? Describe 5 criteria (25 marks)
Your Answer
Q: 9
SIMULATION
XYZ Ltd is a retail organization that is conducting a competitive benchmarking project. What are the
advantages and disadvantages of this? (25 points)
Your Answer
Q: 10
SIMULATION
Explain three different types of financial data you could collect on a supplier and what this data
would tell you (25 marks)
Your Answer
Question 1 of 10
