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Learner Handbook
Policies Handbook
How to use the Course Materials
How-to Lesson
Study Plan
Level 4 Crossover Topics
The Relationship Spectrum
The Relationship Lifecycle
Kraljic Matrix
Supply Positioning Model
Supplier Preferencing Model
Porters 5 Forces
STEEPLED
Porters Value Chain
Thomas Kilman Conflict Model
Tuckman's Team Formation Model
Mendelow's Stakeholder Mapping Matrix
Kubler Ross Change Curve
LO1 - Learning Outcomes You Could Be Asked About
LO1 Full Slide Deck
1.1.1 Internal and external relationships
1.1.2 The relationship spectrum across supply chains
1.1.3 The relationship life cycle
1.2.1 Matrices to identify supply, supplier and purchaser positioning
1.2.2 Developing action plans to improve relationships across supply chains
1.3.1 Competitive forces: sources of competitive rivalry, bargaining power of buyers and suppliers, threat of new entrants and potential substitutes
1.3.2 STEEPLED factors that impact on supply chains (social, technological, economic, environmental, political, legislative, ethical, demographic)
1.4.1 The link between relationships as a process and the achievement of added-value outcomes
1.4.2 Sources of added value: pricing and cost management, improving quality, timescales, quantities, place, and environmental, social and governance considerations from procurement working with external suppliers
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Revision Sheets - LO1
LO2 - Learning Outcomes You Could Be Asked About
LO2 Full Slide Deck
2.1.1 Securing value for money from suppliers
2.1.2 Identification, assessment and selection of suppliers to secure successful relationships
2.1.3 Selection and awarding criteria to drive successful supplier relationships
2.2.1 Positive relationships through positive contributions
2.2.2 Resolving stakeholder differences
2.2.3 Identify sources of conflict and methods to manage conflict successfully
2.2.4 Working with cross-organisational teams
2.2.5 Stages of team development – forming, storming, norming, performing, adjourning
2.3.1 Accurate cost-modelling
2.3.2 Reducing impact of price fluctuations
2.3.3 Early supplier involvement in product and/or service development
2.3.4 Knowledge transfer and access to innovation
2.3.5 Common metrics to drive change for both organisations
2.3.6 Improve risk management and continuity of supply
2.4.1 Reasons for termination
2.4.2 The process of terminating a relationship
2.4.3 The importance of timing when managing supplier issues
2.4.4 Stakeholder impact of terminating a relationship: amicable and hostile responses
2.4.5 Legal considerations – finances, confidentiality, IPR, security, employee rights
2.4.6 Succession issues – continuity of supplies
Revision Sheets - LO2
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LO3 Full Slide Deck
3.1.1 Types of partnering
3.1.2 Compare partnering and ‘traditional’ contracting agreements
3.1.3 The drivers for partnering
3.1.4 Advantages of partnering for the purchaser and supplier
3.1.5 Circumstances when partnering is a suitable approach: high-risk, high-value, technically complicated supplies; new goods/services; fastchanging technology and restricted markets
3.2.1 Identify activities and/or spend suitable for partnering
3.2.2 ‘Selling’ the partnership philosophy to internal stakeholders
3.2.3 Defining the performance standards for potential partners
3.2.4 Establish joint commitment for the partnership
3.2.5 Partnership reviews and audit arrangements
3.3.1 Communication
3.3.2 Senior management support and trust
3.3.3 Commitment of the parties
3.3.4 Planning
3.3.5 Value
3.3.6 Changes in markets
3.3.7 Cultural differences
3.3.8 Logistics and proximity of the partners
Revision Sheets - LO3
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LO3 - Learning Outcomes You Could Be Asked About
Revision Notes
Exam & Revision Techniques
CIPS 20 Sample Questions
FULL LO1
FULL LO2
FULL LO3
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