CIPS Level 5 Advanced Diploma in Procurement and Supply Practice Test
Gana confianza para CIPS Level 5 Advanced Diploma in Procurement and Supply. Practica los conceptos, comprende las respuestas y refuerza tus conocimientos pregunta a pregunta.
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El examen de CIPS Level 5 Advanced Diploma in Procurement and Supply Practice Test es una evaluación rigurosa y reconocida en la industria, diseñada para profesionales de media carrera que buscan validar su experiencia en adquisiciones estratégicas. Esta certificación se centra en las competencias avanzadas necesarias para gestionar categorías complejas, optimizar la competitividad de la cadena de suministro y ofrecer valor medible a través de una gestión efectiva de contratos y relaciones. Al cubrir dominios críticos como la gestión de categorías, el análisis de gastos, la mitigación de riesgos y la gobernanza de relaciones con proveedores, el diploma de nivel 5 cierra la brecha entre las adquisiciones operativas y el liderazgo estratégico.
Preguntas de Muestra
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A category review at a global automotive Tier-1 has identified that the 'electronics connectors' category (22m annual spend) has 47 suppliers, 11 different connector platforms and no common part numbering. The team has decided to rationalise to three connector families and two preferred suppliers with a 5-year agreement and a requirement for the suppliers to manage the tail of legacy parts. Which category-management outcome is the team targeting?
TechNova Systems is refreshing its 14.2m per annum IT hardware category. A Pareto analysis shows that 19% of suppliers account for 81% of spend. The Category Manager has plotted the top 12 suppliers on the Kraljic matrix and identified four 'strategic' suppliers that are currently managed through annual price reviews and standard 30-day payment terms. The proposed new approach includes joint business planning, 90-day payment terms, early involvement in product roadmaps and a balanced scorecard with innovation and ESG KPIs. Which quadrant-specific strategy is being applied to these four suppliers?
A category manager at Titan Aerospace is using the Kraljic matrix on the machined titanium components category (high profit impact, high supply risk). The current strategy has been to maintain three approved suppliers and run annual competitive tenders. Which revised approach would better align with the strategic quadrant recommendation?
A cross-functional team at Global Logistics plc is developing the category strategy for heavy haulage and 3PL services (annual spend 47m). Using Porter's Five Forces they have assessed supplier power as high and buyer power as moderate. The current portfolio consists of 23 carriers with no volume aggregation or lane-by-lane competition. The proposed strategy includes creation of a core carrier panel of eight, lane-specific mini-competitions, and a requirement for all core carriers to provide real-time track-and-trace API integration. Which supply-chain competitiveness lever is the team primarily pulling?
The ESG manager at Evergreen Retail Ltd is reviewing supplier due diligence for a high-risk agricultural commodity. The supplier has published a Modern Slavery Act 2015 s.54 statement but the statement is generic, contains no KPIs, and has not been updated for three years. Which action best demonstrates proportionate and effective due diligence under current CIPS and regulatory expectations?
Qué temas cubre este examen
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