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A retail chain is looking to gain a competitive edge in the market. The firm wants to allow visibility throughout the company and enhance supply performance regarding demand forecasting, inventory management, and transportation. In this situation, which of following will be MOST effective?

• A. Internal collaboration
• B. Performance monitoring
• C. E-Systems integration
• D. Value chain and supply mapping

A subsidiary of a medical equipment company buys raw materials from suppliers contracted through the central commodity management group, which is located at corporate headquarters. The president of the local woman-owned merchants association contacts the firm's supply manager and asks why the firm does not support the local economy, as some of the raw materials are available from nearby woman-owned suppliers. Which of the following is the BEST way for the supply manager to address this concern?

• A. Discuss purchasing social responsibility with supply management staff at headquarters
• B. Request authority to contract locally for a portion of the requirements
• C. Explain that sourcing policies are set by corporate headquarters
• D. Refer the question to senior management and ask them to contact the association

A risk management program for a fast food chain finds a high probability of legal action due to possible food poisoning. Accordingly, the firm establishes legal plans to address potential lawsuits. This is a mitigation step for which type of risk?

• A. Technical
• B. Operational
• C. Environmental
• D. Financial

To promote contracts it has established for discounted office supplies, VWX's supply management department spends significant time and resources creating a consolidated online catalog for use by all divisions. A large portion of these resources are put toward a catalog aggregator tool, which consolidates supplier catalogs into a single format. After several years of use, VWX's internal customers find the combined catalog hard to search, and say it does not provide enough information on the items they need to purchase. Currently, all of the office supply contractors produce their own online catalogs, which can be tailored to client requirements.
To encourage a greater volume of purchases through discounted contracts, which of the following is the BEST course of action for VWX's supply manager to take?

• A. Negotiate for a lower software license cost for the catalog aggregator tool
• B. Work with the internal customers to discuss alternatives and develop a plan
• C. Increase awareness and training for the combined catalog
• D. Urge top management to mandate usage of the combined catalog by all personnel

UVW, Inc. and Supplier Y have enjoyed a healthy long-term relationship. The two organizations routinely share information and jointly support continuous improvement.
In recent months, UVW and Supplier Y's sales, supply management, and engineering teams have been co-developing a new product that would position them uniquely in their market segment. Price and terms have been agreed upon, and the contract is now in its final stages. However, when UVW's team presents the finalized deal to its senior management, they express displeasure with Supplier Y, and the deal is put on hold until further evaluation.
Which of the following is the MOST likely reason this occurred?

• A. Supplier Y is not a preferred supplier.
• B. The co-developed product had not been adequately researched.
• C. The terms of the agreement were not favorable to UVW.
• D. Executive-level support was not obtained in the beginning stages.