CORe 無料問題集「ISM Supply Management Core」

（A）Conduct category rotation to bring a different viewpoint to the management of the category

（B）Network with suppliers and launch RFIs to look at alternative solutions

（C）Open existing contracts and retender them

（D）Conduct an in-house survey with key stakeholders

（A）Cost

（B）Quality

（C）Distance from the company

（D）Supplier capacity

（A）Buy the raw material in bulk

（B）Collaborate with the supplier in the design process to understand the production method

（C）Create a larger number of prototypes for testing and evaluation before going to large scale production

（D）Renegotiate price and find other suppliers to offset the high costs

（A）Request for quote

（B）Request for proposal

（C）Invitation to bid

（D）Request for information

（A）Requesting and testing samples from all possible supplier manufacturing locations

（B）Requesting larger samples from the supplier prior to going into production

（C）Placing stricter quality controls in the receiving dock to prevent defective products from being accepted into inventory

（D）Requiring the supplier to provide assurance that its products will meet the required specifications

（A）Continue with the negotiation session, as concerns over supplier capacity are generally handled in the warranties section of the contract

（B）Call for a suspension of the session, and leave open the possibility of rescheduling it for a later date, after the supplier's capacity can be investigated

（C）Request a caucus, discuss the concerns privately with the team, and obtain their Input before deciding whether (and how) to proceed

（D）Continue the negotiation session, but be sure to discuss the concerns with colleagues before any additional sessions are scheduled or any deal is executed

（A）31.5%

（B）17.5%

（C）57.5%

（D）20.0%

（A）Work with suppliers to ensure that test reports and certifications are provided for all materials

（B）Instruct the production team to verify the quantity and type of materials prior to processing

（C）Quarantine all inbound material for comprehensive mechanical and chemical testing prior to use

（D）Request that the receiving and inventory management departments file packing slips for all deliveries

（A）Obtain extensions on reporting deadlines and track current transactions as examples

（B）Analyze the spend categories and establish cost baselines

（C）Request approvals to implement a more effective ERP system

（D）Retrain supply management employees in the proper use of the ERP system

（A）conclude that this is in fact the best price that the supplier can legally offer

（B）offer to reduce the order quantity

（C）negotiate the other terms and conditions, and return to the issue of price at a later time

（D）require the supplier to provide specifics on the government contract restrictions

（A）Supplier engagement forum

（B）Joint research and development team

（C）Center of excellence

（D）Best practices solutions team

（A）After development of the sourcing team

（B）During validation of the savings or contribution

（C）After presentation of the strategy to senior management

（D）After key internal stakeholders agree on sourcing priorities

（A）Reestablish service level agreement expectations and deny any increase at this time

（B）Review the survey results with the supplier asking how it plans to address the concerns, and discuss the economic factors supporting the price increase

（C）Ask the supplier to respond to the survey results item by item, to determine the efficacy of the request

（D）Inform the supplier that the market indices do not support an increase, and issue a 30-day cure letter warning of contract breach based on the survey results

（A）Supplier A will not have breached the contract because the frustration of purpose doctrine excuses Supplier A's non-performance.

（B）Supplier A will have breached the contract, but only if JKL did not know or have reason to know that Supplier A's low bid was the result of an error.

（C）Supplier A will not have breached the contract, because Supplier A can successfully argue that the contract is voidable.

（D）Supplier A will have breached the contract, but only if it is too late for JKL to accept the bid of the second lowest bidder.

（A）Control activities

（B）Risk assessment

（C）Monitoring activities

（D）Control environment

（A）Cycle Time

（B）Cost

（C）Quality

（D）Service

（A）Value chain analysis

（B）Multi-tier purchase agreements

（C）Supplier alliance development

（D）Supplier mentorship

（A）Express warranties are only specific assurances documented by the seller, and if quality is not documented, the buyer is not protected.

（B）If the life expectancy of the product is not clearly defined in the product specifications, there Is no protection.

（C）Express warranties may be in the form of a sample, and therefore the buyer is protected.

（D）Express warranties only apply to products inspected immediately upon receipt, and thus the buyer is not protected.

（A）Select a preferred supplier to cover the bulk of the requirement and supplement the balance with qualified suppliers

（B）Select an approved supplier and work collaboratively with it to meet the entirety of the organization's quality requirements

（C）Ensure a wide selection of suppliers are offered opportunities to submit bids

（D）Choose a supplier with a large infrastructure and high quality standards

（A）Notify senior management that reports from the new system may understate the company's debts and assets

（B）Take no action, as the aggregate numbers reported to shareholders will not be severely affected

（C）Notify the entire organization of the issue during the next iteration of the tool

（D）Estimate the total debts and assets being tracked outside the system and correct any large variances on a quarterly basis