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On completion of this module, learners will be able to analyse the dynamics of supplier relationships, examine the processes and procedures for working with stakeholders and appreciate the concept of partnering.

In any organisation, a significant element of the procurement and supply function is based around decisions to source activity from external suppliers. Once agreements have been established the relationship established with the supplier is paramount to overall success. At its highest level outsourcing can take the form of a partnership or joint venture. This module is designed for those who have responsibility for maintaining and managing relationships with stakeholders and suppliers and for those who may be faced with establishing anddeveloping formal partnerships.

1.0  Understand the dynamics of relationships in supply chains

1.1  Differentiate between different types of commercial relationships in supply chains

1.2  Appraise portfolio analysis techniques to assess relationships in supply chains

1.3  Identify the competitive forces that impact on relationships in supply chains

1.4  Compare the sources of added value that can be achieved through supply chain relationships

2.0  Understand processes and procedures for successful working with stakeholders

2.1  Analyse the purpose of organisational procedures and processes in sourcing goods and/or services

2.2  Compare team management techniques to ensure positive stakeholder relationships

2.3  Compare the practical considerations of stakeholder management

2.4  Identify the processes for terminating stakeholder relationships

3.0  Understand the concept of partnering

3.1  Analyse the concept of partnering and where it is a suitable approach

3.2  Appraise the process of partnership implementation

3.3  Identify the reasons why partnerships fail

Innovation is a key consideration when entering into a partnership. Is this statement true?

A.Yes- joint innovation projects are often a strong motivation for entering into a partnership

B.Yes- innovation is the only reason to enter into a partnership

C.No- the key consideration when entering a partnership is cost reduction

D.No- innovation is best achieved in a contractual relationship where KPIs can be monitored closely.

Answer: A

Grey Stone Memorial Hospital is a private medical facility which has an idea for a vaccine to a deadly disease, but does not have the capacity to make the vaccine itself. It is considering partnering with a well-known pharmaceutical company in order to bring the vaccine to market. What is the biggest risk to Grey Stone?

A.Intellectual Property Rights

B.Increased Costs

C.Low quality product

D.Uninformed stakeholders

Answer: A

Which of the following is an advantage for the suppler of entering into a partnership with a buyer?

A.They may gain an increased volume of business

B.There is more flexibility when selling the product

C.The Intellectual Property Rights of the buyer become yours

D.They no longer have to try as hard to win business.

Answer: A

Phone Maker Incorporated is a manufacturer of mobile phones. It is considering investing in a partnership with its supplier of batteries and circuit boards as it wishes to produce new models of its phone more regularly. What is the main driver for Phone Maker Incorporated?

A.Cheaper costs

B.Changes in the marketplace

C.Better quality products

D.Reduced product life-cycles

Answer: D

Which of the following are characteristics that differentiate between a partnership relationship and traditional contracting relationships? Select THREE.

A.Lower costs

B.No tender process

C.Early supplier involvement

D.Supplier KPIs

E.No defined end period

Answer: B, C, E

Which of the following is characteristic of an adversarial relationship?

A.The communication is always poor

B.The price is more important than the quality of the product

C.They are only used for one-off purchases

D.The outcome of the deal is more important than the long term relationship

Answer: D

The Public Sector in the UK is unable to enter into formal partnership relationships with any supplier. Is this statement TRUE?

A.Yes- the Public Sector is regulated by EU procurement regulations which prohibits this

B.Yes- the Public Sector is unable to enter partnerships because they operate in a monopoly market

C.No- the Public Sector can enter into partnership relationships with suppliers providing they have tendered the opportunity

D.No- the Public Sector can enter into partnership relationships when contracts are over the threshold value.

Answer: A

A supplier is working with a buyer who represents a large percentage of his business. Without this particular buyer, the supplier would likely go out of business. There has been a dispute in the last invoice which the buyer is not happy about. What technique should the supplier use when talking to the buyer about this?

A.Competing- the supplier needs to earn more money as they are struggling financially

B.Avoiding- the supplier should avoid talking with the buyer as this may result in conflict

C.Accommodating- the supplier should show a large degree of co-cooperativeness as the buyer is important to their survival

D.Accepting – the supplier should accept that conflict should sometimes occur in buyer: supplier relationships and work hard to avoid them

Answer: C