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ISM Leadership and Transformation in Supply Management Sample Questions (Q89-Q94):
NEW QUESTION # 89
A supply manager is evaluating the firm's supply management training courses developed for non-department staff. Which of the following should the supply manager address FIRST when evaluating these courses?
Answer: A
Explanation:
* Evaluation Focus: When evaluating training courses, the primary concern should be whether the skills taught align with and support the organization's strategic goals and objectives.
* Alignment with Goals: Ensuring that training programs are aligned with organizational goals guarantees that the training contributes to the company's overall success and effectiveness.
* Importance of Relevant Skills: Training programs that teach relevant skills enhance employee performance and ensure that the workforce is equipped to meet the company's needs.
* Reference: Training and development best practices, as outlined in resources such as "Employee Training & Development" by Raymond A. Noe and the guidelines from the Association for Talent Development (ATD), emphasize the importance of aligning training with organizational goals.
NEW QUESTION # 90
A company sales director reports that profits have been declining for mature but successful product offerings. The CEO asks for recommendations to address this issue. The firm's supply manager and sales director have had a strained working relationship in the past, but the supply manager believes supply management could make valuable contributions toward improving profitability. Given this situation, which of the following should be the supply manager's FIRST course of action?
Answer: A
Explanation:
* Understanding the Problem: The declining profits in mature product offerings indicate a potential issue that can be influenced by both sales and supply chain management. Effective collaboration is essential to identify and address the root causes.
* Relationship Dynamics: The strained relationship between the supply manager and the sales director needs to be addressed constructively. Offering to work together can help mend this relationship while focusing on the common goal of improving profitability.
* Collaboration Benefits: By working together, the sales director and supply manager can leverage each other's expertise. The supply manager can provide insights into cost reduction, supplier negotiation, and inventory management, while the sales director can focus on market strategies and customer needs.
* Strategy Alignment: Joint solutions ensure that the strategies developed are aligned and integrated, leading to more coherent and effective implementation.
* Reference: Effective leadership and transformation management practices emphasize collaboration and relationship building. This approach aligns with best practices as outlined in various leadership and management frameworks, such as Kotter's Change Management Model and the principles of Transformational Leadership.
NEW QUESTION # 91
A manufacturer of multi-media equipment plans to expand into new product areas requiring materials and components the firm has not previously purchased, as well as greater reliance upon global suppliers. The timeline for the project will be very demanding. The firm's supply manager has experience with enterprise resource planning (ERP) and believes ERP will be helpful for the new project. The firm has never before invested in such technology and does not have the resources to do so. Given this situation, which of the following actions should the supply manager take?
Answer: C
Explanation:
* Project Demands: The expansion into new product areas with global suppliers and demanding timelines requires robust and integrated management tools.
* ERP Benefits: Enterprise Resource Planning (ERP) systems offer comprehensive solutions for managing complex supply chains, improving efficiency, and providing real-time data.
* Justification: The supply manager should present a business case to top management, detailing the benefits of ERP, such as improved coordination, cost savings, and enhanced decision-making capabilities.
* Cost-Benefit Analysis: The presentation should include a cost-benefit analysis, demonstrating the long-term value and return on investment of implementing an ERP system.
* Strategic Alignment: Emphasizing how the ERP system aligns with the firm's strategic goals and growth plans can help secure management support.
* Reference: Industry case studies and ERP implementation frameworks (e.g., SAP, Oracle) provide evidence of the effectiveness of ERP systems in similar scenarios.
NEW QUESTION # 92
A supply manager for CDE Inc. hires several young supply management professionals. The new staff members are eager to gain experience and use their technological skills. Some staff members, however, are planning to retire, and the supply manager does not want to lose their expertise and perspective. Given this situation, which of the following is the BEST course of action for the supply manager to take?
Answer: B
Explanation:
The best course of action for the supply manager is to match new employees with experienced employees in mentoring relationships. This approach allows the transfer of knowledge, skills, and perspectives from retiring staff to the younger generation, ensuring continuity and preserving valuable expertise. Leadership and transformation management documents highlight the benefits of mentoring in fostering professional growth, enhancing team cohesion, and maintaining organizational knowledge. Reference emphasize that mentoring relationships provide a structured way to develop new employees while valuing the contributions of experienced staff, thereby addressing both the need for technological skills and the preservation of institutional knowledge.
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NEW QUESTION # 93
JKL, Inc. is considering a plan to divest one of its business units. As part of the due diligence process, JKL's supply manager is asked to determine what will have the most immediate impact on supply management when the business unit is divested. Given this situation, which of the following should the supply manager review FIRST?
Answer: D
Explanation:
* Immediate Impact: Take-or-pay agreements obligate the company to take delivery of goods/services or pay a penalty. These agreements can have significant financial implications upon divestiture.
* Financial Commitments: Reviewing these agreements first helps understand immediate financial obligations and liabilities that will impact the supply management function.
* Divestiture Process: Identifying and managing these commitments is crucial during the due diligence process to ensure a smooth transition and avoid unexpected costs.
* Reference: Due diligence best practices in supply chain management (e.g., Deloitte and EY reports) emphasize the importance of reviewing binding financial agreements like take-or-pay contracts during divestitures.
NEW QUESTION # 94
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