ISM LEAD PRINTABLE PDF & NEW LEAD EXAM DUMPS

ISM LEAD Printable PDF & New LEAD Exam Dumps

ISM LEAD Printable PDF & New LEAD Exam Dumps

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ISM LEAD Exam Syllabus Topics:

TopicDetails
Topic 1
  • Stakeholder Engagement: The section covers cooperating and communicating effectively with internal and external stakeholders impacted by supply chain choices.
Topic 2
  • Risk and Compliance: This domain covers identifying, assessing, and mitigating potential threats while ensuring adherence to regulations in supply management.
Topic 3
  • People Development and Coaching: In this section, focus is on nurturing talent and fostering skills growth within the supply management team.

>> ISM LEAD Printable PDF <<

Leadership and Transformation in Supply Management Valid Exam Reference & LEAD Free Training Pdf & Leadership and Transformation in Supply Management Latest Practice Questions

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ISM Leadership and Transformation in Supply Management Sample Questions (Q86-Q91):

NEW QUESTION # 86
DEF Company acquires MNO, Incorporated. The new firm's chief procurement officer (CPO) is tasked with consolidating duplicate components under one supplier for the lowest total cost. The CPO plans to use the firms' combined cognitive procurement system to complete this task. Which of the following will this system MOST likely yield in order to aid the CPO?

  • A. The price, quality, performance and reliability of the components and the suppliers
  • B. The financial strength of the suppliers providing the components
  • C. The level of risk posed by each supplier based on location and disaster recovery plans
  • D. The demand for the components for both DEF and MNO

Answer: A

Explanation:
Using the firms' combined cognitive procurement system, the CPO is most likely to yield information on the price, quality, performance, and reliability of the components and the suppliers. This data is crucial for consolidating duplicate components under one supplier for the lowest total cost.
Cognitive Procurement Systems: These systems utilize artificial intelligence and data analytics to provide comprehensive insights into procurement activities. They help in assessing various parameters such as cost, quality, and supplier performance.
Decision-Making: Having detailed information on price, quality, performance, and reliability allows the CPO to make informed decisions about which suppliers to consolidate, ensuring that the best overall value is achieved.
Optimization: This approach helps in optimizing the supply chain by selecting suppliers that offer the best combination of cost efficiency and reliability, ultimately reducing total procurement costs.
Reference:
Handfield, R.B., & Nichols, E.L. (1999). Introduction to Supply Chain Management. Prentice Hall.
Monczka, R.M., Handfield, R.B., Giunipero, L.C., & Patterson, J.L. (2015). Purchasing and Supply Chain Management. Cengage Learning.


NEW QUESTION # 87
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?

  • A. Present top management with justification for the cost of the new system
  • B. Manage the project using the firm's current process
  • C. Train supply management staff in material optimization concepts
  • D. Hire additional staff with ERP expertise

Answer: A

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 # 88
Members of a cross-functional team have each had a chance to present their ideas. Afterwards, the members discuss these ideas in detail, on occasion arguing and testing one another. After this process is complete, the team can move on to which phase of team formation?

  • A. Forming
  • B. Storming
  • C. Norming
  • D. Performing

Answer: C

Explanation:
* Team development stages: According to Bruce Tuckman's stages of group development, the stages are forming, storming, norming, and performing.
* Current stage identification: The team has moved past the forming and storming stages, characterized by presenting and debating ideas.
* Next stage - Norming: In the norming stage, team members begin to resolve differences, establish norms, and develop stronger cohesion.
* Reference: Tuckman's theory, detailed in his work "Developmental Sequence in Small Groups," outlines these stages and the progression from storming to norming.


NEW QUESTION # 89
A manufacturing company wants to do a better job of tracking prices and evaluating trends. It wishes to employ an index within contracts to determine yearly increases or decreases. In this situation, the company would be BEST served by consulting which of the following?

  • A. Bureau of Labor Statistics
  • B. Chicago's Business Barometer
  • C. Automotive News
  • D. CAPS research

Answer: A

Explanation:
To track prices and evaluate trends effectively, the manufacturing company would be best served by consulting the Bureau of Labor Statistics (BLS).
BLS Data: The BLS provides comprehensive data on various economic indicators, including the Producer Price Index (PPI) and Consumer Price Index (CPI), which are essential for tracking price trends and inflation.
Index Use: These indices can be used within contracts to determine yearly price adjustments based on changes in the economic environment, ensuring fair and transparent pricing mechanisms.
Reference:
Bureau of Labor Statistics. (2021). Producer Price Index (PPI). [Online]. Available: https://www.bls.gov/ppi/ Bureau of Labor Statistics. (2021). Consumer Price Index (CPI). [Online]. Available: https://www.bls.gov/cpi/


NEW QUESTION # 90
MNO, Inc. is a small global manufacturing company. The firm hires a new director of procurement to change the culture within the procurement team and focus on organization-wide key performance indicators (KPIs). The director suggests tracking the number of purchase orders created by each buyer across the organization to establish a baseline of activity. Smith, the department's senior buyer, is completely opposed to this KPI, and discovers that the other buyers are as well. Smith is concerned that many staff will resign if the director's initiative is instituted. Given this situation, which of the following is the BEST course of action for Smith to take?

  • A. Remain silent on the specific concerns about the KPI, but mention that there may be problems if it is implemented
  • B. Consult with the director and share all staffing risks if this KPI is implemented as a priority
  • C. Advise the firm's CEO in a private meeting that the number of purchase orders should not be tracked unless the company is prepared for multiple resignations
  • D. Advise the director that the entire staff is open to new KPIs but will not track the number of purchase orders

Answer: B

Explanation:
Understanding the Situation:
The new director proposes a KPI that is unpopular with staff, risking resignations.
Best Course of Action:
Consulting with the Director: Open communication to share concerns about staffing risks and the potential negative impact of the proposed KPI.
Ensures the director is aware of potential consequences and can consider alternative metrics or approaches.
Alternative Options:
Advising against tracking without offering constructive feedback may be seen as non-cooperative.
Escalating the issue to the CEO could undermine the director's authority.
Remaining silent does not address the core issue and could lead to staff dissatisfaction.
Conclusion: Consulting with the director to share risks is the most constructive approach, fostering open communication and collaboration to find a mutually acceptable solution.
Reference:
"Crucial Conversations: Tools for Talking When Stakes Are High" by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler Change management principles from Kotter International


NEW QUESTION # 91
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