ISM CORe actual dump : Supply Management Core Exam

A supply manager for XYZ, Inc. visits a manufacturer's plant and research division for a general inspection and product review. The supply manager is required to sign in at the registration desk and must acknowledge acceptance of the standard terms of visiting. After the visit, which includes very encouraging discussions, the supply manager returns to XYZ with a sample of a new product-an expensive item of complex design with innovative features. The supply manager must take specific precautions to protect the sample because

• A. evaluation of the sample might consume company resources
• B. the Truth-in-Lending Law requirements apply
• C. the plant sign-in may have established non-disclosure requirements
• D. damage to it may result in a charge for repair

GHI, Inc. is a manufacturer of batteries. GHI's supply manager reads an industry publication describing a new innovation from DEF Company that extends battery capacity, which could be of tremendous benefit to GHI.
DEF happens to be a supplier to GHI, and yet DEF's sales representative has never mentioned the innovation to the supply manager. In order to strengthen the business relationship and enhance future collaboration between GHI and DEF, the supply manager should

• A. implement a supplier forum
• B. conduct comprehensive business reviews
• C. launch a joint process improvement program
• D. enter into a strategic alliance

A supply manager receives negative feedback from internal stakeholders about several suppliers. However, the scorecards for these suppliers have been positive over the past few quarters, and any diminished performance is not reflected. Which of the following MOST likely explains this situation?

• A. The stakeholders' input to scorecards was improperly captured.
• B. The stakeholder requirements changed over time.
• C. The stakeholders failed to attend quarterly review meetings.
• D. The scorecard metrics were calculated incorrectly.

A team from RST, Inc. is conducting a negotiation session with a supplier. During the session, RST's lead negotiator perceives that various members of the supplier's team are being evasive on the issue of the supplier's capacity to handle the project. However, there is no apparent sign that the other members of RST's team share this perception. Given this situation, which of the following is the BEST course of action for the lead negotiator to take?

• A. 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
• B. Request a caucus, discuss the concerns privately with the team, and obtain their Input before deciding whether (and how) to proceed
• C. Continue with the negotiation session, as concerns over supplier capacity are generally handled in the warranties section of the contract
• 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

GHI, Inc. manufactures and sells high-end headphones. Each pair of headphones is packaged with a kit of customizable parts. GHI sources these customizable parts from a specialty supplier. Recently, GHI received a shipment of the parts from the supplier, and although the materials arrived on time, they were not bagged and labeled individually as the contract requires, but rather arrived in bulk.
GHI needs the parts as soon as possible to complete its holiday orders. Given this situation, which of the following is the BEST course of action for GHI's supply manager to take?

• A. Send GHI's quality team to the supplier's facility
• B. Return the materials as nonconforming items for replacement
• C. Have the parts properly packaged with the supplier's agreement to cover the costs
• D. Refuse to pay any invoice until the supplier corrects the mistake by repackaging the materials