Free Practice Questions for ISM CORE Exam

In a cost-plus fixed fee (CPFF) contract, the supplier can bill for the actual costs incurred plus the agreed-upon fixed fee. Since the supplier’s fee is fixed at $15,000 and the actual material costs are $18,500, the supplier can bill CDE, Inc. a total of $33,50012. This includes the reduced material costs and the fixed fee, which does not vary with the actual costs.

Legal protections for inventions, processes, or manufacturing methods are categorized into different types of patents:

Design patents cover new, original, and ornamental designs for an article of manufacture.

Copyrights protect original works of authorship, such as literature, music, and art.

Utility patents cover new inventions or discoveries of processes, machines, or methods of manufacturing.

Plant patents cover new and distinct varieties of plants that are asexually reproduced.

A utility patent is the appropriate legal protection for an invention, the discovery of a process, or a machine or method of manufacturing.

References:

U.S. Patent and Trademark Office (USPTO) guidelines on patents.

World Intellectual Property Organization (WIPO) resources on intellectual property rights.

To determine how many units JKL, Inc. needs to buy to justify changing suppliers, the following steps are taken:

Calculate the Cost Savings per Unit:

Current supplier cost per unit: X

New supplier cost per unit: X - $0.03

Savings per unit: $0.03

Determine the Transition Cost:

Transition cost to the new supplier: $12,000

Calculate the Break-Even Point:

The break-even point is when the total savings equal the transition cost.

Savings per unit × Number of units = Transition cost

$0.03 × Number of units = $12,000

Number of units = $12,000 / $0.03

Number of units = 400,000

Therefore, JKL, Inc. needs to buy 400,001 units to justify changing suppliers, as the 400,000 units would only cover the transition cost, and any additional units would result in actual savings.

References:

Cost-benefit analysis in supply chain management.

Break-even analysis principles in procurement decisions.

Initial Steps in Policy Creation: The supply manager needs to ensure the policy is successfully adopted across the organization.

Engaging Internal Stakeholders: Hosting a meeting with key internal stakeholders is the first step to gather input, address concerns, and ensure the policy aligns with organizational needs.

Stakeholder Buy-in: This approach helps in gaining the support and buy-in from those who will be directly affected by the policy, making its implementation smoother.

Policy Review and Feedback: Reviewing the proposed policy with internal stakeholders allows for adjustments based on practical insights and encourages a sense of ownership among stakeholders.

References

CIPS. (n.d.). How to Develop and Implement a Procurement Policy.

Supply Chain Management Review. (2017). Effective Procurement Policy Development and Implementation.

In a situation where limited domestic competition exists and favorable pricing is required, expanding the geographic supply base to identify additional suppliers is the best course of action. This approach increases competition by including more suppliers from different regions, potentially leading to better pricing and terms. It also provides access to a larger pool of suppliers, enhancing the chances of finding suppliers who can offer more competitive rates and better service.

References

CIPS (Chartered Institute of Procurement & Supply). Global Sourcing Strategies.

ISM (Institute for Supply Management). Expanding Supply Base for Competitive Advantage.

In a highly competitive market with many pre-qualified suppliers for a well-specified item, a reverse auction is likely to yield the best value for HIJ, Inc. Reverse auctions drive suppliers to offer their best prices in a competitive bidding environment, potentially lowering costs for standard, commoditized items. This approach is especially effective when the item specifications are clear and there is sufficient competition. References: Procurement sourcing strategies, competitive bidding techniques, reverse auction best practices.

To maintain production and prevent delays due to raw material outages and quality issues, the manufacturing firm should ensure a reliable supply chain strategy.

Add 25% to raw material purchases to ensure there is enough inventory in case of supplier delays or quality problems: This increases inventory costs and may not address quality issues effectively.

Contract with multiple suppliers rather than depend upon one supplier to provide raw materials: Diversifying suppliers is beneficial but may complicate logistics and quality control.

Develop a strategic relationship with its main supplier: This can enhance collaboration and reliability but does not address immediate operational needs.

Maintain safety stock and implement an automatic reordering process when inventory drops below a certain level: This is the best course of action as it ensures that there is always enough inventory to prevent production delays and manages reorder points efficiently to maintain continuous supply.

Therefore, the best course of action is to maintain safety stock and implement an automatic reordering process when inventory drops below a certain level.

References:

Inventory management principles.

Supply chain risk management strategies.

As interest rates rise, the cost of borrowing and the opportunity cost of holding inventory increase. Suppliers are likely to reduce their inventory levels to minimize these costs, which in turn raises the risk of stock outs. Higher holding costs make it less attractive for suppliers to maintain large inventories, leading them to operate with leaner stock levels. This can cause delays and shortages if demand unexpectedly increases or if there are disruptions in the supply chain. References:

Financial Management: Theory & Practice by Eugene F. Brigham and Michael C. Ehrhardt.

Inventory Management and Production Planning and Scheduling by Edward A. Silver, David F. Pyke, and Rein Peterson.

A blanket agreement is best suited to the firm's needs to obtain the best price and reduce administrative costs for procuring office supplies. A blanket agreement allows the company to negotiate a fixed price for supplies over a specified period and simplifies the procurement process by reducing the need for multiple purchase orders. This type of agreement can leverage the firm's total buying power to achieve cost savings and reduce the administrative burden associated with frequent individual purchases.

References:

Monczka, R. M., Handfield, R. B., Giunipero, L. C., & Patterson, J. L. (2015). Purchasing and Supply Chain Management.

ISM (Institute for Supply Management). (2020). ISM Glossary of Key Supply Management Terms.

Calculate Total Cost per Supplier: This includes the unit price and shipping costs.

Supplier A: Unit cost is $0.69. Shipping cost is $2000 per 10,000 units.

Total cost per unit: $0.69 + ($2000/10,000) = $0.69 + $0.20 = $0.71 per unit.

Supplier B: Unit cost is $0.71. Shipping cost is $1500 per 10,000 units.

Total cost per unit: $0.71 + ($1500/10,000) = $0.71 + $0.15 = $0.715 per unit.

Compare Landed Prices: The total cost per unit for Supplier A is $0.71, and for Supplier B, it is $0.715.

Decision: Supplier A offers the lower landed price at $0.71 per unit compared to Supplier B’s $0.715 per unit.

References

Monczka, R. M., Handfield, R. B., Giunipero, L. C., & Patterson, J. L. (2016). Purchasing and Supply Chain Management. Cengage Learning.

Christopher, M. (2016). Logistics & Supply Chain Management. Pearson.