LEAD Trainingsmaterialien: Leadership and Transformation in Supply Management & LEAD Lernmittel & ISM LEAD Quiz

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Thema	Einzelheiten
Thema 1	Strategy Development: This section covers creating and carrying out long-term supply management plans to meet organisational objectives.
Thema 2	Stakeholder Engagement: The section covers cooperating and communicating effectively with internal and external stakeholders impacted by supply chain choices.
Thema 3	People Development and Coaching: In this section, focus is on nurturing talent and fostering skills growth within the supply management team.
Thema 4	Corporate Social Responsibility and Ethics: This domain covers incorporating ethical and sustainable practices into decision-making and supply chain processes.
Thema 5	Systems Capability and Technology: This domain covers developing talent and expanding skill sets among the supply management group members.

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ISM Leadership and Transformation in Supply Management LEAD Prüfungsfragen mit Lösungen (Q70-Q75):

70. Frage
A category manager for an electronics firm is tasked with building a strategy for wiring harnesses for the coming year. Which of the following is the BEST course of action for the category manager to take?

A. Engage relevant stakeholders in order to craft a plan that includes multiple viewpoints
B. Focus on suppliers with which the firm spends the most money
C. Engage senior management to determine what they want from the category in question
D. Ask suppliers to provide sealed bids to determine which one will be the most aggressive in reducing price

Antwort: A

Begründung:
Task Definition: Building a strategy for wiring harnesses requires a comprehensive approach that considers multiple factors and perspectives.
Importance of Stakeholder Engagement:
Ensures the strategy is aligned with the overall business objectives and meets the needs of all departments.
Involves input from those directly affected by or involved in the procurement and usage of wiring harnesses, leading to a more informed and effective strategy.
Best Course of Action:
Engaging Relevant Stakeholders: Gathering input from engineering, production, quality control, and other relevant departments ensures the strategy is robust and addresses all critical aspects.
Creates a sense of ownership and commitment among stakeholders, facilitating smoother implementation.
Outcome:
A well-rounded strategy that considers all necessary viewpoints, leading to better decision-making and successful implementation.
Reference:
Stakeholder engagement practices from PMI's "A Guide to the Project Management Body of Knowledge (PMBOK Guide)" Best practices in category management from the Chartered Institute of Procurement & Supply (CIPS)

71. Frage
Over the past year, RST, Inc. has doubled its number of employees and global locations. RST places a strong focus on employee development and continued successful operation of the business. In light of this, the firm wants to review all positions to ensure that talented staff are matched to key roles. Given this situation, which of the following courses of action should the firm pursue FIRST?

A. Conduct an organizational needs and gap analysis
B. Validate human resources policies and procedures
C. Extend management development training
D. Establish mentoring and reverse mentoring programs

Antwort: A

Begründung:
* Rapid Growth Context: RST, Inc. has doubled its number of employees and global locations, necessitating a review of positions to ensure the right talent is matched to key roles.
* Organizational Needs and Gap Analysis: This analysis identifies the current capabilities, skills, and competencies within the organization, compares them to the desired future state, and highlights gaps that need to be addressed.
* First Step in Talent Management: Conducting this analysis is a critical first step to understand where the organization stands and what is needed to support its growth and strategic goals effectively.
* Informing HR Policies and Training: The results of the gap analysis will inform the development of HR policies, management training, and other talent development initiatives.
* Reference: Organizational needs and gap analysis is a foundational tool in human resource management and strategic planning, as discussed in resources like "Human Resource Management" by Gary Dessler and guidelines from the Society for Human Resource Management (SHRM).

72. Frage
A supply manager for a real estate firm contacts the supply manager of an insurance company to learn about maintaining up-to-date supplier profile records. After sharing some ideas, the supply managers agree to stay in touch and keep each other abreast of future enhancements in this are a. This is an example of

A. mentoring
B. synergy
C. groupthink
D. peer networking

Antwort: D

Begründung:
* Understanding the Interaction: The supply managers from the real estate firm and the insurance company are engaging in a professional exchange to share best practices and stay updated on improvements in maintaining supplier profile records.
* Definition of Peer Networking: Peer networking involves establishing and maintaining professional relationships with individuals in similar roles across different organizations to share knowledge, resources, and support.
* Relevance to the Scenario: The agreement to stay in touch and keep each other abreast of future enhancements is a clear example of peer networking, as it facilitates ongoing professional development and mutual support.
* Benefits: Peer networking helps professionals stay informed about industry trends, best practices, and innovative solutions, ultimately enhancing their performance and the performance of their organizations.
* Reference: Peer networking is emphasized in professional development resources and literature, including works by the Harvard Business Review and professional associations like the Institute for Supply Management (ISM).

73. Frage
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. Norming
B. Forming
C. Storming
D. Performing

Antwort: A

Begründung:
* 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.

74. Frage
A supply manager attends a professional association conference and meets with several supply management colleagues working in related industries. The discussion turns to specific suppliers they have in common, including prices and negotiation experiences. Which of the following is the MOST important reason the supply manager should refrain from this discussion?

A. Corporate ethics policies could be compromised.
B. Topics may violate anti-trust laws or be considered restraint of trade.
C. Revealing supplier information might damage relationships.
D. Giving away negotiation tactics could adversely affect the organization.

Antwort: B

Begründung:
The most important reason the supply manager should refrain from discussing specific suppliers, prices, and negotiation experiences is that these topics may violate anti-trust laws or be considered restraint of trade.
Anti-Trust Laws: These laws are designed to prevent anti-competitive practices and promote fair competition. Discussing prices and negotiation experiences with colleagues from related industries can be seen as collusion, which is illegal under anti-trust regulations.
Restraint of Trade: Such discussions can lead to agreements that restrict competition, such as price-fixing or bid-rigging, which are considered illegal restraints of trade.
Legal Implications: Engaging in these discussions can expose the supply manager and their organization to severe legal consequences, including fines, penalties, and damage to reputation.
Reference:
United States Department of Justice. (2021). Antitrust Laws and You. [Online]. Available: https://www.justice.gov/atr/antitrust-laws-and-you Kolasky, W.J. (2002). Coordinated Effects in Merger Review: From Dead Frenchmen to Beautiful Minds and Mavericks. Antitrust Law Journal, 69(1), 43-74.

75. Frage
......

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LEAD Trainingsmaterialien: Leadership and Transformation in Supply Management & LEAD Lernmittel & ISM LEAD Quiz

ISM LEAD Prüfungsplan:

LEAD Schulungsunterlagen, LEAD Prüfungsaufgaben

ISM Leadership and Transformation in Supply Management LEAD Prüfungsfragen mit Lösungen (Q70-Q75):

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