CORE Exam Dumps : Supply Management Core Exam

Positional bargaining is a negotiation strategy where each side adopts a fixed position and then negotiates to close the gap through concessions and compromise. This approach focuses on maintaining specific demands and making adjustments to reach a mutually acceptable agreement. It contrasts with interest-based bargaining, which focuses on underlying interests rather than fixed positions.

References

Getting to Yes: Negotiating Agreement Without Giving In by Roger Fisher and William Ury

Harvard Business Review articles on negotiation tactics

Soliciting cross-functional input when developing a category management plan is crucial because it ensures that the plan considers the perspectives and requirements of various stakeholders and functional areas. This collaboration helps in creating a comprehensive and effective plan that addresses the needs of the entire organization, leading to more sustainable and long-term solutions.

References

CIPS (Chartered Institute of Procurement & Supply). Cross-functional Team Collaboration in Category Management.

ISM (Institute for Supply Management). Benefits of Cross-functional Teams in Supply Management.

Spend Profile Analysis: This involves examining how much money is being spent, on what, and with whom.

Internal Database: The company’s internal database will have historical data on past expenditures, contracts, purchase orders, and supplier performance.

Comprehensive Data: This data is likely to be accurate, detailed, and tailored to the company’s specific context.

Internal Stakeholders: While they can provide insights, their information may not be as comprehensive or reliable as the data from an internal database.

External Sources: External sources like sales representatives or the internet may not have access to all necessary internal details. References

CIPS (Chartered Institute of Procurement & Supply) guidelines on spend analysis.