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Free PDF 2025 ISM Useful LEAD: Dumps Leadership and Transformation in Supply Management Discount

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ISM LEAD Exam Syllabus Topics:

Topic
Details

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

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 Sample Questions (Q111-Q116):

NEW QUESTION # 111
In global sourcing, for which of the following areas is verifying compliance likely to be MOST difficult?

A. Process efficiency
B. Social responsibility
C. Supplier performance
D. Risk mitigation

Answer: B

Explanation:
Verifying compliance in the area of social responsibility is likely to be the most difficult in global sourcing. Ensuring that suppliers adhere to social responsibility standards, such as fair labor practices, human rights, and ethical sourcing, can be challenging due to varying regulations, cultural differences, and lack of transparency. Leadership and transformation management documents emphasize the complexities of managing social responsibility in global supply chains. Reference highlight that social audits, certifications, and continuous monitoring are essential but can be resource-intensive and difficult to enforce consistently across different regions.

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NEW QUESTION # 112
DEF, Inc. does not have a firm control of expenditures, and its global procurement department does not have a strong reputation within the organization. DEF asks the supply manager to centralize the procurement organization, engage stakeholders, and educate the organization on the value of procurement. Which of the following should the supply manager do FIRST to ensure proper engagement and adherence to policies?

A. Validate the current procurement structure
B. Communicate a global procurement vision
C. Communicate the procurement policy
D. Create a global communication plan

Answer: B

Explanation:
Issue Identification: DEF Inc. needs to centralize procurement, engage stakeholders, and educate the organization on procurement's value.
First Steps for Effective Change Management:
Communicating a Global Procurement Vision: Provides a clear direction and purpose, aligning the organization towards common goals.
Sets the stage for stakeholder engagement and adherence to new policies.
Helps build a unified understanding of procurement's value across the organization.
Rationale:
A clear vision serves as the foundation for all subsequent actions, including validating structures, communicating policies, and creating communication plans.
Ensures everyone understands the importance and benefits of the centralized procurement strategy.
Outcome:
Establishes a clear and compelling case for change.
Facilitates stakeholder buy-in and supports successful implementation of the new procurement structure.
Reference:
John P. Kotter's "Leading Change" model
Change management best practices from Prosci's ADKAR model

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NEW QUESTION # 113
A company wants to employ an enterprise resource planning (ERP) system in order to coordinate an expanded global supply base for an innovative new product line. The company has never used such technology in the past. Which of the following should be the FIRST step in implementing this project?

A. Schedule demonstrations of top-rated planning systems
B. Determine organizational functional requirements
C. Seek advice from commodity councils
D. Review current supplier capabilities

Answer: B

Explanation:
Understanding ERP Implementation: Implementing an ERP system involves integrating various business processes to streamline operations and improve efficiency.
First Step in ERP Implementation:
Determining Organizational Functional Requirements: This step involves identifying the specific needs and functionalities required by the organization to support its operations.
This ensures the selected ERP system aligns with the company's goals and processes, avoiding potential mismatches and ensuring the system meets all necessary criteria.
Other Steps (for context):
Scheduling Demonstrations: Useful but should follow the identification of requirements to ensure relevant systems are evaluated.
Reviewing Supplier Capabilities: Important for the selection process but secondary to understanding internal needs.
Seeking Advice from Commodity Councils: Can provide valuable insights but should be done after defining the organizational requirements.
Conclusion: Defining the organizational functional requirements is the foundational step that guides the entire ERP selection and implementation process.
Reference:
"ERP: Making It Happen: The Implementers' Guide to Success with Enterprise Resource Planning" by Thomas F. Wallace and Michael H. Kremzar Articles on ERP implementation best practices from CIO.com and Gartner

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NEW QUESTION # 114
An assistant contract administrator has been promoted to a newly-created contract management position in charge of sourcing a new product line. The position will work closely with other departments. The new manager is familiar with the firm's general procedures and organization but needs to expand skills in areas related to the increased responsibilities of the new position.
Which of the following will be MOST effective in this situation?

A. Exploring outside professional development opportunities
B. Concentrating on training in new technologies
C. Employing functional rotation with related departments
D. Providing mentors to assist with orientation

Answer: C

Explanation:
The most effective solution for the assistant contract administrator newly promoted to the contract management position is to employ functional rotation with related departments. This strategy allows the new manager to gain hands-on experience and a comprehensive understanding of the different functions and perspectives within the organization. Here is a detailed explanation:
Functional Rotation:
Exposure to Various Departments: By rotating through different departments, the new manager can understand how each department operates and how they interconnect. This holistic view is crucial for effective contract management and sourcing decisions.
Skill Development: Functional rotation provides practical experience in various aspects of the business, enabling the new manager to develop the necessary skills and knowledge in a real-world context.
Building Relationships: Working closely with different departments fosters better communication and collaboration, essential for successful contract management and sourcing.
Why Not Other Options?
Exploring outside professional development opportunities (A): While beneficial, it may not provide the immediate and practical understanding needed for the new role.
Concentrating on training in new technologies (B): This is useful, but it doesn't address the need for a broader understanding of the organization's operations.
Providing mentors to assist with orientation (C): Mentoring is valuable but may not offer the extensive exposure and hands-on experience that functional rotation provides.
Reference:
Leadership and Transformation Management documents emphasize the importance of cross-functional knowledge and hands-on experience for effective leadership and management (Kotter, J.P., Leading Change, 1996).
Practical exposure through job rotation is a recommended approach for developing management skills and fostering organizational integration (Goleman, D., Emotional Intelligence, 1995).

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NEW QUESTION # 115
DEF, Inc. is finalizing a contract to have its head office refurbished. Within its budget of $1.2 million there is a general risk fund of $30,000. The building is old, and the electrical wiring drawings do not appear up to date. The total project bid from Supplier X is $1 million. This includes a fee of $20,000 for updating electrical wiring drawings and the contractors' risk fund of $100,000, half of which is for building-related issues, and half of which is for electrical issues.
DEF decides to assume the risk of electrical issues. What is the contract price paid to Supplier X?

A. $900,000
B. 51,000,000
C. $930,000
D. 5950,000

Answer: A

Explanation:
DEF, Inc. decides to assume the risk of electrical issues, which means they will deduct the portion of the contractor's risk fund allocated for electrical issues from the total project bid. Supplier X's total bid is $1 million, including $100,000 for the contractor's risk fund (half for building issues and half for electrical issues). Since DEF assumes the electrical risk, the contract price should be reduced by the $50,000 allocated for electrical issues:
Contract price=$1,000,000-$50,000=$950,000 ext{Contract price} = $1,000,000 - $50,000 = $950,000Contract price=$1,000,000-$50,000=$950,000 However, the question might have a typo. Correcting it for clarity:
The general risk fund of $30,000 mentioned is part of the $1.2 million budget and doesn't affect the contractor's bid directly. Therefore, the contract price paid to Supplier X should indeed be:
$1,000,000-$50,000=$950,000$1,000,000 - $50,000 = $950,000$1,000,000-$50,000=$950,000 Thus, the correct contract price, assuming no other deductions, is $950,000.

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NEW QUESTION # 116
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