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ISM LEAD Exam Syllabus Topics:

Topic
Details

Topic 1

Risk and Compliance: This domain covers identifying, assessing, and mitigating potential threats while ensuring adherence to regulations in supply management.

Topic 2

Corporate Social Responsibility and Ethics: This domain covers incorporating ethical and sustainable practices into decision-making and supply chain processes.

Topic 3

Stakeholder Engagement: The section covers cooperating and communicating effectively with internal and external stakeholders impacted by supply chain choices.

Topic 4

People Development and Coaching: In this section, focus is on nurturing talent and fostering skills growth within the supply management team.

Topic 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 Sample Questions (Q29-Q34):

NEW QUESTION # 29
When prioritizing a supply management department's goals and objectives for the coming year, the department should place the MOST emphasis on which of the following?

A. First priorities in the functional planning process
B. Key items identified by the business unit planning process
C. Goals that will have greatest impact on the department
D. Ways in which the department can support the organization

Answer: D

Explanation:
* Alignment with Organizational Goals: The supply management department's goals and objectives should align with and support the overall strategic goals of the organization.
* Impact on Business Success: Prioritizing ways the department can support the organization ensures that supply management activities directly contribute to the company's success and competitive advantage.
* Functional Integration: This approach fosters better integration and collaboration between the supply management department and other business units, leading to more cohesive and effective operations.
* Strategic Focus: Emphasizing organizational support ensures that the department's goals are strategic rather than merely operational or departmental, driving broader business impact.
* Reference: Strategic management literature, including "Strategic Management: Concepts and Cases" by Fred R. David and resources from the Balanced Scorecard Institute, support the importance of aligning departmental goals with organizational objectives.

NEW QUESTION # 30
A center-led supply management organization is BEST described as having which of the following types of decision-making structures?

A. Centralized
B. Decentralized
C. Top-down
D. Hybrid

Answer: D

Explanation:
A center-led supply management organization combines elements of both centralized and decentralized decision-making structures, making it a hybrid structure. In a center-led model, strategic decisions and policies are typically centralized to ensure consistency and leverage economies of scale, while operational decisions and daily activities are decentralized to allow for flexibility and responsiveness to local needs. This structure allows organizations to balance the benefits of both centralization (such as cost savings and standardization) and decentralization (such as increased agility and local responsiveness).
Reference:
Cousins, P. D., Lamming, R. C., Lawson, B., & Squire, B. (2008). Strategic Supply Management: Principles, Theories and Practice. Pearson Education.
Monczka, R. M., Handfield, R. B., Giunipero, L. C., & Patterson, J. L. (2015). Purchasing and Supply Chain Management. Cengage Learning.

NEW QUESTION # 31
When evaluating the performance of supply management employees, which of the following types of input will be MOST comprehensive?

A. 360 degree input
B. Customer input
C. Peer input
D. Stakeholder input

Answer: A

Explanation:
Types of Input for Performance Evaluation:
Customer Input: Feedback from external customers or clients.
Peer Input: Feedback from colleagues at the same level within the organization.
360 Degree Input: Comprehensive feedback collected from an employee's subordinates, peers, and supervisors, as well as a self-evaluation.
Stakeholder Input: Feedback from all parties interested in or affected by the employee's performance.
Comprehensiveness of 360 Degree Input:
This method includes a full spectrum of feedback sources, covering supervisors (managerial perspective), peers (collegial perspective), subordinates (leadership perspective), and self-assessment (personal perspective).
This approach ensures a holistic view of the employee's performance, identifying strengths and areas for improvement from multiple viewpoints.
Conclusion: The 360 degree input is the most comprehensive type of feedback as it encompasses evaluations from all levels of interaction, providing a well-rounded understanding of an employee's performance.
Reference:
Harvard Business Review articles on performance management
Society for Human Resource Management (SHRM) guidelines on performance evaluation

NEW QUESTION # 32
A firm's procurement department significantly exceeds its established goals two years in a row. Senior management is concerned the goals are too easy and asks the supply manager to determine if procurement team members are being adequately challenged. Which of the following is the BEST course of action for the supply manager to take in order to assess the situation and provide a suitable answer to management?

A. Conduct a 360-degree feedback survey to measure the level of employee engagement and job satisfaction
B. Review the job descriptions for each procurement role to validate that the descriptions are accurate
C. Work with the finance department to set more challenging goals for the procurement team
D. Verify with internal customers that team members goals are aligned with business goals

Answer: D

Explanation:
Situation Analysis:
The procurement department has exceeded its goals, raising concerns about the adequacy of these goals.
Senior management questions whether the team is being adequately challenged.
Assessing Goals and Challenges:
360-Degree Feedback: Useful for employee engagement but may not address goal alignment.
Reviewing Job Descriptions: Ensures roles are well-defined but does not address goal difficulty.
Setting More Challenging Goals with Finance: Important but secondary to understanding current goal alignment.
Verifying with Internal Customers: Ensures procurement goals support broader business objectives and challenges.
Best Course of Action:
Verifying with Internal Customers: Confirms that procurement goals align with business objectives and identifies areas for more challenging targets.
Conclusion: Ensuring alignment with internal customers provides a comprehensive understanding of whether current goals are appropriate and where adjustments might be needed.
Reference:
"The Balanced Scorecard: Translating Strategy into Action" by Robert S. Kaplan and David P. Norton Performance management best practices from the Society for Human Resource Management (SHRM)

NEW QUESTION # 33
A company conducts an audit of its environmental management system (EMS) for ISO 14001 compliance. In this situation, which of the following factors is MOST likely to be of concern?

A. The EMS plan's targets and goals are subjective and non-quantifiable.
B. The implementation of the EMS plan includes a continuous improvement requirement.
C. The EMS audit is scheduled to be conducted by an entity within the company.
D. The EMS plan has been communicated internally, as well as to suppliers and customers.

Answer: A

Explanation:
* ISO 14001 Compliance: ISO 14001 requires organizations to have an Environmental Management System (EMS) with clear, measurable objectives and targets.
* Concern with Subjectivity: Targets and goals that are subjective and non-quantifiable do not meet ISO 14001 requirements, as they cannot be objectively measured or audited for compliance.
* Importance of Quantifiable Goals: Clear, quantifiable targets allow for proper monitoring, measurement, and continuous improvement, which are core components of ISO 14001.
* Reference: The ISO 14001 standard itself and environmental management literature, such as "ISO 14001 Environmental Management Systems: An Easy-to-Use Guide" by Brian J. Gallant, emphasize the need for specific, measurable, and objective targets in an EMS.

NEW QUESTION # 34
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