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DEF, Inc. is a medium-sized manufacturer in the precious metals industry. Continued price increases in precious metals have put a strain on the financial resources of suppliers, and while some have closed their businesses, others have converted to lower cost metals. DEF's supply manager is concerned not only about the evaporation of the specialty supply base but also that marketing efforts into new online markets are providing new growth and renewed demand for long-established product lines. The supply manager determines that although little precious raw material Is used internally in the organization, the combined volumes from component manufacturers are large and growing.
Which of the following should the supply manager employ to gain value under these conditions?

• A.Multi-tier purchasing agreements
• B.Transformation management
• C.Value stream mapping
• D.Risk avoidance

Which of the following refers to the legal principle that prevents a person from asserting a position Inconsistent with his or her prior conduct, if injustice would result to a person who has changed position in reliance upon that conduct?

• A.Severability
• B.Mutual consideration
• C.Estoppel
• D.Conflict of interest

A supplier of software critical to PQR Inc.'s scheduling system plans to discontinue supporting the version PQR uses in order to concentrate its resources on a newer version. The current software works well for PQR, and upgrading It would be costly for them in both money and time. The supply manager for PQR assembles a negotiating team with representatives from user departments to discuss the situation with the supplier and try to reach a mutually satisfactory agreement.
Soon after the start of negotiations, the supplier states that 90 days is the longest they can guarantee support for the current software. PQR's production manager responds by saying, "Fine, we will take any extension at this point." But PQR's IT director shouts, "We can't do that! It will take at least six months to replace the software, even if we could afford to do so." Given this situation, which of the following is the BEST course of action for the supply manager to take?

• A.Ignore the outburst and continue with the negotiations as if it had not occurred
• B.Call a recess and meet with the team to recommit to agreed-upon roles and a unified strategy
• C.Use the outburst as an opportunity for all parties to address their concerns
• D.Ask the production manager and IT manager to calm down, and move on to another issue

During a business downturn, a supply manager for RST, Inc. learns that its key supplier is becoming concerned about the firm's unpaid invoices. In this situation, the BEST course of action for the supply manager to take would be to

• A.notify the supplier that future orders will likely be at risk without extended payment terms
• B.renegotiate the supplier's contract to include a clause that allows RST the option of returning unused goods for a full refund
• C.find another supplier with more favorable payment terms
• D.negotiate a payment plan that accommodates RST's situation but still incentivizes the supplier to do business with RST

A U.S. firm receives several blds for a piece of specialized testing equipment. A supplier from Japan quotes a price of 360,000 Yen. If the current exchange rate is 90 Yen per U.S. Dollar, what will the price be in U.S.
dollars?

• A.$40,000
• B.$4,000
• C.$3,240
• D.$32,400