CORE Dumps With Exact Questions and Answers

The best way to resolve the situation is to structure the RFP to include pass/fail and non-mandatory scored requirements, and have stakeholders assign needs and wants accordingly. This approach allows for the inclusion of the VP of sales' requirements without limiting competition excessively. Pass/fail requirements are mandatory, ensuring critical needs are met, while non-mandatory scored requirements allow for flexibility and encourage competition. Stakeholders can prioritize their needs and wants, facilitating a balanced and comprehensive evaluation of proposals.

References:

"The Request for Proposal Handbook: A Sourcebook of Guidelines, Best Practices, Examples, Laws, Regulations, and Checklists from Jurisdictions throughout the United States and Canada" by Michael Asner.

ISM guidelines on RFP development.

Articles on RFP best practices from Supply Chain Management Review.

In the situation where the selected bidder wants to raise its quoted rates due to the scarcity of qualified trainers:

Binding Quotation: Remind the supplier that their quoted rates are binding. This ensures that the supplier adheres to the terms of the initial agreement, maintaining integrity and preventing cost escalations after the bid has been accepted.

Contract Enforcement: Emphasize the importance of contract enforcement to maintain fairness and transparency in the procurement process.

Negotiation: If necessary, negotiate within the agreed terms, but initially, the focus should be on holding the supplier accountable to their quoted rates.

By reminding the supplier that their quoted rates are binding, the supply manager upholds the integrity of the procurement process and ensures that the organization is not subjected to unexpected cost increases.

References:

Contract management principles in procurement.

Institute for Supply Management (ISM) guidelines on handling procurement disputes and negotiations.

Reaching out to suppliers for innovative ideas on products and services is the best long-term strategy for creating top-line revenue growth and increased sales for both the organization and its key suppliers. Collaborating with suppliers can lead to new product developments, process improvements, and innovative solutions that drive growth and competitive advantage. Identifying low-cost options (Option A) focuses on cost reduction rather than growth. Reviewing SOW standards (Option C) and asking sales and marketing for industry trends (Option D) are useful but not as impactful as direct collaboration with suppliers for innovation.

References:

The Procurement and Supply Manager's Desk Reference by Fred Sollish and John Semanik

Supply Chain Collaboration: How to Implement CPFR and Other Best Collaborative Practices by Ronald K. Ireland and Colleen Crum