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HBX CORe (Credential of Readiness) is an online business fundamentals program offered by Harvard Business School. The program covers three core areas of business education: Business Analytics, Economics for Managers, and Financial Accounting. The program is designed for individuals who want to develop a foundational understanding of business concepts and practices, regardless of their academic or professional background. The program is delivered through a highly interactive and engaging online platform that combines video lectures, interactive case studies, and live discussion forums.

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Understand the specialized and equally valuable skills of the HBX CORe exam all of these covered in HBX CORe Dumps. The support on the HBX CORE exhausts will be examined: Consumer needs: fundamentals, Strategies to examine and reinforce needs. Suppliers and expenses, Markets, Competitors, and distinction. Develop efficient pricing techniques, Reference costs compared with those of the competition with an evaluation of relative prices. Apply joint analysis to identify the attributes that customers value the most.

Understand the power of network impacts to meet needs. Identify the sources of competitive advantage with distinction, Create reliable pricing techniques, Understand powerful analytical tools such as a loved one's cost estimation and joint analysis. Identify sources of competitive advantage with differentiation. Apply course concepts in the context of a growing online marketer, event ticket broker, multinational publishing company, and various other businesses.

HBX CORe is a comprehensive online program designed to help learners develop essential business skills. The program consists of three courses: Business Analytics, Economics for Managers, and Financial Accounting. HBX CORe is created by Harvard Business School, one of the most renowned business schools in the world. The program is suitable for individuals who want to gain a fundamental understanding of business concepts, as well as those who plan to pursue an MBA or other business-related degree.

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ISM Supply Management Core Exam Sample Questions (Q197-Q202):

NEW QUESTION # 197
The types of suppliers MOST suited for regular business reviews are those providing

  • A. leveraged and non-critical items
  • B. strategic and leveraged item
  • C. bottleneck and non-critical items
  • D. bottleneck and strategic items

Answer: D

Explanation:
Suppliers providing bottleneck and strategic items are most suited for regular business reviews because these items typically have high impact on the company's operations and can involve higher risks. Bottleneck items are critical components that can cause significant disruptions if not managed properly, and strategic items are essential for the company's competitive advantage. Regular reviews with these suppliers ensure better alignment, risk mitigation, and strategic collaboration.
References
* Kraljic's Portfolio Purchasing Model
* Supply Chain Management: Strategy, Planning, and Operation by Sunil Chopra and Peter Meindl
* APICS (Association for Supply Chain Management) guidelines


NEW QUESTION # 198
A producer of high-end watches has a willingness to sell of $1,000. After a recession occurs, willingness to pay (WTP) for high-end watches drops to $900. What could the watch producer do to raise WTP for its good? (Select all that apply.)

  • A. Lower the price for the watch
  • B. Raise the price for the watch
  • C. Add a new feature to the watch
  • D. Advertise in a high-end department store's catalog
  • E. Design a new watch based on watches sold by competitors

Answer: C,D


NEW QUESTION # 199
What is the main difference between the US Generally Accepted Accounting Principles (US GAAP) and the International Financial Reporting Standards (IFRS)?

  • A. US GAAP follows a principles-based approach.
  • B. IFRS is used globally and follows a principles-based approach.
  • C. IFRS provides fewer accounting choices to companies compared to US GAAP.
  • D. IFRS is based on a rules-based approach.

Answer: B


NEW QUESTION # 200
RST, Inc. has been purchasing custom parts from Supplier X for a number of years. RST wishes to exit from its relationship with Supplier X and switch to another supplier. In this situation, which of the following is the BEST course of action for RST to take?

  • A. Stop purchasing from Supplier X Immediately
  • B. Require that a new supplier provide sample items prior to purchasing from them
  • C. Wait until demand is lower to exit from Supplier X
  • D. Purchase items from a new supplier while continuing to buy from Supplier X

Answer: D

Explanation:
* Current Relationship: RST, Inc. has been purchasing custom parts from Supplier X for years and wishes to switch to another supplier.
* Transition Strategy: Continuing to buy from Supplier X while gradually transitioning to a new supplier ensures continuity in the supply chain.
* Risk Management: This approach mitigates the risk of supply disruptions, ensuring that RST's operations are not negatively impacted during the transition.
* Supplier Evaluation: During this period, RST can evaluate the new supplier's performance and quality before fully committing.
References
* ISM. (n.d.). Managing Supplier Transitions.
* CIPS. (n.d.). Strategies for Supplier Changeover.


NEW QUESTION # 201
Planning and negotiating a contract while considering its impact on a supplier is an example of which of the following?

  • A. Contingency planning
  • B. Supplier mentorship
  • C. Supplier relationship management
  • D. Supply chain mapping

Answer: C

Explanation:
Planning and negotiating a contract while considering its impact on a supplier is an example of supplier relationship management. This practice involves maintaining a positive and strategic relationship with suppliers, ensuring mutual benefits, and fostering collaboration. By considering the supplier's position, the buying firm can negotiate terms that support a long-term, sustainable partnership.
References:
* "Supplier Relationship Management: Unlocking the Hidden Value in Your Supply Base" by Jonathan
* O'Brien.
* ISM guidelines on supplier relationship management.
* CIPS resources on strategic supplier management.


NEW QUESTION # 202
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