L4M4 practice question 20 of 25

A buyer for a large manufacturing organisation is assessing a sole supplier tender opportunity. The buyer is finding it challenging to differentiate the proposals on unit purchase price. Are there any added values that the procurement manager can use to leverage the sole supplier proposal?

Full set: 293 questions
Answer options
A: Yes, but only if the buyer decides to re-start the tender opportunity
B: No, the buyer must make the decision based on the existing information
C: No, because a buyer has no leverage over a sole supplier
D: Yes, the buyer can negotiate on aspects such as after-sales service Correct answer
Correct Answer:
D. Yes, the buyer can negotiate on aspects such as after-sales service
Explanation

In a sole supplier situation, while price leverage may be limited, a buyer is not without influence. The supplier still values the business relationship and revenue. The buyer can and should negotiate for non-price factors, often termed 'added value.' These can include improved after-sales service, better warranty terms, technical support, training, favourable payment terms, or innovation commitments. Focusing on the total cost of ownership (TCO) rather than just the unit price allows the buyer to create value and improve the overall commercial deal, even with a single available source.

Why Incorrect

A. Re-starting a tender is pointless if there is only one supplier capable of meeting the need.
B. A proactive buyer should never be passive and should always seek to negotiate and add value for the organisation.
C. A buyer always has some leverage, even if it's the option to not buy or to seek an alternative solution internally.

References

1. CIPS (2019). Commercial Negotiation, L4M3. Profex Publishing Limited. (Unit 3.2, 'Leverage in negotiation', discusses how to create leverage even in situations of low buyer power, such as single/sole source scenarios).

2. Monczka, R. M., Handfield, R. B., Giunipero, L. C., & Patterson, J. L. (2016). Purchasing and Supply Chain Management (6th ed.). Cengage Learning. (Chapter 15, 'Supplier Management and Development', covers negotiating with suppliers, including sole sources, for continuous improvement and value beyond price).

3. Shapiro, R. D., & Heskett, J. L. (1985). Logistics Strategy: Cases and Concepts. West Publishing Company. (The concept of Total Cost of Ownership (TCO) is explored, which is a key framework for identifying non-price value levers in negotiations, as cited in various procurement academic literature).

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