ISM Leadership and Transformation in Supply Management LEAD Exam Dumps: Updated Questions & Answers (September 2025)

The new employee in the supply management department has developed good rapport with the team and has gained business knowledge but is struggling with the ERP system. One-on-one training is the best approach to enhance the employee's ERP skills. This method provides personalized instruction, allowing the trainer to address specific questions and challenges faced by the employee. Leadership and transformation management documents emphasize the importance of tailored training methods to effectively develop employees' skills. Personalized training can accelerate learning and ensure the employee becomes proficient in using the ERP system. References highlight the benefits of hands-on, direct interaction in training, which can be more effective than generic online modules or manuals for complex systems.

Demand management refers to the identification, analysis, determination, procurement, and fulfillment of the goods and services an organization needs to meet short- and long-term objectives. It involves understanding and managing customer demand to ensure that the organization can meet its operational and strategic goals efficiently. This process includes forecasting demand, managing resources, and coordinating supply chain activities to align supply with demand.

References:

Lysons, K., & Farrington, B. (2012). Purchasing and Supply Chain Management. Pearson Education.

Chopra, S., & Meindl, P. (2016). Supply Chain Management: Strategy, Planning, and Operation. Pearson Education.

Record/Database Management Overview: Policies governing records and databases are influenced by various factors, including storage location.

Impact of Storage Location: Where records are stored affects accessibility, security, compliance with regulations, and disaster recovery plans. This is crucial for ensuring data integrity and availability.

Considerations: Storage location impacts the physical security, environmental controls, and redundancy of records. It also determines the compliance with data protection laws and regulations.

Long-term Impact: Proper storage ensures that records are protected against loss, unauthorized access, and environmental damage, supporting effective management and retrieval processes.

References: Best practices in record management, as outlined in ISO 15489-1:2016 (Information and Documentation – Records Management) and resources from the Association of Records Managers and Administrators (ARMA), emphasize the importance of secure and compliant storage locations for records management policies.

To ensure suppliers receive safety training in compliance with CDE Corporation's standards, the best course of action is to engage local trainers to lead classes using curricula specified by CDE. This approach ensures that training is conducted by individuals familiar with local regulations and cultural nuances while adhering to CDE's standards. Leadership and transformation management documents highlight the importance of localized training to enhance effectiveness and compliance. By providing specified curricula, CDE can ensure that the content meets its high standards of social responsibility and safety. References emphasize the benefits of using local resources to implement training programs, which can lead to better engagement and understanding among participants.

Strategic Planning Process: After establishing the vision, mission, and value statements, the next step in strategic planning is to develop specific goals and objectives. These goals and objectives translate the high-level vision and mission into actionable and measurable targets.

Goals and Objectives Development: This process involves identifying the key areas where the organization wants to achieve results and setting specific, measurable, achievable, relevant, and time-bound (SMART) objectives.

Importance: Developing goals and objectives provides a clear roadmap for the organization and aligns the efforts of all departments towards common strategic priorities.

References: This step is emphasized in strategic planning frameworks such as those by the Balanced Scorecard Institute and strategic management textbooks like "Strategic Management: Concepts and Cases" by Fred R. David.

In the storming phase of team development, group members challenge each other and compete to assume leadership roles. This phase is characterized by conflict and competition as individuals assert their opinions and vie for positions within the team. Leadership and transformation management documents describe the storming phase as a critical stage where team dynamics are tested, and effective conflict resolution strategies are essential. Understanding this phase helps leaders facilitate smoother transitions to subsequent stages of team development, such as norming and performing. References emphasize the importance of recognizing and managing the challenges inherent in the storming phase to build cohesive and high-performing teams.

To ensure that the recycled paper is produced sustainably, the supply manager should source paper that is Forest Stewardship Council (FSC) certified. FSC certification guarantees that the paper comes from responsibly managed forests and verified recycled sources. Leadership and transformation management documents highlight the importance of certification in verifying sustainable practices and ensuring environmental responsibility. By choosing FSC-certified products, the bank can be confident that its procurement practices support environmental sustainability. References emphasize that FSC certification is widely recognized and trusted as a benchmark for sustainable forest management and recycled products.

Using the firms’ combined cognitive procurement system, the CPO is most likely to yield information on the price, quality, performance, and reliability of the components and the suppliers. This data is crucial for consolidating duplicate components under one supplier for the lowest total cost.

Cognitive Procurement Systems:These systems utilize artificial intelligence and data analytics to provide comprehensive insights into procurement activities. They help in assessing various parameters such as cost, quality, and supplier performance.

Decision-Making:Having detailed information on price, quality, performance, and reliability allows the CPO to make informed decisions about which suppliers to consolidate, ensuring that the best overall value is achieved.

Optimization:This approach helps in optimizing the supply chain by selecting suppliers that offer the best combination of cost efficiency and reliability, ultimately reducing total procurement costs.

References:

Handfield, R.B., & Nichols, E.L. (1999). Introduction to Supply Chain Management. Prentice Hall.

Monczka, R.M., Handfield, R.B., Giunipero, L.C., & Patterson, J.L. (2015). Purchasing and Supply Chain Management. Cengage Learning.

Understanding ERP Implementation: Implementing an ERP system involves integrating various business processes to streamline operations and improve efficiency.

First Step in ERP Implementation:

Determining Organizational Functional Requirements: This step involves identifying the specific needs and functionalities required by the organization to support its operations.

This ensures the selected ERP system aligns with the company’s goals and processes, avoiding potential mismatches and ensuring the system meets all necessary criteria.

Other Steps (for context):

Scheduling Demonstrations: Useful but should follow the identification of requirements to ensure relevant systems are evaluated.

Reviewing Supplier Capabilities: Important for the selection process but secondary to understanding internal needs.

Seeking Advice from Commodity Councils: Can provide valuable insights but should be done after defining the organizational requirements.

Conclusion: Defining the organizational functional requirements is the foundational step that guides the entire ERP selection and implementation process.

References:

“ERP: Making It Happen: The Implementers' Guide to Success with Enterprise Resource Planning” by Thomas F. Wallace and Michael H. Kremzar

Articles on ERP implementation best practices from CIO.com and Gartner

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.

References: 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.