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Which of the following are most likely to harm trust between buyer and supplier in a commercial relationship? Select TWO that apply.

A procurement professional is dissatisfied with how a recent negotiation was concluded. What could they do

to improve their negotiation approach?

Seek feedback from the supplier on their recent performance

Prepare for all negotiations with a WIN/LOSE (distributive) approach

Involve lots of people in future negotiations

Undertake reflective practice after each negotiation

A purchasing manager is having a negotiation with a supplier to extend the duration of the contract. In order

to persuade the supplier to cut the cost by 10%, she promises to shorten the payment period from

45 days to 30 days for each delivery. The supplier's representative does not agree the offer and clearly states

that his proposed price is already lower than the market price. The purchasing manager has

used which type of power?

The National Schools Purchasing Forum (NSPF) is a procurement organisation that purchases goods and services on behalf of schools on a national scale. NSPF is close to concluding negotiations in a meeting with Hygienics For All (HFA) for the supply of consumables to school washrooms. Both parties have reached an agreeable position, and NSPF feels it is important that they conclude the negotiation at this point. What type of questions should NSPF ask HFA to achieve this?

A senior buyer analyses the supply market and he realises that his organisation is treated as Exploit according to supplier's perspective model. What does he need to do?