Continuing on the leadership theme, this section ( Task 3-A-7) urges the supply manager to take a leadership role in communicating and demonstrating what supply management can do. In one survey over 50% of managers felt that supply managers were only good for minimizing cost i.e. squeezing down the supplier on price. However, the entire purpose of the CPSM certification is to elevate the profession. So you have to be more visionary in your approach to the profession. If the CEO and the Board is interested in getting somewhere and supply management can help,even indirectly,its important to articulate that contribution and step up and make that contribution. In addition, this enhanced role of the profession should be communicated whenever opportunities arise in non-supply settings like industry meetings. Thus if you are in pharmaceuticals and have an opportunity to speak at a pharmaceutical industry conference, you should highlight the strategic role of supply management beyond mere price negotiation for your industry.
This changed mind-set is particularly important for the CPM Bridge exam takers who have two bridge exam topics in this section.These are the issues of Confidentiality ( Task 3-A-7- part 5) and Legal Restrictions ( Part 6 in the section). Once again the focus is on elevating the perspective of the supply professional from tactical to strategic. You keep your company's plans confidential because you understand that suppliers may talk among each other and inadvertently your organizations' strategic intent might be communicated to competitors.Similarly, you need to be aware of anti trust laws and avoid revealing prices obtained from a smaller supplier to a dominant supplier. By doing so, you could strengthen the dominance of the supplier, who could possibly cut price drastically and maintain monopoly control of the market.
On the legal restrictions part , the topic includes knowledge of US export restrictions particularly
US Export Licensing. It may seem confusing why export laws are included in the syllabus here- seems like outbound logistics and therefore the purview of marketing and distribution people. My guess is that - supply managers are anyway responsible for imports (incoming goods in the supply chain) and therefore become the "go to" people for export laws within the organization.