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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Procurement Process and Procedures | 25-30% | - Requirements gathering and specification - Procurement cycle stages - Supplier selection methods - Contract award criteria - Purchase ordering and goods receipt |
| Topic 2: Supplier Relationship Management | 20-25% | - Supplier development and improvement - Supplier performance measurement (KPI, scorecards) - Partnership and collaboration models - Risk management in supplier relationships - Supplier relationship types |
| Topic 3: Ethical and Sustainable Procurement | 15-20% | - Modern slavery and fair trade - Environmental sustainability in procurement - Ethical sourcing considerations - Corporate Social Responsibility (CSR) - Supply chain transparency |
| Topic 4: Practical Application Scenarios | 15-20% | - Case study analysis - Recommendation and justification skills - Problem-solving and decision-making - Applying theory to real-world procurement situations |
| Topic 5: Strategic Sourcing and Category Management | 20-25% | - Spend analysis techniques - Supplier segmentation and criticality analysis - Strategic sourcing process - Category segmentation |
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問題 #110
Describe four factors that could damage reputation within the supply chair
答案：
解題說明：
The reputation of all the organizations within a supply chain is linked. A Company's reputation is an intangible asset that can contribute to the failure of an organization if damaged. Factors that could damage organizational reputation within the supply chain are;
1. Quality: if the product or service quality is poor the organization may not satisfy it customers and this can lead to a loss of reputation in the market. For example, a residential building construction company contracting a supplier that would do a bad job which in three months may require home owners to reinstall new doors.
2. Sustainability: if the organization is not replenishing that which it is extracting, it will some day run out of business or probably loss loyal customers. For example a drilling company that spills hydrocarbon as it drills.
3. Fit for purpose: if an organization produce a product or carry out services that are not fit for purpose, it may run at loss for there will be so much rejection and rework. This can lead to customers switching to another organization which product or services are fit for their purpose.
4. Contract management: an organization will have to manage its suppliers and the contracts to ensure they are delivering what they were contracted to do. A poor contract management is a waste in the process of delivery that can lead to reputational loss.
* Refer to the question column for response
問題 #111
KPI should be written to match which area of an organization?
答案：
解題說明：
Key performance indicator (KPI) is another method of monitoring how a supplier is delivering on a contract.
When creating KPIs to manage suppliers and their contracts the areas monitored should be related to the organization's overall strategy that is where organization's success will be measured.
問題 #112
What are the four quadrants in the Mendelow stakeholder matrix?
答案：
解題說明：
Stakeholder are individuals or organizations that can be affected directly or indirectly by any project or decision. For successful procurement activities to take place, stakeholders must be identified, engaged and managed. Not all stakeholders require the same level of engagement and management. To appropriately manage identified stakeholders, the Mendelow management matrix has categorized stakeholders in four quadrants, according to how low or high their power and interest in the project could be. The four categories are:
1) Minimum effort (low power-Low interest)
2) Keep satisfied (high power-Low interest)
3) Keep informed (Low power - high interest)
4) Manage closely (High power- High interest)
問題 #113
What are the two types of damage clauses that can be created within a contract?
答案：
解題說明：
Damages are 'sum of money that the supplier pays if it fails to carry out its contractual obligation. Damages are categorized into two types; liquidated and un-liquidated.
Liquidate Damages are fixed amount of money agreed between the parties that is payable if a contract is breached. For example, knowing that supplier not being able to install a device properly in a power transformer may destroy the device and going ahead to include a fee in the contract if the device was destroyed.
Un-liquidated damages are unfixed amount of money. It is used when the amount of money that will compensate the injured party cannot be known in advance. A court decides the amount when the damages occur. For example, knowing that supplier not being able to install a device properly in a power transformer may destroy the device, other appliances and equipment unknown, cause the buyer delay in the process and reputational damage as in customer dissatisfaction. Yet, unquantifiable as both party are unable to fix a fee in advance on the damages and leaving it to the court to decide the damage if it may occur.
* Refer to the question column for response
問題 #114
Using the case study about Toyata, which type of benchmarking Tada has used when comparing the Toyata with Porsche?
答案：
解題說明：
See the answer in explanation.
Explanation:
Benchmarking is the process of comparing a function, process or performance with another which is best-in- class. Benchmarking is either internal or external. External benchmarking has three types;
1) Competition benchmarking,
2) Functional
3) Generic
Company Toyota with the Porsche a competition in the same industry and by suggesting that drives will find the cars performances comparable with that of Porsche Cayman sports car, suggest think it is an external competitive benchmark.
* Refer to the question column for response
問題 #115
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