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| Section | Objectives |
|---|---|
| Procurement Process and Sourcing | - Sourcing strategies
|
| Procurement Technology and Innovation | - Innovation in supply management
|
| Supplier Relationships and Performance | - Performance improvement
|
| Risk, Ethics and Sustainability | - Ethical and sustainable procurement
|
| Procurement and Supply Context | - Role of procurement in organisations
|
| Contracting and Legal Principles | - Contract management
|
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NEW QUESTION # 85
What is depreciation and deterioration?
Answer:
Explanation:
See the answer in explanation.
Explanation:
When an organization want to purchase an asset, it considers the depreciation and deterioration in the whole life of the asset and how it will be manage.
Depreciation is the reduction in value of a tangible and a fixed asset over time. The purpose of calculating the depreciation of the asset is to give the organization a fair and current view of what the asset is worth at a particular time. Depreciation is a way of converting the cost of an asset into an expense over a period of time.
Depreciation is a permanent feature listed against an asset throughout its life time and it based on wear and tear, reduction in performance and reduction in value.
Deterioration is the process of something becoming lower in quality or performance. The longer the asset can last without deteriorating the better value the asset represents.
NEW QUESTION # 86
Create a list of assets of a company with which you're familiar and divide them into standard and bespoke categorizing.
Answer:
Explanation:
See the answer in explanation.
Explanation:
Name of company: Full power projects
Business: Project management training and consultancy
If an organization is sourcing an asset that is readily available or mass produced then the cost associated with the design and manufacturing will be lower percentage of the total cost than if an organization commissions a bespoke piece of equipment to be designed and manufactured.
The following are a list of assets owned by fullpower projects.
Standard/off the shelf (Mass produced)
Projector from a shop-displayed files and document jackets from market
Desks and furniture
Bespoke/specialist - white board and marker
With extra, e.g. made with company color
Gift/ sovereign (bags and T. shirt) with coup any label, color and design Refer to the question column for response
NEW QUESTION # 87
Explain how a lack of understanding of a global supplier's culture and ethical behavior could cost buying organization money.
Answer:
Explanation:
Organizational culture is made up of behaviors, traits, values and beliefs and these differ signifi-cantly across the globe. Gestures that may be positive in one country can be highly offensive in another. This culture could mean; for example, individualistic/collectivistic, masculine/feminine, uncertainty avoidance, power distance, Time perspective, indulgence/restraint.
When negotiating and forming contracts within the extended supply chain, it is important that the culture of the suppliers is understood to be compatible with the buying organization or else their might be loss of reputation, time, money material and equipment.
Also, being not aware of what is an acceptable ethically behavior in global sourcing can cost a buying organization. In some countries, bribery and kickbacks are a standard part of doing business. If procurement professional is not aware of the fact that some countries methods of doing business involves or expect kickbacks, for example, this could be costly to the organization and cancel out any savings that had originally been seen.
Cost of poor quality and rework: 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 supply would require home owners to reinstall a new door within three months. The organization would spend more funds in carrying out rework.
More administrative cost in contract management: an organization will have to manage it sup-pliers and the contracts to ensure they are delivering what they were contracted to do. A poor con-tract management is a waste in the process of delivery that can lead to loss of money. Also, to cor-rect this would cost the organizations administrative cost.
NEW QUESTION # 88
Maximum Score: 25
Explain the elements that Lucie should include in her analysis based on whole-life asset management.
(25 marks)
Water Works Limited
11
Water Works Limited is the regulated public authority for the provision of clean and waste water services in the Southern region. The procurement manager, Lucie James, has been asked to review the contract for the supply of vehicles across Water Works ' ten regional offices. The vehicles are currently hired from Vehicle Press, but several vehicle breakdowns have created operational issues on Water Works sites. There are currently 200 vehicles in the fleet. Some of these are now several years old and running costs are increasing.
Lucie reviewed the contract with Vehicle Press and is aware that the expiry date of the contract is at the end of the current year. Water Works has the option to extend the contract. Lucie undertakes a review of Vehicle Press ' contract performance and the specification for vehicles, together with the number of vehicles that will be required in the future. Following this, Lucie presents the analysis of the options available to the operations director, Anna Cabo, in a procurement strategy report. Lucie ' s report presents the following three options;
1. Extend the contract with Vehicle Press Limited for the hire of the vehicles 2. Re-tender the contract to the open market for the provision of hired vehicles Purchase the vehicles instead of hiring them from the open market.
3.
3. Purchase the vehicles instead of hiring them from the open market. Anna ' s decision is to progress with option three to purchase the vehicles, as there are capital funds available for strategic purchases in the current year. To proceed, Anna must generate a business case for presentation to the senior leadership team. Anna asks Lucie to prepare a detailed whole life asset management analysis for the provision of the vehicles to support her business case.
Answer:
Explanation:
See the answer in explanation below.
Explanation:
3. Explain the elements that Lucie should include in her analysis based on whole-life asset management.
(25 marks)
Whole-life asset management means evaluating the total cost and value of an asset over its full life , not just the initial purchase price. CIPS explains this as whole-life costing / total cost of ownership , covering acquisition, usage and end-of-life costs. ISO 55000 also states that asset management should consider assets over their life cycles to realise value for the organisation.
In Water Works' case, Lucie should include the following elements in her analysis of purchasing the 200 vehicles.
1. Initial acquisition costs
Lucie should first calculate the purchase price of the vehicles. This includes not only the price of each vehicle, but also delivery charges, registration, taxes, any fit-out requirements, signage, tracking systems and initial insurance. This is important because the capital cost will be high for a fleet of 200 vehicles, so the business case must show the full upfront investment rather than just the list price. CIPS notes that whole-life costing includes purchase price and acquisition cost .
2. Operating and running costs
A major element is the cost of operating the vehicles during their working life. Lucie should estimate fuel or energy costs, servicing, maintenance, repairs, tyres, road tax and insurance. This is especially relevant because the case states that some current vehicles are several years old and running costs are increasing . Therefore, Lucie should compare the likely running costs of new vehicles with the current hired fleet to show whether ownership offers better long-term value. CIPS identifies usage cost as a core part of total cost of ownership.
3. Reliability and performance
Lucie should assess how reliable the vehicles are expected to be over time. The case already mentions several breakdowns causing operational issues on Water Works sites. Therefore, her analysis should include the likely cost of breakdowns, lost productivity, missed site visits, delays to operations and possible emergency replacement vehicles. This is important because a cheaper vehicle may not represent best value if it is unreliable and disrupts service delivery. Whole-life asset management is about the value delivered over the asset life, not only cost. ISO guidance emphasises value, risk and outcomes across the lifecycle.
4. Maintenance strategy and support arrangements
Lucie should include how the vehicles will be maintained once purchased. For example, she should assess whether servicing will be outsourced, managed through manufacturer warranties, or supported by local garages across the ten regional offices. She should also consider the availability of spare parts and support response times. This matters because purchasing the fleet transfers more responsibility for asset upkeep to Water Works compared with hiring.
5. Asset life and replacement cycle
Another important element is the expected useful life of the vehicles. Lucie should estimate how long the vehicles will remain economically and operationally effective before replacement is needed. This should include mileage, intensity of use, operating conditions and likely deterioration. Since Water Works operates across ten regional offices, some vehicles may experience heavier use than others. A whole-life analysis should therefore include assumptions on replacement timing and fleet renewal planning.
6. Residual value and disposal value
Lucie should include the likely residual value of the vehicles at the end of their useful life. If Water Works owns the vehicles, they may be sold, traded in or auctioned. This means the organisation may recover some value at the end of the asset life. She should also include any disposal costs, such as decommissioning, collection, administration or environmentally compliant disposal. CIPS notes that whole-life costing includes end-of-life cost .
7. Financing and cost of capital
Although capital funds are available, Lucie should still consider the financial impact of tying up funds in vehicle ownership. The analysis should show whether using capital for vehicles represents best value compared with other strategic uses of funds. She may also include depreciation and the effect on budgets over time. This is important because purchasing assets creates a different financial commitment from hiring them.
8. Specification and fitness for purpose
Lucie should review whether the chosen vehicles meet operational needs. This includes vehicle size, load capacity, durability, fuel efficiency, suitability for site conditions and any specialist requirements for water service operations. A whole-life approach requires the asset to be fit for purpose, because a poor specification can increase maintenance costs and reduce operational value later in the lifecycle.
9. Risk analysis
Lucie should include risks associated with ownership. These may include unexpected repair costs, changes in fuel prices, asset obsolescence, poor resale values, non-availability of parts and the risk that operational needs change during the asset life. She should compare these ownership risks with the risks under hiring arrangements. ISO 55000 highlights that asset management should consider risks and opportunities throughout the lifecycle .
10. Sustainability and regulatory factors
As a regulated public authority, Water Works should also consider environmental and regulatory issues.
Lucie's analysis should include emissions, fuel efficiency, possible transition to lower-emission vehicles, compliance requirements and disposal obligations. This is relevant because public sector organisations are expected to consider long-term environmental impact as well as cost.
11. Whole-life comparison against hiring
Finally, Lucie should compare the total whole-life cost of buying against the alternatives of extending the current hire contract or re-tendering for hired vehicles . This comparison should include all acquisition, usage, maintenance and end-of-life costs, as well as service reliability and operational value. CIPS describes whole-life costing as an end-to-end cost estimate to support procurement decisions.
Conclusion
In conclusion, Lucie's whole-life asset management analysis should not focus only on the purchase price of the vehicles. It should include acquisition costs, operating costs, maintenance, reliability, useful life, replacement cycle, residual value, disposal costs, finance implications, specification, risk and sustainability considerations . By analysing all these elements, Lucie can show whether purchasing the fleet gives Water Works better long-term value than continuing to hire vehicles. This is the main purpose of whole- life asset management.
NEW QUESTION # 89
When benchmarking what other factors, apart from price should be considered to find the total cost of acquisition?
Answer:
Explanation:
See the answer in explanation.
Explanation:
When evaluating potential suppliers, procurement professionals can carry out bench-marking. Benchmarking is the process of comparing a function, a process performance with another which is best in-class.
Other factors, apart from price that can be considered to find the total cost of acquisi-tion include the product or service quality, lead time, supplier culture, its environmental awareness and sustainability.
NEW QUESTION # 90
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