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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Practical Application Scenarios | 15-20% | - Case study analysis - Problem-solving and decision-making - Recommendation and justification skills - Applying theory to real-world procurement situations |
| Topic 2: Procurement Process and Procedures | 25-30% | - Purchase ordering and goods receipt - Supplier selection methods - Requirements gathering and specification - Procurement cycle stages - Contract award criteria |
| Topic 3: Supplier Relationship Management | 20-25% | - Risk management in supplier relationships - Partnership and collaboration models - Supplier development and improvement - Supplier performance measurement (KPI, scorecards) - Supplier relationship types |
| Topic 4: Strategic Sourcing and Category Management | 20-25% | - Supplier segmentation and criticality analysis - Strategic sourcing process - Category segmentation - Spend analysis techniques |
| Topic 5: Ethical and Sustainable Procurement | 15-20% | - Modern slavery and fair trade - Corporate Social Responsibility (CSR) - Supply chain transparency - Environmental sustainability in procurement - Ethical sourcing considerations |
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NEW QUESTION # 158
When should whole life asset management be applied?
Answer:
Explanation:
See the answer in explanation.
Explanation:
When organization has made the decision about which option is best for sourcing the asset, it can then begin to work on the whole life asset management strategy.
Whole life asset management is the process of evaluating the total price and all associated costs of a product to make an informed decision as to which option will provide the organization with the best value for money.
This strategy is only under taken for large-value procurements because; 1) It takes considerable time (2) It involves many stakeholders and require numerous resources; If whole life asset management were conducted on every purchase it would not create value for the organization and that may tie up valuable resources.
* Refer to the question column for response
NEW QUESTION # 159
What matrix helps to define how to manage stakeholders?
Answer:
Explanation:
Stakeholders are individuals or organizations who are directly affected by a decision for example, community, shareholders, employees, suppliers, distributors, customers etc. stakeholders can be internal (employers, staffs), connected (such as suppliers, shareholders, financers and customers) external (Government, pressure groups, and community).
The matrix that helps define how to manage stakeholders is mendelow's stakeholders manage-ment matrix.
This matrix is based on the theory that the level of management stakeholders require depends on the level of their power and interest within the project or organization The matrix groups stakeholders in to four quadrants according to their power and interest and ad-vice how to manage them.
1) Low power - Low interest (minimum effort)
2) Low power - High interest (keep inform)
3) High power - Low interest (keep satisfied)
4) High power - high interest (manage closely)
* Refer to the question column for response
NEW QUESTION # 160
What are the eight elements of whole life asset management?
Answer:
Explanation:
Whole life asset management is the process of evaluating the total price and all associated costs of a product to make an informed decision as to which option will provide the organization with the best value for money option: To achieve this the organization works at the following eight elements.
1. Identify need/objectives/risk: The first stage of the whole life asset management is the same as the first stage in the CIPS procurement and supply cycle: identify the need prior to any asset being procured; the need could be competition in the marketplace, raised/reduced demands or financial concern. Once this need has been identified, the objectives of the new assets need to be set, and this may include being more energy efficient, reducing cost or saving money.
Risk also needs to be explored. When investing in a new asset there are factors to be considered that may or may not be advantageous to the investment. These include; downtime, lost sale/revenue or associated cost.
2. Procurement: Procurement professional would have to source and arrange supply of the asset.
3. Construction: ones the supply has being arranged, then the designing and the manufacturing of the asset begins.
4. Commissioning
5. Deterioration/maintenance
6. Condition performance monitoring
7. Decommissioning
8. Renewal/replacement
NEW QUESTION # 161
What matrix helps to define how to manage stakeholders?
Answer:
Explanation:
Stakeholders are individuals or organizations who are directly affected by a decision for example, community, shareholders, employees, suppliers, distributors, customers etc. stakeholders can be internal (employers, staffs), connected (such as suppliers, shareholders, financers and customers) external (Government, pressure groups, and community).
The matrix that helps define how to manage stakeholders is mendelow's stakeholders manage-ment matrix.
This matrix is based on the theory that the level of management stakeholders require depends on the level of their power and interest within the project or organization The matrix groups stakeholders in to four quadrants according to their power and interest and ad-vice how to manage them.
1) Low power - Low interest (minimum effort)
2) Low power - High interest (keep inform)
3) High power - Low interest (keep satisfied)
4) High power - high interest (manage closely)
NEW QUESTION # 162
Explain how influencing, can relate to corruption within procurement.
Answer:
Explanation:
Influencing is the capacity to be able to change behavior or opinions, either consciously or subconsciously.
As outlined by Yukl and falbets work from 1990 influencing can relate to corruption within pro-curement in these six ways.
1)A party can be assertive (forceful, directive, using deadlines),
2) Ingratiating i.e. using charm and flattery.
3) Exchange-Trading favors,
4) Upward appeal (requesting input for senior management not only that influencing can come as
5) Coalition; team members uniting for support.
5) Rational persuasion, i.e. bringing in logic and facts for clarification.
NEW QUESTION # 163
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