Chapter 2 Flashcards

1
Q

Which 5 conditions must be met for a contract to exist?

A

Offer

Acceptance

Consideration

Intention to be legally bound

Capacity to contract

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2
Q

Which 5 conditions must be met for a contract to exist?

A

Offer

Acceptance

Consideration

Intention to be legally bound

Capacity to contract

For a legally binding contract to exist, all 5 conditions must be met

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3
Q

What are 4 example of what an Offer is not?

A

Invitation to treat – Where the supplier can discuss willingness to make an offer but has not discuss the terms for doing so yet. I.e., a tender if an invitation to treat as the buyers is discussing their willingness to make a deal but the tender and its documents do not act as the terms to offer. Another example is where a product is on display as an invitation, however, an offer doesn’t exist as the seller can refuse to sell.

Declaration of intention – where an offer was intentional, however, later declined. i.e., an auction house advertising a product for sale, but cancel event thereby declining to offer.

A mere puff (or boast) – Anything not intended to be taken literally. i.e., an exaggerated TV ad which isn’t true. A silly statement that a soft drink can make you stronger etc.

Provision of information – i.e., a plaintiff requests the price of a product, which supplier confirm back price only. This is not an offer to sell. This is just provision of information.

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4
Q

What 2 rules exists where acceptance of an offer does not need to be communicated? ]

A

The seller can write into contract that it does not need to communicate acceptance i.e. contracts state call offs with automatically be accepted

Mail box rule. If buyer can provide acceptance via letter was sent then supplier does not need to communicate acceptance

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5
Q

Remember, civil law systems i.e. lead by statutes and regulation only do not accept the mail box rule

A
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6
Q

How can you avoid confusion of the mail box rule?

A

Both parties should expressly state in any contract what merits an offer & acceptance via a deemed receipt with assumptions made

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7
Q

When negotiating price, think of using the following tactics

A

Take it or leave it - doe what it says on the tin
Good cop, bad cop - one acts empathetic, one acts harshly. Encourage the supplier to please the empathetic person build rapport
Salami - break concessions into smaller chucks to through more at supplier as supplier may lose track of what they are conceding on.
One last thing - just before final agreement, buyer throughs one last request in the hope that the supplier just wants to agree to conclude negotiations.
Russian front - 2 offers are made knowing one if unreasonable and won’t be successful, however, it is fully explained to make it look like that is the preferred option and the 2nd more reasonable one is not fully explained, but secretly is the most valuable one. idea is the unreasonable one will be decline but the 2nd option is accepted as a concession, even though that was the plan.
Mother Hubbard - buyer state the cupboard are bare, i.e. they have nothing else to offer or they cannot afford to increase their bid
log rolling - buyer puts out many requests knowing most are of little value, so when the buyer needs to concede on tradables, they have plenty to concede on and make it look like they are willing to work together, and they are losing. without actually losing because what they lose was of no value.

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8
Q

What is Retention of Title?

A

Clause of a contract stating when ownership from supplier to buyer take place. Clause is only applicable to goods as services are never owned.

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9
Q

What type of contract breaches exist?

A

Material - fail to perform agreed responsibilities as per terms
Anticipatory - advised in advice that they will fail their responsibilities of the terms
Fundamental - The injured party is so heavily affected by the failure of the other that the contract ceases

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10
Q

What type of contractual damages exist?

A

Liquidated damages - a fixed amount of money pre agreed by bother parties payable when contract is breached. As it is expressly stated in contract no legal action is required obtaining funds.

Adv - pre agreed, no need for legal action
Dis - could receive less than what damages cost to injured party

unliquidated damages - refers to when parties do not know the cost of breaches in advance so need legal action is a court of law to settle on a fair sum

Adv - full amount of loss can be recovered
Dis - has to be awarded through court

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11
Q

Remember, an exclusion clause is also referred to limitation of liability

A
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12
Q

Remember, an indemnity clause is pre agreement of what liabilities one party will cover no matter the cost. thus, you can have Limitation of Lability but the supplier then indemnifies at full cost for death etc

A
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13
Q

What 5 ways are there to terminate a contract?

A

Breach
Performance
Prior agreement
Recission
Completion

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14
Q

What options are available for conflict resolution?

A

In order:

Negotiation - Often talks between senior employee of both parties
Mediation - impartial 3rd party aims to bring both parties to compromise
Arbitration - expensive form of mediation however in a court room setting and very formal
Litigation - legal process whereby a judge decides the outcome. long winded and expensive

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15
Q

What ratio are used for Liquidity?

Best to write these down as revision…

A

Current ratio = total current assets/ current liabilities. Ideal result is over 1

The above shows a supplier ability to pay short term debt with assets. This can be undermined by what actual assets the supplier has to sell ad how easy they can be sold.

Acid test/ quick ratio/ liquid capital ratio = (total current assets – stock)/ current liabilities. Ideal result is 1:1

The above shows a supplier ability to meet current liabilities with current assets. This is a more accurate representation of a supplier paying debts as it ignored inventory.

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16
Q

What are the 3 main sources of data to base ratio analysis on?

A

Profit and loss statement also known as statement of comprehensive income

Cash flow forecast – cash flow statement

Balance sheet also known as statement of financial position

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17
Q

Are credit scores weighted and how?

A

Yes!

  • Payment history – 35%
  • Amount owed – 30%
  • Length of credit history – 15%
  • New Credit – 10%
  • Credit mix – 10%

Remember, suppliers low score may not be for direct reasons. i.e. company may be newly incorporated, not have an debt history, may not have high level of assets to act collateral yet. Further due diligence would be needed, rather than just rely of a credit search. Buyer could go forward with low score supplier for these reason and mitigate risk by adding terms to contract in their favor. i.e. Buyer agrees to pay supplier on more regular basis (14 vs 30 days), or accept more regular deliveries helping with supplier capacity and ability to invoice quicker and more often.

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18
Q

What does a balance sheet show?

A

An organisation financial position at a single point of time.

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19
Q

Which financial activities does a cash flow statement look at?

A

Operating activity – payment to staff and suppliers

Investing activity – interest received, and debts paid

Financing activity – payments to shareholders

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20
Q

Which ratios are linked to cash flow statement?

A

Operating profit ratio = operating income/ revenue x 100

Dividend per share ratio = ordinary dividend for the year/ number of ordinary shares in issue

21
Q

What are disadvantage of ratio analysis?

A

Data used is historic and may not give accurate results

Current rates of inflation are not considered

Ratios do not show reasons for trends. i.e., a supplier may hold higher level of inventory at specific times of year i.e., Christmas.

Change in operation and economic factors. i.e., company may have borrowed a lot for capex project, so ratio become unfavourable for a one-off event

Ratio analysis is purely numerical, and dos does not take account of soft touch assessment of whether a company is unethical in its behaviour

Accountancy method vary between company

If some ratios are good and some bad, what does that mean? i.e., they score highly in one area and poorly in another.

22
Q

Which supplier performance factors is ratio analysis most concerned with?

A

Profitability

Liquidity

Gearing

Investment

23
Q

What ratio are used for Profitability?

Best to write these down as revision…

A

Gross Profit Margin = Gross profit (cost of goods sold - sale revenue) / sale revenue x 100 = %. Ideal result is over 20%

Net profit margin = Net profit (cost of goods sold - sales revenue - expenses, tax etc)/ sales revenue x 100 = %. Ideal result is over 15%

EBITDA – Earnings before interest, taxes, depreciation and amortisation

The above shows the supplier ability to turn sales into profit and indicates how well supplier is managing its cost base

Return on assets, return on equity, return on capital show a supplier ability to generate money for its shareholders

Remember, gross profit is before deductions, net is after deductions like a pay slip.

24
Q

What ratio are used for Liquidity?

Best to write these down as revision…

A

Current ratio = total current assets/ current liabilities. Ideal result is over 1

The above shows a supplier ability to pay short term debt with assets. This can be undermined by what actual assets the supplier has to sell ad how easy they can be sold.

Acid test/ quick ratio/ liquid capital ratio = (total current assets – stock)/ current liabilities. Ideal result is 1:1

The above shows a supplier ability to meet current liabilities with current assets. This is a more accurate representation of a supplier paying debts as it ignored inventory.

25
Q

What ratios are used for Gearing?

A

Gearing ratio = (long term debt + short terms debt + bank overdrafts)/ shareholder equity. Ideal result is less than 50%

Or it can be simplified to = long term debt/ shareholders’ equity

This is used to show a supplier’s long-term funding of debt in relation to its equity. The proportion of borrowing against its equity. High gearing means there is a lot of long-term debt. Low gearing means the supplier relies on equity capital and is therefore, less risk financially.

26
Q

What ratios are used for Investment category?

A

ROI = net income/ total assets. Ideal result is high as possible
Return on assets = net income/ total assets. Ideal result is over 5%
Return on equity = Net income/ share holders equity. Ideal result is over 15%
Return on capital = Net income - dividends/ debt +equity. Ideal result is higher than cost of borrowing

The above shows how well an organisation uses its assets to generate sales

27
Q

What are disadvantage of ratio analysis?

A

Data used is historic and may not give accurate results

Current rates of inflation are not considered

Ratios do not show reasons for trends. i.e., a supplier may hold higher level of inventory at specific times of year i.e., Christmas.

Operational change i.e. company may have recently investment lots of cash into an investment in capacity recently, or M&A. Mass sales of inventory which is shows unusual low level of inventory when data is used for reporting.

Change in operation and economic factors. i.e., company may have borrowed a lot for capex project, so ratio become unfavorable for a one-off event

Economic factor - the whole industry may be directly impacted by the same factors so it’ snot just joe bloggs with poor ratios at the moment.

Company run different strategies so it may not be appropriate to look at competitor ratio is the same way.

Ratio analysis is purely numerical, and dos does not take account of soft touch assessment of whether a company is unethical in its behavior

Accountancy method vary between company

If some ratios are good and some bad, what does that mean? i.e., they score highly in one area and poorly in another.

28
Q

What are disadvantage of ratio analysis?

A

Data used is historic and may not give accurate results

Current rates of inflation are not considered

Ratios do not show reasons for trends. i.e., a supplier may hold higher level of inventory at specific times of year i.e., Christmas.

Change in operation and economic factors. i.e., company may have borrowed a lot for capex project, so ratio become unfavourable for a one-off event

Ratio analysis is purely numerical, and dos does not take account of soft touch assessment of whether a company is unethical in its behaviour

Accountancy method vary between company

If some ratios are good and some bad, what does that mean? i.e., they score highly in one area and poorly in another.

29
Q

What is the definition of Total Quality Management?

A

Organisational culture and attitudes which aim to gain complete customer satisfaction

30
Q

What are common models of total quality management systems?

A

ISO 9001 - quality management systems
Kaizen/ continuous improvement
Total quality management

31
Q

Which reorder techniques are used for independent demand?

A

Fixed quantities - same amount ordered each time/ predetermined. An amount to be used during the order lead time plus margin for safety - formula = maximum usage x maximum lead time. Could be a complex MRP/ERP system or a simple 2 bin system that triggers the reorder. best for items with inconsistant demand.

Economic order quantities - refers to the optimum amount to order. it is supposed to reduce ordering and holding costs by not order too much to keep stored and not too much to waste time and resource making the orders too often. It assumes the following:
Same quantity is reordered at each reorder point
Demand is known
ordering and holding costs remain certain
Purchase lead time is known
Price is fixed with no volume discounts
Demand is closely controlled to manage safety stock and avoid stock out
There are no quality costs

It then uses 3 variables to calculate:

Demand
Ordering costs - note, it is based on per order
Holding costs - note, is it based on per unit

Periodic Review - based on the relative importance of one stock item vs another, stock will be replenished based on a period of time, not a stock level trigger point. A variable amount of stock is then reordered to reestablish a stock level. This is referred to as topping up stock. For example, item A is most critical to the business than C, so A is checked daily and C is checked monthly. Item is is more expensive then A, s the daily check will ensure not too much expensive stock is being held thus impacting working capital. As item C is lower in value, more stock can be justified to keep in stores, thus less regular checks. The variable amount to reorder can only be calculated is there is a maximum stock level of the item made in advance to maintain. Best used where supplier deliver on a regular basis

CIPS suggest A = daily, B = Weekly & C= Monthly

Due to number of assumption made by EOQ, it does not hold true in the real world. Therefore, Fixed and Periodic are the preferred options

32
Q

What Incoterms exist?

A

(EXW) Ex Works – goods are considered delivered at supplier premises. Supplier is not responsible for loading or transporting

(FCA) Free Carrier – the supplier is responsible for placing the goods in the hand of the carrier. At this point the buyer takes on the risk

(CPT) Carriage paid to – supplier is responsible for deliver goods to the carrier or an agreed intermediate

(CIP) Carriage and Insurance Paid To – Same as CPT but with insurance to that point

(DAT) Delivered at Terminal – Supplier delivers to a terminal of choice as well as unloading them. Risk is then passed to buyer.

33
Q

What is Stakeholder mapping application?

A

Stake holder mapping involve mapping stakeholder via a graph to decipher their Power and Interest in a project. it is important for the buyer to know this to understand what style of communication to have with said stakeholder. it is also important to understand where that stakeholder currently sits vs where you wish to move them to in the quadrant.

This leads on to Kotters 8 step change model.

34
Q

What is Kotters 8 Step Change Model? Think of how this applied to partnership and stakeholder mapping & change management.

A

it forms part of change management and a technique/ structure to persuade stakeholders

1 Create a sense of urgency 
2 Build a guiding coalition 
3 Form strategic vision and initiatives
4 Enlist volunteer army 
5 Enable action by removing barriers
6 Generate short term wins 
7 Sustain acceleration 
9 Institute change

This can also be applied to persuading supplier of a partnership relationship proportion. Supplier are harder to persuade because they have less available information than internal stakeholders according to CIPS.

35
Q

Under what situations does the Advisory Conciliation and Arbitration Service (ACAS) states that TUPE applies?

A

Outsourcing - buyer activity is outsourced
Retendering - new supplier takes over the incumbent supplier contract
Insourcing - buyer takes back an outsourced supplier contract

Procurement should carefully consider if TUPE applies to a project as it can seriously impact costs if not planned correctly and dramatically increase the length of integration/ mobilization.

36
Q

What is the definition of TUPE?

A

Transfer of Undertaking (Protection of Employment)

Additional protection of existing employees in the event of a buy out or switch of supplier.

37
Q

What is the definition of TUPE?

A

Transfer of Undertakings (Protection of Employment) reg 2006

Where an outsourced activity leads to a switch of supplier and the new suppler take those staff on as their own and are not allowed to sack them, reduce hours, pay or benefits etc.

38
Q

Who does TUPE benefit?

A

Incumbent suppliers staff but also purchasing organisation through continuity of service and knowledge

39
Q

What is ABC analysis?

A

it is linked to Pareto law 80/20 whereby analysis helps categories suppliers into A, B and C categories according to their level of importance and spend.

A= strategic 
B= Close tactical 
C= Transactional
40
Q

Can you explain ABC classification of stock?

A

Starts with pareto principle of 80% of outcomes result from 20% of inputs. e.g. 80% of inventory spend come from just 20% of the inventory items. Also expressed as the term “significant few and insignificant many”

In absence of detailed data it serves well to understand the trend of 80/20 rule will likely be the answer.

Helps prioritise which stock should be more closely managed and allocate resources allocated to managing it. May as well focus effort on products causing the highest expenditure to understand if its really necessary to help challenge it and reduce cost of hold expensive stock. A is the focus

B is a middle ground

C is where complication ocurrs in managing the vast array of stock codes but little effort applied as the value is too low to care. This is known as Tail spend - spend that is not actively managed, low spend, high volume, many suppliers

41
Q

Remember, joint venture is an example of Co destiny relationship

Joint venture - two parties agree to share and pool resources as well as risks

A
42
Q

What is the definition of Continuous Improvement/ Kaizen?

A

Concept based on constantly improving processes to eliminate waste

43
Q

What are the 4 stages of Continuous improvement/ Kaizen?

A

Identify

Plan

Execute

Review

44
Q

What are common models of total quality management systems?

A

ISO 9001 - quality management systems
Kaizen/ continuous improvement
Total quality management

45
Q

What is the technique referred to as Lean?

A

Make processes more efficient by eliminating non value added activities/ avoiding waste

There are said to be 8 wastes

DOWNTIME

Defects
Over production 
Waiting
Not using talent 
Transport
Inventory
Motion
Excess processing
46
Q

How can contracts be amended during their term?

A

Amendment - physical change to existing agreement
Addendum - when an additional document is added to existing contract

47
Q

What are the 5 rights of procurement?

A
Place
Price
Quantity
Quality
Time
48
Q

How many incoterm are there and what are they?

A

EXW - Ex Works
Goods are considered delivered at point of leaving supplier premises or to another named place. Buyer then assumes risk. Buyer must arrange export clearance.

FCA - Free Carrier
Supplier is responsible for putting goods in hands of a designated carrier chosen by buyer. Buyer than assumes risks.

CPT - Carriage Paid To
Supplier is responsible for delivering goods to a carrier or intermediate . Buyer then assume risks.

CIP - Carriage & Insurance Paid
Supplier is responsible for delivering goods to a carrier or intermediate and should ensure a minimal level of insurance covers the risk. Buyer then assumes risk.

DAT - Delivered at Terminal
Supplier is responsible for delivering goods to a named port and terminal and unloading them. Buyer than assumes risk.

DAP - Delivered at Place
Supplier is responsible for delivering goods to buyer premises and bares all risk up to this point.

DDP - Delivery Duty Paid
Supplier is responsible for delivering goods to buyer premises, arranges customs clearances and bares all risk up to this point.

FAS - Free Alongside Ship
Supplier is responsible for delivering goods alongside a water vessel.; Buyer then assumes risk.

FOB - Free On Board
Supplier is responsible for delivering goods onto ship. Buyer then assumes risk.

CFR - Cost and Feight
Supplier is responsible for delivering goods onto ship and cover cost of freight. Supplier bares all risk until goods are delivered at names destination.

CIF - Cost, Insurance and Freight
Supplier is responsible for delivering goods onto ship, cover cost of freight and insurance. Supplier bares all risk until goods are delivered at named destination.