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CIPS PD 6 > L6M8 Innovation in P&S > Flashcards

L6M8 Innovation in P&S Flashcards

1
Q

What are the 6 stages of purchasing development model?

A
  1. Transaction orientation
  2. Commercial orientation
  3. Co-ordinated purchasing
  4. Internal integration
  5. External integration
  6. Value chain orientation
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2
Q

What is meant by transaction orientation in purchasing development model?

A

Serve the factory.
Finds appropriate suppliers to provide raw materials and components.
Lacks purchasing strategy and goals are primitive.

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3
Q

What is meant by commercial orientation in purchasing development model?

A

Lowest unit price.
Focused on proactive negotiation with suppliers.
Specialist buyers concentrate on securing good deals.
Monitoring savings.
Measuring performance based on price variance.

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4
Q

What is meant by co-ordinated purchasing in purchasing development model?

A

Centralised function with uniform policies
Clear purchasing processes
Systems focused on cross unit co-ordination
Compliance on negotiated agreements.
Often bureaucratic and slow but attracts attention from senior management.

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5
Q

What is meant by internal integration in purchasing development model?

A

Cross-functional purchasing.

Focused on cross-functional problem solving to contribute to cost reduction across the system as a whole.

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6
Q

What is meant by external integration in purchasing development model?

A

Supply chain management.

Outsourcing strategies are developed in conjunction with co-operation with supply chain partners.

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7
Q

What is meant by system approach and product and process development?

A

System approach is an approach that focuses on the interdependency and interaction between internal and external organisational factors.

It examines the supply chain holistically and exploring how products flow from the supplier to customer or consumer.

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8
Q

What is meant by value chain orientation in purchasing development model?

A

Procurement and supply strategy needs to deliver value to the end customer.
Suppliers are challenged to support and participate in Product development.

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9
Q

What is required to move from cost focus approach towards value chain orientation?

A

Procurement professional must embrace a collaborative approach at all stages of product development and production.

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10
Q

What are the six factors that would compel an organisation to consider the development of cross functional teams?

A
  1. Strategic decision-making - procurement involvement
  2. Work flow requirements - supplier development, and establishment of supply chain processes, requires greater level of integration
  3. Utilising technology developments - cross-functional teams
  4. Responsiveness and information sharing - development of enterprise resource planning (ERP), manufacturing resource planning (MRP II) and just in time (JIT)
  5. Integrated processes
  6. Performance
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11
Q

What are the benefits of cross-functional teams?

A

Use of expertise of groups and individuals from relevant internal organisational function and external supply partners to deliver product/service development.
It plays a key role in integrating processes, relationships and information within integrated teams.

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12
Q

What does the cross-functional involvement helps with?

A
  • to confirm the accuracy of information in specifications
  • to confirm requirements for raw materials, components, non-production items
  • To confirm requirements for product development and production planning
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13
Q

What is created by the development of the cross functional involvement?

A

Environment were innovation and creativity is utilised in the approach towards the development of specifications and requirements.

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14
Q

What can you access from the use of cross functional teams?

A
  • many ideas
  • opinions
  • skills
  • experiences
  • differing approaches to challenges and opportunities that an organisation faces
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15
Q

What are the basic requirements for cross functional teams to succeed?

A

Basic knowledge of IT
Team-working and behaviours
Interpersonal skills
Communication capability

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16
Q

What scenarios will lead the cross functional team to miscommunicate, tension and even group-work breakdown?

A
  • If goals are not clarified
  • If resources and information are not shared
  • Were individuals are not actively engaging with the team and falling to fulfil action and job tasks that they have been sent
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17
Q

What does the cross functional perspective provides?

A
  • Access to diversity of views towards the development of specification and requirements
  • Variety of different perspectives
  • Deliver level of creativity and innovation to thinking regarding development opportunities and improvements in supply chain
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18
Q

What is simultaneous engineering?

A

First appeared in the late 1980s to explain integrated product design and production processes and a reducing lead-time, improving quality and driving cost efficiencies.

A product design/development in which some stages are carried out at the same time which reduces time to market.

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19
Q

What elements have to be in place for simultaneous engineering to be successful?

A
  • Senior management must be supportive
  • Enabling the team to investigate multiple ideas can contribute create greatly to creativity and innovation in a development process
  • Effective teaming
  • Provision of resources and flexibility
  • Open communication channels
  • Critical thinking among the team members
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20
Q

What is the key requirement for the organisation to remain competitive?

A

Liaise between suppliers and buyers and investigate whether the product development process is going to be worth the investment in time and resource.

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21
Q

What is the innovation council?

A

Innovation council is a governance structure created to co-ordinate and maximise cross-functional innovation through the organisation

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22
Q

What is over-the-wall engineering?

A

Traditional engineering approach which uses a sequential series of specialised task, one at the time, to deliver development outcomes.

Similar to an assembly line methodology.

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23
Q

What does the simultaneous engineering helps with?

A
  • Helps to solve problems as the development process progresses
  • Provides opportunity to operate efficiently
  • Consider to be the golden standard of product and service development
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24
Q

What are the three broad principles by which to successfully implement simultaneous engineering?

A
  1. Map the design space - Develop and characterise set of alternative possibilities.
  2. Integrate by intersection - review the set of possibilities to understand the intersection and overlap between different functions.
  3. Establish feasibility before commitment - Check the feasibility of a solution by all functions before committing to a particular design.
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25
Q

What is horizontal integration?

A

It’s integration across the various components of the organisation and innovation landscape to drive efficiency

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26
Q

What is Vertical Integration?

A

The alignment of innovation activities with the primary objectives of the organisation

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27
Q

What is meant by horizontal integration in an innovation council setting?

A

Alignment of activities between different organisational functions to ensure that all functions are working on achieving the same outcomes in relation to project outcomes.
Helps to reduce duplication of effort.

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28
Q

What is meant by vertical integration from the perspectives of an innovation council?

A

Alignment of project activities with the strategic objectives of the organisation.
Preventing projects from using organisational resources which are not focused on helping achieve the organisations strategy.

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29
Q

Who is involved in innovation council?

A

Small group of senior managers from across the organisation.

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30
Q

What are the benefit of innovation council?

A
  1. Better understanding of the opportunities and challenges across the various functions in Organisation
  2. Help to co-ordinate decision-making across functions
  3. Can examine all innovation activities across the organisation for alignment to the organisational strategy
  4. Can assess what activities should be supported with the allocation of resource
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31
Q

What outcomes will innovation council meetings focus on?

A
  • innovation measures
  • the requirement to co-ordinate processes arising from innovation
  • the development of an innovation culture within the organisation
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32
Q

What is the key to successful supply chain management?

A

Seeking improved inter-organisational relationships that can enhance innovation

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33
Q

What should be the result of an innovation council?

A

Strengthening of collaborative relationships across organisational functions, and enhanced continuous innovation.

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34
Q

What would innovation council develop within procurement and supply function?

A
  • supply chain improvements
  • reducing costs
  • increasing quality
  • assuring continuity of supply
  • enhancing levels of customer service
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35
Q

What does the innovation council provide?

A
  • Governance structure
  • Co-ordination and maximisation innovation throughout the supply chain
  • Co-ordinating concurrent innovation efforts across multiple stakeholders within the organisation
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36
Q

Why is it important for the procurement professional to engage with supplier forums and associations?

A

To keep up to date with changes that are occurring in the wider external environment as well as specific challenges and opportunities in the industry.

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37
Q

Why does the procurement professional needs to interact with wider network?

A

To understand where the evolution of procurement and supply will occur in the coming years.

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38
Q

What are the benefits of the access to diverse perspectives?

A

It gives:
• access to different world views
• innovation and ideas that can help to drive the development of innovation in the procurement and supply chain function, and the supply chain

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39
Q

What are the different forums and associations that procurement professional can engage with?

A
  • Chartered Institute of Procurement and Supply (CIPS)
  • International Federation of Purchasing and Supply Management (IFPSM)
  • Chartered Institute of Logistic and Transport (CILT)
  • Council of Supply Chain Management Professionals (CSCMP)
  • European Operations Management Association (EUROMA)
  • Production and Operations Management Society (POMS)
  • Institute of Supply Management (ISM)
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40
Q

How can supplier forums and associations contribute for organisations?

A
  • Provide with the opportunity to meet with other professionals who can offer new perspective on particular challenges or opportunities
  • Professional associations provide access to resources, research, training, courses, peer networks and discussion forums
  • Development of innovation
  • Speed up the diffusion of new ideas, practices and technological advances
  • provide basis of specifications and requirements for new products and services
  • Increasing the demand for innovation in the supply chain and the procurement and supply function itself
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41
Q

What is proprietary technology?

A

Technology and its associated processes and systems which are the property of the organisation, providing the organisation with a competitive advantage.

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42
Q

What is the technology transfer?

A

Process by which the organisation will transfer new technology to a secondary supply partner in an attempt to enhance their business operation.

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43
Q

On macro-economic level, what does the technology transfer between developed and less developed nations offers?

A
  • An acceleration in innovation
  • Increased efficiency in technology
  • A narrowing of the wage differential
  • An increase in living standards in the less developed countries
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44
Q

What are the aims of innovation and transfer technology?

A
  • To increase production
  • To broaden the range of goods and services offered within the supply chain
  • To increase productivity
  • To reduce the cost of producing current goods and services
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45
Q

How can organisation enhance its business operations?

A

By combining innovation to develop new products with technology transfer to secondary supply partners for existing products.

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46
Q

Why is technology transfer known as regressive?

A

It reduces the monopoly power of the organisation and dilutes the strength of its innovation portfolio.

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47
Q

What can be one of the disadvantage of technology transfer?

A

Lower living standard for workers in the developed nations as jobs are moved abroad
(When manufacturing is moved to a lower wage economy)

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48
Q

What are the benefits of technology transfer?

A
  • potential of outsourcing particular supply chain activities if supplier will adapt the transfer technology
  • supply chain efficiencies
  • greater level of productivity
  • increase in capacity for P&S function to focus on innovation
  • increased opportunities for new product development
  • managed well, can affect the breadth of distribution avenues, opening new marketplaces and marketing opportunities
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49
Q

How quickly innovations are copied?

A

Within 18 months

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50
Q

What are the capabilities required for technology transfer (according to Bessant and Rush)?

A
  • Recognition
  • Exploration
  • Comparison
  • Selection
  • Acquisition
  • Implementation
  • Operation
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51
Q

What is meant by Big Data?

A

It’s large data sets which are analysed using data management systems to identify patterns and trends

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52
Q

What can data mining and predictive analytics can help to provide for business leaders?

A

Ability to examine assumptions, make predictions and develop tools to identify risks and opportunities and planning interventions.
Helps to understand the past, and take that experience and knowledge forward to make decisions that are robust and more scientific.

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53
Q

What tools can help to predict the future of the procurement and supply function in the organisation?

A 
Statistics
Data mining
Machine learning
Artificial Intelligence (AI)
Text analytics
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54
Q

What can you use data analytics for?

A

Help to better understand the capacity of suppliers.

Determine whether supply partners are meeting performance requirements.

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55
Q

What are the subtypes of advanced analytics?

A
  1. Descriptive analytics - what happened?
  2. Diagnostic analytics - why did it happen?
  3. Predictive analytics - ability to forecast using a number of statistical methods
  4. Prescriptive analytics - scenario analysis, simulation and game theory
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56
Q

What is the challenge of big data for procurement professionals?

A

To manage the volume of data that is available, the speed with which data is generated and the differing formats in which data arrives.

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57
Q

What is included in system integration tools according to Blair and Ragusa?

A

Tightly coupled system integration
Service-orientated architecture (SOA)
Enterprise service bus (ESB)
Integrates platform-as-a-service (iPaaS)

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58
Q

What is an e-sourcing?

A

An application enabled by the internet to facilitate buyer and supplier interactions, including online auctions and reverse auctions

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59
Q

What are the 7 forms of e-procurement tools?

A

Electronic data interchange (EDI) networks
Business-to-employee (B2E) requisition application
Corporate procurement portals
First-generation trading exchanges
Second-generation trading exchanges
Third-generation trading exchanges
Industry consortiums

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60
Q

What are the benefits of e-procurement?

A
  • Reduction of procurement costs
  • Reduction in order processing times
  • Ensure that organisation purchase from the right sources
  • Increase efficiency in procurement process
  • Aid more strategic approach to procurement and supply within an organisation
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61
Q

What is an e-catalogue?

A

An electronic catalogue supported by internet ordering and payment capabilities

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62
Q

What are the essential elements of e-catalogues?

A
  • Inclusion of product names and descriptions
  • Specific product hierarchy information
  • Pricing
  • Order or item codes
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63
Q

What are the benefits of e-catalogue?

A
  • Ability to edit and modify catalogue
  • Keeping it up-to-date
  • Updating if product developments and innovation
  • Able to quickly respond to any mistakes and flex any changes in an availability of products and services
  • Buyer activity can be easily monitored to understand e-procurement transactions
  • Can support global trade
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64
Q

What are the 3 types of e-catalogue?

A
  1. Sell-side catalogues
  2. Buy-side catalogues
  3. Third-party catalogues
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65
Q

What are the four main phases of product development?

A
  1. Idea generation
  2. Concept development
  3. Product and process design
  4. Production and delivery
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66
Q

What does the continuous improvement in process design helps the organisation to gain?

A

Edge over the competition by providing high levels of customer service to the customer base through innovations such as:
• Responsiveness
• Flexibility
• Personalised service

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67
Q

What is the goal of product and process design?

A

To effectively and efficiently deliver products to Customer at the right time and place.

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68
Q

What is included in the model of product design?

Page19

A
  1. New product definition
  2. Development of conceptual solutions
  3. Selection of components
  4. Design and build of prototypes
  5. Feedback to suppliers
  6. Confirmed concept
  7. Manufacturing planning
  8. Procurement of components
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69
Q

What are the benefits of the procurement and supply involvement in product design?

A
  • Increase capability to positively influence the validity and viability of present design
  • Ensures that procurement and supply process can deliver the requirements of the product efficiently and effectively in the early stages of product development
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70
Q

What is Kraljic Portfolio Matrix?

A

The KPM analyse a supply risk and profit impact in order to develop the process design that manages suppliers relationships against a map, which segment suppliers.

It would allow to guard against this disastrous supply interruptions and cope with the change in economics and the new opportunities brought on by new technologies.

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71
Q

What are the segments in Kraljic Matrix?

A
  • Non-critical items - low-supply Risk goods and services with a low impact on profitability
  • Leverage items - low-supply risk goods and services with a high impact on profitability
  • Bottleneck items - high supply risk goods and services with a low impact on profitability
  • Strategic items - high-supply risk goods and services with a high impact on profitability
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72
Q

What are the criticism of Kraljic Matrix?

A
  • Subjectivity of the high and low characterisation of the dimensions
  • Can lead to the imprecise positioning of particular products and services on the matrix, this can lead to prices design decisions that may be arbitrary
  • Does not take into account the intricacies of the complex interdependence is of an integrated supply chain
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73
Q

What are the key responsibilities for all elements of products and process design?

A
  • Engage in strategy planning to analyse the gap between the current and future requirements in order to determine development plan
  • Develop procurement strategy, identifying risk that could affect organisations core business
  • Need to level up a business case for product and process design changes or new development to determine priorities and plan for next steps
  • Cross-functional collaboration to establish specifications and requirements, needs to determine make it or buy strategy
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74
Q

How can procurement professional achieve improvement in the supply chain?

A

By engaging in qualitative and quantitative data analysis and work with cross-functional team members.

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75
Q

What is supply chain integration?

A

The alignment and coordination of supply chain partners for information sharing and management information systems.

It recognises how important effective relationships are and how to make communication drives added value in the supply chain.

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76
Q

What does the supply chain integration require from procurement professional?

A
  • To develop strategic collaboration with key supply chain partners
  • Understand customer requirement
  • Manage processes within (intra) and between (inter) organisations in order to maintain competitive advantage

Goal is to achieve effective and efficient flows of products and services, information, money and decisions, to provide maximum value to the customer at low cost and high speed.

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77
Q

What is participatory innovation?

A

Multidisciplinary innovation which has a contingency approach and involves users and other stakeholders innovation.

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78
Q

What behaviours enhance innovation?

A
  • Task behaviours - in-role behaviours, examine how an individual execute technical aspects of the job role
  • Organisational citizenship behaviours - result of social and psychological factors, how engaged is individual with the organisation. Quality of interpersonal action.
  • Counterproductive work behaviours - harmful to others, function or organisation as a whole. Sabotage, create conflict, disruption and delay.
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79
Q

What is an early supplier involvement?

A

Co-operation between suppliers and the organisation at the product conceptualisation stage and the extent to which supplier is willing to commit to working on innovations with the organisation.

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80
Q

What are the 4 types of supplier involvement?

A
  • Arm’s length development - low development risk and a high degree of supplier development responsibility
  • Strategic development - high development risk and high degree of supplier responsibility for development. Requires involvement at the conceptual stage.
  • Routine development - low development risk and low levels of responsibility for the development by supplier.
  • Critical development - high development risk, although supplier development responsibility is low.
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81
Q

What is the innovation Council?

A

A governance structure created to co-ordinate and maximise cross-functional innovation throughout the organisation.

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82
Q

What are the benefits of using simultaneous engineering in operational setting?

A
  • Improve competitive advantage
  • Makes the organisation more focus on external factors
  • Increases the responsiveness of the organisation to customer needs
  • Leads to cost reduction
  • Increases cross-functional accountability
  • Increases organisational learning
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83
Q

What is e-sourcing?

A

An application enabled by the Internet to facilitate buyer and supplier interactions, including online options and reverse options.

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84
Q

What are the benefits of developing an online procurement portal?

A
  • Streamline sourcing process
  • Greater economics of scale
  • Prices Reduction
  • One-stop portal for supply information
  • Flexible system for cross functional teams to make their own purchasing decisions
  • Controlled setting
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85
Q

When will E-sourcing processes be the most likely successful?

A
  • Procurement professional is positive and proactive in promoting
  • Senior management to support his present
  • There is an easy access
  • No extensive training is required
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86
Q

What is an E-auction?

A

In procurement options are used to get suppliers to bid for contracts.

E-auctions are useful tool for creating the competitive open and transparent process, which creates cost savings from price reductions and efficiency within the supply chain.

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87
Q

What are the four types of e-auctions that I used on the Internet? (Page 53)

A
  • English bid process
  • Dutch bid process
  • Sealed-bids
  • Reverse-bid auctions
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88
Q

When will the auction be considered a useful tool?

A

In a highly commoditised market with little opportunity for innovation.

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89
Q

What is purchase to pay system?

A

Procurement process that enables purchasers to pay for goods and services using an electronic transaction without the use of checks or cash.

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90
Q

What are the forms of payment options in P2P systems?

A
  • Credit and procurement cards
  • E-Wallet
  • E-check
  • Stored-value card
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91
Q

How to ensure the P2P system is secure?

A 
With the Use of:
• Encryption
• Authentication
• Authorisation
• Settlement protocols
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92
Q

What are the advantages of using P2P over traditional payment systems?

A
  • Ability to trade internationally with the E-payment system
  • Speed of payments processing
  • Low transaction costs
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93
Q

What are the types of P2P systems? (Page 57)

A
  • Electronic funds transfer (EFT)
  • Electronic payment initiation
  • XML invoices
  • Electronic invoice presentment
  • PC banking
  • Internet banking
  • T&E card
  • Purchasing card
  • Email invoices
  • Electronic data interchange is (EDIs)
  • Self billing
  • Magnetic media/CD-ROM invoices
  • Electronic file transfer of invoices
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94
Q

What is data integration?

A

Combining data from various sources using technical and business processes to create meaningful information which can then be used for decision-making.

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95
Q

What disciplines are used to manage data integrity and integration between organisations in the supply chain?

A

Data analytics

Supply chain management

96
Q

What are the benefits of a high level of data integrity and effective integration between organisations throughout the supply chain?

A

Ability to Identify, assess, mitigate and manage opportunities and challenges that the organisation is facing.

97
Q

What is extensible markup language (XML)?

Page 61

A

XML is a structured computer programming language that makes e-commerce possible through the integration of different applications.
It provides a framework by which different types of data in the supply chain can be exchanged.

98
Q

What is cloud computing?

A

Cloud computing provides the capability to store and process data using a third-party data centre.
It allows data to be shared, synchronised and accessed in the real time.

99
Q

What is open source software (OSS) ?

A

It is a form of licensing that allows developers to work in collaboration with the wider development community to build new applications and create open source resources.

100
Q

What are the benefits of 3D printing? (Page 63)

A
  • Cost saving
  • Reduction of waste
  • Reduction in carbon footprint
  • Improved time to market
101
Q

What is meant by convergence of technology platforms?

A

Convergence of technology refers to the way in which technologies have been combined in new and exciting ways.

102
Q

Where can you find convergence within the procurement and supply function?

A

Can be found In systems for ordering, tracking, deliveries and invoicing, which all can be found on one system.

103
Q

What are the benefits of joint performance appraisal system?

A
  • Integration and the alignment of local goals and objectives
  • More comprehensive organisational goals
  • Resolve conflicts arising from incompatible goals and objectives
  • Increase the opportunity for collaboration among stakeholders
104
Q

What metrics can you review at the supply chain level relating to return on investment, productivity, revenue, and expense and income factors?

A
  • Cost effectiveness ratio – ensuring that the supply chain activities are delivered as cost effectively as possible
  • Total productivity of the supply chain - increasing the output from every input
  • Perfect order-the number of orders shipped/delivered to customer without issues
  • Fill rate (order fill, line fill, unit fill)-percentage of orders as demanded by customers
  • Cash-to-cash cycle time - time from when an organisation pays to purchase raw materials from supplier to the time they are paid by customers
105
Q

What are the four key performance outcomes?

A
  • Cost - indicates efficiency of the supply chain and directly affects the net income of the organisation
  • Quality
  • Lead time
  • Flexibility
106
Q

What are the examples of financial measures?

A

Forecast accuracy
Market share
Utilisation of shelf space

107
Q

What are the examples of non-financial measures?

A

Customer complaints
Percentage of complaint is resolved on first call
Customer satisfaction

108
Q

What are six relationship influencing key performance indicators?

A
  • Trust - the believe that the supply relationship will not be exploited opportunistically and that promises will be kept
  • Power - measuring the level of dependency and power between supply partners in order to make an assessment of the relationship
  • Transparency - this refers to the level of information sharing and openness that the supply partner have with each other
  • Communication - this is an essential component in the management of relationship throughout the supply chain
  • Commitment - this relates to the willingness of a supply partner to invest in the relationship and, on occasion, choose to go the extra mile to manage short term problems to deliver long term goals
  • Co-operation - This measures the independent actions that into organisational supply partners take to achieve mutual objectives and goals
109
Q

What are the four levels of relationship interaction?

A
  • Nice - low level of demand on each partner, with a low level of conflict and high level of Co-operation
  • Creative - high level of conflict and high level of co-operation (conflict in creative form)
  • Marginal - considered to be of little importance to both the supply partner and the organisation, low level of co-operation and conflict (transactional and incidental)
  • Hostile - low levels of Co-operation and high level of conflict
110
Q

What is a balanced scorecard?

A

A performance management tool that can be used internally (e.g. between departments) as well as externally in contract/supplier management.

111
Q

What are the elements of the balanced scorecard?

A

Financial
Customer
Internal Business Process
Learning and Growth

112
Q

Benefits of using balanced scorecard

A
  • Engagement with supply partners in timely, transparent and cross-functional early supplier involvement activities
  • enables to take into account internal and external environmental considerations
  • provides basis for good practice in procurement and supply
113
Q

What is expenditure control?

A

Process of authorising and recording the use of approved budgets in buying goods and services

114
Q

What are the 5 key areas in which technology has the greatest impact when it comes to controlling expenditure?

A
  1. The processes used for gaining control
  2. Understanding spend
  3. Supplier performance
  4. Contract management and compliance
  5. Forecasting and planning
115
Q

What are the common technology solutions to capture data and control expenditure?

A
  • E-procurement
  • E-sourcing
  • E-invoicing
116
Q

What is the purpose of expenditure tool?

A

To ensure that budgets are spent in the way that was originally intended, within the authorisation limits of those spending and in accordance with sound financial management to reduce any risks.

117
Q

What are the benefits from having a better understanding of spend?

A
  • Spend control
  • The ability to manage supply chain risk
  • Internal benchmarking
  • External collaboration
118
Q

What is Online Analytical Processing (OLAP)?

A

Technology for analysing cubes of data.

119
Q

What are the 4 types of operation that are commonly performed with OLAP?

A
  1. Roll-up - this consolidates or aggregates data so that the user can roll-up data from lower to higher level.
  2. Drill-down - this is the opposite of roll up, Data is fragmented in smaller parts.
  3. Slice - Slice the cube to create a new cube.
  4. Dice - similar to slice but creates 2 dimensions in a new cube.
120
Q

What is spend intelligence?

A

The systems, processes and reporting formats that provide information and understanding on what is procured by an organisation. It gives better insight into value for money.

121
Q

What are the examples of Supplier Performance Management process?

A
  • Safety
  • Quality
  • Delivery
  • Cost
  • Morale
  • Environment
122
Q

Which area Procurement & Supply teams can use the forecasting? (DISC)
Page 97-101

A
  • Demand
  • Inventory
  • Supply
  • Cost
123
Q

What are the 3 basic approaches to forecasting prices?

A
  1. Time series forecasts
  2. Data mining
  3. Simulation
124
Q

What are the approaches to data mining?

A
  • Predictive approaches such as regression analysis
  • Rules that find associations between sets of data
  • Classification of data
  • Clustering of data
125
Q

What are the types of data analytics?

A
  • Descriptive analytics - describes what happened
  • Diagnostic analytics - give insight as to why it happened
  • Predictive analytics - forecasts what will happen next
  • Prescriptive analytics - improved decision on what should be done next
126
Q

What are the 3 Vs of Big Data?

A
  • Volume
  • Velocity
  • Variety
127
Q

What are the 2 additional variables of Big Data?

A
  • Variability of Data

* Complexity of Data

128
Q

What are the challenges to data collection and cleansing?

A
  • Cleansing of data is time-consuming
  • Lack of relevant data
  • Fragmentation of data
  • Lack of investment in tools to extract, cleanse and analyse data
129
Q

What are the challenges to integration of supply chains and tier systems?

A
  • Order changes and cancellations
  • Production facility failure
  • Absentee workforce
  • Late delivery of materials and components
  • Conflicting obligations
  • Adversarial/transactional relationships
  • Limited communications
130
Q

What are the 2 main ways to integrate supply chains?

A
  • Horizontal integration - integration of organisations at the same level in the supply chain
  • Vertical integration - integration of organisations at different levels of the supply chain
131
Q

What are the worldwide trends and forces that are driving supply chain towards increased integration?

A
  • Increased cost competitiveness
  • Shorter product life cycles
  • Faster products development cycles
  • Globalisation and customisation of products offerings
  • Higher overall quality
132
Q

What are the major cost of integration?

A
  • Time involved in training, managing and supporting employees
  • Effort involved in working with customers
  • Cost of software to enable integration
  • Opportunity cost of moving available investment money
  • Risk of stoppages in production in implementation phase
  • Risk of stoppages from unforeseen events
133
Q

What is meant by ‘point-to-point’ integration?

A

‘point-to-point’ allows data to go between two separate points or systems. Its relatively low in cost but works best if there are a small number of systems or business locations. Becomes very complex and costly as the number of systems and their location increases.

134
Q

What are the problems with ‘point-to-point’ integration?

A
  • Security risks can arise with updates
  • Keeping integration connectors up to date takes up valuable development and financial resources
  • Changes are often out of the control of the users
  • Risk that supplier will discontinue the software
  • Complexity makes it prone to failure and stability
135
Q

What is ERP?

A

Enterprise resource planning is the integrated management of main business processes, often in real time and mediated by software and technology.

136
Q

What are the benefits of systems integration?

P.119

A
  • Responding to changing environments
  • Improved productivity
  • Improved collaboration and communication
  • Improved data accuracy
  • Faster response times with real-time data availability
137
Q

What is AI?

A

It is a branch of computer science that is directed towards the creation of intelligence machines.

138
Q

What are the common uses of AI?

A
  • Problem-solving
  • Reasoning
  • Planning
  • Machine learning
  • Speech recognition
  • Capability to move and manipulate objects
139
Q

What are the main components of AI?

A
  • Machine Learning
  • Natural language processing (NLP)
  • Speech to text and text to speech
  • Expert systems
  • Planning, scheduling and optimisation
  • Robotics
  • Image recognition and machine vision
140
Q

What are the 4 commonly used methods for machine learning?

A
  • Supervised learning - examples and data from the past provided along with the results
  • Unsupervised learning - algorithms in the model are required to evaluate the data
  • Semi-supervised learning - combination learning
  • Reinforcement learning - interaction with environment
141
Q

What are the applications of artificial intelligence?

P.123

A
  • Deep learning
  • Robotic process automation
  • Physical robots
  • Rule-based systems
  • Statistical machine learning
  • Natural language processing/generation
142
Q

Why AI is important?

A
  • It automates the process of repetitive learning from data
  • It analyses more and more complex data
  • It gets the most out of data
  • It achieves very high levels of accuracy
  • It adapts through progressive learning
  • It adds intelligence to existing products
143
Q

What are the benefits of AI to procurement and supply?

A
  • Ability to focus on more strategic tasks
  • Gain greater visibility and predictability
  • Budgetary control
  • Control of freight costs
  • Better use of catalogues
  • Early late invoice payment recognition
144
Q

What is Quality Inspection?

A 
It is a basic quality approach which detects and corrects errors.
3 basic types of quality inspection:
- Pre-production
- In-production
- Post-production
145
Q

What is Quality Control?

A

It is based on statistics, focuses on product and services performance and setting quality standards.

146
Q

What is Quality Assurance?

A

It is about making sure that processes are capable of delivering a quality product and checking to make sure that those processes work properly.
It is about ‘getting it right first time’.

147
Q

What is Total Quality Management?

A

TQM aims to improve the quality assurance.

Key suppliers, customers and whole organisation is involved. Based on teamwork and staff is empowered.

148
Q

And which ISO is for TQM?

What are 7 quality management principles?

A

ISO 9000 and ISO 9001

  1. Customer Focus
  2. Leadership
  3. Engagement of people
  4. Process approach
  5. Improvement
  6. Evidence-based decision-making
  7. Relationship management
149
Q

What are the tools of TQM?

A
  • Benchmarking
  • Failure analysis
  • Plan-Do-Check-Act (PDCA) cycle
  • Process management
  • Products design control
  • Statistical process control
150
Q

What are the types of costs in TQM?

P.130

A
  • Cost of conformance (Prevention cost, Appraisal cost)

- Cost of non-conformance (Internal failure cost, External failure cost)

151
Q

What are the benefits of TQM?

A
  • Cost reduction
  • Customer satisfaction
  • Improved morale
152
Q

What is the statistical analysis?

A

It is the science of collecting and analysing large amount of data in order to find any underlying patterns or relationships that can be used to make better decisions.

153
Q

What are the most common to statistical analysis?

P. 133-137

A
  • Statistical programming
  • Econometrics
  • Operations research
  • Statistical visualisation
  • Statistical quality improvement
154
Q

What is Econometrics?

A

It applies statistical approaches such as frequency distributions, probability distributions, correlation analysis, simultaneous equations models and time series analysis to large amounts of economic data in order to test a hypothesis.

155
Q

What is Operations Research?

A 
It is the application of statistical methods in decision-making.
Three element to OR:
- Simulation
-Optimisation
- Probability and statistics
156
Q

What is Operations Research?

A 
It is the application of statistical methods in decision-making.
Three element to OR:
- Simulation
- Optimisation
- Probability and statistics
157
Q

What is Statistical Visualisation?

A

It is a method to visually explore the data to discover patterns and relationships hidden in the original date or masked by other statistical treatments.

158
Q

What is Statistical Quality Improvement?

A

Statistical methods in quality improvement are defined as the use of collected data and quality standards to find new ways to improve products and services.
Main technique for improving quality is Statistical Process Control (SPC).
3 Stages of SPC:
- Identify the problem
- Identify the cause of the problem
- Monitor key processes

159
Q

What is Ishikawa Fishbone?

A

The fishbone diagram technique combines brainstorming and mind mapping to discover the cause and effect relationship of an underlying problem. It pushes you to consider nearly every possible cause of an issue instead of just getting stuck on the most obvious ones.

160
Q

What is Just-In-Time (JIT)?

A

Methodology that acquires or produces materials and components just before they are needed for the manufacture of a product for sale to a customer.
Widely used in manufacturing.

161
Q

What is required for JIT to work?

A
  • Planned scheduling or production
  • Flexible resources
  • High levels of quality
  • No machine breakdowns
  • Quick machine set-ups
  • Reliable suppliers
  • An exchange of information between customers, manufacturing and suppliers using electronic means of communication
162
Q

What are 5 major constraints of JIT process?

A
  • Customer-driven and economic conditions
  • Logistics
  • Organisational culture
  • Accounting and finance practices
  • Difficulties for smaller suppliers
163
Q

What are the advantages of JIT?

A
  • Better cash flow
  • Reduced storage
  • Reduced cost
  • Waste reduction
164
Q

What are the disadvantages of JIT?

A
  • Dependent on reliable suppliers
  • Risk of product shortage in an event of short-term and unplanned increase in demand
  • Possible loss of customers if demand is not met on time
  • Requirement for better planning
165
Q

What is the concept of lean thinking?

A

The concept of lean thinking is to maximise the customer value while minimising waste.
Lean means creating more value for customers with fewer resources.

166
Q

What are the characteristics of Lean organisation?

A
  • Purpose - Ability to identify the customer problems and solve them in order to achieve its own purpose and goals
  • Process - The means by which the organisation will assess each major value stream and ensure that each step is valuable, capable, available, adequate and flexible
  • People - The ways in which the organisation will ensure that every process has an owner responsible for continually evaluating value stream in terms of business purpose and lean process
167
Q

What are the steps to achieve Lean?

P. 143

A
  1. Identify the value
  2. Map the value stream
  3. Create flow
  4. Establish pull
  5. Seek perfection
168
Q

What is the business process re-engineering?

A

Re-engineering is fundamental re-thinking and radical re-design of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed.

169
Q

What are the four key words that must be considered when implementing BPR?

A
  1. Fundamental
  2. Radical
  3. Dramatic
  4. Processes
170
Q

What are the re-engineering process themes?

P.150

A
  • Several jobs are combined into one
  • Workers make decisions
  • Process steps are carried out in a natural order
  • Processes have multiple versions
  • Work is performed where it makes most sense
  • Checks and controls are reduced
  • There is a single point of contact for customers
  • Hybrid centralised/decentralised operations prevail
171
Q

What are the benefits of BPR?

P.152

A
  • helps to focus organisation on what customer values the most
  • major reduction in costs, gives competitive advantage
  • strategical thinking and questioning not only what is done but why is it done
  • focus on processes that deliver value
  • help to reduce the complexity of the organisation
  • change of an organisational culture
172
Q

What are the criticisms of BPR

P.153

A
  • it is one-off event rather than a programme of continuous improvement
  • long-term and far-reaching programme that needs continuing support from senior management and staff
173
Q

What is ERP?

P.154

A

Enterprise Resource Planning is the collection of systems and software used to integrate and manage business activities.

174
Q

What are the features of ERP systems?

P.155

A
  • enterprise-wide and integrate activities of several departments
  • near-real time systems with the activities being carried out in seconds
  • problems can be discovered quickly which gives organisation to react and solve those problems before they become issue to the customer
  • everyone has access to the same data
175
Q

Why do organisation Implement ERP systems?

P.155

A
  • to integrate financial information
  • to reduce errors and increase speed
  • to provide insights from customer information
  • to standardise systems
  • to be used by all employees
  • to improve agility
  • to lower risk
  • for faster reporting
  • for better collaboration
176
Q

What are the benefits of ERP?

P.156

A
  • better decision-making
  • adaptability
  • enhanced security
177
Q

What are the hidden costs of ERP?

P.156

A
  • business process change
  • data migration
  • custom code
  • change management
178
Q

What is database?

P.157

A

A database is an electronic system that allows data to be easily accessed, manipulated and updated.

179
Q

Why organisations use databases?

P.157

A
  • it stores large numbers of records efficiently without taking up too much space
  • allow information to be found quickly and easily
  • new data can be added and old data can be edited or removed
  • easily searchable
  • easily manipulated to produce required results
  • can be used for many purposes
  • data can be exported and imported
  • multiple individuals can access the same database at the same time
  • more secure than paper files
180
Q

What are the characteristics of databases?

P.158

A
  • self-describing system: contains information about the data as well as data itself
  • programme-data independence: data can be change without programme change
  • different views for different users
  • concurrency control: multi-user accessibility at the same time
  • avoiding data redundancy: data only stored in one place
  • restrictions on what data can be enter or edited as well as access restrictions
  • backup and recovery
181
Q

What are different types of databases?

P.159

A
  • personal
  • centralised
  • decentralised
  • distributed (homogeneous & heterogeneous)
  • commercial
  • relational
  • NoSQL
  • operational
  • cloud
  • graph
182
Q

What are the drivers of the changes in the use of databases?

P.160

A
  • the growth of data volumes
  • storage and computing costs
  • cloud becoming mainstream
  • people are online for longer
  • new types of applications are becoming mandatory
  • new types of data
  • software development in now iterative
183
Q

What are the ways to improve a database?

P.161

A
  • delete old data
  • make your data secure
  • back up your data
  • regulatory review log files
  • rebuild indexes
184
Q

What is business continuity?

P.161

A

Business continuity is the ability of an organisation to maintain essential functions during disaster as well as after a disaster has occurred.

185
Q

What are the risks of not having business continuity management in place?
P.162

A
  • loss of business to competition
  • reputational damage
  • health and safety liabilities
  • insurance liabilities
  • people-related problems
186
Q

What are the steps in creating business continuity plan?

P.162/163

A
  1. Identify potential risks
  2. Plan how to manage those risks
  3. Sign off the plan with senior management
187
Q

At which stages of the procurement cycle can the buyer introduce incentives to encourage supplier to improve or innovate?
P.166-182

A
  • Bidding Stage
  • Selecting Suppliers
  • Awarding a contract
  • Contract management
  • By setting examples and standards
    Revert to book for more details
188
Q

What are the guidelines for incentivising suppliers?

P.172

A
  1. Future business/contract extension
  2. Preferred supplier list
  3. References, testimonials and case studies
  4. Supplier award programmes
  5. Joint buyer/supplier collaboration plans
  6. Preferential payment terms for performance
189
Q

What is Life Cycle Assessment (LCA)?

P.189

A

The process of measuring material and/or energy flows over the entire life cycle of the product, from cradle to grave.

190
Q

What are the 4 stages for LCA set out in ISO 140940?

P.189

A
  1. Goal and scope
  2. Life cycle inventory (LCI)
  3. Life cycle impact assessment (LCIA)
  4. Interpretation
191
Q

What are the limitations of life cycle assessment?

P.195

A
  • Process is highly data-intensive and therefore expensive
  • The results are often dependent on the system boundary and assumptions on the life cycle
  • Can be subjective by favouring the product of the company that sponsor the study
  • The process assumes that aim is to make the ‘linear economy’ rather than consider the alternative
192
Q

What are the 4 stages for LCA set out in ISO 140940?

P.189

A
  1. Goal and scope
  2. Life cycle inventory (LCI)
  3. Life cycle impact assessment (LCIA)
  4. Interpretation
193
Q

What are the limitations of life cycle assessment?

P.196

A
  • Process is highly data-intensive and therefore expensive
  • The results are often dependent on the system boundary and assumptions on the life cycle
  • Can be subjective by favouring the product of the company that sponsor the study
  • The process assumes that aim is to make the ‘linear economy’ rather than consider the alternative
194
Q

What are the methods to improve the eco-efficiency of a product?
P.195

A
  • Switching to environmentally friendly materials
  • Designing products so materials can be recovered for recycling
  • Lightweight products through the choice of material and clever design techniques
  • Using energy efficient components
  • Replacing material with air (packaging)
    Replacing resources with information, such as digital products or better control systems
  • Design for repair, long life and/or upgradeability
195
Q

What is circular economy?

P.197

A

An economic model based on the continuous cycles of resources found in nature.
The circular economy mindset does not recognise ‘waste’, but rather resources which are being wasted.
It is important to consider recycling as way of producing quality raw materials, rather than a way of managing waste.

196
Q

What is the Product Service Systems (PSS)?

P.198

A

A blend of product and service where the provider keeps ownership over the product and sells the services the user required instead.

197
Q

What is design for disassembly?

P.200

A

Designing products to make it easy to recover quality materials for recycling.

198
Q

What are the basic principles for design for disassembly?

P.200

A
  • Choosing the number and type materials for maximum recyclability
  • Labelling those materials so they can be easily identified for recycling
  • Choosing joints and fastenings to make the recovery of those materials as easy as possible
199
Q

What are the characteristics of eco-efficient materials?

P.204

A
  • Low embodied energy (total amount of energy required to produce a raw material or a product)
  • Low ecological rucksack (total amount of material required to produce a material or a product)
  • low toxicity
200
Q

What is ISO 14001?

P.207

A

ISO 14001 is Environmental management systems standards - a formal process of identifying, prioritising and acting on environmental impacts within an organisation

201
Q

What are the three basic tenets of the ISO 14001 standard?

P.208

A
  • Compliance with legislation
  • Pollution prevention
  • Continuous improvement
202
Q

What are the main five clauses of 14001:2004?

P.209

A
  1. Policy
  2. Planning
  3. Implementation and operation
  4. Checking and corrective action
  5. Management review
203
Q

What are the concerns addressed in 2015 update of ISO 14001?

P.209

A
  • Environmental management has to be more prominent with the organisation`s strategic direction
  • A greater commitment from leadership
  • The implementation of proactive initiatives to protects the environment from harm and degradation, such as sustainable resource use and climate change mitigation
  • A focus on life cycle thinking to ensure consideration of environmental aspects from cradle to grave
  • The addition of a stakeholder-focused communication strategy
204
Q

What are the main clauses of ISO 14001:2015?

P.210

A 
Clause 4: Context of organisation 
Clause 5: Leadership
Clause 6: Planning
Clause 7: Support
Clause 8: Operation 
Clause 9: Performance evaluation
Clause 10: Improvements
205
Q

What is ISO 20400?

P.214

A

ISO 20400 is Sustainable Procurement Standard.
Sustainable procurement is the procurement that has the lowest negative and most positive environmental, social and economic impacts possible over the entire life cycle.

206
Q

What are the four main clauses in ISO 20400?

P.214

A

Clause 4: Fundamentals
Clause 5: Policy and strategy
Clause 6: Enablers
Clause 7: Procurement process

207
Q

What are the principles of sustainable procurement?

P.216

A
  • Accountability
  • Transparency
  • Ethnical behaviour
  • Full and fair opportunity
  • Respect
  • Innovative solutions
  • Focus on needs
  • Integration
  • Life-cycle costing
  • Continual improvement
208
Q

What are the key considerations of ISO 20400?

P.217

A
  • Managing risk
  • Addressing adverse impacts
  • Setting priorities
  • Exercising influence
  • Avoiding complicity
209
Q

What are the drivers for green procurement (sustainability of business)?
P.221

A
  • Legislation and regulation
  • Cost pressures/security of supply
  • Environmental cost reduction
  • Employee recruitment, retention and engagement
  • Reputational damage/brand protection
  • Customer demand/new business opportunities
  • Investors/shareholders pressure
  • Pressures from leaders
  • Competitive pressures
  • The moral imperative
210
Q

What are internal constraints on sustainable procurement?

P.227

A
  • Buying decisions - showing presence for more sustainable product and services
  • Procurement policy
  • Operations design
  • Product/service design
  • Business model
  • Corporate philosophy
211
Q

What are the external constraints on sustainable procurement?
P.228

A
  • Lack of visibility
  • Cultural differences
  • Immaturity of ‘green’ alternatives
  • Dominance of existing suppliers
  • Legislation can hinder greener opportunities
212
Q

What is the traditional approach to managing the environmental impact of the supply chain?
P.228-229

A
  • Develop and publish a procurement policy/supplier code of conduct
  • Embed the requirements of that policy into tender documentation
  • Require suppliers and/or potential suppliers to complete a questionnaire to measure their performance against that code
  • Audit either all major suppliers, or target those thought to be a risk
213
Q

What are the basic sustainable procurement methods?

P.231

A
  • Use of third-party standards or eco-labels
  • Rankin/blacklisting suppliers
  • Traceability
214
Q

What are the three techniques to encourage suppliers to innovate?
P.233

A
  • Outcome-based procurement - defining the outcome required from the goods/services rather than a particular form of goods/service.
  • Forward commitment procurement - defining the vision of what the organisation will require to give potential suppliers time and confidence to innovate.
  • Investing in the supply chain - providing financial support for suppliers to innovate.
215
Q

What is greenhouse effect?

P.236

A

The mechanism by which greenhouse gases such as carbon dioxide and methane trap heat from the Sun in the atmosphere.

216
Q

What are the effects of global warming?

P.237

A
  • Disruption of weather patterns
  • An increase in severe weather events
  • Melting icecaps and glaciers, leading to rising sea levels
  • Changes in wildlife distribution
  • Coral bleaching
217
Q

What is carbon footprinting?

P.237

A

The process of estimating the total contribution to global warming from an organisation or a product.
Standard text for calculating a carbon footprint is the Greenhouse Gas Protocol.

218
Q

What are the three scopes defined by Greenhouse Gas Protocols?
P.237

A
  • Scope 1: emissions from processes undertaken by the organisation, for example, emissions from heating boilers and vehicle fleets owned by the organisation.
  • Scope 2: emissions from generation of electricity consumed by the organisation.
  • Scope 3: Emissions from the supply chain, that is, the combined scope 1 and 2 of suppliers.
219
Q

What are the elements of low-carbon purchasing?

P.238

A
  • Purchasing products with low embodied carbon

- Purchasing products/services with minimum carbon emissions in use and/or disposal

220
Q

What are the examples of product with low embodied energy?

P.238

A
  • Purchasing natural materials, which tend to have a lower embodied energy than artificial materials
  • Purchasing recycled materials or products made from recycled materials
  • Purchasing digital products/services
  • Working with suppliers to find win-win solutions
221
Q

What are the examples of options for purchasing goods and services which will reduce the organisation`s scope 1 and 2 emissions?
P.238

A
  • Making decisions on through life costing rather than capital costs
  • Ensuring that all costs are considered during through life costing, including the cost from carbon taxes
  • Purchasing energy efficient product/services by stipulating fixed energy requirements and/or rewarding tenderers for the energy performance of their products/services
  • Purchasing services rather than products
  • Redesign operations and/or products so low energy components can be specified
222
Q

What are the levels in the waste hierarchy?

P.240

A
  1. Reduce
  2. Reuse
  3. Recycle
  4. Energy recovery
  5. Landfill
223
Q

What are the techniques used to apply the waste hierarchy into the purchasing process?
P.240

A
  • Smart purchasing to match quantities and qualities to need
  • Appropriate ordering and storage of perishable goods
  • Use of Lean Manufacturing techniques to reduce the amount of waste in the system
  • Careful design of the workplace to avoid damage to goods
  • Separating materials with high calorific value from residual waste of energy recovery
224
Q

What is the Industrial Symbiosis?

P.242

A

The concept of one company`s ‘waste’ becoming a raw material for another.

225
Q

What are the sources of water for economy?

P.243

A
  • Rainwater
  • Surface water
  • Groundwater
226
Q

What are the solutions of water management in supply chain?

P.244

A
  • Suppliers to improve processes to minimise the wastage of water
  • Agricultural suppliers to adopt techniques to adopt to avoid runoff and/or eutrophication
  • Choosing suppliers located in areas with plentiful water supplies
  • Choosing suppliers with robust pollution prevention policies
  • Eliminating toxic materials from products and services
  • Investing in watershed management programmes
  • Changing the design of your product/service to minimise the water required in the supply chain
  • Purchasing water efficient good , such as waterless urinals
227
Q

What is biodiversity?

P.244

A

Biodiversity is defined as ‘the variety of plant and animal in the world or in a particular habitat, a high level of which is usually considered to be important and desirable’.
Importance could either be altruistic or selfish.

228
Q

What human activities put biodiversity at risk?

P.245

A
  • Overexploitation through excessive harvesting
  • Habitat loss
  • Indirect land use change
  • Introduction of alien spices
  • Pollution
  • Climate change
229
Q

What are the approaches to addressing biodiversity concerns in the supply chains?
P.245

A
  • Protecting Stocks - requiring third-party standards, switching to more plentiful alternatives, and insisting on strict traceability standards
  • Habitat loss - placing habitat-protection restrictions on suppliers, investing in biodiversity friendly technologies and techniques, choosing alternatives sourced from non-sensitive areas and investing in conservation projects
  • Alien spices - strict biosafety controls to avoid the transfer of species, especially around shipping
230
Q

Which International targets and agreements are relevant to supply chain issues?
P.246-247

A
  • The Sustainable Development Goals (2015)
  • The Paris Agreement (signed 2015, ratified 2016)
  • Stockholm convention on Persistent Organic Pollutants (adopted 2001, in force 2004)
  • The Montreal Protocol (signed 1987, ratified 1989)
  • The Convention on Biological Diversity (signed 1992, in force 1993)
231
Q

What are The Sustainable Development Goals (2015)?

P.247

A

The SDGs were developed by the UN to guide governments around the world towards sustainability. As such, they provide a route map for future political direction and check list for business risks and opportunities.

232
Q

What are the goals of SDGs?

P.247-248

A

Goal 1 - No poverty
Goal 2 - Zero hunger
Goal 3 - Good health and wellbeing for people
Goal 4 - Quality education
Goal 5- Gender equality
Goal 6 - Clean water and sanitation
Goal 7 - Affordable and clean energy
Goal 8 - Decent work and economic worth
Goal 9 - Industry, innovation and infrastructure
Goal 10 - Reducing inequalities
Goal 11 - Sustainable cities and communities
Goal 12 - Responsible consumption and production
Goal 13 - Climate action
Goal 14 - Life below water
Goal 15 - Life on land
Goal 16 - Pease, justice and strong institutions
Goal 17 - Partnerships for the goals

233
Q

What is The Paris Agreement?

P.250

A

Signed by 195 states in December 2015 with the aim to reducing carbon emissions, adapting to climate change and providing climate finance to developing countries (UN Climate Change, 2018).

234
Q

What is The Stockholm Convention?

P.250

A

It aims to eliminate or restrict the production and use of persistent organic pollutants (POPs).
The treaty lists chemicals in three annexes:
- Annex A (Elimination)
- Annex B (Restriction)
- Annex C (Unintentional production)

235
Q

What is The Montreal Protocol?

P.251

A

Highly successful international agreement tackling the hole in the ozone layer. It is seen as a beacon for international action on environmental issues.

236
Q

What is Convention on Biological Diversity?

P.252

A

It sets out mechanism for protecting biodiversity in individual countries.

237
Q

What are other significant international legislations?

P.252

A
  • International Convention for the Prevention of pollution from Ships (MARPOL)
  • Basel Convention on the Control of Transboundary Movements of Hazardous Wastes and their Disposal
  • Convention on International Trade in Endangered Species (CITES)
  • EU product-based legislation

CIPS PD 6 (1 decks)

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