Qs 1 Flashcards

Question

Describe the main stages of the CIPS Procurement and Supply Cycle (25 points)

Answer 1

**How to respond to this question:** - Include as many of the stages as you can, but it’s not vital to remember them all. You should aim to remember at least 8 of the 13 steps. - The steps are: Define Business Need, Market Analysis + Make vs Buy, Develop Strategy and Plan, Pre-Procurement Market Testing, Develop Documents and Specification, Supplier Selection, Issue Tender, Bid Evaluation, Contract Award and Implementation, Warehouse Logistics, Contract Performance and Improvement, Supplier Relationship Management and Asset Management --- **Essay Plan:** **Introduction** – Explain what the CIPS Procurement and Supply Cycle is – a tool to be used by procurement professionals which tracks a procurement exercise from inception to close. It's helpful as it ensures procurement exercises are done correctly and steps are completed in the right order. - Describe (briefly) what happens at each stage of the cycle, giving examples. You should put each stage into a separate paragraph. It’s also a good idea to name the stages in chronological order. Some ideas of things you could mention include: **1) Define Business Need and Develop Specification:** - Identify what the need is, what type of purchase, put together a business case and outline the requirements. **2) Market Analysis and Make vs Buy Decision:** - Analyze the market using market segmentation (e.g., by buyer, product, geography, etc.) or use Porter’s 5 Forces (buyer and supplier power, threat of new entrants, threat of substitutions, supplier rivalry). - Determine if what you want to procure is actually available. **3) Develop Strategy / Plan:** - Use a STEEPLE and SWOT analysis. - Consider if this is the right time to procure. - Create timelines and budgets. **4) Pre-Procurement Market Testing:** - Consider stakeholder engagement, supplier engagement, new/upcoming legislation, currency fluctuations, market, competitor actions. - Determine if this is the best time to procure and if it will be successful. **5) Develop Documentation / Creation of Contract Terms:** - Firm up the requirements and create the formal documents for the tender exercise. - This may be a Request for Quotation (RFQ) or Invitation to Tender (ITT). - Define the offer and include KPIs. **6) Supplier Selection:** - May not be required for rebuy but is an important step for new buys. - May use a list of pre-approved suppliers, or this may go out to the open market. - Shortlist suppliers by sending out a pre-qualification questionnaire (PQQ). **7) Issue Tender:** - Electronically, consider whether to use an open vs closed procurement exercise. **8) Bid / Tender Evaluation:** - This is very flexible for companies in the private sector, but there are guiding principles for doing this for public procurement: transparency, equal treatment, proportionality. - Often considers both price and quality. **9) Contract Award and Implementation:** - Organisations may have different processes for different values (e.g., large purchases may need senior management approval, but under £500 just needs a manager’s signature). - May require post-award negotiation. - Contract is drafted and signed. **10) Warehouse Logistics and Receipt:** - Includes Purchase Orders (POs) and Invoices. - Battle of the Forms. - Goods Inwards = receiving and inspecting goods – may use quality control. **11) Contract Performance Review:** - Ensure contract obligations are fulfilled. - Includes Procure-to-Pay (P2P) procedures, database management, budgeting/cost management, and dispute resolution. **12) Supplier Management:** - Will depend on the relationship but includes: - Contact/meetings with the supplier. - Motivating/incentivising the supplier. - Working with them on performance issues. - Ensuring KPIs are met. **13) Asset Management / End of Life:** - Consider Total Cost of Ownership (TCO), ongoing maintenance and costs, insurance and warranties, and disposal of the item once it has reached the end of its life. **Conclusion:** The CIPS Procurement Cycle is a cycle rather than a process as it is a continuous loop and needs constant re-emergence. It never ends. New buys are more likely to follow all the stages of the cycle, while rebuys may skip steps. --- **Tutor Notes:** - Often steps 11 and 12 are confused or merged together, but they are different. It’s possible to have great contract management and a poor supplier relationship (e.g., the contract is working effectively and the supplier is delivering in line with the contract, but the relationship may be fraught with tension). - To get a high score, include examples of all of the stages, but remember you only have 45 minutes to answer the question, so balance detail with timing. - The procurement cycle is on p. 70, or you can download it here: Procurement Supply Cycle | CIPS

Answer 2

The image contains the following text: --- **How to approach the question** Your answer should provide details on 3 of the following: - Contract Award and Implementation - Warehouse Logistics - Contract performance and Improvement - Supplier Relationship Management - Asset Management Because the question is only asking for 3 stages, you’re going to have to go much more into detail for each stage, giving lots of information about why each stage is important and examples. You could consider thinking of an example procurement you have done recently and explaining the stages for that. Or you could take a hypothetical procurement too. Either will get you the same marks. Pick the three that you can write the most about. --- **Essay Plan** **Introduction:** Explain that sourcing of goods and the role of Procurement doesn’t end once a contract is signed. There is ongoing management and processes which must be carried out to ensure success. --- **Paragraph 1 – Contract Performance and Improvement** - This is about ensuring contract obligations are fulfilled. Contract administration includes P2P procedures, database management, budgeting/costs monitoring, reporting, and dispute resolution. Procurement’s role may be in managing contract performance through the use of SLAs and/or KPIs. This can be done via reporting, using a Supplier Scorecard and meeting regularly to discuss. - It’s important KPIs are measured and that there are consequences for failing to meet them. An example of consequences could be using a Performance Improvement Plan. Contract Management also includes updating the contract where required, e.g., issuing variations to contract and updating the change control log. - Another important aspect of this is ensuring the costs remain within scope of the budget. Contract performance can be compared if you have several suppliers delivering the same goods – could use a Factor Rating Method. - Performance could be measured against several criteria such as on-time deliveries, response time of supplier, number of complaints. --- **Paragraph 2 – Supplier Relationship Management** - There is a difference between managing the contract and managing the supplier relationship. It’s possible to have excellent contract performance and a terrible relationship. However, the two are generally linked: where there is a good relationship, the contract often performs well. The supplier management approach depends on where the relationship falls on the relationship spectrum (e.g., transactional or collaborative). - This involves maintaining regular contact with the supplier, motivating the supplier, working collaboratively with them (e.g., on performance issues or resolving any disputes). - Incentivising the supplier leads to collaboration and mutual support. - To assess or rank suppliers you could use a vendor rating method or supplier evaluation forms. - Supplier relationship management may involve investing in the supplier – e.g., through training or technology sharing. --- **Paragraph 3 – Asset Management** - Includes creating a post-contract ‘lessons-learned.’ - Assessments should be carried out to determine if business requirements have changed, whether the agreement is still required and fit for purpose, what can be learnt from the process and how improvements can be incorporated next time. - This is the final stage of the Procurement Cycle and takes us back to the start of the cycle, which begins again when the item needs to be re-procured. - Whole life costing should be considered at this stage: this is the total cost of ownership over the life of an asset. The concept is also known as life-cycle cost (LCC) or lifetime cost, and is commonly referred to as “cradle to grave” or “womb to tomb” costs. Generally used on large purchases such as machinery and vehicles. - Full Asset Management may not be necessary for direct cost items such as raw materials incorporated into final goods. - Considerations may include costs of running the asset, how long it will perform, insurance, maintenance, opportunity costs, disposing of the asset. - Also consider environmental and social impacts of the procurement. --- **Conclusion** It is important that procurement are involved at every stage of the cycle, not just in the pre-award stages. Procurement can add value at every stage. --- **Tutor Notes:** - Depending on the examples you choose to use, you could talk about how the type of item procured could impact on the different stages. For example, high-risk purchases may require more contract management than low-risk purchases, and capital expenditure items such as new machinery may require more attention to the Asset Management stage. - You could also think about how procurement adds value at each of the stages. - Study guide p. 79 ---

Answer 3

How to approach this question: There are 4 sections to this essay, so before you start writing I'd make a couple of notes on each of the points. Then build those notes into separate paragraphs. Your notes may look like this: How to manage the contract ensuring contract is fit for purpose, holding XYZ to their responsibilities, ensuring ABC are also fulfilling their responsibilities, issuing contract variations if required, planning for contingencies. How to manage the supplier ensure the right relationship is in place (transactional vs collaborative), communication open and honest, ensure there is mutual trust and understanding of each other's goals/ objectives. Ways of monitoring performance use KPIs/SLAs, Supplier Scorecard, Vendor Rating, feedback from customers How to add value for ABC increasing efficiencies (e.g. less product defects), improved quality, assisting with Value Engineering exercises, reduction in time and costs (e.g. through improved processes such as ordering), the supplier delivers 'extras' for ABC such as training to staff at no additional cost. Ensure each paragraph refers to Jan, ABC and XYZ. The question doesn't state what the businesses are buying/selling so you can use this as an opportunity to provide examples: "if ABC are procuring raw materials from XYZ such as metal, an effective way to manage performance would include .... If they are procuring a service, it may be more beneficial to use.... methodology Example Essay Jan, the Contracts Manager at ABC Ltd, plays a pivotal role in ensuring the success of the recently awarded contract with XYZ Ltd. Efficient contract and supplier management involves careful planning, communication, performance monitoring, and the continuous addition of value. Here's how Jan can navigate these aspects: In terms of contract management, Jan must ensure that the terms and conditions of the contract are 'fit for purpose,' aligning with the specific needs and complexity of the procurement. For instance, a simple goods procurement may necessitate a concise document, while more intricate projects like engineering endeavors may require a detailed contract such as a JCT or NEC contract. Additionally, Jan should vigilantly manage the contract during its lifespan, addressing any potential 'scope creep' that might necessitate amendments. If the contract lacks provisions for such changes, Jan may need to initiate the creation of a new contract to accommodate evolving needs Clear delineation of responsibilities and contingencies is crucial in the contract to ensure accountability and preparedness for unforeseen circumstances. The inclusion of Key Performance Indicators (KPIs) and damage clauses, where appropriate, adds a layer of clarity and accountability to the contractual relationship. Planning for contingencies involves having backup strategies in place, especially considering potential challenges that may arise during the collaboration with XYZ Ltd. For example, having other suppliers she can call upon if XYZ fail to deliver on an order. Turning to supplier management, Jan's role involves fostering a positive and productive relationship with XYZ Ltd. This includes regular meetings to discuss progress, achievements, and future plans. A mobilization meeting is particularly important to ensure a strong start to the contract. Subsequent monthly or quarterly meetings provide a platform to review performance retrospectively and plan for the future. Additionally, effective communication is paramount, with Jan ensuring that both organizations regularly communicate, particularly regarding urgent issues that may require immediate attention. This proactive communication can occur through various channels, such as email or phone calls, facilitating a swift resolution of any emerging concerns. Trust and honesty form the bedrock of the relationship between ABC Ltd and XYZ Ltd. Jan should work towards fostering mutual trust through both formal and informal activities, recognizing the importance of a transparent and cooperative partnership In terms of performance monitoring, Jan can employ Key Performance Indicators (KPIs) and Service Level Agreements (SLAs) to track performance regularly. These metrics should not be viewed as one off activities but rather as ongoing tools for assessing and ensuring that performance aligns with expectations. Clear communication regarding the consequences of failing to meet these targets, such as the implementation of a Performance Improvement Plan or potential contract cancellation, is essential for maintaining accountability. Regular performance meetings between ABC Ltd and XYZ Ltd provide an opportunity to discuss achievements, setbacks, and any necessary adjustments. Beyond quantitative metrics, surveys and feedback from customers can provide qualitative insights into performance. Finally, Jan can contribute to the partnership's success by focusing on adding value. This involves going above and beyond the contractual obligations, such as delivering products more efficiently at no additional cost or improving operational efficiencies. Encouraging XYZ Ltd to participate in Value Engineering exercises and engaging in Early Supplier Involvement to shape and define future requirements would be a good example of this. Additionally, providing 'add-ons' or 'extras' outside the contractual framework, such as training for ABC Ltd staff, further enhances the value derived from the partnership. In conclusion, Jan's role as Contracts Manager extends beyond the initial awarding of a contract- rather her role involves strategic contract and supplier management throughout the lifetime of the professional relationship. By ensuring the contract is well-suited for its purpose, fostering a positive relationship with the supplier, monitoring performance effectively, and consistently adding value, Jan contributes to the success of the collaboration between ABC Ltd and XYZ Ltd. This comprehensive approach sets the stage for a mutually beneficial and enduring partnership. Tutor Notes: A case study question like this in the real exam is likely to come with more details. They often come with lots and lots of details to be honest, talking about what XYZ supplies to ABC and the names of the people involved. The case study usually gives you some good clues as to what the examiner will be looking for you to include, so do read them carefully. You don't have to include much 'theory' on case study questions the important thing is to reference Jan as much as possible. BUT you could throw in a cheeky mention of the Kraljic matrix. The approach to managing the contract and supplier would depend on the type of item supplied by XYZ e.g. If it is a bottleneck item the supplier may need to be handled differently to if it is a routine item. You could also mention KPIs and objectives as being 'SMART-Specific, Measurable, Attainable, Relevant, and Time-Bound study guide p. 86-90 / p. 94 / p. 96-98

Answer 4

The CIPS Code of Conduct is based around 5 principles so you could discuss each one in turn. You may find it useful to give a brief overview of what the code of conduct is and who it applies to. Give an example or two for each of the principles. You can also gain marks by discussing how an organisation can ensure compliance with the CIPS Code of Conduct. Example Essay: The Chartered Institute of Procurement & Supply (CIPS) Code of Conduct is a professional ethical framework that outlines the standards of integrity and behaviour expected of procurement and supply professionals across the globe. It serves to build confidence and trust in the profession. The code applies to all members of CIPS, students and affiliates. There are five key principles of the CIPS Code of Conduct: Integrity: Acting with honesty and transparency, and upholding the highest ethical standards. Example: A procurement professional should avoid accepting gifts or hospitality from suppliers that could be perceived as a bribe. They should also declare any potential conflicts of interest. Objectivity: Making decisions based on impartial assessment and avoiding bias or favouritism. Example: When evaluating tenders, a procurement professional should assess all bids fairly and objectively, based on pre-defined criteria. They should not show preference to any particular supplier. Confidentiality: Protecting sensitive information and not disclosing it to unauthorised parties. Example: A procurement professional should not disclose confidential information about a supplier's bid to a competitor. They should also ensure that all procurement activities are conducted in a secure environment. Competency: Maintaining and developing professional skills and knowledge. Example: A procurement professional should undertake continuing professional development (CPD) to keep their skills and knowledge up-to-date. They should also be aware of the latest developments in procurement and supply management. Accountability: Taking responsibility for decisions and actions, and being answerable for their consequences. Example: A procurement professional should be able to justify their decisions and actions. They should also be transparent about the procurement process and be willing to answer questions from stakeholders. An organisation can ensure compliance with the CIPS Code of Conduct by: Providing training to all procurement and supply staff on the code and its implications. Implementing clear policies and procedures that reflect the principles of the code. Establishing a system for reporting and investigating breaches of the code. Regularly auditing procurement and supply activities to ensure compliance. Creating a culture of ethics and integrity within the organisation. Communicating the organisation's commitment to the code to all stakeholders. By adhering to the CIPS Code of Conduct, procurement and supply professionals can build trust and confidence in the profession, and contribute to the success of their organisations. Tutor Notes: A case study question like this in the real exam is likely to come from a specific industry e.g. retail, defence, construction. For example, you may be asked to apply the CIPS code of conduct in a specific scenario, such as dealing with a supplier who is offering gifts or hospitality. You may also be asked to discuss the role of the CIPS in promoting ethical procurement and supply management. Remember to give specific examples to illustrate your points. You could also mention the benefits of complying with the CIPS Code of Conduct, such as enhanced reputation and reduced risk. You could also mention the consequences of non-compliance, such as reputational damage and legal action. Ensure you read the question carefully and answer all parts of it. Time management is crucial, so plan your answer carefully and allocate your time accordingly. Ensure you write clearly and concisely, using appropriate terminology. Good Luck!

Answer 5

Explanation A structured procurement process' is a sequence of steps an organisation takes to get the goods and services it needs. This is in contrast to reactive 'maverick' spending. The first part of the question is worth 10 points, so you could include a few of the following points. It would also be good to include examples. This is in contrast to reactive 'maverick' spending. This is all about trying to achieve Competitive Advantage. Examples include an organisation having set procedures for ordering items of different spend e.g. Procurement Peer spends can purchase items up to £500, between £500-£1000 requires a manager's approval and anything over £1000 requires board approval. This is an example of a '3-tier' process. Structured Procurement Processes usually involve the use of a designated e-procurement tool E.g. an organisation may use a Purchase-to-Pay (P2P) system which automatically notifies suppliers when a Purchase Order is raised. The second part of the question is worth significantly more points, so you could put each of the reasons why it is important in a separate paragraph. Also use examples where you can. Ensures all tasks that need to be done - having structured processes means having a step-by-step guide to follow to procure. This means activities are well co-ordinated and there are no gaps, no duplications of effort and no conflicting priorities. It may mean assigning different people in the team different roles e.g. someone requests the goods and someone else approves it. It may mean introducing a 3-step process. Maintains consistency - having standardised processes means each procurement exercise follows the same process. This may include using a standard template for a requisition or ITT. Where there is consistency, the result is in time being saved and less mistakes being made as everyone including supply partners is familiar with the processes. Prevents conflict and suboptimal behaviour - organisations that have in place structured procurement processes are less likely to have conflict. This means there is a standard way of doing things and one person cannot do things one way and another person do things another way. There are clear rules and procedures to follow. This is particularly helpful for new starters. Efficiency - structured processes allow an organisation to plan ahead and budget. This allows better resource planning and allows better cost control. This may include combining orders of items that are used regularly so that they can be ordered in bulk less often and therefore save on resources and time and the overheads involved in ordering products just as and when they are required. This will save the procurement team overall throughout the year and allows them to focus on other more value-adding tasks. Better managerial control - Management have better visibility into procurement. There is a standard way of doing things and all managers are aware of the process. Compliance (with laws and standards) - particularly in the Public Sector there are laws and regulations regarding procurement practice. Using structured processes allows an organisation to demonstrate compliance with appropriate legislation. It also means that management have visibility over all processes and who is unsuccessful challenges the decision to award a contract to someone else using a structured procurement process allows the organisation to demonstrate that they procured the item correctly and the challenge is unfounded. Tutor Notes This topic isn't as well explained in the new study guide as it used to be. The guide now talks about compliance with processes and the benefits this brings. Which is exactly the same as why do you follow a structured procurement process. This is only 1 1/4 pages. If you're feeling clever you could mention the difference between Public and Private Sector e.g. a private organisation may be more interested in cost savings, whereas a public sector organisation may be more interested in compliance.

Answer 6

Explanation A Corporate Governance Framework directs and controls a company. Corporate Governance is the system by which companies are directed and controlled. Impact this has on policies and processes means the procurement department follows regulatory mechanisms (e.g. financial regulations, Codes of Practices), has a checks and balances system (such as auditing), uses e-procurement technologies, vets salt and suppliers, has a clear segregation of duties etc. There are so many questions and there are so many correct answers that it is quite hard to give an example as this question is so wide. As you are revising, try and give examples as you go along as you won't get marks for just stating Corporate Governance - it is about the impact. A good response may mention that allows organisation to effectively manage all ensuring that its processes are aligned with all relevant legislation. The impact Corporate Governance has on the procurement department will be managing the ways in which goods and services are procured and in the general ways of working of the procurement department. -Ethical Conduct- corporate governance ensures that the company is operating in a legal and ethical way. Think about the pressure Procurement would be under to take advantage of suppliers and achieve the lowest cost possible at the expense of the supply chain and local community. An organisation that has strong Corporate Governance values will look after its suppliers, developing the relationships and thinking long-term about the impact on the local community. The organisation may therefore not take advantage of its suppliers and therefore not exploit the suppliers in the way that the procurement department is working. The decision on price will therefore be decided in a way that is fair and is evaluated by the procurement department. -Use of Checks and Balance system- Corporate Governance ensures strong financial controls are implemented throughout the organisation. For the procurement department this may result in purchases being made to set budgets rather than just spending whatever they want and business cases being written up and approved before the organisation spends large amounts of money or simply, for instance, when ordering new IT, the business case and options considered are reviewed with Procurement and then by someone else outside of the Procurement team. Anti-fraud prevention mechanisms. An important area of Corporate Governance is ensuring the organisation is free from fraud and corruption. The impacts on Procurement's policies and processes will mean ensuring that tenders and who is being awarded contracts it may result in high levels of Due Diligence being completed on suppliers before entering into contracts and providing training service to staff to report. Security matters- this will be to protect the organisation from risk. It may include the procurement department vetting new staff by completing background checks. It may also involve the segregation of procurement duties so that no individual has too much power. For one person raises the requisition and another person approves the purchase order. Security may also be ways of working such as password protecting documentation and limiting access to confidential information. Use of a Purchasing Policy Manual- This provides operational guidance on procurement policies and provides to all staff members. It may detail is to who has permission to order what, the Delegated Purchasing Authority (DPA) is and responsibilities of the team. An excellent response may also include Corporate Governance impacts on procurement strategies. This could include sustainability, reputation and risk management, joint ventures with other departments. You could also look at what processes would look like with Corporate Governance compared to without it (with Corporate Governance- there are robust policies and procedures that are adhered to, robust checks and balances, segregation of duties and audit trails; without Corporate Governance- everyone does whatever they like, very risky). You could also give other examples for instance, ethical considerations, environmental considerations, Corporate Social Responsibility (CSR) and how it impacts on a procurement department.

Answer 7

Direct and Indirect spends are important constituents of a business cost structure. Both types play different role in adding value to the organisation. Direct expense is the costs that associate directly with the end-product or service. For a manufacturing company, direct expense includes raw materials or components and direct labour. In the scenario, direct spend includes items like fabric, buttons, collars and direct labour. Direct expense can have a tremendous impact on the organisation. It contributes directly to the quality of the final product. If Anshu manages the direct items effectively, the customers will be satisfied with the product and customer service. For example, if the company gets the right type of fabric which customers prefer, their products will be more competitive in the market. Furthermore, in Anshu, direct spend accounts 60% of total spend. Any saving on direct spend is equal to an increase in gross profit. To manage direct spend effectively, Anshu can apply many methods. For example, the buyer can standardise the specification for fabric and buttons so that they can provide the expected outcome. Or the company can use MRP system to track and calculate the number of direct items that needs to be purchased. On the other hand, indirect expense is the spend that does not contribute directly to the final product or service, but it is necessary for the organisation's operations. This category often includes wages for administrative staff, premise rental, investment on machinery... Though indirect expense doesn't contribute directly to the final product, it still plays a role in maintaining the operations and improve the productivity of the whole organisation. Without design staff, Anshu can be "blind" about what the market needs and the trend.

Answer 8

The question is very basic. Usually students get much grade from this type of question. To maximise your gain from it, first, you should introduce about the five rights. Right price: The right price is not always the lowest price. Though the price should be fair and reasonable, the procurement professional should not only pay attention to purchase price alone, but other costs as well: total cost of acquisition (purchased price, quality, lead time, carriage, and insurance) and total cost of ownership (TCA + tooling + insurance + operation + maintenance + training + storage + disposal). Right quality: Quality is understood as fitness for purpose, considering what the product will be used for. Fitness for purpose can be achieved through quality standards or product specifications. Right quantity: Right quantity can be understood as the most cost-effective amount of a product or service procured. Right time: Time is often of the essence. Total lead time should be considered. It is the sum of internal lead time and external lead time. Total lead time = Order preparation lead time + Confirmation lead time + Supplier lead time + Transit lead time + Receive lead time. Procurement professionals should state the time when their organisation requires the product/service. Right place: Delivery to the correct location. This must be clearly specified (for example, to one or multiple warehouses or the point of work). Analyse each ‘right’ in depth with relevant examples Right price: Contribution of right price: getting the best value for money. Explain what value for money is. Risks of not achieving the right price: not getting the best value for money. Explain what value for money is. Examples of getting/not getting right price Right quality Contribution of right quality: encourage students to provide examples/benefits of achieving right quality Risks of not achieving the right quality: cost of rework, cost of inspection and prevention, cost of changing supplier, production stops, … Right quantity: Contribution of right quantity: encourage students to provide examples/benefits of achieving right quantity Risks of not achieving the right quantity: Lower quantity: risk of stockout, production disruption, unfulfilled customer’s needs, … Higher quantity: overstocked warehouse, additional inventory costs, … Right time Contribution of right time: encourage students to provide examples/benefits of achieving right time Risks of not achieving the right time: Stockouts Additional costs Relationships Right place Contribution of right place Risks of not achieving the right place: Stockout Additional costs Dissatisfied customers

Answer 9

First, students are expected to write what is whole life costing and main types of cost that appear in whole life costing, for example: pre-acquisition costs, acquisition costs, operating costs, maintenance costs, downtime costs, end of life cost. Then, students can link the whole life costing with its benefits and added value: 1. Evaluation of competing options – WLC is relevant to most equipment purchasing decisions, whether simple or complex. The technique is also applicable to leasing decision 2. Improved awareness of total costs– WLC has been shown to provide buyers and decision-makers with a better grasp of the factors governing cost and the resources required by associated with the purchase. 3. Better forecasting– WLC allows the full cost of a purchase over a period to be calculated with reasonable accuracy. This is obviously of considerable importance when major investment decisions need to be made. 4. Performance trade-offs against cost– using WLC it is relatively straightforward to assess the reliability characteristics of a piece of equipment in the context of its cost profile

Answer 10

With part a, students are required to define the term "stakeholder". Stakeholders are any individual or organization that has an interest in or can be affected by a project, product, service or venture (CIPS). Strong answers also referred to two types of stakeholders (internal and external). In the learning guideline L4M1, CIPS defines internal and external stakeholders as below: Internal stakeholders are people, or group of people, who are involved directly with the business, for example, directors and employees. External stakeholders are people or groups of people who have an interest in the organization and could either be impacted by it, or have an impact on it. Good answer should identify stakeholders based on the scenario. In this scenario, the stakeholders in the bulk flow meter project are people who can influence on the project process. In the part b, student is required to identify TWO internal stakeholders of the procurement function and describing some interests they have regarding to the procurement activity. Good answer should include how they contribute to procurement success. Who are stakeholders in the procurement process? These are broadly divided into two categories, either internal or external stakeholders. Internal stakeholders include budget owners, finance teams, legal professionals and senior management. External stakeholders refer to suppliers and other partners. Student gains high marks if they describe internal stakeholders based on the scenario of VSD organization. In this scenario, VSD opened tender for the water meter replacement contract. Before classifying stakeholders of VSD organization, we should know who procurement department will interact with during procurement cycle first. For example, If VSD are not able to write the conformance specification for the project, procurement department have to work with technical department and potential suppliers to develop the performance specification. The specification should comply with objectives that the top management want to achieve from the project. Procurement professionals evaluate suppliers, collaborate with project manager to control and monitor the performance of suppliers... In this scenario, senior management and company owner are people who have significant power over the procurement. Furthermore, they pay much attention to the project which plays an important role in the long-term strategy of VSD. Thus, in Mendelow's matrix, they are categorized as key player who has high interest and high power. To these stakeholders, procurement professionals need to actively engage with them. Their interest will primarily relate to profits and reputation. To satisfy these targets, procurement department have to choose the best supplier who help VSD achieve the value for money. Frequent communication is also a must. Project engineer is also the internal stakeholder who play an important role in collaborating with procurement department to develop specification and facilitate the process and communication. His interest is achievement of project objectives, his scope of work and fund allocation. The level of power depends on the position of engineer in the organization. If the engineer has good reputation and ability to influence decision maker, he is categorized as key player according to Mendelow's matrix. Otherwise, the voice of engineer is not strong as decision maker, he is categorized as keep informed. In the former case, procurement department maintains close communication with him and assists him in achieving project objectives. In the latter case, procurement professional should keep him in loop in any decision related to his scope of work. Engineer can generate some solutions that help VSD get cost saving. They know that whether or not some features are necessary and the technology that VSD might apply to improve productivity. Students can analyze other internal stakeholders. However, answers stating procurement managers or buyers will not gain marks as these are not stakeholders to Procurement but part of the function.

Answer 11

Five benefits of supply chain management approach may include the following: * Reduced costs. Supply chain management programme can help the organization to reduce costs because it exposes the non-value-added activities in the process (Note: Unfortunately, the scenario does not provide any context for this point. You can write this point on your exam answer, but it won’t give you the maximum point since you cannot find any example from the given scenario). * Improved responsiveness to customers' requirements. As the scenario indicates, RND is operating in a highly competitive industry where the customers may switch whenever they are dissatisfied with the current situation. Keeping high service level is a competitive advantage. In the improvement programme, various tasks are aimed at increasing responsiveness to customers’ orders. ERP system is employed to improve the communication between RND, the suppliers and the customers. Also, safety stock level is also re-calculated to ensure that even in disruptive event, RND still meets customers’ requirements. * Access to complementary resources and capabilities. With customers’ complex demands, RND alone cannot satisfy them all with current capacity. They can increase their capabilities by collaborating with the suppliers. Adopting vendor managed inventory is one way to leverage the storage capacity of the supplier. However, this approach also requires high confidence in supplier’s performance and communication. * Enhanced product and service quality through collaborative quality management, continuous improvement programmes and enhanced supplier motivation. * Improved communication through increased information sharing and the integration of systems. High level of collaboration requires better planning, coordination, and communication. These requirements not only apply to internal departments, but also between the company and the suppliers. As it is suggested from the scenario, RND is employing new ERP system to improve planning and communication. If this system is integrated with EDI and data is consistently shared with key suppliers, the results will be tremendously successful. * Reduced inventory and the associated costs. To a manufacturer as RND, inventory is risky and costly. Product life cycle is short, so if the company stores more than necessary, risk of obsolescence is high, which may cost millions. On the other hand, if the stock is short, customers may switch to other vendors, risking the company’s future revenue. To balance, RND must have an effective inventory strategy. VMI and consignment stocking are two strategies they are going to use. VMI is a pull strategy, which means RND only orders when customers require them to supply. This approach will minimize the stock holding and associated costs. Consignment stocking is an inventory policy where the stock is stored at buyer’s premise, but the supplier retains the ownership of the goods. The price is only charged upon the use of stock. This strategy enables RND’s flexibility. They can meet varying customers’ demands with an effective cost rather than purchasing excess materials.

Answer 12

Sourcing is a strategic activity that requires the collaboration from different stakeholders. To facilitate such collaboration, the organisation should have structured sourcing process. A structured sourcing process is a process that is clearly written down and provides clear instruction for anyone involved. The task for each individual is well defined: Everyone knows what to do at each step of the process. A structured sourcing process will bring many advantages to the organisation, which include: Better collaboration: A well written sourcing process will instruct the team member what task to perform at each step. This will enable cooperation and higher productivity. Support the training: Structured sourcing process clearly defines which steps to follow. The new members of the team can easily learn from the document and from projects that they participate in. Improve the transparency: Stakeholders can know what steps to follow and how decision is made in structured sourcing process. This also improve the trust and reduce the risk of bribery and corruption. Improve supplier's trust: Since suppliers know the logical steps of the process and how decision is made, they will understand and agree with the decision from the buyer. Furthermore, all suppliers are treated in a consistent way. In long run, clear process will attract more suppliers, especially new and innovative companies. Enable audit trail: A written process can be used as benchmark in audit. The auditor checks whether the procurement team undertake all due diligence steps to deliver the outcome. Every step must be recorded and will be subject for later investigation. Your mark will be higher if you include the relevant examples in your answer.

Answer 13

The question asks about five distinctive features of capital expenditure (CAPEX), which means the differences between CAPEX and OPEX. First, you'll need to introduce to the capital expenditure. It is the purchase of capital asset such as land, construction, machinery, etc. A business makes such decision with the hope to generate money in the long term. Second, besides writing the distinctive features, you should also describe how that feature impacts on procurement and supply function. A good answer may include the following: An organisation must pay a significant amount of money in CAPEX project. Therefore, tendering process is used to select the best value for money supplier. In addition, since the capital outlay is large, a business may seek to finance the purchase by borrowing. In some cases, financial lease is an approach to acquire the asset. Capital asset (such as construction, machinery, warehouse,...) is complex. Procurement and supply function should draft the specification carefully. Drafting capital asset specification can be treated as an independent project. This approach will enable the stakeholders to involve and make contribution to the specification. Purchasing a capital asset is an important decision and involves multiple stakeholders. To ensure project success, procurement and supply function should manage and communicate with stakeholders effectively from the beginning. Procurement can consult the stakeholders on their preferred outcomes of the project, then embed their ideas in the specification. During project implementation stage, regular communication with stakeholders is a key factor to achieve project objectives. Though the purchase price of a capital asset is high, it does not include all the costs associating with operations of the asset. Procurement and supply function should analyse the asset's total cost of ownership. The total cost will include the purchase price, insurance, costs of installation and testing, operating costs, maintenance costs and end-of-life costs. Unlike OPEX, a capital asset is purchased to generate revenue for the organisation. To estimate whether the asset would bring positive cash flow, procurement and supply function may use some analytical tools such as payback period, or net present value. As the asset is more expensive, the contract is likely to be more extensive and complex. It may includes express terms like insurance, transfer of risk and ownership, guarantee, indemnity, liquidated damages, etc. Procurement and supply function will need to review the contract more carefully.

Answer 14

Students are expected to list e-procurement systems mentioned in the scenario, including e-ordering, e-catalogue, e-specification, e-payment Students who can list the benefits of each system and link back to the scenario will be rewarded with extra point. Benefits of each system are as below: E-ordering: Save time and labour (links back to the scenario) Relies on correct information being input Traceability, increasing transparency Reduced risk E-catalogue: Real Time Information: Inventory levels or delivery progress to support planning, decision making and expediting. Can always be viewed Accuracy: Higher accuracy of data input, manipulation, and transfer. Greater data accuracy can support decision making and well as minimise the risks of errors. E-payment: Responsiveness: Reduced cycle and lead times as electronic systems are generally more responsive. For example, suppliers may benefit from reduced cycle times for the payment of their invoices. Traceability: It is much easier to track and trace documentation, who it was sent to, who replied, who authorized what and when etc. all within digital recording processes Accuracy: Higher accuracy of data input, manipulation, and transfer. Greater data accuracy can support decision making and well as minimise the risks of errors. High level of control

Answer 15

In part a, students are required to point some main post contract award stages such as warehouse logistics and receipt; contract/supplier management and asset management. Among these stages, you can choose two stages to analyze. Your answer did not gain marks if the stages were simply listed or lacked some depth in answers. In the stage "Warehouse logistics and receipt". Warehouse logistics and receipt process have to be considered to make sure the procurement and supply process is efficient and smooth. The method of delivery, the type of packaging, the time and the place of delivery need to be clear in the contract. All these information need to be communicated with the relevant logistics workers to ensure the compliance of the contract. Below is the receiving procedure describing some activities in this stage. In the stage, both sides need to have mutual agreement about the information that need to be collected in this stage. - The conformance of specification: Does the buying organization need to check the conformance of quality when receiving or the defective products will be returned to suppliers when they are detected during usage period ? - The quantity: Do all products need to be counted prior to being located in the warehouse? .... The above information is very important, which is the evidence to evaluate the performance of supplier and claim for damage if the supplier do not comply with the contract. In the stage "supplier/contract management", it's critical that the procurement department set up the meeting with suppliers monthly to review the performance of suppliers against KPIs that both sides already agreed and address any underperformance or non-compliance activities with corrective actions. This helps to ensure smooth information flow between both sides and avoid misunderstanding, conflicts...The more closed you interact with your supplier, the more proactive you deal with changes or uncertainty. It's not essential to control and monitor all contracts in the same way, only the most important ones. You can use Kraljic Matrix to allocate your time and effort in managing supplier/contract performance. In term of Kraljic matrix, the suppliers should be mapped against two dimensions: supply risk and profitability. Risks related to the likelihood of unexpected events in the supply chain to disrupt operation such as political uncertainty, logistics delay... Profitability related to the impact of supply items on the profit. It can be described by the value of purchased items or the importance of these items. With bottleneck items and strategic items, supplier relationship is demanding. Especially, with strategic items, managing such suppliers requires a diverse array of skills and can subsume a significant proportion of executive time in sponsoring and directing the relationship. Unlike the non-critical items, each contract is unique and focuses upon the shared gains that equal partners enjoy in a collaborative relationship. Strategic partners should look to innovative both product and process innovation and in return they can expect long-term commitment from the buyer as well as proactive development. In the stage "asset management": the procurement professionals make regular assessments to consider the changes in business requirements that are affected by numerous factors such as market changes, supplier relationships etc. This helps determine whether the current agreement is still fit for purpose or whether a new, updated one needs considering, bringing us back to stage one of the cycle. In part b, students are required to describe THREE stages in the sourcing process that play important roles in the success of Porsche. You will gain high marks if you analyze what will be done in each stage that contribute to carbon emission reduction target of Porsche. Below are our suggestions that you can consult - Preparing the specification: This stage is very important that helps Porsche achieve cost saving and fit for purpose. If the specification is ambiguous, not clear, there is a risk that Porsche receive defected products or the components that were not produced from renewable energy. In the scenario, if Porsche uses the performance specification, they can state their requirement about reductions in CO2 emissions in their supply chain. This enables suppliers to provide innovative solutions to defined problems. If Porsche use the conformance specification, technical and physical characteristics and/or measurements of a component are stated clearly such as physical aspects, design detail, material properties, energy requirements. In the case, Porsche have to define what is renewable energy, type of renewable energy (solar energy, wind energy, hydroelectric energy, biomass energy...), the minimum of the renewable energy amount that supplier have to use in production... - Develop documents This stage is also crucial because it helps Porsche evaluate and choose the best supplier. Before deciding which supplier will be received ITT/RFQ, Porsche can prepare the document based on Carter's 10 Cs such as Pre-qualification questionnaires (PQQs) or Request for information (RFI) to choose pre-qualified suppliers. In these documents, Porsche can ask some below information: + CSR policy: CSR policies aim to guarantee that companies work ethically, considering human rights as well as the social, economic and environmental impacts of what they do as a business. + Capacity: renewable energy procurement decisions of suppliers can be based on facility type and whether it’s owned or leased. Leased properties are typically more challenging: Installing onsite renewable energy is more viable when a company owns the building and has decision-making power as well as access to the roof, parking lot, and other real estate required for system installation. Based on the situation of suppliers, Porsche can make plan to develop new tools for its suppliers to help execute on their renewable energy goals like Apple’s Supplier Clean Energy Program ... Develop KPIs: One of KPIs that Porsche use to manage their supplier's performance is sustainability. It measures the percentage of total direct energy consumption generated from renewable sources including solar, wind, and hydrological power, as well as renewable fuels such as wood, biogas, and coffee grounds. - Contract performance review stage: Organizing regular meetings Porsche and their suppliers can discuss the performance against KPIs. if the contract is not managed closely, there is a risk that some problems will not be dealt with when they arise. This stage also helps both sides become engaged, know areas that they might improve and joint together the innovation program.

Answer 16

To ensure that new procurement teams achieve positive outcomes, BISCO should have a structured sourcing process in place. The structured sourcing process usually includes the following: - Ethics: matters such as human slavery, working conditions, trafficking, bribery, coercion, conflict of interest. - Sustainability: sustainability can be understood in 2 ways: + The suppliers are financially sustainable: procurement should undertake credit checking, consider the organisation’s culture + Supplier has CSR policy in place: during the sourcing process, procurement should check whether supplier has adopted CSR policy Though structured sourcing process can bring tremendous benefits, too much emphasizing on compliance with the process can backfire. The rigid compliance can lead to the following consequences: The process becomes too rigid and the organisation becomes to bureaucratic. Procurement department may get stuck in the process. Communication with the suppliers can be restricted due to bureaucratic obstacles. Innovation may not be considered because it conflicts with the current process. The organisation may become resistant to change. The compliance to process become an objective and all departments just work to achieve compliance. Adapting to changing market and customers' needs can be overlooked. The organisation can set unappropriate target, such as emphasizing on saving for procurement. To achieve this objective, procurement professionals can become stressful and overlook other factors in purchasing, such as TCO or quality or innovation. To overcome rigid compliance with the process, procurement and the organisation can apply some remedies. They may consider to have regular review of the process and apply the change where applicable. In other cases, to convince the stakeholders to adopt better process, the organisation can establish a new team who will use new working process. From the positive results achieved in the experiment, stakeholders can agree to change the status quo.

Answer 17

The answer for Part (a) may include the following: The process of producing accurate and detailed specification encourages all relevant stakeholders to consider what they really need and whether this is the only, cost-effective, or most value adding solution. This process requires collaborative teamwork and problem-solving mindset. In this phase, the role of procurement is to repeatedly challenge the requirements of the end user so that all possible solutions are listed, and the most effective, most efficient solution is selected. You must write your example here. This is my example: Company M is a facility management business which operates a dormitory. With higher temperature each year, the residents would love to have air conditioning units in the summer. The engineering department suggests that they can buy individual AC units and install them separately for each room. This approach may have lower purchase price, but it will increase the building energy consumption significantly in the summer. The procurement specialist asks the engineers whether they have considered the whole HVAC (Heating – Ventilating – Air conditioning) system. This approach may have higher purchase price and installation costs, but operation costs are lower. Both departments should consider these two options and their respective total cost of ownership. Once they choose an option, a more detailed specification can be developed. A clear specification communicates the requirement clearly to the supplier so that they can conform to the requirement and perhaps use their expertise to suggest innovative or lower cost solutions. According to CIPS, there are two types of specification: conformance specification and performance specification. While the former often describes the technical aspects of the product like dimensions, materials, formular, the latter only shows the output that the product should meet. In other words, conformance specification indicates the ‘what’, and performance specification indicates the ‘how’. With conformance specification, the buying organization must stipulate clearly what they want so that the supplier can conform. For example, when a buyer wants to purchase a new laptop computer, he must indicate the size of the screen, storage capacity, RAM capacity, processor’s speed, and sometimes, keyboard layout. On the other hand, if a performance specification is used, the buyer can just write his desired outcome, and let the supplier suggest their idea. Clear descriptions will facilitate the performance of the supplier. If the supplier is unable to deliver the product or service as indicated in the specification, it breaches the contract, and the buyer can employ some remedies. It minimises risk and costs associated with doubt, ambiguity or misunderstanding as to the requirement. When the specification is clear, supplier knows what to do and how to do it. Ambiguous specification can lead to misunderstanding, and eventually supplier can deliver the unfit product. Furthermore, in the eye of law, such failure is not attributable to the supplier. For example, if a coffee shop orders only grinded coffee without stipulating the grind size, the supplier may deliver the wrong type of coffee. This misunderstanding eventually may lead to reduction in coffee quality. To determine how much information is enough, procurement and other departments should have deep specialist knowledge. If the knowledge is insufficient to write detailed specification, it is better to write performance specification. It provides a means of evaluating the quality or conformance of the goods or services supplied. To ensure the right quality, writing a clear specification is not enough. Checking the goods or services upon delivery is not less important. Specification is the standard that the received product or service should meet. Answer suggestion for Part (b) You should include the following points in your answer: What is supplier selection? Mentioning related model such as Carter’s 10Cs will be awarded with more score. Example: Supplier selection is a stage within CIPS Procurement Cycle. In this stage, the buyer sends out request for information or pre-qualification questionnaire to select the best suppliers who will receive further request for quotation or invitation to tender. Carter’s 10Cs are often used as criteria to be included in the RFI or PQQ. Most common criteria are: capability (what supplier can do), capacity (how much they can do), cash (their financial position), consistency (how consistent their quality is), commitment (do they commit to protect the environment and add value to the society?), … After a brief introduction to supplier selection, you can now write the THREE ways in which supplier selection adds value. In other words, what are the positive results if buyer performs supplier selection rigorously? You may write three points among the following (other idea is acceptable, if you can prove it with reasons and examples): Poor suppliers are eliminated from the competition at an early stage, saving time and poor performance, which might involve additional costs later. It can help to ensure that procurement decisions are based on cost and value for money criteria It can result in higher quality suppliers, who provide better value, particularly higher quality products Innovation and creativity by suppliers are encouraged, to reduce costs and add value It will provide better data, which can be used to give feedback to unsuccessful suppliers, so that they can improve future performance It will enhance the even-handedness of the buyer and build more genuine competition between suppliers, leading to lower prices.

Answer 18

This question is our endeavour to encapsulate the AC 2.4 in the book. Though you might never meet this question in the exam, it can be divided into 2 sub-sessions which were poorly answered in the past: 1. The benefits for an organisation of following a structured sourcing process (plain English: the upside of sufficient compliance) 2. The impact of complex compliance requirements on the achievement of positive outcome (plain English: the downside of too much compliance) 1. The upside of sufficient compliance Compliance is to follow a structured process. If the process is well designed, compliance may benefit the organisation. The benefits include: Consistency: Following a structured process will provide a level of certainty to the employees and suppliers. Everyone can expect what should be done in the next step. Transparency: If the process is well structured and public, everyone, both in and out the organisation, can supervise the process. Every misstep will be easily identified and corrected. Support training of new staff: Well structured processes are always documented. These documents can support the training of new employees by providing the necessary guidance on-job skills and problem solving. Traceability and audit trail: Structured process will require documentation in each stage. This will allow auditors, and other stakeholders to supervise the compliance. Wrongdoings are more likely to be 'caught'. More ethical practice: In procurement, structured process requires the staff to rigorously check or qualify the suppliers. The criteria are not only about economic or technical issues, but also the ethics and sustainability of the suppliers. 2. The downside of too much compliance Complex requirements on compliance happens when the process has too many steps, with requirements on unnecessary documentations. Though it may offer some benefits of structured process, it also impacts on the achievement of positive outcome. The organisation becomes rigid, inflexible and inwardly focused. Resistance to change Inability to adapting to changes in customer demands Stifled innovations More bureaucratic Possibly erode supplier relationship

Answer 19

- Students must identify the type of procurement structure mentioned in the scenario and explain the reason behind their decision. In this case, the procurement structure is lead buyer structure. Hybrid structure is also an acceptable answer. - The command word is “evaluate”; thus, students must list the strengths and weaknesses of this procurement structure. The answer can be as below: Strengths: It can balance the benefits of both centralized and decentralized procurement, such as scale, efficiency, adaptability, and responsiveness. It can allow for more flexibility and customization in meeting the needs of different business units, regions, or categories. It can foster collaboration and knowledge sharing between the central and local teams, as well as with the stakeholders and suppliers. It can leverage the expertise and best practices of both the central and local teams, and enable continuous improvement and innovation. It can support the alignment of procurement with the strategic goals and values of the organization, such as sustainability and human rights. Weaknesses: It can be complex and confusing to manage, as it involves multiple reporting lines, roles, and responsibilities. It can create conflicts and tensions between the central and local teams, especially if there is a lack of clarity, communication, or trust. It can result in duplication of efforts, inefficiencies, or inconsistencies in the procurement processes and outcomes. It can compromise the leverage or the compliance of the procurement function, as the local teams may have more autonomy or influence over the sourcing decisions. It can require more resources and capabilities to implement and maintain, such as technology, governance, and talent.

Answer 20

Examples of good content/good approaches in answers: What is governance? How should we apply governance into procurement? In general, it refers to the way that an organization or a department is managed at the highest level, and the systems and rules that are used to do so. Governance in procurement involves establishing and following policies, procedures, and controls that ensure that the procurement process is transparent, fair, efficient, and effective. Barriers to achieve the good procurement governance. Good answers would have identified and given some information about the following: The lack of support from senior managers within the organisation: The top management/corporate team (steering committee) must involve the project manager, any consultants working with the corporate committees, and agency staff to develop an effective strategy execution Considerable attention and support need to be provided by senior corporate management to ensure that the strategy execution in the public administration and governance reforms have been well understood in the agency The executive management team is responsible for setting the vision and goals, bringing about collective commitment for change in the process and organizational structures, and formulating the policies and strategies Efficient corporate management is one of the most effective preventive mechanisms for it promotes transparency and accountability, facilitates oversight, and provides a good basis to prevent corruption Lack of competency and professionalism in corporate governance would lead to some serious consequences, such as breach of code of conduct => corporate governance requires competent and professional managers A lack of co-operation from stakeholders in the procurement function, both in the internal supply chain and the external supply chain List possible internal and external stakeholders to procurement Analyse from CIPS procurement cycle: engaging internal stakeholders from the early stages, maintaining, and improving stakeholder relationships… With external stakeholders, good supplier relationship management could bring value for money in long term. Good relationships with other external stakeholders may bring other added values and promote the good business practice Lack of co-operation from stakeholders may lead to failure or inefficiency. Poor ICT systems and systems integration Good ICT systems will help procurement improve the throughput, better flow of information, avoid waste and duplicate tasks Poor ICT systems and systems integration may increase the workload for procurement, less efficient work, and less concentration on value-adding tasks. A lack of clarity in the organisation's governance model, codes of conduct, rules, and procedures The legal and regulatory framework within a company context sets the minimum standards of acceptable conduct in doing business, and reflects what society holds as fair and appropriate behaviour by all types and sizes of firms Policies and procedures are necessary to a business. Policy is a document outlining how a business will conduct itself. Procedure is the way the policy is carried out. Building ethical organizations is no easy task, but a commitment to such an ideal reflects a broader understanding of private sector enterprise, where meeting the core purpose of maximizing profit is in balance with the broader interests of society. Stringent requirements go a long way in creating robust checks and balances on inappropriate business behaviour. As it is to trust, it takes long-term organizational efforts and investments to build a corporate ethical culture, but it only takes a second of poor judgment or bad luck to undermine it beyond repair. Thus, any exceptions to the ethical standards and values that are internally promulgated will generate apathy and undermine all efforts. Externally, any scandal, no matter how trivial it may appear, can instantly destroy the progress made through years of hard work and invested resources The best way to protect the ethical culture of an organization is to actively promote it, practice it, train with it, update it, and make it real and visible to external and internal stakeholders. In other words, the development of an ethical culture result from the continual and ongoing corporate commitment to integrate and align a company’s ethical standards with business strategy and operations A lack of resources, including finance and time, to incorporate any governance requirements There are some costs that associate with incorporating governance requirements: direct costs of governance (salaries and other benefits to managers), the opportunity cost of prioritising some objectives but ignoring the others, the costs regarding proprietary information disclosure, costs regarding firm reputation, time and resources allocated to research the best practices,… Any firms that lack resources for corporate governance may ignore the problems and may not apply a good practice. A lack of coherence and co-ordination of procurement responsibilities Coherence and co-ordination of procurement responsibilities have relationships with organisational accountability and reporting Organisational accountability: all members work collectively and independently to achieve the objectives that have been defined through the policies and subsequent procedures Accountability needs to be worked on and promoted within a business through several ways Lack of coherence, accountability, and reporting could lead to consequences that impede good procurement governance: unethical behaviours, less efficient, more administrative burden Examples of content for merit/distinction grade answers: Stronger answers would have given more information about and given examples of, the above barriers from the candidate's work experience or from previous employment.

Answer 21

(i) Enterprise Resource Planning (ERP) is a type of software system that helps organizations automate and manage core business processes for optimal performance. ERP software coordinates the flow of data between a company’s business processes, providing a single source of truth and streamlining operations across the enterprise. It’s capable of linking a company’s financials, supply chain, operations, commerce, reporting, manufacturing, procurement and human resources activities on one platform. It offers real time solutions. ERP in procurement and supply chain function: - Streamline process, increase efficiency - Requisition: enable internal stakeholder to raise requisitions and get approval before reaching procurement - Purchase order creation and sending: Allow buyers to create and send purchase order while logging all the information in one central point - Delivery of purchase order: warehouse module that enables individuals to book goods-in links to the supply chain module, so procurement can see when goods have been delivered - Invoice payment: When accounts mark invoices as paid the finance module will update the supply chain module, so the buyer can see up-to-date information and take action to avoid exceeding credit limits - Contract management: KPIs can be logged to track contract performance. Price increases can also feature here along with defects or quality issues - Supplier relationship management: Business review notes can be uploaded to the module to keep information accessible to others in the organisation - Supplier database: This element holds all the information on suppliers - Supplier evaluation: Evaluating suppliers may requires questionnaires to be prepared, forwarded, and completed. This module allows information such as templates to be stored and analysed feedback to be logged. Examples are awarded with higher mark. (ii) Material Requirements Planning (MRP) is a software-based integrated inventory and supply management system designed for businesses, primarily product-based manufacturers, to understand inventory requirements while balancing supply and demand. MRP helps develop a production plan for finished goods by defining inventory requirements for components and raw materials. MRP assures that materials and components will be available when needed, minimizes inventory levels, reduces customer lead times, and improves customer satisfaction. Input information is critical to the efficiency of MRP systems. Input information includes bill of materials (BOM), minimum order quantities (MOQ) and lead time. (iii) Purchase-to-Pay (P2P) is an integrated system that streamlines the entire procurement process for an organization. From the initial ordering of goods or services to the final payment to the vendor, P2P encompasses key stages such as product ordering, budget authorization, receipt of delivery, and invoice processing, ensuring a seamless acquisition and payment flow. The key benefits of P2P are efficiency, cost savings, and increased financial and procurement visibility. - Requisition: enable internal stakeholder to raise requisitions and get approval before reaching procurement - Purchase order creation and sending: Allow buyers to create and send purchase order while logging all the information in one central point - Delivery of purchase order: warehouse module that enables individuals to book goods-in links to the supply chain module, so procurement can see when goods have been delivered - Invoice payment: When accounts mark invoices as paid the finance module will update the supply chain module, so the buyer can see up-to-date information and take action to avoid exceeding credit limits - Contract management: KPIs can be logged to track contract performance. Price increases can also feature here along with defects or quality issues - Supplier relationship management: Business review notes can be uploaded to the module to keep information accessible to others in the organisation

Answer 22

Students are required to describe TWO advantages of outsourcing procurement function based on the scenario. These might be: The freeing up of resources: ECI saw clear limitations in relying on internal personnel because they did not have the expertise or internal management infrastructure to build purchasing expertise. When outsourcing procurement function, ECI are able to redeploy the procurement staff back into other core banking functions. The ability to draw on procurement knowledge, expertise, systems and technology which may not be available to an in-house procurement function and may be costly to develop. Under procurement function outsourcing, ECI will concentrate on procurement planning and process management while the AGC team run the bank’s overall sourcing and procurement operations end to end. AGC establishes and supports the bank’s purchasing strategies, provides guidance for streamlining its purchasing process and systems, and manages strategic sourcing processes and relationships with suppliers. The potential for the outsourced provider to aggregate demand from different clients and to achieve cost saving through economies of scale and bulk discounts. AGC has global experience and a strong supplier network that could be leveraged to meet procurement requirements domestically and overseas. AGC can bundle demands from their multiple clients, they can often negotiate better prices, especially in areas where ECI's spend is too small or infrequent to give it a strong position in the market

Answer 23

This question focuses on the advantages of centralized procurement structure. As the question is provided with scenario, the answer should link back to it. First, you need to define what is centralised procurement structure and what is decentralized procurement structure. What is the difference between them? The difference between centralized procurement structure and decentralized procurement structure is the way the purchasing decisions are made and executed in an organization. Centralized procurement structure means that all the purchasing activities are handled by a single department or team, usually located at the headquarters. Decentralized procurement structure means that each business unit or location has its own purchasing authority and responsibility, usually based on their specific needs and preferences. Then, we come to the benefits of centralised procurement structure. Company X is planning to switch from decentralized procurement structure to centralized procurement structure. They can reap various benefits if this project is successful. The four benefits that can be realized include: Procurement staff in centralized model can be more specialized, especially in their respective category of purchase. Centralization means that all procurement activities are conducted by a head procurement department. These activities include preparing the specifications, ordering, managing supplier relationships, etc. With more tasks, the procurement department must train the staff and assign the work correctly. As MRO items are diverse, a right approach is to divide the purchased goods into categories and each procurement specialist will focus on one category. This approach will increase their knowledge and deeper understanding of the market as well as the suppliers. The potential for consolidating requirements and achieving bulk discount. As it is suggested from the scenario, MRO items were purchased by individual business units. This may suit the unit’s requirements at the right time, but the orders are often small, and the unit cannot achieve bulk discount. With centralization, the order quantity is much larger than in decentralized structure. Therefore, it is easier to get bulk discount. Greater co-ordination of procurement activities. With decentralized structure, each business unit purchases based on their own demand. The information might not be shared between business units and the headquarter. Lack of information can lead to poor coordination. With centralized structure, every procurement activity is performed by a single department. It is much easier to share information as well as build a consolidated system for coordination. Greater standardisation of specifications. MRO items are complex with plenty of varieties. In decentralized structure that Company X was implementing, standardization in whole company level is hard, as each unit does its own purchase. With centralization, common items can be easily standardized, and ordered in bulk. Still, there are many other items that are unique to each unit. This can be solved in the long term, as centralized procurement will purchase more unified pieces of equipment and machineries.

Answer 24

A good answer to this question should include an introduction to organisation's policy before talking about policies in procurement and supply function. In an organisation, policy is a long-lasting statement which guides and binds managers and employees' behaviours in certain situations. Organisational policies are decided by top management and apply to all people working for it. Well written policies shall support good governance and nurture sustainable growth of the organisation. In procurement and supply function, policies often regulate the following areas (below I list FIVE areas, you may pick any THREE): The roles and objectives of procurement within the organisation, levels of authority within procurement function. These policies set out the boundary of procurement authority. They also define the responsibilities of each procurement position and reporting line. For example, in Company X, a junior buyer may prepare and send the request for quotation for a contract which has the value less than $5,000. While he can perform the job on his own, he must report to the procurement manager. Contract of higher value must be prepared and approved by more senior staff. The ethical conduct of procurement personnel: Procurement staff may face many unethical or 'grey' situations, i.e. hospitality from the suppliers, or a close relative works for the supplier. There should be policies which provide guidance for the procurement personnel in these situations. For example, the gift and hospitality policy may stipulate that when the staff receives a benefit from potential suppliers due to his/her position, he/she should reject the gift or report to the line manager or Risk & Compliance department. Achieving social and environmental objectives in procurement: To private business, pursuing profit is no longer the sole purpose. To public and third sector organisation, social and environmental objectives are more and more important. These objectives can be achieved through procurement activities. Procurement policies shall guide the employees on how to deliver the value through procurement. For example, the policy stipulates that a minor contract should be awarded to a local small business, or how much percentage the social and environmental criteria should be assigned in bid evaluation. Engaging with the suppliers: Much of procurement work involves suppliers. The policies in this area will instruct procurement staff on where to find suppliers, how to communicate with them, how to qualify them, award the contract, manage the relationship, etc. For example, when a supplier is unable to meet KPI target, the policy states that the procurement staff needs to have conversation with the supplier to find out the reason before deciding whether to terminate the contract. Other operational issues: There are a lot of operational issues other than four above areas. For example, how to receive the goods/services and process payment, how to manage the inventory, how to control the quality of the raw materials and components... Depending on the organisation, procurement should have these policies in place. Beta

Answer 25

Public procurement has to follow more principles and stricter supervision than other sectors. Three of the main principles for public sector are: Competition Public accountability Value for money 1. Competition Competition is a key principle of public procurement, as it ensures that the contracting authority can obtain the best value for money from the market. To foster competition, the procurement process should be designed to attract and encourage the participation of as many potential suppliers as possible. Some of the measures that can be taken to maximize competition are: Ensure that the opportunity is accessible by multiple potential suppliers. This means that the procurement notice should be published widely and transparently, using appropriate channels and platforms, such as electronic procurement systems, official journals, or websites. The notice should provide clear and sufficient information about the opportunity, such as the scope, specifications, evaluation criteria, and deadlines. The notice should also avoid imposing unnecessary or disproportionate requirements or conditions that may limit or discourage suppliers from bidding. Ensure that each contract opportunity has at least three bidders. This is a minimum threshold that indicates a sufficient level of competition for most procurements. Having at least three bidders allows the contracting authority to compare different offers and select the most advantageous one. However, depending on the nature and complexity of the procurement, more bidders may be desirable or necessary to ensure effective competition. The contracting authority should monitor the number and quality of bids received and take corrective actions if needed, such as extending the deadline, revising the specifications, or canceling and re-launching the procurement. Promote fair and equal treatment of all bidders. This means that the procurement process should be conducted in an impartial and transparent manner, respecting the principles of non-discrimination, equal opportunity, and confidentiality. The contracting authority should provide all bidders with the same information and conditions, and evaluate all bids according to the same criteria and methods. The contracting authority should also prevent and address any conflicts of interest, fraud, or corruption that may affect the competition. By following these measures, the contracting authority can enhance competition in public procurement and achieve better outcomes for the public interest. 2. Public accountability Public accountability is the principle that public procurement authorities are accountable to the public for their actions and decisions. It implies that they can explain and justify how they conduct public procurement in a manner that is effective, legal, and ethical. Public accountability also applies to the bidders who participate in public procurement, as they are expected to deliver the goods or services according to the contract terms and conditions. Public accountability requires that public procurement is conducted in a fair and transparent way, respecting the principles of non-discrimination, equal opportunity, and value for money. To ensure public accountability, public procurement authorities should: Publish clear and comprehensive information about the procurement opportunities, the selection criteria, the evaluation methods, and the contract award decisions. Provide equal access and treatment to all potential bidders, and avoid any conflicts of interest, fraud, or corruption. Establish effective oversight and control mechanisms, such as internal audits, external audits, complaint systems, and performance monitoring. Engage with relevant stakeholders, such as civil society, media, or other government agencies, to increase transparency and feedback. Public accountability also demands that bidders who win public contracts are responsible for their performance and quality. They should: Comply with the contract specifications, deadlines, and budgets. Report any problems or issues that may affect the delivery of the goods or services. Cooperate with the public procurement authorities in case of audits, inspections, or evaluations. Address any complaints or disputes that may arise during or after the contract execution. By following these practices, public procurement authorities and bidders can enhance public accountability and trust in public procurement. 3. Value for money Value for money is an objective for public procurement. It can be defined in different ways. One way is to say that the purchased product or service has to offer the best combination of price and quality, the five rights, and other benefits such as ethical and social responsibility, reputation, etc. Another way is to say that value for money is achieved when the purchase balances: Economic: The purchase has to get the best price Effectiveness: The purchase has to meet the planned objectives Efficiency: The purchase has to improve the productivity or efficiency in public sector Equity: The purchase has to ensure fairness among beneficiaries To foster value for money, the procurement process should be designed to attract and encourage the participation of as many potential suppliers as possible. Some of the measures that can be taken to maximize value for money are: Define the procurement needs and objectives clearly and realistically, taking into account the market conditions, the budget constraints, and the expected outcomes. Conduct a thorough market research and analysis to identify the potential suppliers, their capabilities, their prices, and their quality standards. Choose the most appropriate procurement method and strategy, such as open, restricted, or negotiated procedures, depending on the complexity, urgency, and risk of the procurement. Establish clear and transparent selection and award criteria, based on the best combination of price and quality, as well as other relevant factors such as sustainability, innovation, or social responsibility. Evaluate the bids objectively and consistently, using the predefined criteria and methods, and document the evaluation process and results. Negotiate the contract terms and conditions with the selected supplier, aiming to achieve the best value for money over the whole life cycle of the contract. Monitor and manage the contract performance and delivery, ensuring that the supplier meets the agreed specifications, deadlines, and budgets. Review and evaluate the procurement outcomes and impacts, measuring the actual benefits and costs against the planned ones, and identifying lessons learned and best practices for future procurements.

Answer 26

Public procurement regulations are the rules and guidelines that govern how public sector organizations buy goods and services from external suppliers. They aim to ensure that public procurement is transparent, fair, competitive, efficient, and accountable. Public procurement regulations can vary depending on the country, the level of government, the type of contract, and the value of the purchase. Some examples of public procurement regulations are the EU directives on public procurement, the US Federal Acquisition Regulation, and the UK Public Contracts Regulations. Additionally, regulations also cover the following aspects: Product safety: The purchased product has to meet the health and safety standards to protect the user from harm or injury. Occupational health and safety: Besides the product, public procurement professionals also have to ensure that the worker who provides the services is safe. The supplier has to comply with the relevant rules on occupational health and safety. Environment: The purchased product has to follow the environmental regulations. It should not emit toxic chemicals or pollution to the environment. Public accountability: The purchase has to be documented and it can be audited and disclosed later. Public procurement regulations can have positive effects on public procurement, such as: Providing clarity and precision for the procurement process and the criteria for selecting suppliers Ensuring consistency and standardization for every procurement activity Promoting fair and transparent treatment of all suppliers and preventing corruption and favoritism Supporting audit and accountability and reducing the risk of fraud and waste Public procurement regulations can also have negative effects on public procurement, such as: Limiting the depth and quality of supplier relationships and reducing the opportunities for cost savings and innovation Stifling innovation and creativity by imposing rigid and complex requirements and procedures Increasing the price and reducing the value for money by discouraging direct negotiation and closer relationship. Creating administrative burden and delays for both purchasers and suppliers by requiring extensive documentation and reporting. You can improve your mark by providing examples to support your answer. The examples should be relevant and specific to the question. You can draw examples from the case study or your own workplace experience.

Answer 27

(a) The private sector is the part of the economy that is run by individuals and companies for profit and is not state controlled. It includes all for-profit businesses, such as sole proprietorships, partnerships, small and mid-sized businesses, large corporations, trade associations, and professional and trade associations. The private sector has a goal of making money and employs more workers than the public sector, which is the part of the economy that is owned or operated by the government. The private sector plays an important role in the economy by providing goods and services, generating tax revenues, creating jobs, and promoting innovation and development. Objectives of private organisations include profit maximisation, securing market share through competitive advantage, improved shareholder value and achieving corporate social responsibility. Impacts of these objectives on procurement and supply chain activities: - Procurement is required to convey value-added activities to improve the performance such as value analysis/value engineering, early supplier evolvement, just-in-time… so that buying organisation’s product and service quality is improved => achieve profit and secure market share. - Procurement is required to focus on saving costs when buying from suppliers, but they also must have an eye on quality and social responsibility - Procurement is required to conform ethical behaviours and comply with company’s policies and procedures - Procurement is required to manage the inventories effectively - Procurement also has a role on ensuring that suppliers comply with ethical and sustainable standards (b) The not-for-profit sector is a part of the economy that consists of organizations that do not operate for the profit, personal gain, or other benefit of particular people. Such organizations are usually dedicated to a specific social cause, such as providing a public service, advancing education, relieving poverty, or promoting religion. Candidates were required to identify three objectives of 'not for profit' organisations and then outline the impact of each on procurement and supply chain activities. These might have included Strategic objectives: These are the objectives that focus on the services provided to the target market or community. They involve identifying the needs of the relevant group and developing programs and projects to meet those needs. For example, a not-for-profit organization that aims to improve the health of children in rural areas may have a strategic objective of providing free vaccinations, nutrition education, and medical check-ups. Financial objectives: These are the objectives that relate to the management of funds and resources to cover the costs and expenses of the organization. They involve raising enough money to fund the activities and fixed costs, as well as establishing reserves for future needs. For example, a not-for-profit organization that runs a shelter for homeless people may have a financial objective of securing donations, grants, and sponsorships, as well as generating revenue from selling goods or services. Operational objectives: These are the objectives that relate to the execution and delivery of the activities and services of the organization. They involve setting quantitative and qualitative performance measures, such as the type, frequency, and quality of the activities and the number of people served or helped. For example, a not-for-profit organization that organizes cultural events for the local community may have an operational objective of hosting at least one event per month, attracting at least 100 attendees, and receiving positive feedback from the participants. Governance objectives: These are the objectives that relate to the compliance and accountability of the organization to its stakeholders, such as the donors, the government, the public, and the members. They involve establishing sound policies and procedures for issues such as compensation, purchasing, human resource, risk management, and reporting. For example, a not-for-profit organization that receives funding from a government agency may have a governance objective of submitting annual reports, audits, and evaluations to the agency, as well as adhering to the rules and regulations of the funding program. Partnership objectives: These are the objectives that relate to the collaboration and cooperation of the organization with other entities that share its vision and mission. They involve building and maintaining relationships with partners that can provide support, resources, or opportunities for the organization. For example, a not-for-profit organization that advocates for environmental protection may have a partnership objective of working with other environmental groups, media outlets, corporations, and schools to raise awareness, influence policy, and promote action. Impacts of these objectives on procurement and supply chain activities: - Procurement is required to achieve best value for money: five ‘rights’ and triple bottom line - Ethical procurement: procurement policies and procedures in ‘non-for-profit’ sector should be transparent and clear. Documentation is key to transparency in this sector: records on donations, gifts and purchased items - Sustainability: procurement must promote sustainable behaviours throughout supply chain

Answer 28

First, student is required to understand the operation in retail sector. Goods are manufactured either domestically or overseas and sold to a wholesaler, who then on-sells them to a retailer. The price paid by the retailer, along with any freight costs, comprises the retailers' ‘cost of goods sold’ (COGS). To cover these costs, the retailer applies a gross margin or ‘mark-up’ to obtain the final sale price charged to consumers. The retailer also incurs expenses in its day-to-day operations, such as labour and rent, as well as marketing, packaging and administration. Consumers in the retail sector are increasingly price sensitive. in response, retailers have had to adjust their pricing behaviour, typically by increasing the size or ‘depth’ of discounts on their products, as well as the frequency. This price competition may also affect the profit margins of retailers as they seek to maintain a ‘lowest price position’ in the market. This could, in turn, influence other business decisions and have wider economic consequences. For example, firms may decide to defer or cancel investment plans, or they may reduce the number of staff they employ or the number of hours their staff work. Some firms are even willing to forego profits to gain market share by ‘loss leading’ or selling products at a loss; this is likely to increase the risk that firms become unprofitable. The objective of profitability impacts on its procurement activities as below A retailer develop a product mix to maximize potential sales from each customer. This mix will change in line with seasons, tastes and fashions. Understand when to increase or decrease vendor orders at certain points of the year, depending on consumer demand. That demand might change based on the season, impending holidays, economic turbulence or market trends. Procurement department need to be good at forecast skill and get in touch with internal stakeholders (manufacturing department, sales department, marketing...), from that working with suppliers to satisfy consumer's demand. Adjusting product mixes to incorporate more own brand or private label products. These products are designed and manufactured by the retailers themselves, which reduces third-party costs. Own brand products also allow the retailer to differentiate their product offering from that of their competitors, affording them a degree of pricing power. Some retailers are also incorporating more premium brands into their product mix that are of a higher quality and attract a higher price and margin. Procurement department collaborates with other department or even their suppliers to do VA/VE in order to reduce costs and improve function during product development. Bottom line thinking: Companies in the retail industry are fiercely competitive. They operate on tight profit margins, thereby, making the task difficult for CPOs. The procurement department needs to be highly efficient in creating a seamless value-added experience for customers. They need to devise effective sourcing and purchasing strategies to achieve VALUE FOR MONEY (right price, right quality, right time, right place and right quantity) Broad assortment: retailers must make available to customers a wide range of products, made by many different manufacturers. The procurement process does not stop when the product is ready to sell. Procurement will track supplier performance, review the contract, and lead continually to negotiations with suppliers to improve terms and conditions or adjust supply as needed. It is an ongoing process that ensures the organization always satisfy customer's demand with reasonable costs. Furthermore, procurement department should keep looking for new suppliers, get in touch with them in stead of depending on one supplier. This will help the buying organization reduce the risk of stock out, the number of order unfulfilled... Improved inventory management and stock monitoring practices have reduced the need to discount as aggressively to clear excess stock, particularly for seasonal products such as summer apparel. Some retailers report this has also been achieved by rationalizing their product range and reducing the number of individual products or ‘stock keeping units’ they sell. Procurement department need to work closely with warehouse workers to decide the quantity of purchased order, using barcode, warehouse management software to manage the stock effectively Vertically integrating supply chains to increase productivity. This occurs when a retailer owns or controls each step along their supply chain, removing third-party intermediaries and reducing costs. in the case, the organization purchases products directly from manufacturers rather than through a wholesaler, allowing them to reduce their COGS and capture wholesalers' margins.

Answer 29

The objective of Mobile S (and any other competitor in the industry) is to increase the market share. To achieve that objective, Mobile S must provide better value preposition to its customers by improving customer services, innovating the products but keeping the price at affordable levels and marketing widely. Procurement is a strategic function in the organization, it can contribute to Mobile S strategy through the following activities: Undertake early supplier involvement: In this industry, technologies are changing rapidly. To get the latest information on trends and technologies, the company should listen to suppliers and customers. ESI is a good way to get the suppliers on board, incentivize them to draw up new ideas and methods. Undertake value analysis/value engineering: To keep the price constant while still provide high quality product, Mobile S can analyse the value of current product and find a way to reduce the cost of production. In this process, procurement can provide ideas on cost saving method such as changing the specifications of components or new suppliers. Standardise the production input: By standardizing, the company can reduce the varieties of input and reach economy of scale in ordering. Use performance specification: Performance specification only mentions the output or outcome of a product or service. It allows the supplier to suggest new ideas or technologies. Then, procurement can use this type of specification to promote innovation. Optimise the inventory level: To mobile manufacturer, inventory is risky and costly. Finished products in stock easily become obsolete if they are not thoroughly managed, while storing high specification mobile devices and components is susceptible to dusk and erosion. Procurement should optimize the inventory level so that the total costs of holding stock is minimal, contributing to Mobile S profit margins. You can also write other ideas as long as your ideas are convincing with reasons and examples.

Answer 30

Manufacturing organisations are businesses that produce goods from raw materials, parts, or components. They use machines, robots, computers, and human workers to transform the inputs into finished products that can be sold to consumers or other manufacturers. Manufacturing organisations can be classified by the type of products they make, such as electronics, automobiles, food, or clothing. They can also be classified by the type of production process they use, such as make-to-stock, make-to-order, or make-to-assemble. Manufacturing organisations are important for the economy, as they create jobs, generate income, and contribute to innovation. Retail sector organisations are businesses that sell goods or services to consumers, either online or in physical stores. They can be classified by the type of products they sell, such as food, clothing, electronics, or books. They can also be classified by the size and scope of their operations, such as small, medium, or large retailers, or local, national, or global retailers. Retail sector organisations are important for the economy, as they provide employment, income, and consumer choice. They also face challenges such as competition, regulation, and changing customer preferences. Characteristics compared included some of the following: materials purchased for transformation or resale, stock holding, demand planning, product range, value and lifecycle, supplier relationships, stakeholder relationships and lead-times. Each comparison must link to the scenario provided.

Answer 31

Third sector organisations are not-for-profit organisations that are independent of government and which deliver services to the public. They include charities, social enterprises, and community interest companies. Some procurement activities in third sector organisations are: Sourcing and selecting suppliers that align with their social or environmental mission Negotiating contracts and prices that ensure value for money Managing relationships and performance of suppliers and partners Evaluating and monitoring the impact and outcomes of their procurements Reporting and communicating their procurement activities and results to stakeholders Students must describe at least three influencing factors which may include the following: Regulatory bodies: for example, Charity Commission (UK) or other relevant bodies that students know. Students must clarify how these regulatory bodies impact on third sector organisation, what are their responsibilities. For instance, Charity Commission has the following responsibilities: Protecting charities from abuse or mismanagement Enabling trustees to run their charity effectively Encouraging greater transparency and accountability by charities Operating as an efficient, expert regulator with sustainable funding Ethical issues: Third sector organisations spend money that has been entrusted to them to promote social, environmental, or cultural causes. TSOs should be extremely cautious in their budgeting to show that the best value for money has always been achieved. Therefore, ethical standard is a concern to third sector organisations. Ethical issues may consist of the following: Gift and hospitality policy: as budgets of TSOs are largely based on donation and gifts, these donations should be recorded to ensure that the donors are not looking for influence any decision making or “buy” the charity’s business and loyalty Procurement should have an appropriate professional manner and act ethically. All suppliers should be treated equally and transparently. Transparency in documentation: all documents should be carefully recorded and stored. If this is done, then procurement professional will act correctly Limited resources: What a TSO must ensure is that procurement offers exceptional value for money. This is because the funding has been donated or generated by levies. Since finances are often stressed procurement should be key. Values of stakeholders: A TSO has different groups of stakeholders: internal stakeholders including management team, trustees, employees, and volunteers etc; external stakeholders including the community, donors, government, and media etc. The interaction between the TSO and stakeholders can strengthen the cause. To align the stakeholders’ values and the organisation’s value, TSO should create their own procedures which are in keeping with their values, missions, and objectives. Students can describe a relevant example.

Answer 32

This type of question often amazes students in the exam. While most students think regulations only apply to public sector, in fact, private and third sector organisations also operate within regulatory framework. This framework may include: Consumer protection Health and safety standards Contract regulations, such as UK's Unfair Contract Terms Act or Misrepresentation Act Employee protection Environmental regulations Anti-bribery Antitrust (or competition) regulations and many more A good approach to answer this question would be analyse the impact of each regulatory area on procurement activities. For example: Consumer protection legislation holds the manufacturer or retailer liable for defective product that is harmful to the consumers even when they don't directly sign the contract with the consumers. Because of that, the quality of the product should be well managed from raw materials. Procurement must assure that they purchase the right quality. The specification must state the relevant standards that suppliers have to conform. Furthermore, each delivery should be checked on defects. On the other hand, the organisation may pass the risk to the supplier by using indemnity clause in the contract. Health and safety standards: Besides the health and safety of the consumers, the safety of employees and visitors should also be taken care of. Procurement needs to know relevant standards and requirements in health and safety, and purchase necessary equipment. For example, in hazardous working environment such as construction site or lab, personal protective equipment (helmets, gloves, gowns, facemasks, ropes, etc.) is compulsory. Procurement may also consider insurance policies for potential hazards. Contract regulations: Under some legislations such as Unfair Contract Terms Act or Misrepresentation Act, contract terms and conditions can be partially or wholly voidable due to construction errors. To avoid this situation, procurement should be careful with the standard terms as well as the actions leading to the contract. Transparency, good faith and fairness are key principles to avoid costly law suits. Environmental regulations: Environment is one of the key issues that attracts a lot of attention from the public. Environmental regulations are more and more tightened. To ensure the compliance and avoid public scrutiny, procurement can embed environmental standards and performance in the specification, in KPIs and SLA for the suppliers. When an asset reaches the end of its life and needs to be disposed of, procurement should make a plan to handle hazardous chemicals. Anti-bribery regulations: A business can be fined if it is found trying to bribe foreign officials. Corruption practices also associate with human right abuses, tax evasion and inefficient projects. Procurement, and the company as a whole should develop code of conduct and other policies to keep malpractices in check. Regular audit will also reduce the risk of bribery and corruption.

Answer 33

A large grant can be a great opportunity for a non-profit charity, but it can also bring some challenges and risks. Some of the risks that Hope Foundation might face are: Legal and tax issues: They had to make sure that the donation was legitimate and that they complied with all the laws and regulations regarding charitable donations. They also had to report the income and expenses to the authorities and pay taxes if applicable. Fraud and theft: They had to protect their bank account and assets from hackers, scammers and thieves who might try to access or steal their money. They also had to be careful about who they trusted and hired, as some people might have ulterior motives or hidden agendas. Accountability and transparency: They had to ensure that they used the money wisely and effectively, and that they reported their activities and outcomes to the donor, the public and other stakeholders. They also had to avoid any conflicts of interest or ethical dilemmas that might compromise their integrity or reputation. Sustainability and impact: They had to plan for the long-term and avoid becoming dependent on one source of funding. They also had to measure and evaluate their impact and make sure that they were making a positive difference in the lives of the people they served. Donor influence: The donation is so large that the Foundation might feel pressured to align with the benefactor’s agenda. The donor might try to interfere with or redirect the Foundation’s activities. Hope Foundation might compromise its autonomy and mission. To mitigate these risks, the Hope Foundation decided to implement some procurement best practices, such as: Conducting due diligence: They verified the identity and credibility of the donor and checked the source and origin of the funds. They also consulted with legal and financial experts to ensure that they followed all the rules and regulations. Establishing policies and procedures: They developed clear and consistent policies and procedures for managing the donation and spending it on their programs. They also created a budget, a timeline, a risk register and a contingency plan. Furthermore, the Foundation should communicate clearly with the donor about their donation policy. It shall not fall under influence of the donor. Implementing internal controls: They set up a separate bank account for the donation and assigned authorized signatories. They also installed security systems and software to protect their data and assets. They also conducted regular audits and reviews to monitor their transactions and performance. Communicating effectively: They communicated regularly with the donor and updated them on their progress and achievements. They also published annual reports and financial statements on their website and social media platforms. They also engaged with their staff, volunteers, beneficiaries, partners and donors to solicit feedback and suggestions. Evaluating outcomes: They defined clear goals and indicators for their programs and measured their results against them. They also conducted surveys, interviews, focus groups and case studies to collect qualitative data. They also used external evaluators to conduct independent assessments.

Answer 34

Procurement and Supply Cycle is an important part of L4M1 study guide as well as other modules. It is a structured process that instructs the actions to be taken in any procurement. It summarises the best practice from CIPS and is refined through time. In the exam, you may see the questions like Describe FIVE (or THREE, FOUR) (Pre-contract award or Post-contract award) stages of the Procurement and Supply Cycle. To answer this question, you should structure your points as the following: The name of the stage The actions to be taken within that stage The benefits of undertaking the stage correctly (Optional) The risks of not undertaking the stage correctly In this guide, we will write each stage in the same manner. Each stage will have three or four points. Defining Business Needs and Develop Specification Defining needs is the first stage of the Procurement Cycle At this stage, procurement team receives the requisition from the users. The team will clarify the needs and work collaboratively with the internal stakeholders to produce a detailed specification. Depending on the situation, the specification can be conformance or performance one. If the stage is undertaken correctly, the organisation will avoid the risk of over or under-specification. A specification is also drafted and ready to communicate with the supplier. This will facilitate the process of supplier selection and delivery. This stage also assists the achievement of right quality. Market Analysis and Make or Buy Decision Market analysis is the second stage of the Cycle. At this stage, the procurement professional will analyse the market to establish the following information: Number of available suppliers Supply and Demand for the product/ service Options from different suppliers The average cost and price of the target product/service Different market forces that shape the supply market Other market matters: currency exchange rate, lead time, seasonal features of product/service... If the market condition is unfavourable (the market is monopoly, the price is still high, etc.), the buyer may consider to Make the product in-house. This stage will enable the buyer to get market insight and gain the upper hand in negotiation. It also assists the buyer to select the best strategy to select the supplier. Developing strategy and plan is the third stage within the Cycle. At this stage, the buyer decides which process should be used to select the supplier for the upcoming project. The processes may differ from organisation to organisation, but basically, we may opt one among the following four options: Request for quotation: This process is simple and suitable for low value and low risk purchase. Open tendering: This process maximises the competition among the suppliers. It should be used with large purchase, clear specification and the impact of the failure is relatively low to the organisation. Restricted tendering: This process only calls for tender from shortlisted suppliers. It is suitable for high value and high risk purchase with clear and well defined specification. Negotiated tendering (or Request for proposal): This process is often used when the buyer is unable to produce a technical specification. The buyer will asks for supplier's idea on how to undertake the project then select the one with best value for money offer. If this stage is correctly undertaken, the buyer will have a supplier selection plan that will bring value for money. The process should balance between the time to select supplier and the competition. Market testing is the fourth stage of the Cycle. At this stage, the buyer will assess the micro and macro environmental factors to decide whether it is the right time to make a purchase. Furthermore, the buyer may decide to edit the specification to response better to market change. A purchase can be postponed when: The exchange rate is unfavourable for the buyer The demand for final product is off-peak There is upcoming regulation which may changes the legal requirements of the final product. This stage may help the organisation to save time and effort by postponing the unnecessary purchase. The fifth stage is developing documents and finalising specification. At this stage, the buyer will develop relevant documents that assists the supplier selection process. The documents include: Invitation to tender or Request for quotation Draft contract terms and conditions Specification KPI, SLA and other performance management framework If this stage is done correctly, the buyer will have some tools to manage performance of the supplier. On the other hand, the documents are official way to communicate with the supplier and promote the buyer's transparency. With other stages, you should analyse them as our template above.

Answer 35

Stock and non-stock purchases are two ways of categorising purchases based on whether the items can be stored in a warehouse or not. Stock purchases are for tangible assets, such as raw materials, components or finished products, that can be kept in inventory until they are needed. Non-stock purchases are for intangible assets, such as software and patents, or services, such as consulting and maintenance, that cannot be stored in inventory. Stock purchases have the following characteristics and implications for procurement: Stock items can be classified into three categories: raw materials (or components), work in progress (WIP) and finished goods. These categories reflect the different stages of the production process and help procurement to plan and manage the inventory levels and replenishment cycles for each category. The main purpose of stock purchases is to ensure that the customers can get what they want when they want it, which is also known as service level. High service level means that the demand can be met without delay or shortage. However, holding stock also incurs costs, such as storage, handling, insurance, depreciation and obsolescence. Therefore, procurement needs to balance the trade-off between service level and inventory costs by using various methods and tools, such as just-in-time (JIT), material requirements planning (MRP), enterprise resource planning (ERP) and forecasting. Holding stock for too long may result in redundancy and obsolescence. Redundant stock is excess inventory that is not needed or cannot be sold due to changes in demand or product specifications. Obsolete stock is inventory that has become outdated or unusable due to technological advances or changes in customer preferences. Both types of stock reduce the value of inventory and may require disposal costs. 'Buying for stock' policy may be appropriate in the following five situations: When the demand for the items is stable and predictable. This allows the buyer to plan and order the optimal quantity and frequency of stock purchases, avoiding shortages or excesses. Buying for stock can also help the buyer to take advantage of economies of scale, discounts, or bulk pricing offered by the suppliers. When the lead time for the items is long or uncertain. This means that the time between placing an order and receiving the items is too long to meet the customer demand or production schedule. Buying for stock can help the buyer to reduce the risk of delays, disruptions, or quality issues in the supply chain. When the items are perishable or seasonal. This means that the items have a limited shelf life or are only available at certain times of the year. Buying for stock can help the buyer to secure the supply of these items before they expire or become scarce, and to meet the peak demand during certain periods. When the items are strategic or critical. This means that the items are essential for the core business activities or competitive advantage of the buyer. Buying for stock can help the buyer to ensure the availability and quality of these items, and to protect them from price fluctuations, supply shortages, or market changes. When the cost of holding stock is low. This means that the buyer has enough storage space, facilities, and resources to keep the items in good condition and secure them from theft, damage, or obsolescence. Buying for stock can help the buyer to save on transportation, ordering, and transaction costs associated with frequent purchases. Non-stock purchases have the following characteristics and implications for procurement: Non-stock items are usually consumed or used immediately after they are purchased or delivered. Therefore, they do not require inventory management or storage space. However, they may require more frequent ordering and delivery arrangements, which may increase transaction costs and coordination efforts. Non-stock items are often more complex and customized than stock items. They may involve specifications, contracts, service level agreements (SLAs) and performance indicators. Therefore, procurement needs to conduct more extensive market research, supplier evaluation and negotiation to ensure that the non-stock items meet the quality, cost and delivery requirements. Non-stock items may have a higher impact on the value proposition and competitive advantage of the organization than stock items. For example, software and patents may enhance the innovation and differentiation of the products or services offered by the organization. Services may improve the customer satisfaction and loyalty. Therefore, procurement needs to align the non-stock purchases with the strategic goals and objectives of the organization.

Answer 36

A possible topic for L4M1 exam is how to apply supply chain management (SCM) approaches in managing procurement. SCM approaches are methods or strategies that aim to optimize the flow of materials, information and money across the supply chain, from the suppliers to the customers. Some of the common SCM approaches are: Just-in-time (JIT): This is an inventory management method that reduces inventory holding costs by receiving goods from suppliers only as they are needed in the production process. Value analysis and value engineering: These are techniques that examine the production, purchasing and product design processes to identify and eliminate unnecessary costs and improve the value offered to the customers. Lean and agile approach: These are contrasting methods that focus on different aspects of customer value. Lean approach eliminates waste and streamlines the production process, while agile approach emphasizes flexibility and responsiveness to changing customer demand. Total quality management (TQM): This is a management method that ensures quality in every aspect of the supply chain, from product design to delivery, by involving all stakeholders in continuous improvement and error prevention. Supply chain partnership: This is a collaborative relationship between buyers and suppliers that involves sharing information, resources, risks and benefits to achieve mutual goals and enhance performance. The benefits of applying SCM approaches in procurement are: Reduced costs: By eliminating waste, optimizing inventory, implementing cost reduction programmes and collaborating with suppliers, procurement can lower the total cost of ownership and increase profitability. Improved responsiveness: By aligning the supply chain with customer demand, procurement can deliver products and services faster and more accurately, enhancing customer satisfaction and loyalty. Access to resources and capabilities: By working closely with suppliers, procurement can leverage their expertise, technology, innovation and market knowledge, creating competitive advantage and value for the customers. Enhanced quality: By implementing quality standards, monitoring performance, conducting audits and feedbacks, procurement can ensure that the products and services meet or exceed customer expectations and comply with regulatory requirements. Improved communication: By sharing information, integrating systems, establishing trust and transparency, procurement can improve coordination, planning and decision making across the supply chain.

Answer 37

A: Procurement, purchasing and supply are related but distinct concepts that describe the roles and responsibilities of procurement professionals. These concepts differ in the scope, value and impact of their activities on the organization’s performance. Procurement is a strategic function that oversees the entire process of acquiring goods and services for the organization. Procurement involves various tasks, such as planning, sourcing, negotiating, contracting, ordering, delivering, paying and managing suppliers. Procurement aims to optimize the quality, cost, risk and sustainability of the organization’s inputs. Procurement can contribute to the organization’s competitive advantage and profitability by reducing expenses and enhancing efficiency. Purchasing and supply are operational activities that are part of the procurement function. Purchasing is the act of buying goods and services from suppliers based on contracts or orders. Supply is the act of ensuring the timely and accurate delivery of goods and services to customers or internal users. Purchasing and supply are essential for meeting the organization’s needs and expectations, but they are not strategic functions. For low-value or low-risk items, procurement can delegate or automate the purchasing and supply activities to save time and resources.

Answer 38

A: (a) The terms (i) supply chain management, (ii) logistics, and (iii) materials management are related to the process of moving goods and services from the source to the customer. However, they have different meanings and scopes. (i) Supply chain management (SCM) is the centralized management of the flow of goods and services and includes all processes that transform raw materials into final products. By managing the supply chain, companies can cut excess costs and deliver products to the customer faster and more efficiently. SCM involves planning, sourcing, manufacturing, delivering, and returning activities across multiple organizations and locations. (ii) Logistics is the aspect of SCM that deals with the procurement, maintenance, and transportation of military or commercial resources. Logistics includes the activities of ordering, receiving, storing, handling, packaging, and distributing goods and materials. Logistics aims to ensure that the right products are available at the right place, time, quantity, quality, and cost. (iii) Materials management is a subset of logistics that focuses on the planning and control of materials flow within an organization or a production process. Materials management includes functions such as procurement, inventory management, production planning, quality control, and material handling. Materials management aims to optimize the use of materials and minimize waste and inventory costs. (b) A supply chain network is a set of interconnected organizations that participate in the creation, delivery, and consumption of a product or service. A supply chain network can be seen as an extension of the basic supply chain concept that takes into account the complexity and interdependence of multiple supply chains in a global context. A supply chain network can be represented by a graph or a model that shows the links and flows between different entities such as suppliers, manufacturers, distributors, retailers, and customers. The benefits of viewing the connections between purchasers and suppliers in terms of a supply chain network are: It can help identify potential opportunities for collaboration, coordination, and integration among supply chain partners. It can help analyze the performance, efficiency, and resilience of the supply chain as a whole and its individual components. It can help design and optimize the supply chain network structure and configuration to achieve strategic objectives such as cost reduction, customer satisfaction, quality improvement, risk mitigation, and sustainability. It can help monitor and manage the supply chain network operations and dynamics in response to changing market conditions and customer demands.

Answer 39

A: Before issuing an Invitation to Tender (ITT), a buyer needs to identify potential suppliers who can meet their requirements and offer the best value for money. There are various sources of information that a buyer can use to find suitable suppliers, such as: Existing database A buyer can use their existing database of suppliers who have worked with them before or have been pre-qualified for certain contracts. This source can provide reliable information on the suppliers’ competence, quality, and capacity. However, relying only on this source may limit the buyer’s exposure to new and innovative suppliers who are not in the database. Trade fair/exhibition A buyer can also attend trade fairs and exhibitions that showcase new products and technologies in their industry. This is an opportunity for the buyer to discover new potential suppliers and learn about the latest trends in the supply market. The buyer can also interact directly with the suppliers’ representatives and employees and ask questions about their products and services. However, trade fairs and exhibitions may not be available for every industry and may incur costs for the buyer. B2B marketplace Another source of information that a buyer can use is the B2B marketplace, which is a website that lists potential suppliers in different industries. The buyer can easily browse and filter the suppliers according to their criteria, such as location, price, rating, etc. This method is cheap and convenient for the buyer, but it also has some drawbacks. The suppliers listed on the B2B marketplace are not verified or qualified by any authority, so the buyer may face higher risks of fraud and counterfeit if they do not conduct due diligence. Internet search The most general source of information that a buyer can use is the internet search engine. The buyer can enter a keyword related to their needs and find the websites of various suppliers. The buyer can then explore the suppliers’ information, such as product range, quality standards, testimonials, etc. This method allows the buyer to reach a larger pool of suppliers or target specific niches or regions. However, this method also requires due diligence from the buyer, as the internet search results may include incompetent or fraudulent suppliers.

Answer 40

Direct and Indirect expense comparison is a common question in L4M1 exam. For this type of question, you should compare the following aspects: The origin or definition of the expense The impact of the expense on overall quality, profit of a company The activities that may generate that expense (Optional) The way in which procurement should manage the expense Direct expense is the costs that associate directly with the end-product or service. For a manufacturing company, direct expense includes raw materials or components and direct labour. For a retail firm, this category includes the product for resell. Direct expense can have a tremendous impact on the organisation. It contributes directly to the quality of the final product. If the direct items are managed effectively, the customers will be satisfied with the product and customer service. Furthermore, by some measure, in manufacturing companies, direct spend can account 60% of total spend. Any saving on direct spend is equal to an increase in gross profit. Direct expense often associates with primary activities in Porter's value chain model, including Inbound logistics, Operations, Outbound logistics, Sale & Marketing and After Sale service. There are many methods to manage direct expense effectively. For example, the buyer can standardise the specification of the component so that it can provide the expected outcome. Or the buying organisation can use MRP system to track and calculate the number of direct items that needs to be purchased. Indirect expense is the spend that does not contributes directly to the final product or service, but it is necessary for the organisation's operations. This category often includes wages for administrative staff, premise rental, investment on machinery... Though indirect expense doesn't contribute directly to the final product, it still plays a role in maintaining the operations and improve the productivity of the whole organisation. For example, the organisation decides to purchase ERP software to collect and process data from different departments. Indirect expense originates from Secondary activities in Porter's Value chain model, including Infrastructure, Human resources management, Technological development and Procurement. In procurement context, indirect expense is vast and contains a lot of smaller categories, such as stationary supplies, MRO, capital purchase, supporting services (consultancy, accounting, legal, audit,...). Procurement department should divide this group into subcategories and manage them differently. For high value and high risk one-off purchase (such as capital purchase), it should be engaged by a cross-functional team. Otherwise, for low value and low risk items (such as stationary supplies), other stakeholders can be assigned to make their own request.

Answer 41

The questions on this topic tend to be one of the following: Analyse the added value of Five Rights Explain the benefits of Five Rights Describe the actions that could be done to achieve the Five Rights in the given scenario. When writing about the Five Rights, you are expected to describe the following: The definition of the right Benefits of achieving the right The losses (or risks) if the organisation doesn't achieve the right How procurement department can achieve the right. Right quality means that the acquired product/service is fit for purpose. In other words, the product/service effectively solve the problem that the organisation expects it to solve. For example, you are procurement specialist at a toothbrush manufacturer. Your marketing team reports that the customers prefer softer brittles. To push sales and expand the market share, you need to source the soft brittles from the supplier. If the supplier delivers the product that meets such requirements, they are giving you the right quality. Achieving right quality can bring tremendous benefits to the buyer: The internal as well as external customers will be satisfied with the solution Your company gains competitive advantages due to higher product quality Your organisation won't incur the unnecessary costs. On the other hand, not achieving right quality can lead to the following consequences: Your organisation incurs more costs to reorder the product and dispose the unfit ones Customers become dissatisfied Your reputation can be damaged due to low quality To achieve the right quality, procurement department can employ the following approaches: Develop the right type of specification and involve the participation from relevant stakeholders (i.e. the end-user, technical department, suppliers,...) Check the quality of purchased product/service when it is delivered to the buyer. Right quantity means that the buying organisation purchase the correct quantity of product or service, not too much or too little. Achieving the right quantity will enable the buying organisation to reduce costs and meeting the requirements on time. If the organisation purchase the wrong quantity, the following consequences may happen: It incurs more costs to order more inventories (in case of insufficiency) or more costs to store the extra inventories (in case of overabundance) The excess stock may become obsolete or redundant, which reduces its value dramatically When the stock is insufficient, the production line may stop, which leads to loss of customers and orders. To purchase the right quantity, the following methods can be done: Using software (MRP, MRP II, ERP) to manage the inventories and demand Forecasting the demand methodologically Adopting JIT approach where applicable Storing more safety stock to prevent stockout Right price is not about purchasing the product or service at the lowest price, but about bringing the value for money to the organisation. The acquired product or service brings the value that matches its costs. Achieving the right price will optimise the operating costs in the long run. Right price is not only about the purchase price, but also about other elements that form the total cost of ownership. When the right price is not achieved, as a result, the organisation incurs more costs, and maybe running at a loss. To achieve the right price, the following actions can be done: Defining the correct specification so that it is not over-specified, which lead to unnecessary costs Before any purchase, the procurement department should analyse the market, the costs and prices of the solution The buyer should maximise the use of competitive tendering and e-tendering when purchasing high value items The buyer should pool the needs when applicable to achieve economy of scale Negotiation should be undertaken methodologically. Also, in international trade, the buyer should pay attention to currency exchange fluctuation and relevant Incoterms in the contract. Right time and right place are pretty simple. It means that the product or service should be delivered at the correct time and location. Achieving these rights will enable the buying organisation to operate smoothly without disruption. On the other hand, not achieving right time will lead to more costs to purchase the product at urgency or store the stock when it is not used. Not achieving right place also incurs more costs to deliver the products to the correct location. Both can disrupt the production line and risks the loss of customer's goodwill. Achieving right time and right place requires the following: Specific and rigorous planning Frequent communication with the suppliers

Answer 42

A: Digitalisation has been benefiting the business in recent years. In procurement, there are many electronic systems are being used and each one provides different function. In the following paragraphs, five different systems shall be introduced and explained: E-requisition: E-requisition is used to help the user to create and communicate the need to procurement department. Like paper requisition, the system requires the user to enter information such as the name for product and description, quantity, expected delivery date, purpose, etc. Then the user can submit for approval from line manager and it will be sent to procurement. This system provides a secured and quick way to exchange information between the users, line manager and procurement. It also helps to reduce errors, track the status of requisitions, and enforce compliance with policies and procedures. E-catalogue: Basically, e-catalogue is a database of products or services. The user can browse and read the description and detailed specification of the product. The product name (or SKU) can be used as reference in requisition and purchase order. E-catalogue can be directly connected from supplier’s website or an independent database which is created, maintained and updated by the buying organisation. Using e-catalogue will save time for creating specification and speed up the purchase. It also helps to standardize the products or services, negotiate better prices with suppliers, and improve spend visibility and analysis. E-sourcing: An e-sourcing system serves different functions. First, it serves as a database for suppliers. The buyer can search for the information about suppliers who work with them before. It can show the supplier’s contact and qualification, as well as comment about previous performance. When the buyer has a need for sourcing, they can filter suppliers based on expertise and send email notification to the selected ones. Second, e-sourcing also offers tendering and auction functions, where suppliers can submit their tenders or bids. Buyer can receive tenders and bids in real time. They can easily compare or assess different offers from suppliers. Using e-sourcing facilitate the communication with suppliers and supports buyer in tender evaluation and assessment. It also helps to increase transparency, competition, and innovation among suppliers. E-ordering: E-ordering is a tool for creating and sending the order to suppliers. When the buying organisation wants to place a purchase order, traditionally procurement professional can either send an email to supplier, send a fax, or send a physical mail to supplier’s address. All of these methods will require the buyer to devise a form which details all information regarding the order. In e-ordering system, rather than devise a new form or edit an existing one, buyer only needs to fill the information and click send or submit. The system will either directly communicate with supplier’s system, or compose an email which includes all details of the order. It will reduce the time for preparing and communicating the order to supplier. It also helps to improve accuracy, efficiency, and traceability of orders. E-payment: E-payment is a tool to make payment online. It can be done everywhere, as long as the buyer has a device with internet connection. E-payment will speed up the payment and improve supplier’s trust. It also helps to reduce transaction costs, enhance security, and integrate with other systems such as accounting or inventory management.

Answer 43

A: (a) Electronic systems are increasingly popular in many aspects of business. Procurement is no exception to this trend. There are many software systems that support procurement functions, such as e-requisition, e-catalogue, e-sourcing, e-ordering, and e-payment. These systems can bring benefits to the organization, such as: Quicker processing: Electronic systems can automate and streamline procurement processes, such as sourcing, purchase orders, invoicing, and payments. This can help the organization save time and money, as well as reduce errors and waste. Traceability: Electronic systems can provide real-time visibility and access to all spend data. This can help the organization monitor and control its spending, as well as identify opportunities for savings and improvement. Electronic systems can also track the status of requisitions, orders, deliveries, and payments, and provide alerts and reminders for due dates and actions. Transparency: Electronic systems can increase transparency by providing real-time feedback and evaluation of suppliers. This can help the organization select and manage the best suppliers for its needs, as well as foster better collaboration and communication. Electronic systems can also increase transparency by enforcing compliance with policies and procedures, and preventing fraud and corruption. Instant communication with stakeholders: Electronic systems can facilitate communication with internal and external stakeholders, such as employees, managers, suppliers, and customers. Electronic systems can allow stakeholders to access information and documents online, exchange messages and documents electronically, and participate in online tendering and auctioning. This can improve efficiency, accuracy, and satisfaction among stakeholders. Support data analytics: Electronic systems can generate and store large amounts of data that can be used for data analytics. Data analytics can help the organization gain insights into its procurement performance, such as spend patterns, supplier performance, contract compliance, risk management, etc. Data analytics can also help the organization make data-driven decisions and optimize its procurement strategy. (b) Applying electronic systems to an organization that previously uses manual systems can be challenging. Some of the costs or challenges that may arise are: Initial investment: Implementing electronic systems for procurement requires purchasing, installing, and maintaining the software and hardware needed to run the system. The organization may also need to train its staff on how to use the new system and adapt to the changes in workflow. The implementation cost may vary depending on the size and complexity of the organization and the system chosen. Resistance to change: Implementing electronic systems for procurement may encounter resistance from some stakeholders, such as employees, suppliers, or customers. Some people may prefer the old way of doing things or fear losing their jobs or power due to automation. The organization may need to address these concerns by communicating the benefits of the new system, providing incentives and support, and involving them in the change process. Data security: Implementing electronic systems for procurement involves storing and transmitting sensitive data, such as financial information, contracts, and personal details. The organization needs to ensure that the data is protected from unauthorized access, modification, or loss. The organization also needs to comply with relevant laws and regulations regarding data privacy and security. Integration: Implementing electronic systems for procurement requires integrating the system with other existing systems, such as enterprise resource planning (ERP), accounting, and customer relationship management (CRM). The organization needs to ensure that the integration is seamless and compatible, and that the data is consistent and accurate across all systems. The organization also needs to manage the updates and upgrades of the system without disrupting the business operations. Supplier adoption: Implementing electronic systems for procurement requires engaging with suppliers who can use the system to communicate and transact with the organization. The organization needs to persuade the suppliers to adopt the system and provide them with training and support. The organization also needs to monitor the supplier performance and compliance with the system.

Answer 44

A: Procurement and supply are strategic activities that require the collaboration of different stakeholders, such as internal customers, suppliers, finance, legal, and quality departments. To facilitate such collaboration, the organisation should have a structured process that guides the procurement and supply functions from planning to execution. A structured procurement and supply process is a process that is clearly written down and provides clear instructions for anyone involved. The tasks for each individual are well defined: Everyone knows what to do at each step of the process. The process also defines the roles and responsibilities of each stakeholder, the criteria and methods for evaluation and selection of suppliers, the tools and techniques for negotiation and contracting, and the measures and indicators for performance management. A structured procurement and supply process will bring many advantages to the organisation, which include: Better collaboration: A well-written sourcing process will instruct the team members what tasks to perform at each step. This will enable cooperation and higher productivity among different functions and departments. It will also improve the communication and alignment with the suppliers, as they will know what to expect and how to deliver. Support the training: Structured sourcing process clearly defines which steps to follow. The new members of the team can easily learn from the document and from projects that they participate in. They can also refer to the best practices and lessons learned from previous projects to improve their skills and knowledge. Improve the transparency: Stakeholders can know what steps to follow and how decisions are made in structured sourcing process. This also improves the trust and reduces the risk of bribery and corruption. The process ensures that all suppliers are treated fairly and ethically, and that all transactions are recorded and traceable. Improve supplier’s trust: Since suppliers know the logical steps of the process and how decisions are made, they will understand and agree with the decisions from the buyer. Furthermore, all suppliers are treated in a consistent way. In long run, clear process will attract more suppliers, especially new and innovative companies that can offer value-added solutions. Enable audit trail: A written process can be used as a benchmark in audit. The auditor checks whether the procurement team undertakes all due diligence steps to deliver the outcome. Every step must be recorded and will be subject to later investigation. The audit can also provide feedback and recommendations for improving the process. Conflict between compliance and achievement of added value A structured sourcing process can bring tremendous benefits to an organisation, such as cost reduction, risk management, supplier performance improvement, and value creation. However, too much emphasis on compliance with the process can backfire and create negative consequences. Some of the drawbacks of rigid compliance are: The process becomes too rigid and the organisation becomes too bureaucratic. This can slow down the procurement department and hinder its efficiency and effectiveness. Communication with the suppliers can be restricted due to bureaucratic obstacles, such as excessive paperwork, approval delays, or rigid specifications. Innovation may not be considered or encouraged because it conflicts with the current process or requires more flexibility and creativity. The organisation becomes resistant to change and complacent. The compliance to the process becomes an end in itself and all departments just work to achieve compliance without questioning its relevance or value. Adapting to changing market conditions and customers’ needs can be overlooked or ignored. The organisation may lose its competitive edge or miss opportunities for improvement or growth. The organisation sets inappropriate or unrealistic targets, such as emphasizing only on cost savings for procurement. To achieve this objective, procurement professionals can become stressed and overlook other factors in purchasing, such as total cost of ownership (TCO), quality, innovation, or sustainability. This can lead to suboptimal decisions or outcomes that may harm the organisation in the long run. To overcome rigid compliance with the process, procurement and the organisation can apply some remedies. They may consider to have regular reviews of the process and apply changes where applicable. They may also involve stakeholders from different departments and levels in the design and implementation of the process to ensure its alignment with the organisational goals and strategies. In some cases, to convince the stakeholders to adopt a better process, the organisation can establish a new team who will use a new working process as a pilot project. From the positive results achieved in the experiment, stakeholders can agree to change the status quo or adopt best practices.

Answer 45

Definition In general sense, governance includes the structure, policies, processes and procedures to control and direct an organisation. In procurement, governance has the same elements. It needs hierarchy, division of tasks and reporting line to clearly define the roles of each member. It needs policies to direct and instruct the actions of members. It needs processes and procedures so that the members understand what to do when they need to fulfil a task. Barriers to good governance in procurement Procurement can only work effectively when it has good governance. Unfortunately, good governance is not a windfall. It needs support and infrastructure. There are many barriers to good governance in procurement. Lack of support from senior management: Senior management is the top decision maker within an organisation. Without their support, procurement is not able to achieve good governance. New policies can be vetoed by the Board, power structure can be replaced by their decision, process can be amended… Lack of co-operation from stakeholders: Procurement doesn't work alone in an organisation. It needs co-operation from other stakeholders. Without their support, it is impossible for procurement to finish any tasks. Poor ICT and system integration: Good governance depends on good communication. Communication requires infrastructure like ICT system. Without a good system, good governance is unachievable. Information can be siloed. Team members may not know about their role or how to undertake a project. Lack of clarity on model, structure and policies: Three major components of good governance is structure, policies and processes. Lack of clarity in these elements will confuse the team member and reduce the collaboration. Lack of resources: Implementing good governance is not free. It requires investment in designing, training and deploying. Without financial and human resources, good governance is very hard to achieve. The project for changing governance may fail. Lack of coherence and co-ordination within procurement: Good governance is unachievable without the co-ordination from team members. Even the best model and structure still collapses under constant conflicts. It is necessary to develop the relationship and trust among team members when applying good governance structure.

Answer 46

A: Conflict of interest is a situation where a person’s personal interest or benefit may affect their professional judgment or actions in an unfair or unethical way. For example, in procurement, a conflict of interest may occur when a procurement officer has a financial stake in one of the bidding companies, or has a close relationship with one of the bidders, such as a family member or a friend. This may influence the procurement officer to favor that bidder over others, or to disclose confidential information that may give them an advantage. This would violate the principles of fairness, transparency, and integrity in public procurement. To avoid conflict of interest in procurement, it is important to have clear policies and guidelines that define what constitutes a conflict of interest, and how to disclose and manage it. Procurement officers should declare any potential or actual conflict of interest before participating in any procurement process and should recuse themselves from any decision-making that may involve such a conflict. Procurement authorities should also monitor and audit the procurement process to ensure that there is no undue influence or bias in the evaluation and award of contracts. Additionally, there should be mechanisms for reporting and investigating any allegations of conflict of interest, and for imposing sanctions for any violations.

Answer 47

A: The CIPS Code of Conduct is a set of rules that instructs procurement professionals around the world to comply with the best ethical standards. The Code of Conduct has five key areas of concern: Enhance and protect the standing of the profession. Procurement professionals must refrain from unethical conduct that would bring the profession or CIPS into disrepute, such as accepting bribes, gifts, or hospitality that could influence their business decisions. They must also avoid any conflict of interest or appearance of impropriety in their private or professional activities. Maintain the highest standard of integrity in all business relationships. Procurement professionals must not use their position for personal gain or provide inaccurate or misleading information. They must ensure genuine and fair competition and be honest and respectful in their dealings with all stakeholders, including suppliers, customers, colleagues, and the public. They must also actively support and promote corporate social responsibility (CSR) and avoid any business practices that might harm others or the environment. Promote the eradication of unethical business practices. Procurement professionals must raise awareness about ethical issues and bring bad behaviour to light within their organisation and supply chain. They must commit to eradicating unethical practices such as bribery, fraud, corruption, and human rights abuses, such as modern slavery and child labour. They must also comply with all relevant laws and regulations in the countries where they operate, either directly or indirectly. Enhance the proficiency and stature of the profession. Procurement professionals must continuously develop and learn new skills and knowledge to improve their performance and competence. They must also support the training and development of younger or less experienced professionals and share best practices and insights with their peers. They must also use procurement strategies to drive unethical practices from the supply chain and ensure procurement decisions minimise any negative impact on human rights and the environment. Ensure full compliance with laws and regulations. Procurement professionals must comply with all applicable laws and regulations in their jurisdiction and respect the legal rights and obligations of their contracts. They must also use electronic systems to facilitate transparency, efficiency, and accountability in their procurement processes. They must also practice due diligence in all their business undertakings and report any breaches or violations of the law or the Code of Conduct. The CIPS Code of Conduct is a voluntary code that can be adopted by any organisation or individual who is a member of CIPS or who wants to demonstrate their commitment to ethical procurement and supply practices. By following the Code of Conduct, procurement professionals can enhance their reputation, credibility, and value as well as contribute to the social good.

Answer 48

A: Procurement policies are the rules and guidelines that govern how public or private organizations acquire goods and services from external suppliers. Procurement policies should be designed to achieve various outcomes that align with the organization’s goals, values, and needs. Some of the outcomes are: Ensure conformance: This means that the goods and services procured meet the specifications and requirements of the organization and its customers. Conformance can be measured by indicators such as quality, performance, reliability, and safety. Ensure compliance: This means that the procurement process follows the applicable laws and regulations in the jurisdiction where the organization operates, as well as any internal policies and codes of conduct. Compliance can help avoid legal risks, penalties, and reputational damage. Protect from coercion, bribery, and fraud: This means that the procurement process is transparent, fair, and accountable, preventing any undue influence or manipulation by internal or external parties. Protection can be achieved by implementing controls such as segregation of duties, audit trails, whistleblowing mechanisms, and anti-corruption training. Continuity of supply: This means that the procurement process ensures the availability and delivery of goods and services in a timely and consistent manner, avoiding disruptions or shortages that could affect the organization’s operations. Continuity can be enhanced by building long-term relationships with reliable suppliers, diversifying the supply base, and developing contingency plans. Promote efficiency: This means that the procurement process optimizes the use of resources and minimizes waste, achieving the best value for money for the organization. Efficiency can be improved by adopting best practices such as strategic sourcing, e-procurement, lean procurement, and category management. Promote ethical behaviour: This means that the procurement process respects the principles of integrity, fairness, accountability, and social responsibility in all dealings with suppliers and other stakeholders. Ethical behaviour can be fostered by adhering to codes of ethics such as the CIPS Code of Conduct, which covers areas such as professionalism, sustainability, diversity, and human rights. Provide references: This means that the procurement process documents and records all relevant information and data related to procurement activities, such as contracts, invoices, receipts, reports, and evaluations. References can help support decision making, performance measurement, learning, and improvement. Assist audit process: This means that the procurement process facilitates the verification and validation of procurement activities by internal or external auditors. Audit process can help ensure compliance, conformance, transparency, accountability, and effectiveness of procurement. Aid with legal cases: This means that the procurement process provides evidence and information that can help resolve any disputes or claims arising from procurement contracts or transactions. Legal cases can involve issues such as breach of contract, non-performance, defective goods or services, or intellectual property rights.

Answer 49

A: A procurement procedures manual is a document that outlines the policies and procedures for acquiring goods and services in an organization. It is intended to ensure that the procurement process is consistent, transparent, efficient, and compliant with the relevant laws and regulations. Here are some elaborations and additional facts on the text: Purpose: This section explains the objectives and scope of the manual, such as providing guidance, ensuring quality, promoting best practices, and facilitating accountability. It also states the authority and responsibility for implementing and updating the manual. Who is bound by the manual: This section identifies the target audience and users of the manual, such as procurement staff, managers, directors, officers, and agents. It also specifies the level of compliance and adherence required by the manual, such as mandatory, voluntary, or advisory. Task to be performed under the manual: This section describes the steps and activities involved in the procurement process, such as planning, sourcing, contracting, and monitoring. It also provides instructions, templates, checklists, and examples for each task. Who should be informed about the performance: This section lists the stakeholders and parties who need to be notified or consulted about the procurement process, such as suppliers, customers, colleagues, auditors, regulators, and donors. It also defines the communication methods, channels, and frequency for each stakeholder. Supporting tools for the task: This section refers to the resources and systems that support the procurement process, such as electronic platforms, databases, software applications, manuals, guidelines, codes of ethics, and standards. It also explains how to access and use these tools.

Answer 50

A: Larger organizations may adopt more complex procurement structures, such as centralized or decentralized ones. While a centralized procurement structure assigns all tasks to the procurement department at the holding company, a decentralized procurement structure empowers the procurement team at each business unit. This kind of structure may offer the following advantages: Quicker response to customer’s needs: A decentralized procurement team can act faster and more flexibly to meet the specific and changing demands of their customers, without having to wait for approval or guidance from the central authority. Less bureaucracy: A decentralized procurement team can avoid the red tape and delays that may arise from following a rigid and uniform process imposed by the central authority. They can also reduce the administrative burden and costs associated with reporting and compliance. Direct communication with suppliers: A decentralized procurement team can establish and maintain closer and more personal relationships with their suppliers, which can improve trust, collaboration, and satisfaction. They can also leverage their local knowledge and networks to identify and evaluate potential suppliers. Shorter lead time: A decentralized procurement team can source and deliver goods and services faster and more efficiently, as they are closer to the point of use and consumption. They can also reduce transportation costs and risks associated with long-distance shipping. Niche market knowledge: A decentralized procurement team can better understand and adapt to the unique characteristics, preferences, and challenges of their local or regional markets. They can also customize their products and services to suit the needs and expectations of their customers.

Answer 51

A: A hybrid structure of procurement function is a balanced approach that suits more complex organizations. It combines the advantages of both centralized and decentralized structures, while avoiding some of their drawbacks. A hybrid structure allows the procurement function to achieve both scale and adaptability, as well as efficiency and effectiveness, in different contexts and markets. In a hybrid structure, the central procurement team is responsible for setting up the strategies, policies, and guidelines for the procurement function across the organization. It also provides the tools and systems that facilitate the procurement process, such as electronic platforms, databases, software applications, manuals, standards, and codes of ethics. The central procurement team may also handle the sourcing and purchasing of common or strategic categories that are required by multiple business units, in order to leverage the economy of scale and ensure quality and consistency. On the other hand, the local procurement teams are responsible for executing the day-to-day operations of the procurement function in their respective business units. They have the authority and flexibility to select and manage their suppliers, negotiate contracts, place orders, and monitor performance. They are in charge of sourcing and purchasing specific or customized items that are required by their business unit, in order to meet the needs and expectations of their customers and stakeholders. They also have the local knowledge and networks that enable them to identify and evaluate potential suppliers in their region or market.

Answer 52

A: Information technology has brought many benefits to the field of inventory management, which is essential for the procurement and supply function. By using IT based inventory management systems, businesses can perform various tasks more efficiently and effectively, such as: Tracking: IT based inventory management systems can use barcode and RFID (radio-frequency identification) technology to track the location, quantity, and status of inventory items in real time. This helps reduce errors, theft, and loss of inventory, as well as improve customer service and satisfaction12. Database: IT based inventory management systems can store and manage large amounts of data related to inventory, such as product information, supplier details, purchase orders, invoices, shipping documents, and sales records. This helps improve data accuracy, accessibility, and security, as well as facilitate analysis and reporting. Planning: IT based inventory management systems can use algorithms and artificial intelligence to forecast demand, optimize stock levels, and determine reorder points and quantities. This helps avoid stockouts or overstocking, reduce inventory costs, and increase profitability. Ordering: IT based inventory management systems can automate the ordering process by sending purchase orders to suppliers electronically when inventory reaches a certain level. This helps save time, reduce human errors, and improve supplier relationships. Communication with supplier: IT based inventory management systems can enhance communication with suppliers by providing real-time information on inventory availability, delivery status, quality issues, and payment terms. This helps improve collaboration, transparency, and trust between buyers and suppliers.

Answer 53

A: A procurement consortium can offer several benefits for an organization, such as: Economies of scale: By pooling their purchasing power, the members of the consortium can negotiate lower prices and better terms with suppliers than they could individually. This can result in significant cost savings and improved value for money. Efficiency and expertise: By sharing the procurement workload and resources, the members of the consortium can reduce the time and effort required to conduct tenders and contracts. They can also access specialized knowledge and skills from the consortium staff or other members, which can improve the quality and effectiveness of their procurement processes. Reduced level of risks: One of the benefits of consortium buying is that it reduces the level of risks for the participating organizations. By joining a consortium, each organization can share the risks with other members, such as market fluctuations, supplier failures, or contractual disputes. This lowers the exposure and impact of potential losses or damages for each member. Moreover, a consortium can plan and implement more effective risk management strategies for larger purchases, such as conducting due diligence, setting quality standards, and establishing contingency plans. A consortium can also leverage its collective bargaining power to negotiate better terms and conditions with suppliers, such as warranties, indemnities, and liability clauses. However, a procurement consortium also has some drawbacks for an organization, such as: Loss of autonomy and flexibility: By joining a consortium, the members have to abide by the rules and policies of the group, which may limit their ability to make independent decisions and tailor their procurement to their specific needs and preferences. They may also have to compromise on some aspects of their requirements or specifications to align with the common standards and objectives of the consortium. Coordination and communication challenges: By involving multiple stakeholders and interests, the consortium may face difficulties in reaching consensus and resolving conflicts among its members. It may also require more coordination and communication efforts to ensure that the procurement activities are aligned and executed smoothly across the group. These challenges may increase the complexity and risk of the procurement process.

Answer 54

Outsourced procurement is the process of acquiring goods and services from external sources. Outsourcing procurement can have various benefits and drawbacks for an organization, depending on its needs, goals, and capabilities. Here are some possible advantages and disadvantages of outsourcing procurement: Advantages: Outsourcing procurement can reduce operating costs by leveraging the expertise, technology, and scale of the service provider. The provider can offer better prices, quality, and delivery terms than the organization can achieve on its own. Outsourcing procurement can improve focus and efficiency by allowing the organization to concentrate on its core competencies and strategic objectives. The provider can handle the routine and complex tasks of procurement, such as sourcing, negotiating, contracting, ordering, invoicing, and auditing. This can free up time and resources for the organization to invest in innovation and growth. Outsourcing procurement can enhance performance and innovation by accessing the best practices, market intelligence, and supplier networks of the service provider. The provider can offer insights and solutions that can help the organization optimize its spend, manage its risks, and improve its sustainability. The provider can also introduce new technologies and processes that can increase the speed, accuracy, and transparency of procurement. Disadvantages: Outsourcing procurement can weaken the internal capabilities and culture of the organization. The organization may lose control over its procurement function and become dependent on the service provider. The organization may also lose touch with its suppliers and customers, and miss out on opportunities to build relationships and loyalty. The organization may also face challenges in aligning its goals, values, and expectations with the service provider. Outsourcing procurement can increase the risks and costs of service quality and delivery. The organization may face issues such as delays, errors, disputes, or breaches in the procurement process due to the service provider’s mistakes or misconduct. The organization may also incur hidden or unexpected costs from the service provider’s fees, penalties, or changes in scope. The organization may also have difficulty in monitoring and evaluating the performance and value of the service provider.

Answer 55

MRP MRP process focuses on calculating and scheduling material purchase and delivery. The system requires Master Production Schedule (MPS), Bill of Materials (BOM) and current inventory record. Master production schedule is a document that plans the production output at different time period. Bill of materials is the document that records the structure of a given end product. For example, to produce a ball point pen, the organisation needs ink tube, the ball, pen case. Each component can be divided further into required materials. Pen case may require plastics and metal. Finally, inventory record is the document that records the current inventory level. After data regarding MPS, BOM and inventory level are diligently entered into the system, the programme will calculate the quantity of materials to be purchased and when it should arrive. From this information, procurement can establish a purchase plan. ERP Basically ERP is a system that aggregates and collates all information from different departments. ERP is an extension of MRP and provides several modules for human resources management, sales and marketing, finance and accounting, and procurement. In procurement module, a good ERP system offers: Requisition: The end user can raise the need and get approval from their departmental head. This requisition will then be communicated to procurement. Sourcing: Within the ERP system, there is a database on suppliers which lists their names, addresses, goods and services, past performance etc. Procurement can filter the suppliers to send the information about the purchase, or enter new supplier's information to the system. Some advanced ERP systems also offer tendering and auction functions, where supplier can submit their bid in real time. All suppliers' tenders will be saved and can be accessed when necessary. Ordering: If the buying organisation has existing contracts with the suppliers, procurement (or delegated user) can place order directly from the system. ERP system will create the form and export it into human-readable format. This form will then be sent to supplier. Payment: This function shares the information regarding payment between procurement and accounting. Procurement can track whether the supplier has been paid and how much should be paid in the next period. Contract management: Some ERP systems offer contract management module in its package. In this function, procurement specialist can enter the performance of supplier to the system and benchmark it against agreed KPIs and SLAs. After each period, procurement can export the report and discuss the performance with the supplier.

Answer 56

Competition public accountability Accountability in public sector is required at higher level than private sector. The accountability is defined in the relevant regulation. One of the key parts of public accountability is about competition. Competition public accountability means that the public agency is responsible to perform the following: Every contract opportunity must have sufficient number of suppliers joining the competition. Even in low value contract, public agency should seek quotations from at least three suppliers. For larger contract that requires tendering, the public agency must publish information regarding the number of suppliers submitting the tenders. With restricted tendering, there should be at least 3 shortlisted suppliers. Assessment criteria and assessment method need to be published so that suppliers know why they are selected or why they are rejected. These requirements can add some burden on procurement and increase the administrative costs. However, it is necessary for general public accountability. Furthermore, this practice will increase the transparency and improve the trust of suppliers and other stakeholders. It shall benefit the public agency and procurement in the long run.

Answer 57

Objectives of private sector and impact on procurement Private sector includes firms and individuals who make product or provide service for profit. Generally, a private organisation has the following objectives: 1. Generate profit Every operator in private sector seek to generate profit from its operations. To do so, the operator must attract enough customers and manage its costs effectively. For procurement professionals working at private sector, this means that they need to source products and services that match company's objectives and reduce the costs. There are many tools helping procurement on this, such as standardisation, early supplier involvement, competitive tendering, etc. 2. Expand market share Private organisation may also seek to expand market share. In other words, the organisation wants to win the customers that it never attracts before at the expense of its competitors. To do so, it needs to convince the customers by competitive price, quality, better services or recognisable brand. Procurement professional can support the organisation by improving the quality of the purchase or maintaining, and even reducing the cost base. Many methods and tools can be used, such as just-in-time, value analysis, partnership with the supplier, etc. 3. Increase shareholders' value For public companies (businesses that have their share publicly traded at the stock exchange), increasing the stock value is a task that they are expected to fulfil. Stock value, or shareholders' value is the consequence of operational result (the business is making profit or not) and the investors' expectation in the future. Besides supporting day-to-day operations, procurement can improve the shareholders' value by enhancing good governance within procurement and working collaboratively with suppliers on innovative product. 4. Address social and environmental issues Many businesses not only focus on making profit, but also raise people's living standard. In addition, public audience is increasingly aware of social and environmental issues. If a business has poor reputation on social or environmental aspect, it may entail public scrutiny. Therefore, in operations, procurement should pay attention to sustainable development. They can use products that are environment-friendly, or use suppliers who employ disadvantaged people. This practice not only helps the organisation address chronic social issues, but also improve its reputation. Market share and procurement Question 4 in CIPS L4M1 exam can ask about how procurement can contribute to increasing company's market share. The words they use may look like: "Describe the ways in which procurement can contribute to…" This is often a challenging question where many students struggle to provide the detailed answer. The key to answer this question is to understand the relationship between company's objectives, company's strategy, procurement's objectives and procurement's action. The relationship goes like this: The business has some objectives, but it also has some challenges/obstacles when striving to achieve those objectives. The business develops some strategies to overcome the challenges. Each department (including procurement) is assigned some targets to assist the achievement of overall objectives. To fulfil the task, the department must have planned actions. When the exam has a question as above, the assessor expects that students will describe the actions that procurement could take to help the organisation. Many students confuse between procurement objectives and actions. Rather than describing actions (such as undertaking value analysis), they explain the objectives (improving the product quality). This type of question often accompanies with a specific scenario. The applicable actions depend on the details of the scenario. Generally, to expand the market share, the organisation must have some competitive advantages in comparison with its competitors. According to Michael E. Porter, the competitive advantage can be cost, or differentiation, or focus. Below I list some actions that procurement could take to deliver the competitive advantage. Differentiation: To gain this competitive advantage, the business must provide quality product, good service, or possesses a household brand. Procurement could help the organisation by undertaking the following: Value analysis and Value engineering: Optimise the product functions while reducing the cost Early supplier involvement: Involve supplier early to get access to expertise knowledge and cutting edge technology Total quality management: Comprehensive approach to improve the quality Agile manufacturing and Agile supply chain: Adapt quickly to customers' requirements Partnership with supplier: Ensure the supply continuity and service level, while improve the quality over time. Cost leadership: To gain this competitive advantage, the business must provide the most competitive price to the customers. Procurement can undertake the following: Standardisation: Reduce the product or part variety to expand the supply base Competitive tendering: Maximise competition to get the best price Lean principles: Remove waste from process and cut costs Make or Buy decision: Decide whether Make or Buy is the optimal option for costs Challenging the specification: Challenge the specification, ask to remove unnecessary features to reduce the costs Just in time: Reduce the costs of holding inventories

Answer 58

A: Procurement is the process of acquiring goods, services, and materials from suppliers to meet the needs and goals of an organization. Procurement is a vital function in both the public and private sectors, as it affects the quality, cost, and efficiency of their operations. However, there are significant differences between the two sectors in the way they approach and conduct procurement. These differences stem from the different nature, purpose, and context of their organizations. In this essay, I will compare and contrast public and private sector procurement in four areas: ownership and control, sources of finance, legal and regulatory environments, and organizational objectives. (i) Ownership and control: One of the main differences between private sector and public sector organizations is who owns and controls them. Private sector companies are owned by their shareholders, who are individuals or entities that invest money in exchange for a share of the company’s profits. The shareholders elect the board of directors, who are responsible for overseeing the company’s management and strategy. The board of directors appoints the chief executive officer (CEO), who is the highest-ranking executive in charge of running the company’s day-to-day operations. The CEO and other senior managers are accountable to the board of directors and the shareholders and must act in their best interest. For example, Walmart is a private sector company that is owned by its shareholders, who elect its board of directors, who appoint its CEO. On the other hand, public sector organizations are parts of the state, or public ownership. They are created by laws or regulations to serve a public purpose, such as providing education, health care, security, or infrastructure. The state determines the objectives, policies, and budget of public sector organizations, and appoints or elects their leaders. The leaders and employees of public sector organizations are accountable to the state and the public and must act in accordance with the law and the public interest. For example, the National Health Service (NHS) is a public sector organization that is funded by taxes and overseen by the Department of Health and Social Care, which is part of the UK government. (ii) Sources of finance: Private sector companies may find their finance from various sources, depending on their size, profitability, and growth potential. Some of the common sources of finance for private sector companies are: Shareholders’ equity: This is the money that the owners of the company invest or reinvest in the business. Shareholders’ equity can come from issuing new shares, retaining earnings, or selling existing shares to new investors. Shareholders’ equity represents the ownership stake and residual claim of the shareholders in the company’s assets and profits. Operations: This is the money that the company generates from its core business activities, such as sales of goods or services. Operations are the main source of finance for most private sector companies, as they reflect their ability to create value and satisfy customer demand. Operations can also include other income streams, such as interest, dividends, royalties, or fees. Loans: This is the money that the company borrows from external sources, such as banks, financial institutions, or bondholders. Loans are usually secured by collateral, such as assets or future cash flows, and have to be repaid with interest over a specified period of time. Loans can provide immediate liquidity and flexibility for the company, but also increase its financial risk and leverage. Bonds: This is a type of loan that the company issues to the public in the form of debt securities. Bonds are contracts that promise to pay a fixed amount of interest and principal to the bondholders at regular intervals and at maturity. Bonds can be traded in the capital markets, which can affect their price and yield. Bonds can help the company raise large amounts of capital at relatively low cost, but also expose it to market fluctuations and credit risk. Public sector organizations find their finance mainly from the state budget, which is derived from various sources of public revenue. Some of the common sources of finance for public sector organizations are: Tax revenue: This is the money that the state collects from individuals and entities based on their income, wealth, consumption, or transactions. Tax revenue is the primary source of finance for public sector organizations, as it reflects the state’s authority and responsibility to provide public goods and services. Tax revenue can be classified into direct taxes (such as income tax, corporate tax, or property tax) or indirect taxes (such as value-added tax, excise tax, or customs duty). Grants: This is the money that the state receives from other states or international organizations as a form of financial assistance or cooperation. Grants are usually given for specific purposes or projects that align with the donor’s objectives and interests. Grants can help the state supplement its budget and address its development needs, but also entail certain conditions and obligations. Development loans: This is the money that the state borrows from other states or international institutions for development purposes. Development loans are usually offered at concessional terms, such as low interest rates, long repayment periods, or grace periods. Development loans can help the state finance its infrastructure, social, or environmental projects, but also increase its debt burden and dependency. (iii) Legal and regulatory requirements: Legal framework has impact on both sector but with different levels. While private sector is bound by various statutes and regulations in their operational areas, such as employment, environment, competition, consumer protection, health and safety, etc., they still have freedom in deciding the best processes or methods that fit their requirements. In contrast, public sector organizations are heavily regulated, from how they should conduct to how they should procure the requirements. Similar to private sector, public sector organizations are also bound by statutes and regulations in their operational areas. The legal and regulatory requirements for procurement differ between the private and public sectors because of the different nature and purpose of their organizations. Private sector companies are driven by profit and market forces, and thus have more autonomy and flexibility in choosing their suppliers, contracts, and terms of delivery. However, they also have to comply with the laws and regulations that apply to their industry, such as labor laws, environmental standards, competition rules, consumer rights, health and safety regulations, etc. These laws and regulations aim to protect the interests of the workers, customers, society, and environment from potential harm or abuse by the private sector. Public sector organizations are part of the state or public ownership, and thus have to follow the public procurement rules that are set by the national or international authorities. These rules are based on the principles of transparency, equal treatment, non-discrimination, proportionality, and accountability1. They aim to ensure that public funds are spent efficiently and effectively to achieve the public interest and policy goals. Public sector organizations have to comply with various legal and regulatory requirements in their procurement activities, such as: Public procurement laws: These are the national or regional laws that define and govern the procurement procedures and processes for public sector organizations. They specify the scope, objectives, principles, methods, thresholds, and exceptions of public procurement1. For example, in the EU, there are four main directives that regulate public procurement: Directive 2014/24/EU on public procurement; Directive 2014/25/EU on procurement by entities operating in the water, energy, transport and postal services sectors; Directive 2014/23/EU on the award of concession contracts; and Directive 2009/81/EC on defense and security procurement. Public procurement regulations: These are the secondary legislation or administrative rules that implement or supplement the public procurement laws. They provide more detailed guidance or clarification on specific aspects or issues of public procurement1. For example, in the UK, there are several regulations that transpose the EU directives into national law, such as: The Public Contracts Regulations 2015; The Utilities Contracts Regulations 2016; The Concession Contracts Regulations 2016; and The Defense and Security Public Contracts Regulations 2011. Standard bidding documents: These are the templates or models of documents that are used to solicit bids or proposals from potential suppliers for public procurement contracts. They include the instructions to bidders, the terms and conditions of contract, the technical specifications, the evaluation criteria, etc. For example, in Liberia, there are standard bidding documents for goods (national competitive bidding), works (national competitive bidding), consultancy services (quality- and cost-based selection), etc. (iv) Organizational objectives: Private sector objectives are the goals that private sector companies pursue to achieve their mission and vision. They reflect the values, interests, and expectations of their owners, managers, customers, and other stakeholders. Some of the common private sector objectives are: Economic viability: This is the ability of a private sector company to generate enough revenue to cover its costs and earn a profit. Economic viability is essential for the survival and growth of a private sector company, as it enables it to invest in its resources, innovation, and expansion. Economic viability also attracts more investors, lenders, and customers to the company, as it indicates its financial health and performance. Market share: This is the percentage of sales or customers that a private sector company has in a given market or industry. Market share is an indicator of the competitiveness and popularity of a private sector company, as it reflects its ability to satisfy customer demand and preferences. Market share also influences the pricing and profitability of a private sector company, as it affects its bargaining power and economies of scale. Maintaining shareholder’s value: This is the goal of maximizing the return on investment for the shareholders of a private sector company. Shareholder’s value is measured by the share price, dividends, and earnings per share of a private sector company. Maintaining shareholder’s value is important for a private sector company, as it reflects its efficiency, productivity, and quality. Maintaining shareholder’s value also motivates and rewards the shareholders for their trust and support to the company. Corporate social responsibility: This is the commitment of a private sector company to act ethically and responsibly towards its stakeholders and society. Corporate social responsibility involves taking into account the social, environmental, and economic impacts of a private sector company’s activities, and contributing to the well-being and development of its communities. Corporate social responsibility can benefit a private sector company in various ways, such as enhancing its reputation, customer loyalty, employee engagement, and innovation. Public sector objectives are the goals that public sector organizations pursue to fulfill their public purpose and mandate. They reflect the values, interests, and expectations of the government, citizens, and society. Some of the common public sector objectives are: Providing public services: This is the aim of delivering essential goods and services to the public that are not adequately provided by the private sector or the market. Public services include education, health care, security, infrastructure, etc. Providing public services is important for public sector organizations, as it enhances the quality of life, welfare, and rights of the citizens. Providing public services also supports the social cohesion, equity, and justice in society. Supporting the economy: This is the goal of promoting economic growth, stability, and development in a country or region. Supporting the economy involves implementing policies and programs that affect various aspects of the economy, such as fiscal policy, monetary policy, trade policy, industrial policy, etc. Supporting the economy is vital for public sector organizations, as it creates more opportunities, income, and wealth for the citizens. Supporting the economy also improves the competitiveness, efficiency, and sustainability of the economic system. Supporting society and community: This is the objective of enhancing social welfare by addressing various issues that affect society and community. Supporting society and community involves tackling problems such as poverty, inequality, discrimination, crime, corruption etc. Supporting society and community is essential for public sector organizations as it improves social well-being by protecting vulnerable groups improving social inclusion fostering civic participation etc.

Answer 59

A: Third sector organizations are those that operate for a social or environmental purpose, rather than for profit. They include charities, social enterprises, cooperatives, and community interest companies. These organizations often provide goods and services that benefit the public or a specific group of people, such as the homeless, the elderly, or the disabled. They may also advocate for a cause, such as human rights, animal welfare, or environmental protection. Procurement in third sector organizations is not without challenges. Some of the factors that affect procurement in this sector are: First, third sector organizations exist to present a cause and they may want to raise awareness about some issue. Procurement in this sector should avoid any activities that may compromise the cause, i.e., purchase from a supplier that pollutes the environment. Otherwise, the organization may be seen as hypocritical or inconsistent with its principles. For example, a charity that works to protect wildlife should not buy paper products from a company that destroys forests. A social enterprise that empowers women should not source materials from a factory that exploits female workers. A cooperative that promotes fair trade should not partner with a supplier that engages in unethical practices. Therefore, procurement in third sector organizations requires careful consideration of the social and environmental impact of their decisions, as well as the cost and quality. They may need to conduct due diligence on their potential suppliers, monitor their performance and compliance, and communicate their expectations and standards clearly. They may also need to seek out suppliers that share their vision and values, and support their cause through corporate social responsibility initiatives or donations. By doing so, procurement in third sector organizations can contribute to their social or environmental goals, enhance their reputation and credibility, and build trust and loyalty with their stakeholders. Second, one of the main challenges that third sector organizations face is to secure adequate and sustainable funding for their activities. Unlike private sector companies, which generate revenue from selling goods or services, or public sector organizations, which receive budget allocations from the government, third sector organizations depend largely on donations from individuals, foundations, corporations, or other sources. These donations may be restricted or unrestricted, meaning that they may be earmarked for specific purposes or not. In either case, third sector organizations have a responsibility to use the donated funds in a way that maximizes their social or environmental impact and demonstrates accountability and transparency to their donors and beneficiaries. This is where procurement can play a crucial role in helping third sector organizations achieve value for money (VfM) in their operations. Procurement can contribute to VfM in several ways. First, procurement can help third sector organizations identify and select the most suitable suppliers that can provide the required goods or services at the best quality and price. This may involve conducting market research, developing clear specifications and criteria, inviting competitive bids or proposals, conducting due diligence and negotiations, and awarding contracts based on value rather than price alone. Second, procurement can help third sector organizations manage and monitor the performance and compliance of their suppliers, ensuring that they deliver according to the agreed terms and conditions, meet the quality standards and expectations, adhere to the ethical and legal principles, and report on the results and impact of their work. This may involve establishing clear roles and responsibilities, setting key performance indicators and targets, conducting regular reviews and feedback sessions, applying incentives or sanctions as appropriate, and resolving any issues or disputes that may arise. Third, procurement can help third sector organizations learn from their experiences and improve their practices, by collecting and analyzing data on their procurement processes and outcomes, identifying the strengths and weaknesses, capturing the lessons learned and best practices, sharing the knowledge and insights with others, and applying the learning to future procurement activities. By following these steps, procurement can help third sector organizations achieve VfM in their operations, which in turn can enhance their reputation and credibility, increase their donor confidence and satisfaction, attract more funding opportunities, and ultimately create more value for their beneficiaries and society. Third, donations are a vital source of income for many third sector organizations, as they enable them to carry out their social or environmental missions. However, donations also come with ethical and legal responsibilities, and third sector organizations should have clear policies on how they accept, manage, and report them. The organization should not become a tool or a vehicle of any prominent donor who may have ulterior motives or conflicting interests. Some of the aspects that a donation policy should cover are: The purpose and scope of the policy, such as the types of donations that are accepted or declined, the criteria for assessing the suitability of donors, and the roles and responsibilities of staff and board members involved in fundraising and donation management. The principles and values that guide the policy, such as transparency, accountability, integrity, independence, and stewardship. These principles should reflect the organization’s mission, vision, and code of conduct, and ensure that the organization acts in the best interest of its beneficiaries and stakeholders. The procedures and processes that implement the policy, such as how to solicit, receive, acknowledge, record, allocate, monitor, evaluate, and report donations. These procedures should comply with the relevant laws and regulations, such as tax laws, data protection laws, anti-money laundering laws, and charity laws. They should also follow the best practices and standards of fundraising and donation management, such as those set by professional associations or accreditation bodies. The risks and challenges that may arise from donations, such as potential conflicts of interest, reputational damage, legal liability, donor dissatisfaction, or fraud. The policy should identify the possible sources and consequences of these risks, and provide strategies to prevent, mitigate, or resolve them. By having a clear donation policy, third sector organizations can demonstrate their commitment to ethical fundraising and donation management. They can also enhance their trustworthiness and credibility among their donors and beneficiaries. Moreover, they can protect their reputation and independence from any undue influence or interference from their donors. Forth, third sector organizations often face budget challenges that affect their procurement activities. Some of the budget challenges that third sector organizations face are: limited resources, complex needs, and regulatory requirements. To overcome these budget challenges, third sector organizations may adopt some strategies, such as: Seeking out suppliers that share their vision and values, and support their cause through corporate social responsibility initiatives or donations. Conducting due diligence on their potential suppliers, monitoring their performance and compliance, and communicating their expectations and standards clearly. Using electronic systems to streamline and automate their procurement processes, reduce costs and errors, and improve transparency and accountability. Collaborating with other third sector organizations or other sectors to form partnerships or consortia that can leverage their scale, share costs and risks, and access more specialized services or funding opportunities. Fifth, third sector organizations have a responsibility to be accountable for their operations before the regulators and public. They must avoid unethical behaviors and maximize the transparency. This means that they should: Follow the ethical principles and values that guide their work, such as transparency, accountability, integrity, independence, and stewardship. These principles should reflect their mission, vision, and code of conduct, and ensure that they act in the best interest of their beneficiaries and stakeholders. Comply with the relevant laws and regulations that affect their activities, such as tax laws, data protection laws, anti-money laundering laws, and charity laws. They should also follow the best practices and standards of fundraising and donation management, such as those set by professional associations or accreditation bodies. Report on their activities, outcomes, and impact to their donors, beneficiaries, partners, and the public. They should provide clear and accurate information on how they use their resources, what they achieve, and what challenges they face. They should also seek feedback and input from their stakeholders to improve their performance and accountability. Demonstrate their social and environmental impact and value for money. They should use appropriate methods and indicators to measure and evaluate their impact and effectiveness. They should also communicate their impact and value in a compelling and accessible way to their stakeholders and the public.