L4-D1-采购与供应的组织环境2017年11月试题及答案

1.
(a)解释"购置/采购"(Procurement)不同于"采购"(Purchasing)的两个方面。 (10分)
Explain TWO ways in which ‘procurement' differs from ‘purchasing'.
(b)论述改进质量能够为组织带来增值的五个方式。 (15分)
Outline FIVE ways in which improving the quality of products can add value for an

organisation.

2.
(a) 解释在供应源搜寻过程使用电子系统的三种方式。(9 分)
Explain THREE ways in which electronic systems can be used in the sourcing process.
(b) 描述通过有效的供应源搜寻过程可以为采购组织带来增值的四种方式。(16分) Describe FOUR ways in which added value may be created for a buying organisation through an effective  sourcing process.
3.
(a) 描述组织中以下采购团队所承担的典型职责:(13 分)
Describe the roles typically undertaken within an organisation by: (i) 地方采购团队 (The local procurement teams ) (ii)中央采购团队 (The central procurement team.)
(b)描述采购职能或供应链职能可以采取的三种混合结构。(12 分)
Describe THREE possible hybrid structures for a procurement or supply chain function.

4.
(a) 描述公共部门组织的三个目标。(9 分)
Describe THREE objectives of public sector organisations.
(b) 解释监管可能对公共部门采购产生影响的四种方式. (16 分)
Explain FOUR ways in which regulation might impact on public sector procurement.

试卷结束
END OF QUESTION PAPER

英方公布试题答案及评分参考

Question:
(a) Explain TWO ways in which 'procurement' differs from 'purchasing'.
(b) Outline FIVE ways in which improving the quality of a product can add value for an organisation.
1a) Learning outcome addressed: 1.1
1b) Learning outcome addressed: 1.2

1a) Command word explanation: Explain – give reasons for or account for something
1b) Command word explanation: Outline – give the main features, facts or the general idea of something

Examples of good content/good approaches in answers:
Answers to part (a) should have explained two ways in which procurement differs from purchasing. These might have been:
• Procurement is a wider, less limited term than purchasing. It can be defined as 'the process of obtaining goods or services in any way, including purchasing, hiring or renting, leasing and borrowing'. So, purchasing is part of the procurement process.
• Procurement embraces a broader process than purchasing. A purchase is sometimes described in
terms of the 'purchase-to-pay' cycle, whereas procurement includes activities prior to and after purchasing.
• Procurement reflects a more proactive, relational, strategic and integrated role. Purchasing, on the other hand is traditionally reactive, tactical and non-relational.

Answers to part (b) should have outlined five ways in which improving the quality of a product can add value for an organisation. These might have included:
• Improved quality can add value by reducing the need for appraisal and prevention activities, which will save time and money.
• Improved quality will mean that the risk of failure is reduced. This should lead to a reduction in losses
incurred due to poor quality products reaching the consumer.
• Improved quality will result in fewer goods being rejected or having to be re-worked, which will
reduce costs for the organisation.
• Improved quality should improve brand image, resulting in more customers, increased revenue and profits, which have the effect of adding value.
• Similarly, if an improvement in the quality of the product has improved the brand image, customers
are more likely to be loyal, resulting again in higher revenue and profits.
• Improved quality should mean that quality control measures can be reduced, thereby saving costs

Examples of content for merit/distinction grade answers:
Stronger answers to part (a) would have included steps in the procurement process, prior to purchasing. These include identification and definition of the need, identifying potential suppliers, negotiation and the development of contracts. They could also have included some of the stages after purchase, such as contract management, supplier relationship management and dispute resolution.
Stronger answers to part (b) would have included examples of how improved quality products add value to an
organisation from the candidate's work experience.

Examples of poorer content/ poorer approaches in answers:
Some answers to part (a) simply listed the main features of procurement and purchasing, without attempting to explain the differences between them. Such answers were generally awarded a mark of a pass standard, but because a key part of the question had not been addressed, a higher mark could not be awarded. Some answers were poorly structured and it was difficult for markers to identify what the two differences were. In such cases, marks were awarded for valid points made.
In the case of part (b), a significant number of candidates missed the point of the question. They described
methods by which the quality of a product can be improved, without outlining how these would add value to an organisation.

Concluding comment: Answers to both parts of the question were of a mixed standard. There were some very good answers, which achieved a mark of a merit or distinction pass standard. There were, however, a significant number of answers which did not achieve a mark of a pass standard, because of the poor approaches identified above.

Question:
(a) Explain THREE ways in which electronic systems can be used in the sourcing process.
(b) Describe FOUR ways in which added value may be created for a buying organisation through an effective sourcing process.
2a) Learning outcome addressed: 2.3
2b) Learning outcome addressed: 2.2

2a) Command word explanation: Explain – give reasons for or account for something
2b) Command word explanation: Describe – give a full account of something

Examples of good content/good approaches in answers:
Answers to part (a) should have explained three ways in which electronic systems can be used in the sourcing process. These might have included:
• E-requisitioning to suppliers for goods and services required.
• E-catalogues, published by suppliers.
• E-sourcing, the overall processing encompassing specifications, RFQ's and contract development.
• Capturing supplier performance data.
• The use of e-mails, extranet or intranet.
•
Answers to part (b) should have described four ways in which added value may be created for a buying organisation through an effective sourcing process. These might have included:
• Suppliers are motivated and are prepared to work with the buying organisation to reduce costs and
add value.
• Suppliers are likely to want to share innovative approaches to add value.
• Suppliers are more likely to deliver products and services without defects, which reduces the costs of rectification.
• Suppliers may add value by sharing development costs and providing co-investment.
• Suppliers are more likely to reduce lost time by providing timely tender bids, documentation and deliveries.
• Suppliers are more likely to reduce wastage and add value by helping to identify unnecessary
processes and overstocking.

Examples of content for merit/distinction grade answers:
Stronger answers to part (a) would have provided more depth of detail for the three ways chosen. For example, if e-catalogues were selected, candidates might have developed their answer to say that they make it possible to compare what different suppliers are offering, by looking at product specifications and prices. If
e-mails had been identified, candidates could have said that they speed up communication between the buying organisation and suppliers.
Better answers to part (b) would have provided more depth of detail and introduced examples from the candidate's work experience, to show how an effective sourcing process can add value.

Examples of poorer content/ poorer approaches in answers:
In the case of part (a), some candidates identified electronic systems which are not part of the sourcing process, such as MRP I, MRP II and ERP. No marks could be awarded for such answers, as they did not address the question.
In the case of part (b), some candidates attempted to answer the question by describing the advantages of an effective sourcing process, rather than how it can add value. Marks were awarded only for valid points made, about how value may be created for a buying organisation.

Concluding comment: Answers to part (a) were generally good, with the majority of candidates achieving a mark of at least a pass standard, with many being awarded a maximum, or near maximum, mark.
Answers to part (b) were not as good, with a significant number of candidates unable to achieve a mark of a
pass standard, because of the poor approach identified.

Question:
(a) Describe the roles typically undertaken within an organisation by: (i)   The local procurement teams
(ii)  The central procurement team.
(b) Describe THREE possible hybrid structures for a procurement or supply chain function.
3a & 3b) Learning outcome addressed: 3.3

Command word explanation: Describe – give a full account of something

Examples of good content/good approaches in answers:
Answers to part (a) should have described at least two of the roles of each team. The roles of a local procurement team might have included sourcing small order items, sourcing emergency items to avoid disruption to production, sourcing from local suppliers and sourcing items used only by the local division. The roles of a central procurement team might have been described in terms of determining procurement
and supply chain policies, preparing standard specifications, negotiating bulk contracts, procurement research and procuring capital assets.

Answers to part (b) should have described three hybrid structures for a procurement or supply chain function.
These might have included:
• CLAN (Centre Led Action Network), which is a relatively decentralised model.
• SCAN (Strategically Controlled Action Network), which is a relatively centralised model.
• A Lead Buyer approach, which is a way by which responsibilities can be devolved in a CLAN.
• A Business Partnering approach, which is one where a member of a procurement team works with a user department, representing the procurement function.
• A consortium structure, where a group of separate organisations combine together to procure goods and services for mutual benefit.
• A shared services approach, which encompasses those support functions that are used by many different departments within an organisation, for example IT and HR.
• An outsourcing approach, whereby an organisation contracts with a third party organisation to carry out its procurement function.

Examples of content for merit/distinction grade answers:
In the case of part (a), stronger answers would have described four or five roles for each of the two procurement teams and provided greater depth of detail. Also, examples might have been introduced from the candidate's own work experience.
Better answers to part (b) would have provided greater depth of detail about the three hybrid structures chosen and introduced advantages and/or disadvantages of each of the structures.

Examples of poorer content/ poorer approaches in answers:
A few candidates, in their answers to part (a), repeated the same roles for local procurement teams and centralised procurement teams. Some attempted to answer the question by describing the differences between a centralised and a decentralised approach to procurement.
In the case of part (b), a few candidates did not understand the nature of hybrid structures and answered the
question by referring to centralised and decentralised models. Also, a few candidates, although correctly identifying CLAN and SCAN as two hybrid structures, for which marks were awarded, confused the two and gave incorrect definitions.

Concluding comment: In general terms, part (a) was the best answered question on the paper. Few candidates did not achieve at least a pass mark, by describing at least two of the roles of each team. A significant number of candidates provided four or five roles for each team and were rewarded by a mark of a merit pass or distinction pass standard.
Answers to part (b) were not so good. As indicated in the previous section, some candidates did not
understand the nature of hybrid structures or confused CLAN with SCAN, resulting in low marks being awarded.
Question:
(a) Describe THREE objectives of public sector organisations.
(b) Explain FOUR ways in which regulation might impact on public sector procurement.

4a & 4b) Learning outcome addressed: 4.2

4a) Command word explanation: Describe – give a full account of something
4b) Command word explanation: Explain – give reasons for or account for something

Examples of good content/good approaches in answers:
Answers to part (a) should have described three objectives of public sector organisations. These might have been:
• To deliver essential services, not provided by the private sector, to an acceptable level or quality.
• To encourage national and community development, by developing education and skilling and stimulating economic activity.
• To pursue socio-economic goals, such as support for small and minority-owned businesses and the pursuit of sustainable development.

Answers to part (b) should have explained four ways in which regulation might impact on public sector procurement. These might have included:
• To ensure that bought in materials, goods and services comply with defined public standards and
specifications.
• To ensure that all procurement exercises are compliant with public policies and statutory procedures.
• To ensure that all supply chain operations are compliant with legal requirements, for example health and safety and environmental sustainability.
• There is a high requirement for accountability, so that audit trails must be maintained.
• Procurement in the public sector must be based on value for money, because taxpayers' money is being used.
• The tendering process is more likely to be more bureaucratic and time consuming, because of
regulations such as EU Procurement Directives.

Examples of content for merit/distinction grade answers:
Stronger answers to part (a) would have given more examples for each of the three objectives. For example, in delivering essential public services, candidates might have cited education, healthcare and housing. For encouraging national and community development, examples might include developing technology and infrastructure (roads and railways). In the pursuit of socio-economic goals, corporate social responsibility might have been cited and the legislation of minimum standards for human, civil and labour rights.
The best answers to part (b) would have provided examples of the ways in which regulation impacts on procurement in the public sector, the examples being drawn for the candidate's own country.

Examples of poorer content/ poorer approaches in answers:
In the case of part (a), some candidates did not describe objectives, but policies and other activities that the public sector might be involved in. Examples included raising taxation, redistributing wealth and making and enforcing laws.
In part (b), some candidates identified appropriate types of regulation, but did not go on to explain how they
impact on public sector procurement. Such answers could not be awarded more than a mark of a pass standard because an important part of the question had not been addressed. Because some candidates could not explain the four ways specified in the question, sometimes only two or three, the mark awarded was below a pass mark standard.

Concluding comment: Answers to part (a) were of a mixed standard. There were a small number of very good answers, with candidates able to describe three appropriate objectives of public sector organisations and provide examples of each. Such answers were rewarded by a maximum, or near maximum, mark. There were, however, a significant number of candidates who described policies and other activities, rather than
objectives and in such cases, the mark awarded was low.
Part (b) was the least well answered question on the paper. Many candidates did not achieve a mark of a pass standard, mainly because they did not address the full question and did not explain the impact of regulation on public sector procurement.