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Level 4 M8 > LO1 Demonstrate the application of the procurement cycle > Flashcards

LO1 Demonstrate the application of the procurement cycle Flashcards

(58 cards)

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1
Q

Stage one

A

Define the business need and develop specification

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2
Q

Stage two

A

Market analysis / make or buy

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3
Q

Stage three

A

Develop strategy / plan

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4
Q

Stage 4

A

Pre procurement market testing

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5
Q

Stage five

A

Develop documentation and specification

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6
Q

Stage six

A

Supplier selection

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7
Q

Stage seven

A

Issue tender documents

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8
Q

Stage eight

A

Bid and tender evaluation and validation

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9
Q

Stage nine

A

Contract award and implementation

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10
Q

Stage ten

A

Warehouse logistics and receipt

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11
Q

Stage eleven

A

Contract performance and improvement

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12
Q

Stage twelve

A

Supplier relationship management

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13
Q

Stage thirteen

A

Asset management

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14
Q

Stage one:
Needs can be

A

Tangible
Intangible
Direct
Indirect

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15
Q

Stage one:
Performance Specification

A

A description of the outputs or outcomes that are expected with the detailed design of the product or service left for the supplier to decide

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16
Q

Stage one:
Conformance (Technical) Specifications

A

Specifices which standards a requirement must meet or exceed

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17
Q

Stage two:
Porters Five Forces

A

Rivalry amongst existing competitors
Threat of New Entrants
Bargaining Power of Buyer
Threat of Substitutes
Bargaining Power pf Suppliers

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17
Q

Stage one:
Performance vs Conformance

A

Performance:
More Innovation, promote competition. no risk to buyer, shorter document, quick to prepare, advantage of supplier expertise, not 100% sure on what buyer is getting
Conformance:
No innovation, reduced competition, buyer has risk, complex document, time consuming, no regard for supplier expertise, buyer knows exactly what they’re getting

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18
Q

Stage two:
Carters Outsource Matrix

A

Strategic Importance v Contribution to Operational Performance
1. Strategic Alliance
2. Retain
3. Eliminate
4. Outsource

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19
Q

Stage two:
Carters Outsource Matrix
1. Strategic Alliance

A

High Strategic Importance V Low contribution to Ops Performance
CORE ACTIVITY

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20
Q

Stage two:
Carters Outsource Matrix
2. Retain

A

High Strategic Importance V High contribution to Ops Performance
CORE ACTIVITY

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21
Q

Stage two:
Carters Outsource Matrix
3. Eliminate

A

Low Strategic Importance V Low contribution to Ops Performance
NON CORE ACTIVITY

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22
Q

Stage two:
Carters Outsource Matrix
4. Outsource

A

Low Strategic Importance V High contribution to Ops Performance
NON CORE ACTIVITY

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23
Q

Stage two:
Other mechanisms to analyse and test market

Study These Flashcards
A

STEEPLED
SWOT
Porters Five Forces
Push and Pull
Supply and Demand
Product Life Cycle
Ansoff Matrix
Make or Buy
Early Supplier Involvement

24
Stage two: Benefits of Outsourcing
Saving Money Reduced Overheads Reducing Headcount External Knowledge Focusing Internally on core competencies Helping with Shortfalls in labour/expertise
25
Stage two: Disadvanatages of Outsourcing
Losing control internally Reliant on external organistions Reducing Quality Losing internal knowledge
26
Stage three: Deciding the Route
Invitation to Tender or Request for Quote
27
Stage three: STEEPLED
Social Technological Economic Environmental Political Legal Ethical Demographic
28
Stage four: Should Consider
Stakeholder Engagement Supplier Engagment Market Research Any New Regs/Legislation Currency Fluctuations Competitors actions
29
Stage Five: Documents that must be sent out
Terms and Conditions Quantity Description and Specification Delivery Details SLA or KPI's
30
Stage six: Supplier Selection procedures
PQQ Sustainability Carters 10 C's Credit Check Reputation Ethics Benchmarking Relationships
31
Stage six: PQQ's request what information
Company Details Trading History Financial Information Quality Standards Insurance Health and Safety Policies References Ethical Policies
32
Stage Six: ESG
Environmental, Social, Governance A measurable Sustainability assesment
33
Stage six: Carters 10 C's
Competency Capacity Cash Consistency Control Cost Culture Communication Clean Commitment
34
Stage six: Ethical Factors that should be considered
Modern Slavery Fair Pay Bribery Corruption Human Trafficking Equality Discrimination Envirnmental Awareness Sustainability Awareness
35
Stage six: Why is reputation important
Association Quality Sustainability Ethics Delivery Fit for purpose Supplier relationships contract management
36
Stage six: CIPS Relationship Spectrum
Level of Commitment to the relationship from the supplier vs Level of Comittment to the relationship from the buyer
37
Stage six: CIPS Relationship Spectrum types of relationships
LOW Adversarial Arms Length Transactional Moderate Bespoke Single Source Outsourced Strategic Collabortative Partnership Co-Destiny HIGH
38
Stage six: Steele & Courts Supplier Preferencing Matrix
Attractiveness of the customer vs Relative Value of account Development - High v Low Core - High v High Nuisance - Low v Low Exploitable - Low v High
39
Stage six: Supplier Scorecards
A way to evaluate suppliers against set criteria, showing the supplier thatbis the best fit
40
Stage seven: Ways a Tender can be issued
Post or Electronically (E-Tendering Portal)
41
Stage eight: Whole Life Costs
The Price Delivery Installation Costs After-Sales Service Training and Support Decommisioning Disposal / Recycling Costs (ICEBERG MODEL)
42
Stage nine: Negotiating Contractual Terms
Battle of the Forms
43
Stage ten: Tangible and Intangible needs
Tangible: make stores aware to allocate space and how often delivery should be expected Intangible: access permits, office space
44
Stage eleven: Continuous Improvement (5)
1: Map process and identify oppurtunities 2: Plan for imporvement 3: Action and implement the changes 4: Review new changes 5: Identify areas for improvement
45
Stage twelve: Relationships between buyers and suppliers depend on
Type of Product / Service Supplied Length of contract Stage of Contract Competetiveness in workplace
46
Stage twelve: The Kraljic Matrix
Cost Impact V Risk Impact Leverage - High v Low Strategic - High v High Routine - Low v Low Bottleneck - Low v High
47
48
Stage twelve: The Kraljic Matrix Leverage Suppliers
High Cost Low Risk Vast Competition Low Cost to move Utility Suppliers Strong Relationship
49
50
Stage twelve: The Kraljic Matrix Strategic Suppliers
High Cost High Risk Critical to buyer Responsible for core supplies Managed Closely
51
Stage twelve: The Kraljic Matrix Routine Suppliers
Low Cost Low Risk Lots of work with suppliers Lots of variety available in market Stationery Little Management - Arms Length
52
Stage twelve: The Kraljic Matrix Bottleneck Suppliers
Low Cost High Risk Monopoly on market Managed closely
53
Stage thirteen: Types of Buys
Straight Re-Buy Modified Re-Buy New Buy
54
Main Differences between sectors
Owned By Funded By Shares Objectives Internally Adminitsered by
55
Public Sector
Government owned and funded (taxes) NO shares Provides public with services Administered by Government
56
Private Sector
Owned by Private Investors Funded By Investment or loans Shares Provides goods and services to make profit Internally administered by own business
57
Third Sector
Owned by Trustees Funded by Donations No Shares Promotes and supports social, environmental and culutral objectives internally administered by employees / volunteers

Level 4 M8 (5 decks)

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