1、and Supply采購(gòu)與供應(yīng)文憑Diploma in P rocurement供應(yīng)源搜尋Sourc ing in P rocureme nt and Supp ly四級(jí)L4-D3 LEVEL 4L4-D3日期：2014年05月21日，星期三 DATE: Wednesday 21 May 2014時(shí)間：下午 14:00 -17:00 time : 14:00 PM T7:00 PM時(shí)長(zhǎng)：三小時(shí) DURATION: 3 hours考生注意事項(xiàng):THBCHAftrsan> Institute opPuRcwaG & SypptsfInstructions for Candidates

2、 :本試卷由五道必答題組成，每題20分，共100分。This examination has FIVE compuIsory questions worth 25 marks each.1. 在未得到監(jiān)考官允許之前，請(qǐng)勿翻閱試卷。Do not open this question paper until instructed by the invigilator.2. 請(qǐng)將答案填寫在答題紙上。All answers must be written in the answer booklet p rovided.3. 請(qǐng)將草稿也寫在答題紙背面，交卷前請(qǐng)將草稿部分作一刪除記號(hào)。All rough

3、work and notes should also be written in the answer booklet.請(qǐng)?jiān)诨卮饐栴}之前花費(fèi) 20 分鐘來仔細(xì)閱讀分析案例信息。You are advised to allow 20 minutes to read carefully and analyse the information in the case study before attempting to answer the questions .案例研究 麥格納賽車公司的供應(yīng)源搜尋弗蘭克是麥格納賽車公司（以下簡(jiǎn)稱麥格納公司）的采購(gòu)領(lǐng)導(dǎo)。麥格納公司生產(chǎn)高性能的賽車并 參加賽車比賽。公

4、司的采購(gòu)職能負(fù)責(zé)搜尋和供應(yīng)所需的由外部生產(chǎn)的零件和提供的服務(wù)，確保公司能 夠參加世界各地的賽車比賽。這些采購(gòu)包括貼牌的汽車零件或由麥格納公司設(shè)計(jì)的汽車零件，同時(shí)還 包括那些使得公司實(shí)現(xiàn)運(yùn)作效率最大化的易耗品。供應(yīng)源搜尋要權(quán)衡成本、前置期和質(zhì)量。滿足公司 內(nèi)部客戶的交付要求是采購(gòu)的關(guān)鍵目標(biāo)，同時(shí)也要確保所采購(gòu)零件的最佳資金價(jià)值。麥格納公司供應(yīng)源搜尋所面臨的挑戰(zhàn)之一是運(yùn)作的即時(shí)性。在賽車比賽的賽季中，汽車從一站比 賽結(jié)束到下一站比賽開始之前要進(jìn)行改進(jìn)， 這意味著從設(shè)計(jì)下達(dá)到收到成品零件的平均前置期不到一 周的時(shí)間。零件一旦被安裝并使用之后就會(huì)被淘汰，由新改進(jìn)的零件進(jìn)行替換。在非賽季時(shí)期存在著 其它

5、各種問題。在三個(gè)月之內(nèi)會(huì)發(fā)出大約 12,000 件新的零件設(shè)計(jì)，這些零件要依照嚴(yán)格控制的計(jì)劃 按時(shí)供應(yīng)，從而確保及時(shí)組裝汽車參加新的賽季。弗蘭克的任務(wù)是針對(duì)所有的采購(gòu)建立一個(gè)高效的供 應(yīng)源搜尋流程。麥格納公司在工程技術(shù)領(lǐng)域保持著領(lǐng)先的地位。零件設(shè)計(jì)由公司的設(shè)計(jì)團(tuán)隊(duì)進(jìn)行匯總，并在有需 求的時(shí)候期望采購(gòu)職能提供支持。零件規(guī)格非常精密、公差設(shè)計(jì)十分嚴(yán)格。供應(yīng)商傾向于融入設(shè)計(jì)團(tuán) 隊(duì)，供應(yīng)商的選擇是基于設(shè)計(jì)團(tuán)隊(duì)領(lǐng)導(dǎo)的個(gè)人偏好。弗蘭克希望采購(gòu)職能更多的參與到設(shè)計(jì)流程，他 還基于清晰的供應(yīng)商選擇標(biāo)準(zhǔn)制定了供應(yīng)源搜尋計(jì)劃。為了與設(shè)計(jì)團(tuán)隊(duì)之間形成良好的可信度，弗蘭 克最近開發(fā)了一個(gè)供應(yīng)商能力數(shù)據(jù)庫(kù)，供大部分的設(shè)

6、計(jì)工程師使用，這在識(shí)別專業(yè)供應(yīng)商時(shí)可以節(jié)省 大量時(shí)間和精力。供應(yīng)基礎(chǔ)是多變的，一些所謂的供應(yīng)商就是單獨(dú)的一個(gè)人，而有些供應(yīng)商是大型的跨國(guó)公司，他 們更多的是與主要的汽車制造商交易。近期的實(shí)際情況是，技術(shù)能力較弱的供應(yīng)商在現(xiàn)金流方面遇到 了問題，從而影響其交付績(jī)效?，F(xiàn)在還沒有建立起恰當(dāng)?shù)南到y(tǒng)來判斷供應(yīng)商的財(cái)務(wù)穩(wěn)定性。近期麥格納公司內(nèi)部一直在討論削減供應(yīng)成本的問題，弗蘭克因此承擔(dān)的一項(xiàng)任務(wù)，即調(diào)查實(shí)現(xiàn) 成本削減的方法。國(guó)際化供應(yīng)源搜尋是議題之一。現(xiàn)在許多的采購(gòu)是在本地進(jìn)行，但是麥格納公司使 用的許多標(biāo)準(zhǔn)零件可以從其它低成本國(guó)家獲得。 另一個(gè)調(diào)查領(lǐng)域是與其他的賽車車隊(duì)在非競(jìng)爭(zhēng)性的支 出領(lǐng)域進(jìn)行合作，

7、例如差旅、貨物運(yùn)輸和招待支出等方面。弗蘭克在以前的工作中曾接觸過了電子采 購(gòu)系統(tǒng)，他想在麥格納公司也實(shí)施這個(gè)系統(tǒng)。CASE STUDY -SOURCING AT MAGNA RACINGFranck is the head of procurement at Magna Racing, a company that builds and races high-performance cars. The procurement function is responsible for the sourcing and supply of all externally manufactured co

8、mponents and services required by the company to enable it to compete in motor racing events all over the world. These purchases include car components that are branded items or Magna-designed, as well as those consumable items necessary to allow the in-house manufacturing division to operate at max

9、imum efficiency. Sourcing is a trade-off between cost, lead time, and quality. Meeting the delivery expectations of in-house customers is a key aim of procurement, as well as ensuring best value-for-money for the components that are sourced.One factor that makes sourcing for Magna challenging is the

10、 immediacy of the operations. During the motor racing season, cars are re-developed from one race to the next. This means that the average lead time from the release of a design to receipt of the finished components is less than a week. No sooner are the components fitted and run, than they become o

11、bsolete and are replaced with a newer improved version. Outside the racing season there are different issues. Approximately 12,000 new drawings are released over a period of three months and all these have to come together to a tightly controlled plan so that a new car canbe assembled in time for th

12、e start of the racing season. Franck has been tasked with developing a robust sourcing process to cover all purchases.Magna is an engineering-led organisation where designs are put together by the design teams and procurement is expected to action them as needed. Components are specified in great de

13、tail and with tight design tolerances. Suppliers tend to be embedded in the design teams and supplier selection is based on the personal preferences of the design team leaders. Franck would like procurement to be more involved in the design process and to set up sourcing plans based on clear supplie

14、r selection criteria. In order to establish credibility with the design teams, Franck recently developed a supplier capability databasewhich is now used by most engineers and which saves both time and effort when identifying specialist suppliers.The supply base is varied. Some suppliers are one-pers

15、on operations, while others are large, multinational engineering companies more used to dealing with the major automotive manufacturers. There have recently been instances of technically-capable smaller suppliers encountering cashflow problems which affected their delivery performance. There is no s

16、ystem in place at the moment to establish the financial stability of suppliers.There has been a lot of discussion in Magna recently about the need to reduce supply costs. Franck has therefore been tasked with investigating ways of achieving this. International sourcing is one item on the agenda. Mos

17、t sourcing is currently undertaken locally, but many of the standard components used by Magna are now available in low-cost countries. Another area of investigation is that of collaborating with other motor racing companies on non-competitive areas of spend, such as travel, freight and hospitality.

18、Finally, in Franck 'psrevious job he had access to e-sourcing systems and wants to implement these systems within Magna as well.32 分鐘作答。 the context of the問題 QUESTIONS20 分）以下所有問題都與案例有關(guān)，應(yīng)當(dāng)根據(jù)案例提供的信息回答問題。建議你每題用 These questions relate to the case study and should be answered in information provided.

19、 You are advised to spend 32 minutes on each question.1. 描述在開發(fā)供應(yīng)商基礎(chǔ)時(shí)，麥格納賽車公司的采購(gòu)職能可以使用的五個(gè)選擇標(biāo)準(zhǔn)。Describe FIVE selection criteria that Magna Racing' s procurement function might use when developingits supplier base.2. 案例中提到弗蘭克想要建立一個(gè)供應(yīng)源搜尋計(jì)劃。解釋麥格納賽車公司采用的供應(yīng)源搜尋計(jì)劃所 包含的主要內(nèi)容。 （20 分）The case study states that Franck would like to set up sourcing plans. Explain the main content of a sourcing plan that Magna Racing might adopt.3.a）解釋為什么麥格納賽車公司應(yīng)當(dāng)評(píng)估供應(yīng)商的財(cái)務(wù)狀況；（10分）Explain why Magna Racing should appraise the financial position of its suppliers.b）解釋麥格納賽車公司可以用來確定供應(yīng)商資產(chǎn)流動(dòng)性的兩個(gè)財(cái)務(wù)比率。（10分）&