CIPS L4M1 Revision Notes
Uploaded by
ABDULLAH BAJUSAIRCIPS L4M1 Revision Notes
Uploaded by
ABDULLAH BAJUSAIRRevision Notes L4M1
cope and Influence of Procurement
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and Supply (L4M1)
TABLE OF CONTENTS
. Understand and analyse the added value that can be achieved through procurement and
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supply chain management
1.2. Analyse the different sources of added value in procurement and supply
1.3. Describe the categories of spend that an organisation may purchase
1.4. Differentiate the stakeholders of procurement or supply chain functions
2. Understand and analyse the key steps when procuring goods or services
3. Understand and analyse aspects of organisational infrastructure that shape the scope of
procurement and supply chain functions
3.2. Analyse the impact of organisational policies and procedures on procurement and supply
3.3. Examine the different structures of a procurement or supply chain function
3.4. Explain the common IT systems that can be used by a procurement or supply chain
function
4. Understand and analyse the need for compliance with requirements when undertaking
procurement activities in different sectors
4.2. Analyse the impact of the public sector on procurement and supply chain activities
4.3. Examine the impact of the private sector on procurement or supply chain activities
4.4. Examine the impact of the not-for-profit or third sector on procurement or supply chain
activities
CHAPTER 1
1. U
nderstand and analyse the added value that can be achieved
through procurement and supply chain management
1.1. Compare the concepts of procurement and supply chain management
1.1.1. efinitions of procurement, supply chains, supply chainmanagement
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and supply chain networks
rocurement is a strategic function of a business and involves a
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high level of skill.
It includes elements such as the following.
● dded value·
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● Purchasing
● . Quality
● . Supply
● . Waste management
● · Cost
● . Inventory
● . Logistics
alue in the supply chain; Value within the supply chain comes
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from the effective management of the following.
● . Price
● · Delivery
● · Storage
● . Ethics
● . Environment
● . Sustainability
● . Communication
● · Quality
upply chain networks include managing flows. Within supply
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chain networks, flows can be physical or information flows
Remember In a supply chain network, goods flow one way,
whereas information flows two ways.
Procurement includes the following.
● . Preparing specifications
● . Monitoring quality
● · Sourcing
● · Buying
● . Stock control
● . Disposal of waste
1.1.2. ompare the role and function of supply chain management with
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procurement
1.1.3. Definition and function of supply chain tiering
1.1.4. Definition and issues related to complex supply chains
1.1.5. Definitions of logistics and materials management
ogistics is the process of planning, implementing, and controlling
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proceduresfortheefficientandeffectivetransportationandstorageof
goods, including services and related information, from the point of
origin to the point of consumption for the purpose of conforming to
customerrequirements.Logisticsisthecontroloftheflowofgoodsor
services between two points. It is about making sure that people or
things are where they need to be at the correct time. Logistics
includes handling, packaging, inventory, warehousing, and
transportation.
ogistics requires several areas to be managed in order to keep the
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entire process running effectively.
. Demand planning; knowing what isrequired and when
●
● · Fleet management; solutions related to the transport of goods
from place to place
● · Inventory management; Inventory management involves
nowing how much inventory (stock) is available. Effective
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logisticaloperationsrelyongoodinventorymanagement.Aswell
as beingawareofinventorylevels,productsshouldbestoredin
the correct way within warehouses.
● . Warehousing and storage; Warehouses should be laid out in a
way that makes product selection quick and easy.
● . Order fulfilment
aterials management is a part of the supply chain, andisconcerned
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withtheflowofmaterialsto,from,andinsidemanufacturing/production
units.Itcoverstheplanning,handling,storage,inspectionandissuingof
raw materials, components and finished goods.
1.1.6. Definitions of waste management and closed-loop recycling
The benefits of effective waste management are
● . Compliance with regulations, meaning less risk of fines,
penalties or reputational damage
● . Positive impact on people, the planet and its resources
● . Enhanced brand reputation, meaning organisations,
stakeholders and
● suppliers will want to work with you, and customers will want to
buy from you
● . Cost savings associated with the elimination of unnecessary
waste from the supply chain
ne of the best ways to reduce waste is through the use of closed-loop
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recycling.
losed-loop recycling is where recycled waste can be reprocessed or
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repurposed indefinitely to make either new products or returned to the
environment as biodegradable waste. In contrast,open-looprecycling
iswhereproductsgothroughtherecyclingprocessbutneedtobemixed
withnewmaterialsinordertobecomeanewproduct.Often,inopen-loop
recycling, products are recycled to create new
1.2. Analyse the different sources of added value in procurement and supply
1.2.1. The five rights of procurement
The right quantity
here the quantity procured is wrong, the following situations could
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occur.
● . Production could stop
● . Retail consumers' needs could be unfulfilled
● . Warehouses could be overstocked
● . The price the organisation pays for the product or service could
be too high
The right quality
he right quality is an essential aspect of getting value for money.
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Quality is about a product or service meeting the needs and
expectations of customers. It is not always necessary for qualitytobe
high,buttheproductorservicemustbefitforpurpose.Partoftherole
ofaprocurementprofessionalistodefinethestandardofqualitythatis
required. This can be done through the following.
. Stating quality standards
. Producing a product specification
pecification needs collaboration . It mostly contains the following :
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description, color, matenrial, drawing , qty, packaging , quality
The right time
he consequences for an organisation if products are not received or
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delivered at the right time include:
. Stockouts.
●
● . Additional costs
● The organisation may have to purchase replacement goods to
keep
● production going
● Deliveries arriving at the wrong time
● Relationships. Late deliveries negatively affect supplier
relationships
The right place
Failure to deliver to the correct destination could result in the following.
· Stockouts
●
● .Dissatisfiedcustomerswhofailtogettheirgoodsmaytaketheir
business
● elsewhere in the future
● .Additionalcostsmaybeincurredifadeliveryvehiclesenttothe
wrong
● destination has to be redirected
The right price
he price of a product or service must be fair and reasonable.
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Procurement professionals have an opportunity to influence price in a
number of ways:
● · Sourcing
● · Aggregation of spend
● · Obtaining price comparisons
● . Negotiation
Things to consider in price
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● urrency of the offer
● Gross and net prices
● INCOTERMS
1.2.2. Defining total life cycle costs or whole-life asset management
Costs considered under WLC include.
● A cquisition costs - purchase price, inward delivery, receipt and
handling
● Processing and maintenance costs - use of an asset, storage,
maintenance,
● packing, dispatch, preparation, production, manufacturing,
insurance and overheads
● End of life costs - disposal, repair, recycling
● Non-value adding processes - scrap/rework or other disposal
costs
Whole-life asset management
hole-life asset management (WLAM) is the process of
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valuating the totalpriceandallassociatedcostsofaproductto
make an informed decision as to which option will provide the
organisation with the best value for money option. AsWLAMis
quitearesource-intensiveprocess,requiringcontinuousprocess
and performance monitoring and management, it is most
commonly used in relation to fixed assets and some times
services.
1.2.3. Achieving five rights of procurement from external suppliers
ey performance indicators:Key performance indicators(KPIs) may
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be included in a supplier's contract with the buying organisation in order
to achieve the right quality, timescales, quantity and place
considerations.
here are various methods buyers can use to assess the price and
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ensure the price on offer is right for their requirements.
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● enchmarking through multiple requests for quotations (RFQs).
● Negotiation.
● Open book c osting. Buyers can request a detailed cost
break-down for the product or service fromsuppliers.Theycan
then analyse the associated costs to produce or deliver the
product or service to understand whether the final costpriceis
fair
● Economic order quantities/volume discounts.
1.2.4. ther sources of added value: innovation, sustainability and market
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development
ther non-monetary factors contribute towards adding value to a
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product or service, and a buyer also needs to consider the following
when purchasing goods or services.
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● dditional features: a reversing camera
● Brand: a strong brand identity adds value inthe form of
engagment, awarness an communication
● Convenience: e.g. a retail shop near to a busy office
● Excellence of service: Excellent service may includethe
following.
○ Paying attention to detail,
○ Considering things from a buyer's viewpoint,
○ Going beyond what is required to assist the customer
● Market development;Market development is about findingnew
markets for products or services and acquiring new consumers.
● Reduced input costs;If the input costs are lowerand the selling
price is the same, the monetary added value will be higher.
● Reputation
● Innovation
● Sustainability
ithin procurement, sustainability is about achieving value for
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money,minimisingriskwhilstalsoensuringpositiveoutcomesin
relation to the environment, the economy and the community.
buyer's organisation needs to be aware of possible risks in
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order to protect itself. The following examples show how risks
could present themselves in a variety of forms.
● S uppliersmaydevelopfinancialproblemsthataffecttheir
ability to supply
● Products may become unavailable due to product
shortages or lack of raw materials
● Conflictcouldaffecttheabilitytomoveproductsbetween
countries
● There may be a breakdown insupplier relationships
1.2.5. Defining value for money
1.3. Describe the categories of spend that an organisation may purchase
1.3.1. ypical breakdown of organisational costs represented by procurement
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of goods, services and constructional works
Fixed and variable costs
irect and indirect costs :Direct costs ; For example,the direct costs
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of the construction of an office block could include bricks, cement and
labour. Indirect costs ; examples Salary of support staff, Rent of head
office, Mobile telephone contracts
emember Direct costs are directly associated with the job. Indirect
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costs are not directly associated with the job.
The role of procurement department
● Capital purchases
● · Evaluate potential suppliers
● . Be involved in preparing specifications
● . Review quality and standards
● . Assess ethical requirements
● . Compare buy or lease options
● · Investigate transport
● · Review packaging options
● . Research total life cost
● . Calculate currency differences
● . Benchmark prices
● . Ensure assets are fit for purpose
● Insurance:Negotiation and sourcing strastegies byprocurement
professionals
● Marketing:booking stands, arranging travel and buying
prootional materials
● Raw materials , components and consumables :sourceand
manage inventory, apply economies of scale while ordering
● Research and development :The procurement department'sain
is to ensure value for money is achieved. Procurement
rofessionalsmayhaveexistingrelationshipswithsupplierswho
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can supply what is neededatafaircost,meaningthattheR&D
department does not have to try to find it from an unknown
source.
● S alaries:if company uses temporary labour then procurement
can handle this
● Sundries
● Training
● Vehicles, transport, haulage
1.3.2. Stock and non-stock procurement
Stock procurementincludes the following.
● R aw materials. These are products in their natural form. They
come from the primary sector.
● Components. Components are manufactured in the secondary
sector.
● Finished goods. While some procurement professionals work
withinamanufacturingorproductionorganisation,othersworkin
the retail sector.
Non-stock procurement
on-stockprocurementreferstothoseitemsthatarepurchased
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thatwillnotbestoredasinventory.Thisgenerallymeansservices
,although capital purchases are also non-stock
procurements
1.3.3. Direct and indirect procurement
Direct procurement
irect procurement is the sourcing and supply of a product or
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service that is directly
r elatedtoaspecificendresult,suchastherawmaterialsusedto
produce a product
e can categotize the type of suppliers and their product with
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Kraljic matrix
Indirect procurement refers to the goods and services thatan
organisation needs to continue functioning, but that do not
contributetothebottomlineofthefinishedproduct,forexample,
marketing or repairing office equipment.
1.3.4. Capital purchases and operational expenditures
Organisations have two types of budget.
● C APEXbudgets relate to capital expenditure and includecapital
purchases. Remember; Capital purchases are one-off purchases
of machinery, land or property. Considerdepreciation
● OPEX budgets relate to operations expenditure: Operational
expenditure is procurement made by an organisation to ensure
the efficient day-to-day running of the business. Examples of
operational expenditure include the following.
● Rent
● Raw materials
● Salary
● Insurance,
● Transport
1.3.5. Services procurements
Types of service include:
● C ontracts for specific tasks (e.g., cleaning services, catering
services)
● Management contracts (e.g., waste management, event
management)
● Maintenance contracts (e.g., preventative maintenance, on-call
emergency response when something breaks down)
● Professional services (e.g., legal, financial, IT)
1.3.6. Utility procurement
Utilities typically include
● lectricity
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● Gas
● Mains water
● Telephone/broadband
● Mortgage or rent
● Transport
Many utility markets are under monopoly or oligopoliy
1.3.7. Commodity procurement
ommodity pricing is influenced by many factors such as supply and
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demand, currency fluctuations, political instability, war and weather
conditions. Individuals within industries monitor wider market conditions
and global events to try to
forecast commodity pricing, in order to hedge and buy or sell at the best
time.
1.4. Differentiate the stakeholders of procurement or supply chain functions
1.4.1. Definition of stakeholders
There are three categories of stakeholders:
Internal stakeholdersarepeople,orgroupsofpeople,whoareinvolved
directly with the business, for example, directors and employees.
● olleague with a need
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● Accounts department-ensuring best value for money is secured
● Compancy owner-keep shareholders statisfied
● Manufacturing department- procurement of goods/services
● Store department
● Quality department
● Sales department -generate demand from customers
● Transport and fleet
●
xternal stakeholders are people or groups of people who have an
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interest in the organisation for example, the local community, or
competitors.
● Local community -noise, aire, water pollution, ecossytem
● ower tier suppliers
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● Caouriers and haulage comapnies
● Media
● Government and regulatory bodies
● CIPS
onnected stakeholders are those external stakeholders who usually
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have a financial interest in an organisation, such as customers, or banks.
● hareholdrs-finanicla interest
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● Tire 1 suppliers -mutual r/ship with buyer
● Banks
● Consumers & customers
1.4.2. Examples of stakeholders of a procurement and supply chain function
1.4.3. Mapping stakeholders for a procurement and
ey stakeholders have to be managed for a supply chain to function
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effectively. Stakeholders come with different levels of authority and
interest. Their needs must be evaluated using these two criteria.
Mendelow's stakeholder matrix
eep Satisfied :These stakeholders have a high level of power butare
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not very interested in the running of the business.
anage Closely: Thesestakeholdershaveahighlevelofinterestinthe
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business and have high power.
inimum Effort: These stakeholders are the least important ones in
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termsofpowerandinfluencebutarestillkeytotheorganisation:without
them it is possible the business would not function or be successful.
eepInformed:Thesestakeholdersdonothavemuchpowerwithinthe
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organisation but are potentially very powerful outside it. Local activist
groups are a good example.
CHAPTER 2
2. U
nderstand and analyse the key steps when procuring goods or
services
2.1. Explain each stage of the CIPS Procurement Cycle
2.1.1. IPS Procurement Cycle: pre-contract award stages (stages 1-8 of
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the CIPS Procurement Cycle) for generic procurement and supply
activities
Stage 1 Define business needs and develope the specification
efiningandidentifyinganeedrelatestohavingknowledgeofwhatthe
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customer requires. The customer can be internal, such asacolleague
from another. The need is generated from the customer and
communicated to the buyer.The customer need should include details
such as the following:
● .
1 Description of what is required
● 2. Quantity of what is required
● 3. Delivery time and place of what is required
● 4. Quality of what is required
Stage 2: Market analysis and make or buy decision
nce the customers need is defined and understood, the
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procurementprofessionalwillstarttoresearchthebestmeansto
meet the need. Buyers will need to assess their internal
capabilities,toseeiftheneedcanbefulfilledInternallyorsource
it externally.
eviewing the market and the availability of goods or services
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required, involves evaluating the following:
. The economic situation.
●
● . Currency fluctuations.
● . Supply and demand relate closely to price within the
market.
Stage 3: Develop the Strategy and Plan
henthedecisiontomakeorbuyhasbeenmade,thenextstage
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in the procurement cycle is to develop a strategy or plan. The
plan should outlinethe following.
● W hich type of suppliers to approach - local, national or
global.
● An evaluation of the competition.
● Whether an invitation to tender (ITT) or request for
quotation (RFQ) is more appropriate.
Stage 4: Pre-procurement market testing
The next stage is to conduct
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● arket tests and
● consider market engagement.
to establish
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● ow best to develop the specification,
● what the costimplications and optimum contracting terms
might be, and
● whether the time is right to act upon the need. E.g. looking
at Product life-cycles and seasonal trends
he process involves seeking information or feedback on the
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proposed need from internal and external stakeholders.
Stage 5: Develop documentation and detailed specification
The information in the RFQ or ITT should include the following.
● . Description and specification
● · Quantity
● · Delivery details
● . Service level agreement (SLA)
● . Terms and conditions
Stage 6: Supplier selection to participate in tender
his is an optional step relating to the decision about which
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suppliers should be sent an ITT or RFQ. Buyers may undertake
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● ite visits to potential suppliers
● conduct audits or
● ask them to complete pre-qualification questionnaires
(PQQs) or
● requests for information (RFI) to gather information and
assess their suitability. We can use carter’s 10Cs here
Stage 7: Issue tender documents
equestforinformation(RFI)isusedtogatherinformationbefore
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selecting which suppliers will be asked to bid.
equest for quotation (RFQ) is the formal invitation asking a
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supplier to submit a bid.
Stage 8: Bid and tender evaluation and validation
hen the bids, tenders or quotations arrive from the suppliers
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they need to be evaluated by the procurement department in
order to make an informed decision.
● he evaluation of tenders is more structured and formal
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● They are usually evaluated against stated criteria.
● Cross-functional teams are often involved
● It isimportanttoconsiderthewhole-lifecosts(WLC)when
evaluating tenders and quotations.
2.1.2. IPS Procurement Cycle: post-contract award stages (stages 9-13
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of the CIPS Procurement Cycle) for generic procurement and supply
activities
Stage 9: Contract award and implementation
nce the tenders, bids or quotations have been evaluated a
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decisioncanbemadeastowhichsuppliershouldbeawardedthe
contract.Itisgoodpracticetoadvisethewinningsupplierbefore
notifying the unsuccessful ones.
Stage 10: Warehouse, logistics and receipt
t he receiving warehouse at the buyer's organisation needs to
prepare to accept them.The following information should be
gathered in advance.
● · Do all products need to be checked for conformance to
quality standards?
● · Do all products need to be unpacked?
● .Doallproductsneedtobecountedpriortobeinglocated
in the warehouse?
● . Do all products need to be scanned for barcodes?
Stage 11: Contract performance and improvement
ncethecontractisestablished,thesuppliershouldbereviewed
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by the procurement department periodically to ensure that they
are performing to the required standards.
hen arranging the contract, the terms could include key
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performance indicators (KPIs) against which the supplier can be
reviewed.
Stage 12: Supplier relationship management
upplier relationship management (SRM) and supply chain
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management (SCM) are important ways to evaluate and monitor
suppliers.
oteverysupplierwillrequirethesamelevelofbuyerinput.The
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Kraljic matrix can be used to help manage supplier relationships
· A strategic product supplier - managed closely
●
● ·Abottleneckproductsupplier-wouldneedtobemanaged
relatively closely but not as closely as a strategic product
supplier.
● Bottleneck product suppliers - build a strong relationship
● A routine product supplier requires little management.
● A leverage product supplier - build a relationship
Stage 13: Asset management
● T he final stage of the CIPS Procurement Cycle relates to
reviewing thecontractthatisinplaceandcheckingthatit
still meets the organisation's needs.
● Ifthecontractwasforacapitalpurchaseandtheitemhas
nowcometotheendofitslife,thewayinwhichtheasset
is to be disposed of, decommissioned, or
● removed should be assessed.
● the lessons- learned process.
2.2. nalyse each stage of the CIPS Procurement Cycle in relation to
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adding value
2.2.1. hepurpose and added value created at each pre-contract
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award stage (stages 1-8) of the CIPS Procurement Cycle
Develop documentation and detailed specification
Creation of contract terms
A procurement agreement has two components.
· Offer
●
● · Acceptance
Making an offer
emember; A responsetoanRFQoranITTisanoffer.There
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isna difefrence between an offer and invitation to treat. For
example, a television advert is not an offer.
Acceptance of offer
oformtheagreement,thereceivedofferhastobeaccepted.
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Iftheofferisacceptedexactlyasitispresentedthisisknown
asunconditionalacceptance.Ifabuyerisnotsatisfiedwiththe
proposed terms in the offer they may propose acounteroffer.
The supplier's offer
he supplier's offer should contain all the information
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required for the buyer to make an informed decision as to
whether it provides the best value for money. The supplier’s
offer shuld contain: Price, Delivery, Packaging, Frequency,
Lead time, Quality, Minimum order, quantity (MOQ)
Express and implied terms
In a contract there are two types of terms.
● E xpress terms are anything which is said or written,
that is agreed between the two parties.
● Implied terms are assumed to exist and are linked to
common law. Suchtermsdonothavetobementioned
in the contract. It is an implied term that the goods
supplied under the contract are reasonably fit for the
purpose they have been bought for, e.g., if you buy a
refrigerated delivery van, it is reasonable to assume
that the van will keep your delivery-stock dependably
cold, unless you have been told otherwise.
Service level agreements
ervice Level Agreement outlines the level of service that a
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buying organisation expects from a supplier. It defines how
the service delivered will be measured and how any conflicts
will be dealt with should the service levels not be acceptable.
● verview
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● Goal and objectives
● Timescales
● Complete details of the service
● Service Scope
● Metrics and measurement
● Responsibility of each party
● Escalation procedures
● Penalities and remedies
SLA and contracts are different because SLAs are ;
● ore specific
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● Flexible compared to contracts
● Thye porvide monitoring and its enforcement
● They focus on pereformance
● Narrow scope compared to contratcs
Key performance indicators
● K PIs help an organisation keep on targettomeettheir
goals,objectives,companystrategy,missionandvision.
They are an important tool to help keep a business
focused and forward thinking.
● KPIs should always be based on something that is
measurable.
● KPIs should be SMART
Importance of the pre-contract award stages
ailure to correctly conduct the pre-contract award stages of
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theCIPSProcurementCyclecorrectlycouldresultinanumber
of problems such as ;
● . Wrong product supplied.
● . Wrong prices agreed.
● . Too few or too many products ordered.
● · Incorrect suppliers selected.
● . Legal action.
2.2.2. he purpose and added value created at each post-contract award
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stage (stages 9-13) of the CIPS Procurement Cycle
ontract management and supplier relationship management
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Thetermsandconditionsofacontractshouldincludeagreed
performance management metrics.
he type of contract that exists between the buying
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organisation and the supplier affects how the relationship is
managed. If the contract is strategic to an organisation, the
management of the supplier will be conducted in a way that
promotes acollaborative style.
ontractsthatareintendedtorunforashortperiodoftimeor
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for something that is not core to an organisation may
demonstrate a moredistributive style.
Importance of the post-contract award stages
If the post-contract award stage is not managed correctly, this too
can have serious implications for the buying organisation, such as
the following.
● · Warehousing issues.
● · Lack of awareness of supplier performance issues.
● · Failure to improve processes.
● · Incorrect disposal of assets.
2.3. xplain how electronic systems can be used at different stages of the
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CIPS Procurement Cycle
2.3.1. efinition and function of e-requisitions,e-catalogues, e-auctions,
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e-tendering and online supplier evaluation systems
he use of electronic technology in procurement is more
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commonly known as e-procurement. E-procurement consists of:
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● -sourcing
● E-purchasing
omeoftheelementsofstageswithintheCIPSProcurementCycle
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that are commonly carried out electronically are
● e-requisitioning
hee-requisitioncontainsallthesameinformationasinthe
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manual process - the only difference is thatthisdocument
will be raised and sent to the procurement department
electronically.
Pros
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● -requisition saves time
● Document will not be lost
Cos
● L ack of contact could be detrimental to long-tewrm
relationships
● Affected by lack of power or have technical problems
● e-sourcing
e-catalogues
●
E-catalogues are used by buyers to research products and
y suppliers to show available ranges.
b
● e-tendering and e-auctions
reverse auction is a type of auction in which sellers
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compete to win business from a buyer. Unlike a traditional
auctionwherebuyersbidtopurchasegoodsorservices,ina
reverse auction, the buyer specifies the product or service
theywanttopurchaseandsetsthemaximumpricetheyare
willingtopay.Sellersthencompetetoofferthelowestprice
to win the contract.
e-ordering
●
● e-payment
2.3.2. The application of electronic systems at each pre-contract award
stage (stages 1-8) of the CIPS Procurement Cycle
-requisitions
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Buyerscouldusee-requisitioningsystems(discussedearlierinthe
chapter) to help them define business needs and develop a
specification.Theuseofelectronicsystemsinthisstageallowsfor
consistency in communication and traceability of requirements.
-catalogues
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E-catalogues(discussedearlierinthechapter)canbeusefulatthe
market analysis and make or buy stage of the CIPS Procurement
Cycle,astheyenablebuyerstoseetheaccessibilityandavailability
of products or services in the market.
-sourcing
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E-sourcing can be useful at both pre and post-contract award
stages usch as
● Developing the e-specification.
● Sending e-RFQ/e-ITTs.
● E-negotiation. This can be an exchange of e-mails between a
buyer and a supplier discussing terms until an agreement is
made.
● A buyer could use a supplier online evaluation platform,
such as SEDEX to gauge potential suppliers and their
suitability. SEDEXstandsforSupplierEthicalDataExchange
and is a database used by buyers and suppliersforsupply
chain visibility and transparency on ethicalandsustainable
supply practices.
2.3.3. he application of electronic systems at each post-contract award
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stage (stages 9-13) of the CIPS Procurement Cycle
-Sourcing: sending contracts using email for sifnaturesuch as
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docsing
-rodering
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Automated systems are commonly used in organisationsthatuse
materialsrequirementplanning.Automatedsystemsarecommonly
used in organisations that use materials requirement planning
When the procurement professional receives a report they can
upload it automatically into an e-order that can then be sent.
-payment
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E-payment can take place through the following means.
● Bank transfer.
● Debit or credit cards.
● Approved e-payment portals such as PayPal are ways in
which customers can pay their suppliers without having to
physically hand over cash.
ontractual performance
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Buyers can use electronic systems such as reporting technologies
to monitor and review the agreed contractual KPIs
sset management and review
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Spend analytic systems to analyse all the costs associated with the
asset, or the whole-life costs and review expected costs against
actual costs. Spend analytic tools can also be used to assess the
profitability of the contract, and whether a renewal is viable.
rganisations may also choose to use Enterprise Asset
O
Management (EAM) software, which is designed to manage the
life-cycle of physical assets such as manufacturing machinery or
equipment.
Electronic systems in the procurement process
The disadvantages are
● mainly the large initial spend
● Implementation challenges revolving around staff and
suppliers,
● standardising company processes and information into a
new system.
The advantages include:
● Increased efficiency
● Increased speed in transactions
● Reduced cost in producing purchase orders and supplier
administration
● Shared benefit with the supplier through increased
transparency of transactions
A
● n increase in efficiency and visibility of spend
● Ensuring organisation-wide compliance with company
procurement standards
2.4. nalyse the relationship between policy and process compliance and
A
required outcomes
2.4.1. rganisational and contextual drivers for structured procurement
O
and supply processes
It is important to have a structured process for procurementand
supply within an organisation for many reasons. Within the
procurement department it is good practice for all the team
members to follow the same processes. Having structured
processes helps this to happen. Transparency is key within
procurement so if buyers are instructed to follow the same
process,allmembersoftheteamshouldfollowthesamerulesand
standards.
Ethics, Sustainability, and CSR
Ethics covers; · Human slavery, Working conditions, Trafficking
Sustainability
In terms of suppliers, sustainability relates to two areas:
.Thesupplyingorganisationisperformingwellandislikelytobe
1
in existence for the foreseeable future
. The supplying organisation is environmentally aware and is
2
replacing any natural resources it uses
Supplier sustainability techniques ;
. Carry out credit rating score checks
●
● . C onsider the market in which the buying organisation
trades
● ·Talktorepresentativesfromthesupplyingorganisationto
get an
● understanding of culture
hat is the supplier's CSR policy?A CSR policy is a document
W
written by the organisation which is internally regulated and
containsinformationonhowanorganisationwillbearesponsible
part of the community, both locally and globally.
2.4.2. nderstanding and balancing the relationship between policy
U
and process compliance with securing added value and
customer serviceoutcomes in different contexts
CHAPTER 3
3. U
nderstandand analyse aspects of organisational infrastructure
that shape the scope of procurement and supply chain functions
3.1. xplain aspects of corporate governance impacting the procurement
E
or supply chain function
orporate governance is the system of standards, procedures and
C
policies by which an organisation is controlled. It isaframeworkthatis
created around the organisation's values and objectives.Corporate
governance aims to direct and control the actions of stakeholders.
3.1.1. Conflicts of interest
conflict of interest describes a situation where someone within an
A
organisation has opposing loyalties.
3.1.2. he need for documented policies and procedures for
T
procurement
Purpose of policy and procedure
● Ensure conformance
● Ensure compliance
● Protect from coercion,
● bribery or fraud
● Organisational protection
● Continuity of supply
● Promote efficiency
● Promote ethical behaviour
● Provide references
● Assist audit processes
● Aid with legal cases
3.1.3. rganisational accountability and reporting for procurement
O
roles and functions
rganisation accountability; Organisational accountability is
O
about all members of the business working both collectively
and independently to achieve the objectives that have been
defined through the policies and subsequent procedures.
eportingwithinprocurement;Accountabilitycanbeenhanced
R
through the following.
1. Defining clear roles and promoting team leadership
2. Promoting a sense of ownership for team results
3. Providing freedom, control, support and ownership
4. Not focusing on the negatives and embracing the positives
Reporting areas
● Budget variances
● . Supplier delivery information
● . Product quality information
● . Percentages of defects/reworks
● . New suppliers
● . Contracts up for review
● . Cost reductions
● . Price increases
● · Changes in legislation or regulations
Code of ethics helps in;
● ramework-creates cohesiveness
F
● Reputation
● Protection- for the organisation
● Focus in good practice
● Involvement by more people
● Diversity-considers
3.1.4. ode of ethics in procurement and supply: CIPS Code of Ethics
C
and ILO (International Labour Organization) core conventions
he tripartite structure of the ILO enables all three involved
T
parties to have an equal voice within the organisation. The
three parties are:
· Employees
· Employers
. Governments
he aim of the ILO is to take all opinions into account and
T
each a solution that provides fair and acceptable conditions
for all parties involved. From this, standards, regulations,
policies and procedures can be drawn up and conformed to
with the intention ofcreating,implementingandpromotinga
good way of working.
3.1.5. The CIPS Code of Conduct
3.2. nalyse the impact of organisational policies and procedures on
A
procurement and supply
3.2.1. opics included in procedures for procurement and supply:
T
responsibilities for procurement, regulations relating to
competition, levels of delegated authority, responsibilities for the
stages of the sourcing process, invoice clearance and payment
3.2.2. he use of procurement policies, procurement strategies and
T
procurement manuals
Procurement policies and manuals
rocurement manuals canbecreatedfromtheorganisation's
P
procedures to enable buyers to undertake their roles in
keepingwiththeorganisation'sstrategy.Themanualscontain
information that enables the strategy to be carried out.
Procurement strategies
rocurement strategies are formed at a highlevelwithinthe
P
organisation and outline what the procurement department
must achieve in an agreed timescale.
Procurement strategies are in keeping with the entire
rganisation's objectives and contribute to the success or
o
failure of an organisation. Procurement policies evolve from
procurement strategies.
A procurement strategy may be based on the following.
. Achieving cost reductions
. Adding value within the supply chain
. Encouraging local supply
. Environmental issues
. Ethical improvements
he use of procurement manuals is crucial for ensuring that
T
procurement is conducted strategically and ethically. These
manualsoutlinepoliciesthatapplytoeveryoneinvolvedinthe
procurement process, from directors to employees, and are
designed to ensure legal compliance, auditable procedures,
ethical behavior, value maximization, and risk management.
These policies are non-negotiable and compliance is
compulsory, with the manuals being accessible andfollowed
by all individuals involved in procurement.
3.2.3. he involvement of internal functions and personnel in
T
the procurement process
ollaboration with internal function helps in the
C
following ;
R
● educing risk
● Changes to the product
E
● conomies of scale
● Effect on organizational budgets
3.3. Examine the different structures of a procurement or supply chain function
3.3.1. The role and status of procurement and supplychain management
within different organisations
In private sector organizations, the procurement and supply chain
management roles play a crucial part in profit generation by
ensuring cost-effective procurement,maintainingsupplyefficiency,
and reducing costs. This contributes significantly to the main
objective of making a profit.
On the other hand, public sector organizations focus on providing
services to the public, fundedbytaxpayers.Here,theprocurement
processmustbefair,transparent,andaccountable,withafocuson
spending taxpayer funds responsibly and ethically.
Third sectororganizations,likecharities,relyondonations,making
it important for them toachievevalueformoneyandsupplychain
flexibility.Procurementteamsintheseorganizationsplayakeyrole
insecuringgoodsandservicesthatdelivervalueformoney,quality,
and ethical standards.
3.3.2. The use ofcentralisedanddecentralised structures
3.3.3. he use of hybrid structures in procurement and supply chain
T
functions
ybrid structureswithin procurement can take severalforms.
H
Recognised hybrid structures include the following.
. Consortium structures
. Shared services
. Lead buyer structures
. Outsourced
Shared services
haredservicesareaformofcentralisedstructureoftenusedin
S
hybrid structures. Shared services occur when an organisation
centralises its support functions. The following functions are
often shared within an organisation.
. Human resources
. Administration
· ICT
. Finance
Lead buyer structures
ead buyer structures occur when one organisational
L
department,orindividualtakestheresponsibilityforsettingthe
framework or the purchasing of a specific product or service,
such as ICT or stationery.
Building rapport with other functions
he procurement department interacts with all the other
T
functionswithinanorganisation.Therefore,itisimportantthat
the members of the procurement team interact with their
colleagues and build rapport.
aving internalrapportandgoodinteractioncanavoidconflict
H
asviewsandopinionsaremoreclearlyunderstoodandtheycan
be challenged in a professional manner to reach a shared
understanding. For instance, the finance team may present a
budget
he time it takes to interact on a personal level and build
T
rapport is time well spent. Itmaypreventpotentialissuesthat
could arisefromnothavingstrongsupplierrelationshipsorby
misinterpreting internal information.
3.4. xplain the common IT systems that can be used by a procurement or
E
supply chain function
3.4.1. P2P systems
2P cycle includes all the stages from the initial identification of
P
requirements,totheprocurement/purchasingoftheitem,through
thereceiptofthegoods...tothepaymentofthesupplieroncethe
goods are received.
he use of procure-to-pay systems through the procurement
T
process can produce many benefits, such as the following.
● Reduced errors
● Reducedwaste;P2P systemshelpreducewasteintheareas
of process, people and purpose by automating process,
reducecostandaddingvalue.Thetargetsofwastereduction
are: motion, over-production, over-processing,
transportation, inventory, defects, waiting and skills.
● . Reduced costs
● · Faster payments
● · Continuous improvement
● . Enhanced relationships-from easy ways of working
3.4.2. Systems for inventory management
Systems for inventory management include the following.
. Materials requirement planning (MRP):An MRP systemhas three
main objectives.
● Ensure that the parts or materials needed for manufacturing
and end products
● are available
● Establish when to place orders and schedule deliveries
● Keep inventory value as low as possible
Within its calculation, the MRP system will work out order
quantities based on minimum order quantities (MOQs), batch
quantities, buffer stock and lead times. Lead times include both
the supplier's lead time and cycle time. Purchaseorderscanthen
beraisedbasedonthequantityofrequiredcomponentsidentified
by the MRP system.
. Just in time (JIT):Just-in-time is a system thatcontributes towards
the reduction of waste in the supply chain. JIT's purpose is to make
sure that inventory is not held unnecessarily.
. Kanban
The use of IT systems In procurement and supply chain
3.4.3. Enterprise resource planning (ERP)
RP has now been superseded by MRP II and organisations are
M
moving towards.EnterpriseResourcePlanning(ERP)systemswhich
have evolved from MRP.
RP is an IT system that coordinates a
E nd integrates business
processes and automates back office procedures to enhance
efficiency.
RP can integrate cloud system, remote access and social media
E
modules. Elements in supply chain module in ERP
● Requisitions
● Purchase order creation and sending
● Delivery of purchase order
● Invoice payment
● Contract management
● Suppler relationship
● management
● Supplier database
● Supplier evaluation
3.4.4. Communications systems for internal and external use
3.4.5. Systems used to support e-sourcing, e-tendering and e-auctions
Electronic sourcing can take the following forms.
E
● -requisitioning
● E-catalogues
● E-auctions: A standard e-auction is where a supplier
offers goods for sale on the Internet and potential
customers place bids against the items. All bids are
visible but the bidder's identity is kept private.
everse auction: A reverse auction is where the buyer
R
states its requirements or need and the suppliers
respond. The suppliers submit their quotes against the
buyer's need.
● E-tenders
uctions are used to determine the highest price for
A
goods or services through competitive bidding, while
tenders are used to select the most suitable supplier or
contractor based on various criteria. Auctions are more
focused on price discovery, while tenders are more
focused on supplier selection.
Advantages of tendering
● Process efficiencies
● Consistency
● Technological safeguarding
● Free up time
● Promotion of
● cross-functionality
● Environmentally friendly
● Screening of bids
● Storage
● Reduced risk
● ssurance
A
● Auditing
● Consistency of process
● Transparency
CHAPTER 4
4. U
nderstand and analyse the need for compliance with requirements
when undertaking procurement activities in different sectors
4.1. Classify different economic and industrial sectors
4.1.1. conomic classifications including public and private sectors,
E
charities, not-for-profit and thirdsector
ublic sectors: The public sector is accountable to both the
P
governmentandthegeneralpublic.Becauseitisfundedbythe
tax payer, a public sector organisation must ensure it is a
leadingexampleinmeetinghighethicalstandards.Itneedsto
promoteenvironmental,socialandgovernance(ESG)awareness
and sustainability. The media scrutinise public sector
organisationstohelpthepublicunderstandhowtheirmoneyis
being spent, and hold them to account when standards fall.
Private sectororganisations can take different forms.
● ole traders
S
● Partnerships
● Private Limited Companies (Ltd)
● Public Limited Companies (Plc)
emember: Thesharesofaprivatelimitedcompanybelongto
R
the owners and cannot be bought and sold on the stock
exchange. The shares of a public limited company are traded
on the stock exchange and belong to investors.
hird sector organisations, often referred to as TSOs, are not
T
part of the public or the private sector. They existtosupport
and promotesocial,environmentalorculturalobjectives.They
do not aim to make a profit. Examples of TSOs include
charities, voluntary and community organisations,
co-operatives,tradeunionsandprofessionalassociations.CIPS
is an example of a TSO.
4.1.2. Industrial classifications and sectors such as manufacturing,
retail, construction, financial,agriculture and service
Education
n organisation belonging to one of the three economic sectors
A
will also belong to a specific industrial sector.
● Public sector organisations belong to the tertiary sector
because they provide a
● Private sector organisations can be primary, secondary or
tertiary.
● Tertiary sector. Third sector organisations belong to the
tertiary sector because they typically provide a service in
support of a cause.
4.2. nalyse the impact of the public sector on procurement and supply chain
A
activities
4.2.1. bjectives of public sector organisations: improving services,
O
supporting communities and social value, and equality,
diversity and inclusion
rocurement workers within the publicsectorhavetostriveto
P
obtain cost savings and work on cost avoidance without
impacting value for money.
● T he public are always looking for improvements to
facilities, such as longer opening hours, a better
standard of care or more availability. Enhancing and
improving services is another objective that the public
sector works towards in order to meet the needs and
expectations of the public.Meeting objectives is not an
easytask.Becausethefundsavailablearedependenton
the economy there is no guaranteed level of income,
meaning governments and local authorities face ough
decisions.
● A n objective of the public sector is to work with and
alongside the community in order to keepstakeholders
satisfied.
● T he public sector must also consider social value
implications when undertaking procurement activities.
● T he public sector also has a duty of care tothepeople
and the environment. Because of this the public sector
has a stringent corporate social responsibility policy
which should be upheld at all times, asoneofitsmain
objectives.
quality, diversity and inclusion (ED&I) seeks to ensure fair
E
treatment and opportunity for all. All sectors, including the
public sector, have a responsibility to ensure any internal
opportunities, be it recruitment activity orawardingcontracts,
are free from prejudice and discrimination. The Equality Act
2010 lists the following as legally protected characteristics.
● . Race
● · Religion/belief
● . Sex
● . Sexual orientation
● Age
● . Disability
● . Gender reassignment
● . Martial status/civil partnership
● . Pregnancy/maternity
4.2.2. egulations that impact on procurement and supply chain
R
operations
he regulations imposed on the public sector within
T
procurement and supply chain operations are considerably
stricterthanthoseontheprivatesector.Thisisbecausethe
publicsectormustjustifyandbeaccountableforthewayin
which tax payers' money is spent.
Regulations have common themes such as the following.
● . Non-discrimination
● . Free movement of goods
● . Equality of treatment
● . Transparency
uyers in the public sector have a duty to be awareofthe
B
regulations which apply. When procuring goods and
services over certain thresholds, public sectorbuyersmust
follow the appropriate procurement regulations.
Procurement procedures in the public sector
ach country's government will have its own regulations
E
relating to public procurement. In the European Union,
there are four types of procurement procedures to choose
from when tendering or making a contractual decision:
● Open
● R
estricted-2 stages first selection and second
bidding.
● C ompetitive dialogue: The competitive dialogue
procedure involves the following process. Suppliers
indicate their interest inbiddingforacontract,then
the successful ones are shortlisted. Shortlisted
suppliers are invited to enterintocommunicationor
dialogue with the buyer. Potential suppliers will be
eliminatedthroughoutthedialogueprocessbasedon
pre-determined criteria and their suitability to meet
it. When the required number of suppliers hasbeen
reached, the tender process will continue when full
details of the contract are issued and suppliers are
invited to submit their bids.
● Competitive procedure with negotiation
hecompetitivedialoguewithnegotiationprocedure
T
hastheaddedelementofnegotiation.This rocedure
allows negotiation to take place with the winning
bidder.
ramework Agreements :A framework agreement is an
F
arrangementthatisputinplacewithoneormoresuppliers
fortheprovisionofarangeofsuppliesorservicesinwhich
the prices (or a pricing formula) and terms and conditions
are all agreed for the duration of the period of the
arrangement.
4.2.3. ole of competition, public accountability and value for money in
R
public sector procurement and supply activities
Public accountabilityincludes the following.
. Transparency
. Efficiency
. Responsibility
· Integrity
. Trustworthiness
rocurement professionals employed in the public sector must
P
endeavour to maintain and improve their skills to ensure
continuous improvement in providing value for taxpayers'
money.
4.3. xamine the impact of the private sector on procurement or supply chain
E
activities
4.3.1. bjectives of private sector organisations: market share,
O
shareholder value, environmental, social, governance and
economic viability
he objectives of a private sector organisation include the
T
following.
● . Economic viability and making a profit
● Increasing market share : Market share is simply the
percentageofthemarketthataparticularcompanyhasin
one industry, either through volume of sales or valueof
sales.
● Increasing shareholder value: A universal objective for a
private sector organisation is to increase its shareholder
value - the higherthevalueoftheshares,thehigherthe
shareholder value. A profitable organisation will have a
high shareholder value.
● E nsuring actions are compliant, and socially and
environmentally responsible (ESG) : CSR refers to the
overall, big picture of organisational values and goals,
whereasESGencompassesthemoremeasurableactivities
and application at a practical level.
Ethicalandsustainablepracticescanbeincorporatedinto
SG and CSR through objectives such as the following.
E
● . Using sustainable suppliers
● . Using recycled packaging
● . Donating a percentage of profits to a local charity
● . Contributing towards a community project
4.3.2. egulations that impact on procurement and supply chain
R
operations
4.3.3. he importance and role of an organisation’s branding in
T
procurement and supply activities
A brand should inform consumers of three basic things.
1. What the product is
2. What the product can do
3. Why the product is the desired choice
In the absence of abrand,aproductbecomesacommodity
and is valued only at its net worth, without any reputation,
brand awareness or loyalty.
ffective branding offers a number of benefits to an
E
organisation:
. Increased awareness
●
● · Increased profitability
● · Increased loyalty
If an organisation or a product is approaching the decline
stageofitslifecycleoritsworkforceislackingengagement
and becoming disillusioned, rebranding may be required.
4.4. xamine the impact of the not-for-profit or third sector on procurement or
E
supply chain activities
4.4.1. Objectives and principles of the not-for-profit orthird sector
Charitiesusually aim to do the following.
● aise awareness of a cause.
R
● Attract donations and funding.
● Ensure continuity of support.
● Engage stakeholders
Buying groups
The main objectives of buying groups include the following.
. Negotiate the best prices for members
. Provide support to members through advice on relevant issues
and matters
relating to the buying group and associated trades
. Share best practice, contacts and information
· Keep membership fees/levies as low as possible
. Attract more members
4.4.2. egulations that impact on procurement and supply chain
R
activities in charity and third sectors
charity's purpose involves raising awareness and helping
A
someone or something. A charity has to satisfy two aspects:
. The benefit aspect
. The public aspect
ll charities are regulated. Because charities are funded by
A
donations from the public, businesses and sometimes from
government, their conduct is regulated closely.
heCharityCommissionisanindependentbodythatreportsto
T
the government. Its role is to ensure the fairness and good
conduct of all registered charities. This includes:
● Protectingcharities from abuse or mismanagement
● Enablingtrustees to run their charities effectively
● Encouraginggreater transparency and accountabilityby
charities
● Operatingas an efficient, expert regulator with
sustainable funding
4.4.3. eed for procurement and supply activities to align with
N
organisation context mission and objectives
Inthenot-for-profitandcharitysectors,theorganizationalmissiondefines
the purpose of the organization.Forexample,acancercharity'smission
wouldbetofindandfundtreatmentsforcancer,supportedbyobjectives
such as fundraising, raising awareness, and providing support networks.
To achieve these objectives and mission, third sector organizations
(TSOs) must ensure their procurement and supply activities are aligned
and regulated to avoid jeopardizing their overall goals. While the public
sector is good at creating and enforcing regulations, and the private
sector has more freedom, TSOs should adhere to good procurement
practices, even though they are not officially required to follow specific
regulations.
Charitieshavetotakeextracaretomakesurealltheirprocessesofferthe
best value andarecosteffective.Themediaofteninvestigate,onbehalf
of the public, how money is spent and will publish wrongdoing or
inefficient budget spend by charities.
Procurement in TSOs is conducted professionally, but some suppliers
may offergoodsorservicesforfreeoratreducedpricesaspartoftheir
CSR programs or due to belief in the charity's cause.
Disposal of donated items isachallengeforTSOs,especiallyforcharity
shops,astheymustsortvaluableitemsfromunsellableonesandcomply
with disposal regulations, which can strain their limited resources.
TransparencyiskeyinTSOs,andfollowingtheCIPSCodeofConductcan
guide procurementprofessionalstoactaccountablyandtransparentlyin
all their actions, regardless of the sector they work in.
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