采购与供应文凭
Diploma in Procurement and Supply
供应源搜寻
Sourcing in Procurement and Supply
请在回答问题之前花费20分钟来仔细阅读分析案例信息。
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——欧洲航天局的采购
欧洲航天局（ESA）是一家政府间的组织，专注于外太空的探索，近期则致力于国际空间站的维修，同时也在开发下一代的卫星。
菲奥尔是ESA的采购领导，他的职责范围从为基础研究项目搜寻供应商，到与设计和制造卫星的主要供应商密切协作。这些卫星包括空间站基础设施和与国际空间站对接的自动运输车。
此外还有多种设备和服务需要搜寻供应源，所有这些都面临与航天领域相关的某些特定因素的挑战，包括需要能够应对太空特别恶劣运行环境的设备。设计和交付一个项目的持续时间也让ESA在供应源搜寻方面变得困难。“在这种环境下，搜寻供应商和采购通常会有明确的最终期限，特别是对于科学探索任务而言。”菲奥尔说。ESA在与供应商签订的合同中设定了考核方法，以避免出现合同延误的情况。
由于航天领域的专业特点，潜在供应商是比较缺乏的，包括主合同商以及供应链上游的合同商。“我们基本上有三家大型的航空领域的综合供应商（作为第一层供应商的主合同商），即空中客车公司、泰雷兹阿莱尼亚宇航公司和OHB公司。所以，我们没有很广泛的参与者（供应商）范围。”菲奥尔承认到。第一层供应商的下面是一些在发动机和飞行系统方面非常专业的供应商，在航天领域这些都是战略性的交易，没有多少竞争者，因此供应的最终系统的价格是由这些发动机和飞行系统的制造商决定的。其他诸如空间站舱内物品等产品的供应也缺乏竞争。
基于项目的长期性以及对这些专业供应商的依赖，采购方根据现金流、盈利情况以及持续性考查供应商财务状况的稳定性就显得很有必要。
ESA是基于以下三个标准来授予合同的：
(i) 任务的适合性，由投标方的技术和管理方法决定；
(ii) 过去的绩效或其他相关的工作情况
(iii) 价格
ESA对这三个标准进行综合权衡，选择能提供最佳价值的供应商。
ESA为潜在投标商开发了一套在线信息系统，这是获取ESA技术信息和招标文件的唯一渠道。EAS按行业标准对供应商进行了资格预审，然后生成一份符合资质要求的供应商清单。
ESA由欧盟的20个国家共同拥有，并旨在支持这些国家的产业和经济发展，但这会对潜在供应商的选择产生一些限制。对欧洲不同国家的产业支持意味着，菲奥尔不得不通过其主要的供应商参与到对第二层供应商的选择当中。
ESA在搜寻产品和服务的供应时必须考虑非常复杂的利益相关者和压力集团。正如菲奥尔所说：“我们在政治要求和产业现实之间摇摆，因为我们做每一件事在某种程度上要确保所有成员国家的收益和共享”。他还说：“因此，我们（ESA）作为最终客户要能看到主要供应商如何选择其分包商。这是非常透明的，并且不会妨碍竞争或寻找可能的最好价格，但这是一个额外的约束。”
资料来源：www.supplymanagement.com，2015-02-10；www.esa.int，2015-08
CASE STUDY – SOURCING AT EUROPEAN SPACE AGENCY
The European Space Agency (ESA) is an inter-governmental organisation dedicated to the exploration of space, with a current focus on maintaining the International Space Station, as well as developing the next generation of satellites.
Stefano Fiorilli is Head of Procurement for ESA. His role ranges from sourcing suppliers for initial technical studies for projects, to working closely with prime contractors on the design and manufacture of satellites. These satellites include space infrastructure and the automated transfer vehicles that dock with the International Space Station.
As well as the very broad range of equipment and services that need to be sourced, there are other factors associated with the space sector which make it particularly challenging, including the need for equipment to cope with extremely hostile operating conditions in space. The length of time it takes to design and deliver a project can also make life difficult for ESA in sourcing suppliers. “In sourcing and procurement for this environment, however, there can be fixed deadlines, particularly for scientific exploration missions”, says Fiorilli. ESA has therefore put contractual measures in place with suppliers to protect against schedule slippages.
The specialist nature of the space sector means that there is a shortage of potential suppliers, both prime contractors and those further back in the supply chain. “We basically have three large space integrators prime contractors as first tier suppliers] – Airbus, Thales Alenia Space, and OHB – so we don’t have a very wide scope of actors [suppliers],” admits Fiorilli. Below the first-tier suppliers, there are specialistsin engines and flight systems. These are strategic businesses in aeronautics and they do not have many competitors, so the prices for the final systems supplied are often driven by the engine or system manufacturers. Other categories, such as cabin interiors, also suffer from a lack of competition.
Given the long-term nature of the projects and the reliance on these specialists, it is essential that buyers consider the financial stability of suppliers in terms of cash-flow, profitability, and long-term continuity.
ESA awards contracts based on three major criteria:
(i) mission suitability, which consists of the technical and management approach of the bidders;
(ii) past performance or other relevant work; and
(iii) price.
The trade-off between the three criteria is considered by ESA, and the supplier that provides the best value is chosen.
ESA has developed an on-line information system for potential bidders, which is the only channel for obtaining access to technical information and tender documents from the agency. A qualified manufacturers list is in operation, through which ESA pre-qualifies suppliers against industry standards.
ESA is owned by 20 European countries, and aims to support the industries and economies of those countries This can sometimes restrict the list of potential suppliers. The need to support industries in various European countries can also mean Fiorilli has to be involved in the selection of second-tier suppliers by his main contractors.
ESA has a very complex range of stakeholders and pressures to consider when sourcing products and services. As Fiorilli has said, “We’re at the crossroad of political mandate and industrial reality because we do everything in a way that ensures that all our member states have a stake and participate,” he says. “So we [ESA] as the final customer will have visibility in the way prime contractors select their sub-contractors. It’s very transparent and does not hamper competition or the search for the best possible price, but it is an additional constraint.
Sources: www.supplymanagement.com, 10 February 2015;www.esa.int, August 2015
问题 QUESTIONS
以下所有问题都与案例有关，应当根据案例提供的信息回答问题。建议你每题用32分钟作答。
These questions relate to the case study and should be answered in the context of the information provided. You are advised to spend 32 minutes on each question.
1.
a）解释在案例背景下术语“供应商分层”的含义。（8分）
Explain the term ‘supplier tiering’ in the context of the case study.
b）ESA有三个主要供应商，即空中客车公司、泰雷兹阿莱尼亚宇航公司和OHB公司，在第一层供
应商下面是更低层次的供应商，即发动机和飞行系统的专业供应商。
论述ESA采购部门采用供应商分层方式进行供应源搜寻所带来的三种益处。（12分）
ESA has three prime contractors, Airbus, Thales Alenia Space and OHB. Below these first tier suppliers
are lower tier suppliers, who are specialists in engines and flight systems.
Outline THREE benefits for ESA’s procurement function of adopting a supplier tiering approach to
sourcing.
2. 论述为了增加竞争ESA可以用来评估潜在新供应商的四个选择标准。（20分）
Discuss FOUR appropriate selection criteria that ESA might use to assess potential new suppliers in
order to increase competition.
3.
a）案例提供的信息表明ESA的采购人员考虑供应商的财务稳定性是很有必要的。
论述为了确保供应商财务稳定性，ESA的采购人员可以获取供应商财务绩效信息的四个来源。
（12分）
The case study information states that it is essential that ESA’s buyers consider the financial stability of
suppliers.
Outline FOUR sources of information on suppliers’ financial performance that ESA’s buyers
might use to ensure that their suppliers are financially stable.
b）描述ESA的采购人员可用来确定潜在供应商在利润方面是否稳定的两种比率。（8分）
Describe TWO ratios that ESA’s buyers might use to establish whether a potential supplier is financially
stable in terms of its profitability.
4. ESA为潜在投标商开发了一套在线信息系统，这是获取ESA招标文件的唯一渠道，这形成了电子
招标系统的基础。
ESA has developed an on-line information system for potential bidders, which is the only channel for
obtaining access to ESA tender documents. This could form the basis of an e-tendering system.
a）解释ESA使用电子招标系统的三种潜在收益；（15分）
Explain THREE potential benefits for ESA of having an e-tendering system.
b）解释ESA使用电子招标系统的一种潜在缺陷。（5分）
Explain ONE potential disadvantage to ESA of having an e-tendering system.
（第5题在下一页）
5. 案例提供的信息表明， ESA由欧盟的20个国家共同拥有，并旨在支持这些国家的产业和经济发
展。
分析类似ESA这样的组织当从国际供应商那里进行采购时需要考虑的有关法律、监管或者组织方
面的四种要求。（20分）
The case study information states that ESA is owned by 20 European countries and that it aims to support
the industries and economies of those countries.
Analyse FOUR legislative, regulatory or organisational requirements that an organisation such as ESA,
will need to consider when sourcing from international suppliers.
试卷结束
END OF QUESTION PAPER
