采购与供应高级文凭
Advanced Diploma in Procurement and Supply
采购与供应中的管理
Management 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 .
案例分析-NSW
NSW是一家提供多种支持性服务的公司，它拥有四个业务部门—能源部门、海洋部门、铁路部门以及国际部门。公司每年营业额超过1亿美元。
在这些行业中，NSW负责运营和维护很多重要的资产设备，如铁路设施、海运设施、发电机和电力传送设备等。作为一个服务外包提供者，NSW不断成长壮大，其目标是提供更多的外包服务。
作为一个大型组织，NSW每个业务部门的运作方式都有所不同。由于需要遵守严格的安全标准，因此铁路部门一直拥有非常标准化和正规化的岗位职责。相比而言，国际部门则以工作的灵活性和多样性而著称，并且该部门的营业收入增长迅速。
每个业务部门通常都由自己承担采购和供应商管理职责。NSW董事会认为这是一种非常低效的运作方式，部门之间协调不畅，从而导致运作效率低下。采购总监Emma负责建立一个新的中央采购团队。她知道，新团队的职能需要与不同的业务部门相结合，同时还要创建标准化的流程，并对供应商的协调实施更为有效的管理。
新中央采购团队的所有职位采用内部招聘。为了遵循公司的平等机会政策，招聘信息在全公司范围内进行发布。尽管没有要求应聘人员必须目前从事采购工作，但管理层希望现在的采购员工来申请这些新职位，这样不会导致过度的人员冗余。
新团队的成功取决于团队成员在业务运作中与利益相关者紧密协作的能力。按时完成工作的压力经常导致一些冲突，管理层希望减少此类冲突。供应商经常发生产品或服务的延迟交付，而且要求供应商投标的流程也很官僚化，采购员工因此备受指责。Emma意识到，新采购团队需要与利益相关者建立紧密的协作关系。每个新团队的成员都会被安排与业务部门的利益相关者一起工作。
Emma想要改变新采购团队的工作重心，从而减少他们每天与供应商打交道以及催货的时间。团队成员的主要工作应是与利益相关者建立新的关系，为这些利益相关者如何实施标准采购流程提供支持和建议。Emma清楚，她需要使用多种方法来激励新团队，从而确保他们能够按照新方式进行工作。
利益相关者的目标是管理他们各自与供应商的关系，并在其采购业务方面承担更多的职权。而新采购方法则会减少他们参与采购业务的程度。总之，新方法成功与否取决于团队与利益相关者紧密合作的能力，以及获得他们支持的能力。
CASE STUDY – NSW
NSW is a diverse support services company that has four business divisions – energy, marine, rail and international. The company has annual sales in excess of $1 billion.
NSW operates and maintains major assets in industries, such as rail, shipping, power generation and transmission. NSW, as an outsourced service provider, has sustained continued growth with the trend towards greater outsourcing.
As with any large organisation, there are significant differences in the ways that each of the business divisions operate. The rail division has traditionally had a reputation for having very standardised and formalised job roles, due to the need to comply with stringent safety standards. In contrast, the international division has a reputation for flexible working and diversity. This division has enjoyed a rapid growth in sales.
Each business division traditionally undertook responsibility for its own procurement and the management of its suppliers. NSW’s board of management has realised that this was a very ineffective way of operating, since there was poor co-ordination between the different business divisions, which resulted in inefficiencies. The head of procurement, Emma Jones, has now been tasked with creating a new centralised team. Emma appreciates that the function will need to be aligned to the different businesses, while also creating standardised processes and managing the co-ordination of suppliers more effectively.
To comply with the company’s equal opportunities policy, all of the positions in the new centralised team will be advertised internally throughout the company. It is expected that personnel currently working in procurement roles will apply for these new positions. This should not result in any significant numbers of redundancies, although the positions can also be filled by other personnel who do not currently have roles in procurement.
The success of the new team will depend on the ability of team members to engage with stakeholders throughout the business. Senior management is keen to reduce the level of conflict that often arises as a result of pressures to get work done on time. Frequently, personnel working in procurement would be blamed for the late delivery of products or services purchased from suppliers, and also for bureaucratic processes when requiring suppliers to bid for contracts. Emma recognises that there is a need for the new procurement team to create cohesive working relationships with stakeholders. The personnel in the new team will each be assigned to work with stakeholders from the different business divisions.
Emma wants to change the focus of the new procurement team so that members will spend less time dealing with suppliers on a day-to-day basis and expediting. Instead they will forge new relationships with stakeholders, helping and advising them on how to adopt common procurement processes. Emma realises that she will need to use a wide range of approaches to motivate her new team to implement these new ways of working.
The intention is for stakeholders to manage their own relationships with suppliers, taking greater responsibility for the purchases that they arrange. The new procurement roles will be less “hands on”, but success in the new approach will depend on the teams’ abilities to engage with stakeholders and obtain their support.
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40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 40 minutes on each question.
1.
a) 案例指出NSW受到官僚化流程的困扰。描述在组织行为背景中官僚化流程的缺点。 （10分）
The case study suggests that NSW has suffered from bureaucratic processes.
Identify the potential weaknesses of bureaucratic processes in the context of organisational behaviour.
b) 分析Emma的新方法如何克服NSW中官僚化流程所导致的问题。 （15分）
Analyse how Emma’s new approach may overcome the potential weaknesses of bureaucratic processes
in NSW.
2. Emma清楚，她需要使用多种方法来激励新团队，从而确保他们能够按照新方式进行工作。
论述Emma可以考虑用来激励新团队的一系列方法。 （25分）
Emma realises that she will need to use a wide range of approaches to motivate her new team to
implement these new ways of working.
Discuss a range of approaches that Emma might consider to motivate her new team.
3.
a) 描述NSW中新采购团队应当与其紧密协作的三组内部利益相关者。 （9分）
Outline THREE groups of internal stakeholders within NSW with whom the new procurement team
should engage.
b) 论述NSW的新采购团队可以用来实现以下目标的方法：
Suggest approaches that the new procurement team at NSW might take to:
(i) 有效管理利益相关者 （8分）
manage stakeholders effectively
(ii) 将冲突最小化 （8分）
minimise potential conflict.
4. 论述为了获得最适合的中央采购团队成员，NSW实施的招聘和选拔流程应当含的主要阶段。
（25分）
Explain the main stages that should be included in the process for recruiting and selecting suitable
personnel for the new centralised procurement team at NSW.
试卷结束
END OF QUESTION PAPER
