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 – Kudos公司的采购管理
萨菲是国际IT服务企业Kudos公司的首席采购官（CPO）。前不久，公司决定组建一个小型的团队以支持采购品类经理的工作，提供的支持型服务包括支出分析、市场调研以及电子供应源搜寻。这有助于制定和完成详细的品类采购计划。
Kudos公司本可以从外部供应商那里采购这项服务，但最终还是决定投入一部分资金由公司内部实现供应。
萨菲开始为采购支持团队中的不同职位招聘员工，但很快就出现了问题。萨菲发现，很多其它的组织都开始在本地为采购和供应管理建立类似的后台支持职能。这些组织也在招聘和Kudos公司所需员工相似的人员，这增加了萨菲为新团队招聘具有不同技能员工的难度。
萨菲在招聘过程中与人力资源（HR）部门紧密协作，帮助HR为不同的岗位确定技能和知识需求。萨菲还意识到，在团队中包含具有不同个性的成员是非常重要的。因此，她把这个要求也融入到了招聘过程之中。尽管所有应聘成功的员工都很聪明、具有工作热情，并且拥有一些相关的工作经验，但仍需进行培训以帮助他们为新的工作岗位做好准备。所以，公司制定了个人培训计划，从而满足不同岗位的不同需求。
在采购支持团队的最初形成阶段，萨菲在绩效方面遇到了一些问题。团队在工作中的和谐性不佳，经常在目标和岗位职责方面产生许多分歧。萨菲花了很多时间与团队一起工作以克服这些问题，然后再慢慢的退出团队运作，让团队成员为他们自己的活动承担更多责任。
这个采购支持团队最终发展成为一个高效的团队，因此团队决定扩展其运作范围，加入了一系列其它的采购支持活动，包括间接支出的管理、制定库存计划以及合同管理。
每次扩展采购支持运作、设立新团队或者对团队进行重组时，绩效水平最初会下降，然后提高。另一个问题是，团队中的一些新员工来自于不同的国家。这导致了冲突和误解的发生。萨菲清楚，她低估了文化因素在建立有效团队过程中的重要性。
萨菲与不同的团队一起工作了很久，惊奇的发现团队成员在行为和个性方面有着很大的差异。例如，一些成员性格外向，充满了活力，而其他一些人则更为内向，深思熟虑。萨菲认识到管理多种成员的挑战性比最初预计的要大，因此她决定应用一系列个性管理工具来协助她对团队进行评估。
CASE STUDY – PROCUREMENT MANAGEMENT AT KUDOS
Safia Henderson is the CPO (chief purchasing officer) at Kudos, an international IT services company. A decision was made some time ago to create a small team to support the company’s procurement category managers, providing administrative support services including: spend analysis, market research and e-sourcing support to help develop and deliver detailed category plans.
Kudos could have bought-in this service from an external supplier, but had decided to develop the function in-house at a fraction of the cost.
Safia set about recruiting the staff to fill various positions within this procurement support team. It was not long before the first obstacle presented itself. Safia discovered that there were a number of other organisations that had set up similar back-office support functions for procurement and supply management in the local area. These organisations were also hiring staff with the same skills that Kudos was seeking and, therefore, Safia was having difficulty in recruiting a range of different skills to this new team.
Safia had worked closely with the human resources (HR) department during the recruitment process, helping the HR team to define the skills and knowledge requirements for the various roles. In addition, Safia was very aware that having a mix of people with different personal characteristics within the team was very important, therefore, she had tried to build this requirement into the recruitment process. Although all the successful candidates were intelligent, enthusiastic and had some relevant previous experience, additional training was required in order to prepare them fully for their roles. Therefore, individual training programmes were designed for the new recruits to address the various requirements of the new roles.
Safia experienced a number of initial problems in terms of performance when the procurement support team was initially formed. The team did not work cohesively and there were many disagreements over objectives and roles. Safia spent some considerable time working closely with the team to overcome these problems, before eventually being able to step back and let them take more responsibility for their own activities.
The procurement support team eventually developed into a highly effective unit and, therefore, it was decided to expand the scope of its operations. A range of additional procurement support activities added to the team’s responsibilities. These included responsibility for indirect spend, inventory planning, logistics, and finally contract administration.
Each time the procurement support operation was expanded, and new teams set up, or existing ones reorganised, performance initially dropped before eventually improving.
An additional problem was that some new staff had been recruited from different countries to work in the teams. This resulted in some conflict and misunderstandings. Safia realised that she had underestimated how important cultural considerations were in building effective teams.
Safia spent a lot of time working with the various teams and was surprised at just how different they were in terms of their behaviours and characteristics. For example, some individuals were extremely extrovert and dynamic, whereas others were much more introverted and reflective. Safia realised that managing such a diverse range of people was more challenging than she had first thought and decided to use a range of personality profiling tools to help her to assess the team.
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. 论述为了理解Kudos公司的组织行为，需要考虑的主要因素。 （25分）
Examine the main aspects that would need to be considered in order to understand the organisational
behaviour at Kudos.
2. 论述Kudos公司可以用来确定采购支持团队成员的行为特征或个性特点的两种结构化方法。
（25分）
Examine TWO different structured approaches that may be used by Kudos to determine the different
behavioural characteristics or personality traits of the procurement support team members.
3. Kudos公司采购支持团队的运作从低效逐渐发展为高效。
论述团队发展的不同阶段，并举出案例中的例子加以说明。 （25分）
The procurement support team at Kudos has developed from an ineffective unit into one that is highly
effective.
Explain the stages of team development using examples from the case to support your answer.
4.
a) 解释Kudos公司如何应用培训需求分析来支持针对采购员工的个人培训计划设计。 （9分）
Explain how Kudos might use training needs analysis to support the design of individual training
programmes for procurement staff.
b) 论述为了采购支持团队的发展，萨菲可以使用的四种培训方法各自的优缺点。 （16分）
Outline the advantages and disadvantages of FOUR training methods that Safia could use for the
development of her procurement support team.
试卷结束
END OF QUESTION PAPER
