采购与供应高级文凭
Advanced Diploma in Procurement and Supply
供应链风险管理
Managing Risks in Supply Chains
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——食品供应链中的分析管理
2013年，英国食品零售商销售的牛肉产品中被发现掺有马肉，这源自于一些供应链中间商的欺诈行为。
2014年，全球食品安全协会主席，克利斯•埃利奥特教授在贝尔法斯特女王大学针对此次丑闻发表了他的报告。他提出了应当有“食品诚信的8个支柱”，即：顾客第一、零容忍、情报采集、实验室服务、审计、政府支持、领导力和风险管理。对食品行业的零售采购商而言，零容忍、情报采集和审计三个方面的影响是最大的。
埃利奥特认定对抗性的采购实践是食品诚信的一个主要风险。然而从埃利奥特的研究中得出的要点是，用更便宜的马肉代替牛肉这种协同犯罪行为使得食品行业成为了受害者。迈克•阿特伍德，欧洲独立采购公司的采购总监，对这种犯罪行为潜在的收益做出了解释：“用马肉冒充牛肉是一种很难防范的欺诈行为，尤其是如果你购买的是牛肉成品。一整车的牛肉，如果用较小比例的马肉替代，就看获利达2万英镑。这样，你就能理解为什么某些人发现这是一个相当有吸引力的提议”。
英国政府定期发布报告，公布新的食品犯罪情况，但是Prestige Purchasing的首席执行官大卫•里德指出，自我监管应是行业的责任。那么，零售采购商如何能够消除风险，避免遇到类似马肉事件丑闻的风险呢？“用你的诚实来对待人们”，埃利奥特说：“你与人们（供应商）交易了很长的时间，因此你建立了良好的关系。你们彼此之间相互依赖，所以你不能出现这样的问题，因为这会损害多方的声誉“。
麦克唐纳公司供应链的副总裁沃伦•安德森指出避免问题方法很简单：“如果你有一条短的、透明的供应链，能够迅速和容易地追踪你的食品来源——如果质量曾经被质疑的话，透明程度就要取决于消费者的需要。我们所看到的马肉丑闻，是那些不能回答采购来源质疑、或不能向客户提供有关产品透明性的公司，它们将最终会受到顾客的惩罚”。
“审计和临时拜访也是很重要的“，大卫•里德说：”应在考虑风险和影响的基础上组合你的供应商，应该最大频率地拜访高风险/高影响的供应商，应对你的供应商的购买标准和政策进行定期检查。在与一个供应商开始交易之前，事先未通知的检查应当是许可的，并且要实施“。4C联盟的董事米兰•潘奇马蒂建议，在与食品供应商的合同中应当包括担保、服务水平和关键绩效指标(KPIs) ，要检查并确保”你所购买的就是你要购买的，并且如果他们没有这样做你拥有法定的追索权“。但他也警告这样可能会导致更高的价格。
Tesco，一家英国的大型连锁超市公司，对此次丑闻事件的应对措施就是开始对其食品供应链进行一次重大的检查以减少欺诈行为所带来的风险。它引入了DNA基因检查，并减少了其使用的屠宰场的数量，并且将要对整个供应链进行一次鉴定检查，目的是剔除那些对供应链没有任何增值的中间商。这一次是真刀真枪的，需要重大项目管理专家来管理这次对Tesco公司食品供应链的总审查。
来源：www.supplymanagement.com – 2014年10月14日
CASE STUDY – RISK MANAGEMENT IN FOOD SUPPLY CHAINS
In 2013, products sold by UK food retailers and labelled as containing beef were found to contain horse meat. This was the result of fraudulent activities by some supply chain intermediaries. In 2014, Professor Chris Elliott, Director of the Institute for Global Food Safety at Queen’s University Belfast, produced a report on this contamination scandal. He proposed that there should be “eight pillars of food integrity”. These are: consumers first; zero tolerance; intelligence gathering; laboratory services; audit; government support; leadership; and crisis management. It would be the areas of zero tolerance, intelligence gathering and audit that would have the greatest impact on retail buyers in the food sector.
Elliott identified adversarial procurement practices as a major risk to food integrity. However, the central point to come out of Elliott’s investigations was that the industry was the victim of a concerted criminal effort to substitute beef with much cheaper horse meat. Mike Attwood, Purchasing Director at the European Independent Purchasing Company, explained the potential returns for criminals: “The problem with horse meat [substitution] was that it was a fraud, which is quite difficult to protect against, particularly if you are buying manufactured products. From a truckload of beef, if you substitute a relatively small percentage with horse meat, you could make £20,000. You can understand why certain people found that quite an attractive proposition.”
The UK government timed its announcement of a new Food Crime Unit with the publication of the report, but David Read, Chief Executive at Prestige Purchasing, said that it is the industry’s responsibility to police itself. So what can retail buyers do to cut the risk of being hit by another horse meat scandal? “Deal with people you trust,” said Attwood. “You deal with people [suppliers] over a long period of time so you build a good relationship. You build a dependency on each other, so you cannot afford to have a problem, because it can destroy your brand.”
Warren Anderson, Vice-President of Supply Chain at McDonald’s, said that simplicity is the key to avoiding problems: “If you have a supply chain that is short and transparent, tracing the source of your food is quick and easy – this level of transparency is what the consumer demands if quality is ever called into question. What we saw with the horse meat scandal, was that those companies who could not answer questions about their sourcing, or provide their customers with transparency about their products, were penalised by the customers.”
Audits and unannounced visits would also be critical, according to David Read. “Profile your suppliers on the basis of both risk and impact. Visit high risk/high impact suppliers the most regularly. Conduct regular checks on your supplier’s buying standards and policies. Agree, before you start trading with a supplier, that it is OK for you to arrive unannounced, and then do so.” Milan Panchmatia, Director at 4C Associates, recommended including guarantees, service levels and key performance indicators (KPIs) in contracts with food suppliers to check and ensure that “what you are buying is what you are buying and there is legal recourse against a vendor if it is not doing that”. But he warned this may lead to higher prices.
Tesco, a major UK based supermarket, has begun a major review of its food supply chain in response to the scandal in order to reduce the risk of fraudulent activity. DNA genetic testing has been introduced, the number of abattoirs it uses has been reduced, and a forensic examination of its entire supply chain will be carried out in order to remove intermediaries who do not add value to the supply chain. This is a substantial undertaking and will require significant project management expertise to manage this major overhaul of Tesco’s food supply chain.
Source: www.supplymanagement.com – 14 October 2014
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) 解释食品供应链中存在欺诈行为的主要原因；（5分）
Explain the main reason why there has been fraudulent activity in the food supply chain.
b) 阐述确保食品供应链中欺诈行为不再发生的五种主要方法。（20分）
Outline FIVE main methods of ensuring that fraudulent activity does not occur in the food supply chain.
2. 解释当计划和管理食品供应链总审查这个项目时，Tesco应当考虑的项目生命周期模型的主要阶
段。（25分）
Explain the main stages of a project lifecycle model that Tesco should consider when planning and
managing the project to overhaul its food supply chain.
3. 尽管详细的计划和流程能够减少类似食品供应链这样复杂供应链中的风险，但还是有可能存在其
他严重的问题。组织需要制订应急计划来应对这些供应链风险。
论述一个组织为降低供应链风险而开发应急计划的主要阶段。（25分）
Despite careful planning and processes to reduce risks in a complex supply chain such as for food, there
is always the possibility of other serious problems arising. Organisations need to prepare contingency
plans to allow them to address these supply chain risks.
Outline the main stages of a contingency plan that an organisation may develop to reduce its supply chain
risk.
4.
a) Prestige Purchasing的首席执行官大卫•里德建议应在考虑风险和影响的基础上组合你的供应商。
解释如何能够开发出这样的组合；（10分）
It is suggested by David Read, Chief Executive of Prestige Purchasing, that suppliers should be profiled
on the basis of both risk and impact.
Explain how such a profile can be developed.
b) 在制定风险管理战略时，食品供应链中的零售商需要把供应商纳入并参与风险管理的过程。
论述实现供应商参与风险管理的三种方法。（15分）
In developing a risk management strategy, retailers in the food supply chain will need to involve
suppliers and engage them in the risk management process.
Outline THREE ways in which this engagement can be achieved.
试卷结束
END OF QUESTION PAPER
