AD2/2016年7月
CIPS 五级：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
日期 2016 年 7 月 20日 星期三
时间 开始 9:00 结束 12:00 历时 3 小时
考生注意事项：Instructions for Candidates：
本试卷由四道必答题组成，每题25分，共100分。
This examination has FOUR compulsory questions worth 25 marks each.
1. 在未得到监考官允许之前，请勿翻阅试卷。
Do not open this question paper until instructed by the invigilator.
2. 请将答案填写在答题纸上。
All answers must be written in the answer booklet provided.
3. 请将草稿也写在答题纸背面，交卷前请将草稿部分作一删除记号。
All rough work and notes should also be written in the answer booklet.
请在考试结束后交回试卷
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——专业汽车公司（SMC）
专业汽车公司（以下简称SMC公司）成立于1911年，是一家制造一系列专业的、高性能跑车的公司。公司汽车的产量较小，最近的年度财务报告显示其年收入为3,200万英镑。SMC公司制造出来的跑车超过75%都出口，主要销往美国、欧洲和日本。公司近期在中国和印度也发展了代理商，它预感到这些地区的销售量会有迅速的增长。因此，SMC计划在未来的几年中将产量翻倍。
公司目前的策略是，组装汽车的零部件全部从外部采购。SMC公司有一个采购团队，由一名采购经理和三名采购员组成。采购的最贵物品是发动机、变速箱和车身，这些都是从英国本土采购，但他们没有能力提供更多数量的零部件以满足公司提高产量的需求，因此SMC公司决定从其他的供应商处采购。SMC公司的采购经理，托马斯对此进行了一些调查，发现可以从东欧的公司采购零部件，其价格要比英国本土的供应商低25%，甚至还能承担额外增加的运输费用。
首先，托马斯考虑先下一份发动机的订单，它是最贵的部件，每年此零件的支出大约600万英镑。托马斯找到了一家位于东欧的ZE公司，其拥有足够的能力以满足SMC公司的需求。因为质量是制造跑车的关键要素之一，所以托马斯想在正式订立合同之前与ZE公司创建一个跨职能的项目。这个项目应当确保供应商能充分认识到SMC的期望，并且能够持续的为SMC公司提供符合质量要求的发动机。托马斯还意识到，任何供应中断都会对SMC公司按承诺日期完成客户订单的信誉产生重大影响。此外，托马斯还要通过该项目确定ZE公司的成本以及给SMC公司的报价。
SMC公司还对企业社会责任（CSR）有着严格的政策，尤其在碳排放和工作场所标准方面，如健康与安全以及雇佣条件。作为该项目的一部分，托马斯需要确保ZE公司清楚并遵循SMC公司的CSR政策。托马斯期望除了合同签订前的项目会议之外，之后还要定期召开更多的会议以监控供应商在质量、价格以及CSR承诺方面的绩效。
托马斯承认，从英国以外的供应商那里采购重要零部件这一重大战略变化会给SMC公司带来更多的风险。因此，他正在考虑引入一个包含风险和脆弱性评估的强大的风险管理系统。为了实现这一点，托马斯需要SMC公司众多的利益相关者参与进来，他们的技能和知识能让风险管理系统更加有效。
SMC公司的董事会已经决定从东欧采购重要的零部件，但也担心供应中断可能会对公司运营以及信誉造成的影响。因此，董事会要求托马斯准备一份应急计划，以应对ZE公司在合作初期以及其他零件供应商在以后的合作中无法满足SMC公司交付要求的情况。
CASE STUDY – SPECIALIST MOTOR COMPANY (SMC
The Specialist Motor Company (SMC) was formed in 1911 and manufactures a range of specialised high performance sports cars. It manufactures cars in low volumes and the latest annual accounts revealed that its annual turnover was £32 million. More than 75% of the cars produced are exported, mainly to the USA, Europe and Japan. The company, however, has recently opened dealerships in China and India and anticipates that sales there will increase rapidly. To prepare for this, SMC is planning to double its output over the next few years.
The company’s current policy is to buy in all the parts it requires to build its cars. The company has a procurement team consisting of a head of procurement and three buyers. The most expensive items are engines, gearboxes and body panels, all of which are sourced from domestic UK suppliers. These suppliers, however, do not have the capacity to provide the increased number of parts to meet the higher level of output and a decision has been made to source from other suppliers. SMC’s head of procurement, Thomas Stephens, has done some research and discovered that he can purchase the items required from companies based in Eastern Europe for prices at least 25% below those of the UK suppliers, even allowing for the additional transport costs.
For the first stage of this process, Thomas is considering placing an order for the engines, the most expensive items, and the annual spend on these is likely to be about £6 million. Thomas has identified Zomac Engineering (ZE), a supplier in Eastern Europe which has the necessary capacity to fulfil SMC’s requirements. As quality is one of the key issues in the manufacture of the sports cars, Thomas wants to set up a cross-functional project with ZE, before entering into a contract. This project should ensure that the supplier is fully aware of SMC’s expectations and can supply engines of the required quality on an ongoing basis. He is aware that any supply interruptions would have a major impact on his company’s reputation of fulfilling orders by the promised date. Also, as part of the proposed project, Thomas wants to establish ZE’s costs and the price it will charge SMC.
SMC also has a robust policy on corporate social responsibility (CSR), especially regarding carbon emissions and workplace standards, such as health and safety and employment conditions. As part of the project that he is initiating with ZE, Thomas needs to be sure that it is aware of and complies with his company’s CSR policy. It is Thomas’ intention that in addition to the pre-contract project meetings, further meetings will be held on a regular basis to monitor supplier performance on quality, price and CSR compliance.
Thomas recognises that this major change in policy of sourcing key components from suppliers outside the UK will create greater risks for SMC. As a result of this he is considering the possibility of putting in place a strong risk management system, which would include risk and vulnerability assessments. To achieve this he would need to involve a wide range of SMC’s stakeholders, who have the skills and knowledge to make the risk management system effective.
SMC’s board of directors, which made the decision to source the key components from Eastern Europe, is concerned about the possible impact on the company’s operations and its reputation of any supply interruption. It has therefore asked Thomas to prepare a contingency plan, to be used if ZE initially, and other parts suppliers at a later date, do not meet SMC’s delivery requirements.
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）描述SMC公司与ZE公司订立合同可能面临的一种财务风险，并论述如何管理该风险；（10分）
Describe ONE financial risk that SMC might face by entering into a contract with ZE and discuss how it
might be managed.
b）ZE公司交付的发动机有可能会出现质量问题，论述SMC公司可以用来管理该风险的方法。
（15分）
Explain the approaches that SMC might use to manage the risk of quality failure in the case of the
engines delivered by ZE.
2. 合同授予前，托马斯在SMC公司与ZE公司之间实施跨职能项目时可能会遇到一些风险，论述其
中五种项目管理风险。（25分）
Discuss FIVE project management risks that Thomas might encounter when undertaking the
cross-functional project between SMC and ZE before the contract for engines is awarded.
3.
a）解释当托马斯应董事会的要求准备“应急计划”时，应当经历的应急计划制定流程中的四个阶段；
（16分）
Explain FOUR stages of a contingency planning process that Thomas should go through, when preparing
the ‘contingency plan’ required by SMC’s board of directors.
b）论述SMC公司拥有恰当应急计划的三个好处。（9分）
Discuss THREE benefits to SMC of having a contingency plan in place.
4.
a）解释评估风险和脆弱性的系统如何有助于管理SMC公司供应链中的风险；（10分）
Explain how systems to assess vulnerabilities and risks will help to manage risks in SMC’s supply chain.
b）描述SMC公司的采购职能能够为减轻供应链风险做出贡献的三种途径。（15分）
Suggest THREE ways in which SMC’s procurement function can contribute to the mitigation of supply
chain risk.
试卷结束
END OF QUESTION PAPER
