AD1/2016年11月
CIPS 五级：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
日期 2016 年11月18日 星期五
时间 开始 14:00 结束 17:00 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---HG公司
HG公司是一家老牌的高质量玻璃制品制造商，通过零售店将产品销往世界各地。HG拥有超过百年的悠久历史，在近30年里，由于全球竞争的不断加剧，它已经逐渐地将生产重点转移至定制化的、高价值的产品上来。 半年前，Dave加入HG成为新任的采购主管，他在各种采购岗位上拥有20年的成功职业经历，足以胜任该工作。Dave发现在HG工作中有一些方面很让人失望。HG的许多员工都是为HG工作多年的老员工，虽然已经对工作实践进行变革，但整个过程却十分缓慢。 HG内部的每个部门都处于一种刚性结构之中；所有工作都是以有序的、清晰定义的以及明确规定的方式开展。每个部门在整体公司结构中作为一个正式的团队进行运作。部门之间的工作流程是一种逻辑化流程，在公司流程中已明确说明，而部门之间几乎没有非正式的合作。Dave曾经见过一个例子，几个部门都在积极的为自己寻求额外的资源，但是显然在组织内的其他地方这些资金可以被更好地利用起来。他吃惊于管理层和其他员工之间存在明显的隔阂。 Dave发现，采购部门像HG的其他部门一样，变得极其官僚。在过去的两年中，由于许多员工退休，部门出现了较大的员工流动率。虽然新员工受过良好的教育，但是Dave却认为几乎所有的新员工都需要在工作的各个方面接受培训。他希望采用更有活力、更少约束的方法，并给团队更多的自治权。 Dave曾经做过一些正式的管理培训，他知道不同的人偏好不同的学习风格。Dave见过他的一些员工一开始就乐于采用新的方法或项目，而其他人在开始任何新事物之前则需要时间来阅读说明摘要。也有一些人喜欢以渐进的方式处理新项目。因此，Dave决定与人力资源部门讨论有关培训的问题和学习风格。 从积极的方面看，Dave已经看到一些近期新招聘到员工在某些工作上开始了合作，而这种合作也带来了绩效的提高。他热切地鼓励这种新的团队合作方法，但不确定该方法能多大程度上融入其团队中。这些新员工已经和其它部门的同事建立起了沟通与合作，并且得到了一定程度的改善。特别注意的是，那些其它部门的员工同样也是HG的新员工。 Dave很快便会更换几名资深采购员工，因为他们将在未来的12个月内退休。Dave审视了一下这些员工的职位描述，令人高兴的是这些职位描述已经由前任员工和人力资源部门进行了更新。然而，令Dave惊讶的是人员规格没有被列入公司的招聘政策中。当他向人力资源部门就此进行询问的时候，被告知这是“公司政策”，“不是他该关心的事”。
CASE STUDY – HARVEY GLASS LTD (HG)
HG is an established manufacturer of quality glass products, sold to a worldwide customer base of retail outlets. It has a proud tradition dating over 100 years, and in the past 30 years it has gradually moved its production to specialised and high value items, owing to increased global competition. Dave Jones joined HG as its new head of procurement six months ago after a successful 20-year career in various procurement roles and is well qualified for this position. He has found some aspects of working at HG to be frustrating. Many of its employees have worked for HG for much of their working lives and although changes to working practices have been made, it has been a slow process.
Each department within HG operates within a rigid structure; work is carried out in an orderly and clearly defined and prescribed manner. Each department acts as a formal group operating within the overall company structure. Work progresses between departments in a logical process, as set out in companyprocedures, but there is little informal cooperation between functions. Dave has seen examples of departments actively seeking additional resources for themselves when funds could clearly be better utilised elsewhere in the organisation. He has been surprised at the distinct separation between management and the rest of the workforce. Dave has found the procurement function, like the rest of the functions of HG, to be extremely bureaucratic. There has been a significant amount of staff turnover in the department during the previous two years owing to the retirement of many staff. The new staff are well educated, but Dave thinks that almost all require significant amounts of training in a variety of aspects of their work. He also wishes to encourage a more dynamic, less rule-bound approach and to give more autonomy to his team.
Dave has had some formal management training and is aware that people have differing preferred learning styles. He has seen that some of his staff are happy to adopt new methods or projects at the first opportunity, but others need time to read guidance notes before starting anything new. Some prefer to tackle new projects on an incremental basis. As a consequence, Dave has decided to discuss training issues and learning styles with the human resource (HR) department. On a positive aspect, Dave has noted that many of the recently recruited staff have begun to operate together in some aspects of their work, and this cooperation has seen improvements in performance. He is keen to encourage this new collective group-working approach, but is unsure how far to incorporate this within his team. The new staff involved have also established a degree of improved communication and working practices with some colleagues in other departments, notably where those staff are also relatively new to HG. Dave will soon have to replace several senior procurement staff who will be retiring in the next 12 months. He has reviewed the job descriptions for these staff, which he was pleased to see had recently been updated by his predecessor and the HR department. However, Dave was surprised that a person specification was not used as part of the company recruitment policy. When querying this with HR, he was told that this was ‘company policy’ and ‘not really his concern’.
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 32 minutes on each question.
1.
a) 解释可用于描述HG中组织行为的两种“组织隐喻”。（10分） Explain TWO ‘organisational metaphors’ that might be applied to describe organisational behaviours in HG.
b) 运用HG组织结构中的例子，描述“官僚主义”的具体特点。（15分） Outline the specific characteristics of ‘bureaucracy’ using examples from the organisational structure of HG.
2.
a) 描述Dave可以与人力资源部门讨论的四种学习风格。 （16分） Describe FOUR different learning styles that Dave Jones could discuss with human resources.
b) 解释为什么诸如HG这样的组织认识到员工个体有不同的学习风格是十分重要的。（9分） Explain why it is important for an organisation, such as HG, to recognise the different learning styles of individual members of staff.
3. 解释在诸如HG这样的组织中正式团队和非正式团队的不同特征。（25分） Explain the different characteristics of formal and informal groups within organisations such as HG.
4.
a) 解释诸如HG这样的组织中涉及的以下人力资源活动：（16分）
(i) 人力资源规划和招聘
(ii) 人力资源发展 Explain the following human resource activities within an organisation such as HG. (i) Human resource planning and resourcing (ii) Human resource development.
b) 描述在招聘和选择计划中运用“人员规格”为HG带来的三种潜在收益。（9分） Describe THREE potential benefits for HG in using a ‘person specification’ as part of the recruitment and selection plan.
试卷结束
END OF QUESTION PAPER
苏州采购与物流考服中心由"江苏省级采购与供应管理学历助学机构"、"江苏省级物流管理学历助学机构"、"中国采购与供应管理职业资格证书苏州认证分中心"、"中国物流职业经理资格证书苏州认证中心"、"CIPS苏州授权认证培训考试中心"、"IACCM国际合同与商务经理认证苏州咨询中心"、"中国大质量联盟苏州分中心"、"CPS/CIPS苏州考友会"、"苏州采购经理人指数研究成员单位"等多个供应链学习品牌构成，作为苏州供应链学习资源网发起单位-十年来，我们与广大学员致力于打造互联网上最专业、最公益的供应链人学习平台，更多学习资源可访问www.szcps.net或微信公众订阅号：szcips
更多内容可直接登陆微信平台苏州CIPS供应链管理学会会员交流社区 ，微信每日定期更新。
关注我们，发现采购与物流学习的精彩！
苏州工业园区采购与贸易协会——苏州CIPS学会
我们只搭建舞台，众筹之下每个人不只是观众更是导演
地址：苏州姑苏区干将东路178号苏大北校区蓝园7号楼212室
采购人QQ学习81174944，物流人QQ学习群 15768796
支持我们 可以打赏，亦可分享
--按住下图,识别图中的二维码并关注了解更多哦--
苏州有影响力的供应链学习平台
