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Which of the following is not a risk of selecting a supplier in poor financial condition?

a.

The supplier is unwilling to share its technical expertise with the purchaser.

b.

The supplier will go out of business.

c.

Financial weakness is usually an indication of underlying problems.

d.

Suppliers that are in poor financial condition may not have the resources to invest in plant, equipment, or research that is necessary for longer-term technological or other performance improvements.

e.

The supplier may become too financially dependent on the purchaser.

In the purchasing/sourcing process, which of the following sequence is wrong?

a.

Source selection is after source identification but before contracting.

b.

Contract management is after source selection but before payment.

c.

Make-or-buy decision is after source selection but before contracting.

d.

Recognition of need is at the every beginning.

e.

Payment is after receipt inspection but before post evaluation.

Which of the following is not a commonly accepted source of information regarding potential supply sources?

a.

Current suppliers.

b.

Sales representatives.

c.

Television advertising.

d.

Trade shows.

e.

Experience.

Which of the following is the advantage of decentralized purchasing?

a.

Enjoy quantity discount.

b.

Increase purchase power.

c.

Buyer will become expert.

d.

Preferred from supplier.

e.

None of the above.

The followings are the attributes of a good supplier except

a.

Keeps promise.

b.

Financially stable.

c.

Provides consistent quality.

d.

Offers very low price.

e.

Delivers on time.

Which of the following is an advantage of written and implied policies?

a.

Policies are a means for executive management to communicate its leadership and views.

b.

Policies provide a framework for consistent decision making and action.

c.

Policies help ensure that personnel act in a manner consistent with executive or functional management’s expectations.

d.

Policies define the rules and procedures that apply to all employees.

e.

All of the above.

Company ABC is assessing the supplier X and Y’s performance based on their price and quality performance and determining the allocation of demand of product Q between X and Y. ABC places 60% of importance to quality while 40% to price. The assessment is done on a 5-point scale with 5 is best and 1 is poorest. The result shows that X got 4 in quality and 2 in price while Y got 3 in quality and 5 in price. If ABC decided to allocate the order with volume in proportion to the rating score of X and Y, what would be the appropriate order% that ABC should place to X and Y?

a.

23% for X and 77% for Y.

b.

Allocates all to Y.

c.

60% for X and 40% for Y.

d.

46% for X and 54% for Y.

e.

Allocates all to X.

Clear my choice

A major advantage of countertrade is that it:

a.

uses time drafts for transactions and users can delay payments.

b.

provides exporters an opportunity to obtain direct revenue.

c.

prevents exchange of unusable or poor-quality goods.

d.

helps firms finance export deals when there are no other means.

e.

none of the above.

ABC changed from central purchasing to hybrid purchasing structure, which of the following statement best describes the situation?

a.

The corporate will negotiate with the government contract.

b.

The department will be responsible for purchasing of capital equipment.

c.

The department determines which materials will be purchased locally.

d.

The corporate will empower department to conduct purchase research.

e.

The department provides training to the purchasing staff on corporate purchasing policy.

Policies to define the role of purchasing do all of the following except ____.

a.

detail the authority of purchasing to delegate certain tasks or assignments to other departments

b.

describe the areas where purchasing authority does or does not exist

c.

outline the overall authority of purchasing as granted by the executive committee while describing the limits to that authority

d.

define specific buyer-supplier interaction behaviors

e.

exclude the purchasing function from any responsibility for purchasing such things as real estate, medical insurance policies, or other areas where purchasing may not have direct expertise

The demand of ABC’s product is large with clear specification and ABC has time for evaluation but it does not have a preferred supplier, which outsourcing strategy is most suitable for the company?

a.

Single sourcing.

b.

Multiple sourcing.

c.

Parallel sourcing.

d.

Open-bid.

e.

Sole sourcing.

Although ____ provides optimum leverage and power over the supplier, ____ provides improved assurance of supply.

a.

multiple sourcing….sole sourcing

b.

single sourcing….multiple sourcing

c.

There is no difference in the number of suppliers for these benefits.

d.

sole sourcing….single sourcing

e.

multiple sourcing….single sourcing

The purchasing cycle begins with the ____.

a.

identification of a need or requirement

b.

issuance of a purchase order

c.

receipt of a supplier’s acknowledgement

d.

selection of an appropriate supplier

e.

determination of who can authorize the purchase

Which of the following belongs to reactive buying?

a.

ABC Co. negotiates with its suppliers based on a win/lose strategy.

b.

ABC Co. shares market information with its suppliers.

c.

ABC Co. implement JIT.

d.

ABC Co. maintains a small supply base.

e.

ABC Co. conducts cost/benefit analysis based on total cost.

All of the following are conditions under which competitive bidding is effective except

a.

the buyer has a preferred supplier for the item.

b.

volume is high enough.

c.

the specifications or requirements are clear to the seller.

d.

adequate time is available for suppliers to evaluate the RFQ.

e.

None of the above.

Which of the following is not an example of a question that should be asked when evaluating a supplier’s production scheduling and control systems?

a.

Does the supplier have CAD capability?

b.

Does the supplier use MRP to ensure the availability of required components?

c.

Does the supplier’s production scheduling system support a purchaser’s JIT requirements?

d.

What is the supplier’s on-time delivery performance history?

e.

What lead time does the supplier’s production scheduling and control system require?

All of the following are examples of problem factors that confront minority suppliers except ____.

a.

large firms’ efforts to optimize their supply bases

b.

minority suppliers’ relatively small size

c.

preference for bidding on government contracts

d.

lack of access to capital

e.

inability to attract

Total quality management emphasizes:

a.

The responsibility of the quality control staff to identify and solve all quality-related problems.

b.

A system where strong managers are the only decision makers.

c.

A process where mostly statisticians get involved.

d.

A commitment to quality that goes beyond internal company issues to suppliers and customers.

e.

ISO 14000 certification.

Every contract type can be viewed as a sharing of risks between the buyer and the seller. Which one has the greatest degree of risk to buyer:

a.

Cost plus fixed fee.

b.

Fixed price incentive.

c.

Firm fixed price contract.

d.

Cost plus incentive fee.

e.

Fixed price with escalation.

Which of the following is not an advantage of centralized purchasing?

a.

Buyer enjoy quantity discount.

b.

Closer to users and better understanding of local needs.

c.

Buyer will become expert.

d.

Preferred from suppliers.

e.

None of the above.

Which of the following is not a strategic risk when outsourcing

a.

More customer identification for suppliers.

b.

Loss of schedule control.

c.

Loss of knowledge.

d.

Dependence on suppliers.

e.

Loss sight of market trends.

Which of the following is not the function of specification?

a.

Indicate fitness of purpose or use.

b.

Communicate to supplier what the user wishes.

c.

Facilitate cost estimation for both buyer and supplier.

d.

Observe the available sources and product.

e.

None of the above.

Company ABC is going to outsource to its supplier XYZ a product Q. So ABC decreases its production scale, exploits its own resources first and then places orders to XYZ even when it is in peak season. What factor should XYZ consider before accepts the offer.

a.

Workforce stability.

b.

Opportunity cost.

c.

Time factor.

d.

Marginal costing.

e.

Learning effect.

The production equipment of ABC Co. is fully engaged in producing component M. If ABC decided to produce component N by allocating some machine hours which are currently used for producing M that yields a contribution of $20 per equipment hour, what kind of cost should ABC typically considered before making the decision?

a.

Incremental costs.

b.

Variable cost.

c.

Fixed overheads.

d.

Opportunity cost.

e.

All of above costs should be considered.

Which of the following is not the activity of proactive buying?

a.

Systems integrated with suppliers.

b.

Negotiation with win-win attitude.

c.

Request supplier to lower the price.

d.

Decrease the number of suppliers.

e.

Information sharing.

Which of the following is most likely a primary cause of poor supplier quality?

a.

Physical distance between buyer and supplier.

b.

Inconsistent communication and misunderstanding of specifications.

c.

Degree of implementation of information technology.

d.

Nature of product design.

e.

Degree of implementation of earlier supplier involvement.

Company ABC is buying two similar components from two different suppliers. The kind of buying strategy can be regarded as

a.

Multiple sourcing.

b.

Parallel sourcing.

c.

Partial sourcing.

d.

Hybrid sourcing.

e.

None of the above.

Company ABC wants to assess its suppliers’ performance in producing a critical component. What kind of information should be collected?

a.

Evaluation from supplier provided information.

b.

Supplier visits.

c.

Use of preferred suppliers.

d.

Third party information.

e.

All of the above.

Company ABC visits its supplier to assess the supplier’s operational performance. What is not the area of concern?

a.

The composition of broad of director.

b.

The cleanness of warehouse.

c.

The brand of the equipment used.

d.

The exit control at the main entrance.

e.

The efficiency of the production method.

All of the following are required elements in a purchase requisition except ____.

a.

operating account to be charged

b.

identification and approval of a supplier by the end user

c.

estimated unit cost

d.

quantity and date required

e.

authorized signature

Which of the following is not an advantage of outsourcing?

a.

Cost savings.

b.

Gaining outside expertise.

c.

Improving operations and service.

d.

Outsourcing core competencies.

e.

All of the above.

Which of the following belongs to the strategic activities of procurement?

a.

Receipt and storage.

b.

Drafting specification.

c.

Rationalizing supplier base.

d.

Ordering.

e.

Expediting.

What is (are) the essential elements of contract?

a.

Consideration.

b.

Competent parties.

c.

Mutual assent.

d.

Legality of purpose.

e.

All of the above.

According to the manufacturing-based definition of quality:

a.

quality lies in the eyes of the beholder.

b.

Even though quality cannot be defined, you know what it is.

c.

Quality depends on how well the product fits patterns of consumer preferences.

d.

Quality is the degree to which a specific product conforms to standards.

e.

Quality is the degree of excellence at an acceptable price and the control of variability at an acceptable cost.

A ____ is an annual review of a firm’s entire set of purchases.

a.

cost analysis

b.

make-buy analysis

c.

demand analysis

d.

spend analysis

e.

price analysis

Company ABC is considering outsource to its supplier XYZ a product Q of volume 10,000. If insourcing ABC will incur a fixed overhead of $45,000 with 30% of which is regarded as variable, a direct material cost of $3.0/unit and a variable overhead of $1.0/unit. If outsource, XYZ will charge ABC with a price of total $60,000. Should ABC outsource and what is the profit and loss if it outsource?

a.

Outsource, $0.55/unit lower than insource.

b.

Insource, $0.75/unit higher than outsource.

c.

Insource, $0.65/unit lower than outsource.

d.

Outsource, $0.75 higher than insource.

e.

None of the above.

Which of the following is not an example of questions that should be asked when evaluating a supplier’s management capability?

a.

What is the history of labor/management relations?

b.

Has management committed the supplier to TQM and continuous improvement?

c.

Does management understand the importance of strategic sourcing?

d.

Is management customer focused?

e.

What is the willingness of employees to contribute to improved operations?

ABC co. is going to restructure its purchasing department to enhance the sense of integration, the company will

a.

assign a expeditor to share the responsibility of buyers.

b.

appoint a manager to take care of the buying functions.

c.

provide training to buyers to make them to become specialists.

d.

group buyers into different product line.

e.

provide clerical support to the buyers.

Which of the following are the reasons for outsourcing

a.

Organization-driven.

b.

Improvement-driven.

c.

Finance-driven.

d.

Cost-driven.

e.

All of the above.

Company ABC is considering outsource to its supplier XYZ a product Q. ABC estimates that XYZ will incur a fixed cost of $45,000 and a variable cost of $6/unit if take the order. If outsource, XYZ will charge ABC with a price of $15/unit. ABC forecasts that there will be 9,000 units of demand. Is ABC’s outsourcing decision attractive to XYZ and what is the profit/loss of XYZ if it accepts ABC’s offer?

a.

Not attractive, XYZ lose $30,000.

b.

Attractive, XYZ gain $36,000.

c.

Attractive, XYZ gain $45,000.

d.

Not attractive, XYZ lose $24,000.

e.

None of the above.

Section B (Total 60 marks)

Answer ALL 4 questions in the question paper-answer booklet file.

South Face Co. Ltd. is a Hong Kong based garment company and it have its own factory plant in Dongguan, China. It produces luxury apparel products and sell to the Europe and Northern America markets.

South Face Co. Ltd. will first receive customers’ product specifications with fabrics, trims and accessories required then pass directly to China factory for production and deliver back to customers’ appointed freight forwarder located in Hong Kong. (South Face Co. Ltd.’s trade term with their Europe and Northern America customers is under FOB HK). South Face Co. Ltd. has a warehouse in Hong Kong to store some of the finished goods for urgent demand.  South Face’s CEO is currently deciding to outsource their production to Southern Asia countries due to increasing demand and would like to see if there are any cost reduction opportunities. As an initial review, there are suppliers in two countries that can produce similar apparel products. They are Sri Lanka and Myanmar. It is the only information South Face team has currently. Hence, they have visited a local sourcing advisor and below is some information they would obtain:

Country: Sri Lanka

Question B1

With reference to the information given by local sourcing advisor above ONLY in Sri Lanka and Myanmar, pick five highlighted countries details (GDP, GDP per capita, external trade, economic structure, currency, world trade ranking, ease of doing business, political system, population, median age, major religion, language and the geographic map shown) that you think they would be relevant and giving you some important insights for the country level selection. Compare and contrast the five selected countries details under Sri Lanka and Myanmar with your own justification. (20 marks)

Question B2

After the review on country level selection, South Face Co. Ltd. has made some studies on three suppliers in Sri Lanka and Myanmar. Table 1 shows the rating values associated with different levels of price, quality, and delivery performance, as well as weighting that reflect importance of these dimensions. For example, suppose a supplier has a defect rate of 0.65% in the goods delivered, this falls between 0.5% and 0.74%, thereby garnering a rating of 3. Table 2 shows actual average performance levels of three suppliers.

Table 1:

 Rating Values
CriterionWeight12345
Price (Ex-works)0.20>$25/unit$20.1-$25.0/unit$15.1-$20.0/unit$10.0-$15.0/unit<$10.0/unit
Quality0.20Defect>1%Defect0.75-1.0%Defect0.5-0.74%Defect0.25-0.49%Defect<0.25%
Delivery (Ex-factory)0.60On time<82%On time82-84%On time85-90%On time91-95%On time>95%

Table 2:

 Supplier A(Sri Lanka)Supplier B (Myanmar)Supplier C(Myanmar)
Price (Ex-works)$18.50/unit$17.20/unit$14.80/unit
Quality0.22% defect0.49% defect0.78% defect
Delivery (Ex-factory)94% on time88% on time85% on time

Use the weighted-point evaluation system to calculate the weighted average performance for supplier A, B and C and determine the best supplier based on the weighted-point evaluation. Show all the working steps of your calculation. (14 marks)

Question B3

South Face Co. Ltd. would like to compare the total annual cost from their own factory plant in Dongguan, China with three suppliers in Sri Lanka and Myanmar. Below shows the cost figures based on annual volume 350,000 units of the best-selling apparel product (Over half of annual sales contribution in South Face Co. Ltd.) which currently approaching to the effective capacity ceiling of South Face Co. Ltd.’s Dongguan factory.

At own factory plant in ChinaSupplier A (Sri Lanka)
Plant and overhead, $800,000 per yearLabour, $15.00 per unitMaterials, $5.00 per unitOverhead, $0.80 per unitDepreciation expenses, $45,000 per yearInsurance on the machinery, $4,000 per quarterTrucking cost from China to Hong Kong, $0.70 per unitAdditional Over-Time cost IFthe products are produced over the effective capacity, $1.00 per unitPrice per unit$18.50/unit
Other costsAdministration, $18,000 per yearSupplier development, $4,000 per quarterFactory audit, $15,000 per yearShipping, $1.60 per unit
Supplier B (Myanmar)Supplier C (Myanmar)
Price per unit$17.20/unitPrice per unit$14.80/unit
Other costsAdministration, $25,000 per yearSupplier development, $7,000 per quarterFactory audit, $25,000 per yearShipping, $1.20 per unitOther costsAdministration, $28,000 per yearSupplier development, $8,000 per quarterFactory audit, $26,000 per yearShipping, $1.20 per unit

Calculate the total annual cost of each option (Total: 4 options) under current demand volume and determine the best supplier based on the total annual costShow all the working steps of your calculation. (14 marks)

Question B4

If you were the purchasing manager in South Face Co. Ltd., based on the findings from question B1, B2 & B3, please pick one as your own selection (Make at your own Dongguan, China factory plant, or Buy at either one of the supplier A, B & C in different countries as above) and write a paragraph with reasons to convince your top management to accept your selection. You will need to review the risks under your choice and give suggestions to tackle the risks too. (12 marks)

End of Section B

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