采购与供应关系管理Managing Purchasing and Supply Relationships
日期：2008年5月22日，星期四
DATE: Thursday 22 May 2008
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时间： 下午14:00 – 17:00
TIME：14:00 PM – 17:00 PM
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考生注意事项：
Instructions for Candidates：
本试卷由两部分组成。
This examination is in TWO sections.
A部分共2题，每道题25分，共50分。
Sections A has TWO compulsory questions, worth 25 marks each.
B部分包括四道问题；任选两道作答。每道题25分。
Section B has FOUR questions; answer TWO. Each question is worth 25 marks.
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.
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A部分（SECTION A）
请仔细阅读并分析以下案例，然后回答问题1和问题2。
You are strongly advised to carefully read and analyse the information in the case study before attempting to answer questions 1 and 2.
案例：
史翠西有限责任公司
背景
史翠西有限责任公司是一家生产一系列土木工程设备的中型公司。它已经成为在设计和制造混凝土预应力系统、混凝土振动器和其他土木工程机器方面的专业公司。公司在20世纪60年代早期就成立了，现在仍然是家族企业，坐落在伦敦郊外。
供应商基础
史翠西公司的供应商基础由800多个企业组成，范围从大型部件供应商，例如，驱动震动设备的引擎，到较小的很少使用的零件供应商和装配商。大多数供应商位于英国，其中不少现有的供应商也同时为史翠西公司的竞争对手供货。
市场变化
史翠西公司从开始的成功直到现在，一直能够通过产品创新、优质产品以及为英国和国际客户提供一流的技术服务而保持一定的市场份额。
公司近五、六年来发现，由于受到主要来自发展中国家公司竞争活动的影响，销售有所下降。这些竞争对手能获得较低的劳动力和原材料成本，从而能够在史翠西公司运作的大多数市场中显著拉低产品售价。
公司销售人员调查发现，这种价格的差异程度已完全足以抵消顾客对产品质量和优质服务的诉求。
行动计划
为了应对这种战略威胁，公司提出了以下行动方案，实行精益供应系统：
1) 严格消除供应链中的浪费
2) 鼓励供应商创新
3) 从国际竞争者的供应商进行资源组合
4) 生产一系列低成本产品
实施这个战略将给公司带来重大变革。
结构重组、压缩规模或外包将根本影响公司的职能。必须优化供应商基础，急需开发新的、富有创新的方法来设计供应链，重组供应关系，以期实现主要供应商提高优势，降低风险。
本案例纯属虚构，如有雷同，纯属巧合。
Case:
STRESSIT LTD
Background
Stressit Ltd is a medium-sized engineering company that manufactures a range of equipment used in the civil engineering industry. It has become specialists in the design and manufacturing of concrete pre-stressing systems, concrete vibration machines and other machinery used in the civil engineering industry. The company was founded in the early 1960s; it is still family owned and is located on the outskirts of London.
Supply Base
Stressit’s supply base is made up of over 800 firms ranging from large component suppliers, for example, engines to drive the vibration equipment, to smaller and seldom-used parts suppliers and assemblers. Most of the supply base is located in the UK. Many of the current suppliers are also suppliers to Stressit’s competitors.
Market Changes
From a highly successful beginning, the company has, until recently, managed to maintain its market share by innovation, the production of high quality products, and by providing a first class technical service to its many UK and international customers.
Over the last five or six years, Stressit has noticed a decline in sales as a result of competitive activity, mainly from companies based in developing countries. These competitors have access to lower labour and raw materials costs and can undercut Stressit’s prices significantly in most of the markets in which it operates.
Research conducted by Stressit’s sales team indicates that customers consider that the differential in price is now large enough to counteract the benefits of the superior quality and service offered by Stressit.
The Action Plan
In response to this strategic threat, Stressit has proposed the following action plan to implement a system of lean supply:
(i) Rigorously cut waste from its supply chain.
(ii) Encourage innovation from its suppliers.
(iii) Source assemblies from the international competitors’ own suppliers.
(iv) Produce a range of low cost products.
The implications of this strategy will mean major change for Stressit. Restructuring, downsizing or outsourcing will radically affect many of its functions. The supply base will need rationalisation and urgent attention has to be given to finding new and innovative ways of redesigning or reconfiguring the supply chain and relationships. It is hoped this will improve leverage and reduce risk with major suppliers.
The information in this case study is purely fictitious and has been prepared for assessment purposes only.
Any resemblance to any organization or person is purely coincidental.
