Download Public Procurement Principles and Practices: Questions and Answers and more Exams Business Economics in PDF only on Docsity!
NIGP |- |\CPP |\Module |\B |\NR |\questions |\with |\
answers
- |\Stewart |\is |\the |\Chief |\Procurement |\Officer |(CPO) |\of |\the |\water |
management |\agency. |\He |\has |\a |\good |\team |\but |\wants |\to |\make |
sure |\that |\they |\don't |\get |\comfortable |\and |\continue |\to |\excel. |
Stewart |\established |\a |\training |\program |\that |\enables |\staff |\to |\keep |\up |\with |\best |\practices |\so |\that |\they |\can |\add |\more |\value |\to |\the |
entity. |\To |\continue |\to |\instill |\the |\desire |\to |\develop |\and |\grow |\his |
team |\members, |\which |\of |\the |\following |\should |\Stewart |\do? D. |\Make |\sure |\that |\he |\secures |\opportunities |\for |\growth |\and |
professional |\development |\for |\himself |\and |\his |\team. Public |\Procurement |\Principles Standards |\guiding |\procurement |\practices, |\subject |\to |\change |\with |
advancements. Social |\Responsibility |\in |\Procurement Implementing |\sustainable |\and |\socially |\responsible |\policies.
Stakeholder |\Management Communicating |\requirements |\and |\responsibilities |\to |
stakeholders. Strategic |\Planning Planning |\for |\procurement |\goals |\and |\program |\oversight. Strategic |\Procurement |\Initiatives Initiatives |\for |\effective |\procurement |\practices. International |\Procurement |\Nuances Considerations |\for |\procurement |\in |\international |\settings. Focus |\Area |\ 5 |- |\Contract |\Administration Efficient |\asset |\management |\and |\disposal |\recommendations. Asset |\Management |\in |\the |\Public |\Sector Managing |\assets |\and |\inventories |\effectively.
Performance |\Measurement Assessing |\procurement |\effectiveness |\and |\efficiency. Performance |\Monitoring Tracking |\procurement |\performance |\over |\time. Implementing |\Change Introducing |\new |\processes |\or |\procedures |\in |\procurement. Change |\Management Strategically |\handling |\transitions |\in |\procurement. Challenges |\in |\the |\Public |\Sector Obstacles |\faced |\in |\government |\procurement |\operations. Procurement |\Key |\Performance |\Indicators |(KPIs) Metrics |\used |\to |\evaluate |\procurement |\success.
Tracking |\Procurement |\Performance Monitoring |\and |\recording |\procurement |\results. Common |\Procurement |\Key |\Performance |\Indicators Frequently |\used |\metrics |\to |\measure |\procurement |\performance. Planning |\and |\Establishing |\Performance |\Measures Developing |\criteria |\to |\gauge |\procurement |\success. Establish |\a |\Continuous |\Improvement |\Plan Creating |\strategies |\for |\ongoing |\enhancement |\in |\procurement. Globalization |\in |\Public |\Procurement Impact |\of |\international |\trends |\on |\government |\purchasing. Probability |\of |\Disaster Likelihood |\of |\catastrophic |\events |\affecting |\procurement.
Communicating |\the |\Value |\of |\Public |\Procurement Conveying |\the |\importance |\of |\procurement |\functions |\to |
stakeholders. Public |\Procurement |\Competency |\Framework |(PPCF) Guide |\outlining |\essential |\skills |\for |\successful |\procurement |
professionals. ISO |\ 17024 |\Standards International |\guidelines |\for |\professional |\certification |\programs. ANSI |\National |\Accreditation |\Board |(ANAB) Organization |\overseeing |\personnel |\certification |\programs. International |\Association |\for |\Continuing |\Education |\and |\Training |
(IACET) Body |\accrediting |\educational |\programs. PPCF
Public |\Procurement |\Competency |\Framework |\for |\learning |
pathways Strategy Focus |\areas: |\Mission, |\Vision, |\Social |\Responsibility |\Alignment Policy Encompasses |\Regulations, |\Ethics, |\Legislation, |\Program |
Management Planning Includes |\Requirements, |\Market, |\Cost, |\and |\Risk |\Analysis Sourcing Involves |\Contracting |\Methods |\and |\Procurement Contract |\Administration Manages |\Contract |\Performance, |\Quality, |\Logistics, |\and |\Inventory
Contact |\an |\Expert NIGP |\service |\for |\members |\seeking |\professional |\advice Personal |\Study |\Time Critical |\for |\NIGP-CPP |\exam |\preparation, |\involves |\research |\and |
reflection NIGP-CPP |\Guide Structures |\NIGP-CPP |\Competency |\Statements, |\used |\for |\exam |
prep Public |\Procurement |\Goals Aim |\to |\satisfy |\customers, |\obtain |\goods/services |\at |\fair |\price, |\and |
serve |\entity's |\interests Strategic |\Partner Public |\procurement's |\role |\in |\providing |\strategic |\value |\to |\entities Strategic |\Alignment
Aligning |\procurement |\goals |\with |\entity's |\mission |\and |\objectives Strategic |\Procurement |\Planning Transforming |\entity's |\goals |\into |\measurable |\procurement |
activities Social |\Responsibility Responsibility |\of |\public |\entities |\to |\society, |\including |\sustainable |
procurement |\policies Supplier |\Diversity Government |\practice |\of |\paying |\premiums |\to |\achieve |
socioeconomic |\goals Set |\Asides Contracts |\reserved |\for |\targeted |\businesses |\based |\on |\specific |
criteria Preference |\Laws Grant |\advantages |\in |\contract |\awards |\based |\on |\criteria |\like |
ethnicity |\or |\business |\size
government, |\they |\generally |\may |\regulate |\in |\an |\area |\where |\the |
state |\has |\not |\declared |\its |\exercise |\to |\be |\reserved |\to |\the |\state. Slide |\ 25 Procurement |\Authority Permits |\a |\Procurement |\professional |\to |\act |\as |\an |\agent |\of |\govt. Delegated |\Authority Depts |\in |\govt |\may |\also |\have |\delegated |\authority |\to |\conduct |
certain |\procurements. |
Explain: |\A |\procurement |\professional’s |\work |\is |\dependent |\on |\their |
authority. |\The |\authority |\permits |\that |\professional |\to |\act |\as |\an |
agent |\of |\the |\government. |\On |\another |\level, |\other |\departments |\in |\government |\may |\also |\have |\delegated |\authority |\to |\conduct |
certain |\procurements. |\And |\subject |\matter |\experts |\and |\other |
personnel |\in |\a |\client |\department |\have |\to |\understand |\their |\roles |
and |\authority. |\Beginning |\soon |\after |\they |\begin |\their |\duties, |
procurement |\professionals |\encounter |\issues |\of |\authority, |\agency, |\and |\delegation. Slide |\ 26
Strategic |\Sourcing Is |\a |\process |\that |\enables |\officials |\to |\analyze |\how |\they |\acquire |
products. |
The |\objectives |\are |\to: Lower |\costs, |\and Improve |\supply |\fulfillment. |
Notes: |\Explain: |\Strategic |\sourcing |\is |\a |\methodology |\and |\process |
that |\enables |\procurement |\officials |\to |\analyze |\what |\and |\how |\they |
acquire |\products |\and |\services, |\with |\the |\objectives |\of |\lowering |
costs |\to |\the |\organization, |\and |\improvements |\in |\supply |\fulfillment. |\This |\is |\not |\the |\reactive |\approach |\we |\talked |\about |\earlier, |\this |\is |
a |\proactive |\methodology |\that |\promotes |\effectiveness |\and |
efficiency. Slide |\ 29 Some |\guiding |\principles |\of |\strategic |\sourcing |\are:
with |\advice |\of |\counsel |\if |\warranted, |\in |\situations |\where |\authority |
is |\not |\expressly |\granted. Slide |\ 24 Competency |\Statements: Advise |\the |\entity |\on |\how |\to |\resolve |\Procurement |\related |\issues. Manage |\stakeholder |\expectations |\by |\communicating |
requirements, |\responsibilities, |\and |\outcomes. Create, |\lead, |\and |\provide |\holistic |\Procurement |\program |\oversight. Slide |\ 23 What |\are |\some |\challenges |\when |\working |\with |\Disadvantaged |
Business |\Enterprises |(DBE)?
- |\DBEs |\can |\be |\hard |\to |\find. |\2) |\DBEs |\lack |\understanding |\of |\how |
to |\do |\business.3) |\DBEs |\lack |\time |\and |\resources |\to |\obtain |
professional |\development.4) |\DBEs |\have |\smaller |\Supplier |\and |
distribution |\networks.5) |\Persistent |\stereotypes |\against |\DBEs |\that |
creates |\distrust. Slide |\ 16 |& |\ 17
The |\following |\factors |\influence |\whether |\Procurement |\plays |\a |
proactive |\or |\reactive |\role |\in |\the |\planning |\process: •The |\degree |\of |\sophistication |\in |\the |\agency |\planning |\process. •How |\much |\the |\agency |\depends |\on |\procured |\goods |\and |\service |
to |\meet |\the |\mission. •How |\top |\management |\views |\the |\Procurement |\function. •The |\maturity |\and |\evolution |\of |\the |\Procurement |\function |\within |
the |\entity. •The |\ability |\of |\Procurement |\professionals |\to |\shift |\from |\tactical |\to |
strategic |\when |\driving |\resource |\allocation. Slide |\ 14 Short-range |\plans usually |\less |\than |\one |\year, |\designed |\to |\implement |\the |\activities |
and |\objectives |\specified. Slide |\ 12 What |\are |\some |\strategies |\your |\entity |\employs |\to |\achieve |
strategic |\sourcing? Possible |\Answers:
•Individuals |\should |\sign |\a |\statement |\verifying |\their |\role. •Establish |\a |\set |\of |\consistent |\roles. •Adjust |\roles |\such |\as |\when |\a |\department |\does |\not |\have |
appropriate |\staff. •Resource: |\NIGP |\Best |\Practice |\on |\Contract |\Administration |\reviews |\roles |\and |\responsibilities. •Stakeholders |\are |\often |\in |\the |\best |\position |\to |\define |\their |\needs. •Procurement |\should |\expect |\those |\stakeholders |\to |\establish |\the |
draft |\Specifications |\or |\a |\Scope |\Of |\Work |(SOW) |\defining |\their |
need. Slide |\34- Shipping |\companies |\use |\five |\factors |\to |\calculate |\their |\costs: 1.The |\volume |\or |\weight |\of |\the |\goods. 2.The |\type |\of |\transport.
3.The |\journey |\distance. 4.The |\destination |\port. 5.The |\time |\of |\the |\year. Slide |\ 46 Broker •Helps |\handle |\international |\Procurement |\and |\may |\focus |\only |\on |
certain |\aspects. •Does |\not |\transport |\the |\property |\and |\does |\not |\usually |\assume |
responsibility. •Will |\make |\the |\arrangements. Slide |\ 47 Freight |\Forwarder |-
