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C.P.M. Review Instructor Task Outline

©Copyright 1999. All rights reserved. No part of this publication may be reproduced without written permission from the Institute for Supply Management™, Inc., 2055 East Centennial Circle, Tempe, AZ, 85285, USA 800/888-6276.

©Copyright 1999. All rights reserved. No part of this publication may be reproduced without permission from the Institute for Supply Management™, Inc., 2055 East Centennial Circle, Tempe, AZ 85285, USA 800/888-6276.

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Module 1: Purchasing Process

Part A. Identifying Requirements

Part B. Preparation of Solicitations

Part C. Supplier Analysis

Part D. Contract Execution, Implementation and Administration


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Module 1: Purchasing ProcessPart A. Identifying Requirements

TASK 101: Establish procurement plans and make decisions necessary to purchase products or services in congruence with organizational objectives and sourcing strategies.

Knowledge of:1) Internal organization conditions leading to

decisions to buyA) Operational strategies B) Financial strategiesC) Marketing strategiesD) Supply strategies


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Identifying RequirementsTask 101 continued

2) Market conditions leading to decisions to buy

3) Supplier/contractor marketing strategies and how they relate to buy decisions

4) Use of a short- and long-range materials/service plan

5) Organizational opportunities for standardization, consolidation, outsourcing, partnering, and cooperative purchasing


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Identifying Requirements

TASK 102: Review purchase requisitions in accordance with organizational requirements and/or budgetary constraints.

Knowledge of:1) Types of purchase requisitions

A) Standard requisitionsB) Traveling requisitionsC) Project bill of material (e.g.,construction)D) Systems-generated requisitionsE) Electronic requisitions

2) Common organizational requirements for requisitions A) Specifications and statements of work,

format, and contentB) Justification to limit competitionC) Format and content of in-house estimates


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D) Control of unauthorized buying (ratification)

E) Procedures to ensure that necessary approvals have been obtained

F) Signing limits/approval levels and thresholds

G) Leadtimes

3) Socioeconomic goals and objectives as they relate to requisitions

4) Budgetary review proceduresA) Procedures for budgeted versus nonbudgeted acquisitionsB) Availability of fundsC) Funding cost reimbursables

5) Expense allocation


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6) Types and sources of funds and their relationship to required goods and services (e.g., grants, capital)

7) Priority sequences for handling purchase requests

A) First-come, first-servedB) Arrangement by need dateC) Rush orders/emergenciesD) Order of importance/impactE) Seasonal


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TASK 103: Determine appropriate methods of procurement.

Knowledge of:1) Factors in the decision to use competitive

bidding and/or negotiationsA) Degree of competition/market situationB) Industry norms and standardsC) UrgencyD) Dollar valueE) Nature of product/service specificationsF) Type of contract desiredG) Procedure for selection of successful

offerH) Organizational policyI) Frequency of purchases


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2) Methods of procurementA) Purchase ordersB) Contracts


C) Letters of intentD) Consignment methodsE) Blanket orderF) Systems contractingG) Telephone order/fax orderH) Electronic order systemsI) Stockless buying/inventory systemsJ) Purchase order draft/check with orderK) Petty cash/local small purchasesL) Standing ordersM) Credit cards/procurement cardsN) Kanban/pull signalsO) Direct releaseP) Supplier replenishment/supplier


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managed inventoryQ) Other methods


TASK 104: Perform cost/benefit analyses on planned acquisitions.

Knowledge of:1) Definition of “total cost”

2) Standard costsA) Purchase price variance

3) Direct costs

4) Indirect costsA) FixedB) Variable


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C) Semi-Variable

5) Relevant versus irrelevant costs

6) Allocation of overhead


7) Life-cycle costing

8) Opportunity cost

9) Activity-based costing

10) Financial toolsA) Return on investmentB) Return on assets employedC) Return on total assetsD) Margin analysisE) Profitability


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TASK 105: Review supplier samples and/or demonstrations with the buying organization management and/or user departments.

Knowledge of:1) Confidentiality policies

2) Typical policies regarding the possession, use, and return/disposition of supplier’s goods


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Part B. Preparation of Solicitations

TASK 106: Develop/review specifications, statements of work, performance terms, and/or acceptance criteria.

Knowledge of:1) Procedures for developing and/or reviewing

specificationsA) Internal input

B) External inputs


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2) Methods of communicating physical and quality attributes of a product or serviceA) Performance and design specificationsB) Internal versus external specificationsC) Building quality into the manufacturing

processD) Supplier samples


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Preparation of SolicitationsTask 106 continued

3) Specification problems/abusesA) Over-specificationB) Under-specification C) Slanting specificationsD) Non-use of generic specificationsE) Obsolete/outdated specificationsF) International standards differences

4) Statements of workA) Work breakdown structureB) Hold points/milestonesC) Performance evaluation factors


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Preparation of Solicitations

TASK 107: Locate and select potential sources of materials or services.

Knowledge of:1) Degrees of competition and their effects on

procurement A) Full and open competitionB) Limited competitionC) Technical competitionD) Single sourceE) Sole sourceF) Multiple sourceG) Integrated supply

2) Nature of sources and their effects on procurement


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A) Manufacturers versus distributorsB) Large versus small suppliersC) National versus local suppliersD) International versus domestic suppliersE) Mandatory sources of supplyF) Emergency sourcesG) Small and historically underutilized businesses (HUB)H) Cooperative/leveraged buyingI) Joint venturesJ) Internal versus external sources

3) Locating sources of supplyA) Buyers’ guidesB) Business directoriesC) Telephone directoriesD) Chambers of commerceE) Trade and professional associationsF) Shows/exhibits


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G) Trade publicationsH) Colleagues/referrals/networkingI)Suppliers /salespersonsJ)Government sourcesK) International sourcesL) Minority supplier sources/emerging

businesses M) Direct marketingN) Markets/merchandise marketsO) Group purchasing organizationsP) User departments (internal departments)Q) Barter organizations R) Bidder’s list S) World Wide Web/InternetT) Competitor’s practices

4) Existing versus new sourcesA) Market conditionsB) Product complexity/technology changes


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C) Urgency of needD) Quality expectations E) Supplier processesF) Adequacy of competition G) Cost versus value of sources H) Long-term needsI) Long-term relationshipsJ) Need for modification of supplier baseK) Change in supplier’s organizationL) Supply continuity


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TASK 108: Prepare and solicit competitive bids, quotations, and proposals with pertinent specifications, terms, and conditions.

Knowledge of:1) Types of solicitations/bids

A) Sealed bidding/formal advertisingB) Competitive proposalsC) Restricted competitionD) Two-step biddingE) Informal bids/quotationsF) Offers to buy versus offers to sell G) Alternate/innovative proposalsH) Automated/electronic solicitations (fax, EDI, e-mail)I) Non-competitive negotiationsJ) On-line bidding


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2) Requests for InformationA) When to useB) Potential benefitsC) Potential problems

3) Prebid or pre-proposal conferencesA) When to useB) How to arrange and conductC) Selection of participantsD) Potential benefitsE) Potential problemsF) Mandatory versus nonmandatory

conferences

4) General solicitation procedures and conceptsA) ComparabilityB) Fairness/business ethicsC) General format/content of bid requests


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D) Fair response timeE) Issue datesF) Opening/closing dates

5) Procedures for cancellation of solicitations

6) Regulations affecting the bidding processA) Oral versus written quotesB) Existing product compatibilityC) Electronic solicitations (fax, EDI)

7) Regulations influencing prices and contractsA) Uniform Commercial Code (UCC) Article 2, SalesB) Antitrust and trade regulationC) Regulation of federal procurement and public projectsD) Regulation of international commerce


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E) Americans with Disabilities ActF) Department of Agriculture rulingsG) Government price support regulationsH) Other federal/state/local laws

8) Terms and conditions of solicitations and offers

A) TypesB) When to use

9) Bonds and other types of suretyA) Bid bondsB) Performance bondsC) Payment bondsD) DepositsE) Letters of credit


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F) Real estateG) Cash

10) Problems related to the solicitation and receipt of offers

A) Time extensions and amendments to solicitation

B) Late bids (without time extensions)C) Offers with errors, irregularities or

omissionsD) Conflicts of interestE) ProtestsF) Confidentiality/securityG) Alternate proposalsH) Debriefing process


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TASK 109: Manage and develop lists of recommended sources.

Knowledge of:1) Types of supplier lists

A) Approved suppliersB) Preferred suppliersC) Partnered suppliersD) Certified suppliersE) Prequalified suppliersF) Certifiable suppliersG) Disqualified suppliers


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Part C. Supplier Analysis

TASK 110: Evaluate competitive offerings to determine the overall best offer for a product/service.

Knowledge of:1) Receiving, controlling, and abstracting offers

2) Offer responsiveness A) Specifications/statements of workB) Quality requirementsC) Terms and conditionsD) Product/service substitutionsE) Use of technical proposals (unpriced)

3) Technical analysis 4) Operational analysis

5) Cost and price analysis


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Supplier AnalysisTask 110 continued

A) Price analysis methodsB) Profit analysisC) Total cost versus unit costD) Learning curveE) Life-cycle costing

6) Offeror capability/offeror responsibilityA) Past performanceB) Capacity C) SkillsD) IntegrityE) Time in business/marketF) Certification and licensingG) Financial factors

7) Transportation termsA) International transportation termsB) Domestic transportation terms


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8) Other factorsA) AvailabilityB) LeadtimeC) Logistical concerns


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Supplier Analysis

TASK 111: Conduct supplier visits/evaluations to determine suitability.

Knowledge of:

1) Factors used to analyze a supplier’s ability to performA) Frequency and/or volume of ordersB) Length of time to process ordersC) DeliveryD) QualityE) Product/service expertiseF) Order backlogG) Contractor’s “make or buy” programH) Cycle/leadtimeI) ProductivityJ) FlexibilityK) ReferencesL) Electronic capabilities


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M) Breadth of product lineN) Available capacity

2) Factors used to analyze a supplier’s financial statusA) Balance sheetsB) Income statementsC) Cost control historyD) Credit ratingsE) Certified annual reportsF) 10K reportsG) Financial advisory reportsH) Dun & Bradstreet reportsI) Other factors

3) Factors used to analyze a supplier’s cost system


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A) Capability of segregating costs by taskB) Consistent treatment of costC) Compliance with cost accounting

standards

4) Factors used to analyze a supplier’s quality assurance, quality control, and related systemsA) Acceptance/rejection historyB) Testing capabilityC) Process controlD) Organization and management of quality

systemsE) Documented systems/proceduresF) System certification/validationG) Process certification (ISO)


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5) Factors used to analyze a supplier’s organization and managementA) Top management commitment and

involvement B) StabilityC) Training and certification of personnelD) Technical competence/service supportE) Equipment capabilitiesF) General reputation/ethicsG) Industry statusH) Customer commitmentI) EEO program commitmentJ) Subcontractor management

6) Factors used to analyze a supplier’s labor statusA) Employee skills


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B) UnionizationC) Labor contract expiration date


D) Employee turnoverE) Training programs and initiativesF) Industrial relations policy

7) Issues in conducting plant visits/site inspectionsA) Reasons for conducting visitsB) Costs versus benefits of visitsC) Site inspection teamD) Factors appraised at site visitsE) Timing of visits


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Supplier Analysis

TASK 112: Measure supplier performance using rating systems and/or predetermined standards.

Knowledge of:1) Items typically analyzed using supplier

performance ratingsA) Supplier capabilitiesB) International, national, and local

capabilitiesC) Pricing methodsD) Financial strengthE) Inventory locations and methodsF) Delivery performanceG) Quality historyH) Service history


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I) Margin performance and inventory turnover

J) Innovation history and performance


2) Supplier performance rating methodsA) BenchmarkingB) Weighted-pointC) CategoricalD) Cost-ratioE) Total acquisition cost

3) Factors that can distort ratings

4) Issues in the dissemination of ratings A) ConfidentialityB) Supplier reaction to ratings


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Part D. Contract Execution, Implementation, and Administration

TASK 113: Prepare and/or issue contracts/purchase orders.

Knowledge of:1) Elements of a contract

A) Offer and acceptanceB) ConsiderationC) Competent partiesD) Legality of purpose

2) Types of obligation documents


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Contract Execution, Implementation, and AdministrationTask 113 continued

A) Written versus oral contractsB) Purchase ordersC) Letters of intentD) Types of contracts

3) Exchange of standard forms and battle of the forms

A) Use of Purchase OrdersB) Exceptions to terms and conditionsC) Battle of the forms

4) Considerations in preparing obligation documents

A) Legal issues B) Notice of awards C) Notification/debriefing of unsuccessful bidders


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Contract Execution, Implementation, and Administration

TASK 114: Obtain legal review and approval of a contract when required.

Knowledge of:1) Law of agency

A) Definition of an AgentB) Fiduciary dutyC) Limits of authorityD) Actual versus apparent authorityE) Ratification

2) Role of legal counsel

3) Examples of issues that may require legal adviseA) Force MajeureB) Choice of law/choice of forumC) Intellectual propertyD) Restraint of trade/antitrust


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E) Assignability provisions


F) Domestic versus international legal relationshipsG) ProtestsH) ClaimsI) Insurance and indemnificationJ) Limitation of liabilityK) Merger/integration clauseL) Parole evidence ruleM) Collusive activitiesN) Suspension and termination clausesO) Exception to approved terms and conditionsP) Special contractual circumstancesQ) Reservation of rightsR) Hazardous/regulated materialsS) Liquidated damages


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TASK 115: Administer contracts/ purchase orders from award to completion.

Knowledge of:1) Contract administration concepts

A) Work controlB) ComplianceC) Financial responsibilityD) Approving systemsE) Administrative responsibilities F) Contract close-outG) Contract terms and conditionsH) Documentation requirements

2) Supplier management conceptsA) Standards of performanceB) Supplier feedback


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C) Supervision of supplierD) Management by exceptionE) Progress reportsF) Customer feedbackG) Statement of workH) Annual work plan

3) Conflict/dispute resolution


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TASK 116: Expedite deliveries and conduct follow-up procedures when necessary.

Knowledge of:1) Circumstances requiring follow-up and

expeditingA) Adequacy of delivery schedulesB) Open ordersC) Back ordersD) Late ordersE) Short-cycled requests

2) Rationale for expediting

3) Follow-up proceduresA) Early deliveriesB) Late deliveriesC) Future deliveries


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D) Short leadtime requisitions


E) De-expediting F) Rescheduled deliveries

4) Expediting and follow-up personnelA) By buyersB) By separate staffC) By the user department

5) Methods used for expediting and follow-upA) Verbal/informalB) Written/formalC) ElectronicD) Personal visits

6) Contingency planning and performance measures


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7) Cost considerations

Contract Execution, Implementation, and Administration Task 116 continued

8) Logistical considerations


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TASK 117: Resolve contract/purchase order differences with suppliers.

Knowledge of:1) Typical purchase order/ contract problems

A) Description errorsB) Pricing errors/omissionsC) Failure or refusal to performD) Liability issuesE) Financially troubled suppliersF) Delivery/transportation problemsG) The “Law of Mistake”H) Acceptance/rejection/revocationI) Modification, recision, and waiverJ) Breach of contract/default/remediesK) Termination of contractL) Suspension of contractM) Inspection/rejection rightsN) Revocation of acceptance


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2) Dispute and conflict resolutionA) Alternative dispute resolutionB) Re-negotiationC) ReformationD) Litigation

3) Ownership issues A) Point of acceptanceB) Title liability relationships

4) WarrantiesA) ExpressB) ImpliedC) Latent conditionsD) Effective date

5) Typical management procedures for dealing with contract problems


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TASK 118: Resolve payment problems with suppliers and user departments.

Knowledge of:1) Progress/milestone payments

A) How to implementB) How to protect against loss

2) Partial payments not directly linked to performanceA) Potential problemsB) How to protect against loss

3) Cost/price overrunsA) Implications in fixed price/cost-type

contractingB) Purchaser’s obligationsC) Supplier’s obligations


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4) Issues pertaining to the funding and control of cost reimbursable-type contracts

5) Invoice problemsA) NonperformanceB) RejectionC) ErrorsD) Debit/credit memosE) Open ordersF) Over, short, damage

6) Accounts payable problemsA) Discrepancies between original P.O. and

invoiceB) Delinquent paymentsC) No receiving reportD) Credit holdsE) Tax considerations


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F) Liens and stop notices


G) Stop payment

7) Implications of the time-value of money

8) Procedures for avoiding payment problemsA) Evaluated receiptsB) Pay on productionC) Electronic Funds TransferD) Federal/state/local government payment

mechanisms


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TASK 119: Review and revise purchasing practices to ensure their conformance with established laws, policies, and ethical principles.

Knowledge of:1) Laws and regulations affecting procurement

A) Health and safety lawsB) Environmental lawsC) ConfidentialityD) Business regulation Laws

2) Laws governing issues in ethicsA) Libel and slander

3) Issues in ethical purchasing practices©Copyright 1999. All rights reserved. No part of this publication may be reproduced without permission from the Institute for Supply Management™, Inc., 2055 East Centennial Circle, Tempe, AZ 85285, USA 800/888-6276.

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A) Loyalty to employerB) Conflict of interestC) Fairness


D) Gifts and gratuitiesE) Misleading business practicesF) Handling of information/confidentialityG) Misrepresentation of authorityH) KickbacksI) ReciprocityJ) Other

4) ISM Principles and Standards of Purchasing Practice


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TASK 120: Manage files of agreements, equipment records, and/or specifications.

Knowledge of:1) Requirements for records management

A) Government/LegalB) OrganizationalC) Other

2) Formats for record retentionA) Records on paperB) Electronic/computer records/CDsC) Microfilm/microficheD) Other media


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MODULE 2: SUPPLY ENVIRONMENT

A. Negotiations

B. Information Technology

C. Quality Issues

D. Internal Relationships

E. External Relationships


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Part A. Negotiations

TASK 201: Prepare for and develop strategies and tactics for negotiations.

Knowledge of:1) Conditions favoring the use of negotiations

A) Lack of competitionB) Price, quality, and service needsC) Buying production/service capabilitiesD) High buyer/seller uncertaintyE) UrgencyF) Long supplier leadtimesG) Necessity for flexible contract type(s)H) Lack of firm specificationsI) Single source strategies

2) Preparations for negotiationsA) Negotiation objectivesB) Negotiation site


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NegotiationsTask 201 continued

C) Team selectionD) Relevant information (e.g., proposals,

learning curves, backgrounds of players)E) Analysis of seller’s and purchaser’s

positionsF) Market and product conditionsG) Development of strategies and tacticsH) Organization cultural factorsI) Fall-back alternatives

3) Negotiation philosophiesA) Win-win/cooperationalB) Win-lose/adversarial/competitiveC) Lose-lose/confrontational


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Negotiations

TASK 202: Conduct negotiations with potential and/or current suppliers to obtain maximum value.

Knowledge of:1) Negotiation tactics

2) Special considerations in conducting negotiationsA) Fact-finding sessionsB) Best and final offersC) Negotiating with sole offeror versus

entire competitive rangeD) Negotiating with small and historically

underutilized businesses (HUB)E) Documentation of negotiationsF) Negotiations as a consortium or

cooperative©Copyright 1999. All rights reserved. No part of this publication may be reproduced without permission from the Institute for Supply Management™, Inc., 2055 East Centennial Circle, Tempe, AZ 85285, USA 800/888-6276.

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Part B. Information Technology

TASK 203: Develop/utilize a computerized purchasing system (e.g., online buying, EDI, Web-based electronic commerce).

and

TASK 204: Develop/implement/maintain a database of specifications, suppliers, products, and/or services.

and

TASK 205: Develop/utilize a computerized inventory and/or capital equipment tracking system.


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Information Technology

Knowledge of:1) Information technology basics

A) Common computer hardware/software terminology

B) Standard computer network systems terminology

2) Hardware types and configurationsA) Personal computersB) MinicomputersC) Mainframe computersD) Computer workstationsE) Client-server configurations

3) Software typesA) System software


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B) Application softwareC) Network softwareD) Enterprise software

Information TechnologyTasks 203, 204 and 205 continued

3) Computer hardware/software uses A) Word processingB) Desktop publishingC) SpreadsheetsD) Database managementE) Forecasting/modelingF) Graphics/drawingG) Electronic mailH) Firewall/security

5) Electronic applications in purchasing, materials and supply managementA) Database management systemsB) MRP/DRP/ERP


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C) Electronic Data Interchange/electronic commerce

D) Electronic Funds Transfer

Information TechnologyTasks 203, 204, and 205 continued

E) Internet/intranet/extranetF) Decision support systems/negotiation

support systemsG) Electronic file transfer (ftp)H) Performance measurement (e.g.,

purchasing, supplier)I) Project managementJ) Analytical applicationsK) Transactional usesL) Cost data managementM) Asset managementN) Maintenance management


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6) Software for purchasing and supply managementA) Off-the-shelfB) In-houseC) Outsourced


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Information TechnologyTasks 203, 204, and 205 continued

7) Hardware/software trainingA) In-houseB) Outsourced

8) Impact of computer systemsA) Within the departmentB) Within the organizationC) External (e.g., suppliers)


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Part C. Quality Issues

TASK 206: Resolve quality problems with suppliers and user departments.

Knowledge of:1) Documentation of corrective action process

2) Root cause analysis

3) Alternative solutionsA) Return to supplierB) Rework documentationC) Rework parts and materialsD) Re-negotiationE) DisposalF) Retraining

4) Corrective action options


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Quality Issues

TASK 207: Develop measurements for quality improvement and target setting (e.g., “best in class” benchmarks).

Knowledge of:1) Quality assurance

A) Definition of qualityB) Acceptance testingC) Certification requirementsD) Levels of inspectionE) Quality documentationF) Quality system modules

2) Total quality managementA) DefinitionB) Meeting customer needsC) Quality toolsD) Statistical tools


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QualityTask 207 continued

3) Quality function deploymentA) Definition


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Part D. Internal Relationships

TASK 208: Develop/manage/evaluate relationships with other internal departments.

Knowledge of:1) Basic functions performed by other key

departments in an organization and their relation to purchasing A) Top managementB) Engineering/designC) Quality control/quality assuranceD) Manufacturing/productionE) Accounting/financeF) Marketing/salesG) FacilitiesH) Logistics/supply chainI) Product/business managersJ) Management information systems


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Internal RelationshipsTask 208 continued

K) LegalL) Public relations/affairsM) MerchandisingN) Production/service planningO) Research and developmentP) Product developmentQ) Field serviceR) MaintenanceS) Other departments

2) Interdepartmental communicationA) MechanismsB) Role/perception of purchasing within the

organizationC) Establishment of trust and credibilityD) Early Purchasing Involvement (E.P.I.)E) Internal customer surveys


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Internal Relationships

TASK 209: Participate in cross-functional and/or multifunctional teams (e.g., project management, process improvement).

Knowledge of:1) Purpose of cross-functional teams

2) Types of teams related to purchasing A) Cost reductionB) Value analysisC) Capital equipmentD) SourcingE) Product developmentF) BudgetingG) Supplier developmentH) Information systemsI) FinanceJ) Cycle-time reduction


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K) Quality improvement


L) Inventory controlM) Other

3) Role of purchasing in teamsA) Support/service/informationB) Project managementC) LeadershipD) Facilitation

4) Advantages/disadvantages of teamsA) Consensus buildingB) Time considerationsC) Ownership issuesD) Managing or introducing changeE) GroupthinkF) Synergy


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5) Phases of team building

6) Problem solving models

7) Personality profiles

8) Effectiveness measuresA) IndividualB) Team

9) Process improvement models

10) Project management


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TASK 210: Recommend/implement changes to the organization’s purchasing, supply management, and material usage policies as needed.

Knowledge of:1) The scope of the procurement process

A) Purchasing/procurementB) ContractingC) Materials managementD) Supply managementE) Service managementF) Logistics/supply chainG) LicensingH) Merchandising/inventory planningI) Quality systemsJ) Document controlK) Risk managementL) Investment recovery


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2) The role of purchasing in organizational strategiesA) Public sectorB) Private sectorC) Not-for-profitD) Non-profit

3) Management of the change process (“change management”)

4) Legal ramifications


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TASK 211: Disseminate information and provide training related to purchasing and supply management policies and procedures.

Knowledge of:

1) The development of training manualsA) ResponsibilityB) Relationship to general training manualsC) Use as an ongoing reference

2) Training cost, effectiveness, and outcomes measurement

3) “The Learning Organization” concept

4) Training delivery methods


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5) Selection of training personnel


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Part E. External Relationships

TASK 212: Develop/manage effective relationships with suppliers, utilizing such techniques as supplier partnerships, strategic alliances, supply chain management, and supplier training programs.

Knowledge of:1) Benefits of good supplier relations

2) Ways of promoting good relationsA) Top management meetingsB) Relations between suppliers and

customer functionsC) Timely payment of invoicesD) Equitable treatment of suppliersE) Periodic supplier surveysF) Enhanced two-way communication


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External RelationshipsTask 212 continued

G) Supplier trainingH) Encouraging confidentiality

3) Issues in supplier product education and involvementA) AdvantagesB) Possible problemsC) Site visits

4) Issues in reciprocityA) LegalityB) Impact on suppliers and buyersC) Domestic versus international

5) Concepts of continuous improvementA) QualityB) CostC) Design


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D) ServiceE) Cycle time reduction

6) Supplier partnerships/strategic alliancesA) RationaleB) Methods for identifying potential

alliancesC) Forms of alliancesD) Developing alliancesE) Maintaining/sustaining alliancesF) Concluding alliancesG) Supplier certification issues

7) Reverse marketing

8) Supplier mentorship


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9) Early supplier involvementA) New product developmentB) Supply chain involvementC) Development cycle reduction timeD) Collocated engineering

10) Supply chain managementA) DefinitionB) Potential benefitsC) Procurement cycle reduction (process

mapping)D) Risk managementE) Supplier process layoutF) Role of purchasingG) Second-tier purchasing agreements

11) Development of trust


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External Relationships

TASK 213: Review product availability and/or pricing information with suppliers.

Knowledge of:1) Factors which may affect availability and

pricingA) Market driversB) Economic conditionsC) Industry capacityD) Supplier capacityE) Buyer’s share of supplier businessF) QuotasG) Labor status

2) Price model analysis


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TASK 214: Conduct interviews with current and prospective supplier sales personnel.

Knowledge of:1) Typical sales methods

2) Approaches to handling sales methods

3) Typical organization policies for meeting with sales personnel

4) Professional courtesies


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TASK 215: Coordinate/review/respond to supplier inquiries, protests, and appeals.

Knowledge of:1) Procedures for dealing with inquiries and

protests

2) Legal requirementsA) Freedom of Information Act


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TASK 216: Develop/implement a small business/disadvantaged supplier development program.

Knowledge of:1) Sources of information on socially or

economically disadvantaged suppliers/historically underutilized businessesA) Small Business AdministrationB) Minority Business DirectoriesC) Minority Business Development

CouncilsD) Local minority chambers of commerceE) Business fairs


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2) Small Business/Small Disadvantaged Business (SB/SDB) requirements


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3) Issues in developing programsA) Organizational policiesB) ImpedimentsC) BenefitsD) Assessing program goalsE) Disparity studiesF) Customer-driven requirements


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TASK 217: Represent the buying organization in meetings with corporations, government agencies, professional associations, media, and other organizations.

Knowledge of:1) Meeting dynamics

2) AssociationsA) TradeB) Professional

3) Issues in the external role and perception of purchasing

4) Other organizationsA) Group Purchasing Organizations (GPO)


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5) Antitrust restrictions

6) Professional decorumA) SEC restrictions on information

disclosure

7) Feedback to management


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MODULE 3: VALUE ENHANCEMENTSTRATEGIES

A. Sourcing Analysis

B. Supply and Inventory Management

C. Value Enhancing Methods

D. Forecasting and Strategies


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Part A. Sourcing Analysis

TASK 301: Conduct decisions to “make or buy,” privatize, or outsource products or services.

Knowledge of:1) Procedures for conducting “make-or-buy”

analysesA) Determining feasibilityB) Determining needC) Methods/processes

2) Factors influencing “make-or-buy” decisionsA) Long-term material supply implicationsB) Strategic factorsC) Labor and other organizational

constraintsD) Quality considerationsE) RiskF) Supplier technical support capability


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Sourcing AnalysisTask 301 continued

G) Socioeconomic goals/objectivesH) Expertise in the area

3) Post audit evaluation of “make-or-buy” decision

4) Privatization/outsourcingA) DefinitionB) ApplicabilityC) Procedures for conductingD) CriteriaE) Monitoring/evaluating the projectF) Public/private partnerships


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Sourcing Analysis

TASK 302: Conduct decisions to lease or buy equipment.

Knowledge of:1) Types of leasing arrangements

A) Operating leaseB) Financial leaseC) Leveraged leaseD) Master leaseE) Dry leaseF) Sale and leasebackG) Other types of leases

2) Types of lessorsA) Third-party B) ManufacturersC) BanksD) Internal


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E) Other


4) Factors in a lease/buy decisionA) InflationB) ObsolescenceC) Maintenance servicesD) Capital/budget considerationsE) Administrative overheadF) Reimbursement from third partiesG) InterestH) Ownership benefitsI) Limitation of sources of supplyJ) Balance sheet considerationsK) Cash flow analysisL) DepreciationM) Tax considerationsN) Operating costsO) Life of the asset


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P) Residual valueQ) Customization of assetR) Early termination


S) Payment schedulesT) InsuranceU) Company/organization policyV) Term of leaseW) Emergency situations

4) Legal/accounting considerationsA) Uniform Commercial Code 2A – LeasingB) FASB-13C) Other


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Sourcing Analysis

TASK 303: Develop financing and leveraging strategies for purchases.

Knowledge of:1) Depreciation and appreciation

2) Bond and currency markets

3) Market conditions

4) Type of organizationsA) PrivateB) Non-profitC) Public


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5) Commodity markets

6) Tax laws


7) Interest rates

8) Payment terms

9) Cash flow

10) Regulations

11) Supplier financing

12) Centralized buying

13) Lead divisional buying


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14) Cooperative purchasing

15) Group purchasing organizations

16) Import/export quotas

Part B. Supply and Inventory Management

TASK 304: Organize, control, and minimize the storage of materials.

Knowledge of:1) Functions of inventory

A) UncertaintyB) DecouplingC) AnticipationD) Economies of scaleE) Transportation

2) Inventory classificationsA) Raw materials


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B) In-processC) Finished goodsD) MROE) Resale goodsF) Capital goodsG) Construction materials

Supply and Inventory ManagementTask 304 continued

H) Hard goods/soft goodsI) ComponentsJ) ObsoleteK) Defective

3) Inventory management systemsA) Order-pointB) CyclicalC) Just-In-Time (JIT)D) JIT IIE) ABC ConceptF) Supplier managed systems


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G) Point of sale/point of use/auto replenishment

H) Other

4) Procedures for determining when to order materialsA) Usage rates/demand variation


B) Safety stock determinationC) Unique itemsD) Leadtime

5) Stores management systemsA) Open storesB) Closed storesC) Random accessD) Automated warehouse approach

6) Inventory performance©Copyright 1999. All rights reserved. No part of this publication may be reproduced without permission from the Institute for Supply Management™, Inc., 2055 East Centennial Circle, Tempe, AZ 85285, USA 800/888-6276.

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A) Turnover rate/investmentB) Service level

8) Purchasing’s role in dependent demand systems

Supply and InventoryTask 304 continued

A) MRPB) MRP IIC) DRPD) ERP

8) Shelf life, expiration rates, and storage conditions

9) Accounting valuation of inventory


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A) LIFOB) FIFOC) AverageD) Lower of cost or marketE) Retail inventory methodF) Zero-value inventory

Supply and Inventory Management

TASK 305: Meet with appropriate departments to discuss current material inventories, and establish restock levels or just-in-time strategies.

Knowledge of:1) Financial implications of inventory

A) Working capital©Copyright 1999. All rights reserved. No part of this publication may be reproduced without permission from the Institute for Supply Management™, Inc., 2055 East Centennial Circle, Tempe, AZ 85285, USA 800/888-6276.

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B) Cash flowC) Asset turnoverD) Return on investmentE) Inventory costsF) Commodity speculationG) Exchange rate issues

2) Capacity issues


A) SeasonalityB) Contingency plans (i.e., disasters,

strikes)C) Process variation

3) Sales and marketing related issuesA) New product introduction


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B) Product discontinuanceC) ObsolescenceD) Promotional activitiesE) Forecasting errorsF) Sales plan interface


TASK 306: Determine sources of and reconcile inventory discrepancies.

Knowledge of:1) Concepts of inventory control

A) Perpetual versus periodic©Copyright 1999. All rights reserved. No part of this publication may be reproduced without permission from the Institute for Supply Management™, Inc., 2055 East Centennial Circle, Tempe, AZ 85285, USA 800/888-6276.

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B) Inventory flow control proceduresC) Inventory reconciliation proceduresD) External inventory specialistsE) Sources of error


TASK 307: Handle obsolete equipment/materials, surplus equipment/materials, and scrap.

Knowledge of:


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1) Reasons for the disposition of obsolete/surplus materialsA) Investment recoveryB) Space managementC) Technical and economic obsolescence

2) Reasons for placing disposal function with purchasingA) Access to services/sourcesB) Knowledge of requisitioners' ordering

habitsC) Knowledge of market


D) Knowledge of legal issues regarding disposal

E) Product line discontinuance


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F) Changes in labeling requirements

3) Classes of materials subject to disposalA) Surplus/obsolete inventoryB) Surplus/obsolete equipment, tooling, and

fixturesC) ScrapD) Waste

4) Hazardous materialsA) Material Safety Data SheetsB) ManifestingC) ISO 14000


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5) Methods of disposalA) Return, resale, or trade-in to suppliersB) Use in other parts of the organizationC) Sale D) DonationsE) Disposal/recyclingF) “Abandon in place”G) CannibalizationH) ReclamationI) Barter

6) Legal issues regarding the disposal of materialsA) WarrantiesB) LiabilityC) Tax implications and benefitsD) Applicable regulations


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Part C. Value Enhancing Methods

TASK 308: Develop/implement a standardization program.

Knowledge of:1) General issues in standardization and

simplificationA) Advantages and disadvantagesB) Procedures/steps in applyingC) Application to high-use or high-volume

itemsD) Application to procurement of facilitiesE) Application to procurement of MRO

itemsF) Brand names versus generic namesG) Administration cost per part numberH) Maintenance costI) Legislative issuesJ) Cost-benefit analysis pertaining to

standardization


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Value Enhancing MethodsTask 308 continued

2) Organization standards

3) Government standardsA) National Institute of Standards and

Technology (formerly National Bureau of Standards)

4) International standards

5) Standards associations/organizationsA) Society of Automotive Engineers (SAE)B) American National Standards Institute

(ANSI)C) American Society for Testing and

Materials (ASTM)D) International Standards Organization

(ISO)


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E) Underwriter’s Laboratory (UL)F) National Institute of Standards and

TechnologyG) Others


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Value Enhancing Methods

TASK 309: Develop/implement a process improvement program.

Knowledge of:1) Steps in continuous improvement

A) Definition of the processB) Definition of the measurement systemC) Improvement of methodologyD) Execution of the action planE) Results measurementF) BenchmarkingG) Evaluation and follow-up


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TASK 310: Develop a cost reduction, cost avoidance, cost containment program (e.g., value analysis, consolidation of orders/suppliers, leadtime reduction).

Knowledge of:1) Issues to be considered when establishing a

cost-control programA) Status of the standards programB) Coordination with other departmentsC) Time requirementsD) Effect on quality and serviceE) Effect on operationsF) Calculating cost avoidance/reductionG) Market testing


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H) Top management supportI) Design flexibilityJ) Product longevity


2) Elements of a cost-control programA) Organization-wide buying agreementsB) Pool buying and cooperative purchasingC) Long-term agreementsD) Contracting for total requirementsE) Supplier productivityF) Target costG) Target priceH) Consortia

3) Quality issuesA) Purchaser coordination with quality

assurance/controlB) Purchaser coordination with


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receiving/using departmentC) Coordination with supplier quality

assurance/control effortsD) Mutual cost reduction


4) Value analysis/value engineeringA) ProcessB) TechniquesC) Organizational requirementsD) Function in relation to cost and quality

5) Other forms of cost controlA) Improved form, fit, and functionB) Easier useC) Administrative savingsD) Improved quality


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TASK 311: Coordinate the introduction of new and modified products and services with appropriate departments.

Knowledge of:

1) Role of purchasing in product/service designA) Research and developmentB) SubstitutionC) Product innovationD) Contracting for design servicesE) Qualified Products Lists (QPL)


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F) Early Supplier Involvement (ESI)G) Early Purchasing Involvement (EPI)H) Sourcing and cost profitability issues

Part D. Forecasting and Strategies

TASK 312: Plan purchasing, sourcing, and supply strategies based on forecasted data.

and

TASK 313: Develop supply plans and strategies based on forecasts of future demand.

Knowledge of:


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1) Buying strategiesA) Hand-to-mouth buyingB) Buying to requirementsC) Forward buyingD) Speculative buying/volume purchase

agreementsE) Life-of-product supplyF) Just-In-TimeG) Consignment

Forecasting and StrategiesTask 312 and 313 continued

H) CommoditiesI) Supplier replenishment systemsJ) Outsourcing

2) Implementation techniquesA) HedgingB) Spot buyingC) Dollar averagingD) Contracting


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E) Decision tree analysis

3) Forecasts of volumeA) Determining annual requirementsB) Part (or product) life

4) Supply markets relative to short- and long- term buying needs

5) Supply chain management strategiesForecasting and Strategies

TASK 314: Provide forecasted data of future organization buying requirements to suppliers.

Knowledge of:1) Elements of Early Supplier Involvement

(ESI)A) Manufacturing processB) Capital acquisitions budgetC) Product or service

development/implementation©Copyright 1999. All rights reserved. No part of this publication may be reproduced without permission from the Institute for Supply Management™, Inc., 2055 East Centennial Circle, Tempe, AZ 85285, USA 800/888-6276.

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D) CostE) QualityF) AvailabilityG) TechnologyH) DesignI) Product co-developmentJ) Cycle time

2) Confidentiality


118

Forecasting and StrategiesTask 314 continued

3) Parameters for disclosureA) Product Development ModelB) Production Plan

4) Legal implications


119

Forecasting and Strategies

TASK 315: Develop and maintain market awareness through merchandise shows, trade periodicals, and other resources to secure new product and pricing information.

Knowledge of:1) Rationale

A) New product development/introductionsB) Alternate source developmentC) Evaluation of supply forecasts and

market capacityD) Development of supplier profilesE) Technological updates

2) Processes for collecting, prioritizing, filtering, and managing the data


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3) Dissemination of information throughout the organization


121

Forecasting and Strategies

TASK 316: Provide data on current and future market conditions to management, sales management, and/or user departments.

Knowledge of:1) Purpose of forecasting

A) QuantityB) Industry capacity and availabilityC) Cost or priceD) TechnologyE) PlanningF) Ensured supply

2) General issues in economicsA) Industries, firms, and marketsB) Global marketsC) Business cycles and trendsD) Transportation trendsE) Economic indicators


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F) Governmental policiesG) Net national incomeH) Political stability/instabilityI) World industrial migrationJ) Import/export issuesK) Environmental

3) Economic concepts and terms used in forecastingA) Price indicesB) Interest ratesC) Economic indicatorsD) Inflation/deflationE) Capacity utilizationF) Economic indexing


123


4) Sources of data used in forecastingA) ISM Report On Business®

(Manufacturing and Nonmanufacturing)B) Government publications (international

and domestic)C) Private publicationsD) Commercial forecastsE) Regional surveysF) Internal historical dataG) Industry sourcesH) Internet

5) Forecasting methodologies/techniquesA) Short-term versus long-term forecastingB) Macro versus micro forecastingC) Delphi concept


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D) Correlation/regression analysisE) Time series


F) Central tendencyG) VariabilityH) Analysis of cyclical dataI) Trend analysis

6) Factors that can affect forecastsA) Fluctuating leadtimesB) Changing labor conditionsC) Changes in money marketsD) Political factorsE) Technological shiftsF) Climatic conditionsG) Changes in global trade


125

MODULE 4: MANAGEMENT

A. Management and Organization

B. Human Resources Management


126

Part A. Management and Organization

TASK 401: Develop strategic plans and objectives (short and long term).

Knowledge of:1) Issues in strategic planning

A) Purchasing support for organizational strategy

B) Planning process and objectivesC) Planning time framesD) Developing commodity plansE) Developing contingency plansF) Decision makingG) Profit planningH) Periodic reviewI) Advanced acquisition planning


127

Management and OrganizationTask 401 continued

2) Supplier strategies

3) Commodity strategies

4) Departmental strategies


128

Management and Organization

TASK 402: Develop goals and objectives of a purchasing and supply department aligned to organizational goals.

Knowledge of:1) Typical organization vision, mission, and

goals statements

2) Fundamental objective of the purchasing department: To provide the highest value at optimum cost to the organization

3) Strategic goal of the purchasing department: To lead/manage supplier relationships for goods, services, and materials in support of the organization’s overall mission/vision


129


4) Issues related to the establishment of objectivesA) Priority of objectivesB) Integration of objectivesC) Goal alignmentD) Measurability of objectives


130


TASK 403: Plan/develop/provide operating policies, guidelines, and procedures.

Knowledge of:1) Nature of management control

A) Before-the-fact controlsB) During-the-fact controlsC) After-the-fact controls

2) Workload distributionA) Commodity or classB) DepartmentC) Special projectD) VolumeE) In rotationF) Type of contractG) Staff expertiseH) Supplier


131


3) Procedures for controlling purchase requestsA) LoggingB) Location informationC) Status information

4) Relationships between policies, procedures, objectives, work instructions, and forms

5) Organization policies that affect purchasing/supply

6) Centralization versus decentralizationA) AdvantagesB) Disadvantages

7) Reengineering processesA) Order cycleB) Direct user releasesC) Inventory


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D) Invoice paymentE) In-plant storesF) Other

8) Applicable industry standards


133


TASK 404: Prepare periodic reports of department activities for senior management and other areas of the organization.

Knowledge of:1) Identification of relevant purchase activities,

performance, and other information to report

2) Effective presentation techniquesA) WrittenB) OralC) E-mailD) InternetE) Intranet

3) Data management techniques


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4) Customer needsA) The “language” of top managementB) Investor viewpointC) “Bring solutions — not problems”

approachD) Executive overview and supporting

detail


135


TASK 405: Analyze and resolve issues raised in purchasing and supply audit reports.

Knowledge of:1) Measurement of change initiatives

2) Validation of current policies, procedures, work instructions, and forms

3) Conflict resolution skills

4) Non-defensive problem solving

5) Corrective action processA) Establishment of time framesB) PrioritizationC) Cost/benefit analysis


136


TASK 406: Develop/utilize criteria for evaluating purchasing and supply department performance.

Knowledge of:1) Organizational expectations of purchasing

A) Congruence with organizational objectives

B) Congruence with supplier and customer objectives

2) Reasons for departmental (macro-level) performance appraisalA) To determine departmental effectiveness

in meeting organizational needsB) To determine effectiveness of department

Management


137


C) To measure improvement/deteriorationD) To provide incentives for improvementE) To determine resources needed for

improvementF) To determine if value is added to the process

3) Steps in department-level evaluationA) Identify department objectivesB) Identify criteria for successC) Identify appraisal factorsD) Internal audits/self-governance/self-

assessmentE) Process benchmarkingF) Exercising management control in

response to results


138


4) Concepts of the purchasing departmentA) Purchasing as a profit centerB) Purchasing as a cost centerC) Purchasing as an independent center

5) Evaluation of external purchasing


139


TASK 407: Prepare and/or administer a purchasing department/supply management budget.

Knowledge of:1) Purposes for a budget

A) Control of expendituresB) Preapproved fundingC) Monitoring of expendituresD) Development of standard costs

2) Typical elements subject to budgetary controlA) InventoryB) Wages and salariesC) TravelD) Occupancy/energyE) CommunicationsF) Books and suppliesG) Training


140


3) Steps in budgeting A) Review goals and objectivesB) Define needed resources (e.g., personnel,

equipment, furnishings, training)C) Estimate the dollar value of resourcesD) Develop standard purchase costsE) Present the budget/obtain the

appropriationF) Variance analysis

4) Types of budgetsA) Zero-based budgetsB) Cash-flow budgetsC) Line itemD) Program/projectE) CapitalF) FlexibleG) Purchase price variance


141


H) Open-to-Buy (OTB)


142


TASK 408: Design, modify, and/or manage operational forms (paper and/or electronic).

Knowledge of:1) Reasons for forms

A) CommunicationB) Operational controlC) RecordsD) Consistency of approachE) Legal requirements

2) Types of forms and communication formats used by purchasingA) Purchase requisitionB) Traveling requisitionC) Bill of materialsD) Purchase order/contractE) Receiving documentsF) Inspection documents


143


G) Change ordersH) Material return formI) Nonconformance formJ) Statement of workK) Check request formL) Evaluation forms (e.g., supplier

evaluation)M) Capital equipment justification formN) Other

3) Elements of form design/managementA) Available mediaB) Organization of informationC) InstructionsD) Forms controlE) Retention periodsF) Privacy Act/public information

implicationsG) Cost implications


144


H) Printed versus electronic generatedI) Compatibility with equipmentJ) Periodic review


145

Part B. Human Resources Management

TASK 409: Supervise and lead purchasing/supply staff.

Knowledge of:1) Issues in organizational management and

administrationA) Delegation of authority and

responsibilityB) Chain of commandC) Span of control/span of information

disseminationD) Line and staff relationshipsE) Management By Objectives (MBO)F) Continuous improvementG) Rightsizing/workload H) Process reengineeringI) Quality improvementJ) Diversity in the workplaceK) Incentive programsL) Matrix organizations


146

Human Resources ManagementTask 409 continued

2) Theories of managementA) Universal theoriesB) Operational theoriesC) Behavioral theoriesD) Systems theoriesE) Contingency theoriesF) StylesG) Empowerment

3) Topics in group dynamicsA) Formal work groupsB) Informal work groupsC) Group characteristicsD) Advantages/disadvantagesE) Group leadership


147

Human Resource Management

TASK 410: Hire, promote, and/or dismiss purchasing/supply personnel.

Knowledge of:1) Issues in selection and recruitment

A) Position requirementsB) Knowledge, skills, and attitudes of

applicantsC) References, experience, and trainingD) Questions in the interview processE) Organizational hiring and human

resource policies

2) Issues in employee promotionA) Standards/certificationB) Career advancementC) Advantages/disadvantages of promoting

withinD) Advantages/disadvantages of

recruiting/hiring outside employees©Copyright 1999. All rights reserved. No part of this publication may be reproduced without permission from the Institute for Supply Management™, Inc., 2055 East Centennial Circle, Tempe, AZ 85285, USA 800/888-6276.

148


E) Training needsF) Succession planningG) Goal attainment

3) Issues in the termination of employeesA) Consistent documentation/evaluationB) Adherence to established personnel

policies/procedures/union requirements/due process

C) Quantifying/qualifying discussion to terminate employees

D) OutplacementE) Exit interviews

4) Legal


149


TASK 411: Evaluate purchasing/supply staff performance.

Knowledge of:1) Issues in the evaluation of employees

A) Determine employee objectivesB) Determine criteria for successC) Determine appraisal factorsD) Conduct interviews/Give feedbackE) Team and/or peer inputF) Self-assessmentG) Employee accountabilityH) Internal customer inputI) Supplier input

2) Uses of performance appraisal dataA) CompensationB) PromotionC) Personal/career developmentD) Employee morale


150


E) Disciplinary actionF) Employee recognitionG) Improvement of performance


151


TASK 412: Conduct/authorize job training for the development of the professional competence of the staff.

Knowledge of:1) Determination of training and development

needsA) Skills assessmentB) Gap analysisC) Designing and planning training

programs

2) Types of initial job training (functional orientation)A) OrientationB) Learning by doingC) Sponsor/mentor systemD) Classroom trainingE) Functional rotation


152


3) Types of continuous professional developmentA) Job rotationB) On-the-job trainingC) Self trainingD) Management development trainingE) Apprenticeship trainingF) Formal/classroom training programsG) Continuing educational offeringsH) Site visits to organizations/suppliersI) Audio/videotapesJ) Books/publicationsK) Peer-to-peerL) Experiential learningM) Job analysis/Diagnostic evaluation (e.g.,

FOCUS, SkillQuest)N) Computer-based trainingO) Interactive trainingP) Competency-based training


153


3) Professional certification

4) Formal education/advanced degrees

5) Professional association involvement


154


TASK 413: Resolve employee performance problems.

Knowledge of:1) Issues in employee nonperformance

A) Corrective action processB) Types of issuesC) DocumentationD) Collective bargaining requirementsE) Employee assistance programs


155


TASK 414: Implement programs to prevent and respond to discrimination or harassment.

Knowledge of:1) Equal Employment Opportunity laws and

regulations

2) Affirmative Action

3) Americans with Disabilities Act

4) Court rulings pertaining to employment discrimination

5) Sexual harassmentA) DefinitionsB) Procedures

(END)


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