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INFORMATION FOR CANDIDATES The senior assessor’s report is written in order to provide candidates with feedback relating to the examination. It is designed as a tool for candidates - both those who have sat the examination and those who wish to use as part of their revision for future examinations. Candidates are advised to refer to the Examination Techniques Guide (see the following link: http://www.cips.org/en-GB/Qualifications/study-support/ ) as well as this senior assessor’s report. The senior assessor’s report aims to provide the following information:

An indication of how to approach the examination question

An indication of the points the answer should include

An indication of candidate performance for the examination question Each question has a syllabus reference which highlights the learning objectives of the syllabus unit content that the question is testing. The unit content guides are available to download at the following link: http://www.cips.org/Qualifications/About-CIPS-Qualifications/cipsqualifications/ ADDITIONAL SOURCES OF INFORMATION The Supply Management magazine is a useful source of information and candidates are advised to include it in their reading during their study. Please see the following link to the Supply Management website: http://www.supplymanagement.com/

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SECTION A Q1 Evaluate stakeholders’ interests and suggest how Energising

Youth might manage their expectations through this period of change.

(25 marks)

Analysis of the Question The question required candidates to appreciate the importance of stakeholders and their impact on an organisation. It also required candidates to demonstrate practical ways that stakeholders’ expectations could be managed effectively. Planning the answer Candidates should approach this question by firstly identifying the range of stakeholders involved with the organisation. Good use of the Mendelow Power Interest Matrix can identify the most important to the least important stakeholders. Once the stakeholders have been mapped then appropriate actions can be identified to address their different needs. Answering the question Strong responses might start with a definition of who a stakeholder is and why they are so important to any organisation. Candidates should ideally identify all of the stakeholders from the case study and comment on their level of important to the organisation. Each stakeholder’s expectations should then be explored. Appropriate actions including forms of communication (which is a crucial part of this response) should then be put forward to inform stakeholders of plans and progress and provide the right level of information to match their concerns. To conclude candidates may link the appropriate treatment of stakeholders to the success of the project. Analysis of the Answer The key theme to this question was identifying and dealing with stakeholders depending on their level of importance. Considerations that should be included in this response are level of power and influence of parties involved, stakeholders’ needs, stakeholders’ contributions and appropriate actions/communication methods to dispel or address those needs/concerns. Strong answers should explore various ways to address stakeholders’ expectations. These solutions include newsletters, briefings, letters, emails, notices, listening to customer feedback, management reporting, board meetings and promotional literature (to name but a few).

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Exam Question Summary A surprisingly variably answered question in which most candidates identified the stakeholders from the case study. Some answers were weak at prioritising stakeholders and explaining their importance. Others included relevant models but simply regurgitated the theory from textbooks without applying to the case study. Stronger answers used the Mendelow Power Interest Matrix to map the stakeholders from the case study and apply relevant actions and communication methods to manage their expectations well. Q2 Explain how continuity of performance can be managed, whilst

implementing the change at Energising Youth.

(25 marks)

Analysis of the Question This question required candidates to manage the transition of youth sporting and leisure services from one location to another modern and larger location. This is a difficult task for any manager as it means operating a ‘business as usual’ approach for existing customers while focusing efforts to supervise work and report on progress for the new facility. Planning the Answer Candidates should approach this question by firstly considering the lead time to transfer operations to the new premises. Next, candidates should carefully consider the range of resources that are needed to successfully move into the new premises whilst limiting the level of disruption to an already successful operation. Resources that need careful planning include human, financial, physical and time. Effective project management methods and techniques will prove invaluable with this type of organisational transition. Answering the Question Strong answers may start with an overview of why ‘continuity of performance’ and ‘change’ is important to any organisation. The main body of the answer should take a project management approach to transferring the appropriate staff and equipment to the new facility within the allocated time to project completion (which is 12 months). The underlying concern should be ensuring that customers see a smooth transition and limited disruption to their current activities. A suitable conclusion would reiterate the importance of managing the change process well to ensure there is no drop in membership at the current site and that with careful planning, implementation and communication the new facility will be launched successfully.

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Analysis of the Answer The key theme to this question was how to maintain continuity of performance through a complex change within an organisation. The main considerations that should be included in the main body of the answer are, maintaining a business as usual approach, empowering staff, managing the handover between sites, rationalisation of suppliers, trial of new facility, incentivising outgoing suppliers and relevant methods of communication. Further probing should discuss pricing, the attractiveness of new equipment and facilities and promotion of this exciting new development. Strong answers will cleverly blend all of the elements above. Exam Question Summary A variably answered question in which most candidates showed a sound appreciation of why change was important and reasons for managing an organisation (in this instance ‘Energising Youth’) through the transition to new premises. Some answers focused on change management rather than the key thrust of the question which is managing ‘continuity of performance’. Answers also referenced a number of change management models some of which were more relevant than others. The Kotter Schlesinger change model and Kubler Ross model proved to be good approaches to use. Stronger answers used a structured project management approach to the transition from the old to new site. Q3 As the purchasing manager of an organisation, you have recently

gained approval to recruit a new purchasing assistant. Recommend the different methods of job design that will assist you in appointing the right person for this purchasing role.

(25 marks)

Analysis of the Question This question required candidates to consider the different ways of designing a job to ensure the best person is appointed for the position. Recruitment is a very expensive activity for organisations and although this overall theme wasn’t the main focus of this question, the necessary preparation (which includes job design) saves time and money in the long run. Planning the Answer Candidates should approach this question by firstly discussing what job design is and why it is important in an organisation. Consideration then needs to be given to the different ways that the job can be designed to ensure that the right person is chosen for the purchasing assistant role. This should include

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discussing the activities as part of the role and the personality traits and skills that are also required by a successful appointee to the post. The appropriate level of competence needs to be addressed and any skills gaps filled. Answering the Question A good way to introduce this response is to start with a definition of what job design is. The main body of the response should then tackle the methods of creating a well defined job role for the purchasing assistant that is current and outlines the main skills and qualities needed by the successful applicant. In conclusion, providing effective planning and appropriate actions have taken place, a suitable member of staff should be appointed for the purchasing assistant post. Analysis of the Answer The key theme to this question is the essential preparation required to ensure the right person is appointed for a position of which job design is a key part). Main considerations to be included in the response are; use of a job description, person specification, training needs analysis (TNA), competency framework and role mapping. Further detail that candidates may want to consider includes the relevant skills, knowledge and experience and relevant qualifications (that are needed) by potential members of staff to fulfil this new position. Exam Question Summary A variable answered question in which most candidates cited a job description and person specification as sound methods of job design. Some answers stopped there or focused on recruitment methods which were not asked for in the question. Stronger responses developed the answer further to include training needs analysis (TNA), competency frameworks and role mapping to reinforce the point that preparation before attracting staff is really important to an organisation. The main reason for spending sufficient time on job design is to alleviate recruitment problems at a later stage. Q4 Assess, with the use of appropriate examples, the sources of

conflict which might arise within the purchasing function. (25 marks)

Analysis of the Question This question required candidates to appreciate the range of potential sources of conflict that impact on the purchasing function. These different types of conflict can be from either internal or external sources.

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Planning the Answer To approach this question candidates need to think about (ideally from their own experiences) the sources of conflict that impact on an organisation and in particular the purchasing function. Good examples from their own experience or the wider business and purchasing environment should be explored to support the examples of conflict put forward. Answering the Question To introduce the response candidates need to discuss why a healthy level of conflict is important within the function and maybe how too much conflict can cause unwanted problems within the team. The candidate then needs to consider the root cause of the problems which will include a range of stakeholders including suppliers, staff, managers, customers and regulators. Often conflict arises from a number of key areas including staff, relationships, contractual arrangements and communication problems. To conclude, candidates should discuss the importance of conflict and how the appropriate level of conflict can be healthy in the workplace but needs to be managed. Analysis of the Answer The key theme in this question is the identification of different forms of conflict that can be found in the workplace and in particular the purchasing function. Candidates should identify the sources of conflict which include disagreements about objectives and tasks, poor communication, lack of leadership and direction, lack of clarity in roles, scarcity of resources, interpersonal and hygiene factors, discrimination, insecurity, pay and benefits and personality clashes. Stronger answers, using a management approach, may also give some solutions to resolve the sources of conflict although this is not asked for in the question. Exam Question Summary A quite well answered question in which most candidates identified some sources of conflict within the purchasing function. Some answers focused on internal or external influences but both aspects are relevant to this question. Stronger answers not only appreciated both internal and external sources of conflict but solved the problems using models and appropriate management actions. Although not asked for in the question a good manager would always aim to provide appropriate solutions to problems.

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Q5 As purchasing manager of a large organisation you have asked by the managing director to reduce expenditure on supplies. Explain how to formulate, implement and monitor operational plans for the purchasing and supply function to achieve this organisational objective.

(25 marks)

Analysis of the Question This question requires candidates to consider the operational plans needed to reduce expenditure on supplies. Consideration needs to be given to the supply chain and how this can be made more efficient resulting in the required savings asked for in the question. Planning the answer Candidates should firstly consider the important impact that reducing the cost of raw materials has on the bottom line for any organisation. Then candidates need to consider the various ways that cost of supplies can be reduced in any organisation and place the actions and methods in a structured approach or appropriate plan. Answering the Question An introduction to this question may include why reducing the expenditure on supplies is important for an organisation in terms of the impact it has on the bottom line and the overall operating efficiency of an organisation. The main body of this response would include the main considerations of an appropriate strategy, treatment of suppliers, staff involvement, performance measurement and appropriate communication. To conclude, candidates may discuss the importance of a well structured plan with appropriate actions to achieve the requested savings in the question. Analysis of the Answer The key theme of this question is the savings that can be achieved through the supply chain. Candidates should consider the main factors of aligning plans with the strategy, developing a supplier rationalisation programme, involving team members in the process, building relationships with suppliers, setting SMART objectives, communicating with relevant parties, deploying relevant review systems and using reporting structures. All the above considerations should contribute to the end goal of saving the organisation money on supplies. Stronger answers will appreciate that saving in purchasing not only increases profits but also releases money to spend elsewhere in the business.

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Exam Question Summary A generally well answered question in which most candidates appreciated the need for a structured, step by step approach to reducing the cost of supplies. Weaker answers took a narrower view of the question and limited their response to rationalising suppliers. Stronger answers took a more holistic approach to this question and considered the current spend with suppliers, ways to reduce defects, improvements to logistics and administration, building effective supplier relations, better channels of communication and performance management. Q6

Differentiate between the need for fundamental and incremental change in organisations.

(25 marks)

Analysis of the Question This question requires candidates to show an appreciation of the differences between fundamental and incremental change in organisations using their own or wider company examples. Planning the Answer When considering this question candidates need to think about why change happens within organisations – this is due to internal and external influences. Then candidates need to consider the key differences between fundamental and incremental approaches to dealing with change within organisations. Candidates then need to draw on their own or wider company examples that they can apply the key differences to. Answering the Question Strong answers may start by defining what change is or alternatively why it is so important in an organisation. The main body of the answer will then discuss the reasons for change which are wide ranging and linked strongly to the micro and macro environment. The factors that also need consideration include speed of change required, urgency, cost and importance of the issues to be addressed. Answers should conclude with the importance of handling change in the appropriate manner to gain buy in from staff and to ensure the change is successful and delivers the intended business improvements. Analysis of the Answer

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The key theme in this question is the handling of change by management which can be done revolutionarily (fundamental) or evolutionary (incremental). The question requires candidates to show when each approach is most appropriate. Strong answers will not only discuss the need for incremental and fundamental approaches to handling change but also use relevant examples from the business world and consider factors such as senior management involvement (or lack of), cost, level of risk and stakeholder approval. Exam Question Summary A variably answered question in which most candidates showed an appreciation of the differences between fundamental and incremental approaches to managing change. Weaker answers failed to apply these change approaches to real company examples or experiences and instead used no scenarios or hypothetical situations to demonstrate understanding. Stronger answers not only showed a sound grasp of the differences between incremental and fundamental approaches to change but also reinforced their knowledge and understanding with sound use of company examples. APPENDIX: Syllabus matrix indicating the learning objectives of the syllabus unit content that each question is testing

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