Description
Solution
The use of primary data entail using the first-hand data obtained by a researcher directly. This is different from secondary data which is a form of desk research obtained from the readily existing sources (Cerar et al., 2021; Silevew, 2019).
Considering this research, primary and secondary data was referred to. The rationale of this is that primary data is appropriate as it facilitate use of survey and observations while qualitative primary data being obtained by use of focus groups, interviews and observations. The secondary data is conversely important to source the available literature and apply it to support primary data obtained through the application of interviews and questionnaires.
Additionally, considering this research, through the application of Almarai entity, primary and secondary sources which are qualitative (textual) and quantitative (statistical) were obtained. Additionally, through the application of stay interviews in Almarai, this entail a form of secondary data sourced. Therefore, application of primary and secondary data to analyse turnover scope lead to possibility of managing issues with one strategy by using the strength of the other.
The decision of using either primary or secondary data is dependent on existence and detailed nature of the data. In an event the secondary data is not available/insufficient, sourcing of primary data is identified as essential to answer the research questions. Also, data, whether primary or secondary could either be qualitative (textual) or quantitative (statistical). The quantitative primary data can be sourced by use of surveys or observations, with qualitative primary data being sourced by use of interviews, focus discussions and observations (Silevew, 2019). Taking into account of this research, data is sourced by use of data from qualitative (semi-structured interviews) and quantitative (survey by use of questionnaire) data from the primary sources by use of case study design. The data sourcing is data in a sequential manner from the interviews and later using surveys.
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(Solution) CIPD 5CO02 concept of evidence-based practice use in decision-making
(Solution) CIPS ROSHN Sourcing Essentials- PSE
- In this report, the area of focus is on different sourcing approaches which can be used in procurement and supply management (PS&M) in contemporary business environment. This is through the focus of ROSHN organisation in Design Building category of spend.
- To achieve the intended aim of this report, data has been sourced from the organisation internal documents, different CIPS modules and models (Mendelow, STEEPLE and Kraljic). The key findings include ROSHN prefeed approach being multiple sourcing owing to the high-level of market competitiveness. This is with sole and single approaches preferred when only one supplier is being engaged owing to differences in organisation needs.
- Also, the findings evidence that single sourcing prevail in an event many suppliers are available, but an organisation decides to go for one. Another finding in this report is that dual sourcing is used when different methods/options for sourcing are embraced and put in place.
- Finally, through the application of supplier appraisal tool, focusing on the Design Building spend area, an evaluation has been put into account. The result from the appraisal using Carter’s 10C’s evidence organisation success to achieve value for money outcomes and improved market development.
- Internal and external analysis to identify most appropriate sourcing strategy
- Broad sourcing appraisal strategy need to be introduced
- Focus on managing successful sourcing strategy as part of organisation policy and practices
- Involve more stakeholders as part of their operations for success in sourcing strategy
- Pursuing capacity development initiatives for PS&M understanding of relevance of different PS&M
(Solution) CIPS ADNOC APGCM Module: Contract & Category Management in P&S
- Implement one AI-driven analytics platform by Q4 2024, integrating with existing systems and training staff to enhance forecasting accuracy and negotiate a 10% reduction in supplier costs, led by the IT, procurement, and finance departments. Despite potential initial costs and staff adaptation challenges, this initiative aims to achieve a 15% increase in forecasting accuracy.
- Fully deploy advanced supply chain management software by Q2 2025, partnering with a leading provider and training teams to reduce disruptions by 20%, thus increasing overall supply chain efficiency by 5%. This effort involves collaboration between supply chain management, IT, and vendor management teams, despite initial disruptions and high upfront costs.
- Establish a cross-functional compliance team by Q3 2024 to develop three new policies annually, ensuring 100% compliance with regulations and enhancing reputation metrics by 15%. Led by legal, compliance, and HR departments, this initiative aims to overcome resistance to policy changes and resource-intensive monitoring efforts.
- Implement three financial instruments (futures, options, currency swaps) by Q3 2024, collaborating with financial experts to reduce financial risks by 20% and achieve a 10% increase in financial stability. This effort, led by finance, risk management, and external advisors, addresses potential challenges in market volatility and regulatory constraints.
- Engage multiple suppliers and form five strategic partnerships by Q4 2024, increasing supplier diversity by 30% and improving supply chain reliability metrics by 10%. Led by procurement, vendor management, and supply chain analysts, this initiative aims to mitigate dependency risks and manage supplier relationships effectively. Potential challenges include maintaining consistency in product/service quality across diverse suppliers and increased administrative burden in managing multiple partnerships.
- Conduct market and competitor analyses twice a year starting Q3 2024, aiming to increase procurement cost savings by 15% through better negotiation strategies and timely market insights. This effort, involving procurement, and strategy departments, addresses challenges in data availability and competitive analysis capabilities. Potential challenges include delays in obtaining and analysing market data and difficulty in predicting competitive moves accurately.