NOTE: PLEASE ADD REFERENCES

Question Scenario 1. (30 marks)

You have applied for a Buyer-Procurement position with Dynamic Health Products.

Dynamic Health Products areknown internationally for its manufacturing of critical personal protective equipment (PPE) such as N95 masks, filters, and the like. They are acknowledged as leaders in sustainability and environment protection practices. Their products are best in class and quality is acknowledged globally as being top tier. Currently, Dynamic Health Products does not have a manufacturing facility in Canada, but only in the United States and China. Based on the increasing supply chain demands for PPE in Canada, Dynamic Health Productshas decided it will create and operate a manufacturing and distribution centre in Ontario (east of Whitby) with an estimated capital budget to fully equip. and construct being $40 million.Dynamic Health Productsneeds some support staff to work in their Procurement Division.

Dynamic Health Productswants to design its manufacturing facility and joint distribution centre with environmental, social, and economic considerations, aligning with its company values. The procurement for the facility would need to consider this, in addition to souring all the key capital and operating equipment, materials, and technology to start up the facility for operational readiness.

The community surrounding this new facility and distribution centre recently had a major employer close its doors and lay off 2,000 residents. Many residents are still out of work.

You have succeeded in reaching the final 2 phases of the interview process, one final written submission (questions below). If your written submission is successful a virtual final panel interview will be scheduled in 2 weeks.

Human Resources atDynamic Health Productshas requested you submit your answers to the following questions: (You have 48 hours to prepare which is plenty of time!)

1. Outline any experience you have in terms of Purchasing alignment, if the experience is missing, outline your plans as to how you will address any Purchasing experience gap(s)?
2. Briefly describeDynamic Health Products' ProcurementStrategy in simple terms and in your own words?
3. Outline the procurement value you would bring to theDynamic Health ProductsProcurement team? (Focus on "why" Dynamic Health Productswould hire you vs. other candidates? Outline what sets you apart?)

Use one reference with the above scenario.

Question Scenario 2. (30 marks)

You have just been hired as a Purchasing consultant at Optimum Solution Freight Forwarding and they have 18 branch offices across Canada (at least 1 branch office in each major province, 2 in major cities).

Optimum Solution Freight Forwarding is growing at plus 20% a year based on their superior customer service financial solutions especially when the inevitable goes off-plan.

The Head Office is in Toronto and each branch office has a Branch Manager with total responsibility for their branch's Profit and Loss. Their targets are aggressive and focus on revenue achievement.

All branches have been meeting or exceeding the budget on an annual basis. Costs have also been rising at the same rate which is not a good sign.

As business volumes increase corresponding savings are not being achieved. There is a general sense..."If we need it, we just go and buy it"...

There is both maverick and rogue buying taking place with a general lack of focus on the Total Cost of Ownership (TCO).

Optimum Solution Freight Forwarding operates a central vendor or supplier management department but the purchasing function is not centralized.

As a Consultant, you have been given a full budget for travel and expenses with a 3 months' timeframe to develop the future purchasing plan. The CEO is open to potentially centralizing all 18 Branch purchasing activities into the head office for all purchasing across Canada.

Any future recommendations must also allow the 18 branch offices to not be hampered by a new process, which may distract from their goals in achieving their revenue-profit targets.

Accounting (centralized at Head Office) has advised that 80% of the invoices being paid are all with similar vendors and in many cases, the same products and services are being purchased across all 18 branches.

At least 10 branches have warehouses, albeit of different sizes, with similar material handling equipment (MHE). The remaining 8 have shared warehouses given their close proximity to each in being in large cities.

Accounting advises they have 10 branches that are excellent "accounting role models", 3 in the okay class, and 5 "disaster" branches from an accounting perspective. Accounting advises the balance has assorted clear opportunities to improve.

Accounting is amazed they are all doing well in achieving profit targets and feel this has a lot to do with the solid economy vs. cost control.

You have a full travel budget with per diem expenses and you have 3 months to complete your future state recommendations:

1. Outline your steps to learn about the current state or "as is" of the Purchasing process across the 18 branches?
2. Who would you meet and consult with to understand the current savings potential and to build a future budget target?
3. The CEO has confirmed you have access to the entire company staff as a resource. If you decide to take a team approach who would make up your team?

Explain the value would you expect from various team members?

Use one reference with the above scenario.

Question Scenario 3. (40 marks)

The Provincial Ministry of Health is looking to implement new state-of-the-art Entry Kiosks at primary entry points for Patient and Family secure access for the 160 hospitals. The Kiosks will be installed at all the hospital's main entrances. From the lesson during COVID, these Kiosks will help minimize human-to-human contact and provide patients and family visitors quick access to information on where to go for their visits all with the scan of their patient barcode.

The Provincial Ministry of Health will use a central buying group called Government Optimum Services, an organization part of the provincial government charged to procure all healthcare-related goods and services on behalf of hospitals and non-emergency clinics.

You have been recently hired by Government Optimum Services to help source these first-time products for a total of 200 Kiosks for all non-emergency entrances in the Province's 160 hospitals.

Your VP of Procurement has advised there is not an existing supplier base that has been approved by the Provincial Ministry of Health and as such, Government Optimum Services' Procurement staff would need to go to the market to determine product availability and options. This is the first time the Provincial Ministry of Health has requested this type of product and is open to taking a phased approach.

Your VP of Procurement has confirmed you have full access to all staff across all hospitals and the Government Optimum Services procurement team members.

Some hospitals are located in areas with a high percentage of the elderly population and those where English is not the first language so Kiosk functionality will need to meet those demographics.

In addition, these Kiosks are free-standing units and older hospitals may pose challenges for electrical and internet connectivity.

Budget is a major consideration but if the project proves successful and implemented within budget, timelines, and a high degree of patient and family "positive experience", additional funding will be made available by the Federal Government for ongoing implementation and upgrades.

You and your team have 6 months to define needs, develop high-level requirements, and prepare a Request for Information (RFI) for the market:

1. Outline steps as to how you would identify the "Kiosks" needs?
2. Who would you reach out to? Internal and External? Add your rationale?
3. List several Total Cost of Ownership (TCO) considerations you will have?
4. Leveraging a Request for Information (RFI) structure, identify some of the key evaluation criteria you and the team would need to put forth for information gathering purposes. This is not an award, but rather a process steps to help fine-tune the hospitals' requirements and further sourcing.

please add references