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LOG 211 Procurement Operations Assignment Sample SUSS, Singapore

LOG 211 Procurement Operations Assignment Sample SUSS, Singapore

In this assignment sample, we will be going to discuss the LOG 211 Procurement Operations Assignment sample of SUSS, Singapore.

LOG211 Procurement Operations teaches you how to manage all the various aspects of procurement transactions, from ordering and managing shipments to handling complaints. In this course, students learn about logistics, order administration, and a variety of topics related to resource management in an organization. Students are also taught analytical skills for problem-solving that will help with organizational goals like aligning directions based on policies or processes within your company’s needs.

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This course was designed to give students a solid understanding of the way in which organizations plan for, purchase, and manage their resources to achieve a competitive advantage. Students learn critical skills that can be applied to any industry and career path, whether they are entering procurement or supply management professions or working in another field.

Instructors have provided this sample Procurement Operations Assignment for SUSS (Singapore). It is intended to provide students with examples of ways they might organize their thoughts around budgets, forecasting transactions as well as planning.

This course aim at teaching students a solid understanding of the way in which organizations plan for, purchase, and manage their resources to achieve a competitive advantage. Students learn critical skills that can be applied to any industry and career path, whether they are entering procurement or supply management professions or working in another field.

Students will apply what they have learned throughout this course as part of an individual assignment that allows them to demonstrate what they have learned about how organizations plan for, purchase, and manage their resources.

TOA, TMA, GBA Assignment solution of LOG 211 Procurement Operations module

At the end of this course, the student will be able to learn the Procurement Operations with the help of the following learning outcomes

1. Outline the processes and executions of procurement operations to minimize lapses and non-compliance with organizations’ procurement policies.

We can outline the processes and executions of procurement operations to minimize lapses and non-compliance with organizations’ procurement policies by dissecting the organizational structure of procurement operations, taking into consideration the activities that are carried out in its departments.

Procurement is simply defined as purchasing goods and services to support an organization’s objectives. In this case, we will be referring to public organizations such as the Singapore University of Social Sciences (SUSS).

Organizations involved in procuring include government bodies, private companies, non-profit organizations. The activities of these organizations can be divided into two key parts: a) planning for and execution of acquisition projects; b) provision of guidance on how to carry out those processes so that they achieve the best results.

Read also this sample: LOG 311 Procurement Ethics and Corporate Social Responsibility Assignment Sample

2. Apply root cause analysis to investigate and rectify lapses and non-compliances.

We can apply root cause analysis to investigate and rectify lapses and non-compliances through examining causes and possible solutions. For example, one of the identified factors that affect the project delivery is a large number of stakeholders in a typical project.

This results in more communication channels being involved during decision-making and execution phases, thus introducing greater uncertainties into projects and possibly causing time delays and cost overruns.

To address this issue, organizations implementing procurement processes can adopt various approaches to reduce the number of stakeholders involved in key decision-making activities. Some key approaches are: Decentralization – some decisions regarding purchases can be made by lower levels within an organization.

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3. Analyse the impact of changes in procurement policies and processes on procurement operations efficiency, effectiveness, and control.

We can analyze the impact of changes in procurement policies and processes on procurement operations efficiency, effectiveness, and control through the following approaches:

In implementing the change, each organization is likely to have a different way of achieving it. What works well for one organization might not work as well for another; therefore, organizations should adapt their approach so that they can best address challenges and issues that may arise in the course of changing or implementing new approaches to procurement processes while improving efficiency, effectiveness, and control over procurement operations.

The JCPB should ensure that the organizations implement strict and thorough checks of all procedures to ensure that efficiency, effectiveness, and control are maintained until the changes in policies and processes have been fully institutionalized.

During this process, it is essential to create a culture of excellence so that employees will embrace change as an opportunity for growth, enhance adaptability to new situations and opportunities, participate fully in implementing Change initiatives, and exhibit high levels of commitment.

Therefore, the implementation stage should be announced formally through announcements or speeches by top management on how investing in procurement operations will benefit the organization. This way, people working below them can understand why these changes are being implemented.

4. Examine procurement requirements of relevant stakeholders to the procurement operations to manage their expectations.

We can examine procurement requirements of relevant stakeholders to the procurement operations to manage their expectations through the following methods:

Conduct an interview with the stakeholders in person or over the phone to understand their perspectives on procurement operations management and their expectations for change. This may involve meeting stakeholders individually, as well as collectively in a workshop setting.

During each meeting, ask questions about how the organization’s process compares with their process, what stakeholder needs are not being met by the current operation even if it is good (the “Good-Better-Best” approach), and what improvements can be made at each stage of the value chain within the current framework that does not require a significant overhaul (Make Change Stick).

The project manager should also be able to identify the stakeholders’ key interests and concerns. For example, what are the potential risks that may arise from introducing a new system? How will they see tangible benefits from it? Once this is managed, you can build trust with them by communicating regular updates as well as your appreciation for their feedback.

Take time to understand their underlying objectives so you know how best to address any concerns or resistance they may have. You need to make sure that every stakeholder in the value chain has a complete understanding of the project’s scope, timeline and funding requirements so that there is no confusion about who is accountable for what at each stage of the project implementation.

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5. Recognize the areas of improvement in procurement operations processes.

We can recognize the areas of improvement in procurement operations processes by gathering data from internal and external sources; in this case, there are no huge problems to solve. There is space for improvement at each level with regard to the procurement operations processes.

For example, the first stage of the process can be improved by creating an electronic tender or standard purchase order template, a process that will save time as well as reduce errors during completion due to less manual effort required (Make Change Stick).

Each stage should also have internal and external feedback, to allow monitoring of the effectiveness of the process. Finally, an assessment can be done at each level and in total to see if there was an improvement made compared with the previous stages. This helps track progress towards a goal over time (Make Change Stick).

6. Develop reporting structure within procurement operations on performance.

We can develop reporting structure within procurement operations on performance through the development process. One way would be to look into the present operations and strategies that are being used; we can focus on a few operations such as purchasing officer, supply team, and warehouse team.

For example, we could talk about the gap between monthly target and actual performance by reviewing or researching annual reports and finding key activities that need to improve in terms of staff capability or quantity when comparing with the previous year.

We will then appoint three persons from these teams who are willing to reform procurement operations within SUSS so they will lead it together with an expert from our company (Make Change Stick).

7. Appraise the execution of procurement operations to assess the accuracy and consistency with policies and processes.

We can appraise the execution of procurement operations to assess the accuracy and consistency with policies and processes. This can ensure that the staff is able to properly complete their task.

This is important for us to make sure that we will be able to operate efficiently as possible as well as our purpose of reducing spending in procurement operations.

This is because, if we have a proper system established in our company, it will reduce and prevent any improper practices carried out by our staff members against the policy of our company or statutory requirements (such as environmental issues).

Appoint each person who has been assigned with a role of leading reform into individual teams and assess his/her leadership skills and assign additional responsibilities which are outside of his/her original scope of tasks. We should also ask the person who played an important role in leading this team to analyze other areas

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8. Execute continuous procurement operations improvement initiatives to streamline processes and to reduce fraud, waste, and errors.

We can execute continuous procurement operations improvement initiatives to streamline processes and to reduce fraud, waste, and errors. We will effectively execute administrative measures relating to the implementation of a continuous improvement of procurement operations with viable and sustainable outcomes for maximum benefit.

This would be done by strengthening our “competition intelligence” and ensure we are able to report in time on trends and patterns that may warrant attention. When necessary, we would recommend appropriate action(s) to ensure equitable treatment of all parties involved.

Execute continuous procurement operations improvement initiatives to streamline processes and reduce fraud waste errors.  We can execute administrative measures relating to the implementation of a continuous improvement of procurement operations with viable sustainable outcomes for maximum benefit by strengthening competition intelligence capabilities that would allow us.

9. Explain the role of procurement operations to relevant stakeholders.

We can explain the role of procurement operations to relevant stakeholders as an acquisition support activity that ensures the efficient, effective, and economical procurement of goods services to meet the strategic requirements of our organization.

We can provide examples such as the Procurement process that have been formalized by a clear and systematic set of rules and procedures involving key operational elements such as program management, budgeting, contracting processes, production control systems are key elements for any acquisitions project or operation to succeed.

It involves careful planning at all levels with regard to equipment requirements acquisition costs schedule maintenance cost financial requirement availability etc.

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