Exam strategy

HEADNOTE

The strategy and strategic procurement syllabus asks students to take a certain approach to the subject. Tony Davies explains how to avoid the most common pitfalls in the exam

THE SUBJECT OF STRATEGY AND

strategic procurement is one of the core modules of the CIPS Graduate Diploma and must therefore be taken by all students on the programme. A recent students' page article discussed the role of the module and the syllabus content (18 March), and it is now appropriate to look at the exam, especially since the May examinations are fast upon us.

The exam is, in line with the other professional stage exams, three hours long and consists of a compulsory question linked to a case study and five other standalone questions, of which two must be attempted.

There have been some outstanding scripts in previous years. However, there have also been some less proficient responses.

Common mistakes

First, candidates often misinterpret questions and miss the point of them entirely. It is essential that they fully understand the area of the syllabus that questions refer to before selecting which ones to attempt. second, far too many candidates regurgitate everything they know about strategy rather than answering the question. Marks are only awarded for relevant answers.

In order to overcome these first two problems, it is essential that candidates spend a few minutes at the beginning of the exam reading all of the questions before deciding which to attempt. They should then jot down a brief plan of how they will answer each one. It is important not to spend too much time on this activity, because it is an aid to, rather than a means of, achieving marks. But having a plan enables the student to answer the question in a logical, comprehensive manner and to focus on the relevant issues.

When answering questions, it is important to be explicit. When a question seeks to establish how procurement can add value to an organisation, clearly show how activities add value rather than just outlining the activities. Exam questions are designed to test your ability to evaluate, synthesise and justify - they will never ask you to merely describe something.

A third problem is that many candidates take an operational rather than a strategic perspective when answering questions. This is particularly the case with questions related to the supply chain management aspects of the syllabus. It is important that a strategic approach is taken, emphasising the whole supply chain (upstream and downstream) as well as the procurement activities of the whole organisation, rather than solely the duties of the purchasing function. The answers needed here are different to what you would need in the tactics and operations subject.

The operational approach may be due to students not being involved at a strategic level within their organisations and thus not being familiar with higher-level issues. It is essential that these gaps in understanding are filled, so students should read widely and find out what happens at a strategic level in their own organisation and those of their classmates. Learning through case studies is a good way of showing how the theories relate to practice.

Appropriate answers

The fourth point regards appropriateness. This is a particular concern with the case study questions, where world-class concepts are trotted out without due consideration as to whether they are actually appropriate to the case study situation.

Two recent examples demonstrate this point: (i) suggestions that a supply company outsource its warehousing and distribution activities, even though these are the core activities of this type of operation and the only means of adding value, and (ii) an MRP system being advocated for a pure service organisation. The case study tests candidates' ability to apply concepts in an appropriate way and examiners will be scrutinising this aspect closely.

The answer style is also important. Many answers consist of diagrams, notes and bullet point lists with little in the way of coherent discussion and analysis. The only way that candidates can demonstrate true understanding is by addressing the relevant issues in a rounded, discursive manner.

A final area of concern is handwriting. With the use of computers, people have less opportunity to write manually and this is demonstrated by the handwriting in many exam scripts. Neatness is not a criterion for awarding marks but, if a script is impossible to read, then due credit may not be achieved for points that are made. Candidates should take great care to ensure that handwriting is legible.

SIDEBAR

Checklist

Appropriate response

To produce a good answer in the exam, make sure you demonstrate these qualities:

* Understanding of the questions.

* Focus.

* Operational emphasis.

* Appropriateness.

* Style.

IMAGE PHOTOGRAPH 1AUTHOR_AFFILIATION

* Tony Davies is chief examiner of the CIPS strategy and strategic procurement module