NIGP CPP Module A EXAM Questions with
Correct Answers
A strategic plan is a course of action to achieve long-range goals, generally up to five
years. Strategic plans reflect the company's direction and its purpose as stated in its
mission statement. To develop strategic plans, top management must develop and use
summary reports on finances, operations, and the external environment.
Strategic Plan
A tactical plan is a course of action to achieve short-term goals, generally within a year
or less. Tactical plans are concerned with what the units beneath top management must
do, how they must do it, and who has the responsibility. These plans have shorter time
frames and narrower scopes than strategic plans.
Tactical Plan
Obtain the Entity and Departmental (if available) Mission, Goals, and Objectives.
Establish and train a Strategic Procurement Planning Team.
Review Strengths, Weaknesses, Opportunities, and Threats (SWOT) of the
procurement function.
Update the Procurement Department's mission, goals, and objectives, if necessary,
based on the above SWOT review.
Review the projected budget for the entity to determine likely procurements for the
coming year.
,Steps to take to create a Procurement Strategic Plan
Is the objective logically related to an identified goal?
Does each objective describe an output or outcome in terms of identified targets, and
are they time based?
Is each objective realistic and attainable?
Is the objective related to a specific foreseeable result or outcome instead of some
internal process or output?
The creation of Strategic Procurement Objectives should include:
SMART is an acronym that spells out the requirements for establishing effective goals
and objectives. Creating objectives that meet these criteria will enable the entity to
move forward more efficiently, with clear direction and within stated timelines.
Specific: Objectives that are detailed and clear so that they are easy to understand.
Measurable: Quantifiable objectives that include definite numbers and well-defined
action plans.
Attainable: Realistic (another word used may be "Achievable").
Relevant: The objective matters and it matches our overall goals.
Time Bound: Set a specific time frame to accomplish your objectives.
,SMART
Obtain input from key stakeholders (those to whom performance will be reported).
Ensure that measures are simple and relevant to the intended audience (e.g., public,
stakeholders, elected officials).
Ensure that measures are specific, consistently applied, and within the control of the
procurement function.
Identify any dependencies among other stakeholders, functions, or departments that
will be related to the measures.
Define a specific time period for reporting measures that is directly related to the
attainment of goals and objectives in the strategic plan (e.g., 6 months, 1 year).
Utilize measures in the decision-making process that support informed decision making
and lead to appropriate action. The measures should represent a balance of the types of
measures critical to achieving specific objectives and goals.
In order for procurement managers to know "what" they are measuring, accurate planning
must be completed before the process of developing the performance metrics.
Is descriptive and conceptual. Qualitative data can be categorized based on traits and
characteristics. Example: Provide response options for feedback on the pCard program
survey such as: Highly effective, effective, ineffective, highly ineffective.
Qualitative Feedback
, Can be counted, measured, and expressed using numbers. Example: Provide response
options for feedback such as the number of solicitations awarded or time it took to
process an award.
Quantitative Feedback
Is a more organized and documented communication.
Formal Feedback
Is the everyday casual conversation regarding the work being done.
Informal Feedback
Qualitative Feedback: Focus groups center their attention on processes related to an
issue and how to improve them.
Quantitative Feedback: Surveys focused on measuring satisfaction with Procurement
Department.
Formal Feedback: A formal annual review of procurement performance each year.
Informal Feedback: Staff check-in with internal clients to receive informal feedback on
new processes implemented.
What would a feedback plan look like that includes qualitative/quantitative as well as
formal/informal feedback from internal stakeholders?
workload levels and workload balance among staff and across the year
timeliness of commodity delivery
Correct Answers
A strategic plan is a course of action to achieve long-range goals, generally up to five
years. Strategic plans reflect the company's direction and its purpose as stated in its
mission statement. To develop strategic plans, top management must develop and use
summary reports on finances, operations, and the external environment.
Strategic Plan
A tactical plan is a course of action to achieve short-term goals, generally within a year
or less. Tactical plans are concerned with what the units beneath top management must
do, how they must do it, and who has the responsibility. These plans have shorter time
frames and narrower scopes than strategic plans.
Tactical Plan
Obtain the Entity and Departmental (if available) Mission, Goals, and Objectives.
Establish and train a Strategic Procurement Planning Team.
Review Strengths, Weaknesses, Opportunities, and Threats (SWOT) of the
procurement function.
Update the Procurement Department's mission, goals, and objectives, if necessary,
based on the above SWOT review.
Review the projected budget for the entity to determine likely procurements for the
coming year.
,Steps to take to create a Procurement Strategic Plan
Is the objective logically related to an identified goal?
Does each objective describe an output or outcome in terms of identified targets, and
are they time based?
Is each objective realistic and attainable?
Is the objective related to a specific foreseeable result or outcome instead of some
internal process or output?
The creation of Strategic Procurement Objectives should include:
SMART is an acronym that spells out the requirements for establishing effective goals
and objectives. Creating objectives that meet these criteria will enable the entity to
move forward more efficiently, with clear direction and within stated timelines.
Specific: Objectives that are detailed and clear so that they are easy to understand.
Measurable: Quantifiable objectives that include definite numbers and well-defined
action plans.
Attainable: Realistic (another word used may be "Achievable").
Relevant: The objective matters and it matches our overall goals.
Time Bound: Set a specific time frame to accomplish your objectives.
,SMART
Obtain input from key stakeholders (those to whom performance will be reported).
Ensure that measures are simple and relevant to the intended audience (e.g., public,
stakeholders, elected officials).
Ensure that measures are specific, consistently applied, and within the control of the
procurement function.
Identify any dependencies among other stakeholders, functions, or departments that
will be related to the measures.
Define a specific time period for reporting measures that is directly related to the
attainment of goals and objectives in the strategic plan (e.g., 6 months, 1 year).
Utilize measures in the decision-making process that support informed decision making
and lead to appropriate action. The measures should represent a balance of the types of
measures critical to achieving specific objectives and goals.
In order for procurement managers to know "what" they are measuring, accurate planning
must be completed before the process of developing the performance metrics.
Is descriptive and conceptual. Qualitative data can be categorized based on traits and
characteristics. Example: Provide response options for feedback on the pCard program
survey such as: Highly effective, effective, ineffective, highly ineffective.
Qualitative Feedback
, Can be counted, measured, and expressed using numbers. Example: Provide response
options for feedback such as the number of solicitations awarded or time it took to
process an award.
Quantitative Feedback
Is a more organized and documented communication.
Formal Feedback
Is the everyday casual conversation regarding the work being done.
Informal Feedback
Qualitative Feedback: Focus groups center their attention on processes related to an
issue and how to improve them.
Quantitative Feedback: Surveys focused on measuring satisfaction with Procurement
Department.
Formal Feedback: A formal annual review of procurement performance each year.
Informal Feedback: Staff check-in with internal clients to receive informal feedback on
new processes implemented.
What would a feedback plan look like that includes qualitative/quantitative as well as
formal/informal feedback from internal stakeholders?
workload levels and workload balance among staff and across the year
timeliness of commodity delivery
