CPP及CPPM考试结构

Construction of the CPP and CPPM Examinations
CPP、CPPM考试构成

LeRoy H. Graw

EdD, DBA, CPP, CPPM, C.P.M., CPCM, CISCM

n       Be prepared for rigorous 80 question, 3 hour multiple choice examinations (both CPP and CPPM examinations). 对三个小时，80道选择题的考试做好进一步准备（CPP/CPPM）。

n       Understand the construction of test questions so that you can maximize your score on the examination.了解试题构成，提高考试成绩。

n       Understand the origin of examination questions. 了解试题来源。

n       Understand how “Bloom’s Taxonomy” of education objectives applies to the examination.了解“布卢姆学习目标分类法”是如何应用到考试当中去的

Purchasing Process 第一部分：采购程序

A. Identifying Requirements 确定需求

B. Preparation of Solicitations 准备询价

C. Supplier Analysis 供应商分析

D. Contract Execution, Implementation and Administration 合同的完成、执行和管理

Supply Environment 第二部分：供应环境

A. Negotiations 谈判

B. Information Technology 信息技术

C. Quality Issues 质量问题

D. International Relationships 国际关系

E. External Relationships 外部关系

Part A. Identifying Requirements 确定需求

n       Establish procurement plans and make decisions necessary to purchase products or services in congruence with organizational objectives and sourcing strategies.制定采购计划，根据公司目标和采购战略对需采购的产品或服务进行决策。

n       Review purchase requisitions in accordance with organizational requirements and/or budgetary constraints.根据公司需求和/或财政预算审查采购需求

n       Determine appropriate methods of procurement. 确定合适的采购方法

n       Perform cost/benefit analyses on planned acquisitions. 对所拟需求进行成本/利润分析

n       Review supplier samples and/or demonstrations with the buying organization management and/or user departments. 与公司管理和/或使用部门共同检查供应商样品。

Part B. Preparation of Solicitations 准备发盘

n       Develop/review specifications, statements of work, performance terms, and/or acceptance criteria.制定/审查规格要求、工作描述、性能条款和/或接受标准。

n       Locate and select potential sources of materials or services.确定并挑选出物料或服务的潜在来源。

n       Prepare and solicit competitive bids, quotations, and proposals with pertinent specifications, terms, and conditions.准备并发出具有竞争性的报价或建议，附有相应的规格要求及条款。

n       Manage and develop lists of recommended sources. 开发可用资源并对其进行管理。

Part C. Supplier Analysis 供应商分析

n       Evaluate competitive offerings to determine the overall best offer for a product/service.对有竞争力的报价进行评估确定出最佳产品/服务。

n       Conduct supplier visits/evaluations to determine suitability. 对供货商进行走访和评估来确定其是否适合。

n       Measure supplier performance using rating systems and/or predetermined standards.通过评分系统和/或已有标准对供应商表现进行衡量。

Part D. Contract Execution, Implementation, and Administration合同的完成、执行与管理

n       Prepare and/or issue contracts/purchase orders.准备和/或发出合同/定购单。

n       Obtain legal review and approval of a contract when required.必要时，取得对合同的法律审核和批准。

n       Administer contracts/purchase orders from award to completion. 对合同/订货单进行由始至终的管理。

n       Expedite deliveries and conduct follow-up procedures when necessary.必要时，督促交货并采取跟踪措施。

n       Resolve contract/purchase order differences with suppliers.解决与供应商之间的合同/定购单分歧。

n       Resolve payment problems with suppliers and user departments.解决与供应商和使用部门间的支付问题。

n       Review and revise purchasing practices to ensure their conformance with established laws, policies, and ethical principles.审查并调整采购惯例使其与法律、政策和道德标准相符。

n       Manage files of agreements, equipment records, and/or specifications.对法律合同、设备记录和/或规格标准等进行管理。

Part A. Negotiations谈判

n       Prepare for and develop strategies and tactics for negotiations 为谈判做好准备并制定相应谈判策略和技巧

n       Conduct negotiations with potential and/or current suppliers to obtain maximum value与潜在和/或当前供货商谈判以取得价值最大化

Part B. Information Technology信息技术

n       Develop/utilize a computerized purchasing system (e.g., online buying, EDI, Web-based electronic commerce).开发/使用电脑采购系统（例如，在线购买，电子数据交换，网络电子商务）

n       Develop/implement/maintain a database of specifications, suppliers, products, and/or services. 开发/实施/维护规格说明，供应商，产品和/或服务。

n       Develop/utilize a computerized inventory and/or capital equipment tracking system.开发/使用电脑库存和/或资金设备跟踪系统。

Part C. Quality Issues 质量问题

n       Resolve quality problems with suppliers and user departments 解决供应商与使用部门的质量问题

n       Develop measurements for quality improvement and target setting (e.g., “best in class” benchmarks). 开发质量改进和目标设定的标准

Part D. Internal Relationships 内部关系

n       Develop/manage/evaluate relationships with other internal departments. 开发/管理/评估公司内部各部门之间的关系。

n       Participate in cross-functional and/or multifunctional teams (e.g., project management, process improvement).参与跨功能和/或多功能团队（例如项目管理，程序改进）。

n       Recommend/implement changes to the organization’s purchasing, supply management, and material usage policies as needed.需要时，向公司建议采购、供应管理和物料使用等政策方面的调整。

n       Disseminate information and provide training related to purchasing and supply management policies and procedures 传播信息，提供有关采购和供应管理政策与程序的培训。

Part E External Relationships外部关系

n       Develop/manage effective relationships with suppliers, utilizing such techniques as supplier partnerships, strategic alliances, supply chain management, and supplier training programs.开发/管理与供应商之间的高效关系，使用如下技巧如供应商伙伴关系，战略联盟，供应链管理和供应商培训项目。

n       Review product availability and/or pricing information with suppliers. 与供应商确定产品可能性和/或定价信息

n       Conduct interviews with current and prospective supplier sales personnel. 与当前和未来供应商的销售人员进行面谈

n       Coordinate/review/respond to supplier inquiries, protests, and appeals. 要配合/审查/回复对供应商的询问、相反意见和申诉

n       Develop/implement a small business/disadvantaged supplier development program.开发/实施小供应商开发计划。

n       Represent the buying organization in meetings with corporations, government agencies, professional associations, media, and other organizations.在对集团、政府部门、专业协会和其它机构的会谈中代表采购集团

Value Enhancement Strategies价值增强战略

A. Sourcing Analysis 采购分析

B. Supply and Inventory Management 采购和

    存货管理

C. Value Enhancing Methods 价值增强方法

D. Forecasting and Strategies 预测及战略

Management 管理

A. Management and Organization 管理与组织

B. Human Resource Management 人力资源管理

Part A. Sourcing Analysis 采购分析

n       Conduct decisions to “make or buy,” privatize, or outsource products or services.对 “制造还是购买”,私有化或者对产品和服务的外购进行决策

n       Conduct decisions to lease or buy equipment. 对租赁还是购买设备进行决策.

n       Develop financing and leveraging strategies for purchases. 为采购制定财务和平衡战略.

Part B. Supply and Inventory Management 供应与库存管理

n       Organize, control, and minimize the storage of materials.组织.控制物料存储,使存储最小化

n       Meet with appropriate departments to discuss current material inventories, and establish restock levels or just-in-time strategies.与相关部门会谈讨论目前得物料存货,建立再储存水准或及时战略.

n       Determine sources of and reconcile inventory discrepancies. 确定存货分歧得原因并解决问题

n       Handle obsolete equipment/materials, surplus equipment/materials, and scrap. 对废弃或多余的设备/原料及下脚料进行处理

Part C. Value Enhancing Methods 价值增强的方法

n       Develop/implement a standardization program. 开发/实施一个标准化项目

n       Develop/implement a process improvement program.开发/实施一个进程改善项目

n       Develop a cost reduction, cost avoidance, cost containment program (e.g., value analysis, consolidation of orders/suppliers, leadtime reduction, activity-based costing). 开发一个降低成本，避免成本，控制成本得项目（如价值分析，巩固订单/供应商，缩短提前期，相关活动成本等）。

n       Coordinate the introduction of new and modified products and services with appropriate departments.与相关部门合作，对新的或改良后的产品或服务进行介绍。

Part D. Forecasting and Strategies预测及战略

n       Plan purchasing, sourcing, and supply strategies based on forecasted data.根据预测数据计划采购、资源这供应战略。

n       Develop supply plans and strategies based on forecasts of future demand.根据对未来需求的预测制定供应计划呵战略。

n       Provide forecasted data of future organization buying requirements to suppliers.为供应商提供组织的未来购买需求数据。

n       Develop and maintain market awareness through merchandise shows, trade periodicals, and other resources to secure new product and pricing information.通过商品展示，商业周刊和其它资源发展并保持对市场的敏感度，确保对新产品和定价信息的了解

n       Provide data on current and future market conditions to management, sales management, and/or user departments.为管理部门、销售部门和使用部门提供当前市场状况的报告并对未来市场状况进行预测。

Part A. Management and Organization管理和组织

n       Develop strategic plans and objectives (short- and long-term).制定战略计划和目标（包括短期和长期计划和目标）

n       Develop goals and objectives of purchasing and supply department aligned to organizational goals.根据组织整体目标制定采购供应部门的具体目标和方向

n       Plan/develop/provide operating policies, guidelines, and procedures.计划/开发/提供造作政策、指导方针和程序

n       Prepare periodic reports of department activities for senior management and other areas of the organization.向高层管理者和其它部门定期汇报本部门活动情况

n       Analyze and resolve issues raised in purchasing and supply audit reports.对采购供应审计报告出现的问题进行分析和解决

n       Develop/utilize criteria for evaluating purchasing and supply department performance.开发/使用评估采购和供应部门工作表现的标准尺度

n       Prepare and/or administer a purchasing department/supply management budget.准备和/或管理采购部门/供应管理部门的财政预算

n       Design, modify, and/or manage operational forms (paper and/or electronic).设计、改善和/或管理操作方式（纸上和/或电子方式）

Part B. Human Resources Management人力资源管理

n       Supervise and lead purchasing and supply staff. 监督和领导采购和供应管理部门的员工

n       Hire, promote, and/or dismiss purchasing and supply personnel. 聘用、提升和/或解散这些部门的工作人员

n       Evaluate purchasing and supply staff performance.对采购和供应管理部门工作人员的工作表现进行评估

n       Conduct/authorize job training for the development of the professional competence of the staff. 进行或授权其它部门进行工作培训，以加强员工的专业技能

n       Resolve employee performance problems.解决员工的工作表现问题

n       Implement programs to prevent and respond to discrimination or harassment.避免歧视和伤害的出现，一旦发生，应如何采取措施

Questions are constructed based on the results of a thorough job-analysis study of seven purchasing sectors: 这些试题是在对7个采购领域不同工作的充分分析基础上、汇总多方专家编写制定的：

1. Manufacturing: purchasing and supply management professionals for organizations whose primary activities were the manufacture of electronics, automobile, transportation, appliances, machinery, metals, mining, paper, plastics/rubber, textiles, furniture/fixtures, chemicals, petroleum, and construction. 制造业：这些采购和供应管理专家主要来自以下领域：包括电子制造业、汽车、交通、电器、机械、金属、采矿、造纸、塑料/橡胶、纺织、家具/设备、化学、汽油和建筑行业等。

2. U.S. Government: purchasing and supply management professionals for organizations in the federal government, including the military, as well as prime contractors to the federal government. 美国政府：这些采购和供应管理专家来自联邦政府，包括军队和联邦政府的主要承包商。

3. State and local government: purchasing and supply management professionals in state, county and municipal governments.州及地方政府：各州、郡和地方政府的采购和管理专家。

4. Institutions: purchasing and supply management professionals for hospitals, educational institutions and non-profit organizations. 机构团体：来自医院、教育机构和非赢利性团体的采购与供应管理专家。

5. Services: purchasing and supply management professionals for banks, financial institutions, utilities, insurance, communications, real estate, hospitality, etc. 服务业：来自银行业、金融机构、公共事业、保险、通信、房地产、宾馆餐饮业的采购与供应管理专家。

6. Food: purchasing and supply management professionals for food manufacturers, food distributors, food retailers, tobacco industry, agricultural entities, and restaurants. 食品行业：来自食品制造、派送、零售行业，烟草业，农业实体和饭店等行业的采购与供应管理专家。

7. Retail: purchasing and supply management professionals who purchase items “not for resale” and those who are strictly involved in resale such as apparel, furniture, books, and appliances. 零售业：这些采购和供应管理专家购买的目的不是“重新卖出”而又于再次卖出分不开家，如：服装、家具、书籍和器具等

n       A successful candidate must score a 48 out of 80 to pass the CPP and CPPM examinations.考试者须答对80道选择题中的48道，才能成功通过CPP和CPPM的考试。

 

n       All of the questions used in the exams are multiple-choice type questions, with four options per question—only one of which is correct. 考试当中所有的试题均为选择题，四个选项中只有一个是正确的。

 

n       All questions have Chinese subtitles.所有的问题都有相应的中文翻译。

n       When analyzing each question, the candidate should remember to answer the question based on the “common ground” of the seven different sectors referenced earlier; i.e., which consensus answer reflects the various groups’ assessment.在分析问题时，考试人要从上文提到过的7各不同领域的“常识”入手，正确答案反映了多个组织团体的评审。

n       There is no penalty for an incorrect answer. 试题答错不施行倒扣分。

n       Passing scores are determined from the number of questions answered correctly. 通过考试的分数是根据答对试题的数量来计算的。

n       Consequently, it is in the candidate’s best interest to answer all questions. When guessing, first eliminate the option/options that are clearly wrong. This will increase the odds that the selection will be correct. 所以，对考试人来说，最好对所有问题都要进行回答。如需进行必要的猜测，首先排除明显错误的选项。很显然，这样将使答对试题的几率上升。

n       There are no true/false questions on the examination. 试题没有判断对错题。

n       Test questions are multiple choice. 全部试题采用单项选择题。

n       There are five components to a multiple choice question: 1. the stem, 2. the options 3. the key, 4. the distractors, and 5, the item. 单选题通常由5部分组成：1、题干2、选项3、正确答案4、迷惑选项5、题条。

n       The stem is the opening sentence that describes the task being tested. 题干就是开篇句，即试题要考察的内容。

n       The options are the choices offered to the candidate. The key is the correct answer. The distractors are the incorrect answers or those designed to distract the candidate from the correct answer. The item is the entire test question.选项就是给考试人设计的选择。答案就是正确选项。迷惑选项为非正确选项或用来分散考试人注意力。题条即整个试题。

n       Test questions are designed to determine a candidate’s ability to understand, apply, analyze, interpret and evaluate purchasing and supply management tasks. 考试试题用来衡量考生对采购和供应管理任务的理解、应用、分析、解释和评估。

n       The candidate may feel that the choices in the examination are incomplete. He or she should review the alternatives listed, evaluate and analyze the options, and make a selection based on the information found within the exam question. 如果考生觉得选项不够完善的话，那也只能在列出得选项中进行选择。

 

n       Another structure of the exam may be a short case study in the form of a few paragraphs or a chart.另外一种题型是以几段话或一个图标形式出现的案例分析题。

n       Instructions will state that several questions deal with the situation described. The candidate must then use the case study to answer several different questions. Once again, it is paramount to understand the scenario being described. These questions are designed to ascertain the candidate’s ability to apply, analyze, or evaluate, based on the case study given.这种题型往往涉及几个问题，考生须用案例对几个不同问题进行分析，同样，对试题的全面理解是至关重要的。这些问题用来考察考生再案例基础上应用、分析或评估的能力。

n       One key to the successful passage of the examinations is understanding and application of knowledge.顺利通过考试的一个关键因素是对知识的理解和运用。

n        The test is not structured for recall and memorization. 不是考察你的记忆和背诵能力。

n       It is strongly recommended that the CPP study guide be obtained. Read this guide carefully, focusing on concepts and knowledge. 我们强烈推荐考生获得一份CPP学习指南。要仔细阅读，把重点放在概念和知识点上

n       Evaluation评估

n       Synthesis综合

n       Analysis分析

n       Application应用

n       Comprehension理解

n       Knowledge知识

n       Evaluation评估

n       Synthesis综合

n       Analysis分析

n       Application应用

n       Comprehension理解

n       Knowledge知识

n       The CPP and CPPM exams are constructed, administered and scored in accordance with the Standards for Educational and Psychological Testing using validity and reliability principles to ensure that the exam reflects the knowledge, skills and abilities of purchasing and supply management professionals in a variety of settings.CPP和CPPM的考试是根据“教育与心理测试标准”，严格按照有效性和可信度原则来设计实施的，确保考试真是反映了不同领域采购与供应管理专业认识的知识、技巧和能力。

n       Questions are also reviewed through written comments obtained from examinees. 我们同样会收集来自考生的意见和建议，及时对试题进行调整。

n       Candidates are encouraged to make comments after taking the tests to help improve questions or the testing procedures. 我们鼓励考生在考试结束后对试题和考试程序提出改进意见和建议

n       Unsuccessful candidates state that the single reason for answering a question incorrectly is failure to identify what the question is asking. 没有通过考试的考生承认之所以失败的原因在于没有真正理解问题。

n       Often the candidate will not read the question carefully or will focus on only a part of the question before making the choice. Candidates are often stressed because questions in the sample tests provided in test preparation classes are different in the exam. 考生经常是不认真审题或者只看了试题的一部分就开始答题。通常会造成考生紧张的原因还有模拟题与考试题稍有出入。

n       Remember, CPP and CPPM tests are not recall, memorization exams. 记住，CPP、CPPM考试不是测试记忆、背诵能力的。

n       The exams measure knowledge, skills, and abilities in the purchasing and supply management arena. 考试是对采购与供应管理领域的知识、技巧和能力的衡量与测试。

22. Once suppliers have proven that they have competitive prices, good quality, and can deliver on time, it is no longer necessary to shop or negotiate for the items they supply.( ) true ( ) false一旦证明供应商的价格具有竞争力、质量优良，并能按时交货，就没有必要购买或商讨其提供的货品。对（）错（）

24. Value Engineering is a method of reducing the cost of an item by finding another way of accomplishing the function of the item by either substituting material, changing its components, or changing its design.( ) true ( ) false价值工程学是一种以取代物料，更改成分或设计而达到项目之功能，从而减少项目成本的方法。对（）错（）

45. Supplier A has a $500,000 machine producing widgets, and he figures a cost of $56.50 per hour for the use of the machine. Labor to run the machine costs $15 per hour. Ten thousand of your widgets can be produced per hour but it takes one hour to set up the machine. Supplier B has a $75,000 machine and he figures a cost of $8.45 for the machine and labor at $12 per hour.  The machine will produce 1000 of your widgets per hour but it takes one half hour to set the machine up. Assuming the suppliers are equal in every other respect at what quantity will it make no difference in cost who gets the order? Check the answer.( ) 23,791 ( ) 1597 ( ) 4591 ( ) 4798 ( ) 10,927供应商A的生产部件的机器价值50万美金，其使用机器每小时的成本为56.50美金，启动机器的人力成本为15美金/小时。若生产1万个部件需要1小时，但是需要1小时装配机器。供应商B的生产部件的机器价值7.5万，其使用机器成本为美金8.45/小时，人力成本美金12/小时。机器1小时生产1000个部件，但需要1.5小时装配机器。假设供应商们的条件相当，在没有成本差异的情况下，谁能得到订单并却订单的数量是多少？

62. What is the annualized opportunity cost of foregoing a discount for a prompt payment discount of 1.5% 10/Net 30 if the discount is not taken? Check one.( ) 18% ( ) 27.4% ( ) 36.5% ( ) 54.75% ( ) 1.5%   1.5% 10/净价30以“提前付款折扣按年计算的机会成本”（有时被称为“按年计算的非复利单利”）是多少？

1.    Contract types:合同类型

a.     have little relationship to the use of price and/or cost analysis in a specific purchase.在采购细节中与价格/成本分析关系不大

c.    are limited to firm-fixed-price and fixed-price-incentive in contracts arrived at through sealed or competitive bidding.局限于通过不公开招标或公开招标而达成的固定价格和固定价格激励。

d.    Are determined by the supplier as part of the bid/proposal submittal process.被供应商作为招标/提议提交过程的一部分所决定。

2.    Fixed-price contracts have in common an agreement by the supplier to deliver a product or perform a service in accordance with the terms and conditions of the contract.  Under this family of contracts:在一项协议中，供应方依据合同规定条款进行生产或提供某项服务，在这一点上，固定价格合同与其相同。在这种合同中：

b.    the parties agree to an estimate of total costs and the Purchasing Organization is not obligated to reimburse the supplier for costs incurred in excess of that estimated amount.合同各方就总成本的估价达成一致，且采购组织对该估计中出现的额外成本，没有负责对供应方进行补偿的义务。

c.    the supplier agrees to use its best efforts to complete contract requirements within the estimate, to notify the Purchasing Organization should there be reason to think that this will not happen, and at that time to give the Purchasing Organization a revised estimate of the cost for performing the contract.在估价范围内，供应方同意通过最大努力完成合同需求，同时为履行合同，供应方提供给采购组织一项修改后的成本评估。

d.    the supplier is not obligated to continue performance or otherwise incur reimbursable expenses in excess of the established estimate unless and until notified by the Purchasing Organization that the contract funding and the estimate have been increased.供应方无义务继续履行或者无义务招致补偿性花费超过估计成本，除非直到被采购组织告知合同基金和估计成本已增加。

3.    The following contract type typically imposes the greatest cost risk and administrative and audit burdens on the Purchasing Organization:下列合同类型给采购组织加上了沉重的成本风险和管理及审计负担：

a.     Fixed-price-incentive-fee (FPIF)固定价格激励费

b.    Firm-fixed-price (FFP)公司固定价格

d.    Fixed-price-with economic price adjustment (FP/EPA)具备 经济价格调整的固定价格

Recent Changes to the CPP Study Guide: Questions Added to Practice Test CPP学习导向更改：

4.       The analytical method that is appropriate for all types of procurement situations and contract types is called:适用于所有类型的采购环境和合同类型的分析方法被称为

a.      Cost Analysis成本分析

b.    Value Analysis价值分析

c.    Parametric Analysis参数分析

d.    Price Analysis价格分析

 

5.    The two components of cost analysis are:成本分析的两个组成部分是

a.     Price analysis and profit analysis价格分析和利润分析

c.    Direct and Indirect analysis直接和间接分析

d.    Estimating and cost/price analysis review估计和成本/价格分析考量

(1)Comparison with other prices quoted/bid/proposed与其它报价/投标/提议相比较

(2)Comparison with prices established by the market (market prices)与市场确定的价格（市场价格）相比较

(3)Comparison with catalog prices与目录价格相比较

(4)Comparison with previous prices paid or quotations received与以前支付的价格或收到的报价相比较

(5)Comparison with in-house estimates与内部估计相比较

(6)Comparison with prices determined by parametric analysis or rough yardsticks

    与按照参数分析或大致标准确定的价格相比较

(7)Comparison with Producer Price Indices (or other published indices)

    与“生产者价格指数”（或其它公布的指数）相比较

(8)Comparison with prices determined by value or visual analysis与按照价值或直观分析确定的价格相比较

 

6.    Which of the above methods would be considered necessary whenever the purchaser needs to adjust previous prices paid for inflation/deflation?上述哪种方法被认为是采购师在根据通货膨胀/紧缩程度调整以前支付的价格时所需要的

a.       (5)Comparison with in-house estimates与内部估计相比较

b.       (6)Comparison with prices determined by parametric analysis or rough yardsticks与按照参数分析或大致标准确定的价格相比较

d.       (8)Comparison with prices determined by value or visual analysis与按照价值或直观分析确定的价格相比较

7.    Which of the above methods would be considered the strongest method of price analysis:上述哪种方法被认为是最有力的价格分析方法

b.    (2)Comparison with prices established by the market (market prices)与市场确定的价格（市场价格）相比较

c.    (3)Comparison with catalog prices与目录价格相比较

d.    (4)Comparison with previous prices paid or quotations received与以前支付的价格或收到的报价相比较

Problems 8 thru 9 are based upon the below information.  There are several methods of procurement available to the professional purchaser.  These methods include the following:第8至9题是基于以下信息。职业采购师可以使用多种采购方法。这些方法包括下列的：

(1)Competitive bidding竞标

(2)Negotiation谈判

(3)Two Step Bidding两阶段报价

(4)Systems Contracting订立系统合同

 

8.Which of the above methods would be appropriate whenever the purchaser wishes to award a contract to the bidder providing the lowest bid (assuming the bid is responsive and the bidder is responsible)?当采购师希望在考虑一种可偿付的合同类型的基础上，还考虑价格、成本、管理和技术条件时，上述哪种方法最为恰当？

b.    (2)Negotiation谈判

c.    (3)Two Step Bidding两阶段报价

d.   (4)Systems Contracting订立系统合同

 

9.Which of the above methods would be appropriate whenever the purchaser wishes to take technical proposals, evaluate them, and then solicit bids from those submitting acceptable technical proposals?当采购师希望根据最初收到的投标/出价，以及其它有关价格的因素，确定采购合同归属时，上述哪种方法最为恰当？

a.     (1)Competitive Bidding竞标

b.    (2)Negotiation谈判

d     (4)Systems Contracting订立系统合同

n       Affirmations and positive thinking are also key elements to success passage of the exams.明确自己的主张和积极思考也是成功通过考试的关键因素。

n       Self-esteem is a powerful force within each one of us. 自尊、自信是我们每个人都具有的无限能量。

n       We have little control of what happens in the marketplace. 我们对市场上的风云变化无法控制。

n       Organizations downsize, right size, file for bankruptcy, or move operations. 公司也会出现裁员、优化组合、宣布破产等各种情况。

n       There are no guarantees in the workplace. However, a CPP and CPPM certification is one warranty which shows that you have the skills, abilities, knowledge, education, tools and strategies to add value in any organization and at a higher salary! 职场不会给你任何保证。然而，CPP和CPPM的认证却是你技能、能力、知识、所受教育、掌握工具和具备战略眼光的一种证明。相信会给你所在的机构带来更大的价值，也为自己取得更好的待遇建立基础。

n       The CPP and CPPM examinations are valid and reliable measures of the ability to conduct purchasing operations and the ability to manage purchasing operations. CPP/CPPM考试具有较高的可信度和可靠度，是衡量采购和供应管理运作能力的有效标准。

n       The CPP and CPPM examinations were “system engineered” to provide strenuous 80 question, 3 hour examinations designed to test student knowledge at the comprehension, application, and analysis levels of learning. CPP/CPPM是一套系统化的测试，由80道具有相当难度的试题组成，要求在3小时内完成，是对学员理解、运用和分析所学知识的衡量。

n       The CPP and CPPM examinations are designed to reward those individuals who can apply generic American and Chinese purchasing concepts and procedures in a stressful test-taking environment. 对于那些能够在紧张的考试环境下灵活运用美国和中国采购理念和程序的考生来说，CPP/CPPM测试将是囊中探物。