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GSD801S - GLOBAL SUPPLY CHAIN DILIGENCE - 2ND OPP -JULY 2025 |
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n Am I BI A u n IVER s I TY
OF SCIEn CE Ano TECHn OLOGY
FACULTY OF COMMERCE, HUMAN SCIENCESAND EDUCATION
DEPARTMENT OF MARKETING, LOGISTICS AND SPORTS MANAGEMENT
QUALIFICATION: POSTGRADUATE DIPLOMA: PROCUREMENT MANAGEMENT
QUALIFICATION CODE: 0SPDPM
COURSE CODE: GSD801S
LEVEL: 8
COURSE NAME: GLOBAL SUPPLY CHAIN DILIGENCE
SESSION: JUNE 2025
PAPER: THEORY
DURATION: 3 HOURS
MARKS: 100
SECOND OPPORTUNITY EXAMINATION QUESTION PAPER
EXAMINER(S) MS. SELMA KAMBONDE
MODERATOR: MR. TANGENI MWASHEKELE
INSTRUCTIONS
1. Answer all questions.
2. Write clearly and neatly.
3. Number the answers.
THIS QUESTION PAPER CONSISTS OF 3 PAGES (Including this front page)
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SECTION A: FILL IN THE MISSING WORDS
QUESTION 1 {40 MARKS)
Below are 20 statements. Each has a missing term represented by a blank space. Write down
or identify the correct missing word. Each correct answer is equivalent to 2 marks
1.1 To manage international trade obligations effectively, companies must understand
_____
_, which outlines the responsibilities of buyers and sellers.
1.2 ______
allows businesses to access diverse materials from international suppliers,
enhancing product variety and cost efficiency.
1.3 The unpredictable nature of war, pandemics, and strikes often leads to ______
_
affecting global production and distribution.
1.4 Companies measuring environmental impact from production to disposal use
-------
tools.
1.5 One of the first steps in responsible procurement is performing _____
to assess
the risks and integrity of potential suppliers.
1.6 Ensuring ethical labour practices, reducing emissions, and choosing eco-friendly suppliers
are all elements of -------
1.7 When firms use multiple vendors to avoid overdependence, they engage in
1.8 A manufacturer failing to deliver parts on time reveals a weakness in _____
1.9 Excessive communication layers and multiple supplier tiers lead to _______
_
in a
supply chain.
1.10 One challenge with _______
is balancing production schedules with
unpredictable customer demand.
1.11 Thinking from the _____
_ means evaluating a product's impact from
creation to disposal.
1.12 _______
provides internationally recognised guidance for integrating
sustainability into procurement processes.
1.13 Managing contract performance, resolving disputes, and ensuring deliverables are all
part of ______
_
1.14 When a risk is identified but considered minor or acceptable, a company may choose
to _____
it and take no immediate action.
1.15 A company that introduces new safety protocols and invests in improved systems to
reduce an identified risk is choosing to ____
the risk.
1.16 To avoid direct exposure to risks such as theft or damage during shipping, many
companies ____
the risk by outsourcing or insuring it.
1.17 When a risk is deemed too great to manage or mitigate effectively, organisations may
____
the risky activity altogether by halting the operation.
1.18 A pharmaceutical company chose ______
by delaying a new drug launch until
regulatory clarity was achieved in its target markets.
1.19 A logistics firm optimised its warehousing and transportation systems to improve its
product delivery speed and customer satisfaction. This is an example of enhancing
_______
_, a key component of Porter's Value Chain.
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1.20 Conducting risk identification, assessing impact, selecting a response strategy, and
implementing mitigation plans are part of a structured _______
process.
SECTION A: 40 TOTAL MARKS
SECTION B: STRUCTURED QUESTIONS
QUESTION 2 {44 MARKS)
lbbu Investment CC, headquartered in the Zambezi Region of Namibia, has transformed since
its founding in 2005 from a small-scale charcoal producer into a technologically advanced
charcoal processing and packaging facility. With a strong focus on exporting high-quality
Namibian charcoal to markets in the UK, Western Europe, and South Africa, the company
operates in a dynamic global environment shaped by PESTELfactors. As the company scales
operations, it must navigate these external forces to maintain supply chain efficiency,
responsiveness, and reliability.
2.1 Analyse how lbbu Investment CC can address the six key drivers of supply chain
performance to ensure cost-effectiveness and timely customer delivery across its export
markets?
{24 marks)
2.2 Critically assess how PESTELanalysis can be used as a risk management tool to help lbbu
Investment CC anticipate, evaluate, and respond to potential disruptions in its global supply
chain?
{18 Marks)
QUESTION 3 {18 MARKS)
Cymot Namibia, a leading supplier of automotive parts, outdoor equipment, and industrial
tools, operates a nationwide distribution network with branches across Namibia and a
growing customer base in southern Africa. With an expanding product portfolio and
increasing demand for faster delivery, Cymot has recently experienced several supply chain
challenges. These include stock imbalances at branches, inconsistent supplier delivery
performance, high fuel and transportation costs, and limited visibility into warehouse
operations.
Briefly discuss how the company can use the different supply chain performance
measurement tools to improve visibility, reduce inefficiencies, and enhance service delivery
across its network?
{18 Marks)
SECTION A: 60 TOTAL MARKS
TOTAL MARKS:100
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