Far cpa 2017 pdf download

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Select your exam, preferred distance and start shortlisting! Find all exams you can write to get to your dream college or job. Enter your qualifications and check your eligibility. My Favorites. Far Parts. Part 1 - Federal Acquisition Regulations System. Subpart 1. Part 2 - Definitions of Words and Terms. Subpart 2. Subpart 3.

Part 4 - Administrative and Information Matters. Subpart 4. Part 5 - Publicizing Contract Actions. Subpart 5. Part 6 - Competition Requirements. Subpart 6. Part 7 - Acquisition Planning. Subpart 7. Part 8 - Required Sources of Supplies and Services. Subpart 8. Also, it depends on a number of channels including direct sales, their distributors and wholesalers. This is the distribution channel we normally see in active use today. PCPPI also uses its sales force through restaurants and convenience store chains.

The operations strategy presented in this paper aims to address operating efficiency and distribution challenges. The first framework illustrates the operations flow in a food and beverage manufacturing plant.

PCPPI has both niche products and traditional products. Its operations strategy will vary between the two. In the first framework for operating strategy, PCPPI opt to place the decoupling point between the primary and secondary process. Traditional products would require an automated layout to produce high volumes of a product line. Niche products, on the other hand, require flexible lines that can produce high volumes of particular product lines. Neither should they all be in a flow-oriented layout.

PCPPI shall categorize its products as either traditional or niche, and just the layout for the two. A product-oriented layout for a soft drink manufacturer is presented in Figure 31 Solar Navigator, retrieved while a flow-oriented layout is presented in Figure 32 Hiezer and Render, Flexible and multi-skilled workforce Related to the human resource strategy, this strategic action aims to train employees such that they are flexible enough to alternate between different tasks to avoid bottlenecks in the manufacturing system.

Therefore, workers in the assembly line must be trained to be able to do various tasks as the need arises. As also presented in Figure 32, an improved flow-oriented layout allows workers in the assembly line to perform other tasks in addition to their main activities.

Formulate internal benchmarks for distribution, frequency coverage plan, and deploy technology Benchmarks for distribution would include mapping at the urban and rural level, the outlets, and the retailers. Frequency coverage plan would address how to meet demands identified by the benchmarks. Technology would be helpful in distribution as well, with the use of basic enterprise resource planning ERP and advanced planning optimizer APO Mulky, The last would be connected to the information technology strategy to be discussed later.

These costs pertain to operating cost, which would further decrease if efficiency is achieved. Its achievement of economies of scale has allowed PCPPI the capacity to produce large volume of its products at decreasing cost per additional units due to strategic partnerships with its suppliers.

However, another aspect of decreasing cost comes with the sources of financing for the business firm. That is, the cost of financing. Business firms are financed either by debt or equity. Both sources of financing have their own risks. The risk for debt includes financial risk, which is the risk the obligation cannot be paid on time.

This risk is quantified through interest rates. The higher the risk, the greater the interest rates. The risk for equity includes business risk, which is the risk that the business would be operating at a loss. This risk is quantified with higher rates of return required by investors.

The higher the risk, the greater the required rate returns by investors. The availability of financing, the risks involved and the consequential cost may be analysed based on the financial ratios of PCPPI. This reduces the risk for creditors. However, shareholders may prefer to further leverage the business by acquiring more debt. Interest coverage of 9.

However, analysing these ratios on their own would be half of the picture. Comparing to the ratios to industry ratios would help the management further in assessing the ratios. This is information that is available to the public, but need to be purchased. Because of the healthy ratios, it may be said that PCPPI can easily acquire sources of financing whether this be debt financing or equity financing.

Its financial strategy at this point would be to identify specifically where these sources of financing would come from, and their accompanying risks, measured by their cost. To quantify, use of the weighted average cost of capital WACC formula would be beneficial.

The WACC weighs all sources of financing for a firm and multiplies the weights with the corresponding costs. A lower WACC is preferable. Based on Figure 34, it can be seen that there are three sources of capital for a business firm: debt, preferred stock, and common equity.

Its sources of financing therefore include long-term debt and common equity. In the WACC formula, there are tax adjustments due to tax savings as a result of incurring interest expense. The uncertainty lies in the cost of common equity. Needless to say, the purpose of certain implementing information technology practices into the organisation is to make operations easier and more efficient. The strategic alignment between information technology and business processes is presented in Figure Lin, Ha, and Lin, Figure 35 Business and IT strategic alignment Strategic and operational integration are also present in the framework below depicted in Figure Lin, Ha, and Lin, These would be discussed in detail in this section.

This framework and the process it represents are the foundation for information technology implementation. Information technology systems here would be two-dimensional. The first is line-of-business system, wherein information technology connects core processes and supplementary processes.

Both technologies work seamlessly together such that there is a connection between core and supplementary processes. Enterprise resource planning ERP is a software. The ERP is visually presented in Figure Figure 38 Enterprise resource planning In PCPPI, enterprise resource planning will not only integrate departments, but also geographic segments especially considering that there are several plants across the Philippines.

This also takes into consideration the distributing channels, which are always mobile. It is basically a three-step process wherein management first defines the change, then establish the change, and then finally put the change into practice Idorn, Figure 39 Implementation process for ERP Advanced planning is information technology strategy intended for the supplementary process particularly to assist in the planning process.

Its eight application levels include: network design, demand planning, supply network planning, production planning and detailed scheduling, global availability, transportation planning and vehicle scheduling, and supply chain collaboration Rouse, retrieved To understand the importance of advanced planning, a model of a supply chain is presented below Spinnaker Management, retrieved The interconnectedness shows the complicated relationship between the plants, the distributors, and the customers.

Its customers are businesses as well. This flow of information is depicted below Spinnaker Management, retrieved It also deploys 2, casual employees in its non-core operations.

Currently, the business firm takes pride in its human resources and the quality of talents they are able to acquire, train, and retain. It is party to 13 collective bargaining agreements. Despite the nature of the industry, PCPPI has never experienced work stoppages due to industrial disputes since The framework provides quantitative measures that keep these human resource practices in check. The framework to be used is provided by Cho, Jang, and Erdem provided in Figure The framework shows that best human resource management practices would translate to improved performance for the business firm.

This translates to quantitative measures: turnover rate of non- managerial and managerial employees, labor productivity, and return on assets. Decreasing the turnover rate of its employees decreases the cost of hiring people to fill in vacant positions due to training costs.

Increased labor productivity is a manifestation of a motivated workforce. The value of a workforce lies on its productivity. To measure labor productivity, PCPPI will divide its output manufactured product units with its input number of employees, hours worked, or compensation for assembly line.

Inefficient workforce may be an indicator or several things, such as lack of training for the employees or an overworked assembly line. Return on asset is the ratio of sales to total asset. This ratio indicates the effectivity of assets to generate sales for the business firm. These assets do not generate assets on their own, and are manpowered. The ability of these assets to generate returns also depends largely on the human resources that operate them.

In fact, compensation plays a dominant role in the human resource strategy Milkovich and Broderick, PCPPI constantly reviews its compensations packages such that they adhere to local laws and that they reward employees well.

Compensation packages however must also be in alignment with the overall strategy of the business firm. The framework below shows that the compensation strategy of the organisation depends on whether it is pursuing business-level strategy or corporate-level strategy. Business-level strategy is directed towards a single product or market while corporate-level strategy targets several products or markets Hitt, As a result, each brand is a business unit on its own.

Compensation packages depend on whether a growth or maintenance strategy is being observed. A sample is presented in Figure 44 succeeding the framework in Figure In this paper, the other key area involves stakeholder strategic management.

This is most relevant due to recent events surrounding the beverage industry. Earlier this year, sugar farmers in Negros Occidental protested about the high importation of the beverage companies of high fructose corn syrup or HFCS. HFCS imports have been reported to decrease sugar prices from P1, per bag to P1, per bag, which translates to revenues losses of P20 billion Simeon, Beverage companies in the Philippines started using HFCS because it is a cheaper alternative to expense sugar produced locally.

In fact, local sugar is more expensive than sugar produced by Thailand. In Negros, boycott of Coca-Cola products has started. Stakeholders are affected by the decisions of a business firm and some stakeholders have the capacity to affect the value and reputation of a brand.

In strategic management of stakeholder issues, a definition of who stakeholders are is first discussed. Stakeholders are those who may be benefited or harmed by corporate actions. Stakeholders have rights that may either be violated or respected by these corporations. Freeman, retrieved The model can be seen in Figure Freeman states that the stakes of each are reciprocal.

That is, they can affect each other. The degree of their stakes varies from one corporation to another. Based on the model, six groups of stakeholders are identified. The firm is their customer and as a result, their source of revenue as well. This makes stakeholder management all the more difficult. In this framework, the stakeholders are further categorized as value chain stakeholders, natural environment stakeholders, economic stakeholders, social stakeholders, and internal stakeholders.

The framework suggests that in contrast to the theory on prioritization of stakeholders, all groups must be considered equally as their powers may change over time. In the part of PCPPI, its stakeholder management must entail equivocal communication between all groups. While this section highlights suppliers, it is important that PCPPI treats all its stakeholders equally and devise mechanisms in engaging with all of them. As for suppliers, PCPPI shall initiate annual supplier conferences that discuss sustainable sourcing and value creating partnerships.