CPPM考试构成-CHAPTER

ConstructionoftheCPPandCPPMExaminationsCPP、CPPM考试构成,LeRoyH.GrawEdD,DBA,CPP,CPPM,C.P.M.,CPCM,CISCM,2,LearningObjectives-Atthecompletionofthislecture,youshouldbeabletodothefollowing:学习目标通过本次讲座，学员将能够：,Bepreparedforrigorous80question,3hourmultiplechoiceexaminations(bothCPPandCPPMexaminations).对三个小时，80道选择题的考试做好进一步准备（CPP/CPPM）。Understandtheconstructionoftestquestionssothatyoucanmaximizeyourscoreontheexamination.了解试题构成，提高考试成绩。Understandtheoriginofexaminationquestions.了解试题来源。Understandhow“BloomsTaxonomy”ofeducationobjectivesappliestotheexamination.了解“布卢姆学习目标分类法”是如何应用到考试当中去的。,3,CPPExamContentCPP考试内容,PurchasingProcess第一部分：采购程序A.IdentifyingRequirements确定需求B.PreparationofSolicitations准备询价C.SupplierAnalysis供应商分析D.ContractExecution,ImplementationandAdministration合同的完成、执行和管理SupplyEnvironment第二部分：供应环境A.Negotiations谈判B.InformationTechnology信息技术C.QualityIssues质量问题D.InternationalRelationships国际关系E.ExternalRelationships外部关系,4,CPPExamContent:PurchasingProcess(About40%)CPP考试内容：采购程序（40）,PartA.IdentifyingRequirements确定需求Establishprocurementplansandmakedecisionsnecessarytopurchaseproductsorservicesincongruencewithorganizationalobjectivesandsourcingstrategies.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。Reviewpurchaserequisitionsinaccordancewithorganizationalrequirementsand/orbudgetaryconstraints.根据公司需求和/或财政预算审查采购需求Determineappropriatemethodsofprocurement.确定合适的采购方法Performcost/benefitanalysesonplannedacquisitions.对所拟需求进行成本/利润分析Reviewsuppliersamplesand/ordemonstrationswiththebuyingorganizationmanagementand/oruserdepartments.与公司管理和/或使用部门共同检查供应商样品。PartB.PreparationofSolicitations准备发盘Develop/reviewspecifications,statementsofwork,performanceterms,and/oracceptancecriteria.制定/审查规格要求、工作描述、性能条款和/或接受标准。Locateandselectpotentialsourcesofmaterialsorservices.确定并挑选出物料或服务的潜在来源。Prepareandsolicitcompetitivebids,quotations,andproposalswithpertinentspecifications,terms,andconditions.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。Manageanddeveloplistsofrecommendedsources.开发可用资源并对其进行管理。,5,CPPExamContent:PurchasingProcess(About40%)CPP考试内容：采购程序（约占40）,PartC.SupplierAnalysis供应商分析Evaluatecompetitiveofferingstodeterminetheoverallbestofferforaproduct/service.对有竞争力的报价进行评估确定出最佳产品/服务。Conductsuppliervisits/evaluationstodeterminesuitability.对供货商进行走访和评估来确定其是否适合。Measuresupplierperformanceusingratingsystemsand/orpredeterminedstandards.通过评分系统和/或已有标准对供应商表现进行衡量。PartD.ContractExecution,Implementation,andAdministration合同的完成、执行与管理Prepareand/orissuecontracts/purchaseorders.准备和/或发出合同/定购单。Obtainlegalreviewandapprovalofacontractwhenrequired.必要时，取得对合同的法律审核和批准。Administercontracts/purchaseordersfromawardtocompletion.对合同/订货单进行由始至终的管理。Expeditedeliveriesandconductfollow-upprocedureswhennecessary.必要时，督促交货并采取跟踪措施。Resolvecontract/purchaseorderdifferenceswithsuppliers.解决与供应商之间的合同/定购单分歧。Resolvepaymentproblemswithsuppliersanduserdepartments.解决与供应商和使用部门间的支付问题。Reviewandrevisepurchasingpracticestoensuretheirconformancewithestablishedlaws,policies,andethicalprinciples.审查并调整采购惯例使其与法律、政策和道德标准相符。Managefilesofagreements,equipmentrecords,and/orspecifications.对法律合同、设备记录和/或规格标准等进行管理。,6,CPPExamContent:SupplyEnvironment(About20%)CPP考试内容：供应环境（约占20）,PartA.Negotiations谈判Prepareforanddevelopstrategiesandtacticsfornegotiations为谈判做好准备并制定相应谈判策略和技巧Conductnegotiationswithpotentialand/orcurrentsupplierstoobtainmaximumvalue与潜在和/或当前供货商谈判以取得价值最大化PartB.InformationTechnology信息技术Develop/utilizeacomputerizedpurchasingsystem(e.g.,onlinebuying,EDI,Web-basedelectroniccommerce).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）Develop/implement/maintainadatabaseofspecifications,suppliers,products,and/orservices.开发/实施/维护规格说明，供应商，产品和/或服务。Develop/utilizeacomputerizedinventoryand/orcapitalequipmenttrackingsystem.开发/使用电脑库存和/或资金设备跟踪系统。PartC.QualityIssues质量问题Resolvequalityproblemswithsuppliersanduserdepartments解决供应商与使用部门的质量问题Developmeasurementsforqualityimprovementandtargetsetting(e.g.,“bestinclass”benchmarks).开发质量改进和目标设定的标准PartD.InternalRelationships内部关系Develop/manage/evaluaterelationshipswithotherinternaldepartments.开发/管理/评估公司内部各部门之间的关系。Participateincross-functionaland/ormultifunctionalteams(e.g.,projectmanagement,processimprovement).参与跨功能和/或多功能团队（例如项目管理，程序改进）。Recommend/implementchangestotheorganizationspurchasing,supplymanagement,andmaterialusagepoliciesasneeded.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。Disseminateinformationandprovidetrainingrelatedtopurchasingandsupplymanagementpoliciesandprocedures传播信息，提供有关采购和供应管理政策与程序的培训。PartEExternalRelationships外部关系Develop/manageeffectiverelationshipswithsuppliers,utilizingsuchtechniquesassupplierpartnerships,strategicalliances,supplychainmanagement,andsuppliertrainingprograms.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。Reviewproductavailabilityand/orpricinginformationwithsuppliers.与供应商确定产品可能性和/或定价信息Conductinterviewswithcurrentandprospectivesuppliersalespersonnel.与当前和未来供应商的销售人员进行面谈Coordinate/review/respondtosupplierinquiries,protests,andappeals.要配合/审查/回复对供应商的询问、相反意见和申诉Develop/implementasmallbusiness/disadvantagedsupplierdevelopmentprogram.开发/实施小供应商开发计划。Representthebuyingorganizationinmeetingswithcorporations,governmentagencies,professionalassociations,media,andotherorganizations.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,7,CPPMExamContentCPPM考试内容,ValueEnhancementStrategies价值增强战略A.SourcingAnalysis采购分析B.SupplyandInventoryManagement采购和存货管理C.ValueEnhancingMethods价值增强方法D.ForecastingandStrategies预测及战略Management管理A.ManagementandOrganization管理与组织B.HumanResourceManagement人力资源管理,8,CPPMExamContent:ValueEnhancementStrategies(About40%)CPPM测试内容:价值增强策略(40%),PartA.SourcingAnalysis采购分析Conductdecisionsto“makeorbuy,”privatize,oroutsourceproductsorservices.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Conductdecisionstoleaseorbuyequipment.对租赁还是购买设备进行决策.Developfinancingandleveragingstrategiesforpurchases.为采购制定财务和平衡战略.PartB.SupplyandInventoryManagement供应与库存管理Organize,control,andminimizethestorageofmaterials.组织.控制物料存储,使存储最小化Meetwithappropriatedepartmentstodiscusscurrentmaterialinventories,andestablishrestocklevelsorjust-in-timestrategies.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.Determinesourcesofandreconcileinventorydiscrepancies.确定存货分歧得原因并解决问题Handleobsoleteequipment/materials,surplusequipment/materials,andscrap.对废弃或多余的设备/原料及下脚料进行处理PartC.ValueEnhancingMethods价值增强的方法Develop/implementastandardizationprogram.开发/实施一个标准化项目Develop/implementaprocessimprovementprogram.开发/实施一个进程改善项目Developacostreduction,costavoidance,costcontainmentprogram(e.g.,valueanalysis,consolidationoforders/suppliers,leadtimereduction,activity-basedcosting).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）。Coordinatetheintroductionofnewandmodifiedproductsandserviceswithappropriatedepartments.与相关部门合作，对新的或改良后的产品或服务进行介绍。PartD.ForecastingandStrategies预测及战略Planpurchasing,sourcing,andsupplystrategiesbasedonforecasteddata.根据预测数据计划采购、资源这供应战略。Developsupplyplansandstrategiesbasedonforecastsoffuturedemand.根据对未来需求的预测制定供应计划呵战略。Provideforecasteddataoffutureorganizationbuyingrequirementstosuppliers.为供应商提供组织的未来购买需求数据。Developandmaintainmarketawarenessthroughmerchandiseshows,tradeperiodicals,andotherresourcestosecurenewproductandpricinginformation.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Providedataoncurrentandfuturemarketconditionstomanagement,salesmanagement,and/oruserdepartments.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。,9,CPPMExamContent:Management(About60%)CPPM考试内容:管理(60%),PartA.ManagementandOrganization管理和组织Developstrategicplansandobjectives(short-andlong-term).制定战略计划和目标（包括短期和长期计划和目标）Developgoalsandobjectivesofpurchasingandsupplydepartmentalignedtoorganizationalgoals.根据组织整体目标制定采购供应部门的具体目标和方向Plan/develop/provideoperatingpolicies,guidelines,andprocedures.计划/开发/提供造作政策、指导方针和程序Prepareperiodicreportsofdepartmentactivitiesforseniormanagementandotherareasoftheorganization.向高层管理者和其它部门定期汇报本部门活动情况Analyzeandresolveissuesraisedinpurchasingandsupplyauditreports.对采购供应审计报告出现的问题进行分析和解决Develop/utilizecriteriaforevaluatingpurchasingandsupplydepartmentperformance.开发/使用评估采购和供应部门工作表现的标准尺度Prepareand/oradministerapurchasingdepartment/supplymanagementbudget.准备和/或管理采购部门/供应管理部门的财政预算Design,modify,and/ormanageoperationalforms(paperand/orelectronic).设计、改善和/或管理操作方式（纸上和/或电子方式）PartB.HumanResourcesManagement人力资源管理Superviseandleadpurchasingandsupplystaff.监督和领导采购和供应管理部门的员工Hire,promote,and/ordismisspurchasingandsupplypersonnel.聘用、提升和/或解散这些部门的工作人员Evaluatepurchasingandsupplystaffperformance.对采购和供应管理部门工作人员的工作表现进行评估Conduct/authorizejobtrainingforthedevelopmentoftheprofessionalcompetenceofthestaff.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Resolveemployeeperformanceproblems.解决员工的工作表现问题Implementprogramstopreventandrespondtodiscriminationorharassment.避免歧视和伤害的出现，一旦发生，应如何采取措施,10,WhereDoQuestionsComeFrom?试题来源？,Questionsareconstructedbasedontheresultsofathoroughjob-analysisstudyofsevenpurchasingsectors: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:purchasingandsupplymanagementprofessionalsfororganizationswhoseprimaryactivitieswerethemanufactureofelectronics,automobile,transportation,appliances,machinery,metals,mining,paper,plastics/rubber,textiles,furniture/fixtures,chemicals,petroleum,andconstruction.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:purchasingandsupplymanagementprofessionalsfororganizationsinthefederalgovernment,includingthemilitary,aswellasprimecontractorstothefederalgovernment.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.Stateandlocalgovernment:purchasingandsupplymanagementprofessionalsinstate,countyandmunicipalgovernments.州及地方政府：各州、郡和地方政府的采购和管理专家。4.Institutions:purchasingandsupplymanagementprofessionalsforhospitals,educationalinstitutionsandnon-profitorganizations.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:purchasingandsupplymanagementprofessionalsforbanks,financialinstitutions,utilities,insurance,communications,realestate,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:purchasingandsupplymanagementprofessionalsforfoodmanufacturers,fooddistributors,foodretailers,tobaccoindustry,agriculturalentities,andrestaurants.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:purchasingandsupplymanagementprofessionalswhopurchaseitems“notforresale”andthosewhoarestrictlyinvolvedinresalesuchasapparel,furniture,books,andappliances.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。,11,ExamQuestions试题,Asuccessfulcandidatemustscorea48outof80topasstheCPPandCPPMexaminations.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。Allofthequestionsusedintheexamsaremultiple-choicetypequestions,withfouroptionsperquestiononlyoneofwhichiscorrect.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。AllquestionshaveChinesesubtitles.所有的问题都有相应的中文翻译。,12,Scoring分数,Whenanalyzingeachquestion,thecandidateshouldremembertoanswerthequestionbasedonthe“commonground”ofthesevendifferentsectorsreferencedearlier;i.e.,whichconsensusanswerreflectsthevariousgroupsassessment.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。Thereisnopenaltyforanincorrectanswer.试题答错不施行倒扣分。Passingscoresaredeterminedfromthenumberofquestionsansweredcorrectly.通过考试的分数是根据答对试题的数量来计算的。Consequently,itisinthecandidatesbestinteresttoanswerallquestions.Whenguessing,firsteliminatetheoption/optionsthatareclearlywrong.Thiswillincreasetheoddsthattheselectionwillbecorrect.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。,13,QuestionFormat试题格式,Therearenotrue/falsequestionsontheexamination.试题没有判断对错题。Testquestionsaremultiplechoice.全部试题采用单项选择题。Therearefivecomponentstoamultiplechoicequestion:1.thestem,2.theoptions3.thekey,4.thedistractors,and5,theitem.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。Thestemistheopeningsentencethatdescribesthetaskbeingtested.题干就是开篇句，即试题要考察的内容。Theoptionsarethechoicesofferedtothecandidate.Thekeyisthecorrectanswer.Thedistractorsaretheincorrectanswersorthosedesignedtodistractthecandidatefromthecorrectanswer.Theitemistheentiretestquestion.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。Testquestionsaredesignedtodetermineacandidatesabilitytounderstand,apply,analyze,interpretandevaluatepurchasingandsupplymanagementtasks.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。Thecandidatemayfeelthatthechoicesintheexaminationareincomplete.Heorsheshouldreviewthealternativeslisted,evaluateandanalyzetheoptions,andmakeaselectionbasedontheinformationfoundwithintheexamquestion.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。,14,QuestionFormat试题格式,Anotherstructureoftheexammaybeashortcasestudyintheformofafewparagraphsorachart.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。Instructionswillstatethatseveralquestionsdealwiththesituationdescribed.Thecandidatemustthenusethecasestudytoanswerseveraldifferentquestions.Onceagain,itisparamounttounderstandthescenariobeingdescribed.Thesequestionsaredesignedtoascertainthecandidatesabilitytoapply,analyze,orevaluate,basedonthecasestudygiven.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。,15,KeytoPassingtheExamination(s)通过考试的关键因素,Onekeytothesuccessfulpassageoftheexaminationsisunderstandingandapplicationofknowledge.顺利通过考试的一个关键因素是对知识的理解和运用。Thetestisnotstructuredforrecallandmemorization.不是考察你的记忆和背诵能力。ItisstronglyrecommendedthattheCPPstudyguidebeobtained.Readthisguidecarefully,focusingonconceptsandknowledge.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。,16,BloomsTaxonomyofEducationalObjectives布卢姆的教育目标分类法,Evaluation评估Synthesis综合Analysis分析Application应用Comprehension理解Knowledge知识,High高低Low,17,BloomsTaxonomyofEducationalObjectivesRelatedtoCPPandCPPMCPP和CPPM与布卢姆教育目标分类法的关系,Evaluation评估Synthesis综合Analysis分析Application应用Comprehension理解Knowledge知识,High高MostQuestionsFallintoTheseLevels多数问题属于这三个范畴Low低,18,ExamValidityandReliability考试的可信度和可靠性,TheCPPandCPPMexamsareconstructed,administeredandscoredinaccordancewiththeStandardsforEducationalandPsychologicalTestingusingvalidityandreliabilityprinciplestoensurethattheexamreflectstheknowledge,skillsandabilitiesofpurchasingandsupplymanagementprofessionalsinavarietyofsettings.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。Questionsarealsoreviewedthroughwrittencommentsobtainedfromexaminees.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。Candidatesareencouragedtomakecommentsaftertakingtheteststohelpimprovequestionsorthetestingprocedures.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。,19,WordsofAdvice建议的话,Unsuccessfulcandidatesstatethatthesinglereasonforansweringaquestionincorrectlyisfailuretoidentifywhatthequestionisasking.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。Oftenthecandidatewillnotreadthequestioncarefullyorwillfocusononlyapartofthequestionbeforemakingthechoice.Candidatesareoftenstressedbecausequestionsinthesampletestsprovidedintestpreparationclassesaredifferentintheexam.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。Remember,CPPandCPPMtestsarenotrecall,memorizationexams.记住，CPP、CPPM考试不是测试记忆、背诵能力的。Theexamsmeasureknowledge,skills,andabilitiesinthepurchasingandsupplymanagementarena.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。,20,RecentChangestotheCPPStudyGuide:QuestionsDeletedfromPracticeTestCPP学习导向更改：试卷中删除的题目,22.Oncesuppliershaveproventhattheyhavecompetitiveprices,goodquality,andcandeliverontime,itisnolongernecessarytoshopornegotiatefortheitemstheysupply.()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.ValueEngineeringisamethodofreducingthecostofanitembyfindinganotherwayofaccomplishingthefunctionoftheitembyeithersubstitutingmaterial,changingitscomponents,orchangingitsdesign.()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.SupplierAhasa$500,000machineproducingwidgets,andhefiguresacostof$56.50perhourfortheuseofthemachine.Labortorunthemachinecosts$15perhour.Tenthousandofyourwidgetscanbeproducedperhourbutittakesonehourtosetupthemachine.SupplierBhasa$75,000machineandhefiguresacostof$8.45forthemachineandlaborat$12perhour.Themachinewillproduce1000ofyourwidgetsperhourbutittakesonehalfhourtosetthemachineup.Assumingthesuppliersareequalineveryotherrespectatwhatquantitywillitmakenodifferenceincostwhogetstheorder?Checktheanswer.()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.Whatistheannualizedopportunitycostofforegoingadiscountforapromptpaymentdiscountof1.5%10/Net30ifthediscountisnottaken?Checkone.()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？,21,RecentChangestotheCPPStudyGuide:QuestionsAddedtoPracticeTestCPP学习导向更改：试卷中增加的题目,1.Contracttypes:合同类型a.havelittlerelationshiptotheuseofpriceand/orcostanalysisinaspecificpurchase.在采购细节中与价格/成本分析关系不大b.reflectthedegreeofriskthePurchasingOrganizationdesirestoassumeforperformance.反应了采购组织为实现绩效而设想的风险程度。c.arelimitedtofirm-fixed-priceandfixed-price-incentiveincontractsarrivedatthroughsealedorcompetitivebidding.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.Aredeterminedbythesupplieraspartofthebid/proposalsubmittalprocess.被供应商作为招标/提议提交过程的一部分所决定。2.Fixed-pricecontractshaveincommonanagreementbythesuppliertodeliveraproductorperformaserviceinaccordancewiththetermsandconditionsofthecontract.Underthisfamilyofcontracts: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：a.thereisanagreementbythePurchasingOrganizationtopayapriceequaltothefirmpricespecifiedinthecontractor,ifthecontractincludesatentativepricesubjecttolateradjustment,atnomorethanaspecifiedceiling.在协议中，采购组织支付一个与合同中列明的固定价格相等的价格，或者这项合同包括一个依据后来调整而变化的暂定价格，只是在一个明确的最高限度范围内。b.thepartiesagreetoanestimateoftotalcostsandthePurchasingOrganizationisnotobligatedtoreimbursethesupplierforcostsincurredinexcessofthatestimatedamount.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.thesupplieragreestouseitsbesteffortstocompletecontractrequirementswithintheestimate,tonotifythePurchasingOrganizationshouldtherebereasontothinkthatthiswillnothappen,andatthattimetogivethePurchasingOrganizationarevisedestimateofthecostforperformingthecontract.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.thesupplierisnotobligatedtocontinueperformanceorotherwiseincurreimbursableexpensesinexcessoftheestablishedestimateunlessanduntilnotifiedbythePurchasingOrganizationthatthecontractfundingandtheestimatehavebeenincreased.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.ThefollowingcontracttypetypicallyimposesthegreatestcostriskandadministrativeandauditburdensonthePurchasingOrganization: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-fix