CCCM

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CCCM Integrated Study Guide & 140 Review Questions 2009 Edition 
 

Covering the General Business Knowledge module & the Commercial Knowledge module.


According to the NCMA, A Certified Commercial Contracts Manager (CCCM) certification demonstrates that one is knowledgeable about the practice of contracts management in the commercial environment.

In order to earn the CCCM, a candidate must fulfill the eligibility requirement (candidate must have as a minimum a bachelor degree with 24 hours of course work in business management topics, two years of experience, plus 120 hours of continuing professional education) and must pass two examinations, which are the General Business Knowledge module and the Commercial Knowledge module. Topics that we deal with include:

General Business Knowledge:
Management, Marketing, Operations Management, Finance, Accounting, Economics, Quantitative Methods, and Ethics.

Commercial Knowledge:
Contract Principles, Acquisition Planning, and Contract Administration

The CCCM exams are all MC based, and you will need to get approx. 68% correct answers in order to pass. The exams have quite many questions that ask for your "best decisions" (i.e. how you will tackle a situation in a live environment). They are not tricky questions, but just that they are not as straight forward as the standard text book type questions.

Our CCCM Study Guide goes the expert-advice way. Instead of just giving you the hard facts, we also give you information that covers the best practices. With these information, you will always be able to make the most appropriate expert judgment in the exams.

The CCCM study guide covers topics from both exam modules. However, instead of following a rigid topic flow, we give you the freedom to review topics in any order you like. We do encourage you to go through ALL topics of both modules prior to attempting any one of the exam modules, since it is not uncommon to find overlapped topics in the exam questions. And for the best possible exam performance, you may want to use our study guide together with other study resources. Do your readings, and give yourself enough time to digest what you have read. Link the theories and concepts to your real world contract management experience, then you will do fine for sure :) 

 

Note that our section on Commercial contract has a strong focus on the law and legal aspects of business contract. Relevant contract law topics at a glance:

 

MANAGING BUSINESS CONTRACT

DEFINING CONTRACT MANAGER & CONTRACT ADMINISTRATOR
CONTRACT ADMINISTRATION OVERVIEW
CONTRACT CLOSURE
CONTRACT COMPENSATIONS & FINANCING
QUOTATIONS AND TENDERS
RFP
LOI
DRAFTING YOUR CONTRACT
SETTING THE ORDER OF PRECEDENCE
CONTRACT EXHIBITS
TIME CLAUSE
REWARDS
INCORRECT PAYMENTS
LEGAL AUTHORITY
INSPECTION AND ACCEPTANCE
CHANGE ORDER PROCEDURES
EXPLICITLY SPELLED OUT REMEDIES
TERMINATION FOR DEFAULT/CAUSE

 
OTHER CLAUSES
ETHICS
CONTRACT NEGOTIATION
STYLES OF NEGOTIATION
PRE-NEGOTIATION PREPARATION
PRE-NEGOTIATION EXCHANGES

BUSINESS CONTRACT LEGAL ELEMENTS

SOURCE OF LAW
THE STATUTE OF FRAUD
CONTRACT TYPES
OFFER, ACCEPTANCE, AND INVITATION TO TREAT
CONSIDERATION
DISCHARGING OR INVALIDATING A CONTRACT
BREACH OF CONTRACT
POSSIBLE DEFENSES
DAMAGE RECOVERY
SATISFACTION CLAUSE
AGENCY RELATIONSHIP

 

Acquisition Planning Contents:

MANAGING PROCUREMENT
PRINCIPLES AND STANDARDS OF PURCHASING PRACTICE
ANTI-TRUST
ORDERING PROCEDURE
PARTNERING
NEW TREND IN PURCHASING
NEW TREND IN SUPPLIER RELATIONSHIP MANAGEMENT
JIT AND PURCHASING
WASTES IN THE PURCHASING PROCESS
BENEFITS OF JIT PURCHASING
ACQUISITION PLANNING

 

 

140 Review Questions on Contract Principles, Acquisition Planning, Contract Administration, and Procurement.

 

General Business Knowledge contents:

BUSINESS ECONOMICS & GLOBAL BUSINESS
ECONOMICS DEFINED
MICRO VS MACROECONOMICS
OPPORTUNITY COST
SPECIALIZATION, COMPARATIVE ADVANTAGE AND ABSOLUTE ADVANTAGE
PRODUCTION POSSIBILITY FRONTIER
MARKET DEFINED
DEMAND VS QUANTITY DEMANDED
SUPPLY VS QUANTITY SUPPLIED
EQUILIBRIUM VS DISEQUILIBRIUM
MOVEMENT ALONG THE CURVES VS SHIFTING OF THE CURVES VS ELASTICITY
DIFFERENT TYPES OF MARKET STRUCTURE
MONOPOLY
PERFECT COMPETITION
OLIGOPOLY AND MONOPOLISTIC COMPETITION
MARKET POWER VS PRICE TAKING
ECONOMIES OF SCALE
LAW OF DIMINISHING MARGINAL UTILITY
MONETARY POLICY VS FISCAL POLICY
ECONOMIC GROWTH, INFLATION AND CPI
BALANCE OF PAYMENTS AND BALANCE OF TRADE
MONEY SUPPLIES, EXCHANGE RATE AND CURRENCY VALUATION
M1, M2 AND M3
FOREIGN EXCHANGE
ECONOMIC INDICATORS
ACCOUNTING PRINCIPLES AND STANDARDS
IAS
GAAP, FASB AND SFAS
REPORTING CONTINGENCIES
REPORTING EARNINGS
OFF-BALANCE-SHEET ENTITIES
PURCHASE ACCOUNTING VS POOLING OF INTEREST
OPERATING CASH FLOW VS NET INCOME VS EBITDA
CASH FLOW STATEMENT
CASH FLOW ACTIVITIES
CASH FLOW FROM OPERATING ACTIVITIES
DEPRECIATION
ACRS VS MACRS
FAIR VALUE VS HISTORICAL COST
INVENTORY VALUATION
CAPITALIZATION OF INTEREST COSTS
CAPITALIZATION OF LEASES
FOOTNOTES
S-CORP STATUS
MANAGING AN ORGANIZATION
OB MODELS AND THEORIES
ORGANIZATIONAL DEVELOPMENT
CHANGE MANAGEMENT
CHANGE STRATEGIES
US BUSINESS ENVIRONMENT AND REGULATORY REQUIREMENTS
ACTS AND REGULATIONS
UCC
NCMA CODE OF ETHICS
MANAGING THE BUDGET
BUDGET DEVELOPMENT STRATEGY
COVERAGE
BUDGET VARIANCES
STANDARD COSTING
SLACK
COST MANAGEMENT
STANDARD COSTING
ACTIVITY-BASED COSTING
LCC
THROUGHPUT ACCOUNTING
PERFORMANCE MEASUREMENT AND ROI
PERFORMANCE MEASUREMENT AND BENCHMARKING
COMMUNICATION & INFORMATION MANAGEMENT
THE ROLE AND APPROACHES OF INFORMATION MANAGEMENT
INTEGRATING INFORMATION AND BUSINESS STRATEGIES
COMMUNICATION MANAGEMENT
VERTICAL COMMUNICATION
HORIZONTAL COMMUNICATION
DIAGONAL COMMUNICATION
CIRCULAR COMMUNICATION
COMMUNICATION BARRIERS
FORMAL NETWORK VS GRAPEVINE
MANAGING RISK
RISK MANAGEMENT DEFINED
THE RISK MANAGEMENT STEPS
MANAGING INFORMATION TECHNOLOGY
MANAGING THE SUPPLY CHAIN
SUPPLY CHAIN
SCM
SWOT ANALYSIS
ENVIRONMENTAL SCANNING
MBO, MBE AND VA
SCOR
SUPPLY CHAIN DESIGN
SUPPLY CHAIN REENGINEERING
SUPPLY CHAIN COLLABORATION
SUPPLY CHAIN QUALITY
PRODUCT CATEGORIES IN A PRODUCTION ENVIRONMENT
HIGH VOLUME/LOW MARGIN
LOW VOLUME/HIGH MARGIN
DESIGNER PRODUCTS
NPD
SUPPLY CHAIN METRICS
SUPPLY CHAIN CHALLENGES
THE “TECHNICAL TERMS”

 
BOM
SKU
EOQ
REORDER POINT
MAKE VS BUY
LEASE VS BUY
LEASING ARRANGEMENTS
INTERNATIONAL SOURCING
JUST-IN-TIME (JIT)
WASTE ELIMINATION AND QUALITY IMPROVEMENT
MANAGING THE CUSTOMERS
MARKETING MIX
SERVICE CHAIN MANAGEMENT
THE SALES PROCESS
SALES FORCE AUTOMATION
MANAGING SALES & OPERATIONS
S&OP STAGES AND COMPONENTS
EFFECTIVE S&OP
MANAGING RESOURCES STRATEGICALLY
MANAGING QUALITY
AN OVERVIEW OF THE TERM “QUALITY”
QUALITY ASSURANCE, CONTROL AND MANAGEMENT
TQM
GOOD PRACTICE SYSTEMS
CHECK SHEETS
QFD
FISHBONE DIAGRAM
KAIZEN
TOYOTA PRODUCTION SYSTEM
DEPARTMENTAL PURPOSE ANALYSIS
POKA-YOKE
QUALITY CIRCLE
PDCA
ADRI
SIX SIGMA
CONTINUOUS IMPROVEMENT PROJECTS
STATISTICAL PROCESS CONTROL
CONTROL CHARTS
CONTROL CHART, RUN CHART, PARETO CHART, SCATTER DIAGRAM, AND CAUSE & EFFECT DIAGRAM
ZERO DEFECTS
FAILURE TESTING
SCORECARDING
AUDIT METRICS
QUALITY STANDARDS
PQT AND QIT
KAIZEN TEAM
BUSINESS PROCESS REENGINEERING
MANAGING PEOPLE (LEADERSHIP)
LEADERSHIP STYLES
GOVERNANCE
AGENCY THEORY
BUSINESS ETHICS
SOCIAL RESPONSIBILITY
SR TERMS
SR AS AN OBLIGATION
SR AS A LIABILITY
SR AS A STRATEGIC MOVE
SR ON A GLOBAL SCALE
SR APPROACHES
MANAGING KNOWLEDGE
DISTINGUISHING BETWEEN DIFFERENT KINDS OF KNOWLEDGE
KM, TEAMWORK AND TECHNOLOGIES
PROMOTING KM
DEMAND PLANNING & MANAGEMENT
NATURE OF DEMANDS
DEMAND MANAGEMENT VS DEMAND PLANNING
HOW DO YOU ACTUALLY MANAGE THE DEMAND?
DEMAND FORECASTING
STATISTICAL TOOLS FOR FORECASTING
MOVING AVERAGE
ABC CLASSIFICATION
MORE ON QUANTITATIVE TECHNIQUES
THE CENTER
THE DISTRIBUTION
NORMAL DISTRIBUTION
CORRELATION ANALYSIS AND CONTINGENCY ANALYSIS
STATISTICAL INFERENCE
OTHER ANALYSIS METHODS
BULLWHIP EFFECT
MEASURING BUSINESS PERFORMANCE
FINANCIAL MEASURES
METRICS FOR OPERATION AND INVENTORY MANAGEMENT
OTHER METRICS
BENCHMARKING
MANAGING LOGISTICS
TRANSPORTATION
BASIC MODES OF TRANSPORTATION
DRP
PACKAGING
REVERSE LOGISTICS
YARD & DOCK MANAGEMENT
MANAGING THE WORKPLACE AND THE WORKFORCE
STAFFING
STRATEGIC WORKFORCE PLANNING
INTERNAL CONTROLS
BASIC CONTROL PRINCIPLES
CASH HANDLING
DISBURSEMENTS, PAYMENT AND ACQUISITION
DIVERSITY MANAGEMENT
ISSUE MANAGEMENT
PREMISES MANAGEMENT
PERFORMANCE EVALUATION
LAST MINUTE TIP

 

 

This product has approx. 530 pages in total. Contents have been updated on 22 Nov, 2008.

 

CCCM Exam Tips


The actual exam questions were written to be tricky. However, if you are careful enough, the process of isolation would work pretty well in eliminating the wrong choices.


Take a look at the commercial knowledge question below:

An offer, in order to give rise to a valid contract, must

be timely accepted by the intended offeree
be stated orally
be specifically permitted by statute or regulation
be limited as to form of acceptance

As you can see:

be stated orally <-- this is obviously wrong
be specifically permitted by statute or regulation <-- "be specifically permitted" does not mean "be legal". A statute cannot "specifically" permit an offer.
be limited as to form of acceptance <-- the offerer may choose to limit the form of acceptance, but the question does not say so.

Here comes another one:

In contract disputes, a claimant is:

a person who has a demand made against them
a person who asserts a right or demand
a person who countersues
a third party who makes a demand against the seller


It is quite obvious that the third and the fourth choices are surely wrong. The first choice says "who has a demand made against them". The "them" here refers to the disputes. A claimant does not have a demand against the disputes. He does have one against the other party to the contract.

 

If you understand the logic behind the CCCM questions & choices, you will easily get the wrong answers removed!
 

 

Special Promotional Offer: only USD$49 for the CCCM Study Guide & Practice Test.
 

 

 

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