Advanced Courses

Facilitating the Procurement Process

The aim of the workshop is to develop participants’ capability to facilitate stakeholders through the procurement process.


This workshop explores the ‘what’ and the ‘how’ of facilitating a team through the procurement process. The ‘what’ explores the tools and techniques of category management. The ‘how’ explores the tips, tricks and techniques of facilitating stakeholders through the procurement process.

This course is designed for:

This workshop will benefit procurement practitioners involved in facilitating stakeholders through procurement projects. The stakeholders may be subject matter experts, budget holders or end users, but we need to engage with them and secure their participation to maximise the chances of achieving a satisfactory outcome.

Course structure

A practical two-day workshop consisting of nine session involving exercises, case studies, practical sessions and trainer-facilitated discussions. Each of the sessions will be led by an experienced facilitator and will feature the key principles and practical methods which may be used in the procurement process, together with practical case study sessions to maximise the transfer from the workshop to the workplace.

Benefits of attending

This workshop will develop capability in faciliation skills as well as a greater understanding of the tools and techniques of strategic procurement.

As well as this, delegates will gain three key benefits from attending:

  • More capability in engaging stakeholders and facilitating them through a procurement project
  • More capability in securing stakeholder participation in a procurement project and maximising their contribution to key tools of the procurement process
  • Less conflict about the value of the procurement process, and specific tools procurement practitioners deploy during the procurement process

Key learning outcomes

  • Develop practical approaches to facilitating small groups to secure maximum contribution
  • Deploy practical tools at each phase of the procurement process, from opportunity analysis through to close out/refresh
  • Develop the capability to lead others through the process so that their participation is secured
  • Identify the features, benefits, tips, tricks and traps of a variety of tools relevant to the procurement process


Course Content


The category management process

  • Defining the opportunity
  • Reviewing the supply market
  • Developing a category strategy
  • Engaging the supply market
  • Managing supplier performance
  • Review and refresh the strategy

Facilitation; the “what” and the “how”

  • The difference between presentations and facilitation
  • Basic techniques of securing stakeholder participation
  • The roles of the facilitator and selecting which role to play

Defining the opportunity

  • Spend and opportunity analysis
  • Sources of data
  • Profiling our demand
  • Undertaking opportunity analysis
  • Engaging with stakeholders

Reviewing the supply market

  • Sources of market information
  • Developing market enquiries RFI and EOI
  • Tools to profile supply markets

Practical facilitation skills cycle #1

  • Facilitating a team through an opportunity analysis workshop
  • Facilitating a team through a “needs and wants” workshop
  • Facilitating a team through a market review workshop

Developing & executing category strategy

  • What’s in a category strategy?
  • Reconciling our needs with the market character
  • Market approach options
  • Market interactions, RFQ, RFP and RFT
  • Market interventions

Managing supplier performance/refresh

  • Standards, metrics and KPIs
  • Review meetings and feedback
  • Levers of contractual performance
  • Measuring procurement performance
  • Continuous improvement

Practical facilitation skills cycle #2

  • Facilitating a team through a strategy development workshop
  • Facilitating a team through a bid evaluation workshop
  • Facilitating a team through a contract review workshop

Managing tough facilitation challenges

  • Stakeholders who don’t want to participate
  • Stakeholders who don’t want to change
  • Designing complex projects
  • Dealing with stakeholder preference


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