Level 3: Advanced

1. Writing Tender Evaluation Reports

This intensive workshop explores the knowledge and skills needed to write more effective tender evaluation reports and to manage upwards when briefing reviewers and senior decision-makers.

Introduction

This intensive workshop aims to develop the capability to write tender evaluation reports that are both compliant with organisational governance, and which contain sufficient information to enable the recommendation to be approved on the first presentation. Highly participative, the workshop is delivered without PowerPoint slides and maybe run over one day or two half-day sessions.

This course is designed for:

The workshop will benefit those who are responsible for preparing and evaluation reports, and those who influence reviewers or senior decision-makers responsible for evaluating tender evaluation recommendations

Course structure

The workshop is founded on 70/20/10 principles, and there will be pre- and post-workshop activities totaling about 60 minutes additional workload. The workshop is based around eight practical activities in a workbook, ensuring that the workshop is practical, fast-paced and participatory.

Pre- and post-workshop activities are designed to stimulate thought about the needs and legitimate expectations of reviewers and decision-makers, as well as understanding good practice in drafting technical documents in simple English.

Benefits of attending

Attendance will help build an understanding of the needs, concerns, and issues of reviewers and senior decision-makers and also orientate attendees around the content and style of evaluation report.

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

• More understanding of how to match the rigor of the tender evaluation report to the complexity and/or value of the project and or category addressed in the tender evaluation report
• More understanding of the importance of addressing risks in the procurement process and ensure that the evaluation report is comprehensive in terms of content
• Less likelihood that reviewers and governance forums will request further information or reject evaluation reports on first presentation

Key learning outcomes

• Anticipate the questions, concerns and issues that reviewers and decision makers may have about the tender evaluation process for a range of different projects.
• Describe a variety of ways to engage with and influence senior managers prior to review meetings, and tailor the approach to match the preferences of the stakeholder
• Write tender evaluation reports that conform to the organization’s preferred templates structure and style
• Draft the content of evaluation reports with a level of rigor appropriate for the risk and complexity of the project or category
• Identify good practice in writing in plain English

Course Content

• What are the general and specific concerns of governance groups and how do individual Managers differ in the preferred style of receiving information?
• What are the specific risks in the procurement process which governance groups expect to be addressed in tender evaluation reports?
• How can the organization’s Tender Evaluation template be completed to ensure that all relevant risks are addressed?
• What are the contents of the organisation’s Tender Evaluation Report, and how can we determine which content is relevant to which section?
• How can we match the rigour of the evaluation report to the complexity and risk of the project or category?
• How can we write technical documents in plain English and avoid either too much or too little detail for the reviewers?
• How can we communicate both qualitative and quantitative information in written communication, so that it is readily understood by time-poor executives based that content that is presented to them orally and in writing?

2. Create Insights From Spend Data

This intensive half-day workshop will help you design your procurement strategy based on insights from spend analysis.

Introduction

This intensive half-day workshop helps practitioners interpret procurement data and identify the next steps. The next steps may include further analysis, or the identification of opportunities to inform procurement strategy.

This course is designed for:

This workshop is designed for analysts and/or procurement staff involved in spend and/or data analysis.

Course structure

This is a practical half-day session on data analysis where participants will identify the key insights that will inform subsequent strategy development and analysis of spend data.
Including Situation target proposal and other frameworks which help in structuring communications about insights within the data.

Benefits of attending

Participation will help accelerate progress from producing charts to the identification of the implications of the data.
As well as this, delegates will gain three key benefits from attending:

• More clarity about latent opportunities within the spend data
• More confidence about the next steps
• Less time wasted on non value-adding analysis

Key learning outcomes

By the end of the workshop, participants will be able to:

• Describe the seven dimensions of spend analysis
• Describe five key insights that inform most procurement strategies
• Identify best practice in spend analysis dashboards

3. Aligning Procurement Strategy with Data Insights

This intensive half-day workshop will help you design your procurement strategy based on insights from spend analysis.

Introduction

This workshop explores practical ways to use data to improve organisational efficiency and competiveness as well as learning how to stand out through your approach and delivery. This workshop is designed for analysts, category managers or other staff who develop procurement strategies. As well those who are curious in nature, enjoy problem solving and prefer an exploratory approach to knowledge.

This course is designed for:

This workshop is designed for analysts, category managers or other staff who develop procurement strategies.

Course structure

This is a practical half-day workshop exploring practical examples of building procurement strategies from data insights. The content, range and how insights of procurement strategies inform procurement strategies will also be explored.

Benefits of attending

Participation will help avoid ‘cookie-cutter’ strategies that do not align with the insights in the data.
As well as this participants will gain three key benefits from attending:

• more alignment between procurement strategy and defensible facts
• more likelihood that benefits can be related back to the procurement strategy
• less chance that the strategy is not appropriate for the category

Key learning outcomes

By the end of the workshop, participants will be able to:

• Identify the key elements of a procurement strategy
• Align strategies to the character of organizational demand
• Create defensible strategies that are based upon actual data

Course Content

• What is typically included in a procurement strategy?
• What are the choices that need to be made in a procurement strategy?
• The link between spend analysis, procurement strategy and benefits realization
• Sources of value from the procurement process beyond price reduction
• Matching the value opportunity to the insights from spend analysis
• Importance of understanding the bounds of power and developing procurement strategy
• Practical example of building a procurement strategy from data insights

4. Advanced Contract Management

This workshop aims to develop capability in applying a range of tools and techniques in contract management.

This course is designed for:

The workshop will benefit those who are responsible for managing contracts that are complex, high value and/or high risk, and generally those who wish to develop their existing capability in contract management. It is assumed that participants in this workshop  have some contract management experience, and that they wish to further develop their understanding of contract management tools and techniques.

Course structure

The pre-workshop activity will stimulate thought about effective contract management. The workshop will be led by an experienced facilitator, and will include case studies, presentations and discussions. The postworkshop activity will seek to reinforce the learning and to maximise the transfer from the workshop to the workplace.

Benefits of attending

Attendance will help build capability in effective contract management.

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

• More knowledge and capability in managing contracts throughout their lifecycle
• More knowledge and capability in applying tools and techniques of contract management to a range of contracts
• Less likelihood of the contract outputs or outcomes failing to meet expectations in terms of cost and value

Key learning outcomes

• Recognise and respond to key challenges when managing contracts
• Deploy a range of contract management tools and demonstrate appropriate behaviours in a range of contract management situations
• Manage cost and supplier performance during the contract so that contract outcomes are consistent with expectations
• Manage contracts in a way that ensures effective stakeholder engagement.
• Comply with the contract management framework and reduce the impact of uncertainty upon contractual results

Course Content

 Contract set up

• Value risk approach to managing contracts
• Roles and responsibilities
• Effective stakeholder management success

Managing with KPIs

• Setting KPIs
• Developing an appropriate range of KPIs
• Performance management

Negotiation and influencing

• Push and pull approaches to influencing
• Principles of negotiation
• Managing the kick off meeting

Key challenges in managing contracts

• Reducing complexity
• Distinguishing “noise” from “trends”
• Deciding what records to keep

Cost and value management

• Understanding total cost
• Reducing total cost
• Tracking cost, value and benefit realisation

Supplier performance management

• Elements of supplier performance management
• Motivating the supplier to perform
• Dealing with poor performance

Managing variations

• Good practice in managing variations
• What can be varied, when and how?
• Variation by conduct
• Tips, tricks and traps of managing variations

Managing contract close out

• Managing transitions
• Tips, tricks and traps for contract close out
• Capturing and sharing lessons learned

Detecting and dealing with malpractice

• Targeting potential fraud
• Potential red flags
• Controls and supervision

5. Advanced Negotiation

This workshop aims to develop participants existing capability in planning and executing negotiation. It explores the context of the relationship and the strategies and behaviours that underpin negotiating better outcomes.

Introduction

This intensive two-day workshop explores the context and processes of the negotiation process at an advanced level. There will be pre- and post-workshop activities totalling about 40 minutes additional workload, as the workshop is founded upon 70/20/10 principles.

This course is designed for:

The workshop will benefit those involved in commercial negotiations who wish to develop their existing capability in managing negotiation processes. This will be of particular benefit to those involved in high risk or high value arrangements.

Course structure

The pre-workshop activity will stimulate thought about the importance of negotiation in contributing to outcomes from the sourcing process. The workshop will be led by an experienced facilitator, and will include a number of sessions involving exercises, case studies and facilitated discussions. The post-workshop activity will seek to reinforce the learning and to maximise the transfer from the workshop to the workplace.

Benefits of attending

Attendance will help develop existing capability in negotiation, and in the tools that may be used.

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

• More appreciation of how to relate negotiation to the context the party’s relationships
• More capability in preparing for negotiation and executing those plans
• Less likelihood of the negotiation process failing to realise the planned objectives

Key learning outcomes

• Design and implement negotiation plans for a variety of different relationship types
• Develop negotiation plans relevant to realising business objectives
• Lead the negotiation process and adopt appropriate behaviours at each phase
• Demonstrate a variety of persuasion methods and deploy them appropriately during negotiations

Course Content

The negotiation process in overview

• Planning the what and the how of negotiation
• Risks and opportunities
• Managing the negotiation process

Understanding the context of the negotiation

• The balance of power between the parties; who needs who more?
• Objectives appropriate for different contexts
• Behaviours appropriate for different contexts

Managing the political dimension

• The political dimension to the negotiation; how is each party influenced?
• Managing communication flows within our organisation
• Lobby and influencing the other party

Managing the negotiation process

• What is going on at each phase of a negotiation?
• Governance controls and managing the licence to agree
• Staying in control of the negotiation process

Setting objectives

• The link between objectives and relationships
• Objective setting in practice; developing a range of objectives
• Jointly setting objectives in collaborative relationships

Influencing the other party

• How we influence the other party
• Matching the persuasion method to the relationship
• Managing stakeholder behaviour

Interpersonal behaviours

• The principles of assertive behaviour
• Towards emotional intelligence; tuning in to what is said and what is communicated non-verbally
• Questioning and listening

Role play application

• Preparing for a negotiation
• Two cycles of negotiation practice
• Application of theory in practice

Review and lessons learned

• Key lessons learned
• Tactics and ploys
• The role of planning in shaping outcomes

6. Facilitating the Procurement Process

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

Introduction

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

7. Driving Strategic Sourcing Initiatives and Tender Evaluation

This workshop aims to equip participants with capability in effectively leading and managing strategic sourcing initiatives to deliver value for money outcomes.

Introduction

This intensive one-day workshop explores a number of elements of the sourcing  process at an advanced level including developing sourcing strategies, facilitating decision making and effective stakeholder engagement, driving value for money outcomes, and managing the evaluation process.

This course is designed for:

The workshop will benefit experienced sourcing practitioners, particularly those involved in complex, high value and/or high risk sourcing activities, who wish to develop their existing capability in managing sourcing projects.

Course structure

There will be pre- and post-workshop activities totalling about 90 minutes additional workload, as the workshop is founded upon 70/20/10 principles. The pre-workshop activity will stimulate thought about the role of a category manager in contributing to organisational results. The workshop will be led by an experienced facilitator, and will include nine sessions involving exercises, case studies, presentations and facilitated discussions. The post-workshop activity will seek to reinforce the learning and to maximise the transfer of knowledge from the workshop to the workplace.

Benefits of attending

Attendance will help develop existing capability in the sourcing process, and in the tools and techniques that may be used to achieve value for money outcomes that meet the customer’s needs.

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

• More appreciation of when to match the market and when to develop unique solutions
• More capability in managing project teams to reach the ‘right’ decision
• Less likelihood of the sourcing process becoming derailed by conflict and disagreement

Key learning outcomes

• Develop bid and evaluation plans for a variety of categories which are appropriate with the project and for the category
• Apply stakeholder influencing skills to facilitate the project team to outputs that are in the best interests of the whole of the public service
• Design and deploy appropriate evaluation strategies to identify the most suitable offers
• Link the sourcing objectives to the objectives of the organisation and develop congruent KPIs and benefit realisation plans

Course Content

What is “strategic” about sourcing?

• Tactical and strategic behaviour
• Examples of strategic procurement
• When sourcing is a tactical process

From policy outcomes to KPIs

• Diagnosing strategic goals and business priorities of the public authority
• Aligning the contribution of procurement to those goals
• Setting realistic goals of what sourcing can contribute; opportunity analysis

Defining business needs

• Engaging with key stakeholders and diagnosing their business and personal needs
• Developing a scorecard of key outputs and outcomes
• Defining ‘value for money’ for different categories

Managing stakeholder expectations

• Who are our current suppliers?
• Reviewing potential suppliers
• Supply market analysis
• Engaging and briefing potential suppliers

Facilitation of project teams

• Facilitating teams to be creative, such as generating potential sourcing strategies
• Facilitating teams to reach consensus, such as selecting sourcing strategies
• Facilitating teams to make decisions, such as selecting successful suppliers

Managing the evaluation process 1/2

• Selecting the bid evaluation criteria and bid evaluation process (e.g. shortlisting, supplier presentations etc).
• Managing communications with suppliers during the evaluation process
• Developing the evaluation plan
• Closing out the process – best practice for forming contracts

Managing the evaluation process 2/2

• Calibrating the scoring process
• Managing divergent opinions during the evaluation process
• Developing recommendations for governance groups

Developing the business case

• Completing the business case
• Measuring outputs against the original procurement objectives
• Capture lessons learned and performance against knowledge transfer objectives

Securing stakeholder support for the implementation plan

• Engaging with stakeholders (such as category managers) to progress handover
• Design mechanisms to track benefits
• Handover to category manager and contract manager

8. Enabling Better Business Outcomes from the Procurement & Contracting Process

This intensive one-day workshop explores roles, activities and methods used in procurement, and to improve awareness of how to effectively lead and manage procurement teams.

Introduction

This workshop aims to equip participants with the underpinning knowledge to support effective leadership of the category management and/or sourcing function.

This course is designed for:

The workshop is aimed at leaders and senior managers who are responsible for the delivery of procurement outcomes in their organisation.

Course structure

The pre-workshop activity will stimulate thought about the role of the procurement process in contributing to organisational goals. The workshop will be led by an experienced facilitator, and will include nine sessions
involving exercises, case studies, presentations and facilitated discussions. The post-workshop activity will seek to reinforce the learning and to maximise the transfer from the workshop to the workplace.

Benefits of attending

Attendance will help raise understanding of the procurement process and the how better outcomes may be achieved through effective leadership of the process.

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

• More appreciation of what ‘good practice’ looks like in managing the procurement process
• More appreciation of the capabilities needed to manage the procurement process
• Less likelihood of the procurement process failing to deliver the planned outcomes due to poor functional leadership.

Key learning outcomes

• Identify the key success factors for a  procurement process which drives value for money outcomes
• Define what ‘good’ looks like for key enablers of the procurement process
• Identify the capabilities that underpin superior performance in managing the procurement process
• Develop appropriate metrics and reports to monitor the performance and contribution of the procurement process

Course Content

Overview of the procurement process

• The category management framework
• Category management implementation
• Translating goals into specific targets

What’s strategic about procurement?

• Why do some projects fail?
• Kotter’s approach to change management
• Building a “guiding coalition”

Defining an “intelligent customer”

• Identify a sponsor
• Develop a project charter
• Setting realistic targets; “how much by when?”

What does ‘good practice’ look like? 1/2

• Review of demand management strategies; what are the key barriers?
• Review of demand management strategies; what are the key enablers?
• Key elements of a change programme to implement demand management

What does ‘good practice’ look like? 2/2

• Review of sourcing strategies; what are the key barriers to success?
• Review of sourcing strategies; what are the key enablers of success?
• Key elements of a program to realise potential sourcing benefits

Risks relevant to the procurement process

• Risks in the end to end procurement process
• Symptoms of low efficiency in the procurement process
• Symptoms of fraud and malpractice in the procurement process

Controls relevant to the procurement process

• The Queensland Procurement Policy (and applicable legislation, Codes of Conduct, agency/organisational procurement frameworks, processes and procedures)
• Consequences of non-compliance

Capabilities of an effective procurement practitioner

• Technical capabilities that drive superior performance
• Personal attributes associated with superior performance
• Development interventions for procurement practitioners
• Importance of matching expertise and experience (including commercial acumen) to the complexity and importance of high value, high risk or strategic procurement activities and negotiations

KPIs for procurement practitioners and procurement teams

• KPIs associated with effectiveness and contributing to policy goals and outcomes
• KPIs associated with efficiency, economy and benefits

9. Outcome Based Contract Management

This workshop aims to develop awareness and understanding of managing outcome based relationships.

Introduction

This one-day workshop explores the role of the client in managing outcome based relationships.

This course is designed for:

The workshop will benefit those who are responsible for managing relationships which are focused upon rewarding outcomes rather than outputs or processes. It is assumed that participants in this workshop have some familiarity with results based accountability, and that they wish to further develop their understanding of managing relationships where the focus is upon rewarding outcomes.

Course structure

There will be pre- and post-workshop activities totalling about 90 minutes additional workload, as the workshop is founded upon 70/20/10 principles. The pre-workshop activity will stimulate thought about the role of a category manager in contributing to organisational results. The workshop will be led by an experienced facilitator, and will include nine sessions involving exercises, case studies, presentations and facilitated discussions. The post-workshop activity will seek to reinforce the learning and to maximise the transfer of knowledge from the workshop to the workplace.

Benefits of attending

Attendance will help build capability in managing effective relationships.
As well as this participants will gain three key benefits from attending:

• More knowledge and capability in managing outcome based agreements throughout their lifecycle
• More knowledge and capability in applying tools and techniques of contract management to outcome based contracts
• Less likelihood of the contract outcomes failing to meet expectations in terms of cost and value

Key learning outcomes

• Build and manage appropriate relationships
• Manage the performance of the provider and demonstrate appropriate behaviours in a range of performance management situations
• Manage provider performance during the agreement so that contract outcomes are consistent with expectations
• Comply with the contract management framework and reduce the impact of uncertainty upon contractual results

Course Content

Relationship analysis

• Why outcome based relationships are special
• Value risk approach to managing relationships
• Roles and responsibilities in outcome agreements

Service performance management

• The scope and standard of services
• Intended outcome(s) of the contract/s
• Managing changes to scope

Performance regime

• The performance management framework
• Performance measures in the contract
• Trigger threshold/s for rewards

Monitoring and reporting mechanisms

• Designing governance mechanisms
• Reporting by the provider
• Scheduling review meetings

Remuneration regime

• Payment mechanisms
• The basis for additional payments
• The basis for limiting payments

Continuous improvement mechanisms

• Creating a culture of improvement
• Client role in results based accountability
• Managing the creation of new IP

Resolving disputes and issue resolution

• Issue identification and exploration
• Escalation process
• Evaluating a provider recovery plan

Managing contract set up

• Program for contract establishment process
• Building person to person relationships
• Building trust and collaboration in outcome relationships

Managing review meetings

• Agenda for review meetings
• Dealing with performance variations
• Setting targets and joint planning processes

10. Masterclass – Category Management

This workshop aims to equip delegates with practical methodologies to manage their category from end- to-end.

Introduction

This intensive workshop explores the tools, techniques and methods of category management, and will explore how value may be created and lost throughout the category management process.

This course is designed for:

The workshop will benefit category managers who need to develop category plans and deliver better outcomes from category management for their organisation.

Course structure

A practical two-day workshop consisting of nine session involving exercises, case studies, presentations 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

Attendance will equip delegates with the tools, techniques and methods that category managers can deploy at the various stages of the category management process.

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

•  More appreciation of the role of the category manager in facilitating the end-to-end process; what tools, techniques and methods are appropriate at each phase?
• More confidence in the deployment of specific tools which may be appropriate at each phase
• Less likelihood that the category management process will be undermined through role conflict, or the adoption of inappropriate strategies or approaches

Key learning outcomes

1. Describe the end to end category management process and identify the activities and tools that may be used at each phase of the process
2. Describe the role of the category manager during the process and give examples of how value may be added at each phase
3. Develop category plans for a range of different levels of complexity and match the degree of rigour to the complexity of the category
4. Distinguish between purchasing, sourcing, procurement and category management and be capable of pitching the benefits of category management to stakeholders
5. Develop strategies to manage demand as well as supplier performance and demonstrate appropriate behaviours to achieve desired category outcomes

11. Masterclass – Commercial Acumen

This workshop aims to develop participants existing capability in planning and executing commercial arrangements. It explores the context of the relationship and the strategies and behaviours that underpin facilitating better business outcomes.

Introduction

This intensive two-day workshop explores commercial acumen for contracting professionals from start to finish, and the behaviours and methods that can be deployed throughout the life-cycle to strengthen the decisions made.

This course is designed for:

The workshop will benefit those involved in commercial contracts, negotiations and relationships who wish to develop their existing capability in managing commercial processes. This will be of particular benefit to those involved in high risk or high value arrangements.

Course structure

A practical one-day workshop consisting of six sessions involving exercises, case studies, presentations and trainer-facilitated discussions. The sessions will be led by an experienced facilitator and will feature the key principles and practical methods which may be used in the commercial contracting process, together with practical case study sessions to maximise the transfer of knowledge from the workshop to the workplace.

Benefits of attending

Attendance will help develop existing capability in commercial arrangements, and in the tools that may be used.

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

• Make better contracting judgments and quicker decisions
• Be more likely to achieve contractual goals quickly and with less effort, disputes and cost
• Reduce the likelihood of losing value through making elementary mistakes

Key learning outcomes

• Be more likely to achieve contractual goals quickly and with less effort, disputes and cost
• Reduce the likelihood of losing value through making elementary mistakes
• Protect the interests of the organisation by the use of the supply chain and contracting life cycles
• Safeguard against supply chain and contracting interruptions by enhancing the contracting process
• Develop clear performance criteria that are workable for both vendor and purchaser
• Improve ability to read and interpret contracts and financial documents that relate to the contract
• Enhance identifying, assessing and mitigating risks skills
• Capture performance so that it can be optimally evaluated and monitored

Course Content

Why the CEO looks at the big picture

• Defining “acumen”
• Identifying the key steps in strategic planning
• Realising that “everything in business is related”
• Determining what the various departments do to achieve the business mission
• Describing why early supply chain problems can cause issues further along the chain

Success through numbers

• Understanding our business and that of clients/suppliers
• Examining how decisions can affect cash flow and profits
• Describing how the parties make/spend their money
• Making more objective pricing and costing decisions
• Mitigating revenue and expenditure leakages, including fraud
• Other party due diligence and security options

Managing the relationships

• Identifying and improving key stakeholder, commercial and supply chain relationships
• Describing why the contract is the framework of commercial relationship
• Comparing and contrasting ‘managing’ and “leading”
• Examining successful change management
• Building trust and relationships
• Improving communication

Effective Management of Contracts

• Identifying the commercial and legal purposes of a contact
• Linking the strategic plan, business case and the contract
• Describing how to read and understand a contract
• Creating a valid and enforceable contract
• Planning a negotiation for desired business outcomes
• Examining key ways to manage contract risk exposure

Managing performance

• Reviewing performance data
• Interpreting the patterns and trends
• Planning and executing the review meeting

Managing deliverables successfully

• Purpose of “deliverables”
• Differentiating SLAs, KPIs, PIs, rebates, incentives and bonuses
• Writing “quality” into a contract
• Identifying the optimum number of deliverables?
• Examining transition clauses
• Monitoring and evaluating deliverables

12. Masterclass – Contract Law

This workshop aims to equip delegates with an in-depth understanding of the legal risks, challenges and opportunities associated with contract formation, managing contractual breach and contract termination.

Introduction

This intensive workshop explores the legal issues and managerial choices associated with commercial contracting. The workshop will address risk, legal framework, options and choices for each of contract formation, contract terms, contract breach and contract termination.

This course is designed for:

The workshop will benefit managers who wish to build upon an existing appreciation of contract law principles and consider broader risk and managerial issues associated with commercial contracting.

Course structure

A practical two-day workshop consisting of nine sessions involving exercises, case studies, presentations 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 contracting process, together with practical case study sessions to maximise the transfer from the workshop to the workplace.

Benefits of attending

Attendance will improve the ability of attendees to consider the risk controls in their contracting system and the organisational issues raised.

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

• More appreciation of the risk profile of their organisation and the issues raised in risk allocation
• More sensitivity to the organisational enablers of risk mitigation with the client and/or the supplier
• Less likelihood that risk management is undertaken in a way that results in the wrong party managing the risk

Key learning outcomes

1. Evaluate what balance is needed between commercial mechanisms to manage risk and contractual mechanisms
2. Design and negotiate appropriate liability, indemnity and warranty clauses for their organisation
3. Design negotiation strategies for both cooperative and competitive negotiations which make it more likely that the resultant contract will meet the client’s needs
4. Critically assess when to invoke informal and formal remedies for poor performance, including liquidated damages and termination clauses
5. Describe the key provisions of the Competition and Consumer Act 2010 and relate the provisions to the behaviour of procurement practitioners in their organisation

Course Content

The primary functions of contract

• Traditional approach to contracting
• Being more proactive to contracting
• Balancing the commercial and legal parts of a contract

 Introduction to the legal process

• Where to find relevant laws
• How to successfully sue in court
• How to successfully defend a legal claim
• Using costs to strengthen your case
• How the courts resolve contractual disputes

Creating a legally enforceable contract

• The legal and commercial definitions of a contract
• Contract disasters and what we can learn from them
• Creating with the ‘exchange of promises’ doctrine
• Preventing your contract becoming void for uncertainty
• Winning the “battle of the forms”
• Are your MOUs, MOAs or Letters of Intent binding?
• Issues that make your contract invalid or unenforceable

Key contract operationalises

• Excluding liability
• Preventing subcontracting, assignment and change of control
• Ways to terminate your contract
• Choosing your remedies: unliquidated damages versus LDs versus indemnities
• Using a deed to increase contractual certainty
• Outlining the rules of contract interpretation
• Practical drafting tips and traps

 Some key laws that can affect the contract

• Determining if a counterparty is authorised to sign
• Avoiding misleading and deceptive statements
• Choosing an effective dispute resolution methods
• Listing what to look for in a Certificate of Currency
• Determining who owns the copyright
• When to register a security interest under the PPSA
• Complying with the process tender contract rules

Key parts of a contract

• The nine different parts of a contract
• The need for recitals
• Key issues with the commercial terms and legal terms
• Better practice with dating, witnessing and exchange of contracts

Problematic contract terms

• What purchasers and vendors seek from an IP clause
• Dealing with vendor attempts to delete indemnities
• Insisting on a waiver of right of subrogation
• Tips and traps in obtaining optimal insurance cover
• Agreeing to capped liabilities and consequential losses

 Common problems faced by non-lawyers

• Dealing optimally with internal and external lawyers
• Focusing on the boilerplate terms
• Methods of how to deal with contracting risks
• Determining what needs to be put in the contract

Capturing lessons learned

• What did you learn?
• Identification of contracting risks your organisation faces
• Determining how to mitigate the risks?

13. Masterclass – Contract Management

This workshop aims to equip delegates with the capability to manage complex contracts more effectively.

Introduction

This intensive workshop explores the challenges faced by managers of complex contracts. It features a selection of complex issues and aims to explore practical solutions drawing upon good practice from procurement, legal and behavioural science.

This course is designed for

The workshop will benefit those who are responsible for managing high value and/or high risk contracts, and who wish to build upon a basic appreciation of contract management.

Course structure

A practical two-day workshop consisting of nine sessions involving exercises, case studies, presentations 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 contracting process, together with practical case study sessions to maximise the transfer from the workshop to the workplace.

Benefits of attending

Attendance will help equip delegates with specific initiatives to manage the end-to-end contract cycle, and develop organisational capability to sustain this across the contract portfolio.

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

• More capability to define the role of the contract manager and deploy this role with other stakeholders involved in the contract management process
• More capability in applying the tools of contract management, especially in respect of complex contracts for services
• Less likelihood of role conflict or lack of organisational capacity or capability in contract management causing risk for their organisation

Key learning outcomes

• Select the most appropriate contractual approach to secure co-operation and/or share risk with the contractor
• Evaluate specifications used in the acquisition of services and develop specifications that define the scope of the work and the quality standards to be performed
• Identify opportunities to reduce waste and loss in contracting through reducing fraud and reducing complexity
• Identify when and how performance based contracts may be deployed in the contracting portfolio
• Design and implement a simple mechanism to capture and share lessons learned and share with other stakeholders

Course Content

Key challenges facing contract managers

• Developing specifications for services
• Early contractor involvement in practice
• Co-operative contracting in practice
• Reducing complexity in contracting
• Detecting malpractices; fraud, cartels and poor practice
• Risk management in practice
• Performance based contracting in practice
• Capturing lessons learned; what works and what doesn’t

Developing specifications for services

• SERVQUAL; identifying potential gaps in quality
• Format of a specification
• How to define quality standards for services
• Measuring service quality in practice

Early contractor involvement

• What is early contractor involvement?
• When is it appropriate and when not appropriate?
• Stage one contract terms and payment basis
• Stage two contract terms and payment basis

Co-operative contracting in practice

• When is co-operation appropriate?
• The role of contracts in co-operation
• Partnering charters
• Risk sharing between the parties
• Problem resolution in a co-operative culture
• What factors enable- and destroy- co-operation

Reducing complexity in contracting

• CYNEFIN; simple, complicated and complex contexts and appropriate contracting approaches
• Practical steps to simplify contract management

Detecting and dealing with malpractice

• Detecting fraud; symptoms and controls
• Detecting collusive supplier behaviour; symptoms and controls
• Detecting poor contract management practice; symptoms and controls

Risk management in practice

• The limitations of contracts in risk mitigation
• Joint risk identification and resolution
• Contingency planning and business continuity

Performance based contacting in practice

• How performance based contracts differ from input based contracts
• Types of performance based contract
• Setting the base level of performance
• Setting the threshold to trigger an incentive
• Setting the incentive level to incentivise improved performance

Capturing lessons learned

• Why is this phase so often ignored
• Capturing contract-specific lessons learned
• Capturing transferable lessons learned
• Drafting and sharing critical incident reviews

14. Masterclass – Strategic Procurement

This workshop aims to equip delegates with a range of tools, techniques and methods which procurement practitioners can deploy in order to manage strategic sourcing in a way that creates value for their organisation.

Introduction

This intensive workshop explores sourcing tools and processes and seeks to explore what separates “strategic” from “tactical” activities. The workshop defines how value may be created, shared or destroyed in the sourcing process, and the internal and external interactions that are critical success factors.

This course is designed for:

The workshop will benefit practitioners who are involved in strategic sourcing and who wish to develop the contribution of their role through more effective deployment of a range of tools to deliver better outcomes for their organisation.

Course structure

A practical two-day workshop consisting of nine session involving exercises, case studies, presentations 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 sourcing process, together with practical case study sessions to maximise the transfer from the workshop to the workplace.

Benefits of attending

Attendance will help raise capability in selecting and deploying a range of tools and methods relevant to the sourcing phase of procurement projects.

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

• More capability in using tools and techniques relevant to the sourcing phase of procurement projects
• More capability in matching the rigour of the process to the complexity of the category and the supply market
• Less likelihood of the sourcing process delivering an inflexible and inappropriate process or an outcome that was not planned

Key learning outcomes

• Describe the sourcing process and identify the ways in which value may be created or destroyed
• Deploy a range of tools and techniques to analyse both internal and external environments and reach appropriate interpretations about the significance and the meaning of the analysis
• Develop appropriate strategies to approach the supply market based upon a reconciliation of the internal and external environments
• Define value for money and design evaluation mechanisms to select the best offer in an agnostic and transparent way
• Design and deliver an appropriate sourcing process for the rigour of the category and the supply market

Course Content

The sourcing process

• Defining the opportunity
• Stakeholder engagement
• Reviewing the supply market
• Designing the market approach
• Engaging the market
• Negotiating terms
• Selecting the supplier
• Matching the rigour of the process to complexity

Defining the opportunity

• Spend analysis
• Opportunity analysis
• Demand analysis
• Total cost analysis

Stakeholder engagement

• Stakeholder analysis
• Engaging key stakeholders
• Overcoming potential objections to participation
• RASCI and our role during the sourcing process
• Defining

Reviewing the supply market

• Sources of information
• Supplier appraisal
• Developing market enquiries RFI and EOI
• Understanding market structure
• Understanding market dynamics
• Supply chain analysis
• How this phase can add or destroy value

Designing the market approach

• Market interactions
• Market interventions
• Matrix based approaches to market approach
• Selecting the market approach
• How this phase can add or destroy value

Engaging the market

• RFT, RFP, RFQ; is there a difference?
• The “battle of the forms”
• Assembling the offer documents
• Designing the evaluation framework
• Probity, ethics and transparency
• How this phase can add or destroy value

Negotiating terms

• Planning for negotiation
• Setting objectives
• Methods of persuasion
• Dealing with the response “no!”
• Engaging subject matter experts/lawyers
• How this phase can add or destroy value

Selecting the supplier

• What is best value/”value for money”?
• Managing the evaluation process
• Weighted factor analysis
• Promoting agnosticism and consensus
• Awarding the business
• Notifying bidders of the decision
• How this phase can add or destroy value

Matching the rigour of the process to complexity

• Simple, complicated, complex and chaotic situations
• Matching the rigour to the situation
• Sample sourcing process for simple markets
• Sample sourcing process for complicated markets
• Decomplexifying the process

15. Masterclass – Supplier Relationship Management

This workshop aims to equip delegates with the tools to design, organise and deploy appropriate supplier relationships with suppliers across the spend portfolio.

introduction

This intensive workshop explores designing and deploying a portfolio of supplier relationships, managing complex relationships and dealing with dysfunctional relationships.

This course is designed for:

The workshop will benefit senior managers who manage policy and/or a portfolio of suppliers and who wish to develop existing capability in supplier relationship management.

Course structure

A practical two-day workshop consisting of nine sessions involving exercises, case studies, presentations 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 supplier relationship process, together with practical case study sessions to maximise the transfer from the workshop to the workplace.

Benefits of attending

Attendance will enhance the capability of attendees to design and manage a portfolio of supplier relationships.

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

1. More capability to design and manage a range of supplier relationships, including co-operative relationships
2. More capability to design and deploy an appropriate organisational design so that the client can define roles and responsibilities in supplier relationship management
3. Less likelihood that the client will fail to manage critical supplier relationship appropriately

Key learning outcomes

1. Develop a portfolio of supplier relationships and allocate suppliers into the most appropriate relationship type
2. Develop joint initiatives with suppliers and design and manage appropriate governance and team mechanisms to secure co-operative outcomes
3. Engage suppliers in feedback mechanisms to develop mutual understanding and select the most appropriate dimensions for measurement and feedback
4. Distinguish between supplier performance management and supplier development and design appropriate interventions in each case
5. Develop relationship action plans to target the drivers of relationships and adapt the priorities for a range of different contexts and relationships

Course Content

Developing a portfolio of supplier relationships

• Why we need to segment supplier relationships
• Deconstructing elements of supplier relationships
• Differentiating supplier relationships
• Developing joint cost and value initiatives
• Becoming a “customer of choice”
• Improving supplier performance
• Improving supplier capability
• Developing a supplier relationship plan

Segmenting supplier relationships

• The supply base as a strategic asset
• Identifying the “vital few” suppliers
• Targeting new suppliers and delinquent suppliers

Deconstructing elements of supplier relationships

• The balance of power between the parties
• The allocation of rights and obligations
• The personal dimension between the parties
• How relationships may differ across these dimensions

How to differentiate supplier relationships

• Matrix based approaches
• Resource based approaches
• Reviewing the spend portfolio
• Formal and informal classification schemes
• Treating suppliers consistently across categories

Developing joint cost and value initiatives

• Constituting joint cost down/cost out teams
• Creating an appropriate governance environment
• Creating value, claiming value, and sharing value?
• Identifying suitable projects
• Dealing with obstacles to benefit realisation

Customer of choice and 180 degree feedback

• What is a “customer of choice”?
• Setting up a 180 degree feedback programme
• What dimensions can we measure?
• Dealing with unexpected feedback

Improving delinquent supplier performance

• Enrolling suppliers in improvement programmes
• Executive support for improvement
• Developing contingency plans
• Target setting and incremental improvement

Improving supplier capability

• Supplier development in practice
• Governance needed to sponsor development
• Developing a business case for change
• Market making in practice

Developing a supplier relationship plan

• Category plan and relationship plan?
• What we can change in a relationship
• What we can influence in a relationship
• Key relationship levers

16. Masterclass – Negotiation

This workshop aims to develop participants existing capability in planning and executing negotiation. It explores the context of the relationship and the strategies and behaviours that underpin negotiating better outcomes.

Introduction

This intensive two-day workshop explores the context and processes of the negotiation process at an advanced level. There will be pre and post workshop activities totalling about 40 minutes additional workload, as the workshop is founded upon 70/20/10 principles.

This course is designed for:

The workshop will benefit those involved in commercial negotiations who wish to develop their existing capability in managing negotiation processes. This will be of particular benefit to those involved in high risk or high value arrangements.

Course structure

The pre-workshop activity will stimulate thought about the importance of negotiation in contributing to outcomes from the sourcing process. The workshop will be led by an experienced facilitator, and will include a number of sessions involving exercises, case studies and facilitated discussions. The post-workshop activity will seek to reinforce the learning and to maximise the transfer from the workshop to the workplace.

Benefits of attending

Attendance will help develop existing capability in negotiation, and in the tools that may be used.

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

1. Greater appreciation of how to relate negotiation to the context of the party’s relationships
2. More capability in preparing for negotiation and executing those plans
3. Less likelihood of the negotiation process failing to realise the planned objectives

Key learning outcomes

• Design and implement negotiation plans for a variety of different relationship types
• Develop negotiation plans relevant to realising business objectives
• Lead the negotiation process and adopt appropriate behaviours at each phase
• Demonstrate a variety of persuasion methods and deploy them appropriately during negotiations

17. Masterclass – Operational Excellence for Procurement

The aim of the workshop is to introduce practical operational excellence tools, concepts and methodologies to improve the efficiency of procurement resources and maximise the effectiveness of the procurement process. Also to provide a guide as to how operational excellence and procurement may merge.

Introduction

This practical workshop explores how Lean, Theory of Constraints and Six Sigma tools and concepts can be applied to the procurement process. While the methodologies have traditionally been applied to production, any process can benefit from the application.

This course is designed for:

This workshop is designed for managers responsible for procurement who need to achieve ‘more with less’. This may include senior managers, or staff with capability and excellence responsibilities, as well as managers interested in applying contemporary continuous improvement methodologies to improve areas of work.

Course structure

A practical two-day workshop consisting of nine session involving exercises, case studies, presentations 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

Participants will benefit from an increased awareness of lean methods and their applications to review procurement processes, leading to more efficient outcomes. Delegates will identify constraints and how to maximise throughput (e.g. more projects per annum with the same resources).

Delegates will also gain three key benefits from attending:

• Capability in applying lean tools to the procurement process as well as the supply chain, to identify opportunities to accelerate outcomes by reducing impact of bottlenecks
• More efficient procurement processes from limiting delays from bottlenecks and also from challenging waste throughout the process
• Less likelihood that procurement projects will be delayed due to constraints or resource shortages

Key learning outcomes

• Describe and apply a selection of lean tools and techniques to a given situation and identify opportunities for improvement
• Critically review the procurement process and identify opportunities to remove constraints and reduce delays and accelerate throughput
• How and why operational excellence may merge with procurement in the future and the benefits to an organisation taking a holistic approach
• Support others in applying lean methodologies and be capable of demonstrating selected tools to others to highlight the contribution of lean tools to operational excellence

Course Content

Limitations of modern day procurement

• The journey over time
• Why the measurement of success drives unsustainable behaviours
• Why change is needed

What is Operational Excellence for Procurement?

• What does Operational Excellence entail?
• How does Operational Excellence work in procurement?

Overview LEAN, Theory of Constraints, SixSigma

• Selected lean tools and methodologies
• What is LEAN?
• What is Theory of Constraints?
• What is Six Sigma?
• Applying lean procurement
• Applying operational excellence principles to drive efficiency

Breaking Constraints

• How to identify constraints
• How does complexity impact upon the efficiency of the procurement process?
• “Decomplexifying’ the procurement process
• Scaling the opportunity and building support for re-engineering processes to release benefits

Cycle Time Improvement

• Determining and measuring cycles
• Identifying the critical path
• Applying improvements
• Optimising the cycle time to deliver more with less

The DMAIC cycle

• The DMAIC cycle and how to use it
• Define, Measure, Analyse, Improve, Control

Practical Problem Solving

• Learning and applying the 5 whys
• Using root cause analysis (RCA)

Application in Procurement

• How the improvement tools can be applied within procurement

How we move toward an integrated operational excellence & procurement model

• What mindsets need to change
• What the focus needs to be
• What procurement professionals need to do