Procurement in a Strategic Perspective
This course gives participants an insight into both the leadership role of the procurement professional and the strategic dimension of the procurement function within the broader company context. The course teaches people how procurement strategy links up with the corporate objectives and what leverage is deployed for this purpose. Case studies, best practices and exercises ensure the right balance between theory and practice.
The following topics are covered by the course: procurement planning, procurement organisation, category development, cross-functional sourcing, value sourcing, cost and risk management, supplier relationship management, performance management & dash boarding, P2P, systems and tools, personal effectiveness, skills, sustainability, etc.
At the end of the course the participants go home with a rich assortment of directly applicable tips and tricks.
Who should take this course?
This course is geared to senior buyers, procurement supervisors, procurement agents, beginner procurement managers with at least 5 years’ experience who are either making the changeover to a managerial strategic procurement role or who want to raise the procurement organisation to a higher level.
What subjects are covered?
- What is the role of a strategic buyer?
- What is procurement leadership?
- How to arrange procurement organisationally?
- What is category management?
- How does it work?
- What are the correct conditions?
- What does a procurement plan consist of?
- What is a CVR analysis (cost/value/risk)?
- What is cost modelling?
- When do I apply it?
- What is a procurement dashboard?
- What does it consist of?
- What do we measure with it?
- How do we deal with supplier management?
- What are the conditions?
- How do I become an attractive client?
- How do we make procurement value visible?
- How do I get procurement to appear on the boardroom radar?
- What is P2P?
- How do I optimise the process?
- What is the impact of e-tools and web tools?
- What personal attributes should I and my team have?
- What is sustainable procurement?
Category Management for Management Teams and Executives
This course is intended for management teams and executives who are looking for insights into the concept, the implementation conditions and their own roles and responsibilities. This applies to before, during and after the implementation of a category management strategy. During the session, the category management process and its most important principles are presented. Practical examples demonstrate how the process works.
At the end of the course the scope, impact and deliverables of the process and how it works, will be clear. Management and senior executives will be in a position to judge whether category management is the recommended procurement strategy for their company. They will get to know the advantages, as well as what conditions must be met before introducing
- Procurement maturity
- Thinking outof-the-box
- Category management process step by step
- Strategic choices
- Communication and communication planning
- Conditioning, negotiating and contracting
- Implementing, organising and managing risks
- Changing, acquiring support and organising
- Managing suppliers, measuring supplier performance, evaluating offer of value and continually improving performance
Negotiating with Powerful or Partner Suppliers – 2 days
Buyers often negotiate from a weak or powerless position. The supplier is a monopolist or at least just as strong as the procurement party. The buyer-negotiator cannot rely on his procurement power to ensure the success of his negotiations. This demands an approach that is totally different from the stereotypical dominant straightforward style, looking for the lowest possible price. What are specific negotiating themes in such cases? How do you defend your strategic interests? How do you arm yourself against power and possible misuse of power?
This course gives a set of handy, practical negotiation techniques that can be applied in strategic procurement situations or sticking points with internal stakeholders, strategic partners and/or monopolistic suppliers. Interactive role play gives participants the opportunity to practise these techniques.
Who should take this course?
This course assumes that the participants have sufficient expertise in the elementary negotiating techniquesand tactics, as well as a good knowledge of procurement techniques and strategies. It follows on from the ‘Negotiating Like a Pro’ course or other similar courses. It is geared to the experienced buyer-negotiator with at least five years’ procurement and negotiating experience as a senior buyer, procurement supervisor, procurement agent, category manager, supplier relationship manager, procurement manager, procurement director, etc.
What subjects are covered?
- What is strategic negotiating?
- How does a strategic negotiation proceed?
- How, when and why should you aim for a partnership?
- What is negotiating with integrity and on principles?
- How do you prepare for a strategic negotiation?
- How do you widen the negotiating field?
- How do you negotiate, quantify and integrate, cost, value and risk?
- How do you make yourself attractive as a client?
- Do you go for the ‘kimono style’ with open communication and trust or not?
- What sources of power can you draw on?
- The importance of personal style, manoeuvrability and creativity will also be covered.
What makes this course unique?
Unlike other negotiation programmes, this is a course by and for buyers, created by buyers. The participants work in teams on real-life cases during intensive role play. The trainer assists and coaches the teams during preparations. We lm the progress of the negotiations during the role play sessions. We have good experiences with this. At the end of the course the participants evaluate and comment on the results and they decide what aspects need to be improved. To create optimum effect from the teaching, people work in small groups, so that everyone can take part to the maximum and get direct personalised feedback from the trainer.