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