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.
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.
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
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