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
