Practical Procurement

Management Skills

6-Week Online Program

A “hands-on” program to develop all the necessary skills for procurement professionals to perform daily tasks effectively. Learn the proven tools and methods to take your procurement profession to the next level.

How to Management Procurement Processes and Tools Effectively?

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Here's How Our 3-Step Learning Process Can Help You

Join this asynchronous learning program and attend from anywhere, anytime conveniently.  Our interactive learning platform follows a proven 3-step learning path as outlined below.

01

Learn Innovative Trends in Strategic Sourcing

We will teach you the latest trends in procurement management and how they are used by leading companies and governmental agencies.

02

Expand Your Knowledge Through Discussions

You will have the opportunity to interact with your coach through forums and expand your knowledge as you progress with the learning activities.

03

Do Exercises and Get Feedback from Your Coach 

You will work with our practical exercises and submit to your coach for review to ensure that you are ready to apply the knowledge immediately.

Join as an Individual or a Team and Learn at Your Convenience.

What You Will Learn in 6 Weeks?

Week 1 – The Value of Procurement

  • Value-Added Elements of Procurement
  • What is Strategic Procurement?
  • Elements of a Successful Supply Management Process
  • Paradigm Shift in Procurement
  • Business Communications Model
  • Early SCM Involvement Pays
  • Comparison of Value Contribution – Procurement vs. Sales

“Best Practices” in Supply Management

  • Strategies & Tools
  • Procurement Roles
  • Supply Chain Management Roles
  • Growth of Strategic Initiatives
  • The Strategic Transition
  • Change in Procurement Approach
  • “Traditional Purchasing” vs.”World Class Supply Management”
  • Procurement Focuses Increasingly on Strategic Responsibilities
  • The Seven Step Strategic Sourcing Process
  • Procurement Management Elements Related to Strategic Sourcing
  • How to Develop & Manage Relationships with Other Departments

Exercise 1 - Develop, Rank & Discuss Supply Chain Responsibilities

Week 2 –  Value Contribution to Organizational Strategy

  • Organizational Strategy Identification
  • Business Trends Affecting Entity Strategies
  • Potential Cost Reduction Opportunities
  • Post-Contract Sources of Cost Reductions
  • Re-Engineering and Design Improvements
  • Value Management
  • Product Substitutions
  • Demand Management
  • Process Improvements
  • Financial Incentives
  • Optimization of Inventory Management
  • Sharing of Intellectual Properties
  • Training/Purchase Credits
  • Improved Service Levels
  • Enhanced Product/Service Quality

Overview of the Procure-to-Pay (P2P) Process

  • Steps in the P2P Process
  • The “Rights” of Procurement
  • Procurement Management Tasks
  • Procurement Methodology
  • Process Change Tools
  • Scope of the Acquisition Process

Procurement Technologies & Techniques

  • eProcurement
  • eRFx
  • Spend Analysis
  • Auctions
  • ePayables
  • P-Cards
  • Contract Management
  • Group Purchasing Organizations (GPO) – Consortiums
  • Low Cost Country (LCC) Sourcing

Exercise 2 – Pros and Cons of Various Procurement Technologies and Techniques

Week 3 –  Ethical and Professional Standards

  • ISM Standards of Procurement Practice
  • Real World Ethical Considerations
  • The Sarbanes-Oxley Act
  • Laws, Policies & Ethical Principles
  • Professional Obligations

Requisition Process & Requirement Definition

  • Determining Customer Requirements (Customer Driven)
  • Determining Customer Requirements (Sourcing Driven)
  • Basic Information Requirements for Requisitions
  • Business Communications Model
  • Internal Customer Business Requirements Template

Specifications, Standardization & Simplification

  • Types of Specifications
  • Problems with Specifications
  • Statement of Work (SOW)
  • Acquisitions Requiring a Statement of Work
  • Statement of Work Pitfalls and Benefits
  • SOW Planning and Preparation
  • How Statements of Work Differ (4 Types)
  • Tips on Developing Effective SOW

Exercise 3 – Building a Statement of Work

Exercise 4 – Developing/Implementing a Standardization Program

Week 4 -   Supplier Identification, Qualification and Selection

  • Supplier Identification, Qualification & Selection Steps
  • Source Identification
  • Supplier Capabilities
  • Where to Locate Information on Suppliers
  • Changing Suppliers (Why and How)
  • Evaluation Criteria for Supplier Selection
  • Library of Evaluation Criteria
  • Data Collection
  • A General Capability Questionnaire
  • Supplier/Manufacturer/Distributor Qualification
  • Request for Information (RFI)
  • Structure and Format of a Good RFI
  • RFI Evaluation Worksheet Approaches
  • Supplier Evaluation Examples
  • Auxiliary Considerations in Supplier Identification

Proposal/Bid Solicitation Methods and Types

  • When to Pursue Competition (vs. Negotiation)
  • Criteria for Competitive Bidding
  • Considerations
  • Request for Quotation (RFQ)
  • Request for Proposal (RFP)
  • Developing the Solicitation
  • Stages of a RFP Process
  • Tips for Solicitation Process Management
  • Pitfalls to Avoid

Proposal/Bid Evaluation and Supplier Selection

  • Selection of Qualified Suppliers
  • Methods of Proposal Evaluation
  • Mathematical Proposal Evaluation Techniques
  • Short-listing Suppliers
  • Evaluation Methods & Ranking Systems
  • Potential Post-Bid/Proposal Problems
  • Post Bid Strategies
  • Supplier Report Cards
  • Notification of Successful and Unsuccessful Bidders

Exercise 5 – Selection of Qualified Suppliers

Week 5 - Key Elements of Negotiations

  • Negotiation Overview
  • The Five-Step Negotiation Process
  • Negotiation Objectives
  • Qualities of a Good Negotiator
  • Negotiation Strategies & Methods
  • Negotiation Lessons Learned
  • Preparing for Negotiations
  • Pre-Negotiation Checklist

Use, Preparation & Issuance of Purchase Orders

  • Types of Purchase Orders (Transactional)
  • Types of Purchase Orders (Blanket)
  • Types of Purchase Orders (Release Against Contract)
  • When a Purchase Order Becomes a Contract
  • Which Terms Will Control?
  • The Cost of Purchase Orders
  • Freight Terms
  • Payment Terms/Discounts

Receipt and Payment Processes

  • Receiving Activities
  • Resolving Contract/Purchase Order Differences with Suppliers
  • Two Way Matching Errors
  • Three Way Matching Errors
  • Resolving Payment Problems with Suppliers & Internal Customers

Exercise 6 – Assessment of My Negotiation Skills

Exercise 7 – Getting Beyond “Positions” in Negotiations

Week 6 –  Inventory Management and Control

  • Organize, Control, and Optimize the Storage of Materials
  • Functions of Inventories
  • Objectives of Inventory Management
  • Responsibilities of Supply Chain Management
  • Evaluation, Identification, and Control of Inventories (formal & Informal)
  • Comparison of Inventory Control Systems, Characteristics, and Applications
  • Inventory Measurement Techniques – Inventory Turnover
  • Minimum/Maximum Systems
  • Economic Order Quantity (EOQ)
  • Kan-Ban
  • Supplier Managed Inventories (SMI)
  • Just-In-Time Inventory Techniques – The Real World

Cost Saving Reporting

  • Cost Saving Calculation and Tracking
  • Cost Saving Baseline Approaches
  • The Total Cost of Ownership (TCO)
  • Types of Savings
  • Key Elements of Validating Savings

Fundamental Legal Aspects of Procurement

  • Contractual Protection Model
  • “Legal” vs. “Business” – Finding the Optimal Balance
  • What is a “Contract”?
  • “Legalese” vs. “Business English”
  • What Transactions Should be Under Written Agreements?
  • Valid Contracts
  • Laws Governing Contracts
  • Laws of Agency – “Actual” vs. “Apparent” Authority
  • Meeting of the Minds
  • Key Contract Elements
  • Sample Contract Clauses
  • Knowledge of Terms and Conditions
  • Developing the Contract

Exercise 8 – The Statute of Fraud

Our Students Represent World-Class Organizations Around the World

Learn with Mark Trowbridge, CPSM, C.P.M.,  MCIPS

His 35+ years in procurement includes supply management leadership positions in the Services, Financial, & Manufacturing sectors, eventually, as Director of Strategic Sourcing & Contracting Management for Bank of America, a global financial services company, where during his last two years with the enterprise, his areas of responsibility delivered $250 Million in savings through sourcing and key negotiations of traditional and non-traditional acquisitions.

For the last 20 years, Mark has experienced great success in procurement consulting, exceeding targeted savings objectives on procurement transformation projects in the Oil/Gas, Mining, Telecommunications, Agricultural, Governmental, Food Service, Technology, Chemical, Health Care, Banking, Manufacturing & Insurance sectors. During his decades-long consulting tenure, Mr. Trowbridge has assisted clients in capturing hundreds of millions in cost reductions.

He is one of the original founders of Strategic Procurement Solutions, LLC. Mr. Trowbridge holds a Bachelor's Degree in Business Administration from Pepperdine University. He earned his Certified Purchasing Manager (C.P.M.) designation from the Institute for Supply Management (I.S.M.) in 1993, and Lifetime Certification in 2003. He also is a Certified Professional in Supply Management (CPSM). His MCIPS certification was granted by CIPS in 2011. Mark is currently an active member of the I.S.M., CIPS, and the National Contract Management Association. Mark has served on the I.S.M. committee that creates and reviews certification questions in the CPSM test modules.

He is an invited guest speaker for supply management groups, including numerous seminars for global clients and professional associations. He has been a featured speaker in nearly all of the last 18 I.S.M. annual conferences. His LinkedIn profile is among the 1% most-viewed out of that organization's 250 Million members. Mr. Trowbridge has written articles for Supply Chain Management Review-Journal, eSide Supply Management, and Inside Supply Management Magazine.

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