Developing an Advanced Competence in
                                          Purchasing & Supply



                    ...
CONTENTS



          - What is IIAPS

          - IIAPS Belt Qualifications

          - IIAPS Benchmarking & Corporate A...
Why is Competence Important?
           These issues affect most organisations:

             –    Surviving the double di...
IIAPS at a Glance



                                   The mission of IIAPS is to raise standards
      IIAPS Mission    ...
The IIAPS Competence Solution


           To create Advanced International Standards for Purchasing & Supply requires:

 ...
IIAPS Corporate Relationships


           IIAPS has a strong relationship to many international but also small and medium...
IIAPS Service Offers


                                                                             IIAPS Benchmarking &
 ...
IIAPS Belt Qualifications




© IIAPS 2010 All Rights Reserved   IIAPS Confidential            8
IIAPS Belt Qualifications




© IIAPS 2010 All Rights Reserved   IIAPS Confidential   9
IIAPS Stages of Qualification
    From Green to Black Belt

           To assist candidates IIAPS has developed a 3-stage ...
Qualification Focus
    8 Step Sourcing Process

           The overall guideline for the IIAPS Belt Qualification is the ...
Qualification Focus
    More than 30 Theory and Practice Modules

           Principles of Category Management & Strategic...
Simulation Environment
    Sourcematix®
           The IIAPS solution provides on-line expert simulation environment known...
Learning Methods
    20% Video Teaching and 80% Self Learning

           An online training solution which is designed to...
Project Reports for Belt Qualification
    Four Reports to be Assessed

           Each candidate has to complete 4 Projec...
Further Benefits
    Membership Status of Belt Holders


      Full membership provides …
      - free life access to the ...
IIAPS Benchmarking &
                                       Corporate Accreditation




© IIAPS 2010 All Rights Reserved  ...
Benchmarking Organisational Competence
           The IIAPS methodology divides the category management & strategic sourci...
Benchmarking Organisational Competence                     The analysis can be reported at varying
    The PSCM Index Repo...
Benchmarking Organisational Competence
    The PSCM Index Detailed Reports
                                               ...
Key:                                                   88.5
               Benchmarking Organisational Competence
        ...
Key:                                                   88.5
               Benchmarking Organisational Competence
        ...
Benchmarking Organisational Competence
     The PSCM Index – IIAPS Audited Scores for a Client
                           ...
Benchmarking Organisational Competence
    The PSCM Index – IIAPS Transformation Report
           When undertaking an aud...
Benchmarking Individual Competence
    The ICA Index                                                              138 Attr...
Benchmarking Individual Competence
    Benchmarking Against Role Profiles

         The assessment is undertaken after the...
Benchmarking Individual Competence
    Individual Competence Assessment Reports
                                          ...
Benchmarking Individual Competence
    Individual Competence Assessment Reports
   Your Role Profile
                     ...
Benchmarking Individual Competence
    Individual Competence Assessment Reports
                                          ...
Benchmarking Individual Competence
    Corporate Overview Reports and Competence Gaps
                                    ...
The IIAPS Competence Solution - Summary

           The IIAPS advanced international standards are unique because:

      ...
Contacts

    International Institute for Advanced Purchasing & Supply


     EMEA Office                   Americas Offic...
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Developing an Advanced Competence in Purchasing & Supply

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eWorld Purchasing & Supply Conference
Day 1 - September 28th, 2010

11:05 to 11:35 AM Developing an Advanced Competence in Purchasing & Supply

Overview:

Developing an advanced competence in purchasing and supply chain management is a pre-requisite for corporate success in the more competitive environment that is developing out of the recent recession.

In this keynote Jeremy Smith will explain how the International Institute for Advanced Purchasing & Supply is working with leading companies to benchmark organisational and individual competencies against world-class and best-in-class standards, in order to develop leading-edge competence within organisations. In particular Jeremy will explain the IIAPS PSCM Index & ICA Index benchmarking tools, as well as the on-line activity and task based learning programmes, leading to the IIAPS Green, Red & Black Belt qualifications in advanced purchasing and supply.

Speaker:

Jeremy Smith, Director of Corporate Services, International Institute for Advanced Purchasing & Supply

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Developing an Advanced Competence in Purchasing & Supply

  1. 1. Developing an Advanced Competence in Purchasing & Supply Jeremy Smith (jsmith@iiaps.org) Director, Corporate Services International Institute for Advanced Purchasing & Supply (www.iiaps.org) © IIAPS 2010 All Rights Reserved IIAPS Confidential 1
  2. 2. CONTENTS - What is IIAPS - IIAPS Belt Qualifications - IIAPS Benchmarking & Corporate Accreditation © IIAPS 2010 All Rights Reserved IIAPS Confidential 2
  3. 3. Why is Competence Important? These issues affect most organisations: – Surviving the double dip recession & keeping your job – Creating sustainable supply chains – Managing unforeseen risk – Unblocking supply shortages – Dealing with political & cultural risks – Planning for technological innovation – Reducing costs – Managing value for money – Finding, developing & retaining exceptional staff – Finding reliable suppliers – Developing suppliers collaboratively – Getting internal buy-in & compliance – & Many others… The more things change the more they remain the same – The need for: • Competent People (i.e. trained to world-class standards) • Managing in World-Class Organisational Processes & Systems (i.e. on-line tools that drive competence amongst managers and create organisational-wide learning & knowledge management) © IIAPS 2010 All Rights Reserved IIAPS Confidential 3
  4. 4. IIAPS at a Glance The mission of IIAPS is to raise standards IIAPS Mission in the purchasing & supply profession This is achieved by providing benchmarking and competence assessment tools for organisations and individuals The main activity of IIAPS is the IIAPS Focus establishment of advanced international standards for purchasing and supply chain professionals worldwide… The Institute's International Black Belt in Advanced Purchasing & Supply © IIAPS 2010 All Rights Reserved IIAPS Confidential 4
  5. 5. The IIAPS Competence Solution To create Advanced International Standards for Purchasing & Supply requires: 1. Analysis of ALL of the steps, activities & tasks that PSCM Professionals are required to manage when they undertake their roles & responsibilities. 2. An understanding of which methodologies (Academic, Consultant, Practitioner) offer the most comprehensive competence for managers for each step, activity and task. 3. The creation of a world-class (adaptable & flexible) on-line organisational process & system that provides a structure to allow managers: - to understand what are world-class systems and processes for each step, activity & task - to be trained in each of the steps, activities & tasks in a world-class system & process - to be examined and assessed (accredited) as having the competencies to manage world-class systems & processes - to operationalise these world-class systems and processes appropriately (under changing circumstances) - to codify all knowledge in order to create shared organisation-wide learning, audit and knowledge management © IIAPS 2010 All Rights Reserved IIAPS Confidential 5
  6. 6. IIAPS Corporate Relationships IIAPS has a strong relationship to many international but also small and medium-sized companies worldwide. The IIAPS Advisory Board consists of senior industry practitioners and managers from purchasing, supply chain, as well as from HR. They are all committed to shaping the development of the IIAPS Belt Qualifications in the future. Current advisory board members come from companies such as: © IIAPS 2010 All Rights Reserved IIAPS Confidential 6
  7. 7. IIAPS Service Offers IIAPS Benchmarking & IIAPS Belt Qualification Corporate Accreditation Key characteristics: Key characteristics: 1) Approach: a 3-step approach 1) PSCM Index: (Green – Red – Black Belt). Benchmarking of current performance All three steps have to be gone against world-class standards in 184 attributes! Result: positioning & 2) Content: 8-step sourcing process, transformation report broken down in 31 learning modules 3) Learning style: online learning plus 2) ICA Index: completion of 4 project reports for each Benchmarking tool to understand individual belt (Green and Red Belt – 2.000 competence gaps words/thesis) and training needs 4) Investment: 2.000 USD/belt © IIAPS 2010 All Rights Reserved IIAPS Confidential 7
  8. 8. IIAPS Belt Qualifications © IIAPS 2010 All Rights Reserved IIAPS Confidential 8
  9. 9. IIAPS Belt Qualifications © IIAPS 2010 All Rights Reserved IIAPS Confidential 9
  10. 10. IIAPS Stages of Qualification From Green to Black Belt To assist candidates IIAPS has developed a 3-stage approach. This allows candidates to fund their progression in easy stages, while also obtaining an immediate training in world-class practices. Each of the 3 stages requires the “proof of competence”: 8 assessed project reports and one final theory examination and a practical company related dissertation (“master project thesis”) International Green Belt International Red Belt International Black Belt … awarded after satisfactory … awarded after … awarded after satisfactory completion of 4 additional satisfactory completion of completion of the 4 Project Project Reports required as the final comprehensive Reports required as part of part of the training for the examination covering all the training for the single multiple project/new aspects of the course of category management product and complex study, and the completion of case study in the … category management a final company related learning environment. case study Dissertation. © IIAPS 2010 All Rights Reserved IIAPS Confidential 10
  11. 11. Qualification Focus 8 Step Sourcing Process The overall guideline for the IIAPS Belt Qualification is the 8-step category management and strategic sourcing process, as shown below: SourceMatix is a web-based tool for managing all of the pre-contractual and post-contractual activities and tasks in the purchasing area © IIAPS 2010 All Rights Reserved IIAPS Confidential 11
  12. 12. Qualification Focus More than 30 Theory and Practice Modules Principles of Category Management & Strategic Purchasing and Sourcing Portfolio Analysis Sourcing Techniques Segmentation Analysis Strategic Source Planning Methodologies Spend Criticality Analysis Selecting Make-Buy & Strategic Sourcing Options Strategy Team Selection Techniques Managing Barriers to Sourcing Strategy Stakeholder Management Techniques Implementation Developing the Business Case for Strategic Sourcing Selecting Tactical & Contractual Levers Defining Business Needs, Value Propositions & KPIs Selecting Market Testing Options Understanding Internal Demand Management Levers Pre-Qualifying & Selecting Suppliers for Market Testing Understanding Supply Market and Supply Chain Levers Developing the Business Case for Market Testing Request for Information (RFIs) Methodologies Managing the Bidding & Market Test Process Purchase Price Cost Analysis (PPCA) Methodologies Managing the Negotiation Process Commercial Leverage Methodologies Developing the Business Case for Contract Award Competitive Forces Analysis Contract Start-up & Supplier Performance Management Power Positioning Analysis Sourcing Strategy Review & Learning Techniques Supplier Positioning Analysis Supplier Relationship Management Techniques Buyer & Supplier Performance Alignment Techniques Risk, Opportunity & Knowledge Management © IIAPS 2010 All Rights Reserved IIAPS Confidential 12
  13. 13. Simulation Environment Sourcematix® The IIAPS solution provides on-line expert simulation environment known as Sourcematix® for training, assessing & accrediting the competence of individuals: © IIAPS 2010 All Rights Reserved IIAPS Confidential 13
  14. 14. Learning Methods 20% Video Teaching and 80% Self Learning An online training solution which is designed to offer highly interactive learning: video teaching, real life case study material, interactive tutorial modules Learning can take place at any time of the day: before or after work, at the weekend – IIAPS offers a 24/7 learning platform! The project reports and dissertation still have to be written by you! Theory Videos Praxis Video Modules Case Studies for Assessment © IIAPS 2010 All Rights Reserved IIAPS Confidential 14
  15. 15. Project Reports for Belt Qualification Four Reports to be Assessed Each candidate has to complete 4 Project Reports (of a minimum of 2000 words each) for assessment for each case study being analysed in the Sourcematix® Simulation learning environment. This work is also available for current and (if required) prospective employers to review. Each of these reports simulates what is good practice when managing in the 8-Step strategic sourcing process. The learning & assessment methodology is based on ATLAS – Activity & Task Based Learning & Assessment 1st report Sourcing Strategy Business Case 2nd report Market Testing Business Case 3rd report Contract Award Business Case Strategy Review & Lessons 4th report Learned Report © IIAPS 2010 All Rights Reserved IIAPS Confidential 15
  16. 16. Further Benefits Membership Status of Belt Holders Full membership provides … - free life access to the IIAPS careers and recruitment service; - all alumni newsletters and linked-in services; - access to any free reports produced on best practice How to become a full member of IIAPS? One has to complete all 3 stages of the belt qualification – each stage provides a different membership status SIIAPS: Student Membership of the IIAPS AIIAPS: Associate Membership of the IIAPS MIIAPS: Full Membership of the IIAPS © IIAPS 2010 All Rights Reserved IIAPS Confidential 16
  17. 17. IIAPS Benchmarking & Corporate Accreditation © IIAPS 2010 All Rights Reserved IIAPS Confidential 17
  18. 18. Benchmarking Organisational Competence The IIAPS methodology divides the category management & strategic sourcing process into 8 core steps: © IIAPS 2010 All Rights Reserved IIAPS Confidential 18
  19. 19. Benchmarking Organisational Competence The analysis can be reported at varying The PSCM Index Reports levels: Within Company Within Market Segment The output of The PSCM Index presents the user with a Against Similar Companies self-assessment benchmark report. Across Entire Database Summary Report To facilitate this you can obtain detailed and summary reports filtered by variables including: Industrial Sector Turnover Geographical Focus Number of Employees Organisational or Procurement Spend Ownership Structure The analysis is provided in chart and tabular form: © IIAPS 2010 All Rights Reserved IIAPS Confidential 19
  20. 20. Benchmarking Organisational Competence The PSCM Index Detailed Reports Score by Section Report The user can access a number of more detailed reports. These reports allow the comparison of your organisation with other organisations selected through the use of the dropdown filters. PSCM Index Total Score Report © IIAPS 2010 All Rights Reserved IIAPS Confidential 20
  21. 21. Key: 88.5 Benchmarking Organisational Competence Maximum Score 53.1 The PSCM Index – Self Assessment Sector Scores Average Score Sector Minimum Score WORLD CLASS 100% 94.5 93.9 94.5 Upper Tier 90.7 Top Class 88.5 91% 87.7 Middle Tier 79.7 83% 76.5 75.4 Lower Tier 73.2 73.6 72.8 71.2 71.5 72.6 71.1 75% 68.4 68.5 Tier Upper Upper Class 64.3 66% 60.4 60.4 62.2 63.5 61.8 63.9 59.1 58.7 Middle Tier 57.9 58.2 58.2 55.0 56.4 58% 55.6 55.6 53.4 54.7 Lower Tier 52.1 51.7 49.8 49.9 48.6 46.4 49.2 49.1 50% 45.7 44.4 Upper Tier Lower Class 41% Banks/Finance/Insurance Industrial Manufacturing Consumer Goods/FMCG Middle Tier Distribution/Logistics 33% Public - International Aerospace/Defence Lower Tier Leisure Industries Media/Publishing Public - Regional 25% Pharmaceuticals Public - National Utilities/Energy Public - Quasi Metals/Mining Bottom Class Construction Upper Tier IT/Telecoms Food/Drinks Automotive All Sectors 16% Chemicals Transport Oil & Gas Middle Tier Retail 8% Lower Tier 0% © IIAPS 2010 All Rights Reserved IIAPS Confidential 21
  22. 22. Key: 88.5 Benchmarking Organisational Competence Maximum Score 53.1 The PSCM Index – IIAPS Audited Sector Scores Average Score Sector Minimum Score WORLD CLASS 100% Upper Tier Top Class 91% Middle Tier 80.2 83% 79.3 80.2 76.4 Lower Tier 69.8 70.0 75% 69.1 68.5 Upper Tier 67.6 Upper Class 65.5 65.3 64.4 64.1 64.6 66% 63.4 62.3 63.9 62.4 61.1 59.4 Middle Tier 58.7 56.7 56.8 58% 55.2 54.7 54.1 54.1 51.2 Lower Tier 50.8 51.7 52.3 52.0 52.0 49.8 50.2 50.2 50.1 48.0 47.9 48.0 48.2 48.6 46.6 50% Upper Tier Lower Class 43.8 40.0 41% Banks/Finance/Insurance Industrial Manufacturing Consumer Goods/FMCG 35.2 Middle Tier Distribution/Logistics 33% Public - International Aerospace/Defence Lower Tier Leisure Industries Media/Publishing Public - Regional 25% Pharmaceuticals Public - National Utilities/Energy Public - Quasi Metals/Mining Bottom Class Upper Tier Construction IT/Telecoms Food/Drinks Automotive All Sectors 16% Chemicals Transport Oil & Gas Middle Tier Retail 8% Lower Tier 0% © IIAPS 2010 All Rights Reserved IIAPS Confidential 22
  23. 23. Benchmarking Organisational Competence The PSCM Index – IIAPS Audited Scores for a Client Self- Current Class Top Score in Potential Best Top Score in Variance Newpoint Assessment Position Your Sector in Class for PSCM Index (%) Audit (%) (%) (Newpoint Audit) (%) Your Sector (%) A: Business Buy-in and Role 74.0 -6.0 68.0 Upper Class / Upper Tier 78.0 89.0 95.0 B: Stakeholder Management 73.4 - 73.4 Upper Class / Upper Tier 73.4 90.6 81.3 C: Strategic Sourcing Process 63.3 -5.0 58.3 Upper Class / Lower Tier 69.6 91.5 75.5 C1: Strategic Understanding 75.0 -12.5 62.5 Upper Class / Middle Tier 69.6 95.5 70.5 C2: Defining Business Needs 67.7 -9.1 58.5 Upper Class / Lower Tier 62.2 86.6 74.4 C3: Supply Market Analysis 50.0 - 50.0 Upper Class / Lower Tier 71.7 89.5 74.3 C4: Sourcing Option Dev. & Selection 68.8 -6.3 62.5 Upper Class / Middle Tier 72.9 97.9 74.3 C5: Tender & Market Test 69.4 -3.7 65.7 Upper Class / Middle Tier 69.4 93.5 72.2 C6: Final Supp. Selection & Cont. Award 55.9 - 55.9 Upper Class / Lower Tier 72.1 98.0 85.3 C7: Contract Start-up & SPM 62.5 -3.6 58.9 Upper Class / Middle Tier 69.3 86.5 87.5 C8: Transition & Exit 41.7 - 41.7 Lower Class / Upper Tier 75.0 88.9 75.0 D: Organisational Structure 71.2 -1.9 69.3 Upper Class / Upper Tier 75.9 98.1 92.9 D1: Organisational Effectiveness 61.7 +1.7 63.3 Upper Class / Middle Tier 76.7 93.3 95.0 D2: Individual Competences 77.9 -4.8 73.1 Upper Class / Upper Tier 76.0 100.0 88.5 D3: Organisational Alignment 68.8 - 68.8 Upper Class / Upper Tier 93.8 100.0 97.0 E: Systems and Processes 56.8 - 56.8 Upper Class / Lower Tier 76.5 90.2 85.6 Upper Class / Total 65.0 -4.0 61.0 Middle Tier 70.0 92.1 80.2 © IIAPS 2010 All Rights Reserved IIAPS Confidential 23
  24. 24. Benchmarking Organisational Competence The PSCM Index – IIAPS Transformation Report When undertaking an audited Embed Functional Silo analysis of the user’s self- Continuous Reorganisation Improvement & assessment IIAPS also KPI Culture Internally Embed Demand Management provides a detailed report on Difficult Competence Diversity & Inclusion Embed Planning recommendations for SPM/SRM Codify Knowledge Competence improvement, as outlined in the Ease of Implementation Embed Supply User Buy-In / Transformation Matrix opposite. Market Analysis Cross- Competence Functionality / Early Involvement MIS Realignment The matrix shows the following segmentation of transformation Supplier Selection & Category Mgmt Segmentation Establish Sourcing Contract Award Options options: Improvements User On-Line Categorisation Approach Common – High Value / Easy to Implement Sourcing Process & – High Value / Difficult to Implement Handbook Easy User and PSCM – Low Value / Easy to Implement Tender & Market Test Proactive Improvements Reactive Sourcing Sourcing Training – Low Value / Difficult to Implement Training Transition & Exit Make/Buy & Improvements User & PSCM Collaboration Initial Orientation IIAPS also provides costed Training Review options for supporting Low High transformation initiatives. Potential Value Improvement © IIAPS 2010 All Rights Reserved IIAPS Confidential 24
  25. 25. Benchmarking Individual Competence The ICA Index 138 Attributes Personal Profile & Experience Your Current Experience 7 Questions Other PSCM Experience 4 Questions Other Non-PSCM Experience 4 Questions Procurement Competencies Strategic Understanding & Segmentation 9 Questions Defining Business Needs & Demand Options 13 Questions Supply Market Analysis & Assessment 19 Questions Sourcing Option Development & Selection 14 Questions Market Test 10 Questions Negotiation & Contract Award 5 Questions Performance Management 17 Questions Relationship Transition & Exit 4 Questions Logistics & Supply Chain Management 23 Questions Individual Motivation Morale & Energy 3 Questions Performance & Potential 3 Questions Training & Development 3 Questions © IIAPS 2010 All Rights Reserved IIAPS Confidential 25
  26. 26. Benchmarking Individual Competence Benchmarking Against Role Profiles The assessment is undertaken after the organisation has defined its role profiles. These define the skills and experience required for each purchasing and supply role in the organisation. Typical Roles Focus of Attention Shareholder value; investor relations; business vision, strategy and C-level Board Director, 8 Executive CPO direction; revenue, profit and earnings per share (EPS) growth and corporate governance Operational excellence and global delivery; risk management, Senior Vice President / 7 innovation value and cost; management; visioning and selling the non-board CPO function Create your own Role General Manager Procurement, Profiles or Select the one Shaping operational and functional strategies; implementing business 6 Regional Procurement Head / closest to your current role decisions, leading teams and influencing senior stakeholders Procurement Director VP Strategic Sourcing / Portfolio management; flow down of strategy; building teams; 5 Category/Commodity Director managing resources; initiatives & stakeholders Senior Procurement Manager Major project and key supplier management; breakthrough value 4 Category / Commodity Manager creation; outsourcing Category / Commodity Specialist / Shaping sourcing strategies and source plans; analysing supply 3 Senior Buyer / Purchasing markets; supplier negotiation and development of strong local Executive relationships Tactical and operational purchasing; supply chain and post-contract 2 Buyer / Vendor Manager supplier performance; support for colleagues and stakeholders Cost Analyst Support for buying, supply chain, category and supplier teams; data 1 Buyer Planner gathering, analysis and transactional activities Assistant / Junior Buyer © IIAPS 2010 All Rights Reserved IIAPS Confidential 26
  27. 27. Benchmarking Individual Competence Individual Competence Assessment Reports Reports are made at aa number of Total Score Reports are made at number of different levels: different levels: Against World-Class Standards Against Best-in-Class Standards Within Role Within Company Basic Advanced © IIAPS 2010 All Rights Reserved IIAPS Confidential 27
  28. 28. Benchmarking Individual Competence Individual Competence Assessment Reports Your Role Profile Based on Standard IIAPS Criteria Your Results Your Results Role: Procurement Director Role: Procurement Director Required score boundaries: 55%-70% Required score boundaries: 55%-70% The Individual Competence Assessment (ICA) has awarded The Individual Competence Assessment (ICA) has awarded you 49%. This was above the average score (41%), but below you 49%. This was above the average score (41%), but below the target score profile for your role. the target score profile for your role. Analysis of your basic sourcing competencies shows that Analysis of your basic sourcing competencies shows that you are amongst the top performers in your organisation, you are amongst the top performers in your organisation, scoring 64%. scoring 64%. Analysis of your advanced sourcing competencies show that Analysis of your advanced sourcing competencies show that you are in the under-performing against other individuals, you are in the under-performing against other individuals, scoring only 28%. scoring only 28%. According to you role, your total score is below what is According to you role, your total score is below what is required, with particular attention needed on developing required, with particular attention needed on developing advanced sourcing competencies. advanced sourcing competencies. © IIAPS 2010 All Rights Reserved IIAPS Confidential 28
  29. 29. Benchmarking Individual Competence Individual Competence Assessment Reports Total Score Peter Smith – Buyer Peter performed well within his role profile. He scored strongly in the Basic level questions and also scored well in the Advanced level questions, showing promise for future competence development and subsequent promotion in the future. Main skills gaps within role profile: – Strategic Understanding – Sourcing Option Development & Selection – Relationship Transition Basic Advanced © IIAPS 2010 All Rights Reserved IIAPS Confidential 29
  30. 30. Benchmarking Individual Competence Corporate Overview Reports and Competence Gaps The Skills and Competence Gap Analysis The Team Overview Report allows the user to compare their overall, basic and advanced Report shows the gaps between the user’s ICA scores with other individuals in the organisation. current skills and experience in PSCM and defined world-class and best-in-class The comparison can be made against a number of pre-defined characteristics (e.g. PSCM competence standards. role, business function, business unit or department). © IIAPS 2010 All Rights Reserved IIAPS Confidential 30
  31. 31. The IIAPS Competence Solution - Summary The IIAPS advanced international standards are unique because: 1. They are based on rigorous standards, developed by academics, consultants and practitioners working together 2. The standards can be failed, and are based on fail / pass / merit / distinction 3. There are no exemptions for previous study 4. The qualifications cannot be achieved by other routes 5. The qualifications are based on a visible & recorded demonstration of competence in an environment that simulates the ‘real world’ experience of managers 6. Competence has to be demonstrated for ALL, pre & post contractual steps, activities & tasks, not just for some of them. 7. The Green Belt requires a basic competence in single category management & strategic sourcing 8. The Red Belt requires a demonstration of competence in complex project/new product & multiple category management & strategic sourcing 9. The Black Belt requires a demonstration of competence in theory and a practical application of competence in a real world situation 10. The competence training & standards is delivered globally, and the case material is adaptable for any unique corporate case study requirements © IIAPS 2010 All Rights Reserved IIAPS Confidential 31
  32. 32. Contacts International Institute for Advanced Purchasing & Supply EMEA Office Americas Office Asia Office 180 Piccadilly 7702 E. Doubletree Ranch Rd Suite 2702 London Suite 300 418-428 Jiang Ning Road W1J 9HF, UK Scottsdale, AZ 85258, USA 200041 Shanghai, China Tel : +44 (0)20 7917 6842 Tel : +1 480 348 3939 Tel : +86 (0)21 6217 0253 Fax : +44 (0)20 7439 0262 Fax : +1 480 991 0571 Fax : +86 (0)21 5228 8913 Email: info@iiaps.org Email: info@iiaps.org Email: info@iiaps.org © IIAPS 2010 All Rights Reserved IIAPS Confidential 32
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