Brian Farrington Ltd Training Directory 2010-11

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Brian Farrington Ltd Training Course Directory 2010-11

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Brian Farrington Ltd Training Directory 2010-11

  1. 1. Brian Farrington LtdBrian Farrington LtdCommercial Courses©Brian Farrington Ltd 2010Rainford HallCrankSt HelensWA11 7RPTel: 01744 20698Email: info@brianfarrington.com 2010
  2. 2. Brian Farrington Commercial CoursesTable of ContentsPLANNING THE PROCUREMENT STRATEGY ............................................................ 3COMMERCIAL ACUMEN FOR NON-PROCUREMENT SPECIALISTS ......................... 5SUSTAINABLE PROCUREMENT – STRATEGIES AND PRACTICE ............................. 7ENGAGING WITH VOLUNTARY AND COMMUNITY ORGANISATIONS – THETHIRD SECTOR ............................................................................................................. 9MANAGING THE PROCUREMENT FUNCTION ......................................................... 11PROJECT MANAGEMENT AND PROJECT MANAGEMENT METHODOLOGY ......... 13VFM COLLABORATIVE PROCUREMENT .................................................................. 15E-PROCUREMENT – A PRACTICAL INSIGHT ........................................................... 17SUPPLIER RELATIONSHIP MANAGEMENT ............................................................. 19PROCUREMENT AND ORGANISATIONAL STRATEGIES ......................................... 21EU PROCUREMENT LEGISLATION ........................................................................... 23UK PROCUREMENT LEGISLATION ........................................................................... 25THE LEGAL CONTENT OF AN INVITATION TO TENDER ........................................ 27CONTRACT LAW – IMPLIED VERSUS EXPRESS OBLIGATIONS ............................. 28IT SYSTEMS AND SOFTWARE PROCUREMENT ................................................ 29SPECIFICATION AND QUALITY MANAGEMENT...................................................... 31SUPPLIER EVALUATION AND SELECTION TECHNIQUES ...................................... 33CONSTRUCTING AN EFFECTIVE INVITATION TO TENDER ................................... 35MANAGING THE TENDER PROCESS ......................................................................... 37TENDER ANALYSIS SKILLS ....................................................................................... 39CONTRACT AWARD – KEY CONSIDERATIONS ........................................................ 41CONTRACT MANAGEMENT SKILLS .......................................................................... 43POST CONTRACT AWARD CONSIDERATIONS ........................................................ 45“FOOD” PROCUREMENT ........................................................................................ 47“CONSTRUCTION” PROCUREMENT .......................................................................... 48PREPARING FOR PURCHASING MANAGEMENT ..................................................... 49THE PURCHASING CONTRIBUTION TO LONG-TERM BUSINESS PLANNING ....... 51ORGANISING TO PROCURE ....................................................................................... 53PROCUREMENT FRAUD............................................................................................. 55TERMINATING CONTRACTS – COMMERCIAL AND LEGAL CONSIDERATIONS ... 57PROCUREMENT IN LOCAL GOVERNMENT .............................................................. 59FINANCE FOR NON-FINANCIAL SPECIALISTS ........................................................ 61MANAGING PARTNERING AGREEMENTS................................................................ 63MANAGING CONTRACT DISPUTES ........................................................................... 65MOBILISING FOR EFFECTIVE CONTRACT DELIVERY ............................................ 67APPOINTING AND MANAGING EXTERNAL ADVISERS ........................................... 69WHAT COULD POSSIBLY GO WRONG WITH A PROCUREMENT? .......................... 71UNDERSTANDING FINANCIAL MODELS .................................................................. 73 ©Brian Farrington Ltd 2010 Page 2
  3. 3. Brian Farrington Commercial Courses Course InformationTitle PLANNING THE PROCUREMENT STRATEGY Reference PS1Type Core knowledgeTarget Purchasing staff who are responsible for high value purchases and high riskAudience purchasesDuration 1 DayPurpose Understand the need for planning a procurement strategy at the outset Understand the prime facets of a procurement strategy Understand the format and content of business casesContent Establishing the need - defining the commodity group and possible quantity requirement - specification requirements - special characteristics of the purchase - risk issues Understanding current supply arrangements - historical demand and supply considerations - profiling the supply market - the contractual nature of existing requirements - performance requirements Supply market research and analysis - purchase research methodologies - access to market reports - sources of supply market data - analysis of the supply market, including quality and environmental considerations Procurement strategy template  key facets of the template Planning, defining and agreeing preferred procurement strategy, including e-procurement considerations - authorisation of strategy - impact of Gateway review - impact of e-procurement - reverse auctions Traditional contracting or partnering - the strengths and weaknesses of traditional contracting - the strengths and weaknesses of partnering - how Partnering Boards operate - agreeing long-term service innovation and continuous improvement Outline Business Case - current cost base - implementation costs - cashable benefits - client side management - qualitative benefits - assumptions ©Brian Farrington Ltd 2010 Page 3
  4. 4. Brian Farrington Commercial Courses Full Business Case - strategic fit - options appraisal - commercial aspects - affordability - achievability Supply positioning Matrix - strategic security - strategic critical - tactical acquisition - tactical profit Supplier preferencing - what it is - the supplier’s profiling of the buying organisation, relationships and driversDelivery Style  Tutorial discussions, preparing a mock strategy, case study and preparing a strategy templateCourse  Notes, suggested template and Certificate of AttendanceMaterialsLinked  The purchasing contribution to long-term business planningCourses ©Brian Farrington Ltd 2010 Page 4
  5. 5. Brian Farrington Commercial Courses Course InformationTitle COMMERCIAL ACUMEN FOR NON- PROCUREMENT SPECIALISTS Reference PS2Type Professional appreciationTarget All non-procurement specialists who require commercial acumen within theirAudience roleDuration 2 DaysPurpose Explain the commercial considerations when procuring goods and services Understand the issues around pricing decisions and relevance of costs Explain the relevance of contractual clauses to commercial judgmentsContent Price and cost considerations - the range of pricing strategies - exposing cost drivers - clarifying price differentials at the tender stage Supplier’s cash flow - the cost of money - milestone payments and valuations - payments discounts Supplier’s pricing decisions - absorption costing - knowing the buying organisation - pricing for contingency Dealing with contingency - exposing contingency provision - creating the contingency fund and methods for accessing such a fund - risk profiling Gainshare/Painshare agreements - gainshare agreements - the provision for damages - involving the supply chain Conducting due diligence - financial - operational - supply chain - past track record Negotiation skills - when to negotiate - the impact of standing orders and EU procurement directives - developing the skill of negotiation Managing contract change - assessing price changes - assessing impact on project programme Performance Bonds - the types of bonds - the wording of bonds Parent Company Guarantees - assessing the parent company - risk provision ©Brian Farrington Ltd 2010 Page 5
  6. 6. Brian Farrington Commercial Courses Imposing Damages for contract non-performance - liquidated damages - unliquidated (consequential loss) damages - Key contract clauses - sample clauses including Escrow, Change of Law and change of ownership Right of Audit clauses - the content of the clause - applying the right of audit in practice - dealing with the findings Supplier visits - organising the visit - who to see - what are we looking for Ethical issues - ethical considerations - hospitality Prevention of corruption - the Prevention of Corruption ActsDelivery Style  Tutor input, discussion group work, case studies and solution analysisCourse  Course notes and reference material and Certificate of AttendanceMaterialsLinked  Planning the procurement strategyCourses ©Brian Farrington Ltd 2010 Page 6
  7. 7. Brian Farrington Commercial Courses Course InformationTitle SUSTAINABLE PROCUREMENT – STRATEGIES AND PRACTICE Reference PS3Type Core knowledgeTarget Procurement and other officers engaged in implementing sustainableAudience procurement strategies and practiceDuration 1 DayPurpose Develop a common understanding of sustainable procurement Provide tools and techniques of defining sustainable impacts Help procurement specialists understand the benefits of incorporating sustainability into the procurement process Provide an understanding of the benefits of engaging the supply chain into sustainability strategiesContent What is sustainable procurement? - definition - general principles - category specific examples e.g. landfill tax Risk based approach to sustainable procurement - Basic risk management - Why the environment is a risk - Climate change - Resource depletion - Emissions - Waste - pollution Risk to the organisation from the environment - reputational - supplier failure - legal compliance - environmental taxation - health impacts Sources of environmental procurement risks - supplier performance on own site - supplier performance on buyer’s site - supplier provided goods and services Control and management - consumption reductions - seek green options - evaluate cost/benefits - green supplier selection - green design - green specifications Sustainable procurement assessment toolkit - prioritising categories - demand review - action planning - specification checklist - whole life cycle cost model ©Brian Farrington Ltd 2010 Page 7
  8. 8. Brian Farrington Commercial Courses Regulatory and guidance sources - BS EN ISO 14001 Environmental Management - RoHS Regulations (Statutory Instrument S12008 No37) - WEEE Directive - Local Government sustainable procurement strategyDelivery Style  Case studies, tutor input and tutor led problem solvingCourse  Course notes in checklist form and Certificate of AttendanceMaterialsLinked  Planning the Procurement StrategyCourses ©Brian Farrington Ltd 2010 Page 8
  9. 9. Brian Farrington Commercial Courses Course InformationTitle ENGAGING WITH VOLUNTARY AND COMMUNITY ORGANISATIONS – THE THIRD SECTOR Reference PS4Type Core knowledge, Awareness and Practical ApplicationTarget Commissioning, procurement, finance and service delivery staff engaged orAudience likely to become engaged in procurement from third sector organisationsDuration 1 DayPurpose Understand the range of services available from the third sector Understand the value added potential from the third sector Explain the difference between grant funding and procurement of goods and services from the third sectorContent The Third Sector – range of capabilities - reference to drug treatment, rehabilitation, asylum support services, children’s services, adult social care and crime and disorder reduction partnerships Scale, scope and organisational models for the third sector - the emphasis on SME’s - the scope of the third sector - organisational models Contract social clauses - community benefits - added value services - drafting the clauses Relevant Government policy - Value For Money - practical guidance - reducing barriers - creating level playing fields - the myth that EU Procurement is a barrier Value added from the third sector - community links - specialised knowledge - no institutional pressures - innovation - responsiveness - niche markets not generalists Pricing considerations - not for profit - full cost pricing considerations and impact - return on investment considerations Benefits and barriers to working with the third sector - access to finance - charities competing fro funding - back office capacity and organisation ©Brian Farrington Ltd 2010 Page 9
  10. 10. Brian Farrington Commercial Courses Four key areas where action is needed - commissioning - procurement - learning - accountability Using the flexibility inherent in European procurement legislation - contracts falling outside the provisions of EU Procurement Directives - supported businesses and the Special Contracts Arrangements - procurement fully subject to the EU Procurement Directives and partially exempt procurementDelivery Style  Tutor input and discussion plus practical considerations of procurementCourse  Course notes and checklists and Certificate of AttendanceMaterialsLinked  EU Procurement DirectivesCourses©Brian Farrington Ltd 2010 Page 10
  11. 11. Brian Farrington Commercial Courses Course InformationTitle MANAGING THE PROCUREMENT FUNCTION Reference PS5Type Practical applicationTarget Procurement Managers, procurement staff preparing for management andAudience managers with significant procurement involvement and/or accountability, e.g. Finance Directors.Duration 2 DaysPurpose Understand the essential facets of procurement management Explain the strategic and policy requirements of procurement Understand the requirement for long-term risk management processes to deal with the supply chain Understand the need for financial, contractual and operation knowledgeContent The role and influence of procurement - procuring goods and services from third parties - impact on service delivery - managing risk and opportunity Managers – key roles and functions - process, roles and tasks - public and private sector approaches - impact of stakeholder groups - managing stakeholders Ethics and social responsibility - social responsibility and ethics - ethical codes and rules - organisational goals and strategy Span of control and job design - span of control, advantages and disadvantages - the six tenets of job design Management decision making - tools for decision making - problem solving approaches Policies, procedures and controls - essential policies - process mapping - designing appropriate controls - audit regimes Organisation structures - centralised operations - delegated operations - consortia Category analysis - identifying appropriate categories - coding and classification - aggregation potential Supply base analysis - the Pareto distribution - data provision and analysis - expenditure and risk assessment Marketing procurement - understanding stakeholders and their needs©Brian Farrington Ltd 2010 Page 11
  12. 12. Brian Farrington Commercial Courses - growing supplier interest - simplifying tender procedures Procurement competency profiling - identifying the competencies, skills and knowledge - designing the metrics - public sector differentiators Measuring and reporting procurement performance - inputs, outputs and process - balanced scorecard - relevant management information Managing improvement - continuous improvement - demanding targets - rewarding personal achievement - motivational tools Drivers of change - legislation - costs of service - public demand - emergencies Employment legislation - employment legislation – an outline - TUPE - contractors - employee rights in a disciplinary processDelivery Style  Tutor led discussions, case studies and problem solving scenariosCourse  CIPS Level 5 Study Guide and Certificate of AttendanceMaterialsLinked  Planning the Procurement StrategyCourses©Brian Farrington Ltd 2010 Page 12
  13. 13. Brian Farrington Commercial Courses Course InformationTitle PROJECT MANAGEMENT AND PROJECT MANAGEMENT METHODOLOGY Reference PS6Type Procurement strategy and professional awarenessTarget Current and potential project managers, others involved in project deliveryAudienceDuration 2 DaysPurpose Identify the stages in the project management process Explain how to build and manage project teams Explain the principles of project planning and time management Explore examples of project management methodologiesContent Overview - the nature of project management - methodologies and toolkits - identification of goals The ingredients of excellence in project delivery - a team with relevant knowledge and skills - detailed planning - effective risk management - dealing with slippage - learning from failed projects Adapting to circumstances - deconstructing the template - developing a flexible framework - identification of timescales - the planning horizon Starting a project - project initiation documents - formal approval process - identification of goals and objectives - critical success factors - scope and timescales - assumptions Planning - appropriate levels of details - phases in the plan - milestones - outputs, not processes - communicating the plan Mapping it out - Working backwards - Gantt charts - Identification of major tasks and durations - Identifying dependencies - Independent tasks - The critical path OGC Gateways©Brian Farrington Ltd 2010 Page 13
  14. 14. Brian Farrington Commercial Courses - the Gateways process and Gates - applicability - guidance - support Communication and collaboration - who need the information? - stimulating action - influencing attitudes and behaviour - encouraging feedback - external stakeholdersDelivery Style  Formal presentations, tutor led discussions, problem solving case studies and personal presentationCourse  Notes, slide set, pre-course reading and Certificate of AttendanceMaterialsLinked  Planning the procurement strategyCourses  Finance for Non-Financial Specialists©Brian Farrington Ltd 2010 Page 14
  15. 15. Brian Farrington Commercial Courses Course InformationTitle VFM COLLABORATIVE PROCUREMENT Reference PS7Type Procurement strategyTarget Purchasing staff who will be working in areas covered by the protocol andAudience developing it in the futureDuration 1 DayPurpose Identify the main features of collaborative procurement Explain the key features of value for money approaches Explain the benefits of collaborative procurement approaches Identify the procedures applicable to particular areas of the procurement processContent Objectives of collaborative procurement - limit the dispersal of procurement processes - standardise prices for goods and services - improved value for money for smaller organisations - simplified access for small and large organisations wishing to provide goods and services to the public sector Value Wales joined up approach - enhanced value for money - development of expertise - transfer of knowledge across Wales - co-ordinated approach to the supply market - excellence in supporting public sector services Value for money - economy, efficiency and effectiveness - identification of benefits - determination of costs, short and long term Procurement strategy - Identification of local priorities - Maximising savings - Development of sourcing strategy - Development of long-term activity plans Areas for collaboration - framework contracts - all-Wales frameworks - OGC frameworks - specialist contracts Professional services and social care - Features of professional services procurement - Procuring social care - Identifying value and quality of service Management information - information to support decisions - break down of spend by departments - consistency of standards - building awareness of collaborative procurement routes across organisations Managing and reporting performance - setting targets for savings©Brian Farrington Ltd 2010 Page 15
  16. 16. Brian Farrington Commercial Courses - consulting with system users - use of KPIs - continuous improvementDelivery Style  Formal presentations, tutor led discussions, problem solving case studies and personal presentationCourse  Notes, slide set, pre-course reading and Certificate of AttendanceMaterialsLinked  Planning the procurement strategyCourses  Finance for Non-Financial Specialists©Brian Farrington Ltd 2010 Page 16
  17. 17. Brian Farrington Commercial Courses Course InformationTitle E-PROCUREMENT – A PRACTICAL INSIGHT Reference PS8Type Core knowledgeTarget Procurement staff and others needing an understanding of the breadth of e-Audience procurementDuration 1 DayPurpose Understand the detail of e-procurement Understand the benefits including cost and time Appreciate the practical obstacles to implanting e-procurementContent e-procurement tools  purchasing cards  BACS payment  supplier hosted web catalogues  internally hosted catalogues  on-line ordering  electronic requisitioning and ordering  on-line EU contract notification and award notices e-sourcing  what is it?  what can it do?  demand aggregation  requirements definition  supplier discovery  RFI; RFP; RFQ  reverse auctions e-tendering  why use e-tendering?  how to use an e-tendering solution  features of e-tendering  e-evaluation  decryption  opening tenders  evaluation  ranking  currency reconciliation e- vendor management  why use it?  features and functionality e-contract management  the elements of a typical eCMS  automation of processes  feedback into the sourcing process e-auctions©Brian Farrington Ltd 2010 Page 17
  18. 18. Brian Farrington Commercial Courses  how do e-auctions work?  the revenue equivalence theorem  collusion – coordination  e-auction experiencesDelivery Style  Tutor led discussion and explanation of real life experiences with e- procurement, plus group discussion.Course  Course notes in checklist form and reference sources and CertificateMaterials of AttendanceLinked  NoneCourses©Brian Farrington Ltd 2010 Page 18
  19. 19. Brian Farrington Commercial Courses Course InformationTitle SUPPLIER RELATIONSHIP MANAGEMENT Reference PS9Type Core knowledgeTarget Procurement, service managers and others actively engaged in supplierAudience managementDuration 1 DayPurpose Understanding how to create effective relationships Understanding the tools available for relationship management Explain the benefits from positive relationshipsContent The relationship spectrum  formal relationships  business trust relationships  dependency relationships e-procurement and relationship management  managing the distant relationship  providing adequate briefings on the process  reverse auctions and trust in the process  tendering processes How to establish positive relationships - team building skills - role definition - facing reality when challenges are present Working with different personalities and cultures - understanding the respective business drivers - examining the personalities and their drivers - the impact of organisational and country culture Consequences of poor relationships - breakdown in performance - lack of trust delaying actions - claims for extras and contract change requirements Tools and techniques - team building - personality profiling - off-site review sessions - reward systems - motivational tools Relationship issue analysis - key personnel - accountabilities - pressure from senior management - unreasonable demands of individuals Buyer seller expectations and values  the profit motive  service excellence  contract length and renewal A practical model for developing a relationship  explanation of the model Dealing with a breakdown in relationships©Brian Farrington Ltd 2010 Page 19
  20. 20. Brian Farrington Commercial Courses - the role of the honest broker - getting the team to solve problems - documenting agreementDelivery Style  Tutor led discussion and formal presentation, discussion and study of relationship building and breakdownCourse  Course notes in bullet format and Certificate of AttendanceMaterialsLinked  NoneCourses©Brian Farrington Ltd 2010 Page 20
  21. 21. Brian Farrington Commercial Courses Course InformationTitle PROCUREMENT AND ORGANISATIONAL STRATEGIES Reference PS10Type Core knowledgeTarget Procurement, finance, audit and service managers actively engaged inAudience developing procurement and related strategiesDuration 2 DaysPurpose Explain organisational strategies and linkage with procurement strategies Understand how to develop an effective procurement strategy Understand the legislative influences on strategic thinking Explain how strategic supplier management is a significant contributor to performanceContent Strategic management defined - levels of decision making - long, medium and short term planning Organisational context - relationships with suppliers, customers and other stakeholders - identification of organisational resources - organisational politics and culture Strategy over time - re-evaluation of assumptions - changes to objectives - identifying ineffective strategies - addressing areas of implementation Stakeholder analysis - identification of stakeholders - stakeholder objectives - power and influence - impact on the organisation Value Wales procurement strategy template - content of the template - relating the template to participant’s organisation Sector specific strategies – overview - local government - health - education Legislative influence - open competition - framework agreements - choice of procurement route - PPP/PFI strategies Senior staff strategic awareness - long-term planning - strategies for delivering key services - strategic plans with procurement Strategic supplier management©Brian Farrington Ltd 2010 Page 21
  22. 22. Brian Farrington Commercial Courses - relationships - business planning and sharing data - category managementDelivery Style  Tutor led discussion, case studies and practical strategy developmentCourse  Course notes, reference material and Certificate of AttendanceMaterialsLinked  Planning the Procurement StrategyCourses©Brian Farrington Ltd 2010 Page 22
  23. 23. Brian Farrington Commercial Courses Course InformationTitle EU PROCUREMENT LEGISLATION Reference LF1Type Awareness and Career DevelopmentTarget Procurement Managers and Staff with responsibility for ensuring complianceAudience with EU Procurement LegislationDuration 1 dayPurpose Provide background to the EU General Public Sector Directive and the Utilities Directive Explain the procedures that contracting authorities must follow under the EU Procurement Regime Explain the implications of the existing Remedies Directives and new 2007 Remedies Directive Ensure a consistent application of the EU procurement rules across all contracting authorities. Manage risk during the EU procurement processContent Background to EU Public Procurement Regime - Purpose of the EU Public Procurement Rules - Evolution of EU Public Procurement Regime - Who is affected by the EU Public Procurement Regime EU Public Procurement Directives - Public Sector Directive – works, supplies and services - Utilities Directive - Original Remedies Directives - 2007 Remedies Directive - Implementation of the Directives in UK Contracting Authority’s basic advertising requirements - OJEU – what is it? - Contract thresholds - Types of Notices and timescales - Exemptions to advertising requirements - Basic Treaty Requirements to be satisfied Advertising in the OJEU - Contents of Notices - Technical Specifications - Selection Criteria - Award Criteria – dealing with weightings - Dangers of changing selection/ award criteria after contract advertised in OJEU Awarding the contract - Selecting the most appropriate procedure - Open Procedure - Restricted Procedure - Negotiated Procedure - Competitive Dialogue - Accelerated Procedure - Alcatel Standstill Provisions and implications of new 2007 Remedies©Brian Farrington Ltd 2010 Page 23
  24. 24. Brian Farrington Commercial Courses Directive Risks of breaching procurement rules - Damage claims - Injunctions - European Commission investigation - Finding of Illegal Direct Award and potential cancellation of contract - Minimising the risk of breaches Types of procurement - Framework Agreements - Dynamic Purchasing Systems - Electronic Procurement - Dividing contracts into lots Dealing with confidential information during the procurement process - Non Disclosure Agreements with tenderers - Specific issues arising in competitive dialogue Interactive Case Studies - Drafting a contract notice - Establishing Award Criteria - Awarding a contract – correct procedure - Dealing with a request for a disgruntled bidderDelivery Style  Formal presentations, tutor led discussions, interactive problem solving case studies and personal presentationCourse  Notes, slide set, pre-course reading and Certificate of AttendanceMaterialsLinked  UK Procurement LegislationCourses  Managing the Tender Process Course Information©Brian Farrington Ltd 2010 Page 24
  25. 25. Brian Farrington Commercial CoursesTitle UK PROCUREMENT LEGISLATION Reference LF2Type Awareness and Career DevelopmentTarget Procurement Managers and Staff with responsibility for ensuring complianceAudience with UK Procurement LegislationDuration 1 DayPurpose Provide background to how the EU Procurement Directives have been implemented in the UK Explain the procedures that contracting authorities must follow under UK procurement legislation Explain guidance that is available from OGC in UK procurement legislation Ensure a consistent application of the EU procurement rules across all contracting authorities. Manage risk during the EU procurement processContent Background to EU Public Procurement Regime - Purpose of the EU Public Procurement Rules - Evolution of EU Public Procurement Regime - Who is affected by the EU Public Procurement Regime EU Public Procurement Directives - Public Sector Directive – works, supplies and services - Utilities Directive - Original Remedies Directives - 2007 Remedies Directive - Implementation of the Directives in UK How EU Public Procurement Rules have been implemented in the UK - Public Contracts Regulations - Public Utilities Contracts Regulations - Remedies Regulations - Forthcoming Regulation implementing 2007 Remedies Directive Contracting Authority’s basic advertising requirements - OJEU – what is it? - Contract thresholds - Types of Notices and timescales - Exemptions to advertising requirements - Basic Treaty Requirements to be satisfied - OGC Guidance on advertising requirements Advertising in the OJEU – OGC Guidance - Contents of Notices - Technical Specifications - Selection Criteria - Award Criteria – dealing with weightings - Dangers of changing selection/ award criteria after contract advertised in OJEU Awarding the contract©Brian Farrington Ltd 2010 Page 25
  26. 26. Brian Farrington Commercial Courses - Selecting the most appropriate procedure – OGC Guidance - Open Procedure - Restricted Procedure - Negotiated Procedure - Competitive Dialogue - Accelerated Procedure - Alcatel Standstill Provisions and implications of new 2007 Remedies Directive Risks of breaching procurement rules - Damage claims – examples of UK cases - Injunctions – examples of UK cases - European Commission investigation - Finding of Illegal Direct Award and potential cancellation of contract - Minimising the risk of breaches – OGC Guidance Types of procurement – OGC Guidance - Framework Agreements - Dynamic Purchasing Systems - Electronic Procurement - Dividing contracts into lots Dealing with confidential information during the procurement process - Freedom of Information Act - Non Disclosure Agreements with tenderers - Specific issues arising in competitive dialogue Interactive Case Studies - Drafting a contract notice - Awarding a contract – correct procedure - Dealing with a FOIA request - Dealing with a request for a disgruntled bidderDelivery Style  Formal presentations, tutor led discussions, interactive problem solving case studies and personal presentationCourse  Notes, slide set, pre-course reading and Certificate of AttendanceMaterialsLinked  EU Procurement LegislationCourses  Managing the Tender Process©Brian Farrington Ltd 2010 Page 26
  27. 27. Brian Farrington Commercial Courses Course InformationTitle THE LEGAL CONTENT OF AN INVITATION TO TENDER Reference LF3Type Core knowledgeTarget Procurement, legal services, audit and service managers involved in designingAudience ITT’sDuration 1 DayPurpose Understand the key contract clauses and their potential application Understand typical schedules to a contract and their potential application Explain the need to anticipate contractual non-performance and remedies availableContent Key Contract Clauses (Examples only - others will be accommodated) - Changes in law - Change in service priorities - Damages and service credits - IPR’s - Specification - Force Majeure - Contract review and contract extension - Jurisdiction - Payment - Change in ownership - Insurances - Right of Audit - Open Book - Termination Schedules to the contract (Examples only – others will be accommodated) - Exit plan - Emergency planning - Novated contracts - Dispute resolution - Performance bond - Contract change - Benchmarking - Key personnel - Security considerationsDelivery Style  Tutor led discussion around actual clauses and schedules, using case law to illustrate practical situations that arise in business.Course  Relevant notes with illustrative clauses and Certificate of AttendanceMaterialsLinked  Contract LawCourses©Brian Farrington Ltd 2010 Page 27
  28. 28. Brian Farrington Commercial Courses Course InformationTitle CONTRACT LAW – IMPLIED VERSUS EXPRESS OBLIGATIONS Reference LF4Type Core knowledgeTarget Procurement, service managers and audit staffAudienceDuration ½ DayPurpose Highlight typical points of failure in non-commodity procurements Explain the difference between implied and express obligations Explain the concepts surrounding the elevation of the supplier to expert Provide a list of do’s and don’ts in relation to a supplier’s obligationsContent What is the law that impacts on procurement? When and how contracts are formed Commodities versus solutions Letters of Intent Instructions to Proceed Caveat Emptor The dangers of using the supplier’s contract terms and conditions Implied obligations Express obligations Material breach Remedies at law Do’s and Don’ts for purchasersDelivery Style  Formal presentation and participant discussionCourse  Course notes in checklist form and Certificate of AttendanceMaterialsLinked  Tendering and Specification writingCourses Course Information©Brian Farrington Ltd 2010 Page 28
  29. 29. Brian Farrington Commercial CoursesTitle IT SYSTEMS AND SOFTWARE PROCUREMENT Reference PP1Type Core knowledgeTarget Procurement, IT, Project Management and Senior Staff engaged in IT SystemsAudience and Software ProcurementDuration 2 DaysPurpose Identify the essential commercial and legal considerations when buying IT Understand the source of disputes in typical IT contracts Explain the crucial role to be played by procurement specialists Explain the commercial risks that need optimisingContent Background to IT Procurement - the technical dominance in procurement - balancing technical and commercial interests - long-term life cycle costs - risk management - Gateway reviews A brief history of IT disasters and successes  specification issues  cost overruns  programme overruns  technical change The role and influence of procurement  key phases of the procurement cycle  due diligence  evaluation criteria and weightings  formation of the contract, including letters of intent and Instructions to proceed  assignment and novation issues  Contracts (Rights of Third Parties) Act 1999 A robust procurement process through to contract signature  managing the tender process  documenting discussions  reference site visits  handling the supplier’s pressure to get to contract signature  using OGC Framework Agreements Cost drivers, price management and negotiation - hardware, software, labour/development costs, installation and maintenance costs - managing prices in the longer term - price review mechanisms and choice of indexation - when and how to negotiate Critical commercial facets of IT and Software - relationship between supply and support contracts - off the shelf contractual issues - testing and acceptance - applying damages and service credits - business continuity Software licences and development agreements©Brian Farrington Ltd 2010 Page 29
  30. 30. Brian Farrington Commercial Courses - key features of software licences - different types of software licences - structure of a typical object licence agreement - licensee obligations - licensor’s warranties and liabilities - indemnities Intellectual property rights in systems and software - copyright in software and databases - trademarks and service marks - Escrow agreements Managing IT contracts – liabilities and dispute management - performance bonds and insurance requirements - intellectual property infringement - calculating a cap on liability - dispute resolution and ADR Long-term IT support contracts - right to terminate - guaranteeing availability of support - help desks - negotiating response times - accessing upgrades and the commercial implications - off-shoring implicationsDelivery Style  Tutor led discussions and formal input, case studies, consideration of court judgments on IT cases and problem solving scenariosCourse  Course notes based on practical and proven checklists and CertificateMaterials of AttendanceLinked  Managing the Tender ProcessCourses©Brian Farrington Ltd 2010 Page 30
  31. 31. Brian Farrington Commercial Courses Course InformationTitle SPECIFICATION AND QUALITY MANAGEMENT Reference PP2Type Core knowledgeTarget Procurement, quality management, heads of service and contract managementAudience staffDuration 1 DayPurpose Ensure a full understanding of writing and presenting specifications Stress the importance of quality management throughout the procurement process Emphasise the linkage with contractual terms and conditionsContent Writing effective specifications - output versus input specifications - using the right language - the various ways to specify including buying by sample, chemical analysis, etc - guidelines for content and presentation Input versus output specifications - the arguments for and against each - the contractual implications Key Performance Indicators - defining key performance indicators - the consequences of them not being met Acceptance testing and quality standards - the difficulties relying on the supplier’s testing programme - time for acceptance - rework implications Linkage with contractual terms and conditions - inspection rights - termination rights - right to audit - supply chain implications Applying damages for non-performance - preparing a heads of claim - retendering implications Environmental considerations - specifying and accountability for environmental matters Sustainability considerations - environmental considerations On-site inspection and rejection processes - rights to use third party inspection - rejecting work in progress Quality certification - checking the accreditation source - AQAS Product guarantees©Brian Farrington Ltd 2010 Page 31
  32. 32. Brian Farrington Commercial Courses - when do they start - how long - terms of the guarantee Repair or replace - supplier’s right to repair or replace - recommencement of guarantee period As built drawings - Escrow - IPR’sDelivery Style  Tutor input, discussion, problem solving case studiesCourse  Course notes and tender document references and Certificate ofMaterials AttendanceLinked  NoneCourses©Brian Farrington Ltd 2010 Page 32
  33. 33. Brian Farrington Commercial Courses Course InformationTitle SUPPLIER EVALUATION AND SELECTION TECHNIQUES Reference PP3Type Core knowledgeTarget Procurement staff and likely Project Board membersAudienceDuration 1 dayPurpose Explain the rationale for evaluating suppliers at PQQ and tender stages Understand the need for robust evaluation criteria and weightings Gain an understanding of handling supplier presentations Explain the methodology used by effective evaluation panelsContent Purchases < EU Threshold - the relevance of standing orders and procurement rules - the EU thresholds for supplies, services and construction Purchases > EU Threshold - the process for such purchases - aggregation rules - time periods applicable to aggregation Risk profiling the intended purchase - the risk register - the different types of risks - obtaining the supplier’s view of risks Soft Market Testing - what is legitimate - making notes of meetings - preparing relevant notes Informing the supply market - advertising - bidder’s days - internal tender information OJEU advertisements - the content of the OJEU advertisement - ensuring the content is appropriate - time for responses Bidder’s days - hosting the day - the content of presentations - who shall make the presentation - ensuring the quality of presentations Designing the content of a PQQ - the sections of the PQQ - asking relevant questions - making it service/goods specific Designing the content of an Invitation to Tender (ITT)©Brian Farrington Ltd 2010 Page 33
  34. 34. Brian Farrington Commercial Courses - instructions to tenderers - the sections of the ITT - the contract and schedules Evaluation criteria and weighting modelling - determining the criteria - deciding on the weightings (if any) - the scoring system Financial and Technical considerations - cost modelling - specification writing Supplier presentations - assessing the quality of the presentations - controlling the time - asking questions Contract award - the Alcatel standby period - Judicial reviews - Authorisation to sign the contractDelivery Style  Tutor input, tutor led discussions, analysis of actual documentationCourse  Notes, case studies, templates and Certificate of AttendanceMaterialsLinked  Tender Analysis SkillsCourses©Brian Farrington Ltd 2010 Page 34
  35. 35. Brian Farrington Commercial Courses Course InformationTitle CONSTRUCTING AN EFFECTIVE INVITATION TO TENDER Reference TB1Type Core knowledgeTarget Procurement and Service Managers who are or will be engaged in preparingAudience Invitations to TenderDuration 1 DayPurpose Understand what an effective ITT looks like Appreciate the benefits of helping tenderers to produce first class tenders Understand that innovative solutions can be sought and evaluatedContent Reference to business case - confirm technical and financial requirements - confirm affordability envelope - confirm decision making timescales Instructions to tenderers - defining the essential content - in what medium are tenders to be submitted - tender validity period - are tender bonds required Using the right language - avoiding acronyms - providing a glossary of terms - avoidance of pointing to a specific solution Explaining the requirement to tenderers - the specification - client specific circumstances impacting on performance - KPI’s - defining ‘must haves’ and ‘nice to haves’. Anticipating tenderer’s questions - typical areas of concern - technical questions - procurement questions - the process for resolving queries that arise during the tender process Requesting cost information - designing the cost model - anticipating the cost drivers - dealing with contingency provision Requesting innovative solutions - encouraging innovative solutions - permitting non-compliant tender solutions - how to evaluate innovation Dealing with competitive edge solutions - confidentiality - reaching an understanding of cutting edge solutions - pricing the alternative©Brian Farrington Ltd 2010 Page 35
  36. 36. Brian Farrington Commercial Courses Explaining the procurement process and timescales to get to contract - setting out the process - evaluation panels - the decision making process - Local Authority call-in periods The ITT evaluation model - criteria and weightings - scoring systems Populating the contract clauses and schedules to contract - boilerplate clauses - contract specific clauses - schedules that may be requiredDelivery Style  Tutor led discussions and formal input, problem solving scenariosCourse  Course note checklists and Certificate of AttendanceMaterialsLinked  Tender Analysis SkillsCourses©Brian Farrington Ltd 2010 Page 36
  37. 37. Brian Farrington Commercial Courses Course InformationTitle MANAGING THE TENDER PROCESS Reference CA1Type Core knowledgeTarget Procurement, finance, audit and service managers actively engaged in tenderingAudience processesDuration 1 DayPurpose Understand the end-to-end tender process Explain the salient considerations for the tender process to work effectively Explain the typical pitfallsContent Understanding the legal framework surrounding the tendering process - EU Directives - Standing Orders - Standstill period - Tender validity period Incorporating the terms and conditions of contract - the rules of offer and acceptance - dealing with contractual non-compliance - dealing with the involvement of external legal advisers Determining the rules of the bidding process - communication protocol - receipt and opening of tenders - raising clarification questions How to use non-collusion clauses - non-collusion undertakings - consequences of breach How to handle bidders’ conferences and/or reference site meetings - organising a bidder’s conference - who should be involved - reference site meetings - contemporaneous notes Preparing the pricing schedules - what are the potential cost drivers? - designing the pricing template - instructions for completing the template The legal aspects of return of tenders - validity date - tender bonds - making counter offers and the likely consequences Evaluating the bids, both commercially and technically - the criteria and weightings - the role of evaluation panel members - technical considerations and impact on price and performance Preparing for and undertaking post tender clarification and negotiation - identifying the issues - planning the process - documenting the outcome - ensuring the audit trail is complete©Brian Farrington Ltd 2010 Page 37
  38. 38. Brian Farrington Commercial Courses The Alcatel period - what does it mean? - how is it applied? - dealing with appeals - judicial reviews Authorisation for contract award - Central government and local authority decision making - Delegated authority implications Advising non-successful bidders - EU Directive guidance - satisfying the formalities - simple What information to provide - Providing a debrief Awarding the contract - simple versus deed contracts - ensuring formal acceptanceDelivery Style  Tutor input, discussion, problem solving and role playingCourse  Notes in checklist form and official guidance references andMaterials Certificate of AttendanceLinked  Constructing an effective Invitation to TenderCourses©Brian Farrington Ltd 2010 Page 38
  39. 39. Brian Farrington Commercial Courses Course InformationTitle TENDER ANALYSIS SKILLS Reference CA2Type Core knowledgeTarget Procurement and other functional specialists engaged in tender analysisAudienceDuration 1 DayPurpose Explain the importance of professional analysis of tenders Understand the nuances included in tenders by bidders Understand that detailed evaluation is a task requiring diligenceContent Linking the content of a tender to the evaluation model - facets of the evaluation model - locating specific answers to evaluation facets - ensuring the right criteria are used Dealing with vague statements - examples of vague statements - drafting clarification questions - determining the impact of the vagueness Dealing with non-compliance - what was said in the tender? - were alternative solutions requested? - deciding to pursue non-compliance Taking up references - written or verbal requests - going beyond the façade of references - the necessity for due diligence Dealing with contradictions - the nature of contradictions - clarification process Technical analysis - compliance with specification - method statements - quality management of the service or manufacturing Commercial analysis - pricing detail - supply chain issues - financial health of the supplier - payment and/or funding issues Financial analysis - the supplier’s accounts - performance bonds/PCG - comprehensiveness of pricing detail - remedies for non-performance Contractual analysis - identifying the impact of any non-compliance - dealing with other matters raised - analysing alternative clauses suggested Identifying questions for clarification©Brian Farrington Ltd 2010 Page 39
  40. 40. Brian Farrington Commercial Courses - responsibility to draft the questions - accountability for raising questions with bidders Briefing the evaluation team - ensuring that all the evaluation panel understand the model - explaining the scoring system Resolving in-house differences of findings - the formality of recording differences - discussing and agreeing the consensus Qualifying words and phrases - working examples of such phrases and words - understanding the impact of themDelivery Style  Tutor input using actual examples from a range of tenders, plus notes in checklist formCourse  Course notes and reference material and Certificate of AttendanceMaterialsLinked  Constructing an effective tender and the Legal Content of a TenderCourses©Brian Farrington Ltd 2010 Page 40
  41. 41. Brian Farrington Commercial Courses Course InformationTitle CONTRACT AWARD – KEY CONSIDERATIONS Reference CA3Type Core knowledgeTarget Procurement, finance, audit and service managers actively engaged in contractAudience award processesDuration 2 DaysPurpose Understand the formalities of contract award Explain the benefits of debriefs Understand how to comply with EU Directives and other RegulationsContent Recommendation to award a contract - preparing the report - complying with MEAT - explaining the process Approval processes - Departmental sign off - Council and other bodies’ approval - Role of scrutiny panel - Call in periods and implications Contract standstill period - Alcatel period and implications - Relevance to contract signature - Appeals within the period Letters to successful and unsuccessful bidders - model letters - offering debriefs Supplier debriefs - the content of the debrief - participants - recording the comments and responses Contract award notice - complying with EU Directives - timescales Securing and recording benefits - analysis, recording and reporting benefits - ensuring that through life costs are taken into account Contract signature - authorised signatures - delegated authority - simple or contracts under seal Security and CRB clearance - security clearance levels - security clearance processes and timescales - CRB requirements Health & Safety briefings - the importance of health & safety©Brian Farrington Ltd 2010 Page 41
  42. 42. Brian Farrington Commercial Courses - briefings prior to site engagement - the legal requirements Hand over to contract management - formal handover to contract management - explaining contract terms and conditions - pointing out contractual obligations on the client side Publicising contract award in-house - advising interested parties - explaining whether the contract is mandatory - understanding Framework Agreements Efficiencies and reporting - the requirements for efficiency improvement - continuous improvement plans - reporting performance - public satisfaction surveys Capturing lessons learned - what are the lessons learned - transferring the learning by communicationDelivery Style  Formal inputs, case studies, role plays and review of actual situationsCourse  Course notes in checklist form with extracts of formal advice andMaterials Certificate of AttendanceLinked  Managing the Tender ProcessCourses©Brian Farrington Ltd 2010 Page 42
  43. 43. Brian Farrington Commercial Courses Course InformationTitle CONTRACT MANAGEMENT SKILLS Reference CM2Type Core knowledge for procurement and contract management staffTarget Procurement and contract management staffAudienceDuration 2 DaysPurpose Understand the contract complexities that need handling Understand the legal framework in which contract management takes place Explain the practical steps in obtaining and analysing performance dataContent Understanding the contract - contractual terms and conditions - schedules to the contract - the specification - reporting performance Formal contract reviews - scheduled review meetings - the agenda - who should be present - timing Contract monitoring approaches - formal - informal - escalating the involvement - electronic monitoring Provision of relevant Management Information (MI) - the content required by the contract - when it is to be provided - accuracy - inadequate and misleading data Managing contract review meetings - chairing the meeting for positive outcomes - establishing facts - getting a balanced picture of performance - agreeing and documenting actions Monitoring performance against KPI’s and National Indicators - KPI’s and National Indicators - linking performance to gainshare and painshare - implementing damages and/or service credits Preparing a contract management plan - the content of a plan - the specific proposed contract management structure - time lines Conducting spot audits - when to make them - involving internal audit - having the right skills and knowledge present©Brian Farrington Ltd 2010 Page 43
  44. 44. Brian Farrington Commercial Courses Dealing with non-performance - resolving amicably - formal disputes - contract termination Serving notices of breach of contract - the legal process - maintaining the audit trail Responses to contractor default - acquiescence - dispute resolution - action plans Contract renewal planning - establishing the data base - avoiding breaching EU Regulations and Standing OrdersDelivery Style  Tutor input, discussions, case studies and role playingCourse  Course notes in checklist form, reference material and Certificate ofMaterials AttendanceLinked  Contract Law, Managing DisputesCourses©Brian Farrington Ltd 2010 Page 44
  45. 45. Brian Farrington Commercial Courses Course InformationTitle POST CONTRACT AWARD CONSIDERATIONS Reference CM2Type Core knowledgeTarget Purchasing and Contract Management StaffAudienceDuration 1 DayPurpose Explain the typical considerations for post contract award actions Understand the contractual linkages impacting on contract performance Experience problem solving based on actual contract defaults Understand the principle of acquiescenceContent Contract Management - knowledge and skills requirements - understanding the contract - taking decisive action Provision of Management Information - defining this in the contract - frequency and detail required - the medium in which the MI will be provided Contract change - contract change processes - impact on cost and programme - timescales for decision making Key personnel - acceptability or otherwise - replacing key personnel - involvement in the contract and cost Client obligations - information turnaround - payment - partnering actions Supplier obligations - performance - continuous improvement - quality, sustainability and equality Exit strategies - when the exit strategy and exit plan will be agreed - the detailed content of the exit plan - retendering actions - linkage with termination Dispute resolution - ADR process - Binding or not Contract reviews - frequency - content - minutes©Brian Farrington Ltd 2010 Page 45
  46. 46. Brian Farrington Commercial Courses Benchmarking - contract provision - price matching clauses - confidentiality Defining material breach - the definition of material breach - linkage with termination rightsDelivery Style  Tutor input, group discussion, case studyCourse  Notes, slide deck and bibliography and Certificate of AttendanceMaterialsLinked  Contract Management SkillsCourses©Brian Farrington Ltd 2010 Page 46
  47. 47. Brian Farrington Commercial Courses Course InformationTitle “FOOD” PROCUREMENT Reference ERP2Type Core knowledge and subject matter appreciationTarget Procurement, finance, audit and service managers actively engaged in foodAudience procurementDuration 2 DaysPurpose Understand the specialist nature of food procurement Develop Strategies for food procurementContent  Definition of food procurement  The Public Sector Food Procurement Initiative (PSFPI)  Menu of priority objectives  Menu of other objectives  Strategic stakeholders  The policy landscape  NAO report ‘Smarter Food procurement in the public sector’ [HC 963-1 2005-2006]  Costs, quality and sustainability  Reviewing current practice  Initiatives that may be taken  Delivering an effective food procurement process  The food supply chain  Catering contracts – some key considerations  School, hospital and prison food procurement  Characteristics of successful food procurement  School Food Trust Survey February 2009-07-27  Sustainable food procurement  Sustainable food defined  Collaborative procurement case studyDelivery Style  Tutor input, group discussion, case studyCourse  Notes, slide deck and bibliography and Certificate of AttendanceMaterialsLinked  Supplier Evaluation and Analysis TechniquesCourses©Brian Farrington Ltd 2010 Page 47
  48. 48. Brian Farrington Commercial Courses Course InformationTitle “CONSTRUCTION” PROCUREMENT Reference ERP3Type Core knowledge and subject matter appreciationTarget Procurement, finance, audit and service managers actively engaged inAudience Construction ProcurementDuration 2 DaysPurpose Understand the specialist nature of construction procurementContent  Critical success factors  Engaging architects, quantity surveyors and consultants  Project Team  Integrated process  Procurement and contract strategies  Risk and value management  PFI, Prime Contracting, Design and Build, Leasehold  Whole life costing  Gateway reviews  Framework for integrated procurement  PPC 2000 New Engineering Contract  The legal and regulatory framework Payment mechanisms  Construction contract clauses and conditions  Model form contracts and their usage  Contract administration and management  Risk management throughout the procurement process  Claims management  Supply chains  The Latham report and its impact  The Egan report and its impact  Delivering to budget and time  Auditing site practices  ProCure 21Delivery Style  Tutor input, group discussion, case studyCourse  Notes, slide deck and bibliography and Certificate of AttendanceMaterialsLinked  Contract Management SkillsCourses©Brian Farrington Ltd 2010 Page 48
  49. 49. Brian Farrington Commercial Courses Course InformationTitle PREPARING FOR PURCHASING MANAGEMENT Reference S1Type Career DevelopmentTarget Purchasing staff who have been identified for promotion to more seniorAudience positionsDuration 2 daysPurpose Identify the role and challenges of managing a purchasing function Explain how to develop purchasing strategies Explain how to effectively manage staff and to establish positive relations with stakeholders Explain how the budgeting and financial controls operateContent Management defined - the nature of management - the systems concept and the management process The development of management concepts - emphasis on human relations - emphasis on administration - emphasis on performance - emphasis on change Objectives and ethics - the range of purchasing objectives - service excellence characteristics - ethics - prevention of corruption acts Planning - fundamental concepts of planning - types of plans - criteria for evaluating plans - summary of principles Management information systems - functions of an information system - capturing supply market research Decision making - the decision making process - creativity in decision making - options appraisal Organisational relationships - line/staff relationships - stakeholder engagement - centralised versus decentralised options Leadership patterns - theories of leadership - components of leadership - personality dynamics in leadership - selecting a leadership pattern Communications - principles of communication©Brian Farrington Ltd 2010 Page 49
  50. 50. Brian Farrington Commercial Courses - media for communications - problems in communication Motivating staff - the basis of motivation - setting realistic and achievable objectives The basis of control - the nature of control - the control process - characteristics of good control Managing and reporting performance - setting departmental performance objectives - consulting with stakeholders - key reporting of KPI’s with management and stakeholders - linkage to pay and rewardsDelivery Style  Formal presentations, tutor led discussions, problem solving case studies and personal presentationCourse  Notes, slide set, pre-course reading and Certificate of AttendanceMaterialsLinked  Procurement and Organisational StrategiesCourses  Managing the Procurement Function  Finance for Non-Financial Specialists©Brian Farrington Ltd 2010 Page 50
  51. 51. Brian Farrington Commercial Courses Course InformationTitle THE PURCHASING CONTRIBUTION TO LONG- TERM BUSINESS PLANNING Reference S2Type Core knowledgeTarget Purchasing staff who are engaged in strategic and policy planningAudienceDuration 1 DayPurpose Identify procurement strategic options for long-term benefit Explain policy development and planning Explain the key facets of linking procurement to long-term business needsContent The essence of long-term business planning - financial planning - operational planning - supply market risks and mitigation strategies - human capital planning Working with stakeholders - explaining procurement and supply chain planning criteria - key strategic issues and decisions - engaging with the supply market Cost and Price considerations - identifying the key cost drivers of goods and services - devising effective cost models - public sector comparators - benchmarking prices - long-term price control Understanding the supplier’s long range business plan - customer analysis - working capital and financial considerations - workforce planning - acquisitions and mergers - market risks Contractual issues - contracting for the longer term - PFI/PPP considerations - long-term pricing considerations - rights of termination - change of supplier ownership The impact of extreme supply market considerations - supply market capacity - milestone payments - retention considerations - transfer of title and risk - Escrow considerationsDelivery Style  Tutor led discussions, practical formulation of strategy and policy documents, case study comments and presentationsCourse  Notes, slide set and references to access on the web and Certificate of©Brian Farrington Ltd 2010 Page 51
  52. 52. Brian Farrington Commercial CoursesMaterials AttendanceLinked  Procurement and Organisational StrategiesCourses©Brian Farrington Ltd 2010 Page 52
  53. 53. Brian Farrington Commercial Courses Course InformationTitle ORGANISING TO PROCURE Reference S3Type Core knowledgeTarget Purchasing and other relevant staff engaged in procurement activitiesAudienceDuration 1 DayPurpose Explain and emphasise the importance of planning procurements Emphasise the major facets of organising procurement actions Recognise that the identification and management of risk is vital Consider the impact of effective team workContent Creating an effective team - team members - terms of reference - team building skills Prince 2 - the methodology - identifying key milestones - project reviews Project Boards - their composition - terms of reference - frequency and content of meetings Milestone and timescale considerations - time for decision making - obtaining authority to procure - ‘calling in’ period - impact on financial planning Choice of procurement procedure - the different procedures, their strengths and weaknesses - impact of client and bidder’s costs - implications for resources IT support - nature of IT support required - data rooms, content and access rules Risk register management - the detail of risk register content - mitigation strategies - owners of risks - financial impact of the risk occurring Project planning and reporting outline - project dependencies - milestone management - project reports Stakeholder involvement - who are the stakeholders - explaining the procurement terminology and process - identifying roles and accountability Trade Union involvement©Brian Farrington Ltd 2010 Page 53
  54. 54. Brian Farrington Commercial Courses - workforce issues - membership of Project Boards - involvement in evaluation modelling - TUPE implications - Pension implicationsDelivery Style  Tutor led discussions, discuss brief case studies and practice problem solution skillsCourse  Notes, slide deck and Certificate of AttendanceMaterialsLinked  Project Management and Project Management MethodologyCourses©Brian Farrington Ltd 2010 Page 54

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