Manage suppliers guide

Learner Guide: TLIR5014
Manage suppliers
TLIR5014 LEARNER GUIDE 2 | P a g e Version 2.5
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Version No. Date Dept. Change
1.0 06/06/2016 Training Original
2.0 06/06/2016 Training Updated content
2.5 18/11/2016 Training Updated content

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Contents

TLIR5014 Unit Description
...............................................................................................
....................... 5
Application of Unit
...............................................................................................
................................... 5
Element and Performance Criteria
...............................................................................................
.......... 5
Performance Evidence
...............................................................................................
............................. 6
Knowledge Evidence
............................................................................................. ..
................................ 6
Manage Suppliers Introduction
...............................................................................................
............... 7
Role of Supply or Contract
Manager..................................................................................
..................... 7
Contract Management Plan
...............................................................................................
..................... 8
Probity
Check.....................................................................................
..................................................... 8

Section 1 Assess Suppliers and Build Productive Relationship
..............................................................9
Be Trustworthy with Suppliers
...............................................................................................
................ 9
Care about the Other Person
...............................................................................................
................... 9
Commit to Excellence in Your Process
...............................................................................................
... 10
Use Adventure to Grow a Relationship
...............................................................................................
. 10
Be Honest and Trustworthy in All Discussions
...................................................................................... 10
Financial Viability Must Be Considered
...............................................................................................
.. 11
Terms and Conditions of Supply
...............................................................................................
............ 11
Policy and Procedures Review
...............................................................................................
............... 11
Have a Firm Knowledge of Your Suppliers
............................................................................................

11
What is
‘KEIRETSU’?.........................................................................
..................................................... 12
Section 2 Evaluate Delivery of Goods and/or Services against
Agreements ........................................ 13
Establish Performance Indicators
...............................................................................................
.......... 13
Possible Numeric Ranking System
...............................................................................................
......... 14
Classify Multiple Suppliers and Vendors
...............................................................................................
15
Develop an Evaluation Method
...............................................................................................
............. 15
Maintain Good Relationships
...............................................................................................
................ 16
Decide When to Issue a Warning or Red Flag
....................................................................................... 16
Remove Poor
Suppliers.................................................................................
........................................ 17

Monitoring by Customers a Good Process
...........................................................................................
17
Independent 3rd Party
Monitoring..............................................................................
......................... 17
Section 3 – Negotiate Arrangements with Suppliers
.......................................................................... 18
Manage Your Time in Negotiation
...............................................................................................
......... 18
Prepare Open Questions
...............................................................................................
....................... 18
Design a Strategy Route Map
...............................................................................................
................ 19
Consider Style & Personality
...............................................................................................
.................. 19
Define Your Targets
...............................................................................................
............................... 19
List Your Tactics

...............................................................................................
..................................... 20
Rehearse Your Opening Statement
...............................................................................................
....... 20
Section 4 Resolve Disagreements or Conflict with Suppliers
.............................................................. 21
Move from ‘Arm’s length’ deals to Alliance Relationships
................................................................... 21
Trust in the Relationship
...............................................................................................
........................ 22
Fail to Supply
...............................................................................................
......................................... 22
Model of Buyer Supplier Conflict
...............................................................................................
........... 23
Government Legislation
...............................................................................................
........................ 24
Competition and Consumer Act
...............................................................................................
............ 24
Fair Trading Laws in Your State or Territory
......................................................................................... 24

Laws Affecting International Contracts
...............................................................................................
. 24
Code of
Practice...................................................................................
................................................. 25
Section 5 – Review Performance of Suppliers
.................................................................................... 26
The Auto Industry Comments
...............................................................................................
................ 26

TLIR5014 Unit Description
Application of Unit
This unit involves the skills and knowledge required to manage
suppliers in various contexts within the
transport and logistics industry.
It includes assessing and building productive relationships with
suppliers, and evaluating the delivery of
goods/services against agreements. It also includes negotiating
arrangements, resolving disagreements with
suppliers and reviewing supplier performance.
The unit generally applies to those who lead individuals or
teams.
No licensing, legislative or certification requirements apply to
this unit at the time of publication.
Element and Performance Criteria
1. Assess
suppliers and
build productive
relationships
1.1 Criteria to effectively evaluate supplier services are
developed and
documented
1.2 Existing suppliers are assessed against criteria
1.3 Availability and suitability of alternate suppliers who can
meet the service
support requirements within legislative requirements are

identified
1.4 Terms and conditions of suppliers to achieve service
requirements are
established and communicated
1.5 Cooperative relationships are developed with suppliers in
accordance with
organisational policies and procedures
2. Evaluate
delivery of
goods and/or
services against
agreements
2.1 Quality of goods and services supplied is assessed against
criteria
2.2 Non-compliance is identified, documented and corrective
action is
implemented within the terms of contractual arrangements
2.3 Contingency plans are developed should suppliers fail to
deliver
2.4 Relationships with suppliers are managed to support
effective delivery
3. Negotiate
arrangements
with suppliers
3.1 Arrangements with suppliers are negotiated and
implemented in accordance
with organisational policies and procedures
3.2 Market factors that may affect the supply of goods and

services are
identified and communicated to relevant personnel
3.3 Immediate corrective action is taken in consultation with
suppliers where
potential or actual problems are indicated
4. Resolve
disagreements
with suppliers
4.1 Disagreements with suppliers are investigated to identify
validity and causes
4.2 Disagreements are negotiated and resolved
4.3 Amendments to agreements, as a consequence of the
resolution of
disagreements, are documented
4.4 Approval is sought and obtained for amendments
4.5 Approved amendments are communicated to suppliers and
relevant
personnel
5. Review
performance of
suppliers
5.1 Suppliers are continuously reviewed for quality,
profitability, service, delivery
status and other relevant performance indicators
5.2 Supplier performance is evaluated against purchasing
agreement
requirements
5.3 Suppliers are informed of evaluation outcomes as required

5.4 Recommendations about future use of suppliers are made to
relevant
personnel
5.5 Suppliers are deleted from supplier shortlist according to
criteria
Performance Evidence
Evidence of the ability to:
working effectively with others when
managing suppliers
risk situations and environments
and prioritising work activities in terms of
planned schedule
protocol
and signs relevant to managing
suppliers
nd/or rectifying identified problems, faults or
malfunctions promptly, in accordance
with regulatory requirements and workplace procedures

Knowledge Evidence
To complete the unit requirements safely and effectively, the
individual must:
rding, reporting and statistical analysis
systems and resources
code of conduct relevant to
procurement and supply contracts
suppliers
equipment
tory regulatory
requirements and codes of practice
related to procurement

Manage Suppliers Introduction
It makes no difference what business you are in, suppliers and
vendors play a key role in a company’s
success. Having a formalised system in place to track and
evaluate supplier and vendor performance is
essential to the smooth operation and profitability of the
company.
Successful companies embrace their suppliers and vendors,
viewing them as partners in helping to grow
the business. Making sure that this is a mutually beneficial
partnership will impact the price you are
negotiating today and the quality of service you get in future.
If a supplier/vendor is a key part or
service to your operation invite that supplier or vendor to
strategic meetings that involve the product
they sell. A common mistake companies make is to have a
combative relationship with their suppliers
and vendors.
Who manages suppliers in the organisation?
In a small company the owner of the business will
probably manage and negotiate with all suppliers in
both a formal and informal manner. In a medium sized
business, a nominated person or group of persons will

be responsible for managing all purchasing and supplier
relationships.
In government at all levels, the process could be
handled at multiple levels by multiple departments.
Managers of government departments will have
government credit cards to allow a purchased up to
$25,000 while a government Ministers may have a level
of $50,000 or similar credit card authority levels. All
government departments will have a group of persons
responsible for purchasing and tendering or contracting
purposes. These persons may be referred to as a
purchasing officer, procurement analyst, and supply
officer, item clerk, buying manager, supply manager or
contract manager.
Large mining companies may have a procurement department or
supply department that covers a large
region such as the Asia Pacific basin. With the internet and
reliable communication and lower labour
cost in third level countries, this is becoming a common
occurrence.
Role of Supply or Contract Manager
The supply or contract manager is responsible for ensuring that
the contracted goods and/or services
are delivered in accordance with the specification and the terms
of the contract, that all associated risks
are identified and managed and that effective communication is
maintained between all parties. The
supply or contract manager is also required to make
arrangements for the routine contract with the
supplier, administration functions, such as processing requests
for variation to the contract, handling

bank guarantees and security deposits and processing claims for
payment supported by invoices and
receiving documents. Processes will vary with different
organisations.
Contract Management Plan
A contract management plan contains all of the key information
about how the contract should be
managed. A contract management plan is an
essential tool in the proper management of
contracts. The contract manager should
regularly refer to the contract management plan
and should ensure that the plan is amended if
the circumstances change. Like all plans, it
should be a living document that changes to
reflect any changes in circumstances during the
operation of the contract.
The contract management plan should initially be
developed during the procurement or project
planning phase. It is usually further developed
and refined during contract formation activities
and may continue to be modified throughout the
period of the contract to reflect changes of
circumstances. Contracts may be for short,
medium and long term timeframes.
Probity Check
The buyer of goods or services should perform a probity check

that investigates the background of an
organisation (company or other corporate body) or individual to
determine their fitness to undertake a
specified activity for which authorisation is required.
Probity checks investigate the previous history and activities of
organisations and individuals, especially
but not only in respect of financial records and legal
involvements. The nature and detail of information
required for probity checks varies according to legislative
requirements and the type of activity for
which authorisation is required.
Section 1 Assess Suppliers and Build Productive Relationship
Most work environments require interacting with others. Some
people view these interactions as
separate events while others view them as enriching, ongoing
relationships. The truth is you get out of
your work relationships what you put into them.
There are four key behavior traits that contribute to building

strong relationships. You need to be
trustworthy, care about the other person, be committed to
excellence in your performance, bond
through adventure and be trustworthy.
Let’s look at each of these in more detail.
Be Trustworthy with Suppliers
It is important for you to do what you say. When you commit to
something others listen and then watch. They want to know if
you
can be trusted to deliver on your commitment or will you
dismiss
it. When delivering something will you deliver it as requested
and
on time or will it be incomplete or late.
Others also want to know if you are going to attempt personal
gain
at their expense. They will watch how you go about getting
things
you want, looking for methods or actions that take advantage of
others. Even if they are not involved, it will be a tell-tale sign
that
they need to watch their back when working with you.
Care about the Other Person
People want to know if you care about them as a person or see
them as an object or a means to an end.
No one wants to be viewed as a resource for someone else’s
consumption. They want to be known as a
unique individual with life experiences, emotions, and a choice

in their work demands. Showing
someone you care about them requires showing respect
regardless of their position in the company and
gaining general knowledge of who they are and what they like
and dislike.
In practice, this means scheduling a meeting or conversation
instead of just dropping in or calling.
Schedule in advance so you do not interrupt an ongoing
conversation or politely wait and then ask if it is
a good time to chat. Before you discuss any business
discussions ask them about their personal life.
When you are first building the relationship, ask general
questions
about their past and current experiences. Topics could include
family, hobbies, vacations, pets, past jobs, etc. As time goes on,
you can ask more specifics questions, but wait until you sense
trust
developing between the two of you.
Another way to show you care is to reflect back the information
you receive. If Sally tells you she has a big holiday starting
tomorrow, then make sure you ask her about it the next time you
see her. If Bill tells you his dog died, don’t forget about it and
then
ask him if he took his dog to the park a few weeks later. This is
all
part of caring for the other person.
Commit to Excellence in Your Process

Very few people like to work with low performers. You can’t
help but get a little upset from someone
else’s deficiencies and poor results. Working with a person who
is a low performer requires twice the
effort and time of a competent worker.
This is why your work attitude and quality of work affects your
work relationships. Committing to
excellence means showing initiative and not waiting for
someone else to point work out to you.
Having a can-do attitude signals you are not afraid of a
challenge and that you will carry your weight
when times get tough. Remember to be thorough and complete
when you declare something finished.
This will not only make you pleasant to work with, but it will
also inspire others to follow your
commitment to excellence.
Use Adventure to Grow a Relationship
Adventures are not all good or all bad; they are a mixture of
both. In a work environment, they are
always experienced with a group of people and have a general
beginning and end. Adventures never kill
us nor take us to nirvana and they usually have a central theme.
In our personal lives, adventures may
be vacations, kid’s sports teams, neighborhoods, community
efforts, etc.
In work environments, they may be projects, departments in
transition, recessions, building moves,
working with a very difficult person, etc. Adventures almost
always develop deeper bonds because they
are shared experiences that we get to survive together, laugh

and cry about, reminisce about, and to
some extent relive the emotions again.
Be Honest and Trustworthy in All Discussions
This sounds basic, but it goes beyond not lying to your
customers and employees. It’s about owning a
mistake when you make a mistake or mess up and admitting
when you’re wrong. It’s also about refusing
to pretend that you’re something you’re not. It requires
acknowledging the state of the business to your
employees and to customers.
It requires selling only what you can deliver effectively and
always living up to your word. Done
properly, this kind of honesty begets a tremendous amount of
loyalty from both customers and
employees. Both groups know they can trust you and more
importantly, that you value the integrity of
the relationship.
Asking who benefits from business honesty can explain why
virtue is also important. Examining the
negative effects of dishonest business practices provides insight
into the importance of honesty. In fact,
it is as helpful as looking at the benefits of business honesty.
Doing what is ethical because it is the right
thing to do is as essential as practicing ethical behaviour for the
positive consequences
Financial Viability Must Be Considered

Big companies can get into financial difficulties as quickly as
small
companies. When selecting a supplier for the organisation you
need
to determine if the supplier will be in business in both the short
and
long terms of the supply arrangements. With some commodities,
there may be a number of alternative suppliers that can fill in
the
supply gap. It the product is a specialised product or one that is
a
specialised manufacturer or supplier, financial viability is a key
decision to make. The process may be to have an accountant’s
opinion or and external credit agency provide an opinion on
their
financial viability.
Terms and Conditions of Supply
As a Purchasing person, you will need to determine the required
terms
and conditions of purchase. These organisation’s trading terms
are
usually printed on the back of a purchase order and covers most
legal
aspects of supply.
In contracts for major works the tender documents will set the
terms
and conditions that the buyer organisation requires. These
conditions
are used if there is a dispute for a delivery problem or issue.
Payment terms are mostly 30 or 60 days from date of purchase

while
delivery timeframes will usually set a date such as 25 November
or
seven (7) days from date of purchase. For purchased overseas
the lead time or delivery time will be
longer compared to a local supply and delivery.
Policy and Procedures Review
As part of selecting a supplier the purchasing officer should
ensure that the supplier has policy and
procedures to cover their business operations. This should
include legislation requirements, insurances,
customer service, quality control and other processes covering
their operations.
Have a Firm Knowledge of Your Suppliers
Do you have good knowledge of your suppliers? It is important
to have a wide range of knowledge and
skills to be involved in purchasing and be aware of your
business environment. Some suppliers’ operate
under different business names but are all owned by a single
parent company. An example is where
there may be three suppliers of personal protective equipment
(PPE) all trading under different names
and addresses. When further investigation is done they are all
owned by the same head office company.
If you are working on a larger or global purchasing environment
such as a mining company, the
purchasing department needs to be aware of the global
structures of the supplier. The information
about “keiretsu” in Japan is most interesting.

What is ‘KEIRETSU’?
This is a Japanese term describing a loose conglomeration of
firms sharing one or more common
denominators. The companies don’t necessarily need to own
equity in each other’s organisations.
Copyright © 1996 Zona Research Inc.
This term has been in the business news every now and then,
especially when they talk about Silicon
Valley. One example would be the close relationship between
AOL (America on Line) and Sun Micro. The
two firms don’t have ownership in each other, but they work
closely on various projects.
Japan’s corporate governance system known as a “keiretsu’
dates back to the 1600s, but was propelled
by the Japanese government’s newly formed Meiji Restoration
in 1866 as the world entered the
industrial revolution. These early corporate formations were
termed “zaibatsu,” translated to English as
monopoly.
Zaibatsu’s began as small, family-owned enterprises that formed
in various Prefectures across Japan to
specialize in the separate business needs of the nation. As
Japan’s economy grew, zaibatsu grew to later
form into holding companies.

When the U.S. rewrote the Japanese constitution after World
War II, the United States and the Allies
eliminated zaibatsu holding companies because of their
undemocratic nature as monopolies, and
Japanese governmental policies that perpetuated their existence.
Under a zaibatsu, the largest industrial groups allowed banks
and trading companies to be the most
powerful aspects of each of the cartels and sit at the top of an
organizational chart. Banks and trading
companies controlled all financial operations and the
distribution of goods. The original founding
families were in full control of all “Cartel” operations.
Typical of a Japanese horizontal keiretsu is Mitsubishi where
the Bank of Tokyo-Mitsubishi sits at the top
of the keiretsu. Also part of the core group is Mitsubishi Motors
and Mitsubishi Trust and Banking
followed by Meiji Mutual Life Insurance Company which
provides insurance to all members of the
keiretsu. Mitsubishi Shoji is the trading company for the
Mitsubishi keiretsu. Their purpose of this
structure is to manage the distribution of goods around the
world.
As a person responsible for managing suppliers you need to
understand relationship of your potential or
current suppliers and who they may be linked to or not linked
to. You may find that your current PPE
Physical
and
Broadcast

Info Keiretsu Structure
Sofware and
Hardware
Passive
Chaos
Content Delivery Consumption
supplier will be linked to another PPE supplier although trading
under different names. Within the hotel
chains there are five hotel groups all in competition with each
other and who trade under different
trading names. The parent company is the Accor group. Their
names are Mercure, Pullman, Formula 1
and others in their chain.
Section 2 Evaluate Delivery of Goods and/or Services against
Agreements
A lot of companies will actually have an adversarial
relationship where they hire purchasing people who
have on brass knuckles and try to beat up on suppliers or
vendors to get better prices or trading terms.
This is a very short sighted way to do business.
Instead of getting stuck on price, focus on quality of service or
value adding. A supplier can have the
lowest price and the lowest quality of work too. Your goal is
understand what value-adding the supplier

is bringing to the company. Your business should have a system
in place for evaluating, selecting and
benchmarking all suppliers. Here are some methods to
effectively rate your suppliers and vendors, track
their performance, and ultimately increase the company’s
overall productivity.
Establish Performance Indicators
At the onset of the supplier relationship you have to determine
what characteristics a vendor needs to
have, demonstrate, or maintain to continue doing business with
the company. Create specific
performance criteria for tracking and evaluating your suppliers
and vendors on a regular basis.
Considerations include the:
enquiry
conditions
advice
systems

Your own processes and needs will dictate what criteria you
apply. For a business owner who is looking
for a shipping or transport company, the biggest concerns might
revolve around what is that supplier’s
on time delivery track record, how many trucks they own, how
many accidents have their drivers
reported, and what insurances do they hold.
Possible Numeric Ranking System
The supplier with the highest points is better for the company
compared to a supplier with a low
number.
Range of products provided by
supplier
A – Large company with 2500 products
B – Medium company with 1000 products
C – Small company with less than 200 products
Quality assured management
system
10 point has ISO QA

8 points for Australian Standards QA
5. Has in house quality standards
0. Has no quality control systems
Suppliers response time from
initial or other enquiry
10 points if response is in 4 hours
2 points if response is in 5 days
0 points if no response received
Trading terms and conditions 30 days credit – 10 points
14 days credit – 5 points
7 days credit – 2 points
Financial stability supported
by financial reports
20 points for a financial report
10 points supported by a credit rating agency
5 points based on past trading history
0 points for no financial information

Engineering or technical
advise
Depends on the industry requirements.
Manufacturing will have a different requirement compares to a
café.
Delivery in full on time 10 points – delivery to requested
timeframe
5 points is 4 hours late regularly
2 points if delivery is late consistently
Transportation systems and
technology systems
10 points – trucks well maintained and fully equipped
8 points – trucks well maintained but not fully equipped
2 points – trucks not reliable or fully equipped
Drivers are trained 5 points for trained drivers
3 points for partially trained drivers
1 point for some training provided
Online ordering and payment
systems

5 points for payment and online ordering system
3 points for some systems
1 point for payment gateways
Transport availability 5 points for transport available on
request
3 points for transport in 24 hours
1 point for transport in 48 plus hours
Product delivered damaged 1 point for 20% of deliveries have
damage
5 points for 5% of deliveries have damage
10 points for 2% or less damage
A basic consideration for every business owner should be
whether the supplier has management system
in place. This doesn’t just apply to a particular industry but all
industries.
Classify Multiple Suppliers and Vendors
If you have a huge number of suppliers and vendors and you
intend to develop a survey to evaluate all
of them, it will be cumbersome to apply the same survey to each
and every one.
It is better to separate suppliers into levels (1, 2, and 3) based
on how critical they are to the business.

Decide the classification that is best for you and evaluate
suppliers according to the effect they have on
your product or service in order of importance. If you apply the
Pareto principle 80% of your purchasing
needs will come from 20% of your suppliers. Some will be
critical to the business while others will not
be critical.
An example of classification
Company Level of service Trained Staff Hourly rate
Plumber 1 Good history of service All staff qualified $70.00
Plumber 2 Poor level of service Some qualified and some in
training
$65.00
Plumber 3 No knowledge of service
provided. New company
Master plumber with trained staff $50.00 with a $15.00
call out fee.
From the information in the table the purchasing officer will
need make an informed decision as to
which plumber bests suits the organisations need.
Develop an Evaluation Method
There are common techniques for rating a supplier’s
performance including evaluation forms, surveys,
benchmarks, system metrics, and software applications.

Accounting systems can quickly provide reports of purchases
from one or many suppliers in a month, a
quarter or year.
to answer questions and
rate suppliers and vendors. You can report to determine;
quality
not to specification
Your business may already have an analysis process to rank
good from poor suppliers or vendors that
works to achieve a desirable outcome.
Determine who is the Decision Maker?
Once you establish the criteria for evaluating suppliers and
vendors, who in the
company will be responsible for reviewing the data. It will
depend on how many
resources you have to dedicate to the evaluating process.
You may want to assign one person or a team with the task. For

instance, selecting
and evaluating level 1 or critical suppliers and vendors, might
require the chief
financial officer or someone from the finance department with
accounting
knowledge to do the analysis.
In small companies this may be the owner of the business to
decide. With level 2 and 3 suppliers and
vendors, it may be the purchasing or procurement officer who
approves the supplier and monitors their
performance. In both analysis, the end users should have input
to the decision making process.
Maintain Good Relationships
Communicate often and openly with your suppliers and vendors
as part of
the team and treat them as such. Be upfront and transparent with
suppliers
and vendors and make sure they understand the needs of the
business and
expectations.
Using technology to communicate is great but don’t overlook
the personal
touch of a phone conversation or face to face meetings. Try to
avoid
supplier and vendor conflicts by paying your invoices on time
or at least
honestly addressing the reasons for a late payment of an
invoice.
If your purchasing specification require two layers of bubble
wrap or an extra layer of padding between

each part in a carton so that there is no scratching and it’s not
happening, advice the supplier and
request that it happens with the packing process for your
business. Discuss the level of detail requested
so that your business is not disappointed when parts come in.
Decide When to Issue a Warning or Red Flag
As you monitor a supplier’s performance, you have to decide
when to praise them and when to issue a
warning or red flag. Show appreciation for a job well done and
give a supplier additional business
because of excellent performance. A poor or bad supplier will
provide you with mediocre or poor
products and services and could cause a problem with your
business and your customers.
You can delete a supplier for poor performance but strategically
it is better to retain your supplier or
vendors and not to move around all of the time to replace them.
By giving a warning, you give the
supplier or vendor an opportunity to correct the problem and
improve their level of service. Use data
that you have collected such as on-time delivery, return rate and
number of incorrect prices on invoices
or applicable discounts.
The process is not just about reviewing your suppliers and
deleting them but helping them to improve
their performance and in turn help you.

Remove Poor Suppliers
No business or individual should tolerate poor or ongoing bad
or poor service.
There may come a time when you have to let go of an
underperforming
supplier or vendor. The price may be much lower with this
suppler compared
with a more expensive supplier but often there are some reasons
as to why
they are so low.
If they are not responsive to phone calls, suggested meetings,
written complaints, digital pictures,
quality reports or examples on where they are not performing,
perhaps the only outcome is to remove
them as a supplier.
The relationship with your supplier is a business partnership
where both parties are working to make
sure that the partnership is a success. It must be a win-win
supplier and vendor relationship.
Monitoring by Customers a Good Process
If your business is in retail or you are a distributor of goods, not
a consumer, a good approach is to
monitor a supplier’s performance by regular feedback or
following up of your customers. This approach
can be most effective in gaining an accurate perception of the
real quality of a supplier’s performance
under actual service delivery conditions. However, it can be
costly and time-consuming to apply.

Independent 3rd Party Monitoring
Independent third party monitoring can be performed directly,
by giving the responsibility over to an
external monitoring body, or indirectly through an accreditation
process. In an accreditation process,
service standards are set, reviewed and monitored normally
through an independent body. This
approach is often used by the community welfare sector.
Accreditation programs can be expensive for the business or
third party to implement but is an effective
way to ensure accuracy in a supplier’s performance. Potential
costs incurred would need to be weighed
against the potential benefits of accreditation to determine if
this method of monitoring is the most
appropriate for a contract.
The large mining companies in Australia have a supplier
accreditation process where a supplier is
required to provide a wide range of documentation or
accreditation to be considered for a supply
contract. The accreditation is revisited every two years to
ensure its currency.
Section 3 – Negotiate Arrangements with Suppliers
Without adequately defining your supplier objectives and
preparing for the negotiation, your chances of
achieving your objectives in a negotiation are minimal. One of

the things to stress is if you “fail to plan
you will plan to fail”. This is an old cliché, but one with a
strong correlation to negotiation results.
Putting it another way, those who plan better do better.
Manage Your Time in Negotiation
A staggering two-thirds (62% percent) of the people questioned
about preparing for a negotiation spent
one hour or less preparing for a negotiation. Sixty-eight per
cent admitted that better preparation for
their last deal would have produced a better outcome. This
information was supplied by Supply Chain
Management UK.
Negotiation is a performance; it is during the planning phase
that the stage is set and expectations
managed. Effective negotiators envisage a far wider range of
potential variables, openings and
outcomes than the average negotiator.
They also spend more time considering areas of common
interest between the parties. Average
negotiators discuss item A then B, followed by C and D. If the
business is in any other order, they are
thrown off balance. Effective negotiators are able to discuss
items in any order, enabling flexibility in
their approach. When preparing for negotiations remember to:
how attractive this business is to the other
party.

negotiation
– the longer and more creative the list
of variables, the more flexible your strategy will be.
Prepare Open Questions
Of those surveyed, only 1 per cent would typically prepare 20
‘open’ questions for a negotiation, with
44 per cent relying on only 0-5 planned questions. Closed
questions can be answered with “yes/no” or a
short phrase, whereas open questions demand more information
– for example, “Will you innovate for
us?” versus “How will you innovate for us?”
If we ask open questions, it is difficult for the other party to
evade and therefore puts the asker in a
position of control. Many people believe that talking gives you
control. In fact, it is the person asking the
open questions and listening to the responses who will be in
control.
If you talk too much and are under-prepared, the other party
will put you on the spot with a well-chosen
question. If you have planned properly, you will know what
information you require and what
assumptions you have made concerning you, your business and
the other party. Proper use of questions
allows you to check out all of this preparation before you move
into the next phase of the negotiation.

Design a Strategy Route Map
A negotiation has clear phases and these must be planned.
Avoid entering one without having drawn up
a careful map of the direction and destination of the meeting
and any subsequent events. The route
may not be completely sequential – you may have to backtrack
– but at least you will be prepared.
Skilled negotiators will be in a better position to manage time
more effectively, which will result in
delivery of a better deal.
A quarter thought that the other party was more prepared than
the buyer, with 48 per cent saying that
both parties were equally prepared. Our research, which was
based on the responses of 90 delegates on
our courses, would suggest that a lack of preparation and
planning is putting the buyer’s questions in a
weaker negotiation position before they even go in to do the
deal.
Consider Style & Personality
Personality type, negotiating styles and interests are all key
factors in
building rapport and managing behaviour during a negotiation.
It is
important these areas are considered in the planning stage. The
research found 43 percent ‘sometimes’ consider these aspects,
and 4
per cent ‘never’ consider it.

It is important to be unpredictable within a negotiation to
prevent
the other party reading you too well. Maybe they are skilled and
they
will also be unpredictable. You need to prepare and plan for a
plethora of tactics, approaches and questions because not all
techniques will work all of the time on every one. So, when
you’re
planning, consider the responses the other party is likely to
give.
Over half the people interviewed in the survey said that ‘mostly
to always’ they consider the other
party’s response. This will put them in control and help them
deal with the unexpected that can
sometimes arise during a negotiation.
Define Your Targets
Another part of the strategy should be setting well-defined
targets for each issue or variable. The
research showed that negotiators often lose sight of their
objectives. Keep these in mind and set well-
defined goals from the outset. If we don’t know where we are
going, how will we know when we’ve
arrived?
Setting objectives from ‘ideal’ and ‘realistic’ to ‘walk away’ is
paramount.
It will help to control the extent to which you move from your
ideal settlement point and to understand
the cost implications of any movement.
Skilled negotiators know the specific objectives for each

variable: what must they get? What might they
achieve in an ideal world? And what is realistic? Make sure that
the ideal is a stretching objective and
that you have clear targets for each variable.
The longer and more creative your give and take list of
variables, the more flexibility you will have in
your negotiation. One recent study found 79 per cent either
‘always’ or ‘sometimes’ dedicated
preparation time to getting their objectives clear.
List
Your Tactics
There are more than 75 tactics that are used during negotiations.
Some will work on certain personality
types, but not on others. Skilled negotiators are unpredictable in
their use of different approaches. If
you continue to use a pattern of the same tactics in each
negotiation, the other party will prepare to
counter them next time. It is important, therefore, to list and
carefully plan the tactics you will use in
each negotiation.
Rehearse Your Opening Statement
A clear, well-defined and well-rehearsed opening statement is
crucial. The first thing you say should

condition the other party and manage their expectations.
Skilled negotiators rehearse their opening statement several
times before entering the negotiating room. Rehearse and
then ask yourself: “If I heard this statement would it
encourage me to walk towards or away from my ideal
objective?” This will help you check you’re managing the
expectations of the other party positively towards your ideal.
The study showed that just 2.5 percent of people surveyed
‘always’ rehearsed their opening statement, with a huge 54
per cent ‘rarely’ or ‘never’ rehearsing. Without doubt, what
you do or don’t do in preparation and planning will
determine the outcome of all negotiations. The more you
plan and prepare, the more efficient you will be as a
negotiator.
Section 4 Resolve Disagreements or Conflict with Suppliers
In some businesses, a small conflict had ruined a relationship
for life
between the parties while in others the cost can be very large
and
very expensive to have conflict. In large construction projects,
conflict between contractors can cost millions of dollars to
settle or
resolve, often through the legal process and possible settlement
damages. This is a cost to both parties, the supplier and the
receiver.
J. David Alewine of Fluor Corporation in his opening address at
a
USA conference covering conflict with suppliers and

contractors
advised the delegates that there are a number of areas where
conflict can happen. He then talked about his experiences in
Fluor, a
multi-national construction company.
Every business or organisation, whether operated for profit or a
not for profit business, must purchase
goods or services to meet the needs of its customers, clients,
and stakeholders.
As a result of the dynamics that occur in this process, the
potential for buyer-supplier conflict is
extremely high and is in fact a very common occurrence. Proper
identification, assessment, and
management of buyer-supplier conflict can lower the cost of
conflict and improve the efficiency and
effectiveness of the relationship or partnership.
The dollar costs associated with buyer and supplier conflict
includes lost productivity, strained
relationships, poor resource utilization, and unfulfilled potential
of the joint business undertaken by the
parties.
The model of buyer-supplier conflict presented to delegates at
the conference consists of seven (7)
distinct types of conflict.
They are;
-specific

The source for each event, the duration, ease of resolution, and
impact on the alliance characterize each
conflict type. Identifying and understanding a particular type of
conflict is a prerequisite to resolving or
managing it. Because each conflict type is different it must be
addressed in a manner best suited to its
resolution.
Move from ‘Arm’s length’ deals to Alliance Relationships
‘Arm’s length’ transactions are characterized by a minimal
amount of interaction between the buyer and
supplier. These transactions are generally rights based
agreements, which are strictly governed by a
document setting forth the rights of all the parties.
Occasionally, one party has more power than the
other and is in a position to dictate the terms of the agreement.
The buyer and supplier both have a short-term perspective of
the transaction. Both parties are primarily
interested in meeting business obligations at the lowest possible
cost and with the least amount of
interference from the other party. In this type of transaction,
only essential information is shared
between the parties. The limited amount of communication that
does exist between the parties is often
used to determine if the other party is in compliance with the
purchase order contractual obligations.

Trust in the Relationship
Trust is generally low in arm’s length transactions and there is
little interest or incentive by the supplier to invest in specific
assets that could serve the needs of both parties. There is little
interdependence between the buyer and supplier except that
which results from any power imbalance.
Competition among suppliers is seen as the best way to
achieve lower prices, which is also the primary aim of buyers in
these transactions. Frequent multiple bidding by buyers is the
norm in the quest for the lowest price.
Conflict resolution in arm’s length transactions is a combination
of rights and power based strategies.
The rights stem from the purchase agreement itself, which
clearly states the responsibilities and
obligations of each party. If there is a breach of the agreement,
the other party seeks compliance by
coercion, which often takes the form of threats related to future
business and adjudication of disputes.
There is little incentive in rights based agreements for
collaboration. If one supplier fails to perform,
another will usually be waiting for the opportunity.
Fail to Supply
If one supplier fails to perform, another will usually be waiting
for the opportunity of additional
business. In alliance relationships there is more information
sharing and communication. The parties are
not as independent as before as each sees the other as important
and necessary if it is to meet its own

strategic and competitive goals.
A longer-term perspective replaces the short term outlook and
power becomes less of a factor in dictating the terms of the
agreement. All of these factors serve to build the trust and
confidence necessary for the development of a cooperative
buyer-supplier alliance.
Alliance relationships are characterized by open
communication,
information sharing, and joint risk taking. Buyers and suppliers
are dependent on one another to meet individual and collective
goals. Dependence is the result of having made an investment in
the working relationship. The buyer and supplier are moving
toward a longer-term perspective of their
relationship and a strategic perspective regarding the goods
being exchanged.
Both parties understand that identifying, assessing, and
managing conflicts are long-term interests
shared by each party. Success is a product of information
sharing, shared expectations, and trust. The
key to resolving conflict in an alliance is collaboration
according to Patterson (1999).
Model of Buyer Supplier Conflict
When people work together, conflict is often unavoidable
because of differences in work goals and personal styles.
Conflict
must be understood as an opportunity to improve relationships
with the supply community and our internal customers.

Moreover it provides the impetus for an examination of
policies,
procedures and work processes throughout the supply chain.
We must develop organizations and supply chains that are
conflict friendly in that they recognize conflict, its affects and
how it can be managed.
The goal is to understand conflict and its basis in order to better
resolve and manage it to the benefit of the entire supply chain.
Follow these guidelines for handling conflict in the workplace.
1. Talk with the other person
o Ask the other person to name a time when it would be
convenient to meet.
o Arrange to meet in a place where you won’t be interrupted.
2. Focus on behaviour and events, not on personalities
o Say “When this happens …” instead of “When you do …”
o Describe a specific instance or event instead of generalizing.
3. Listen Carefully
o Listen to what the other person is saying instead of getting
ready to react.
o Avoid interrupting the other person.
o After the other person finishes speaking, rephrase what was
said to make sure
you understand it.
4. Ask questions to clarify your understanding.
o Identify points of agreement and disagreement
o Summarize the areas of agreement and disagreement.
o Ask the other person if he or she agrees with your assessment.
o Modify your assessment until both of you agree on the areas

of conflict.
5. Prioritise the areas of conflict
o Discuss which areas of conflict are most important to each of
you to resolve.
6. Develop a plan to work on each conflict
o Start with the most important conflict.
o Focus on the future.
o Set up future meeting times to continue your discussions.
7. Follow through on your plan
o Stick with the discussions until you’ve worked through each
area of conflict.
o Maintain a collaborative, “let’s-work-out-a-solution” attitude.
8. Build on your success
o Look for opportunities to point out progress.
o Compliment the other person’s insights and achievements.
Congratulate each other when you make progress, even if it’s
just a small step. Your hard work will pay
off when scheduled discussions eventually give way to ongoing,
friendly communication.
Government Legislation
All purchasing officers or managers must comply with federal,
state and local government legislation when selecting and
negotiation with suppliers. If the item being purchased is an
electrical item, then knowledge of the Electricity Act may be of
assistance. If buying food stuffs then knowledge of the Foods

legislation is a must. I
In all buying processes the buyer must be aware of work health
and safety legislation (WHS 2011) to include fatigue, load
restraint, chain of responsibility and relevant legislation for
their industry.
Competition and Consumer Act
The main federal law covering consumers is the Competition
and Consumer Act 2010 (CCA) ensures that
all trading is fair for your business and your customers.
The CCA covers most aspects of the marketplace: dealings with
suppliers, wholesalers, retailers,
competitors and customers. It deals with unfair market
practices, industry codes of practice, mergers
and acquisitions of companies, product safety, collective
bargaining, product labelling, price monitoring,
and the regulation of industries such as telecommunications,
gas, electricity and airports.
The Australian Competition and Consumer Commission (ACCC)
administer the CCA. It promotes good
business practices for a fair and efficient marketplace. For
further information about federal
competition, fair trading and consumer protection laws visit the
ACCC website. Each State and Territory
has similar or supporting legislation covering consumer
protection.
Fair Trading Laws in Your State or Territory
Consumer protection is governed by state and territory laws (in

the form of a Fair Trading Act in most
cases). Familiarise yourself with the laws in your region.
See your state or territory fair trading offices for advice on
business rights and obligations under fair
trading laws. If you’re unsure how fair trading laws apply to
your situation or job role, think about
seeking independent legal advice.
Laws Affecting International Contracts
If your contract is with a hirer based in another country or some
of the work will be done in another
country, you may be required to comply with the laws of that
country. Some international contracts
specify which country’s laws will apply in deciding future
disputes.
It is a good idea to consider including a clause like this so you
don’t waste time and money deciding
which court in which country will hear the dispute. You should
bear in mind that should a dispute arise
in relation to a contract that applies the law of another country,
any claim you make in that country is
likely to be very expensive for you.
Australia may also be a party to a free trade agreement with the
country, which may impact on the
contract. The law of other countries maybe different from
Australian law in areas such as import

procedures, taxation, employment practices, currency dealings,
property rights, the protection of
intellectual property and agency/distributorship arrangements.
It is strongly recommended that the buyer gets advice from a
lawyer in the relevant country of purchase
or Austrade. The Australian Government’s trade and investment
development agency, has a number of
overseas offices that can help you find a legal representative.
Code of Practice
Codes of Practice set out industry standards of conduct. They
are guidelines for fair dealing between
you and your customers, and let your customers know what your
business agrees to do when dealing
with them.
Codes of Practice can relate to a single business, or represent a
whole industry. You can decide to
establish your own Code of Practice, or to adopt an industry
specific Code of Practice (in some cases this
is mandatory).
Usually, Codes of Practice are established through consultation
with industry representatives and the
community. They can be mandatory or voluntary:
Mandatory codes provide a minimum standard of protection to
the consumers. They are prescribed as
regulations under fair trading laws and can be enforced.
Voluntary codes are a form of industry self-
regulation. They can be sponsored by an industry association or
can be in partnership with a
government agency (membership of an industry association is

often a condition of the code). Voluntary
industry codes are usually flexible and can be altered quickly in
response to changing industry/consumer
needs.
Section 5 – Review Performance of Suppliers
This information is a process where the Japanese auto
manufacturers check the performance of their
suppliers in America. More and more businesses are
counting on their suppliers to lower costs, improve
quality, and develop innovations faster than their
competitors’ suppliers can meet.
The 100 biggest U.S. manufacturers spent 48 cents out
of every dollar of sales in 2002 to buy materials,
compared with 43 cents in 1996, according to
Purchasing magazine’s estimates.
Most suppliers in the auto manufacturing industry
believe that Toyota and Honda are their best and
toughest customers to deal with. The two companies
set high standards and expect their partners to rise to
meet them. However, the carmakers help suppliers
fulfil those expectations. Clearly, Toyota and Honda
want to maximize profits, but not at the expense of their

suppliers.
Toyota would help suppliers achieve cost reduction targets by
making their manufacturing processes
leaner, and because of Toyota’s tough love, they would become
more competitive and more profitable
in the future.
Honda, for instance, uses a report card to monitor its core
suppliers, some of which may be even
second- or third-tier vendors. Unlike most Fortune 1,000
companies, which send reports to suppliers
annually or biannually, Honda sends reports to its suppliers’ top
management every month.
A typical report has six (6) sections:
-conformance delivery
document
rformance history – are they consistent
– damage when delivered or wrong product
The incident report section has a subcategory for quality and
another for delivery.
The Auto Industry Comments
Honda uses the comments section to communicate how the
supplier is doing. We’ve seen comments
like “Keep up the good work” and “Please continue the effort; it
is greatly appreciated.” Honda also uses
this section to highlight problems. For instance, Honda will

write, “Label errors recorded on [part
description and number]. Countermeasures presented weren’t
adequate.”
So how do Toyota and Honda do it? The authors, who have
studied the American and Japanese
automobile industries for more than 20 years, found that Toyota
and Honda have built great supplier
relationships by following six steps.
1. They understand how their suppliers work.
2. They turn supplier rivalry into opportunity
3. Third, they monitor vendors closely
4. Fourth, they develop those vendors’ capabilities
5. They share information intensively but selectively.
6. They help their vendors continually improve their processes.
Some U.S. auto corporations created supply chains that
superficially resembled those of their Japanese
competitors, but they didn’t alter the nature of their
relationships with suppliers. As a result, relations
between U.S. auto manufacturers and their suppliers have sunk
to the lowest levels in decades.
In the U.S. automobile industry, for instance, Ford uses online
reverse auctions to get the lowest prices
for components. General Motors writes contracts that allow it to
shift to a less expensive supplier at a
moment’s notice. Chrysler tried to build a keiretsu model but
the process unraveled after Daimler took
over the company in 1998.

Not surprisingly, the Big Three US auto manufacturers have
been more or less at war with their
suppliers. Having witnessed the American automakers’ abject
failure to create keiretsu models, most
Western companies doubt they can replicate the model outside
the culture and society of Japan. While
U.S. automakers take two to three years to design new cars,
Toyota and Honda have consistently been
able to do so in just 12 to 18 months.
Honda expects its core suppliers to meet all their targets on
metrics like quality and delivery. If a vendor
misses a target, the company reacts immediately. In early 1998,
a tier-one supplier didn’t meet an on-
time-delivery target. Within hours of missing its deadline, the
vendor came under intense scrutiny from
Honda. It had to explain to the manufacturer how it would try to
find the causes, how long that might
take, and the possible measures it would employ to rectify the
situation. Until it did that, the supplier
had to promise to add extra shifts at its own cost to expedite
order delivery.
Both Toyota and Honda teach suppliers to take every problem
seriously and to use problem-solving
methodologies that uncover root causes. If suppliers aren’t able
to identify the causes, the
manufacturers immediately send teams to help them. The
manufacturers’ engineers will facilitate the
troubleshooting process, but the suppliers’ engineers must
execute the changes.
In contrast with most American
companies, Toyota and Honda expect
their suppliers’ senior managers to get
involved whenever issues arise. That

expectation often causes problems. For
example, in 1997, when a North American
supplier ran into a design-related quality
issue, the vice president of the Toyota
Technical Center immediately invited his
counterpart for a visit to discuss the
matter. When the executive arrived, it
became clear that he didn’t understand
the problem or its causes. “I don’t get into
that kind of detail,” he stated. He was
apologetic about the problem, however,
and firmly assured his counterpart that he
would take care of it.
Congratulations!
You have now finished the unit ‘Manage suppliers’
PURCHASING CONTRACT
(the "Agreement") dated this _______________, ___ / ___ /

20___
BETWEEN:
(the 'Seller')
OF THE FIRST PART
-AND-
National Camper Trailers Pty Ltd. of 6 Gumnut Drv. Dandenong
South. Victoria 3175
(the 'Purchaser')
OF THE SECOND PART
IN CONSIDERATION OF THE COVENANTS and agreements
contained in this Sales Agreement, the parties to this Agreement
agree as follows:
Sale of Goods
1. The Seller will sell, transfer and deliver to the Purchaser
based on individual future orders the following goods (the
'Goods'):
2.1 (Item Description)
2.2 (Item Description)
Purchase Price
3. The Purchaser will accept the Goods and pay for the
Goods based on individual future orders to be paid as follows
for the life of the contract:
a) down payment of 25% of total order and
b) the remainder of the purchase price by bank draft on net 15
terms within 30 days of delivery
c) Agreed price item 2.1 (Purchase price 2.1)
d) Agreed price item 2.2 (Purchase price 2.1)
4. The Seller and the Purchaser both acknowledge the
sufficiency of this consideration. In addition to the purchase

price specified in this Agreement, the amount of any present or
future sales, use, excise or similar tax applicable to the sale of
the Goods will be paid by the Purchaser, or alternatively, the
Purchaser will provide the Seller with a tax exemption
certificate acceptable to the applicable taxing authorities.
5. The Purchaser will make payment for the Goods at the
time when, and at the place where, the Goods are received by
the Purchaser or, in the alternative, when any document of title
or registrable bill of sale, bearing any necessary endorsement, is
tendered to the Purchaser.
Delivery of Goods
6. The Goods will be delivered to the Purchaser at 6
Gumnut Drv. Dandenong Victoria. The method of shipment will
be within the discretion of the Purchaser. However, the Seller
will only be responsible for the lesser of truck fright or rail
freight to the Purchaser.
Risk of Loss
7. Risk of loss will be on the Purchaser from the time of
delivery to the carrier. The Purchaser will provide at its expense
insurance on the Goods insuring the Seller's and the Purchaser's
interest as they appear, until payment in full to the Seller.
Warranties
8.
THE GOODS ARE SOLD 'AS IS' AND THE SELLER EXPRES
SLY DISCLAIMS ALL WARRANTIES, WHETHER EXPRESS
OR IMPLIED, INCLUDING BUT NOT LIMITED TO, ANY
IMPLIED WARRANTY OF MERCHANTABILITY OR
FITNESS FOR A PARTICULAR PURPOSE. The Seller does not
assume, or authorize any other person to assume on the behalf
of the Seller, any liability in connection with the sale of the
goods. The Seller's above disclaimer of warranties does not, in
any way, affect the terms of any applicable warranties from the
manufacturer of the Goods.
9. The Purchaser has been given the opportunity to inspect
the Goods or have it inspected and the Purchaser has accepted

the Goods in its existing condition. Further, the Seller disclaims
any warranty as to the condition of the Goods.
Title
10. Title to the Goods will remain with the Seller until
delivery and actual receipt of the Goods by the Purchaser or, in
the alternative, the Seller delivers a document of title or
registrable Bill of Sale of the Goods, bearing any necessary
endorsement, to the Purchaser.
Security Interest
11. The Seller retains a security interest in the Goods until
paid in full.
Inspection
12. Inspection will be made by the Purchaser at the time
and place of delivery.
Claims
13. The Purchaser's failure to give notice of any claim
within 10 days from the date of delivery will constitute an
unqualified acceptance of the Goods and a waiver by the
Purchaser of all claims with respect to the Goods.
Excuse for Delay or Failure to Perform
14. The Seller will be liable in any way for any delay, non-
delivery or default in shipment due to labour disputes,
transportation shortage, delays in receipt of material, priorities,
fires, accidents and other causes beyond the control of the
Seller or its suppliers.
If the Seller, in its sole judgment, will be prevented directly or
indirectly, on account of any
cause beyond its control, from delivering the
Goods at the time specified or within one month after the date
of this Agreement, then the Purchaser will have the right to
terminate this Agreement by notice in writing to the Seller,
which notice will be accompanied by full refund of all sums
paid by the Purchaser pursuant to this Agreement.
Remedies
15. The Purchaser's exclusive remedy and the Seller's limit
of liability for any and all losses or damages resulting from

defective goods or from any other cause will be for the purchase
price of the particular delivery with respect to which losses or
damages are claimed, plus any transportation charges actually
paid by the Purchaser.
Cancellation
16. The Seller reserves the right to cancel this Agreement:
a. if the Purchaser fails to pay for any shipment when due;
b. in the event of the Purchaser’s insolvency or bankruptcy;
or
c. if the Seller deems that its prospect of payment is
impaired.
Notices
17. Any notice to be given or document to be delivered to
either the Seller or Purchaser pursuant to this Agreement will be
sufficient if delivered personally or sent by prepaid registered
mail to the address specified below. Any written notice or
delivery of documents will have been given, made and received
on the day of delivery if delivered personally, or on the third
(3rd) consecutive business day next following the date of
mailing if sent by prepaid registered mail:
SELLER: (Sellers Address)
PURCHASER: 6 Gumnut Drv. Dandenong South. Victoria
3175
General Provisions
18. Headings are inserted for the convenience only and are
not to be considered when interpreting this Agreement. Words
in the singular mean and include the plural and vice versa.
Words in the masculine mean and include the feminine and vice
versa.
19. All and warranties of the Seller contained in this
Agreement will survive the closing of this Agreement.

20. The Purchaser may not assign its right or delegate its
performance under this Agreement without the prior written
consent of the Seller, and any attempted assignment or
delegation without such consent will be void. An assignment
would change the duty imposed by this Agreement, would
increase the burden or risk involved and would impair the
chance of obtaining performance or payment.
21. This Agreement cannot be modified in any way except in
writing signed by all the parties to this Agreement.
22. This Agreement will be governed by and construed in
accordance with the laws of the State of Victoria Australia.
23. If any clause of this Agreement is held unconscionable
by any court of competent jurisdiction, arbitration panel or
other official finder of fact, the clause will be deleted from this
Agreement and the balance of this Agreement will remain in full
force and effect.
24. This Agreement will inure to the benefit of and be
binding upon the Seller and the Purchaser and their respective
successors and assigns.
25. This Agreement may be executed in counterparts.
Facsimile signatures are binding and are considered to be
original signatures.
26. Time is of the essence in this Agreement.
27. This Agreement constitutes the entire agreement between
the parties and there are no further items or provisions, either
oral or otherwise. The Purchaser acknowledges that it has not
relied upon any representations of the Seller as to prospective
performance of the Goods, but has relied upon its own
inspection and investigation of the subject matter.
IN WITNESS WHERE OF: -
the parties have executed this Purchase Agreement on this 21st
day of June, 2015.
(Witness for the Seller)

per: _____________________________________________
National Camper Trailers Pty Ltd.
per: _____________________________________________
National Camper Trailer Pty Ltd is a fictional company created
for educational and training purposes only.
Customer Service Charter V:1: June 2016 Page 1 of 3
PURCHASING CONTRACT ~ AWWM Pty Ltd
(the "Agreement") dated this 21st day of June, 2015
BETWEEN:
Australian Widgets and Wodgets Manufacturing Pty Ltd of 29
Manufacturing Boulevard Narre Warren South Victoria 3805
(the 'Seller')
OF THE FIRST PART
-AND-
National Camper Trailers Pty Ltd. of 6 Gumnut Drv. Dandenong
South. Victoria 3175
(the 'Purchaser')
OF THE SECOND PART
IN CONSIDERATION OF THE COVENANTS and agreements
contained in this Sales Agreement, the parties to this Agreement
agree as follows:
Sale of Goods
1. The Seller will sell, transfer and deliver to the Purchaser
based on individual future orders the following goods (the

'Goods'):
2.1 Single Axle UN-BRAKED Trailer Kit 1400kg Rating with
EYE TO EYE SPRINGS 45X8MM!
2.2 1000KG Mechanical Drum Brake Single Axle Trailer Kit
with Slipper springs 1T
Purchase Price
3. The Purchaser will accept the Goods and pay for the
Goods based on individual future orders to be paid as follows
for the life of the contract:
a) down payment of 25% of total order and
b) the remainder of the purchase price by bank draft on net 15
terms within 30 days of delivery
c) Agreed price item 2.1 $335.00
d) Agreed price item 2.2 $515.00
4. The Seller and the Purchaser both acknowledge the
sufficiency of this consideration. In addition to the purchase
price specified in this Agreement, the amount of any present or
future sales, use, excise or similar tax applicable to the sale of
the Goods will be paid by the Purchaser, or alternatively, the
Purchaser will provide the Seller with a tax exemption
certificate acceptable to the applicable taxing authorities.
5. The Purchaser will make payment for the Goods at the
time when, and at the place where, the Goods are received by
the Purchaser or, in the alternative, when any document of title
or registrable bill of sale, bearing any necessary endorsement, is
tendered to the Purchaser.
Delivery of Goods
6. The Goods will be delivered to the Purchaser at 6
Gumnut Drv. Dandenong Victoria. The method of shipment will
be within the discretion of the Purchaser. However, the Seller
will only be responsible for the lesser of truck fright or rail
freight to the Purchaser.
Risk of Loss

7. Risk of loss will be on the Purchaser from the time of
delivery to the carrier. The Purchaser will provide at its expense
insurance on the Goods insuring the Seller's and the Purchaser's
interest as they appear, until payment in full to the Seller.
Warranties
8.
THE GOODS ARE SOLD 'AS IS' AND THE SELLER EXPRES
SLY DISCLAIMS ALL WARRANTIES, WHETHER EXPRESS
OR IMPLIED, INCLUDING BUT NOT LIMITED TO, ANY
IMPLIED WARRANTY OF MERCHANTABILITY OR
FITNESS FOR A PARTICULAR PURPOSE. The Seller does not
assume, or authorize any other person to assume on the behalf
of the Seller, any liability in connection with the sale of the
goods. The Seller's above disclaimer of warranties does not, in
any way, affect the terms of any applicable warranties from the
manufacturer of the Goods.
9. The Purchaser has been given the opportunity to inspect
the Goods or have it inspected and the Purchaser has accepted
the Goods in its existing condition. Further, the Seller disclaims
any warranty as to the condition of the Goods.
Title
10. Title to the Goods will remain with the Seller until
delivery and actual receipt of the Goods by the Purchaser or, in
the alternative, the Seller delivers a document of title or
registrable Bill of Sale of the Goods, bearing any necessary
endorsement, to the Purchaser.
Security Interest
11. The Seller retains a security interest in the Goods until
paid in full.
Inspection
12. Inspection will be made by the Purchaser at the time
and place of delivery.
Claims
13. The Purchaser's failure to give notice of any claim
within 10 days from the date of delivery will constitute an

unqualified acceptance of the Goods and a waiver by the
Purchaser of all claims with respect to the Goods.
Excuse for Delay or Failure to Perform
14. The Seller will be liable in any way for any delay, non-
delivery or default in shipment due to labour disputes,
transportation shortage, delays in receipt of material, priorities,
fires, accidents and other causes beyond the control of the
Seller or its suppliers.
If the Seller, in its sole judgment, will be prevented directly or
indirectly, on account of any
cause beyond its control, from delivering the
Goods at the time specified or within one month after the date
of this Agreement, then the Purchaser will have the right to
terminate this Agreement by notice in writing to the Seller,
which notice will be accompanied by full refund of all sums
paid by the Purchaser pursuant to this Agreement.
Remedies
15. The Purchaser's exclusive remedy and the Seller's limit
of liability for any and all losses or damages resulting from
defective goods or from any other cause will be for the purchase
price of the particular delivery with respect to which losses or
damages are claimed, plus any transportation charges actually
paid by the Purchaser.
Cancellation
16. The Seller reserves the right to cancel this Agreement:
a. if the Purchaser fails to pay for any shipment when due;
b. in the event of the Purchaser’s insolvency or bankruptcy;
or
c. if the Seller deems that its prospect of payment is
impaired.
Notices
17. Any notice to be given or document to be delivered to
either the Seller or Purchaser pursuant to this Agreement will be
sufficient if delivered personally or sent by prepaid registered
mail to the address specified below. Any written notice or
delivery of documents will have been given, made and received

on the day of delivery if delivered personally, or on the third
(3rd) consecutive business day next following the date of
mailing if sent by prepaid registered mail:
SELLER: 29 Manufacturing Boulevard Narre Warren South
Victoria 3805
PURCHASER: 6 Gumnut Drv. Dandenong South. Victoria
3175
General Provisions
18. Headings are inserted for the convenience only and are
not to be considered when interpreting this Agreement. Words
in the singular mean and include the plural and vice versa.
Words in the masculine mean and include the feminine and vice
versa.
19. All and warranties of the Seller contained in this
Agreement will survive the closing of this Agreement.
20. The Purchaser may not assign its right or delegate its
performance under this Agreement without the prior written
consent of the Seller, and any attempted assignment or
delegation without such consent will be void. An assignment
would change the duty imposed by this Agreement, would
increase the burden or risk involved and would impair the
chance of obtaining performance or payment.
21. This Agreement cannot be modified in any way except in
writing signed by all the parties to this Agreement.
22. This Agreement will be governed by and construed in
accordance with the laws of the State of Victoria Australia.
23. If any clause of this Agreement is held unconscionable
by any court of competent jurisdiction, arbitration panel or
other official finder of fact, the clause will be deleted from this
Agreement and the balance of this Agreement will remain in full
force and effect.
24. This Agreement will inure to the benefit of and be
binding upon the Seller and the Purchaser and their respective

successors and assigns.
25. This Agreement may be executed in counterparts.
Facsimile signatures are binding and are considered to be
original signatures.
26. Time is of the essence in this Agreement.
27. This Agreement constitutes the entire agreement between
the parties and there are no further items or provisions, either
oral or otherwise. The Purchaser acknowledges that it has not
relied upon any representations of the Seller as to prospective
performance of the Goods, but has relied upon its own
inspection and investigation of the subject matter.
IN WITNESS WHERE OF: -
the parties have executed this Purchase Agreement on this 21st
day of June, 2015.
Australian Widgets and Wodgets Manufacturing Pty
per: _____________________________________________
per: _____________________________________________
Terms and Conditions (T&C) applying to Procurement Purchase
Orders
Definitions: For the purpose of these T&C’s:
Contract Price shall mean the total price for the Items to be
supplied by the Supplier as set out in the Purchase Order (PO).

Delivery Date shall mean the date as set out in the PO for
delivery of the Items.
National Camper Trailers Pty Ltd shall mean National Camper
Trailers Pty Ltd (ABN 90 989 989 989)
Items shall mean the goods (including equipment where
applicable) and/or services (as specified in the Purchase Order)
to be provided under the Purchase Order.
Supplier shall mean the person, firm, enterprise or corporation
as set out in the Purchase Order.
PO shall mean the goods and/or services and any instructions
given in the document referred to as “the Purchase Order” for
the supply of the goods and/or services and includes all
documents annexed or attached thereto or referenced therein and
these T&Cs.
1. Validity of Purchase Order. Only Purchase Orders authorised
by an officer of National Camper Trailers Pty Ltd will be
recognised. Commencement by the Supplier of the supply of the
goods or services detailed in the Purchase Order will be taken to
be acceptance of the Purchase Order, including these T&Cs.
2. Variations. Prior to the fulfilment of the Purchase Order,
National Camper Trailers Pty Ltd may, by written notice at any
time, make variations to the content, specifications, designs or
drawings, samples or other descriptions or requirements to
which the Items are to conform. If any such variations cause an
increase or decrease in the cost of or time required for the
performance of any part of the Purchase Order, then an
equitable adjustment may be made by agreement between the
parties in the price or delivery schedule or both and the
Purchase Order will be modified in writing accordingly.
3. Risk, title and delivery.
3.1. The Supplier warrants that it holds title to the Items

supplied under the Purchase Order and risk in them shall remain
with the Supplier until they are delivered and accepted by
National Camper Trailers Pty Ltd. All Items are subject to
inspection and testing by National Camper Trailers Pty Ltd. If
any of the Items are found by National Camper Trailers Pty Ltd
to be defective or not in conformity with the requirements under
the Purchase Order, National Camper Trailers Pty Ltd may at its
option a) reject and return the Items at the Supplier’s expense or
b) require the Supplier to replace the non-conforming Items
with items that conform with the Purchase Order. National
Camper Trailers Pty Ltd will have no payment obligation in
respect of Items which are not accepted.
3.2 The Supplier will supply the Items by the Delivery Date. In
the event that the Supplier fails to deliver the Items by the
Delivery Date, National Camper Trailers Pty Ltd shall be
entitled, at its election, to:
a. terminate the PO with immediate effect; or
b. apply late delivery charges calculated at 5% of the Contract
Price of the Items for every day late, subject to a maximum
amount of 100% of the Contract Price.
4. Price. Subject to these T&Cs, prices specified in the Purchase
Order shall remain firm and fixed. Prices include any and all
charges including but not limited to taxes, duties, inspection
charges, packaging and shipping costs.
5. Invoices. The Supplier shall submit tax invoices. Tax
invoices shall contain the following information as applicable:
The Supplier’s details including ABN, Purchase Order number,
description/quantity of Item(s) supplied, GST (shown separately
if applicable) and total amount payable. National Camper
Trailers Pty Ltd shall not be obligated to pay the Supplier for
any Items invoiced 180 days after the date of supply of the
Items.
6. Payment. Subject to its approval by National Camper Trailers
Pty Ltd, National Camper Trailers Pty Ltd will pay the

Supplier’s tax invoice 30 days from the end of the month in
which the goods were received unless agreed or stated
otherwise.
7. Warranties. The warranties here listed are in addition to any
warranties referred to in the Purchase Order and to any other
statutory conditions or warranties (whether expressed or
implied) including those provided for under the Competition
and Consumer Act 2010 (Cth).
Services warranty. The Supplier represents and warrants that it
shall perform the services in a proper, workmanlike and
professional manner with the degree of care and skill required
by current, good and sound professional procedures of the
relevant kind. Further, the Supplier represents and warrants that
it shall perform the services in accordance with all applicable
specifications and laws and the services shall be correct and
appropriate for the purposes contemplated in the Purchase
Order.
Goods (including equipment as applicable) warranty. The
Supplier represents and warrants that the goods are of
merchantable quality and are fit for purpose and conform to
applicable specifications, drawings, samples or other
descriptions in the Purchase Order.
8. Indemnity. In relation to the supply of the Items under the
Purchase Order, the Supplier shall indemnify National Camper
Trailers Pty Ltd against:
a. loss of or damage to the property of National Camper Trailers
Pty Ltd; and
b. a claim or claims by any person against National Camper
Trailers Pty Ltd in respect of any personal injury or death; and
c. any claim that the Items infringe a copyright, patent,
trademark, trade secret or any other intellectual property or
proprietary right of any third party; and
d. the Supplier’s breach of warranty, negligence, wilful
misconduct, fraud, misrepresentation or violation of law,
but the Supplier’s liability to indemnify National Camper
Trailers Pty Ltd shall be reduced to the extent that the act(s) or

omission(s) of National Camper Trailers Pty Ltd or its
employees, agents or other contractors contributed to the loss,
damage, death or injury; and
e. any other loss or damage arising out of or in connection with
the Purchase Order (including any incidental, indirect, special,
punitive or consequential damages or damages for any loss of
profits, loss of revenue, loss of business or goodwill, data or
data use) where the loss or damage is due to the Supplier’s
negligence, wilful misconduct, fraud, misrepresentation or
violation of law.
9. Insurance. The Supplier shall take out and continue for the
duration of the Purchase Order all necessary insurances of the
class/classes and in the amount/amounts indicated in the
Purchase Order. Certificates of insurance indicating such
coverage shall be provided to National Camper Trailers Pty Ltd
upon request.
10. Assignment. The Supplier may not assign its rights or
obligations under the Purchase Order without the prior written
consent of National Camper Trailers Pty Ltd.
11. Governing law. The Purchase Order is governed by the law
of New South Wales and the parties submit to the exclusive
jurisdiction of the courts of New South Wales.
12. Relationship of the parties. The Supplier is an independent
contractor and nothing in the Purchase Order or elsewhere
constitutes neither the Supplier as the agent or employee of
National Camper Trailers Pty Ltd nor the parties as partners or
joint venturers nor is the Supplier authorised to incur, nor may
the Supplier incur, any debt or obligation on behalf of National
Camper Trailers Pty Ltd, without the prior written consent of
13. Severability. Any provision of the Purchase Order held to be
void, invalid or unenforceable shall be deemed amended to
conform to applicable laws or regulations or, if it cannot be so

amended without materially altering the intention of the parties,
it shall be taken to be severed the extent that it is void or to the
extent of voidability, invalidity or unenforceability, but the
remainder of the Purchase Order shall remain in full force and
effect.
14. Waiver. A waiver by either party of any default under the
Purchase Order or of any term or condition under the Purchase
Order shall not be deemed to be a continuing waiver or a waiver
of any other default or any other term or condition.
15. Set off. National Camper Trailers Pty Ltd shall have the
right at any time to set-off any amount owing from the Supplier
to National Camper Trailers Pty Ltd against any amount payable
by National Camper Trailers Pty Ltd pursuant to the Purchase
Order.
16. Notices. All notices under this Purchase Order shall be sent
to a party at their address indicated on the front page of the
Purchase Order or to such other address as notified by a party.
17. Entire agreement. The Purchase Order shall constitute the
entire agreement between the parties. No modifications may be
made to the Purchase Order unless in writing and signed by both
parties. The terms of the Purchase Order supersede any terms
contained in all prior communications and representations,
inducements, undertakings, agreements or arrangements
between the parties or their respective officers in respect of the
matters dealt with in this agreement.
18. Survival. The obligations set forth in clauses 7, 8, 9, 11, 12
and 14 - 21 of these T&Cs shall survive the expiration or
termination of the Purchase Order.
19. Other Terms & Conditions. For the avoidance of doubt, to
the extent of any inconsistency with the Supplier’s terms and
conditions, these T&Cs prevail.

NCT ~ MEMORANDUMTo: (Sending to whom)From:
(Sender)Date: (When sent)Subject: (What is the subject title)
To
(Subject)
(Conclusion)
From
MEMO
To: Purchasing Manager
From: Mick Dundee Chief Executive Officer
Date: 22nd June 2016
Subject: Contract Extension Report AWWM Pty Ltd

To (Your Name) Purchasing Manager NCT
Regarding the report that you prepared and lodged with the
Board for discussion. We had a strong robust
discussion around your report trying to decide to maintain this
supplier or to no longer continue with this
relationship. A big issue was the criteria and the performance
against these KPI’s and the fact that this is a
long term supplier with a good relationship.
At this point we wish you to enter into discussions with AWWM
and put to them the following issues
with some recommendations from you as to ways that they
could improve their performance.
-compliance against the Purchasing Contract.
w
contract 12-month period.
effective delivery.
Michael Dundee
CEO
National Camper Trailers.

Assessment Workbook: TLIR5014
Manage suppliers
Version control
Version No.
Date
Dept.
Change
1.0
06/06/2016
Training
Original
2.0
03/10/2016
Training
Moodle updates and changed the title from Assessment Guide to
Assessment Workbook

Copyright Statement
© Copyright National Training
Disclaimer
All rights reserved. No part of this publication may be
reproduced or transmitted in any form or by any means,
electronic or mechanical, including photocopying, scanning,
recording, or any information storage retrieval system without
permission in writing from National Training. No patent
liability is assumed with respect to the use of information used
herein.
While every effort has been taken in the preparation of this
publication, the publisher and authors assume no responsibility
for errors or omissions. Neither is any liability assumed for
damages resulting from the use of information contained herein.
Contents
How do I use this guide? 4
Introduction 5
Application 5
Elements and Performance Criteria 5
Pre-requisites 6
Appeals and reassessment 6
Plagiarism 6
Referencing Materials 7
Understanding your results 7
Results Legend 7

Assessment activity 7
Assessment 1, 2 & 3 Instructions 8
Assessment 1: Case Study 1 10
Case Study 1A 10
Case Study 1B 11
Assessment 2: Case Study 2 12
Case Study 2 12
Assessment 3: Short Answer Questions 13
Question 1 13
Question 2 13
Question 3 13
Question 4 13
Question 5: 13
Question 6 13
Question 7 14
Question 8 14
Question 9 14
Question 10 14
Question 11 14
Question 12 14
Question 13 14
Question 14 14
Question 15 15
Question 16 15
Question 17 15
Question 18 15
Question 19 15
Question 20 15
How do I use this guide?

This guide is divided into two sections:
· The introduction section gives you information about the unit
of competency you will be assessed in. For a comprehensive
overview of the assessment process, the principles of
assessment, refer to your ‘Student Handbook’ which was
provided to you, by National Training, when you commenced
your training. It’s also available online via the website:
nationaltraining.edu.au
· The second section contains assessment activities each
detailing:
· Description of the assessments
· Instructions for completing the assessment activities
Introduction
This guide, together with the Assessment Activity forms the
assessment tools for:
Unit code
Title
Training Package
TLIR5014
Manage suppliers

Transport and Logistics Training PackageApplication
TLIR5014
This unit involves the skills and knowledge required to manage
suppliers in various contexts within the transport and logistics
industry.
It includes assessing and building productive relationships with
suppliers, and evaluating the delivery of goods/services against
agreements. It also includes negotiating arrangements, resolving
disagreements with suppliers and reviewing supplier
performance.
The unit generally applies to those who lead individuals or
teams.Elements and Performance Criteria
1.0 Assess suppliers and build productive relationships
1.1 Criteria to effectively evaluate supplier services are
developed and documented
1.2 Existing suppliers are assessed against criteria
1.3 Availability and suitability of alternate suppliers who can
meet the service support requirements within legislative
requirements are identified
1.4 Terms and conditions of suppliers to achieve service
requirements are established and communicated
1.5 Cooperative relationships are developed with suppliers in
accordance with organisational policies and procedures
2.0 Evaluate delivery of goods and/or services against
agreements
2.1 Quality of goods and services supplied is assessed against
criteria
2.2 Non-compliance is identified, documented and corrective
action is implemented within the terms of contractual
arrangements
2.3 Contingency plans are developed should suppliers fail to
deliver
2.4 Relationships with suppliers are managed to support
effective delivery
3.0 Negotiate arrangements with suppliers
3.1 Arrangements with suppliers are negotiated and

implemented in accordance with organisational policies and
procedures
3.2 Market factors that may affect the supply of goods and
services are identified and communicated to relevant personnel
3.3 Immediate corrective action is taken in consultation with
suppliers where potential or actual problems are indicated
4.0 Resolve disagreements with suppliers
4.1 Disagreements with suppliers are investigated to identify
validity and causes
4.2 Disagreements are negotiated and resolved
4.3 Amendments to agreements, as a consequence of the
resolution of disagreements, are documented
4.4 Approval is sought and obtained for amendments
4.5 Approved amendments are communicated to suppliers and
relevant personnel
5.0 Review performance of suppliers
5.1 Suppliers are continuously reviewed for quality,
profitability, service, delivery status and other relevant
performance indicators
5.2 Supplier performance is evaluated against purchasing
agreement requirements
5.3 Suppliers are informed of evaluation outcomes as required
5.4 Recommendations about future use of suppliers are made to
relevant personnel
5.5 Suppliers are deleted from supplier shortlist according to
criteriaPre-requisites
Not applicableAppeals and reassessment
If you disagree with the assessment decision and result, you
have the right to appeal and be reassessed if necessary. Details
of the appeals process is contained in the Complaints and
Appeals Policy & Procedure, provided to you prior to
enrolment. See Complaints and Appeals Policy & Procedure for
more details.Plagiarism

While co-operative effort and the sharing of information are
encouraged, you must ensure your assignments and assessments
are representative of your own effort, knowledge and skills.
You must not take the work of others and present it as your
own. Plagiarism may result in the assignment/assessment being
deemed to be “not yet competent” by the assessor.
Students accused more than once of academic misconduct,
including plagiarism, may be dismissed or cancelled from their
course at the discretion of the National Training Manager.
Plagiarism can take several forms;
· Quoting from a book or an article without acknowledging the
source
· Handing in someone else’s work as your own
· Stealing and passing off another person’s words or ideas and
claiming them as your own
· Giving incorrect information about the source of a quotation
or idea
· Downloading information from the internet without
acknowledging the source
· Copying a section of a book or article and submitting it as
one’s own work
· Presenting as a new and original idea or produce something
which was derived from an existing sourceReferencing
Materials
National Training prefers that students utilises Harvard Style
referencing. Generally, Harvard Reference List citations follow
this format:
Books: Last name, First Initial. (Year published). Title. City:
Publisher, Page(s).
Journals/publication: Last name, First initial. (Year published).
Article title. Journal, Volume (Issue), Page(s).
Websites: Website name, (Year published). Page title. [Online]
Available at: URL [Accessed Day Mo. Year].Understanding
your results
The great thing with competency based training is that you
either deemed 'competent' (you can demonstrate the required

skills and knowledge) or 'not yet competent' (at this time you
haven't been able to demonstrate required skills or knowledge).
The key word is "YET”.
Your trainer will provide you with feedback on your
assessments so that you know what you have done well in your
assessment and what you need to improve upon or fix. An
"NYC" result does not mean that you have failed and that is it -
you have the opportunity to try again. It could be that one
question in your assessment was deemed not yet satisfactory
and this is the only question that will require review.Results
Legend
C
Competent
Has successfully completed unit and has met the minimum
competency criteria and demonstrated the required skills and
knowledge
NYC
Not Yet Competent
Has not met minimum competency criteria for the unit - certain
section/s require review due to not meeting the requirements
and being deemed not yet satisfactory
CT
Credit Transfer
Application required
RPL
Recognition of Prior Learning
Application required
For further information regarding Recognition of Prior Learning
(RPL) and Credit Transfers (CT), please contact on our office
on (03) 9674 0331Assessment activity
The assessment activities contained below have been designed
for the following unit(s) of competency:
TLIR5014Manage suppliers
This is a summative assessment process. For the student to be
assessed as competent in each Unit of Competency, all
questions and activities need to be satisfactorily completed.

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