procurement training solutions | procurement academy...throughout the negotiation series of high...

Table of Contents

1. About Procurement Academy -------------- 3

2. Course Catalogue

• Customized and fast set-up --------------- 9

• High-Impact E-learning ------------------ 10

• Competences ------------------- 12

- Sourcing ------------------- 13

- Negotiation ------------------- 19

- Legal ------------------- 23

- Finance & Costs ------------------- 27

- Operation Procurement ------------------- 30

- Contract & Supply Management------------------- 32

- Category Management -------------------35

- Strategy -------------------38

- Project Management ------------------ 40

• Simulations ------------------ 44

• Microlearning ------------------- 50

• Webinars ------------------- 53

About Procurement Academy1.

Deliveringmeasurable resultsfor clients globally

200+ 200+blue chipcustomers 98% learners

satisfaction rate

1,500 coursestitles 98% completion

rate

98% learnerssatisfaction rate

98% completionrate

Our core services

Course Catalogue2.

High-Impact E-learningScenario based courses using real world situations

Our unique approach uses cognitive load theory to increase effectiveness using materials that enable greater retention of the information presented.

Bespoke training solutions designed to fit your needs

Our extensive experience in the industry is the basis for our knowledge of the competences that procurement professionals need. We have designed highly effective training pro-grams to fill skill gaps and improve employee performance to the level needed to suc-ceed.

TE1020Fundamental Online - 15’

Introduction to Procurement Process

- Short introduction on procurement process, with an emphasis on RFP process (specifications, running the RFP, negotiations and - contracting).


How to develop specifications?

- What is the role of the buyer and of the internal customer at the specification stage?

- How to communicate with internal customer? - How to assess internal customer needs? - Market exploration - Why is it important to challenge specs? - How to challenge specs with internal customers - 5W

methodology - Functional and technical specs - Knock-out versus nice to have criteria - What are winning criteria? How do they relate to knock-out

criteria and why are they important?


How to write an RFQ/RFI?

- What is an RFI/RFQ? Why are they important and when should you use it?

- What are the different sections of an RFQ? - Template RFQ and RFI - What is the ideal number of suppliers to invite for the RFQ or RFI? - When to involve the internal customer and suppliers in the

process? How? - Communication with suppliers: how and when


Conducting the RFP Negotiation

- How to maintain a high level of competition - How to clarify proposals - Negotiation meeting best practices - How to respond to common supplier questions - What issues to negotiate


Basic contract negotiation

- Written or oral contracts? - Role of buyer in the process? - Impact of important clauses (evergreen contracts, indexes,

penalty and exit clauses) - Template of a contract


Ethics in Procurement Process

- Why should a buyer apply the highest standards of integrity? - What information can the buyer (not) give to 1 or to more

suppliers? - What about gifts? What about gifts during tender period? - How does company policy relate to buyer ethics?

IC1001Fundamental Online - 30’

How to collaborate with Procure-ment

- Training for budget holder (non-procurement) on how to collaborate with procurement

- What is an RFP process? Why is it important and what are the different steps?

- Role of budget holder and of buyer at every step - After viewing this course, a budget holder - having a purchase

- requirement - will understand (the importance of ) an RFP, and how he should collaborate with a buyer during the whole process.

- This course will align expectations and drastically improve relationships between buyers and budget holders.

TE2020Intermediate Online - 30’

The role of procurement profes-sionals

- The role procurement professionals play in their organisation. - The added value of procurement professionals. - The value chain.


The procurement processes

- Overview of the sourcing processes. - The sourcing steps. - Link between sourcing and the operational procurement

processes.

TE2022Advanced Online - 60’

Needs Assessment - Tactical make-or-buy analysis. - Needs assessment. - Development of Specifications.


Market Analysis - How to assess market. - Search for potential suppliers. - Using an RFI.


Portfolio analysis - Learn to strategically position purchased goods & services. - Kraljic matrix.


Supplier relationship analysis - Position suppliers inside the supplier preferences table. - Defining and manage supplier relationships.


Risk Management - Risk assessment & Risk management. - Contingency planning.


Supplier selection - Running the RFP process to award the business to the best

quality,service and total cost supplier.


Contracting - Awarding the business. - Main principles for contracting.


eSourcing, part I

- What is eSourcing - The benefits of eSourcing - The four types of functionality in eSourcing tools - How to build and manage eRFIs - How to Build an eRFP - eRFP lot strategy


eSourcing, part II

- eSourcing within a sound process - Manage eRFPs - Validate offers - Prepare an eAuction & types of eAuctions - How to build an eAuction - eAuction lot strategy• Managing eAuctions - Evaluate eAuction results and awarding - Supplier benefits of eSourcing - eContracts - When to use which eSourcing functionalities

TE1000Fundamental PDF

RFP Management - Notes - Course Book: Managing an RFP, covering courses TE1001-TE1005


RFP Management - Assessment - Assessment: Managing an RFP, covering courses TE1001-TE1005


RFP Management - Refresher course

- Refresher: Managing an RFP, covering courses TE1001-TE1005

TE1000NFundamental PDF

Information before starting course IC1001 - Notes

- Course Book: Information before starting course IC1001: ‘How to Collaborate with Procurement’

IC1000Fundamental PDF

How to Collaborate with Procure-ment - Notes

- Course Book: How to Collaborate with Procurement

TE2000Advanced PDF

Strategic Sourcing - Notes - Course Book: Strategic Sourcing, covering courses TE1020-TE1028


Strategic Sourcing - Assessment - Assessment: Strategic Sourcing, covering courses TE1020-TE1028


Strategic Sourcing - Refresher course

- Refresher: Strategic Sourcing, covering course TE2021













TE3000Intermediate PDF

eSourcing - Notes - Course Book: eSourcing, covering courses TE2041-TE2042


eSourcing - Assessment - Assessment: eSourcing, covering courses TE2041-TE2042

EU1000Fundamental PDF

European Tendering - Notes - Course Book: European Tendering, covering courses EU1001-

EU1006

EU1010Fundamental Online - 30’

European Tendering - Assessment - Assessment: European Tendering, covering courses EU1001-

EU1006

EU1011-1016Fundamental Online - 30’

European Tendering - Refresher course

- Refresher: European Tendering, covering courses EU1001-EU1006

SM1001Fundamental Online - 30’

Stakeholder Management

Make your next project a success through better stakeholder manage-ment. In this course you will learn how to: - Identify your stakeholder’s interests and current level of support - Use an understanding of human motivation to increase support - Move stakeholders through the change curve - Influence people using both hard and soft tactics and when each

is most effective - Present data for maximum effect

SM1002Intermediate Online - 20’

Emotionally Intelligent Stake-holderManagement

- Emotionally Intelligent Stakeholder Management

MASTE1Fundamen-tal 185'

MASTER CLASS'MANAGING A

WORLD-CLASS RFP'(junior buyers)

- TE1020: Introduction to Procurement Process- TE1001: How to develop specifications?- TE1002: How to write an RFQ/RFI?- TE1003: Basic negotiation tactics- TE1004: Basic contract negotiation- TE1005: Ethics in Procurement Process- TE1000: PDF Summary of Master Class- TE1010: Assessment

MASTE2Advanced 315'

MASTER CLASS'STRATEGIC SOURCING'

(senior buyers)

- TE2020: The role of Procurement Professionals - TE2021: The Procurement Processes - TE2022: Needs assessment- TE2023: Market Analysis- TE2024: Portfolio Analysis- TE2025: Supplier Relationship Analysis - TE2026: Risk Mgmt- TE2027: Supplier selection - TE2028: Contracting- TE2000: PDF Summary of Master Class- TE2030: Assessment

Examples of Bundles:

NE1001Intermediate Online - 30’

Win-Win-Lose negotiation

- What is the goal of negotiation: balancing the 5 R’s - What are WIN-WIN negotiations? When to use? - What is your negotiation style: questionnaire to assess your own

style


Negotiation preparation

- What are critical issues? Do they relate to internal client needs? - Set stretching targets. Determine Walk-away position - Importance of developing other issues to trade - Which suppliers to shortlist for negotiation? - What is ZOPA? - What is a BATNA?


Opening the negotiation

- Positive negotiation climate: why do you need it / what is it? - How to understand supplier offer? - Listening skills - Standard vocabulary/answers - Taking a position - Importance of summarizing


How to bargain?

- How to ask the right questions: open/closed/leading/hypothetical questions

- Reading the Body Language of your supplier - How to make concessions (who gives first bid, trade minor issues,

say yes, …) - Tactics: low ball/high ball, what-if, bluffing /bogey/ expose supplier

tactics”


Closing a negotiation - When to stop bargaining and closing the deal: spot closing signals•

Handle last minute objections - Finalize the deal and communicate with internal customer


Tips for Negotiation - Top 6 negotiation tips - Negotiation Pitfalls

NE1020Advanced Online - 45’

Game Theory

- View the negotiation from the supplier’s perspective - Design the game such that it is in the supplier’s interest to deliver

the result that you want - Predict supplier’s behavior - Make your negotiation approach credible - Deliver the result


Using NLP to influence stakehold-ers, part I

- Influence stakeholders (or suppliers) using Neuro Linguistic Programming (ie a form of emotional intelligence)

- Step 1: analyze and improve yourself - Resolving conflict - Choose how you respond to situations


Using NLP to influence stakehold-ers, part II

- Step 2: Read and influence others to improve collaboration - Build rapport - The four habits to improve confidence, tenacity and productivity


Biases in Negotiations, part I - Learn how bias costs your organization money - Which cognitive biases affect negotiation results? - Correct the systematic errors that we all make


Biases in Negotiations, part II - Learner is shown an interactive scenarios and must identify bias - Once identified, learn how to avoid the bias in your own team and

how to use the supplier’s bias in your own advantage


Using NLP to influence stakehold-ers - Refresher course

- Refresher course on using NLP to influence stakeholders - covering courses NE1021 and NE1022

NE1000Intermediate PDF

Winning Negotiations - Notes - Course Book: Winning Negotiations, covering courses NE1001-

NE1006


Winning Negotiations - Assess-ment

- Assessment: Winning Negotiations, covering courses NE1001-NE1006

NE1007-1009Intermediate Online - 15’

Winning Negotiations - Refresher course

- Refresher: Winning Negotiations, covering courses NE1001-NE1006

NE2000GAdvanced PDF

Game Theory - Notes - Course Book: Game Theory, covering course NE1020

NE2000NAdvanced PDF

Using NLP to influence stakehold-ers -Notes

- Course Book: Using NLP to influence stakeholders, covering courses NE1021-NE1022

NE2000BAdvanced PDF

Cognitive Biases in Negotiations - Notes

- Course Book: Cognitive Biases in Negotiations, covering courses NE1023-NE1024


Game Theory - Assessment - Assessment: Game Theory, covering course NE1020


Using NLP to influence stakehold-ers - Assessment

- Assessment: Using NLP to influence stakeholders, covering courses NE1021-NE1022


Cognitive Biases in Negotiations - Assessment

- Assessment: Cognitive Biases in Negotiations, covering courses NE1023-NE1024

NE1026-1027Advanced Online - 15’

Advanced Negotiation Techniques - Refresher course

- Refresher: Advanced Negotiation Techniques, covering courses NE1023-NE1024


Negotiation Serious Game

- Put your negotiation skills to the test with this real life negotiation simulation. The negotiation game tests the skills you have learned throughout the negotiation series of high impact eLearning courses.

MASNE1Advanced 200'

MASTER CLASS'WINNING

NEGOTIATIONS'

- NE1001: Win-Win-Lose negotiations- NE1002: Negotiation preparation- NE1003: How to open negotiation?- NE1004: How to bargain?- NE1005: Closing a negotiation- NE1006: Negotiation Tips- NE1000: PDF Summary of Master Class- NE1010: Assessment

MASNE2Advanced 225'

MASTER CLASS'ADVANCED NEGOTIATION

TECHNIQUES'

- NE1020: Game Theory - NE1021: Using NLP to Influence Stakeholders, Part 1- NE1022: Using NLP to Influence Stakeholders, Part2- NE1023: Biases in Negotiations, Part 1- NE1024: Biases in Negotiations, Part 2- NE2000G, 2000N, 2000B: PDF Summary of Master Class- NE1070, 1040, 1090: Assessment

CO1016Fundamental Online - 30’

Introduction of Legal aspects in Procurement

- Importance to understand contract law - Need to seek legal advice - Power of Attorney - What is a contract

CO1001Intermediate Online - 30’

Basic Principles of a contract

- What is a contract? - Difference between ‘invitation to treat’, ‘counter offer’ and a

‘contract’ - Is an oral contract valid? - Which contracts needs to be written by law? - What is battle of forms? How to avoid? - Framework agreements & E-contracts”


Important Clauses - Limit Com-pany Exposure

- Recognize and deal with impactful clauses, often proposed by sellers• Exclusion clause• Automatic index clause• Silent extension of contract• Delivery clause / incoterms

- Exit clause• How to opt out easily of a contract• Threat of an exit clause on performance of supplier


Termination of a Contract

- Ways to terminate a contract in case of poor supplier performance.• By frustration • By mutual agreement• By breach of contract

- Remedial clauses (what is it/when to use)• Liquidated damages clause• Penalty clause• Equitable damages clause


Statutory Rights of a Buyer

- What are your rights if some terms in contract are missing or are badly specified?• Late delivery• Missing payment terms - supplier send faulty invoiceo • Suppliers delivers same specs but different brand• Supplier delivers defective goods, incomplete delivery,too

many goods• Title of ownershipo Subcontracting• Unfair contract terms• Remedies (rights of a buyer in case of breach of condition or

warranty)


Resolving Disputes

- Why avoiding legal proceedings - Importance of exit clauses - ADR Alternate Dispute Resolution methods

• Mediation• Conciliation• Arbitration


Incoterms 2010 - 2010 Incoterms


Contract Terms

- Discussion of main clauses to negotiate in a contract• Liabilities• Warranties• IP• Place of law• …• Contract termination

CO1015Advanced Online - 30’

Contract templates - NDA - Letter of Intent

- Why can’t we use 1 Mastercontract but do we need a service, goods and software contract?

- What is an NDA and when to use? - What is LOI, what are pitfalls, which wording should be used/

avoided, when to use

CO1000Intermediate PDF

Legal aspects in Procurement - Notes

- Course Book: Legal aspects in Procurement, covering courses CO1001-CO1005


Legal aspects in Procurement - As-sessment

- Assessment: Legal aspects in Procurement, covering courses CO1001-CO1005

CO1006-1008Intermediate Online - 15’

Legal aspects in Procurement - Refresher course

- Refresher: Legal aspects in Procurement, covering courses CO1001-CO1005

CO1000IIntermediate PDF

Incoterms 2010 - Notes - Course Book: Incoterms 2010, covering course CO1013

CO1000TIntermediate PDF

Contract Terms - Notes - Course Book: Contract Terms, covering course CO1014

CO1000CIntermediate PDF

Contract Terms and Conditions - Notes

- Course Book: Contract Terms and Conditions, covering courses CO1014-CO1015


Contract Terms and Conditions - Assessment

- Assessment: Contract Terms and Conditions, covering courses CO1014-CO1015


Competition Law - Part 1

- What competition law is - Areas covered by competition law - How to recognize when competition law may apply - What to do in situations in which competition law applies


Competition Law - Part 2

- What Procurement needs to know about Competition Law - What market dominance is - Examples of unfair terms and conditions - To report suspicions of anti-competitive behavior

MASCO1Fundamental 180'

MASTER CLASS'LEGAL ISSUES IN

PURCHASING'

- CO1001: Basic Principles of a contract- CO1002: Important Clauses of a contract- CO1003: Termination of a contract- CO1004: Statutory protection- CO1005: Dispute resolution- CO1000: PDF Summary of Master Class- CO1010: Assessment

MASCO2 Intermediate 110'

MASTER CLASS'TERMS, TEMPLATES AND

INCOTERMS'

- CO1013: Incoterms 2010 - CO1014: Contract Terms - CO1015: Contract Templates - NDA - Letter of Intent - CO1000: PDF Summary of Master Class- CO1020: Assessment


CO1032*Intermediate Online - 30’

GDPR

- The regulations behind the General Data Protection Regulations (GDPR)

- The importance of compliance with the General Data Protection Regulations (GDPR)

- Prospective breaches of the General Data Protection Regulations (GDPR)

- Consequences of breaching the General Data Protection Regulations (GDPR)

- Data Protection Principles - Enhanced Data Subject Rights - Obligations for Organizations

CO1033Advanced Online - 30’

Incoterms

- The importance of Incoterms for the trading of goods - How to select the best-fit Incoterm for the delivery of goods - Your responsibilities as a buyer in situations that imply any of the

eleven Incoterms

FN1001Intermediate Online - 40’

Reading the Balance Sheet

- This course will provide the learner with an overview of the balance sheet. The course will demonstrate how a balance sheet is used to provide insight into the financial position of an organization and focuses on Assets.


The Liabilities and Shareholders' Equity Section of the Balance Sheet

- This course will provide the learner with an overview of the liabilities and shareholders equity section of the balance sheet. It will show the learner what this section contains and how it is structured along with the impact procurements professionals actions can have.


Income Statement - In this course, the learner will be taken through what an income

statement is and its structure and how procurement can affect it.


The Cash Flow Statement - Part 1 - This course will provide the learner with an introduction to the

cash flow statement and how it is structured along with how procurement's actions affect it.


The Cash Flow Statement - Part 2

- In this course the learner will review the structure of the cash flow statement. They will pay attention to the investing and financing activities section and how procurement can affect these areas of the cash flow statement.

FN1006Intermediate Online - 30

Financial Ratios

- This course provides the learner with the definitions of gross margin, profit from operations and ROTA. It shows the Learner how to do the Current Ratio, Acid Test Ratio mad how to use financial ratios internally and for suppliers.

CM1001Intermediate Online - 30’

Introduction to Strategic Cost Management for Buyers

- Price versus cost - Cost management methodologies for cost reduction: cost

modeling, TCO and Value Analysis. - Cost Management and role of buyer - Cost management approaches per category

CM1002Advanced Online - 30’

Cost Calculation - Detailed cost model. - Supplier specific cost model - complete breakdown on costs.


Cost estimation, Should Cost - Build a basic Industry Cost Model. - Learn to work with industry averages. - Starting point for cost negotiations.


Total cost of ownership (TCO)

- Definition and positioning. - TCO analysis. - TCO cost model for supplier selection. - TCO cost model for supplier evaluation.


Value analysis, Value Engineering

- Introduction and Definition. - Functional analysis and cost matrix. - The process, ‘Job Plan’. - VA tear•down.


Cost Management Fundamentals - Refresher

- Refresher: Cost Management Fundamentals covering courses CM1001-CM1005

MASFI1Intermediate 220'

MASTER CLASS'FINANCE FOR NON-FINANCE'

- FN1001: Reading the Balance Sheet- FN1002: Liabilities and Shareholders' Equity- FN1003: Income Statement- FN1004: The Cash Flow Statement - Part 1- FN1005: The Cash Flow Statement - Part 2- FN1006: Financial Ratios- FI1000: Finance for Non-Finance - Notes- FI1010: Assessment

MASSC1 Advanced 180'

MASTER CLASS'STRATEGIC COST MANAGEMENT'

- CM1001: Introduction to Strategic Cost Mgmt- CM1002: Cost Calculation - CM1003: Cost estimation, Should Cost- CM1004: Total cost of ownership (TCO) - CM1005: Value analysis/Value Engineering- CM1000: PDF Summary of Master Class- CM1010: Assessment

FI1000Intermediate PDF

Finance for non-Finance - Notes - Course Book: Finance for non-Finance, covering courses FI1001-

FI1005

FI1010Intermediate Online - 30’

Finance for non-Finance - Assess-ment

- Assessment: Finance for non-Finance, covering courses FI1001-FI1005

FI1009Intermediate Online - 15’

Finance for non-Finance - Refresh-er course

- Refresher: Finance for non-Finance, covering courses FI1001-FI1005

CM1000Advanced PDF

Cost Management - Notes - Course Book: Cost Management, covering courses CM1001-CM1005


Cost Management - Assessment - Assessment: Cost Management, covering courses CM1001-CM1005


Cost Management Fundamentals - Assessment

- Assessment: Cost Management Fundamentals covering courses CM1001-CM1005


Cost Management - Refresher course

- Refresher: Cost Management, covering courses CM1001-CM1005


OP1001Fundamental Online - 30’

The key principles

- Definitions, the process and targets. - Role of the operational buyer. - Stakeholders and the operational buyer. - The three way match. - Increase compliance / improve efficiency. - Process, contract, and policy compliance. - Reduce maverick buying.

OP1002Intermediate Online - 30’

Procure2Pay part I

- Manage requisition creation - The three flows of requisition creation - The use of MRP systems in operational procurement - Managing stock and its implications


Procure2Pay part II

- Purchase Order - Manage transactions from requisition creation to invoice payment - The automatic, semi-automatic, and manual paths - How to move transactions to (semi-) automatic - How to execute a rapid sourcing process


Operational procurement tools

- Vendor Managed Inventory: the good and the bad - How eProcurement works & advantages and disadvantages - How to use eCatalogues to improve compliance and efficiency - Consortium purchases - Advantages & disadvantages of Business Process Outsourcing - When to use blanket PO’s - Use portfolio analysis to know when to use each tool

OP1005Advanced Online - 30’

E-procurement

- A concise summary of how eProcurement contributes to operational procurement success for senior procurement personnel

- How eProcurement works & advantages and disadvantages - How to use eCatalogues to improve compliance and efficiency

OP1000Fundamental PDF

Operational procurement - Notes - Course book: Operational procurement, covering courses OP1001-

OP1004

OP1030Fundamental Online - 30’

Operational procurement - As-sessment

- Assessment: Operational procurement, covering courses OP1001-OP1004

OP1000EAdvanced PDF

E-procurement - Notes - Course book: E-procurement, covering course OP1005

OP1035Advanced Online - 20’

E-procurement - Assessment - Assessment: E-procurement, covering course OP1005

OP1006-1007Fundamental Online - 30’

Operational procurement - Re-fresher course

- Refresher: Operational procurement, covering courses OP1001-OP1004

Competence 'Operational Procurement'

SR1001Fundamental Online - 30’

Introduction to Contract Man-agement (Supplier Performance Management)

- What is it? Contract Management is ensuring contracts are executed as agreed. It is about managing contracts, after they have been signed. Emphasis on working with internal customers and supplier performance management.

- Why is it important? - Self assessment: how is contract management done in your

company?

SR1002Intermediate Online - 30’

Corporate Governance of Contract Management, part 1

- The 3 pillars of contract management explained (Supplier relationship management, performance management, contract administration management)


Corporate Governance of Contract Management, part 2

- The 3 pillars of contract management explained (Supplier relationship management, performance management, contract administration management)


Contract Management in practice - How does contract management work in practice? A practical

scenario with a major focus on relationship with internal customer

SR1005Advanced Online - 30’

Contract Management - Supplier Development

- What is supplier development? - Which supplier to develop? - PDCA cycle - Practical scenario

SR1013Fundamental Online - 20’

Contract Management - Supplier Performance Measurement

- A short introduction for junior buyers on SMART Supplier Performance Measurement.

- Learn to establish KPI’s: availability, supplier quality, delivery performance.

- Data capturing from simple to extensive depending on the importance of the contract.

SR1000Intermediate PDF

Contract Management - Notes - Course Book: Contract Management, covering courses SR1001-

SR1005


Contract Management - Refresher course

- Refresher: Contract Management, covering courses SR1001-SR1005

SR1007Advanced Online -30’

Service Level Agreements (SLA’s) - Defines SLA’s and their components. - Explains how to evaluate supplier SLA’s. - Provides practical guidelines on using SLA’s to improve performance.

SR1010Advanced Online -30’

Contract Management - Assess-ment

- Assessment: Contract Management covering courses SR1001-SR1005

Competence 'Contract Management' (=Supplier Performance Management)

MASSR1Advanced 180'

MASTER CLASS'CONTRACT

MANAGEMENT'

- SR1001: Introduction to Contract Mgmt- SR1002: Governance of Contract Management 1- SR1003: Governance of Contract Management 2- SR1004: Contract Management in Practice- SR1005: Supplier Development in Practice- SR1000: PDF Summary of Master Class- SR1010: Assessment


SR2000Advanced PDF

Service Level Agreements (SLA’s) - Notes

- Course Book: Service Legal Agreements, covering course SR1007

SR1030Advanced Online - 10’

Service Level Agreements (SLA’S) - Assessment

- Assessment: Service Level Agreements, covering course SR1007

CA1001Fundamental Online - 45’

Spend analysis - How to collect and segment spend on suppliers. - Why and how to do a spend analysis. - The opportunity scan.

CA1002Intermediate Online - 45’

Introduction to Category Manage-ment

- Definition of category management. - Difference between sourcing and category management. - Program governance and steering groups. - The five key principles of category management.

CA1003Advanced Online - 45’

Category Management - The initiation phase

- The ten steps of Category Management such as securing the executive sponsor, scoping the category, defining the project charter, gaining first insight, securing quick wins …


Category Analysis - Internal data gathering, supply chain mapping, mastering

supply market competitiveness (Porter 5 forces), PEST analysis, determining potential sources of leverage, etc…”


Category Strategy Development - SWOT analysis. - Generating ideas. - Creation of the category strategy.


Category Strategy Implementa-tion

- The change curve. - Scoping update, detailed implementation plan, award criteria etc


Continuous Improvement

- Role of the category manager. - Six sigma and DMAIC. - The continuous improvement cycle: lessons learned, defining to

start-up the process again …

CA1000SFundamental PDF

Spend analysis - Notes - Course Book: Spend Analysis, covering course CA1001

CA1000IIntermediate PDF

Introduction to Category Manage-ment - Notes

- Course Book: Introduction to Category Mgmt, covering course CA1002

CA1010SFundamental Online - 10’

Spend analysis - Assessment - Assessment: Spend Analysis, covering course CA1001

CA1010IIntermediate Online - 10’

Introduction to Category Manage-ment - Assessment

- Assessment: Introduction to Category Mgmt, covering course CA1002

CA1000PAdvanced PDF

Category Management Processes - Notes

- Course Book: Category Mgmt Processes, covering courses CA1003-CA1007

CA1008IAdvanced Online - 5'

Introduction to Category Manage-ment - Refresher

- Refresher: Category Management covering course CA1002

MASCA1Advanced 355'

MASTER CLASS'CATEGORY

MANAGEMENT'

- CA1001: Spend Analysis

- CA1002: Introduction to Category Mgmt

- CA1003: The initiation phase

- CA1004: Category Analysis

- CA1005: Category Strategy Development

- CA1006: Implementation

- CA1007: Continuous Improvement

- CA1000: PDF Summary of Master Class

- CA1010: Assessment

CA1008PAdvanced Online - 20'

Category Management Processes - Refresher

- Refresher: Category Management Processes covering courses CA1003 - CA1007

CA1008SAdvanced PDF

Spend Analysis - Refresher - Refresher: Spend Analysis covering course CA1001

CA1010PAdvanced Online - 20’

Category Management Processes - Assessment

- Assessment: Category Mgmt Processes, covering courses CA1003-CA1007

CA1008S/I/PAdvanced PDF

Category Management - Refresher course

- Refresher: Category Mgmt, covering courses CA1001-CA1007

BP1001Advanced Online - 30’

Selling Procurement as a Business Partner - Part 1

- Different products and services require different ways of selling, - How to sell Procurement’s services to senior internal clients



- Questioning skills - Gain alignment with your senior internal client - Uncover the information you need to make business partnering

work.



- How to explore options for meeting the changing needs of your senior internal client


MS1001Advanced Online - 180’ Note: Rapid Format

Introduction to WINS

- WINS - World Class Innovative Sourcing program - How to start a procurement program from scratch - Value and key milestones - Process steps - Set vision, mission, strategy, procurement scan - Rapid e-learning format (information sharing purpose)


WINS - Procurement Scan

- How to set up a procurement scan - Communication with CEO and other important stakeholders - How to cleanse a large data file - Data analysis (incl. many sample analysis) - Measurement of procurement maturity of department (incl. all

questions and measurement logic) - Measurement of saving potential - Rapid e-learning format with build-in templates to get started

immediately


WINS - Procurement Plan

- 5 year strategic plan on procurement - Includes current and possible future status department, advice on

vision, mission, strategy and organization. - Rapid e-learning format with build-in templates to get started

immediately


WINS - Implementation

- Planning and executing the Plan - Organize workshops (including templates) to set yearly objectives

buyers - Coaching buyer - Rapid e-learning format with build-in templates to get started

immediately

MS1020Advanced Online - 30’

Supplier Relationship Manage-ment (SRM), part I

- What is SRM? - The process to run SRM is explained. - Supplier identification. - Supplier segmentation: on the complete supply base or on a

category supply base. - Select the strategic suppliers as they have the greatest potential to

contribute to the business strategy.


Supplier Relationship Manage-ment, part II

- Relationship analysis, the tools: portfolio analysis, supplier preferences analysis and the combined relationship matrix

- Relationship management. - Evaluation and lessons learned review.

MS1022Fundamental Online - 30’

Vision, mission and strategy

- This course is aimed mostly at junior procurement personnel. It is meant to achieve the awareness level in the Strategy competence.The course drives home the need to align procurement personnel’s activities with your organisation’s vision, mission and strategy. It does not proscribe a specific vision, mission or strategy.

- It defines vision, mission, strategy and objectives. - It shows how all are linked. - Provides a simple process for how an individual can contribute to

procurement’s and the organizational vision, mission and strategy. - Challenges the individual to ensure their actions support

organizational and procurement vision, mission and strategy.

PM1001Advanced Online - 30’

Introduction to Project Manage-ment for procurement

- High level overview of what project management is and why it’s important. Defines principles of project management. Provides an overview of the Project Management Process


Project Management - Developing a business case

- Defines a business case and its contents. Shows learners how to conduct a cost-benefit analysis. Shows how a business case is used within the Project Management Process.


Project Management -Project Time Planning

- High level overview of what project management is and why it’s important. Defines principles of project management. Provides an overview of the Project Management Process.


Project Management - Project Stakeholders

- Defines project team roles. Explains how to motivate the team - Provides a process for managing stakeholders. Explains how to

influence stakeholders.


Project Management - Risk Man-agement

- Provides a process for managing risk, and explains each step in detail.

- Explains how to take advantage of upside risk to achieve an even better result. Gives practical tips for improving risk management.


Project Management - Project Controls

- Defines project controls, and explains configuration management. - Explains how to implement change management, and how

changes impact time, cost-benefit, and quality. Provides practical guidelines on problem escalation between project manager and project boards.

- Explains project tolerances and reporting. - Explains how to conduct a project handover.

PM1040 Advanced Online - 20’

Project Management Fundamen-tals - Assessment

- Assessment: Project Management Fundamentals covering courses PM1001-PM1003


Project Management Advanced - Assessment

- Assessment: Project Management covering courses PM1004-PM1006

MS1000Advanced PDF

SRM - Notes - Course Book: SRM, covering courses MS1020-MS1021


SRM - Refresher course - Refresher: SRM, covering courses MS1020-MS1021

MS1024Fundamental Online - 30’

Corporate Fraud Prevention - Defines corporate fraud, and why people commit fraud. Provides

warning signs to look for. Provides actions all employees can take to prevent corporate fraud.


Value Management, part I - 12 ways procurement can improve the value they are getting from

their category. It looks at both factors that influence value: utility and cost.”


Value Management, part II - 12 ways procurement can improve the value they are getting from

their category. It looks at both factors that influence value: utility and cost


Procurement Metrics - Measuring Saving

- Different ways of measuring 'hard' savings and the criteria that procurement must meet in order to credibly claim savings


Procurement Metrics - Measuring Cost Reduction and Value beyond Cost Reduction

- You will learn what is meant by cost avoidance and the various methods for measuring it. You will also see best practices in defining value beyond cost reduction and how to report this value to senior management.


SRM - Assessment - Assessment: SRM, covering courses MS1020-MS1021

MS1043Advancedl Online - 10’

Procurement Center of Excellence - Learn how and why to conduct spend analysis, including Total

External Spend, Spend Within Procurement Scope, and Spend Under Management.


Measuring Procurement’s Return on Investment

- Calculate and report on Procurement's Return On Investment, how to analyze procurement's delivery capability, provides a framework for deciding how and whether to invest more in Procurement


Value Management - Assessment - Assessment: Value Management, covering courseS MS1026-

MS1027

MS2000Fundamental PDF

Vision, Mission and Strategy - Notes

- Course Book: Vision, Mission and Strategy, covering course MS1022

MS3000Fundamental PDF

Corporate Fraud Prevention - Notes

- Course Book: Corporate Fraud Prevention, covering course MS1024

MS4000Advanced PDF

Value Management - Notes - Course Book : Value Management, covering courses MS1026-

MS1027


Project Management Fundamen-tals - Refresher Course

- Refresher: Project Management Fundamentals, covering courses PM1001-PM1003


Advanced Project Management - Refresher course

- Refresher: Advanced Project Management, covering courses PM1004-PM1006

SS1001Advanced Online - 20’

Sustainability in the Supply Chain - Part 1

- Together with Part 2, this course provides a step-by-step guide to implementing a sustainability program, and linking it to everyday business activities.

SS1002Advanced Online - 20’

Sustainability in the Supply Chain - Part 2

- How to conduct a supplier evaluation in practical detail. - Using supplier questionnaires, site visits and third party audits to

ensure that suppliers are conducting business in a sustainable way.

AS1001Online - 120'

Learning Needs Analysis Survey: self-rating

- Self-rating- Start of a dialogue with procurement manager

AS1003Online - 120'

Learning Needs Analysis Survey - Test bank

- Test bank for procurement staff - Multiple-choice questions

AS1002 Online - 120'

Procurement assessment

- Assessment of Procurement department alongside 7 different segments (strategic intent, leadership, design of tactical process, RFX process, relationship mgmt, strategic cost management, capital productivity, operational processes)

Surverys

Simulations

These use real-life scenarios to ask learners questions about what they would do in that scenario in order to check their ability to apply what they have learned.

CA9001 Spend Analysis - CA1001 - Category Management - Spend Analysis

CA9002 Opportunity Scan - CA1001 - Category Management - Spend Analysis

CA9003 STP - CA1003 - Category Management - The initiation Phase

CA9004 The Swot tool - CA1005 - Category Management - Category Strategy Development

CA9005 Generating Strategic Options - CA1005 - Category Management - Category Strategy Development

CA9006 Supply Chain Mapping - CA1004 - Categogy Management - Category Analysis

CA9007 Business Requirements - CA1003 - Category Management - The initiation Phase

CA9008 Implementation Planning - CA1006 - Category Management - Category Strategy

Implementation

CA9009Category Management - Deciding when to start the process again

- CA1007 - Category Management - Continuous Improvement

CA9010Category Management - Technol-ogy mapping

- CA1004 - Category Management - Category Analysis

CA9011Category Management - De-termining potential sources of leverage


CA9012Category Management - Master-ing Supply Market Competitive-ness

- CA1005 - Category Management - Category Strategy Development

CA9013Category Management - De-termining potential sources of leverage

- CA1006 - Category Management - Category Strategy Implementation

CA9014Category Management - Contin-gency Planning


CA9015Category Management - Creating the category strategy


CA9016Category Management - Change Management


CA9017Category Management - Defining specifications


CA9018*Category Management - Award Criteria


CA9019*Category Management - Risk as-sessment


CA9020Category Management - Six Sigma


CA9022Category Management - Supplier development


CM9001 Cost breakdown - CM1003 - Cost estimation Should Cost

CM9002 Developing a cost breakdown - CM1002 - Cost Calculation

CM9003 Value analysis - CM1005 - Value Analysis and Value Engineering

CM9004 TCO 1 - CM1004 - Cost Management - Total Cost of Ownership

CM9005 Supplier Performance Index (SPI) - CM1004 - Cost Management - Total Cost of Ownership

CM9006 TCO 2 - CM1004 - Cost Management - Total Cost of Ownership

CM9007 Value Engineering, part I - CM1005 - Value Analysis and Value Engineering

CM9008* Value Engineering, part II - CM1005 - Value Analysis and Value Engineering

CO9001 Legal - Difficult clauses - CO1014 - Contract Terms

CO9002 Legal - issues in Shipping - CO1013 - IncoTerms 2010

CO9003 Contract Formation - IT Services - CO1001 - Basic Principles of a Contract

CO9004 Limitation of liability - CO1002 - Important Clauses - Limit Company Exposure

FI9001Financial Impact of large pur-chases

- FI1004 - Financial Ratios

FI9002 Financial Stability of a Supplier - FI1004 - Financial Ratios

FI9003 Payment Terms - FI1004 - Financial Ratios

FI9004Evaluating Supplier Financials - Part 1


FI9005Evaluating Supplier Financials - Part 2


FI9006 Working Capital - FI1004 - Financial Ratios

FI9007Reading a supplier’s Balance Sheet


MS9001 Supplier Relationship Mgmt - MS1020 & 1021 - SRM, part I & II

MS9002 Supplier Segmentation - MS1020 - Supplier Relationship Management, part I

MS9003 Value Management - MS1026 - Value Management, part I

* In development

MS9004 Improving Value - MS1027 - Value Management, part II

MS9005Strategic Alliance Management, part I

- MS1020 & 1021 - SRM, part I & II

MS9006Strategic Alliance Management, part II

- MS1020 & 1021 - SRM, part I & II

MS9007* SRM - Evaluation - MS1021 - Supplier Relationship Management, part II

MS9008 Manage Supplier Relationships - MS1020 & 1021 - SRM, part I & II

MS9009* Value levers Simulation 3 - MS1026 - Value Management, part I

MS9010* Value levers Simulation 4 - MS1027 - Value Management, part II

NE9001 Negotiation - Preparation - NE1002 - Negotiation Preparation

NE9002 Conducting the Negotiation - NE1004 - How to Bargain

NE9003 NLP - Improve yourself - NE1021 - Using NLP to Influence Stakeholders, part I

NE9004 NLP - Resolve Conflict - NE1021 - Using NLP to Influence Stakeholders, part I

NE9005 NLP - Influence others - NE1022 - Using NLP to Influence Stakeholders, part II

NE9006 Game Theory - NE1020 - Game Theory

NE9007 Cognitive Bias - Avoid bias - NE1023 - Cognitive Biases in Negotiations, part I

NE9008 Cognitive Bias - Use in your favor - NE1024 - Cognitive Biases in Negotiations, part II

OP9001Operational Procurement - Im-prove efficiency

- OP1000-1005, 1030, 1035 - All Operational Procurement Courses

OP9002Operational procurement - In-crease compliance


OP9003Operational Procurement - Creat-ing a Requisition


OP9004Operational Procurement - ePro-curement Part 1


OP9005Operational Procurement - ePro-curement Part 2


PM9001Project Management - Get the Project Started

- PM1001- Intro to Project Management

PM9002Project Management - Critical Path Analysis, part I

- PM1003 - Project Time Planning

PM9003Project Management - Critical Path Analysis, part II


PM9004Project Management - Resource Planning


PM9005Project Management - Applying NPV

- PM1002 - Developing a Business Case

PM9006Project Management - Leading the Team

- PM1004 - Project Stakeholders

PM9007Project Management - Risk Mgmt for Moving Machinery

- PM1005 - Risk Management

PM9008 Project Mangement - - Dealing with Change Requests - PM1001-1006 - Project Management

SR9001 Supplier Development, part I - SR1005 - Supplier Development

SR9002 Supplier Development, part II - SR1005 - Supplier Development

SR9003 Plan - Do - Check - Act (PDCA) - SR1005 - Supplier Development

SR9004 Contract Management - SR1004 - Contract Management in Practice

SR9005 Service Level Agreements (SLA) - SR1007 - Service Level Agreements

SR9006 Key Performance Indicators (KPI) - SR1007 - Service Level Agreements

TE9001 Portfolio Analysis, part I - TE2024 - Sourcing - Portfolio Analysis

TE9002 Portfolio Analysis, part II - TE2024 - Sourcing - Portfolio Analysis

TE9003 eSourcing, part I - TE2041 - eSourcing, part I

TE9004 eSourcing, part II - TE2042 - eSourcing, part II

TE9005 Improve Specifications - TE1001 - How to develop specifications

TE9006 RFI - TE1002 - Writing the RFI/RFP

TE9007 eSourcing - eRFI - TE2041 - eSourcing, part I

TE9008 Supplier Relationship Analysis - TE2025 - Sourcing - Supplier Relationship Analysis

TE9009 eSourcing - eAuctions - TE2041 - eSourcing, part II

TE9010 Become a better Customer - TE2022 - Sourcing - Needs Assessment

TE9011 Needs Assessment - TE2025 - Sourcing - Supplier Relationship Analysis

TE9013 Choose the Contract Type - TE1004 - Sourcing - Basic contract negotiation - TE2028 - Sourcing - Contracting”

TE9014 Market Analysis - TE2023 - Sourcing - Market Analysis

* In development

TE9016* Sourcing Strategy - TE2027 - Supplier Selection

TE9018 Risk Management - TE2026 - Sourcing - Risk Management

TE9020* Quality Management - SR1004 - Contract Management in Practice

TE9021* Continuous Improvement - SR1004 - Contract Management in Practice

MicrolearningBite-sized videos to apply acquired learning

Two-minute videos with reminders of key points, an opportunity to apply training in specific, real-world situ-ations and management feedback.

CA3001Using Category Management Tools

- Reminds learners that the purpose of categegory management tools such as the Kraljic matrix are about developing insight rather than checking boxes. Provides tips on presenting a category strategy. Task is to create a category strategy presentation.

CA3002 Opportunity Analysis

- Reminds learners of the factors they should use to determine the best value improvement opportunities for category management projects. Task is to prioritize (or re-prioritize) your category management projects.

CM3001The Role of Procurement Profes-sionals in Managing Costs

- Provides examples of how buyers can lower total costs through their work selecting and working with suppliers. The task is to apply this knowledge.

CM3002Reasons for a Should Cost Analy-sis

- Reminds learners of three reasons why they should conduct a should cost analysis. Task is to conduct a should cost analysis.

CO3001 Important Clauses

- Reminders of three important clauses suppliers like to include in their contracts; exclusion clauses, automatic index clauses, and silent extensions. Task is to review a contract to look for clauses that favor the supplier and make a note to negotiate these clauses durin the next negotiation.

CO3002 Incoterms

- Reminds buyers to first ask for quotes with the 'Ex Works' Incoterm and why that is good practice. Then provides a framework for deciding on which Incoterm is best. Task is to put this knowledge into practice in next supplier contract negotiation.

FI3001 Financial Ratios - Provides the keys to understanding whether a supplier is

sufficiently financially stable. Task is to find out or calculate the current ratio and acid test ratio.

FI3002 Using ROTA

- Reminds learners of how to use ROTA to quantify their contribution and how ROTA could be used to evaluate suppliers. Task is to apply this knowledge by quantifying their contribution or evaluating/selecting suppliers.

MS3001 Cost Avoidance

- Reminds learners how to present cost avoidance when they have successfully challenged a specification, making 'hard savings' small or even nonexistant. Provides a reminder of the various cost avoidance metrics. Task is to check progress toward a cost avoidance target either given to the learner or created by the learner.

MS3002 Vision, Mission and Strategy

- Challenges learners to understand their company's and department's vision, mission, and strategy and align their work with the same. Task is to create a personal work plan that aligns with your department's vision, mission and strategy.

NE3001 BATNA - The most important part of negotiation preparation is developing a

BATNA. Task is to develop a strong BATNA in their next negotiation.

NE3002 Critical Issues - Reminds learners to invest their time wisely - by understanding and

then delivering their critical issues. Task is for learners to prepare their top three critical issues for their next negotiation.

OP3001 Explain the Benefits

- Explains how to counter the argument that stakeholders 'can find items cheaper on the internet' than going through Procurement systems. The task is to explain the benefits of going through Procurement systems to a stakeholder.

OP3002The Ongoing Drive For Automa-tion

- Challenges procurement professionals to include consideration of how stakeholders will place orders in their plans. Challenges operational procurement professionals to be strategic in choosing which purchases to automate. Task is to identify an issue that stakeholders may have with placing orders and find a solution for how to automate those purchases or include the above in a category strategy.

PM3001 Stakeholder Management

- Reminds learners - using examples - about how to use emotional intelligence to better align with stakeholders. Task is truly listen to what others are telling you. Reflect on each notable encounter and consider what that person was not only saying, but also feeling.

PM3002Category Management - Change Management

- Reminds learners of the six elements of building a compelling business case. Task is to create a compelling business case.

SR3001 Developing a Business Case

- Challenges procurement professionals to prioritize their contract management efforts on suppliers that can potentially provide the most value. Provides examples of how to make those decisions. Task is to reflect on your current activities, and determine if there is a better way to spend your contract management energy.

SR3002 PDCA - Reminds learners of how to use the PDCA cycle to drive supplier

improvement. Task is to implement a supplier improvement using PDCA.

TE3001 Specification - Reminds learners that the key to significantly lowering costs is the

specification. Task is to help stakeholders find the best way to get the outcome they need at the optimal cost.

TE3002 eSourcing - Reminder on the keys to success for eAuctions. Task is to use their

eSourcing tool for their next sourcing project.

VCCM01 How to develop and implement TCO

- Learn how to develop a TCO analysis - What are the hidden costs associated with buying decisions - Using TCO to compare offers - Prerequisites: CO1001-1004

VCCM02 How to do a cost breakdown

- Cost versus price - Identify cost drivers - Drive cost down/out - Prerequisites: CO1001-1004

WebinarsHighly effective and cost-efficient

These use real-life scenarios to ask learners questions about what they would do in that scenario in order to check their ability to apply what they have learned.

VCCO01 Legal issues in Procurement - Contracting process - Terms and conditions - IncoTerms

VCFI01Understanding cash flow and working capital

- The Business Case for procurement - RONA

VCFI02 Analysing supplier balance sheet - What to look for - Determining the threshold for doing business with a supplier

VCMS01 WINS

- World - Class Innovative Sourcing - How to build a purchase department from scratch, build a

purchasing vision/mission/strategy, conduct a scan of your procurement department, set targets, coach your buyers

- Learners will receive an extensive and hands-on book with many templates (including how to measure your department)

VCNE01 Winning Negotiations

- You will learn how to prepare a negotiation, assess the negotiation context, determine issues to trade objectives, zopa and batna.

- Developing a wow and walkaway target - Negotiation tactics - Where it fits in the sourcing and RFP processes

VCOP01 Requisition Process

- The three paths; automatic, semi-automatic, and manual - eProcurement systems - How improvement in the requisition process reduces cost and

improves compliance

VCSR01 Contract Management

- Roles and governance of contract management - Measuring performance - Quality management - Continuous improvement

VLCA01Category Management in Practice - Spend analysis

- Learn from real life implementation issues on spend and opportunity analysis

- Category segmentation - Determining priorities

VLCA02Category Management in Practice - Building the team

- Learn from real life implementation issues how to handle stakeholders

- How to handle different personalities - Building rapport and influencing - Achieving alignment on business requirements

VLCA03Category Management in Practice - External Market Analysis

- Drawing insights from Porter’s Five Forces, Portfolio Analysis, and Supplier Preferences

- Incorporating insights into the category strategy

VLCA04Category Management in Practice - Building the strategy

- Learn from real life implementation issues on how to build a category strategy

- What to include and what not to include - Linking the solution to the problem - Evaluating strategic options

VLCA05Category Management in Practice - How to implement a CM Strategy

- Learn how to implement category management in your company - Running a tender/RFP process - Project management - Change management

VLMS01SRM in practice - Supplier Seg-mentation

- Learn how to gather supplier data - Determine your highest priority suppliers - Align the SRM program with the overall business strategy

VLMS02SRM in practice - Manage the relationship

- Determine the current state of supplier relationships - Implement actions to achieve the desired relationship type - Choosing the right partner

VLMS03SRM in practice - Drive improve-ment

- Performance measurement - Driving improved performance - Ensuring alignment with the business strategy

VLNE01 The BATNA - The most important concept in negotiation. Learn why many

buyers fail to develop a BATNA and what should be done - Prerequisites: NE1001-1010

VLNE02 Game theory

- Learn from real•life scenarios how to implement game theory in your negotiations

- Designing the negotiation ‘game’ to achieve the outcome you want - Predicting supplier’s responses - Making your chosen approach credible - Prerequisites: NE2020

VLNE03 Cognitive Bias in Negotiations

- Learn from real-life scenarios how to deal with bias in negotiations - Avoid bias in you and your team - Take advantage of the supplier’s bias - Prerequisites: NE2022

VLPM01Project Management Fundamen-tals

- Learn to apply the project management process - Win support of your executive team with convincing business

cases - Deliver strategies that match your business’ needs - Conduct cost-benefit analyses like a pro - Develop time-planning expertise - Use critical path analysis to deliver projects on time - Get the most from your resources

VLPM02 Advanced Project Management

- Build high performing teams - Win the hearts and minds of your stakeholders - Prioritize risks like a pro - Take action to reduce negative risks… and improve the probability

of positive risk - Take control over time, budget and quality - Establish effective project governance

VLSR03 SLA’s

- The buyer’s role in developing SLA’s - Alignment with needs analysis/business equirements - Measuring supplier performance - Driving improvement

VLTE01 Managing the RFP Process

- Learn from experienced buyers’ issues when running an RFP process: managing stakeholders, specifications, RFP/RFI, assessing offers, must have and winning criteria, offer evaluation

- Prerequisites: TE1001-1010 or 2020-2030 courses

VLTE02 How to sell Procurement

- Learn why stakeholders don’t trust us - Why procurement exists - Learn how to deal with difficult stakeholders - What procurement must do to be taken seriously - How to measure - in concrete terms - our contribution - Prerequisites: IC1001

VLTE03 E-Sourcing

- E-sourcing will significantly change the work of the buyer, in a positive way. Nevertheless e-sourcing implementations are hard mainly because of required change.

- Why eSourcing projects fail• Where eSourcing tools fit in the sourcing process

- Detailed guidance on how to use each tool - Prerequisites: eSourcing e-learning - 2 modules

WOPM01Project Management - 3 day course

- Apply knowledge of the four phases of a project. Participants will participate in an exercise that demonstrates what needs to be done at each phase

- Participants will do time planning for one of their own projects - Participants will do practical exercises to develop a business case - Participants will diagram the team and stakeholders for one of

their own projects and identify actions to motivate and manage them

- Participants will do practical exercises to demonstrate effective risk management

- Participants will do practical exercises to demonstrate application of project controls

- Participants will create a personal action plan to apply in a current or upcoming project

WOTE01 Strategic Sourcing - 2 day course

- The sourcing process - Needs analysis, market analysis, portfolio analysis, supplier

preferences, analyse the relationship, risk management, supplier selection, contracting, RFP/tendering

- Practical exercises

WorkshopsBridging the gap between theory and practice

Procurement Academy’s workshops bring the content from the E-learning and Webinars together in a live environment, further connecting the space between theory and your own practice.

The workshops are delivered on-site, and students are encouraged to actively participate in group exercises and problem-solving sessions. All participating students receive a full set of seminar guidance notes that may contain tools, checklists, templates, reference articles and other training aids.

The workshops are led by highly experienced instructors, often times having delivered between 100 and 500 workshops across the globe. The workshops are designed to align the learning objectives with your organization’s strategic priorities.

WOCM01Total Cost of Ownership (TCO) - 2 day course

- Teams will build their own model in excel - Definition, checklist, when to use - Logic tree analysis and exercise - Elements of cost accounting (leasing vs buying, depreciations,

cost of capital, methods of cost calculation, inventory cost, present value calculations)

- Risk analysis & decisions under uncertainty

WOSR01Supplier-Relationship Manage-ment (SRM) - 2 day course

- Segmenting suppliers - Determine current state of relationship - Manage the relationship towards the Leverage-Core type - Performance measurement - Drive performance improvement in the right areas - Evaluate the SRM program - Practical exercises

WOCA01Category Management - 3 day course

- Introduction to category management, leadership and change management, case study

- STP (situation target proposal) - Opportunity analysis work real example - Stakeholder managementï Business requirements and value

levers for own categories - PEST, Porter’s five forces, Portfolio and Supplier Perspective

Analysis, work with real cases from Participants - Category strategy, own cases - Implementation and project management - Summary and personal planning

WONE01Negotiation In Practice - 2 day course

- Participants will prepare for a real upcoming negotiation - Participants will practice negotiation tactics and techniques - Case studies and practical exercises will provide Participants

the opportunity to improve their negotiation preparation and execution skills

- Participants will leave with a personal action plan to implement in their next negotiation

WOMS01 Strategy - SRM - 2 day course

- Participants will apply their Supplier Relationship Management learning

- Participants will segment their own suppliers - Participants will identify actions to manage the relationship

towards the ideal Leverage-Core relationship type - Participants will identify actions to improve their supplier

relationships

WOSM01Stakeholder Management- 1 day course

- Participants will apply their learning from the e-learning courses and simulations to their category/area of spend

- Participants will map stakeholders, apply labels and determine their level of influence

- Participants will prepare a communication plan - Participants will develop action plans to influence their own

stakeholders by applying their previous learning - ‘Tough Customer’ role play exercise - Apply Thomas-Kilman learning to Participants' stakeholders - Complete the ëTí and ëPí (Target and Proposal) of the STP for the

challenging stakeholder

WOCO01Legal Issues in Procurement - 2 day course

- Participants will apply the learning from legal issues in procurement to their own areas of spend

- Participants will participate in exercises and case studies that illustrate how to limit their organizationís exposure to risk

- Participants will apply learning of Incoterms to their own areas of spend

- Participants will investigate their own contracts for potential areas of risk

WOOP01Operational Procurement - Pro-cure-To-Pay (P2P) Management - 1 day course

- Participants will apply the learning from operational procurement to their own areas of spend

- Participants will identify actions to increase compliance - Participants will identify actions to improve operational

efficiency - Participants will identify tools such as eProcurement and

eCatalogues, Vendor Managed Inventory (VMI), Consortium purchases, and Business Process Outsourcing BPO that can be applied to their own areas of spend

- Participants will create a personal action plan to implement actions they identify during the workshop

WOSP01Contract Management - Supplier Performance Management- 2 day course

- Participants will apply learning on supplier relationship management, performance management, and contract administration management

- Participants will segment their own suppliers in order to decide upon which suppliers to focus

- Participants will apply the Plan, Do, Check, Act (PDCA) cycle in an exercise

- Participants will apply knowledge of SLA's and KPI's to their own areas of spend

- Participants will link performance measurement to action in an exercise

- Participants will create a personal action plan to be implemented with their own suppliers

WOFI01 Finance in Practice- 1 day course

- Participants will apply their knowledge of finance to procurement issues

- Participants will participate in exercises in which they must calculate return on investment for make vs. buy and capital expenditure decisions

- Participants will use financial ratios to determine supplier financial viability

- Participants will use financial ratios to provide insight into how well-managed a supplier is

- Participants will create a personal action plan to be implemented following the workshop

Procurement-Academy

www.Procurement-Academy.com

Procurement Academy International Research Campus Hasselt RCH2Kempische Steenweg 305/143500 Hasselt, BelgiumTel +32 11 77 14 12

e-mail: [email protected]

Procurement Academy - North AmericaChrysler Building405 Lexington Avenue, Floors 25 & 26Manhattan, New York, 10174United StatesTel + 1 716 672 93 12

Contact us: [email protected]

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