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HRODC Postgraduate Training Institute, Providing Postgraduate Diploma; PG Certificate; & PG Short Courses, in Dubai, London, Kuala Lumpur, Colombo, New Delhi, Islamabad, Abuja, Accra, Lagos, Lusaka, Paris, Wolverhampton, Birmingham, Banjul, Amman, Doha, Kuwait, Cairo, Manama, Nairobi, Jeddah, etc. & Online.

Seminar or Course Number 138 - Advanced Procurement Management: For Competitive Advantage, incorporating Basic Internal Control Principles Course, Leading to Diploma - Postgraduate in Advanced Procurement Management, Quad-Credit, 120 Credit-Hours, accumulating to a Postgraduate Certificate, with 60 additional Credit-Hours, and a Postgraduate Diploma, with 240 additional Credit-Hours. Course contents include: Purchasing Scope and Development; The Changing Role of Purchasing and Supply; Proactive Purchasing; Procurement Positioning; Total Acquisition Cost and Total Cost Ownership; Non-Manufacturing Organisations; The Supply Chain Concept; Purchasing Development; Best Practices in Strategic Supply Management; Strategic Procurement and Supply Chain Management; Strategic Procurement; The Concept of Strategy; The Mission Statement; Levels of Strategy; Category Management; Strategic Management; Strategic Analysis; Strategic Development; Strategic Implementation; Objectives for Purchasing; Strategies and Their Scope; Selecting a Strategy; Effective Supply and Market Strategy; Purchasing and Supply in the Different Types of Organization; Organisation of the Activity; Purchasing In the Organisation Structure; Purchasing Devolution; The Supply Chain; Improving Efficiency of the Supply Chain; Type of Supply Chain; Strategic Development of Purchasing.

 

Seminar or Course Number 138 - Advanced Procurement Management Seminar or Course, Leading to Diploma–Postgraduate - in Advanced Procurement Management (Quad Credit), Accumulating to a Postgraduate Diploma. Click to download the PDF Brochure for this Course.

 

Course Co-ordinator:        

Prof. Dr. R. B. Crawford is Course Coordinator. He is the Director of HRODC Postgraduate Training Institute, A Postgraduate-Only Institution. He has the following Qualifications and Affiliations:

Doctor of Philosophy {(PhD) {University College London (UCL) - University of London)};

MEd Management (University of Bath);

Postgraduate (Advanced) Diploma Science Teacher Ed. (University of Bristol);

Postgraduate Certificate in Information Systems (University of West London, formerly Thames Valley University);

Diploma in Doctoral Research Supervision, (University of Wolverhampton);

Teaching Certificate;

Fellow of the Institute of Management Specialists;

Human Resources Specialist, of the Institute of Management Specialists;

Member of the Asian Academy of Management (MAAM);

Member of the International Society of Gesture Studies (MISGS);

Member of the Standing Council for Organisational Symbolism (MSCOS);

Member of ResearchGate;

Executive Member of Academy of Management (AOM). There, his contribution incorporates the judging of competitions, review of journal articles, and guiding the development of conference papers. He also contributes to the Disciplines of:

Human Resources;

Organization and Management Theory;

Organization Development and Change;

Research Methods;

Conflict Management;

Organizational Behavior;

Management Consulting;

Gender & Diversity in Organizations; and

Critical Management Studies.

Professor Dr. Crawford has been an Academic in the following UK Universities:

University of London (Royal Holloway), as Research Tutor;

University of Greenwich (Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

University of Wolverhampton, (Wolverhampton Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

London Southbank University (Business School), as Lecturer and Unit Leader.

His responsibilities in these roles included:

Doctoral Research Supervisor;

Admissions Tutor;

Postgraduate and Undergraduate Dissertation Supervisor;

Programme Leader;

Personal Tutor.

 

For Whom This Course is Designed

This Course is Designed For:

  •  Procurement Officers;

  • Purchasing and Procurement Professionals;

  • Project Managers and Team Members;

  • Financial Managers;

  • Accountants;

  • Budget Officers;

  • Financial Planners;

  • Cost and management accountant;

  • Financial planners and cost analysts;

  • Senior managers who supervise people with financial responsibilities;

  • Financial and budget controllers;

  • Value Engineers;

  • Value Analysts;

  • Directors;

  • Business Owners;

  • Auditors;

  • All others desirous of heightening their expertise is Procurement Management.

 

Duration: 20 Days

 Cost:     £20,000.00 Per Delegate

 The course cost does not include living accommodation. However, delegates are treated with the following:

  •  Free Continuous snacks throughout the Event Days;  

  •  Free Hot Lunch on Event Days;                           

  •  Free City Tour;             

  •  Free Stationery;                               

  •  Free On-site Internet Access;

  • HRODC Postgraduate Training Institute’s   Diploma – Postgraduate; or

  • Certificate of Attendance and Participation – if unsuccessful on resit.

 

HRODC Postgraduate Training Institute’s Complimentary Products include:

  • HRODC Postgraduate Training Institute’s Leather Conference Folder;

  • HRODC Postgraduate Training Institute’s Leather Conference Ring Binder/ Writing Pad;

  • HRODC Postgraduate Training Institute’s Key Ring/ Chain;

  • HRODC Postgraduate Training Institute’s Leather Conference (Computer – Phone) Bag – Black or Brown;

  • HRODC Postgraduate Training Institute’s 8GB USB Flash Memory Drive, with Course/ Programme Material;

  • HRODC Postgraduate Training Institute’s Metal Pen;

  • HRODC Postgraduate Training Institute’s Polo Shirt.

Location:  Central London and International Locations

 

Daily Schedule: 9:30 to 4:30 pm.

 

 

Seminar or Course Number 138 - Advanced Procurement Management Seminar or Course, Leading to Diploma–Postgraduate - in Advanced Procurement Management (Quad Credit)

Module

Number

Pre-existing

Course #

Module Title

Credit Value

1

138.A

Advanced Procurement Management for Competitive Advantage with Internal Control Principles

Double

2

138.B

Advanced Procurement Management: Applications, Electronic System and Contract Management

Double

 Seminar or Course Number 138 - Advanced Procurement Management Seminar or Course, Leading to Diploma–Postgraduate - in Advanced Procurement Management (Quad Credit), Accumulating to a Postgraduate Diploma. Click to download the PDF Brochure for this Course.

Module 1

Advanced Procurement Management for Competitive Advantage with Internal Control Principles

Module 1 Course Objectives

By the conclusion of the specified learning and development activities, delegates will be able to:

  • Discuss the scope of purchasing;

  • Identify the purchasing cycle concept;

  • Discuss purchasing and supply as a service activity;

  • Discuss the changing role of purchasing and supply;

  • Explain how purchasing might develop from an independent function to an integrated activity;

  • Identify the internal and external influences which have affected the evolution of purchasing;

  • Examine the ‘total acquisition cost’ concept;

  • Consider the adoption of relationships based on mutual benefits as an alternative to the traditional transactional, adversarial approach;

  • Highlight the evolution of concepts relating to purchasing development;

  • Identify key practices encountered in developed strategic purchasing;

  • Provide mini-case studies demonstrating how companies are developing their purchasing functions;

  • To explain the growth in the strategic role of procurement, purchasing and supply;

  • Explain the concept of strategic management;

  • Identify various forms of purchasing strategy aimed at gaining competitive advantage and to examine influences on strategic choice;

  • Examine the issues of how decentralised v. Centralised departmental organisations and support services affect the structure of the purchasing team;

  • Appreciate the importance of purchasing within the organisation’s structure;

  • Consider the placing of purchasing in various types of organization;

  • Consider the central role of contract management in the virtual organization;

  • Discuss the concept of outsourcing;

  • Highlight the basics of a best practice approach to outsourcing, including outsourcing methodologies;

  • Outline the pitfalls of outsourcing;

  • Outline the use of service level agreements (SLAs);

  • Indicate the move away from quality control (inspection techniques) towards quality assurance (prevention of defective work);

  • Discuss statistical process control (SPC) and off-line control;

  • Introduce the concept of failure mode and effect analysis;

  • Examine the different approaches to producing a specification and the role of value analysis, including the idea of early supplier involvement;

  • Consider the fact that total quality management requires the involvement of all suppliers and subcontractors, ideally at an early stage, and to outline the concept of concurrent engineering;

  • Comment on the benefits of standardization;

  • Introduce the standards BS EN ISO 9000 on quality assurance;

  • Discuss Value analysis (VA) and Value engineering (VE);

  • Comment on the economics of quality;

  • Identify what drives make-or-buy decisions;

  • Consider provisioning systems for stock and production purposes;

  • Examine positive and negative reasons for holding stock and approaches to reducing inventories;

  • Identify methods of stock control and their application;

  • Explain the EOQ concept;

  • Discuss the usefulness and limitations of forecasting in the supply context;

  • Develop an appreciation of MRP, MRP2, DRP and ERP systems;

  • Discuss ‘just-in-time’ and related philosophies;

  • Explain late customisation as a provisioning policy;

  • Emphasise the importance of responsiveness to customer needs;

  • Consider differing perceptions of ‘lead time’;

  • Explain the importance of lead time variability;

  • Outline the component parts of lead times;

  • Explain the need for expediting, how it is prioritised and organised and how it can be reduced;

  • Introduce network analysis and gantt charts;

  • Consider the inclusion of liquidated damages, penalty and force majeure clauses in a contract;

  • Suggest the attributes of a good supplier;

  • Examine the ‘relationships spectrum’, and the move towards more mutuality in appropriate buyer/seller relationships;

  • Discuss the advantages and disadvantages of different procurement policies;

  • Examine the factors influencing pricing decisions;

  • Compare ‘price analysis’ with ‘cost analysis’;

  • Analyse the ways in which major contracts might be priced;

  • Explain contract price adjustment clauses;

  • Explain the use of incentive clauses in relation to price and cost;

  • Explain the effect of the ‘learning curve’ on the cost of production;

  • Understand negotiating as a ‘mutuality of wants, resolved by exchange’;

  • Identify the activities carried out during the different stages of negotiation;

  • Analyse the characteristics of a skilled negotiator;

  • Recognise the key points of discussion stage behaviour and recognise negotiating ploys;

  • Introduce the concept of body language and how it can be interpreted;

  • View how negotiating technique is influenced by long-term interests.

 

 Seminar or Course Number 138 - Advanced Procurement Management Seminar or Course, Leading to Diploma–Postgraduate - in Advanced Procurement Management (Quad Credit), Accumulating to a Postgraduate Diploma. Click to download the PDF Brochure for this Course.

 

Module 1 Course Contents, Concepts and Issues

 

Part 1: Purchasing Scope and Development

  • The Changing Role of Purchasing and Supply;

  • Proactive Purchasing;

  • Procurement Positioning;

  • Total Acquisition Cost and Total Cost Ownership;

  • Non-Manufacturing Organisations;

  • The Supply Chain Concept;

  • Purchasing Development;

  • Best Practices in Strategic Supply Management.

 

Part 2: Strategic Procurement and Supply Chain Management

  • Strategic Procurement;

  • The Concept of Strategy;

  • The Mission Statement;

  • Levels of Strategy;

  • Category Management;

  • Strategic Management;

  • Strategic Analysis;

  • Strategic Development;

  • Strategic Implementation;

  • Objectives for Purchasing;

  • Strategies and Their Scope;

  • Selecting a Strategy;

  • Effective Supply and Market Strategy;

  • Purchasing and Supply in the Different Types of Organization;

  • Organisation of the Activity;

  • Purchasing In the Organisation Structure;

  • Purchasing Devolution;

  • The Supply Chain;

  • Improving Efficiency of the Supply Chain;

  • Type of Supply Chain;

  • Strategic Development of Purchasing.

 

 

 

Key Procurement Issues

 

Part 3: Outsourcing

  • Outsourcing;

  • Outsourcing Methodologies;

  • Outsourcing –Pitfalls;

  • How to Avoid Pitfalls.

 

Part 4: Quality Management

  • What Is Quality?;

  • Statistical Process Control;

  • Taguchi Methods for the Off-Line Control of Quality;

  • Failure Mode and Effect Analysis;

  • Specification;

  • Producing a Specification;

  • Early Supplier Involvement;

  • Concurrent Engineering;

  • Standardisation;

  • Supplier Assessment;

  • Economics of Quality;

  • Quality Circles;

  • The Seven Wastes;

  • Value Analysis/Value Engineering;

  • Make-Or-Buy Decision.

 

Part 5: Inventory Management

  • Provisioning Systems;

  • Order Quantities and Stock Control;

  • Order Quantities for Production;

  • Materials Requirements Planning (MRP);

  • Manufacturing Resource Planning (MRP2);

  • Distribution Resource Planning (DRP);

  • Enterprise Resource Planning (ERP);

  • Just-In-Time (JIT);

  • Vendor Managed Inventory (VMI);

  • Late Customisation.

 

Part 6: Lead Time and Time Compression

  • Time and Competitive Advantage;

  • On-Time Delivery;

  • Expediting;

  • Liquidated Damages.

 

Part 7: Sourcing Strategies and Relationship

  • The Nature of the Sourcing Decision;

  • Attributes of a Good Supplier;

  • Different Types of Sourcing;

  • Sourcing Decisions;

  • The Sourcing Process;

  • Source Location;

  • Sources of Information on Potential Suppliers;

  • Supplier Evaluation;

  • The Right Relationship;

  • Other Aspects of Outsourcing;

  • Partnering;

  • Tiering of Suppliers.

 

Part 8: Price and Total Costs of Ownership

  • Factors Affecting Pricing Decisions;

  • How Buyers Obtain Prices;

  • Auctions;

  • Price Analysis and Cost Analysis;

  • Pricing Major Contracts;

  • Investment Appraisal;

  • Learning Curves and Experience Curve.

 

Part 9: Negotiations

  • Negotiation;

  • Negotiating Skills;

  • Preparation;

  • The Introductory Stage;

  • Discussion Stage;

  • Agreement Stage;

  • The Post-Negotiation Stage;

  • Competition and Co-Operation in Negotiation;

  • Body Language;

  • Negotiation Strategies;

  • Negotiation Mix.

 

Part 10: Internal Control

  • An overview of internal control;

  • What is internal control?;

  • Internal control and accounting system;

  • Management’s responsibility for internal control;

  • The need for internal control;

  • Financial and administrative control;

  • Principles of internal control;

  • Elements of an internal control system;

  • Features of a sound internal control system;

  • Organisational structure;

  • Levels of authority;

  • Reporting system;

  • Employment procedures;

  • Reliable procedures;

  • Segregation of operating and accounting functions;

  • Limitations of internal control;

  • Application of an internal control system in a small business;

  • Fraud.

 

 Seminar or Course Number 138 - Advanced Procurement Management Seminar or Course, Leading to Diploma–Postgraduate - in Advanced Procurement Management (Quad Credit), Accumulating to a Postgraduate Diploma. Click to download the PDF Brochure for this Course.

 

Module 2

Advanced Procurement Management: Applications, Electronic System and Contract Management

 Module 2 Course Objectives

By the conclusion of the specified learning and development activities, delegates will be able to:

  • Outline the key features of projects;

  • Understand how procurement adds value in project management;

  • Examine various success factors and how these impact on the procurement activity;

  • Examine the issues of project planning;

  • Appreciate the importance of procurement within project control;

  • Consider the various types of contract for major projects such as Wembley football stadium and the Terminal 5 Building at Heathrow Airport;

  • Appreciate the issues involved in subcontracting;

  • Outline network analysis;

  • Identify the different soft and hard commodities and their impact on the material costs of producers incorporating them;

  • Evaluate the different short-term and long-term price stabilisation techniques;

  • Consider the risks of speculation and measures undertaken to reduce them;

  • Appreciate that modern futures markets trade only in titles or rights to commodities rather than actual goods;

  • Consider various procurement techniques;

  • Demonstrate the ‘price of indifference’;

  • Show how to insure against fluctuating prices by placing call and put options;

  • Define international and global sourcing;

  • Appreciate why it is necessary or preferable to source internationally;

  • Outline the stages of international sourcing development;

  • Highlight the growth in international sourcing;

  • Consider the problems associated with international sourcing;

  • Provide a briefing on ‘Incoterms’;

  • Explain countertrade as a form of barter;

  • Outline the role of the European Union;

  • Identify procurement’s contribution to the acquisition of capital equipment;

  • Outline the differences between the procurement of capital and non-capital goods;

  • Appreciate leasing and hiring as a means of employing capital goods;

  • Appreciate the importance of ‘performance’ specifications and how dealing with them can be simplified by tabulation;

  • Involve procurement from the earliest stage of identifying a need through the process of supplier selection, commercial input into contract clauses and appraisal of after-sales service;

  • Discuss the concept of lifetime cost;

  • Assess the various methods of investment appraisal;

  • Analyse the role of the retail buyer and their involvement with the supply chain;

  • Differentiate between selector, buyer and merchandiser;

  • Understand retailing research and the different methods of collecting data;

  • Define all the aspects involved in merchandising;

  • Appreciate the value of brand names and how they compete with ‘own brand’ labels and generics;

  • Understand the concept of efficient consumer response;

  • Assess the differences between buying services as opposed to tangibles;

  • Outline a range of approaches to the procurement of services such as advertising, marketing, PR and legal services;

  • Highlight the main features of relevant EU directives;

  • Indicate some features of relevant legislation;

  • Understand the concept of corporate social responsibility and how it relates to the organisation as a whole;

  • Examine various best practice structures and how these impact on the procurement activity;

  • Examine the issues of compliance and business drivers for CSR;

  • Appreciate the importance of organisations such as the Ethical Trading Initiative, Fairtrade and the International Labour Organization;

  • Consider the Social Accountability Standards;

  • Introduce the concept of e-procurement;

  • Highlight some of the applications of e-procurement;

  • Evaluate the benefits and added value aspects of e-procurement;

  • Highlight potential barriers to the successful adoption of e-procurement;

  • Outline best practice implementation of e-procurement;

  • Outline relevant legislation;

  • Examine approaches to the measurement of performance efficiency in procurement in relation to its stage of evolution;

  • Consider the mechanisms of contract management;

  • Relate procurement performance to the stage of development;

  • Consider the benefits of measuring performance;

  • Consider the role of procurement as the intelligent customer;

  • Analyse the basic questions in ‘best practice’ benchmarking;

  • Evaluate reporting systems and the information that should be included;

  • Consider service level agreements;

  • Consider the role of risk management.

 

Module 2 Course Contents, Concepts and Issues

Applications

 

Part 1: Project Procurement

  • Introduction to projects;

  • Project Planning;

  • Project Control;

  • Subcontracting;

  • Network Analysis.

 

Part 2: Procurement of Commodities

  • The Principal Commodities;

  • Why Do Commodity Prices Fluctuate?;

  • Price Estabilisation Scheme;

  • The Role Of The Speculator;

  • Hedging With Futures Contract;

  • Some Buying Techniques;

  • Indifference Prices;

  • Traded Options.

 

Part 3: International and Global Outsourcing

  • Global Sourcing and International Procurement;

  • Why Source Internationally?;

  • Problems With International Sourcing;

  • Incoterms 2000;

  • Arbitration;

  • Importing;

  • How to Change;

  • Transport;

  • Customs;

  • Countertrade.

 

Part 4: Capital Procurement

  • The Acquisition of Capital Equipment;

  • What are Capital Items?;

  • Leasing and Hiring of Capital Equipment;

  • The Project Approach;

  • Lifetime Costs;

  • Investment Appraisal;

  • Investment Appraisal Criteria.

 

Part 5: Retail Procurement and Efficient Consumer Response (ECR)

  • Retailing;

  • Retailing Research;

  • Supply Chains In Retailing;

  • Electronic Point of Sale (EPOS);

  • Merchandise Planning;

  • Stock Analysis And Sales Analysis;

  • Brands;

  • Supplier Selection;

  • Developments In The Retail Sector;

  • Efficient Consumer Response.

 

Part 6: Services Procurement

  • What Is Meant by “Services”?;

  • Special Factors;

  • Procuring Public Relations (PR);

  • How to Buy Legal Services;

  • European Union Public Contracts Directive;

  • Management in Service Provision.

 

Part 7: Corporate Social Responsibility (CSR)

  • CSR Concept;

  • Public Accountability;

  • Business Drivers for Socially Responsible Procurement;

  • Social Accountability 8000 (SA8000).

     

E-Procurement Systems and Contract Management

 

Part 8: E-Procurement Systems

  • What Is E-Procurement?;

  • The Benefits of E-Procurement;

  • Complex Procurement;

  • Reverse Auctions;

  • The Current State of E-Procurement Initiatives;

  • The Barriers;

  • Measuring the Benefits of E-Procurement;

  • What to Measure;

  • Electronic Auctions (E-Auctions);

  • The Electronic Commerce (EC Directive) Regulations 2002.

 

Part 9: Contract Management and Performance Measurement

  • Contract Management, Concept;

  • Examples of Performance Metrics;

  • Pitfalls of Traditional Performance Measure;

  • Performance Measurement Effectiveness;

  • Measuring Procurement Performance;

  • Procurement as The Intelligent Customer;

  • Benchmarking in Procurement and Supply;

  • Reporting to Management;

  • Administration Instructions;

  • Disposing of Redundant Stock, Scrap or Waste.

 Seminar or Course Number 138 - Advanced Procurement Management Seminar or Course, Leading to Diploma–Postgraduate - in Advanced Procurement Management (Quad Credit), Accumulating to a Postgraduate Diploma. Click to download the PDF Brochure for this Course.