List the assessment methods to be used and the context and resources required for assessment. Copy and paste the relevant sections from the evidence guide below and then re-write these in plain English.
ELEMENTS | PERFORMANCE CRITERIA |
Elements describe the essential outcomes | Performance criteria describe the performance needed to demonstrate achievement of the element. Where bold italicised text is used, further information is detailed in the range of conditions section. |
1. Plan and prepare for strategic procurement negotiations | 1.1 Seek input and advice from key stakeholders and identify the procurement and negotiating context. 1.2 Gather information on suppliers and develop a best alternative to negotiating an agreement. 1.3 Determine objectives, targets and bottom line position for negotiations. 1.4 Determine composition of negotiating team and limits on negotiators’ authority. 1.5 Determine negotiation process, timeframes and strategies to suit complexity of procurement and supplier characteristics. 1.6 Develop a negotiation plan or directive that identifies negotiation roles of team members, lead negotiator, negotiating styles, tactics and limits of authority to suit the procurement activity. 1.7 Seek authorisation of negotiation plan. |
2. Undertake strategic procurement negotiations | 2.1 Open negotiations, identify supplier tactics, and identify mutually compatible interests. 2.2 Negotiate concessions to terms and conditions on minor and major issues to improve overall value for money of the procurement. 2.3 Implement concessions such that agreements remain consistent with original intentions and with procurement, organisational objectives and probity requirements. 2.4 Use appropriate tactics to break negotiation deadlocks and continue negotiations according to negotiation plan. 2.5 Conduct negotiations and make an offer. |
3. Finalise strategic procurement negotiations | 3.1 Finalise negotiations and agreements according to procurement guidelines. 3.2 Keep communication channels open and seek additional support, arguments and supporting evidence where agreement is not possible immediately. 3.3 Terminate negotiations and pursue the best alternative, where agreement is not possible in a way that preserves the relationship with the supplier for possible future business and deters the possibility of legal liability. 3.4 Consider where agreements may have wider implications for procurement and the organisation, and carry out necessary consultation. 3.5 Document details and outcomes of negotiations. |
Evidence required to demonstrate competence must satisfy all of the requirements of the elements and performance criteria. If not otherwise specified the candidate must demonstrate evidence of performance of the following on at least one occasion.
achieving negotiation outcomes
networking within probity boundaries, with stakeholders
writing complex documents
managing teams of expert negotiators in functions modelling effective management and leadership approaches
identifying and applying strategies and tactics for breaking deadlocks during a negotiation
applying understanding of supplier issues and supply chain management in the context of strategic procurement
identifying and assessing negotiation approaches to yield results
managing financial and procurement projects
operating organisational IT systems and electronic procurement templates
Evidence required to demonstrate competence must satisfy all of the requirements of the elements and performance criteria. If not otherwise specified the depth of knowledge demonstrated must be appropriate to the job context of the candidate.
Commonwealth, state or territory, and local government legislation, policies, practices and guidelines relating to strategic procurement, including environmental purchasing guidance
organisational procurement policies, practices and approval processes
aspects of law of contract, trade practices law, and commercial law relating to negotiation of strategic procurement arrangements
probity principles and issues
codes of conduct, codes of practice and standards of individual behaviour relating to negotiation
government procurement environment
legal requirements of government contracting
financial rules and regulations
implications of particular contracting arrangements
whole-of-life considerations
cultural issues relating to strategic procurement and industry development
relationship management at all personnel levels
environmental, sustainability and corporate social responsibility principles relevant to strategic procurement
This unit contains no specific industry-mandated assessment conditions. Guidance on suggested and recommended conditions and methods can be found in the Implementation Guide.
Assessors must satisfy the NVR/AQTF mandatory competency requirements for assessors.