Required skills

communication skills to

consult and negotiate with stakeholders

network within probity boundaries with stakeholders

build and manage effective working relationships

write business cases plans reports submissions and other complex documents

read complex documents such as contracts legislation and guidelines

provide feedback

teamwork skills to

manage strategic relationships

model effective management and leadership approaches

respond to diversity

refer issues to the correct person

problemsolving skills to

apply decisionmaking processes or methodologies

apply understanding of supplier issues and supply chain management in the context of strategic procurement

initiative and enterprise skills to

identify and assess strategic procurement options and alternatives

apply OHS environmental sustainability and corporate social responsibility practices in the context of strategic procurement

planning and organising skills to

undertake research and business analysis

manage financial and other resources

learning skills to keep uptodate with

best practice examples in strategic procurement

relevant procurement legislation policies and procedures

technology skills to

operate organisational IT systems

use electronic procurement templates

Required knowledge

commonwealth state or territory and local government legislation policies practices and guidelines

relating to strategic procurement

such as OHS and equity and diversity

organisational procurement policies practices and approval processes

aspects of law of contract trade practices law and commercial law relating to strategic procurement

probity principles and issues

codes of conduct codes of practice and standards of individual behaviour relating to procurement decisions

government procurement environment

legal requirements of government procurement

implications of particular procurement arrangements

wholeoflife considerations

cultural issues relating to strategic procurement and industry development in certain industry sectors

relationship management at all personnel levels

environmental sustainability and corporate social responsibility principles relevant to strategic procurement

The Evidence Guide provides advice on assessment and must be read in conjunction with the performance criteria required skills and knowledge range statement and the Assessment Guidelines for the Training Package

Overview of assessment

Competency must be demonstrated in the ability to plan for strategic procurement consistently in accordance with legislative and organisational requirements

Critical aspects for assessment and evidence required to demonstrate competency in this unit

Assessment must confirm the ability to

prepare procurement profiles and supplier profiles

conduct procurement analysis of own organisations buying requirements

consult with procurement stakeholders to inform the development of procurement requirements

use results of procurement analysis to develop procurement requirements

define strategic procurement requirements

prepare complex business cases or other documents to justify procurement decisions and expenditure

Consistency in performance

Competency should be demonstrated by providing evidence of undertaking a range of relevant work tasks in an actual or simulated procurement environment on at least two separate occasions

Context of and specific resources for assessment

The unit of competency is to be assessed in the workplace or a simulated workplace environment

Access may be required to

legislation policy procedures and protocols relating to planning for strategic procurement

codes of conduct and codes of practice

longterm government policy papers such as White Papers

strategic procurement plans and direction statements

workplace scenarios and case studies relating to a range of strategic procurement and disposal activities

Method of assessment

The following assessment methods are suggested

questions to assess understanding of relevant legislation and procedures

review of strategies and approaches adopted for planning for strategic procurement

review of strategic procurement plans business cases procurement justifications budgets supplier analysis market analysis risk assessment tender documentation formal signoffs and approvals and other documentation prepared or reviewed by the candidate in a range of contexts

review of stakeholder engagement approaches adopted by the candidate

In all cases practical assessment should be supported by questions to assess underpinning knowledge and those aspects of competency which are difficult to assess directly Candidates for this qualification must demonstrate a high level of understanding and practical workplace application of underpinning knowledge Questioning techniques should suit the language and literacy levels of the candidate

Guidance information for assessment

Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments

Holistic assessment with other units relevant to the industry sector workplace and job role is recommended for example

PSPETHCB Maintain and enhance confidence in public service

PSPETHC601B Maintain and enhance confidence in public service

PSPLEGNB Manage compliance with legislation in the public sector

PSPLEGN601B Manage compliance with legislation in the public sector

PSPMNGTB Develop a business case

PSPMNGT607B Develop a business case

PSPMNGTB Manage risk

PSPMNGT608B Manage risk

PSPMNGTB Formulate business strategies

PSPMNGT609B Formulate business strategies

PSPPMB Direct complex project activities

PSPPM601B Direct complex project activities

PSPPROCB Coordinate strategic procurement

PSPPROC605B Coordinate strategic procurement

PSPPROCB Negotiate strategic procurement

PSPPROC606B Negotiate strategic procurement

PSPPROCA Manage strategic contracts

PSPPROC607A Manage strategic contracts.

Procurement may include:

Procurement expenditure may include:

Risk may include:

Supply positioning results in four categories:

Supplier preferencing may categorise clients as:

Suppliers may include:

Other factors likely to affect strategic procurement may include:

Stakeholders may include:

Organisational needs may include:

Appropriations may require: