PSPPCM016 - Plan and implement strategic sourcing Competency Mapping Template
Unit of Competency Mapping – Information for Teachers/Assessors – Information for Learners
PSPPCM016 Mapping and Delivery Guide Plan and implement strategic sourcing
Version 1.0 Issue Date: April 2024
Qualification
-
Unit of Competency
PSPPCM016 - Plan and implement strategic sourcing
Description
Employability Skills
Learning Outcomes and Application
This unit describes the skills required to plan and implement strategic sourcing for goods or services essential or critical to an organisation’s ability to conduct its core business. It includes developing a procurement profile of the buying organisation, conducting strategic assessment of the supply market, developing strategies to source goods or services from the market and securing, monitoring and reviewing strategic market sources.This unit applies to those working in roles involving procurement of goods or services essential to the operation of their organisation.The skills and knowledge described in this unit must be applied within the legislative, regulatory and policy environment in which they are carried out. Organisational policies and procedures must be consulted and adhered to.Those undertaking this unit would work autonomously consulting others as required, performing sophisticated tasks in a range of familiar contexts.No licensing, legislative or certification requirements apply to unit at the time of publication.
Duration and Setting
X weeks, nominally xx hours, delivered in a classroom/online/blended learning setting.
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.
Prerequisites/co-requisites
Competency Field
Procurement
Development and validation strategy and guide for assessors and learners
Student Learning Resources
Handouts Activities
Slides PPT
Assessment 1
Assessment 2
Assessment 3
Assessment 4
Elements of Competency
Performance Criteria
Element: Develop a procurement profile of the buying organisation
Gather and analyse long term data about the strategic implications related to the buying organisation’s level of spend on various types of goods and services, including how, where and from whom the goods or services are procured.
Profile the organisation’s existing suppliers, with particular emphasis on each supplier’s capability and capacity, vulnerability, and adherence to Corporate Social Responsibility (CSR) principles, WHS, legislative compliance, market position and ownership structure.
Identify and engage relevant communication strategies to engage internal, external and market stakeholders.
Assess the buying organisation’s market position (how the market views the organisation as a potential customer).
Identify and consider opportunities and risks associated with developing a stronger market position as a buyer.
Element: Conduct strategic assessment of the supply market
Gather and analyse market information to determine capacity, competition, legislative and regulatory compliance, vulnerabilities and risk within the supply market.
Monitor and analyse market trends and emerging changes to the current supply market place.
Analyse and assess the supply market’s ability to meet the buying organisation’s needs, including supply chain management issues.
Identify and assess innovative and/or creative opportunities within the market.
Assess local and international supply market factors that may influence the ability to supply goods and services.
Element: Develop strategies to source goods or services from the market
Assess the suitability of current and emerging commercial trends within the market to the needs of the buying organisation.
Identify and consider the application of commercial best practice models to strategic sourcing activities across the procurement life cycle.
Identify and test possible benchmarks of better strategic sourcing practice.
Assess the suitability of alternative market sources of supply.
Develop strategic supply market plans which reflect analysis of both the buying organisation and the supply market.
Devise tendering strategies and type of contracting arrangement appropriate to the goods or services being procured and the nature of the supply market which will supply them, taking contract management strategies into consideration.
Review the application of existing legislation, regulations, policies, practices and procedures to strategic sourcing activities and recommend changes to these where this would yield better results for the buying organisation or at the whole of government level.
Element: Secure, monitor and review strategic market sources
Conduct procurement processes which consider strategic sourcing issues and are appropriate to the goods and services being sought.
Negotiate with potential suppliers to secure the best supply arrangements.
Develop and implement transition plans from current to new market sources as needed to ensure a smooth transition and the continuous provision of strategic goods and services to the buying organisation.
Implement contract management strategies to ensure that goods and services are delivered as contracted.
Monitor and review new strategic sourcing arrangements for continuous improvement opportunities.
Element: Develop a procurement profile of the buying organisation
Gather and analyse long term data about the strategic implications related to the buying organisation’s level of spend on various types of goods and services, including how, where and from whom the goods or services are procured.
Profile the organisation’s existing suppliers, with particular emphasis on each supplier’s capability and capacity, vulnerability, and adherence to Corporate Social Responsibility (CSR) principles, WHS, legislative compliance, market position and ownership structure.
Identify and engage relevant communication strategies to engage internal, external and market stakeholders.
Assess the buying organisation’s market position (how the market views the organisation as a potential customer).
Identify and consider opportunities and risks associated with developing a stronger market position as a buyer.
Element: Conduct strategic assessment of the supply market
Gather and analyse market information to determine capacity, competition, legislative and regulatory compliance, vulnerabilities and risk within the supply market.
Monitor and analyse market trends and emerging changes to the current supply market place.
Analyse and assess the supply market’s ability to meet the buying organisation’s needs, including supply chain management issues.
Identify and assess innovative and/or creative opportunities within the market.
Assess local and international supply market factors that may influence the ability to supply goods and services.
Element: Develop strategies to source goods or services from the market
Assess the suitability of current and emerging commercial trends within the market to the needs of the buying organisation.
Identify and consider the application of commercial best practice models to strategic sourcing activities across the procurement life cycle.
Identify and test possible benchmarks of better strategic sourcing practice.
Assess the suitability of alternative market sources of supply.
Develop strategic supply market plans which reflect analysis of both the buying organisation and the supply market.
Devise tendering strategies and type of contracting arrangement appropriate to the goods or services being procured and the nature of the supply market which will supply them, taking contract management strategies into consideration.
Review the application of existing legislation, regulations, policies, practices and procedures to strategic sourcing activities and recommend changes to these where this would yield better results for the buying organisation or at the whole of government level.
Element: Secure, monitor and review strategic market sources
Conduct procurement processes which consider strategic sourcing issues and are appropriate to the goods and services being sought.
Negotiate with potential suppliers to secure the best supply arrangements.
Develop and implement transition plans from current to new market sources as needed to ensure a smooth transition and the continuous provision of strategic goods and services to the buying organisation.
Implement contract management strategies to ensure that goods and services are delivered as contracted.
Monitor and review new strategic sourcing arrangements for continuous improvement opportunities.
Evidence Required
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. Develop a procurement profile of the buying organisation
1.1 Gather and analyse long term data about the strategic implications related to the buying organisation’s level of spend on various types of goods and services, including how, where and from whom the goods or services are procured.
1.2 Profile the organisation’s existing suppliers, with particular emphasis on each supplier’s capability and capacity, vulnerability, and adherence to Corporate Social Responsibility (CSR) principles, WHS, legislative compliance, market position and ownership structure.
1.3 Identify and engage relevant communication strategies to engage internal, external and market stakeholders.
1.4 Assess the buying organisation’s market position (how the market views the organisation as a potential customer).
1.5 Identify and consider opportunities and risks associated with developing a stronger market position as a buyer.
2. Conduct strategic assessment of the supply market
2.1 Gather and analyse market information to determine capacity, competition, legislative and regulatory compliance, vulnerabilities and risk within the supply market.
2.2 Monitor and analyse market trends and emerging changes to the current supply market place.
2.3 Analyse and assess the supply market’s ability to meet the buying organisation’s needs, including supply chain management issues.
2.4 Identify and assess innovative and/or creative opportunities within the market.
2.5 Assess local and international supply market factors that may influence the ability to supply goods and services.
3. Develop strategies to source goods or services from the market
3.1 Assess the suitability of current and emerging commercial trends within the market to the needs of the buying organisation.
3.2 Identify and consider the application of commercial best practice models to strategic sourcing activities across the procurement life cycle.
3.3 Identify and test possible benchmarks of better strategic sourcing practice.
3.4 Assess the suitability of alternative market sources of supply.
3.5 Develop strategic supply market plans which reflect analysis of both the buying organisation and the supply market.
3.6 Devise tendering strategies and type of contracting arrangement appropriate to the goods or services being procured and the nature of the supply market which will supply them, taking contract management strategies into consideration.
3.7 Review the application of existing legislation, regulations, policies, practices and procedures to strategic sourcing activities and recommend changes to these where this would yield better results for the buying organisation or at the whole of government level.
4. Secure, monitor and review strategic market sources
4.1 Conduct procurement processes which consider strategic sourcing issues and are appropriate to the goods and services being sought.
4.2 Negotiate with potential suppliers to secure the best supply arrangements.
4.3 Develop and implement transition plans from current to new market sources as needed to ensure a smooth transition and the continuous provision of strategic goods and services to the buying organisation.
4.4 Implement contract management strategies to ensure that goods and services are delivered as contracted.
4.5 Monitor and review new strategic sourcing arrangements for continuous improvement opportunities.
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.
networking, consulting and negotiating with the supply market, existing contractors and stakeholders
writing a business case
conducting market analysis and buying organisation analysis
gathering and analysing organisational information to build procurement profile, market information and stakeholder requirements, and information on restricted products appropriate to the industry
identifying, analysing and predicting trends
applying complex government policy and inter-governmental agreements
interrogating corporate systems, including Financial Management Information System (FMIS) or asset management system to obtain data
analysing complex supply chains to identify risk, vulnerability and opportunity
anticipating and interpreting market reaction
planning procurement processes in alignment with business and organisational goals
documenting procurement planning decisions and expected outcomes
managing and updating procurement plans and sub-plans in line with strategic plans and budgets
applying complex strategies to development of strategic plans, including corporate, budget and procurement plans and sub plans
contributing to strategic and risk planning
developing and managing electronic commerce
exploiting market opportunities and initiatives in electronic commerce
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 and/or territory, or local government legislation, regulation, policies, practices, procedures and guidelines in relation to procurement, financial management, public sector obligations, consumer law, WHS, social policy and other relevant topics
international treaties relevant to trade and procurement practices
government and inter-governmental policy and agreements in relation to procurement practices
principles and practices associated with Corporate Social Responsibility (CSR) principles, sustainability and environmental issues as applicable to procurement and market behaviours
research and analysis as applied to complex outcomes, trends and predictions of markets and procurement changes
codes of conduct, codes of practice and standards of individual behaviour relating to procurement decisions
micro and macro-economic issues applicable to market behaviours and the impact of procurement
implications for the organisation and market (suppliers) of key procurement strategies and arrangements
whole of life costing considerations and value for money
financial, costing and accounting issues relevant to procurement and contracts
cultural issues relevant to strategic procurement and industry development in specific markets or market sectors
Submission Requirements
List each assessment task's title, type (eg project, observation/demonstration, essay, assignment, checklist) and due date here
Assessment task 1: [title] Due date:
(add new lines for each of the assessment tasks)
Assessment Tasks
Copy and paste from the following data to produce each assessment task. Write these in plain English and spell out how, when and where the task is to be carried out, under what conditions, and what resources are needed. Include guidelines about how well the candidate has to perform a task for it to be judged satisfactory.
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. Develop a procurement profile of the buying organisation
1.1 Gather and analyse long term data about the strategic implications related to the buying organisation’s level of spend on various types of goods and services, including how, where and from whom the goods or services are procured.
1.2 Profile the organisation’s existing suppliers, with particular emphasis on each supplier’s capability and capacity, vulnerability, and adherence to Corporate Social Responsibility (CSR) principles, WHS, legislative compliance, market position and ownership structure.
1.3 Identify and engage relevant communication strategies to engage internal, external and market stakeholders.
1.4 Assess the buying organisation’s market position (how the market views the organisation as a potential customer).
1.5 Identify and consider opportunities and risks associated with developing a stronger market position as a buyer.
2. Conduct strategic assessment of the supply market
2.1 Gather and analyse market information to determine capacity, competition, legislative and regulatory compliance, vulnerabilities and risk within the supply market.
2.2 Monitor and analyse market trends and emerging changes to the current supply market place.
2.3 Analyse and assess the supply market’s ability to meet the buying organisation’s needs, including supply chain management issues.
2.4 Identify and assess innovative and/or creative opportunities within the market.
2.5 Assess local and international supply market factors that may influence the ability to supply goods and services.
3. Develop strategies to source goods or services from the market
3.1 Assess the suitability of current and emerging commercial trends within the market to the needs of the buying organisation.
3.2 Identify and consider the application of commercial best practice models to strategic sourcing activities across the procurement life cycle.
3.3 Identify and test possible benchmarks of better strategic sourcing practice.
3.4 Assess the suitability of alternative market sources of supply.
3.5 Develop strategic supply market plans which reflect analysis of both the buying organisation and the supply market.
3.6 Devise tendering strategies and type of contracting arrangement appropriate to the goods or services being procured and the nature of the supply market which will supply them, taking contract management strategies into consideration.
3.7 Review the application of existing legislation, regulations, policies, practices and procedures to strategic sourcing activities and recommend changes to these where this would yield better results for the buying organisation or at the whole of government level.
4. Secure, monitor and review strategic market sources
4.1 Conduct procurement processes which consider strategic sourcing issues and are appropriate to the goods and services being sought.
4.2 Negotiate with potential suppliers to secure the best supply arrangements.
4.3 Develop and implement transition plans from current to new market sources as needed to ensure a smooth transition and the continuous provision of strategic goods and services to the buying organisation.
4.4 Implement contract management strategies to ensure that goods and services are delivered as contracted.
4.5 Monitor and review new strategic sourcing arrangements for continuous improvement opportunities.
Copy and paste from the following performance criteria to create an observation checklist for each task. When you have finished writing your assessment tool every one of these must have been addressed, preferably several times in a variety of contexts. To ensure this occurs download the assessment matrix for the unit; enter each assessment task as a column header and place check marks against each performance criteria that task addresses.
Observation Checklist
Tasks to be observed according to workplace/college/TAFE policy and procedures, relevant legislation and Codes of Practice
Yes
No
Comments/feedback
Gather and analyse long term data about the strategic implications related to the buying organisation’s level of spend on various types of goods and services, including how, where and from whom the goods or services are procured.
Profile the organisation’s existing suppliers, with particular emphasis on each supplier’s capability and capacity, vulnerability, and adherence to Corporate Social Responsibility (CSR) principles, WHS, legislative compliance, market position and ownership structure.
Identify and engage relevant communication strategies to engage internal, external and market stakeholders.
Assess the buying organisation’s market position (how the market views the organisation as a potential customer).
Identify and consider opportunities and risks associated with developing a stronger market position as a buyer.
Gather and analyse market information to determine capacity, competition, legislative and regulatory compliance, vulnerabilities and risk within the supply market.
Monitor and analyse market trends and emerging changes to the current supply market place.
Analyse and assess the supply market’s ability to meet the buying organisation’s needs, including supply chain management issues.
Identify and assess innovative and/or creative opportunities within the market.
Assess local and international supply market factors that may influence the ability to supply goods and services.
Assess the suitability of current and emerging commercial trends within the market to the needs of the buying organisation.
Identify and consider the application of commercial best practice models to strategic sourcing activities across the procurement life cycle.
Identify and test possible benchmarks of better strategic sourcing practice.
Assess the suitability of alternative market sources of supply.
Develop strategic supply market plans which reflect analysis of both the buying organisation and the supply market.
Devise tendering strategies and type of contracting arrangement appropriate to the goods or services being procured and the nature of the supply market which will supply them, taking contract management strategies into consideration.
Review the application of existing legislation, regulations, policies, practices and procedures to strategic sourcing activities and recommend changes to these where this would yield better results for the buying organisation or at the whole of government level.
Conduct procurement processes which consider strategic sourcing issues and are appropriate to the goods and services being sought.
Negotiate with potential suppliers to secure the best supply arrangements.
Develop and implement transition plans from current to new market sources as needed to ensure a smooth transition and the continuous provision of strategic goods and services to the buying organisation.
Implement contract management strategies to ensure that goods and services are delivered as contracted.
Monitor and review new strategic sourcing arrangements for continuous improvement opportunities.
Gather and analyse long term data about the strategic implications related to the buying organisation’s level of spend on various types of goods and services, including how, where and from whom the goods or services are procured.
Profile the organisation’s existing suppliers, with particular emphasis on each supplier’s capability and capacity, vulnerability, and adherence to Corporate Social Responsibility (CSR) principles, WHS, legislative compliance, market position and ownership structure.
Identify and engage relevant communication strategies to engage internal, external and market stakeholders.
Assess the buying organisation’s market position (how the market views the organisation as a potential customer).
Identify and consider opportunities and risks associated with developing a stronger market position as a buyer.
Gather and analyse market information to determine capacity, competition, legislative and regulatory compliance, vulnerabilities and risk within the supply market.
Monitor and analyse market trends and emerging changes to the current supply market place.
Analyse and assess the supply market’s ability to meet the buying organisation’s needs, including supply chain management issues.
Identify and assess innovative and/or creative opportunities within the market.
Assess local and international supply market factors that may influence the ability to supply goods and services.
Assess the suitability of current and emerging commercial trends within the market to the needs of the buying organisation.
Identify and consider the application of commercial best practice models to strategic sourcing activities across the procurement life cycle.
Identify and test possible benchmarks of better strategic sourcing practice.
Assess the suitability of alternative market sources of supply.
Develop strategic supply market plans which reflect analysis of both the buying organisation and the supply market.
Devise tendering strategies and type of contracting arrangement appropriate to the goods or services being procured and the nature of the supply market which will supply them, taking contract management strategies into consideration.
Review the application of existing legislation, regulations, policies, practices and procedures to strategic sourcing activities and recommend changes to these where this would yield better results for the buying organisation or at the whole of government level.
Conduct procurement processes which consider strategic sourcing issues and are appropriate to the goods and services being sought.
Negotiate with potential suppliers to secure the best supply arrangements.
Develop and implement transition plans from current to new market sources as needed to ensure a smooth transition and the continuous provision of strategic goods and services to the buying organisation.
Implement contract management strategies to ensure that goods and services are delivered as contracted.
Monitor and review new strategic sourcing arrangements for continuous improvement opportunities.
Forms
Assessment Cover Sheet
PSPPCM016 - Plan and implement strategic sourcing
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