Unit of Competency Mapping – Information for Teachers/Assessors – Information for Learners

PSPPCM022 Mapping and Delivery Guide
Negotiate strategic procurement

Version 1.0
Issue Date: April 2024


Qualification -
Unit of Competency PSPPCM022 - Negotiate strategic procurement
Description
Employability Skills
Learning Outcomes and Application This unit describes the skills required to negotiate strategic procurement agreements within established guidelines, policies and procedures. It includes planning and preparing for negotiation, and undertaking and finalising the negotiation process for strategic procurement.This unit applies to those working in a role that requires negotiation of strategic procurement.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 will be working independently aided by consultation in a team environment, while performing complex tasks in familiar context.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: Plan and prepare for strategic procurement negotiations
  • Seek input and advice from key stakeholders and identify the procurement and negotiating context.
  • Gather information on suppliers and develop a best alternative to negotiating an agreement.
  • Determine objectives, targets and bottom line position for negotiations.
  • Determine composition of negotiating team and limits on negotiators’ authority.
  • Determine negotiation process, timeframes and strategies to suit complexity of procurement and supplier characteristics.
  • 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.
  • Seek authorisation of negotiation plan.
       
Element: Undertake strategic procurement negotiations
  • Open negotiations, identify supplier tactics, and identify mutually compatible interests.
  • Negotiate concessions to terms and conditions on minor and major issues to improve overall value for money of the procurement.
  • Implement concessions such that agreements remain consistent with original intentions and with procurement, organisational objectives and probity requirements.
  • Use appropriate tactics to break negotiation deadlocks and continue negotiations according to negotiation plan.
  • Conduct negotiations and make an offer.
       
Element: Finalise strategic procurement negotiations
  • Finalise negotiations and agreements according to procurement guidelines.
  • Keep communication channels open and seek additional support, arguments and supporting evidence where agreement is not possible immediately.
  • 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.
  • Consider where agreements may have wider implications for procurement and the organisation, and carry out necessary consultation.
  • Document details and outcomes of negotiations.
       
Element: Plan and prepare for strategic procurement negotiations
  • Seek input and advice from key stakeholders and identify the procurement and negotiating context.
  • Gather information on suppliers and develop a best alternative to negotiating an agreement.
  • Determine objectives, targets and bottom line position for negotiations.
  • Determine composition of negotiating team and limits on negotiators’ authority.
  • Determine negotiation process, timeframes and strategies to suit complexity of procurement and supplier characteristics.
  • 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.
  • Seek authorisation of negotiation plan.
       
Element: Undertake strategic procurement negotiations
  • Open negotiations, identify supplier tactics, and identify mutually compatible interests.
  • Negotiate concessions to terms and conditions on minor and major issues to improve overall value for money of the procurement.
  • Implement concessions such that agreements remain consistent with original intentions and with procurement, organisational objectives and probity requirements.
  • Use appropriate tactics to break negotiation deadlocks and continue negotiations according to negotiation plan.
  • Conduct negotiations and make an offer.
       
Element: Finalise strategic procurement negotiations
  • Finalise negotiations and agreements according to procurement guidelines.
  • Keep communication channels open and seek additional support, arguments and supporting evidence where agreement is not possible immediately.
  • 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.
  • Consider where agreements may have wider implications for procurement and the organisation, and carry out necessary consultation.
  • Document details and outcomes of negotiations.
       


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. 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

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. 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.

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
Seek input and advice from key stakeholders and identify the procurement and negotiating context. 
Gather information on suppliers and develop a best alternative to negotiating an agreement. 
Determine objectives, targets and bottom line position for negotiations. 
Determine composition of negotiating team and limits on negotiators’ authority. 
Determine negotiation process, timeframes and strategies to suit complexity of procurement and supplier characteristics. 
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. 
Seek authorisation of negotiation plan. 
Open negotiations, identify supplier tactics, and identify mutually compatible interests. 
Negotiate concessions to terms and conditions on minor and major issues to improve overall value for money of the procurement. 
Implement concessions such that agreements remain consistent with original intentions and with procurement, organisational objectives and probity requirements. 
Use appropriate tactics to break negotiation deadlocks and continue negotiations according to negotiation plan. 
Conduct negotiations and make an offer. 
Finalise negotiations and agreements according to procurement guidelines. 
Keep communication channels open and seek additional support, arguments and supporting evidence where agreement is not possible immediately. 
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. 
Consider where agreements may have wider implications for procurement and the organisation, and carry out necessary consultation. 
Document details and outcomes of negotiations. 
Seek input and advice from key stakeholders and identify the procurement and negotiating context. 
Gather information on suppliers and develop a best alternative to negotiating an agreement. 
Determine objectives, targets and bottom line position for negotiations. 
Determine composition of negotiating team and limits on negotiators’ authority. 
Determine negotiation process, timeframes and strategies to suit complexity of procurement and supplier characteristics. 
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. 
Seek authorisation of negotiation plan. 
Open negotiations, identify supplier tactics, and identify mutually compatible interests. 
Negotiate concessions to terms and conditions on minor and major issues to improve overall value for money of the procurement. 
Implement concessions such that agreements remain consistent with original intentions and with procurement, organisational objectives and probity requirements. 
Use appropriate tactics to break negotiation deadlocks and continue negotiations according to negotiation plan. 
Conduct negotiations and make an offer. 
Finalise negotiations and agreements according to procurement guidelines. 
Keep communication channels open and seek additional support, arguments and supporting evidence where agreement is not possible immediately. 
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. 
Consider where agreements may have wider implications for procurement and the organisation, and carry out necessary consultation. 
Document details and outcomes of negotiations. 

Forms

Assessment Cover Sheet

PSPPCM022 - Negotiate strategic procurement
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Assessment Record Sheet

PSPPCM022 - Negotiate strategic procurement

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Assessment task 1: [title] Result: Competent Not yet competent

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Overall assessment result: Competent Not yet competent

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