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Evidence Guide: PSPPCM022 - Negotiate strategic procurement

Student: __________________________________________________

Signature: _________________________________________________

Tips for gathering evidence to demonstrate your skills

The important thing to remember when gathering evidence is that the more evidence the better - that is, the more evidence you gather to demonstrate your skills, the more confident an assessor can be that you have learned the skills not just at one point in time, but are continuing to apply and develop those skills (as opposed to just learning for the test!). Furthermore, one piece of evidence that you collect will not usualy demonstrate all the required criteria for a unit of competency, whereas multiple overlapping pieces of evidence will usually do the trick!

From the Wiki University

 

PSPPCM022 - Negotiate strategic procurement

What evidence can you provide to prove your understanding of each of the following citeria?

Plan and prepare for strategic procurement negotiations

  1. Seek input and advice from key stakeholders and identify the procurement and negotiating context.
  2. Gather information on suppliers and develop a best alternative to negotiating an agreement.
  3. Determine objectives, targets and bottom line position for negotiations.
  4. Determine composition of negotiating team and limits on negotiators’ authority.
  5. Determine negotiation process, timeframes and strategies to suit complexity of procurement and supplier characteristics.
  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.
  7. Seek authorisation of negotiation plan.
Seek input and advice from key stakeholders and identify the procurement and negotiating context.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Gather information on suppliers and develop a best alternative to negotiating an agreement.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Determine objectives, targets and bottom line position for negotiations.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Determine composition of negotiating team and limits on negotiators’ authority.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Determine negotiation process, timeframes and strategies to suit complexity of procurement and supplier characteristics.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

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.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Seek authorisation of negotiation plan.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Undertake strategic procurement negotiations

  1. Open negotiations, identify supplier tactics, and identify mutually compatible interests.
  2. Negotiate concessions to terms and conditions on minor and major issues to improve overall value for money of the procurement.
  3. Implement concessions such that agreements remain consistent with original intentions and with procurement, organisational objectives and probity requirements.
  4. Use appropriate tactics to break negotiation deadlocks and continue negotiations according to negotiation plan.
  5. Conduct negotiations and make an offer.
Open negotiations, identify supplier tactics, and identify mutually compatible interests.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Negotiate concessions to terms and conditions on minor and major issues to improve overall value for money of the procurement.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Implement concessions such that agreements remain consistent with original intentions and with procurement, organisational objectives and probity requirements.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Use appropriate tactics to break negotiation deadlocks and continue negotiations according to negotiation plan.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Conduct negotiations and make an offer.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Finalise strategic procurement negotiations

  1. Finalise negotiations and agreements according to procurement guidelines.
  2. Keep communication channels open and seek additional support, arguments and supporting evidence where agreement is not possible immediately.
  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.
  4. Consider where agreements may have wider implications for procurement and the organisation, and carry out necessary consultation.
  5. Document details and outcomes of negotiations.
Finalise negotiations and agreements according to procurement guidelines.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Keep communication channels open and seek additional support, arguments and supporting evidence where agreement is not possible immediately.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

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.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Consider where agreements may have wider implications for procurement and the organisation, and carry out necessary consultation.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Document details and outcomes of negotiations.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Plan and prepare for strategic procurement negotiations

  1. Seek input and advice from key stakeholders and identify the procurement and negotiating context.
  2. Gather information on suppliers and develop a best alternative to negotiating an agreement.
  3. Determine objectives, targets and bottom line position for negotiations.
  4. Determine composition of negotiating team and limits on negotiators’ authority.
  5. Determine negotiation process, timeframes and strategies to suit complexity of procurement and supplier characteristics.
  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.
  7. Seek authorisation of negotiation plan.
Seek input and advice from key stakeholders and identify the procurement and negotiating context.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Gather information on suppliers and develop a best alternative to negotiating an agreement.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Determine objectives, targets and bottom line position for negotiations.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Determine composition of negotiating team and limits on negotiators’ authority.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Determine negotiation process, timeframes and strategies to suit complexity of procurement and supplier characteristics.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

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.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Seek authorisation of negotiation plan.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Undertake strategic procurement negotiations

  1. Open negotiations, identify supplier tactics, and identify mutually compatible interests.
  2. Negotiate concessions to terms and conditions on minor and major issues to improve overall value for money of the procurement.
  3. Implement concessions such that agreements remain consistent with original intentions and with procurement, organisational objectives and probity requirements.
  4. Use appropriate tactics to break negotiation deadlocks and continue negotiations according to negotiation plan.
  5. Conduct negotiations and make an offer.
Open negotiations, identify supplier tactics, and identify mutually compatible interests.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Negotiate concessions to terms and conditions on minor and major issues to improve overall value for money of the procurement.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Implement concessions such that agreements remain consistent with original intentions and with procurement, organisational objectives and probity requirements.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Use appropriate tactics to break negotiation deadlocks and continue negotiations according to negotiation plan.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Conduct negotiations and make an offer.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Finalise strategic procurement negotiations

  1. Finalise negotiations and agreements according to procurement guidelines.
  2. Keep communication channels open and seek additional support, arguments and supporting evidence where agreement is not possible immediately.
  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.
  4. Consider where agreements may have wider implications for procurement and the organisation, and carry out necessary consultation.
  5. Document details and outcomes of negotiations.
Finalise negotiations and agreements according to procurement guidelines.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Keep communication channels open and seek additional support, arguments and supporting evidence where agreement is not possible immediately.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

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.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Consider where agreements may have wider implications for procurement and the organisation, and carry out necessary consultation.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Document details and outcomes of negotiations.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

Comments:

 

 

 

 

 

 

 

 

Instructions to Assessors

Evidence Guide

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.

Required Skills and Knowledge

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