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Evidence Guide: PSPPCM026 - Establish the strategic procurement context

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!

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PSPPCM026 - Establish the strategic procurement context

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

Analyse the procurement environment

  1. Apply knowledge of the legal, political and financial environment to establish strategic context.
  2. Define the relationship between the organisation and its procurement environment.
  3. Identify existing and potential stakeholders and their strengths and weaknesses.
  4. Identify strengths, weaknesses, opportunities and threats using information that is up to date, reflects emerging and predicted trends, and takes account of the possible future procurement interests and activities of the organisation and government directions.
  5. Adjust the organisation’s procurement strategies and plans with respect to information gathered, and identify comparative targets.
  6. Support any case for possible collaboration with other organisations with evidence, analysed for risks, and consistent with organisational plans and future directions.
Apply knowledge of the legal, political and financial environment to establish strategic context.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Define the relationship between the organisation and its procurement environment.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Identify existing and potential stakeholders and their strengths and weaknesses.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Identify strengths, weaknesses, opportunities and threats using information that is up to date, reflects emerging and predicted trends, and takes account of the possible future procurement interests and activities of the organisation and government directions.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Adjust the organisation’s procurement strategies and plans with respect to information gathered, and identify comparative targets.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Support any case for possible collaboration with other organisations with evidence, analysed for risks, and consistent with organisational plans and future directions.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Analyse procurement capability

  1. Consider organisation’s strengths, weaknesses, opportunities and threats in light of internal and/or external factors and organisation’s strategic procurement goals.
  2. Analyse organisational capability taking into account possible future procurement interests and activities of the organisation, its strategic industries, collaborators, requirements of government and other organisations.
  3. Make suggestions for improvements to existing organisational structures and procurement systems that are realistic and achievable and will aid achievement of the procurement mission statement and strategies drawn from both internal and external stakeholders.
  4. Consult on proposed improvements with those affected, in time for their views to be taken into account.
  5. Justify proposed improvements on the basis of known internal and external factors, and take into account stakeholder needs and expectations.
Consider organisation’s strengths, weaknesses, opportunities and threats in light of internal and/or external factors and organisation’s strategic procurement goals.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Analyse organisational capability taking into account possible future procurement interests and activities of the organisation, its strategic industries, collaborators, requirements of government and other organisations.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Make suggestions for improvements to existing organisational structures and procurement systems that are realistic and achievable and will aid achievement of the procurement mission statement and strategies drawn from both internal and external stakeholders.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Consult on proposed improvements with those affected, in time for their views to be taken into account.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Justify proposed improvements on the basis of known internal and external factors, and take into account stakeholder needs and expectations.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Develop and monitor procurement capability

  1. Implement improvements to develop procurement capability to meet new circumstances.
  2. Define practical requirements for implementing improvements.
  3. Identify difficulties associated with implementing improvements as early as possible in order to minimise their effect.
  4. Monitor, review and modify implemented improvements to organisational structures and procurement systems as required to assist achievement of procurement outcomes.
Implement improvements to develop procurement capability to meet new circumstances.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Define practical requirements for implementing improvements.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Identify difficulties associated with implementing improvements as early as possible in order to minimise their effect.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Monitor, review and modify implemented improvements to organisational structures and procurement systems as required to assist achievement of procurement outcomes.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Influence and develop strategic industries

  1. Monitor strategic industries and take opportunities to influence key opinion formers and decision makers to change, encourage and nurture industry capability.
  2. Identify problems, limitations and new opportunities in strategic industries in response to internal and external factors, based on quantitative and qualitative data.
  3. Influence strategic industries remaining sensitive to procurement policies and the values and practices of key opinion formers and decision makers.
Monitor strategic industries and take opportunities to influence key opinion formers and decision makers to change, encourage and nurture industry capability.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Identify problems, limitations and new opportunities in strategic industries in response to internal and external factors, based on quantitative and qualitative data.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Influence strategic industries remaining sensitive to procurement policies and the values and practices of key opinion formers and decision makers.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Establish and manage risk exposure

  1. Define and monitor total organisational risk to minimise loss and maximise opportunity.
  2. Establish and implement a risk management system.
  3. Monitor performance of risk management system, and modify to reflect procurement opportunities and current and emerging trends.
Define and monitor total organisational risk to minimise loss and maximise opportunity.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Establish and implement a risk management system.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Monitor performance of risk management system, and modify to reflect procurement opportunities and current and emerging trends.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Analyse the procurement environment

  1. Apply knowledge of the legal, political and financial environment to establish strategic context.
  2. Define the relationship between the organisation and its procurement environment.
  3. Identify existing and potential stakeholders and their strengths and weaknesses.
  4. Identify strengths, weaknesses, opportunities and threats using information that is up to date, reflects emerging and predicted trends, and takes account of the possible future procurement interests and activities of the organisation and government directions.
  5. Adjust the organisation’s procurement strategies and plans with respect to information gathered, and identify comparative targets.
  6. Support any case for possible collaboration with other organisations with evidence, analysed for risks, and consistent with organisational plans and future directions.
Apply knowledge of the legal, political and financial environment to establish strategic context.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Define the relationship between the organisation and its procurement environment.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Identify existing and potential stakeholders and their strengths and weaknesses.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Identify strengths, weaknesses, opportunities and threats using information that is up to date, reflects emerging and predicted trends, and takes account of the possible future procurement interests and activities of the organisation and government directions.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Adjust the organisation’s procurement strategies and plans with respect to information gathered, and identify comparative targets.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Support any case for possible collaboration with other organisations with evidence, analysed for risks, and consistent with organisational plans and future directions.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Analyse procurement capability

  1. Consider organisation’s strengths, weaknesses, opportunities and threats in light of internal and/or external factors and organisation’s strategic procurement goals.
  2. Analyse organisational capability taking into account possible future procurement interests and activities of the organisation, its strategic industries, collaborators, requirements of government and other organisations.
  3. Make suggestions for improvements to existing organisational structures and procurement systems that are realistic and achievable and will aid achievement of the procurement mission statement and strategies drawn from both internal and external stakeholders.
  4. Consult on proposed improvements with those affected, in time for their views to be taken into account.
  5. Justify proposed improvements on the basis of known internal and external factors, and take into account stakeholder needs and expectations.
Consider organisation’s strengths, weaknesses, opportunities and threats in light of internal and/or external factors and organisation’s strategic procurement goals.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Analyse organisational capability taking into account possible future procurement interests and activities of the organisation, its strategic industries, collaborators, requirements of government and other organisations.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Make suggestions for improvements to existing organisational structures and procurement systems that are realistic and achievable and will aid achievement of the procurement mission statement and strategies drawn from both internal and external stakeholders.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Consult on proposed improvements with those affected, in time for their views to be taken into account.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Justify proposed improvements on the basis of known internal and external factors, and take into account stakeholder needs and expectations.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Develop and monitor procurement capability

  1. Implement improvements to develop procurement capability to meet new circumstances.
  2. Define practical requirements for implementing improvements.
  3. Identify difficulties associated with implementing improvements as early as possible in order to minimise their effect.
  4. Monitor, review and modify implemented improvements to organisational structures and procurement systems as required to assist achievement of procurement outcomes.
Implement improvements to develop procurement capability to meet new circumstances.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Define practical requirements for implementing improvements.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Identify difficulties associated with implementing improvements as early as possible in order to minimise their effect.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Monitor, review and modify implemented improvements to organisational structures and procurement systems as required to assist achievement of procurement outcomes.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Influence and develop strategic industries

  1. Monitor strategic industries and take opportunities to influence key opinion formers and decision makers to change, encourage and nurture industry capability.
  2. Identify problems, limitations and new opportunities in strategic industries in response to internal and external factors, based on quantitative and qualitative data.
  3. Influence strategic industries remaining sensitive to procurement policies and the values and practices of key opinion formers and decision makers.
Monitor strategic industries and take opportunities to influence key opinion formers and decision makers to change, encourage and nurture industry capability.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Identify problems, limitations and new opportunities in strategic industries in response to internal and external factors, based on quantitative and qualitative data.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Influence strategic industries remaining sensitive to procurement policies and the values and practices of key opinion formers and decision makers.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Establish and manage risk exposure

  1. Define and monitor total organisational risk to minimise loss and maximise opportunity.
  2. Establish and implement a risk management system.
  3. Monitor performance of risk management system, and modify to reflect procurement opportunities and current and emerging trends.
Define and monitor total organisational risk to minimise loss and maximise opportunity.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Establish and implement a risk management system.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Monitor performance of risk management system, and modify to reflect procurement opportunities and current and emerging trends.

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. Analyse the procurement environment

1.1 Apply knowledge of the legal, political and financial environment to establish strategic context.

1.2 Define the relationship between the organisation and its procurement environment.

1.3 Identify existing and potential stakeholders and their strengths and weaknesses.

1.4 Identify strengths, weaknesses, opportunities and threats using information that is up to date, reflects emerging and predicted trends, and takes account of the possible future procurement interests and activities of the organisation and government directions.

1.5 Adjust the organisation’s procurement strategies and plans with respect to information gathered, and identify comparative targets.

1.6 Support any case for possible collaboration with other organisations with evidence, analysed for risks, and consistent with organisational plans and future directions.

2. Analyse procurement capability

2.1 Consider organisation’s strengths, weaknesses, opportunities and threats in light of internal and/or external factors and organisation’s strategic procurement goals.

2.2 Analyse organisational capability taking into account possible future procurement interests and activities of the organisation, its strategic industries, collaborators, requirements of government and other organisations.

2.3 Make suggestions for improvements to existing organisational structures and procurement systems that are realistic and achievable and will aid achievement of the procurement mission statement and strategies drawn from both internal and external stakeholders.

2.4 Consult on proposed improvements with those affected, in time for their views to be taken into account.

2.5 Justify proposed improvements on the basis of known internal and external factors, and take into account stakeholder needs and expectations.

3. Develop and monitor procurement capability

3.1 Implement improvements to develop procurement capability to meet new circumstances.

3.2 Define practical requirements for implementing improvements.

3.3 Identify difficulties associated with implementing improvements as early as possible in order to minimise their effect.

3.4 Monitor, review and modify implemented improvements to organisational structures and procurement systems as required to assist achievement of procurement outcomes.

4. Influence and develop strategic industries

4.1 Monitor strategic industries and take opportunities to influence key opinion formers and decision makers to change, encourage and nurture industry capability.

4.2 Identify problems, limitations and new opportunities in strategic industries in response to internal and external factors, based on quantitative and qualitative data.

4.3 Influence strategic industries remaining sensitive to procurement policies and the values and practices of key opinion formers and decision makers.

5. Establish and manage risk exposure

5.1 Define and monitor total organisational risk to minimise loss and maximise opportunity.

5.2 Establish and implement a risk management system.

5.3 Monitor performance of risk management system, and modify to reflect procurement opportunities and current and emerging trends.

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. Analyse the procurement environment

1.1 Apply knowledge of the legal, political and financial environment to establish strategic context.

1.2 Define the relationship between the organisation and its procurement environment.

1.3 Identify existing and potential stakeholders and their strengths and weaknesses.

1.4 Identify strengths, weaknesses, opportunities and threats using information that is up to date, reflects emerging and predicted trends, and takes account of the possible future procurement interests and activities of the organisation and government directions.

1.5 Adjust the organisation’s procurement strategies and plans with respect to information gathered, and identify comparative targets.

1.6 Support any case for possible collaboration with other organisations with evidence, analysed for risks, and consistent with organisational plans and future directions.

2. Analyse procurement capability

2.1 Consider organisation’s strengths, weaknesses, opportunities and threats in light of internal and/or external factors and organisation’s strategic procurement goals.

2.2 Analyse organisational capability taking into account possible future procurement interests and activities of the organisation, its strategic industries, collaborators, requirements of government and other organisations.

2.3 Make suggestions for improvements to existing organisational structures and procurement systems that are realistic and achievable and will aid achievement of the procurement mission statement and strategies drawn from both internal and external stakeholders.

2.4 Consult on proposed improvements with those affected, in time for their views to be taken into account.

2.5 Justify proposed improvements on the basis of known internal and external factors, and take into account stakeholder needs and expectations.

3. Develop and monitor procurement capability

3.1 Implement improvements to develop procurement capability to meet new circumstances.

3.2 Define practical requirements for implementing improvements.

3.3 Identify difficulties associated with implementing improvements as early as possible in order to minimise their effect.

3.4 Monitor, review and modify implemented improvements to organisational structures and procurement systems as required to assist achievement of procurement outcomes.

4. Influence and develop strategic industries

4.1 Monitor strategic industries and take opportunities to influence key opinion formers and decision makers to change, encourage and nurture industry capability.

4.2 Identify problems, limitations and new opportunities in strategic industries in response to internal and external factors, based on quantitative and qualitative data.

4.3 Influence strategic industries remaining sensitive to procurement policies and the values and practices of key opinion formers and decision makers.

5. Establish and manage risk exposure

5.1 Define and monitor total organisational risk to minimise loss and maximise opportunity.

5.2 Establish and implement a risk management system.

5.3 Monitor performance of risk management system, and modify to reflect procurement opportunities and current and emerging trends.

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 stakeholders at the highest levels of organisations and the community

conveying complex ideas to a wide range of audiences

persuading and influencing, within probity boundaries, stakeholders and decision makers

reading, writing and approving business cases, plans, reports, submissions and other high level complex documents

providing leadership within the organisation

managing strategic relationships

managing teams of expert negotiators in different functions

referring issues to the correct person

applying decision-making processes or methodologies

identifying and resolving strategic procurement issues

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

managing procurement performance and identify, assess and implement opportunities for performance improvement

undertaking research and business analysis relating to strategic procurement and high level business issues

managing financial and other resources

managing strategic procurement systems, processes and policies

maintaining currency of best practice examples in strategic procurement and relevant procurement legislation, policies and procedures

operating organisational IT systems

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

government procurement environment

codes of conduct, codes of practice and standards of individual behaviour relating to strategic procurement

risk management systems

financial rules and regulations relating to strategic procurement

legal requirements of government procurement and contracting

competition theory as it relates to strategic procurement

strategic procurement planning processes

delegation authorities

organisational procurement performance