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Evidence Guide: PSPPROC704A - Influence and define 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!

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PSPPROC704A - Influence and define strategic procurement

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

Formulate strategic procurement goals.

  1. Procurement direction is determined through open and ethical consultation with organisation's governing body and stakeholders.
  2. Strategic procurement goals are formulated that are consistent with organisation's business plan, strategic direction, mission and values, and take into account the requirements, expectations and interests of organisation's governing body and stakeholders.
  3. Strategic procurement goals are developed that support the ethos of the organisation and accurately reflect its role in its environment.
  4. Strategic procurement goals are developed that support and align with the policy expectations of government for the organisation.
  5. Strategic procurement goals are reviewed to ensure that opportunities and current and emerging trends are reflected.
  6. Strategic procurement goals are used to guide procurement processes that deliver best value for money.
Procurement direction is determined through open and ethical consultation with organisation's governing body and stakeholders.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Strategic procurement goals are formulated that are consistent with organisation's business plan, strategic direction, mission and values, and take into account the requirements, expectations and interests of organisation's governing body and stakeholders.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Strategic procurement goals are developed that support the ethos of the organisation and accurately reflect its role in its environment.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Strategic procurement goals are developed that support and align with the policy expectations of government for the organisation.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Strategic procurement goals are reviewed to ensure that opportunities and current and emerging trends are reflected.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Strategic procurement goals are used to guide procurement processes that deliver best value for money.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Gain support for strategic procurement direction.

  1. Strategic procurement goals are presented to stakeholders in such a way as to gain their support.
  2. Where stakeholder interests are in conflict, realistic and rational compromises are found that balance interests and acknowledge concerns.
  3. Where less than full support is obtained, consequences for the organisation are identified and steps are taken to minimise potential problems.
  4. Ongoing consultation with stakeholders is maintained to ensure support for and ownership of the organisation's strategic procurement goals.
  5. Outcomes of the consultation process are recorded and considered before procurement decisions are reached.
Strategic procurement goals are presented to stakeholders in such a way as to gain their support.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Where stakeholder interests are in conflict, realistic and rational compromises are found that balance interests and acknowledge concerns.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Where less than full support is obtained, consequences for the organisation are identified and steps are taken to minimise potential problems.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Ongoing consultation with stakeholders is maintained to ensure support for and ownership of the organisation's strategic procurement goals.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Outcomes of the consultation process are recorded and considered before procurement decisions are reached.

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

Comments:

 

 

 

 

 

 

 

 

Instructions to Assessors

Evidence Guide

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 influence and define 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:

formulate strategic procurement goals in line with organisation's business direction and government policy imperatives

reflect the organisation's ethos in its strategic procurement goals

encourage wide input into the development of strategic procurement goals and direction

encourage consideration of innovation and new opportunities in procurement direction for the organisation

publicise organisation's strategic procurement goals and direction

work effectively with disagreement between stakeholders

use recognised approaches to gain support for the strategic procurement direction established for the organisation

demonstrate effective implementation of goals even when full support is not gained.

Candidates for this qualification must demonstrate a high level of understanding of underpinning knowledge and the ability to apply this to practical workplace situations.

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 procuring goods and services and managing contracts at the strategic level

codes of conduct and codes of practice

long-term government policy papers, such as White Papers

strategic procurement plans and direction statements

published performance audits or similar relating to strategic procurement issues

workplace scenarios and case studies relating to a range of strategic procurement 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 influencing strategic procurement direction

preparation of formal written papers covering strategic procurement issues

review of strategic plans, strategic procurement plans, long-term budgets, forward procurement plans, industry engagement plans, responses to performance audits covering strategic procurement issues 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. Questioning techniques should suit the language and literacy levels of the candidate.

Guidance information for assessment

Sufficient evidence must be gathered 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:

BSBFIM701A Manage financial resources

BSBINN801A Lead innovative thinking and practice

BSBREL701A Develop and cultivate collaborative partnerships and relationships

PSPETHC701A Lead and influence ethical practice in the public sector

PSPMNGT703A Lead and influence change

PSPMNGT704A Undertake enterprise risk management

PSPPROC705A Establish strategic procurement context

PSPPROC706A Evaluate and improve strategic procurement performance.

Required Skills and Knowledge

Required skills

communication skills to:

consult and negotiate with stakeholders at the highest levels of organisations and the community

engage in strategic networking, within probity boundaries, with key stakeholders

build and manage effective working relationships

convey complex ideas to a wide range of audiences

persuade and influence, within probity boundaries, stakeholders and decision makers

read, write and approve business cases, plans, reports, submissions and other high level complex documents

teamwork skills to:

provide leadership within the organisation

manage strategic relationships

manage teams of expert negotiators in functions such as finance, legal, technical and engineering

respond to diversity

refer issues to the correct person

problem-solving skills to:

apply decision-making processes or methodologies

identify and resolve strategic procurement issues

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

initiative and enterprise skills to:

identify, assess and implement opportunities for performance improvement

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 relating to strategic procurement and high level business issues

manage financial and other resources

manage strategic procurement systems, processes and policies

learning skills to keep up-to-date 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, including environmental purchasing guidance

such as OHS and equity and diversity

organisational procurement policies, practices and approval processes

government procurement environment

probity principles and issues

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

financial rules and regulations relating to strategic procurement

legal requirements of government procurement and contracting

competition theory as it relates to strategic procurement

supply chain principles

strategic industry development

strategic procurement planning processes

procurement best practice standards

equal employment opportunity

environmental, sustainability and corporate social responsibility principles relevant to strategic procurement

Range Statement

The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.

Determining procurement direction may be influenced by:

stakeholder needs and intentions

end user requirements

government policies

Australian industry involvement requirements

potential provider/supplier base

industry development requirements

disposal of assets

probity requirements

environmental, sustainability and corporate social responsibility issues.

Stakeholders may include:

end users

customers or clients

sponsors

potential providers or suppliers

current providers or suppliers

technical or functional experts or advisers

commonwealth, state or territory, and local government

the organisation

other public sector organisations

employees, unions and staff associations

industry bodies

local communities

lobby groups and special user groups.

Developed goals:

are challenging, realistic, achievable and measurable

encourage members of the organisation to be creative and innovative within procurement guidelines.

Value for money may include:

fitness for purpose

whole-of-life costs

fair and reasonable market prices

timely delivery

post-delivery support

effective warranties

price basis

disposal options

whole of government perspective

effects of government buying on market structure and sustainability

market competitiveness and sophistication.