Formats and tools
- Unit Description
- Reconstruct the unit from the xml and display it as an HTML page.
- Assessment Tool
- an assessor resource that builds a framework for writing an assessment tool
- Assessment Template
- generate a spreadsheet for marking this unit in a classroom environment. Put student names in the top row and check them off as they demonstrate competenece for each of the unit's elements and performance criteria.
- Assessment Matrix
- a slightly different format than the assessment template. A spreadsheet with unit names, elements and performance criteria in separate columns. Put assessment names in column headings to track which performance criteria each one covers. Good for ensuring that you've covered every one of the performance criteria with your assessment instrument (all assessement tools together).
- Wiki Markup
- mark up the unit in a wiki markup codes, ready to copy and paste into a wiki page. The output will work in most wikis but is designed to work particularly well as a Wikiversity learning project.
- Evidence Guide
- create an evidence guide for workplace assessment and RPL applicants
- Competency Mapping Template
- Unit of Competency Mapping – Information for Teachers/Assessors – Information for Learners. A template for developing assessments for a unit, which will help you to create valid, fair and reliable assessments for the unit, ready to give to trainers and students
- Observation Checklist
- create an observation checklist for workplace assessment and RPL applicants. This is similar to the evidence guide above, but a little shorter and friendlier on your printer. You will also need to create a seperate Assessor Marking Guide for guidelines on gathering evidence and a list of key points for each activity observed using the unit's range statement, required skills and evidence required (see the unit's html page for details)
- Self Assessment Survey
- A form for students to assess thier current skill levels against each of the unit's performance criteria. Cut and paste into a web document or print and distribute in hard copy.
- Moodle Outcomes
- Create a csv file of the unit's performance criteria to import into a moodle course as outcomes, ready to associate with each of your assignments. Here's a quick 'how to' for importing these into moodle 2.x
- Registered Training Organisations
- Trying to find someone to train or assess you? This link lists all the RTOs that are currently registered to deliver PSPPROC606B, 'Negotiate strategic procurement'.
- Google Links
- links to google searches, with filtering in place to maximise the usefulness of the returned results
- Reference books for 'Negotiate strategic procurement' on fishpond.com.au. This online store has a huge range of books, pretty reasonable prices, free delivery in Australia *and* they give a small commission to ntisthis.com for every purchase, so go nuts :)
Elements and Performance Criteria
1. Plan and prepare for strategic procurement negotiations.
1.1. Input and advice are obtained from key stakeholders and the procurement and negotiating context is identified.
1.2. Information is gathered on suppliers and a best alternative to negotiating an agreement is developed.
1.3. Objectives, targets and bottom line position are determined for negotiations.
1.4. Composition of negotiating team and limits on negotiators' authority are determined according to organisational policy and procedures.
1.5. Negotiation process, timeframes and strategies are determined to suit complexity of procurement and supplier characteristics.
1.6. Negotiation plan/directive is developed that identifies negotiation roles of team members, lead negotiator, negotiating styles, tactics and boundaries/limits of authority to suit the procurement activity.
1.7. Negotiation plan is authorised and signed off according to organisational policy and procedures.
2. Undertake strategic procurement negotiations.
2.1. Negotiations are opened, supplier tactics identified, and issues and options explored to identify mutually compatible interests.
2.2. Minor and major issues are dealt with and concessions to terms and conditions are negotiated to improve overall value for money of the procurement.
2.3. Concessions are made such that agreements remain consistent with original intentions and with procurement, organisational objectives and probity requirements.
2.4. If negotiations stall, tactics are used to break deadlocks and continue negotiations according to negotiation plan and organisational policy and procedures.
2.5. Negotiations are conducted and an offer is made in accordance with legislative requirements, organisational policy and procurement guidelines.
3. Finalise strategic procurement negotiations.
3.1. Negotiations are closed and agreements are finalised according to procurement guidelines.
3.2. Where agreement is not possible immediately, communication channels are kept open while additional support, arguments and supporting evidence are obtained.
3.3. Where agreement is not possible and the best alternative is to be pursued instead, negotiations are terminated in a way that preserves the relationship with the supplier for possible future business and deters the possibility of legal liability.
3.4. Where agreements may have wider implications for procurement and the organisation, those implications are considered and necessary consultation is carried out.
3.5. Details and outcomes of negotiations are documented according to organisational policy and procedures.