IOSCM LEVEL 5 PURCHASING CERTIFICATE

IOSCM LEVEL 5 PURCHASING CERTIFICATE

745,500.00

 

Advanced Certificate in Strategic Procurement course is designed to equip delegates with the advanced skills to ensure that they keep up with trends regarding the shift from operational buying to strategic procurement.

Description

Advanced Certificate in Strategic Procurement Course Overview

Advanced Certificate in Strategic Procurement course is designed to equip delegates with the advanced skills to ensure that they keep up with trends regarding the shift from operational buying to strategic procurement.With the ultimate goal of helping them create a competitive advantage for their company, the course thus focuses on providing an in-depth overview of the framework, principles, and tools needed to embed category-based procurement in their organisation.The programme offers a range of specialist professionally orientated modules designed for managers with procurement responsibilities across a range of sectors and industries. It provides an opportunity for those involved in procurement to develop their general management knowledge and skills, and to gain access to leading-edge thinking and research in procurement and supply management.

Advanced Certificate in Strategic Procurement Course Objective 

 Discuss the scope of purchasing;

 Identify the purchasing cycle concept;

 Discuss purchasing and supply as a service activity;

 Discuss the changing role of purchasing and supply;

 Explain how purchasing might develop from an independent function to an integrated activity;

 Identify the internal and external influences which have affected the evolution of purchasing;

 Examine the ‘total acquisition cost’ concept;

 Consider the adoption of relationships based on mutual benefits as an alternative to the traditional transactional, adversarial approach;

 Highlight the evolution of concepts relating to purchasing development;

 Identify key practices encountered in developed strategic purchasing;

 Provide mini-case studies demonstrating how companies are developing their purchasing functions;

 To explain the growth in the strategic role of procurement, purchasing and supply;

 Explain the concept of strategic management;

 Identify various forms of purchasing strategy aimed at gaining competitive advantage and to examine influences on strategic choice;

 Examine the issues of how decentralised v. centralised departmental organisations and support services affect the structure of the purchasing team;

 Appreciate the importance of purchasing within the organisation’s structure;

 Consider the placing of purchasing in various types of organisation;

 Consider the central role of contract management in the virtual organisation;

 Discuss the concept of outsourcing;

 Highlight the basics of a best practice approach to outsourcing, including outsourcing methodologies;

 Outline the pitfalls of outsourcing;

 Outline the use of service level agreements (SLAs);

 Indicate the move away from quality control (inspection techniques) towards quality assurance (prevention of defective work);

 Discuss statistical process control (SPC) and off-line control;

 Introduce the concept of failure mode and effect analysis;

 Examine the different approaches to producing a specification and the role of value analysis, including the idea of early supplier involvement;

 Consider the fact that total quality management requires the involvement of all suppliers and subcontractors, ideally at an early stage, and to outline the concept of concurrent engineering;

 Comment on the benefits of standardisation;

 Introduce the standards BS EN ISO 9000 on quality assurance;

 Discuss Value analysis (VA) and Value engineering (VE);

 Comment on the economics of quality;

 Identify what drives make-or-buy decisions;

 Consider provisioning systems for stock and production purposes;

 Examine positive and negative reasons for holding stock and approaches to reducing inventories;

 Identify methods of stock control and their application;

 Explain the EOQ concept;

 Discuss the usefulness and limitations of forecasting in the supply context;

 Develop an appreciation of MRP, MRP2, DRP and ERP systems;

 Discuss ‘just-in-time’ and related philosophies;

 Explain late customisation as a provisioning policy;

 Emphasize the importance of responsiveness to customer needs;

 Demonstrate a heightened understanding about the concept of contract management and administration;

 Outline and illustrate the contracting process;

 Explain risk, reward and contract targeting;

 Define tendering;

 Enumerate the different methods of tendering and explain each;

 Identify the types of contract and differentiate one from the other;

 Describe the process involved in contract administration;

 Understand the principles of relationship management;

 Determine some contractor motivation;

 Be knowledgeable about the concept of contract performance;

 Name the different variations and claims in contract management and administration; and

 Be familiar with the legal aspect of contract management.

 

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