2016 supply chain & procurement training calendarppc-inc.com/docs/booklet/dubai-brochure.pdf ·...
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DUBAI, UAEVENUE: HYATT REGENCY DUBAI & GALLERIA (DEIRA)
MINI MBA IN SUPPLY CHAIN (SEE PAGE 3)
24 - 28 APRIL 2016 (5 DAYS)
LEADING & MANAGING FOR PROCUREMENT
29 - 30 MAY 2016 (2 DAYS) (SEE PAGE 4)
GLOBAL PROCUREMENT BEST PRACTICES
31 MAY - 1 JUNE 2016 (2 DAYS) (SEE PAGE 5)
LEADING & MANAGING WITH BEST PROCUREMENT
PRACTICES, 29 MAY - 1 JUNE 2016 (4 DAYS) (SEE PAGE 6)
SUPPLIER QUALIFICATION & PERFORMANCE (SEE PAGE 7)
MEASUREMENT, 25 - 26 SEPTEMBER 2016 (2 DAYS)
SUPPLIER RISK MANAGEMENT (SEE PAGE 8)
27 - 28 SEPTEMBER 2016 (2 DAYS)
SUCCESSFUL SUPPLIER PERFORMANCE & RISK (PAGE 9)
MANAGEMENT, 25 - 28 SEPTEMBER 2016 (4 DAYS)
MINI MBA FOR PROCUREMENT PROFESSIONALS
20 - 24 NOVEMBER 2016 (5 DAYS) (SEE PAGE 10)
BUILDING SUCCESSFUL PROCUREMENT NEGOTIATION
11 - 12 DECEMBER 2016 (2 DAYS) (SEE PAGE 11)
TENDER MANAGEMENT (SEE PAGE 12)
18 - 19 DECEMBER 2016 (2 DAYS)
CONTRACT ADMINISTRATION - AFTER THE AWARD TILL
COMPLETION, 20 - 21 DECEMBER 2016 (2 DAYS) (PAGE 13)
TENDER & CONTRACT MANAGEMENT - FROM A TO Z18 - 21 DECEMBER 2016 (4 DAYS) (SEE PAGE 14)
2016 Supply Chain & ProcurementTraining Calendar
1What Would Arnold Schwarzenegger say if He Attended?Next Page….
DHAHRAN, KSAVENUE: DOUBLETREE BY HILTON HOTEL, DHAHRAN
STRATEGIC PROCUREMENT
22 - 23 MAY 2016 (2 DAYS)
MASTERING STRATEGIC SOURCING
24 - 26 MAY 2016 (3 DAYS)
MASTERING STRATEGIC PROCUREMENT & STRATEGIC
SOURCING, 22 - 26 MAY 2016 (5 DAYS)
MATERIALS FORECASTING & DEMAND PLANNING
23 - 24 OCTOBER 2016 (2 DAYS)
INVENTORY PLANNING, CONTROL & OPTIMISATION
25 - 27 OCTOBER 2016 (3 DAYS)
SUCCESSFUL DEMAND PLANNING & INVENTORY
MANAGEMENT, 23 - 27 OCTOBER 2016 (5 DAYS)
3 REASONS WHY PURCHASING &
PROCUREMENT CENTER?
1. Tested, Proven & Practical
Purchasing & Procurement Center has been conducting
these training programs for the past 5 years, once a year
without fail, usually sold-out in advance. They have been
attended by thousand over participants who in turn have
recommended other colleagues to attend. The courses
consists of practical techniques & strategies that have
stood the test of time and been proven to work in real life.
2. World Class Instructors
ROBI BENDORF MICHAEL GOZZO
CPSM, MCIPS, CPSM, MCIPS & APICS
Lifetime C.P.M., M.ED “Who’s Who in American
“True GURU of Purchasing” Manufacturing”
MARK TROWBRIDGE DANIEL FEIMAN
CPSM, CPM , MCIPS “CMC Award –
The Top 1%”
Institute of Management Consultants
3. Procurement Competency Framework Based
Trainings Leading to World Class Procurement
As we operate under a 9 procurement competency
framework, each program is focused on building each
competency, so that you have a clear path to learning &
development for each procurement executive based on
their job functions & roles.
BUILD FULL TEAM CAPABILITY
TO WORLD CLASS LEVELS!
Contact us: [email protected]
TO DISCOVER HOW OUR CLIENTS
HAVE IMPLEMENTED THEIR
SUPPLY CHAIN & PROCUREMENT ACADEMIES
& HOW YOU CAN DO THE SAME
IN AS LITTLE AS 2 WEEKS
+603 7665 2035 +603 7665 2038 [email protected]
I'll Be Back!Arnold Schwarzenegger made famous the line “I’ll Be Back” in the "Terminator" and you'll say the same after you attend. Now to be frank we've had actually few clients who did not come back. Then almost all the other clients, pretty much on their own volition within few months either attend another training class OR recommend other people (peers, subordinates, bosses) to attend. Now You can Look at this as Good News or Bad News. The Bad News is if you attend this training, you’re going to attend again. The Good News is why would you let yourself attend twice if the first time, you didn’t get great results?
"Go ahead & Register ... the way
of thinking has been changed in
a good way"
Muna Al Mutawa - Purchasing
Manager - Dubai Airports
"...join as soon as possible"
Ali Abdul Raheem Al Hasa
Lead Procurement Officer
ADFCA - UAE
2
―I attended the course with the fear that this would be a
math session where all we did was do math exercises.
I was extremely happy ―I was extremely happy with the
material & the delivery and for the first time in a decade
or so of attending trainings in the region I am greatly
satisfied with the training‖
Mohammed Khaled Al Gussyer - Senior Buyer - SABIC
"The program was an eye opener. ... I can
now challenge supplier with more
confidence & use the learning to share with
my associates."
Athman M. Juma – Category
Manager - Dubai
I would recommend Robi and the
training. The instructor makes a
difference.
Perpetua Fernandes
Senior Buyer Strategic Sourcing
Qatar Foundation
Partial List of Clients
+603 7665 2035 +603 7665 2038 [email protected]
Day 4 & 5 – The Supply Chain Simulation
Gain critical insights into the causes of supply chain breakdowns and discover how to
fix them for the long term. Virtually every supply chain breaks down periodically.
However, if we can determine the causes in advance we can reduce or eliminate many
of these to create a smoother and more efficient supply chain. A more efficient and
effective supply chain reduces costs, reduces lead time, reduces the hidden costs of
operating and increases the bottom line.
This special session will engage every participant in "The Supply Chain Simulation―,
which will be followed by documenting value streams and within these specific
processes.
Case study on Supply Chain Management practices
Supply Chain Operations Reference Models (SCOR)
What is the Theory of Constraints (TOC)
Starting the Simulation:
Rules of the simulation
Determining who plays which roles
Case study preparation
Case study measurement review
Case study recap
What we learned
What is the "Forester Effect" and how to use it to make improvements
The implementation
How to apply the Theory of Constraints in the supply chain
What is the Plan, Do, Measure, Adjust model (PDMA)
How to employ the PDMA model
The nine phases of the PDMA model
Breaking the nine phases down into 21 steps
Build out the PDCA model for your biggest challenge
Who Should Attend?
The Mini MBA for Supply Chain is for those who are committed towards self-
improvement and passionate to advance their career to a senior leadership position in
supply chain. The participants are usually from the following job functions and titles:
• Supply Chain/Materials/Logistics/ Team Leaders, Managers, Directors, Vice
Presidents, General Managers;
• CEO‘s, COOs & CFOs;
• Chief Procurement Officers & Purchasing/Procurement Team Leaders, Managers,
Directors, Vice Presidents, General Managers;
• Production Managers, Senior Managers, Directors;
• Warehouse, Inventory Managers, Senior Managers, Directors.
• Other People who would like to know supply chain from as strategic level.
Day 1: Supply Chain Management – What is it Really?
Global impacts
Definition of functions and enterprises
Services and manufacturing
Supply chain views
What is an internal and external supply chains?
Planning and control practices
Process structure
Inventory Management vs. control
Procurement and Logistics
Strategic Sourcing
Makeup of logistics
Technology and systems
Evolution of Enterprise Resource Planning (ERP) Lean thinking
Assessment : A Self-Evaluation of How Your Enterprise is doing in the Supply Chain
Day 2 - Supply Chain Management – What Makes it Work?
The Foundation of SCM
The Power of Supply Chain Management
Value chain identification
Examining Successful SCM Practices
Strategy Considerations
Order Qualifying & Winning Characteristics
Four Competitive Attributes
• What helps us achieve these attributes?
Sales & Operations Planning (S&OP)
The History and Definition of S&OP
What it is Not and Who is Involved
The Objectives and Benefits of Employing it.
The Five (5) Step Process
• Time frames along with the working tools
Guidelines for Performance Improvement
Assessing Performance
Quick Test– Ten (10) Questions Comparing a Company‘s Performance to
Best Performers
Issues to Address and Steps to Take
Identifying the Expectations
Success Tips
DAY 3 -Supply Chain – Trends – Concerns – Actions
MIT Supply Chain 2020 Project
―The Future Ain‘t What It Used to Be‖ – Yogi Berra – (Baseball)
Six Major Factors Affecting Future SC
Game Changing Trends – University of Tennessee/Ernst & Young – 2013
Ten (10) Game Changing Trends
Four (4) Key Areas of Competency
Existing & Current Supply Chain Trends
Collaborative Relationships – Why?
The Internet of Things – (IoT)
Real-Time Demand Management
Information Hoarders Are Changing To What?
Near-shoring
• What is it and Why Happening?
Sustainability
• The New Normal – Internationally
3
PROGRAM OUTLINE
Mini MBA in Supply Chain24 – 28 April 2016 [Hyatt Regency Dubai & Galleria Hotel, Dubai – UAE]
+603 7665 2035 +603 7665 2038 [email protected]
Leading & Managing for Procurement29 - 30 May 2016 [Hyatt Regency Dubai & Galleria Hotel, Dubai - UAE]
PROGRAM OUTLINE
Leading and Managing
Skilled leaders and managers are essential if procurement is to
bring to the organization the vast benefits of World-class
supply management.
• Management and Leadership--What is the difference?
• What helps or Interferes with becoming a True Leader
• Developing Leadership Competencies
Setting the Direction for World Class Purchasing
It is critical to establish the importance of the function and the need for it to emerge as a
core competency of the organization.
• Winning And Procurement As A Core Competency
• Leadership is About Results—Getting To World Class
• Leading Change to Become More Strategic
• Showing Purchasing‘s Impact On The Bottom Line
• The Procurement Mission & Vision Statement
• Determining and Managing the ―Gap‖
• Developing the Procurement Organization‘s Strategic Plan
Purchasing Skill Sets
Good managers know that Purchasing Departments cannot perform better than their
people and that world class performance in procurement activities requires highly
trained competent professionals with high ethical standards.
• Purchasing Personnel Required Skill Sets
• Job Descriptions
• Skill Set Assessment
• Training Programs
• Purchasing Ethics
Strategic Sourcing
Purchasing personnel must move from the tactical focus of most purchasing operations
to a much more strategic focus that brings continuous improvement to the bottom line of
the organization.
• Time Spent On Various Tasks
• Developing Spend Profiles
• ABC Analysis
• Risk Analysis
• Strategic Sourcing Plans
Relations with Other Functions
Integrating with other functions and providing the organization with clear high value
added activities is essential for supply management to reach its strategic potential.
• How Do Other Functions View Purchasing
• Developing And Maintaining A Customer Focus
• Internal Customer Survey
• How Does Senior Management Measure Purchasing
• Purchasing Accountability
• Measuring Purchasing Performance With Key Performance Indicators
Process Improvement
World-class organization are not asking if they need to improve their process but only
how fast can they improve them.
• Supplier Relationship Management (SRM)
• Process Mapping To Eliminate Low Value Activities
• Reengineering Processes
• Total Cost of Ownership
4
Day 1
Day 2
PROGRAM SUMMARY
Supply management is becoming more challenging every day with most organizations
demanding and expecting purchasing and procurement personnel to provide leadership
abilities and management skills directed at bringing their performance to World-Class
status.
World-Class Procurement Operations bring significant annual total cost improvement,
significant strategic value added, and strong recognition to the function and those in it.
Yet according to many studies, most organizations must significantly improve their
supply management operations in order to provide the continuous improvements
needed to win and earn profits in today‘s very competitive market place.
This fast paced seminar is designed to explore areas of leading and managing the
procurement organization toward procurement best practices so that participants can
successfully implement the strategies necessary to make purchasing a recognized core
competency of their organization.
SEMINAR OBJECTIVES
Understand The Essentials for Leadership Success
• Difference between Managing and Leading
• Setting the Direction for World-Class Supply Management
• How Minding the Gap Results in a Strategic Plan?
• Best Practices Categories in Strategically Focused Sourcing Operations
• Professional Standards of Ethics
• Key Performance Measurements
• How To Develop A Strategic Sourcing Plan?
ORGANIZATIONAL OUTCOMES
Participants will increase competencies through a variety of instructional methods
including lecture by an experienced practitioner and consultant, individual and team
cases, and group discussions covering the many topics presented in the seminar.
WHO SHOULD ATTEND….
• General Managers, Directors, Managers and Professionals in Purchasing,
Procurement, Materials, Supply Chain.
• All other Managers and Professionals interested in lowering total cost and increasing
productivity and profit contributions from better procurement operations.
Go and attend this program or training course to get the newest method in purchasing systems.
Abdullah Omar Al Sabyani- Purchasing Department Manager
United Sugar Co.
+603 7665 2035 +603 7665 2038 [email protected]
Global Procurement Best Practices31 May – 1 June 2016 [Hyatt Regency Dubai & Galleria Hotel, Dubai - UAE]
Day 2
Day 1
PROGRAM OUTLINE
Session 1: The Goal is Continuous Improvement
Session 1 focuses on the prime responsibility of purchasing in providing continuous
improvement to the organization in total cost of ownership for goods and services
purchased from suppliers.
• Creating Time To Be Strategic
• Cost Containment Methods
• Savings Reporting Procedure
• ―Savings Improvement Opportunity‖ Form
• Cost Reductions And Cost Avoidance—Can And Should We Have Both?
Small Group Exercise: Getting ride of the “C”s.
Session 2: Increasing Purchasing Skill Sets
Session 2 focuses on methods of determining did we get the right thing/service at the
right price
• Statements Of Work And Specifications
• Requesting Suppliers Cost And Pricing Data
• Elements Of Cost That Make Up The Price
• What Is A Fair And Reasonable Profit? & Developing ―Should Cost‖
Individual Exercise: Develop “Should Cost” for a purchase.
Session 3: Purchasing Analytics
Session 3 discusses and demonstrates uses of important purchasing analytic
techniques that can provide significant cost savings.
• Dealing with economic uncertainties
• When, where, and how to use ―Economic Price Adjustment Clauses‖
• Types of Costs & Price Volume Relationships
• Price-Volume-Profit Analysis
Individual Exercise:
Calculate the adjusted contract price related to a change in the base price of
material. Calculate the results using price-volume-profit-relationships.
Session 4: Performance Enhancement, Relations, and Outsourcing
Session 4 identifies best practices that contribute to improving on time delivery
performance, terms and conditions, outsourcing ,and supplier relationship
management.
• Supplier Relationship Management
• Terms & Conditions & Outsourcing
• Status Checking And Expediting & Supply Chain Management
Group Exercise:
Define important elements of a warranty clause for a piece of equipment.
Session 5: Improving Processes and Risk Assessment
Session 5 focuses on strategic issues that enable procurement groups to demonstrate
that they can be and are much more than just order placers.
• Reengineering The Processes
• Benefits Of Flow Charting
• SWOT Analysis, Risk Analysis & Value Analysis
Individual Exercise:
Develop a SWOT analysis for your purchasing department.
Session 6: Negotiation Skills
Session 6 provides expanded individual skills sets in commonly experienced negotiation
situations.
• Asking For A Lower Price
• Resisting Price Increase
• Negotiating With Colleagues
• Negotiating In Single And Sole Source Situations
• Tips For The Actual Negotiation
Role Play: Asking for a lower price and saying no to price increases.
PROGRAM SUMMARY
Leaders in Procurement and Contract functions are expected to be experts in
running world-class buying organizations. Yet according to many studies most
Purchasing Operations present significant ―gaps‖ in performance that must be
filled in order for Procurement to provide the continuous improvements needed to
win and earn profits in today‘s very competitive market place.
This program is designed to explore best and to provide Purchasing Leaders with
not only the best practices generally viewed as leading to World-Class
performance in purchasing but also to provide practical tools and guidance in how
to ―make it happen‖.
BY ATTENDING THIS EVENT, YOU WILL
• Receive a Savings Reporting procedure
• Explore the elements of cost in supplier‘s price
• Learn better ways to dealing with economic uncertainties
• Work with Price-Volume-Profit relationships
• Understand Value Analysis
• Learn how to perform supply risk analysis
• Improve your ability to negotiate with colleagues
• How to avoid price increases
• Receive Tips on how to win the negotiation
WHAT’S IN IT FOR YOUR ORGANIZATION?
The organization will benefit by:
• Higher productivity of personnel involved in procurement activities
• Reduced total cost of ownership for purchased materials, equipment, and
services
• Improved productivity of the entire organization by better on time delivery of
high quality goods and services
• Improved supplier performance and relations
• Greater strategic
• Performance
WHAT’S IN IT FOR YOU?
Attendees will gain by participation in this program as a result of:
• Increased skill sets in purchasing
• A greater sense of professionalism
• Knowledge of world-class purchasing practices
• Greater ability to lead continuous improvement programs
• Increased recognition by the organization due to improved performance
WHO SHOULD ATTEND?
• Purchasing, Procurement, and Supply Chain Managers and professionals,
• Materials, Contracts, Projects, Maintenance, Operations, and Financial
Managers and,
• All other Managers and Professionals interested in lowering total cost and
increasing productivity and profit contributions from better purchasing
operations.
5
+603 7665 2035 +603 7665 2038 [email protected]
Leading & Managing with Best Procurement Practices29 May – 1 June 2016 [Hyatt Regency Dubai & Galleria Hotel, Dubai - UAE]
PROGRAM OUTLINE (CONTINUATION…….)
Process Improvement - World-class organization are not asking if they need to
improve their process but only how fast can they improve them.
• Supplier Relationship Management (SRM)
• Process Mapping To Eliminate Low Value Activities
• Reengineering Processes
• Total Cost of Ownership
The Goal is Continuous Improvement - focuses on the prime responsibility of
purchasing in providing continuous improvement to the organization in total cost of
ownership for goods and services purchased from suppliers.
• Creating Time To Be Strategic
• Cost Containment Methods
• Savings Reporting Procedure
• ―Savings Improvement Opportunity‖ Form
• Cost Reductions And Cost Avoidance—Can And Should We Have Both?
Small Group Exercise: Getting ride of the “C”s.
Increasing Purchasing Skill Sets - focuses on methods of determining did we get the
right thing/service at the right price
• Statements Of Work And Specifications
• Requesting Suppliers Cost And Pricing Data
• Elements Of Cost That Make Up The Price
• What Is A Fair And Reasonable Profit? & Developing ―Should Cost‖
Individual Exercise: Develop “Should Cost” for a purchase.
Purchasing Analytics - discusses and demonstrates uses of important purchasing
analytic techniques that can provide significant cost savings.
• Dealing with economic uncertainties
• When, where, and how to use ―Economic Price Adjustment Clauses‖
• Types of Costs & Price Volume Relationships
• Price-Volume-Profit Analysis
Individual Exercise: Calculate the adjusted contract price related to a change in
the base price of material. Calculate the results using price-volume-profit-
relationships.
Performance Enhancement, Relations, and Outsourcing - identifies best practices
that contribute to improving on time delivery performance, terms and conditions,
outsourcing ,and supplier relationship management.
• Supplier Relationship Management
• Terms & Conditions & Outsourcing
• Status Checking And Expediting & Supply Chain Management
Group Exercise: Define important elements of a warranty clause for a piece of
equipment.
Improving Processes and Risk Assessment - focuses on strategic issues that enable
procurement groups to demonstrate that they can be and are much more than just order
placers.
• Reengineering The Processes
• Benefits Of Flow Charting
• SWOT Analysis, Risk Analysis & Value Analysis
Individual Exercise: Develop a SWOT analysis for your purchasing department.
Negotiation Skills provides expanded individual skills sets in commonly experienced
negotiation situations.
• Asking For A Lower Price
• Resisting Price Increase
• Negotiating With Colleagues
• Negotiating In Single And Sole Source Situations
• Tips For The Actual Negotiation
Role Play: Asking for a lower price and saying no to price increases.
6
Day 1
Day 2
PROGRAM SUMMARY
Supply management is becoming more challenging every day with most organizations
demanding and expecting purchasing and procurement personnel to provide leadership
abilities and management skills directed at bringing their performance to World-Class status.
World-Class Procurement Operations bring significant annual total cost improvement,
significant strategic value added, and strong recognition to the function and those in it. Yet
according to many studies, most organizations must significantly improve their supply
management operations in order to provide the continuous improvements needed to win and
earn profits in today‘s very competitive market place.
This fast paced seminar is designed to explore areas of leading and managing the
procurement organization toward procurement best practices so that participants can
successfully implement the strategies necessary to make purchasing a recognized core
competency of their organization.
PROGRAM OUTLINE
Leading and Managing - skilled leaders and managers are essential if procurement is
to bring to the organization the vast benefits of World-class supply management.
• Management and Leadership--What is the difference?
• What helps or Interferes with becoming a True Leader
• Developing Leadership Competencies
Setting the Direction for World Class Purchasing - It is critical to establish the
importance of the function and the need for it to emerge as a core competency of the
organization.
• Winning And Procurement As A Core Competency
• Leadership is About Results—Getting To World Class
• Leading Change to Become More Strategic
• Showing Purchasing‘s Impact On The Bottom Line
• The Procurement Mission & Vision Statement
• Determining and Managing the ―Gap‖
• Developing the Procurement Organization‘s Strategic Plan
Purchasing Skill Sets
Good managers know that Purchasing Departments cannot perform better than their
people and that world class performance in procurement activities requires highly
trained competent professionals with high ethical standards.
• Purchasing Personnel Required Skill Sets
• Job Descriptions
• Skill Set Assessment
• Training Programs
• Purchasing Ethics
Strategic Sourcing
Purchasing personnel must move from the tactical focus of most purchasing operations
to a much more strategic focus that brings continuous improvement to the bottom line of
the organization.
• Time Spent On Various Tasks
• Developing Spend Profiles
• ABC Analysis
• Risk Analysis
• Strategic Sourcing Plans
Day 3
Day 4
Relations with Other Functions - Integrating with other functions and providing the
organization with clear high value added activities is essential for supply management
to reach its strategic potential. • How Do Other Functions View Purchasing
• Developing And Maintaining A Customer Focus
• Internal Customer Survey
• How Does Senior Management Measure Purchasing
• Purchasing Accountability• Measuring Purchasing Performance With Key Performance Indicators
+603 7665 2035 +603 7665 2038 [email protected]
Supplier Qualification & Performance Measurement25 - 26 September 2016 [Hyatt Regency Dubai & Galleria Hotel, Dubai - UAE]
PROGRAM OUTLINE
Session 1: Achieving Supplier Total Quality
· World Class organizations understand that their success will be determined by
their abilities to select, manage, and continuously improve a complex network of
suppliers.
· How Are We Doing In Supplier Assessment & Performance Measurement?
· Steps In Achieving Total Quality From Suppliers
· Achieving Total Quality From Suppliers-What Will Not Work!
Session 2: What can Measurements Accomplish
· Determining the best approach for supplier performance measurement requires
that you first clearly define the objectives of such a system as it relates specifically
to your organization.
· Objectives of Supplier Performance Measurement
· Best Practices In Supplier Qualification
· Best Practices in Supplier Performance System
· Best Practices in Supplier Relations
Session 3: Developing the Qualification Process
· Selecting the best supplier through the implementation of a world class supplier
qualification procedure is one of the most important parts of the Supply
Management Process.
· Developing The Qualification Process
· The Preliminary Supplier Assessment
· The Supplier Site Assessment
· Who Participates In Supplier Qualification
· The Supplier Evaluation Forms
· Qualified Supplier List
Session 4: Supplier Performance -What to Measure
· In our efforts to increase margins, it is critical to understand the areas in which
supplier performance most significantly drives Total Cost of Ownership.
· Key Elements Of Supplier Performance Measurement
· Common Performance Categories
· Category Weighting
· Deciding Which Suppliers To Measure
· The Difficulties Of Measuring Supplier Performance
· Quantitative Vs. Qualitative Data
Session 5: Collecting, Rating, and Reporting Supplier Performance
· Only about ½ of the organizations measure supplier performance and only about
5% of them do it well.
· Collecting the Data
· Rating Methods - Basic Points
· Rating Systems Options
· Developing Performance Standards
· Applying Supplier Performance In Total Cost Of Ownership (TCO)
· Performance Indexing as a KPI
Session 6: How to Use Performance Measurements
• In addition to mitigating risks of supply disruption and lowering total costs, there
are a number of other benefits from measuring and analyzing supplier
performance.
• Benefits From Measuring And Analyzing Supplier Performance
• Establishing Expectations
• Sharing The Information
• Holding Supplier Recognition Events
7
Day 1
Day 2
PROGRAM SUMMARY
Most organizations recognize that they cannot perform any better than their
suppliers perform and therefore continuous improvement of supplier
performance is critical to the success of any organization. As a result supplier
assessment, selection, and performance measurement are being recognized
as critical processes where high management and professional competencies
are required. This fast paced seminar provides both strategic and practical
insights into:
· Achieving Supplier Total Quality
· What can Measurements Accomplish
· Developing the Qualification Process
· Supplier Performance -What to Measure
· Collecting, Rating, and Reporting Supplier Performance
· How To Use Performance Measurements
SEMINAR OBJECTIVES
Benefit from hearing the practices and experiences of others
· Cover the many steps in a proper supplier evaluation
· Develop performance weightings
· Learn how to use performance results for continuous improvement
· Explore various rating systems
• Discuss methods of collection and reporting data.
TRAINING METHODOLOGY
Participants will increase competencies through a variety of instructional
methods including lecture by an experienced practitioner and consultant,
individual and team cases, and group discussions covering the many topics
presented in the seminar.
WHO SHOULD ATTEND….
Contracts, Procurement, Purchasing, and Project personnel, Engineering,
Operational, Quality, and Maintenance personnel, and all others who are
involved in interfacing with contractors or suppliers in the acquisition of
materials, equipment, parts, and services or anyone who wants to improve
supplier performance and gain successful outcomes.
Go and attend this program or training course to get the newest method in purchasing systems.
Abdullah Omar Al Sabyani- Purchasing Department Manager
United Sugar Co.
+603 7665 2035 +603 7665 2038 [email protected]
Supplier Risk Management27 - 28 September 2016 [Hyatt Regency Dubai & Galleria Hotel, Dubai - UAE]
PROGRAM OUTLINE
Session 1 - As with all important aspects of business, there should be a
formal process, policies, and clear designations of responsibility and
accountability.
• Typical Risk Management Process
• Risk Management Framework
• Defining Supply Management Risk
• Trends Leading To Greater Risk
• Barriers To Risk Management
• Stakeholders
Session 2 - This session takes us into the 2nd phase of the process which is
to begin to identify the major areas of supplier risk
• Identify The Risks
• Purchases To Consider In Risk Identification
• Pareto Analysis
• Spend Segmentation
• Quantitative Approach To Segmentation
• Risk Register Formats
• Categories Of Risk
• Sourcing Strategy Risks
Session 3 - We will focus on risk gather techniques to ensure that we have
adequately covered the most significant risks that we have knowledge about.
• Risk Gathering Techniques
• SWOT Analysis
• Scenario Planning
• Brainstorming Methods
• Fishbone Diagrams
• Expert Interviews
• Flowcharting
• Analog process
Session 4 - Supply risks occur not only with our immediate suppliers, but up
and down the supply chain. Yet studies have shown us that most buyers
rarely look or communicate beyond the 1st tier.
• How Far Down And Up Do You Look For Risk?
• Risk In The Supply Chain
• Supply Chain Mapping
Session 5 - Determining the probability and impact of a defined risk is critical
to deciding the mitigation efforts.
• Analyzing The Risk
• Risk Probability
• Risk Impact
Session 6 - Once the probability and impact of a risk has been determined
we need a way to show the risk and where it fits in some form of overall
ranking or risk matrix.
• Probability And Impact Matrix Examples
• Developing A Probability And Impact Risk Register
• Assessing Vulnerability Elements
• Methods For Ranking And Prioritize The Risk
8
Day 1
Day 2
PROGRAM SUMMARY
One need only look at the headlines of the last few years to realize the
tremendous challenges facing organizations in coping with supply risks that
increase costs and threaten business continuity.
Every step in the supply management process involves risk, yet as many
studies suggest, supply vulnerability is an area that many organizations have
not adequately covered. This seminar is focused on helping those in supply
management to meet the supply risk management challenge.
SEMINAR OBJECTIVES
Upon completion of this seminar, participants will know:
• Increased skill sets in supply chain risk management
• Issues leading to greater supply risk in today‘s economies
• Overcoming barriers to a higher level of risk management
• Categorization of risk and sources of risk
• Risk gathering techniques
• Methods of determining the impact and probability of risk
• Evaluating the risk beyond the 1st tier of the Supply Chain
• Responses to risk
• Contract types to transfer risk
• The development of contingency plans to ensure business continuity
• The importance of developing a risk management culture
ORGANIZATIONAL OUTCOMES
The organization will benefit by:• Improved Bottom Line Results From Defining And Treatment Of Supplier Risks• Developing An Organization Wide Risk Framework• Developing Business Continuity And Contingency Plans • Continuous Improvement In Risk Identification And Mitigation • Higher Productivity Of Purchasing And Contract Personnel• Greater Strategic Focus Of Those Involved In Supply Management
WHO SHOULD ATTEND….
Managers and professionals in: • Purchasing, Procurement, and Contracts and • Those involved in operations, engineering, maintenance, quality, projects, and other company activities that expose them to suppliers and buying activities for production, maintenance, equipment, MRO, services, and other outside purchased requirements.
Go and attend this program or training course to get the newest method in purchasing systems.
Abdullah Omar Al Sabyani- Purchasing Department Manager
United Sugar Co.
+603 7665 2035 +603 7665 2038 [email protected]
Successful Supplier Performance & Risk Management25 – 28 September 2016 [Hyatt Regency Dubai & Galleria Hotel, Dubai - UAE]
PROGRAM OUTLINE (CONTINUATION…….)
Session 7 - As with all important aspects of business, there should be a
formal process, policies, and clear designations of responsibility and
accountability.
• Typical Risk Management Process
• Risk Management Framework
• Defining Supply Management Risk
• Trends Leading To Greater Risk
• Barriers To Risk Management
• Stakeholders
Session 8- This session takes us into the 2nd phase of the process which is
to begin to identify the major areas of supplier risk
• Identify The Risks
• Purchases To Consider In Risk Identification
• Pareto Analysis
• Spend Segmentation
• Quantitative Approach To Segmentation
• Risk Register Formats
• Categories Of Risk
• Sourcing Strategy Risks
Session 9 - We will focus on risk gather techniques to ensure that we have
adequately covered the most significant risks that we have knowledge about.
• Risk Gathering Techniques
• SWOT Analysis
• Scenario Planning
• Brainstorming Methods
• Fishbone Diagrams
• Expert Interviews
• Flowcharting
• Analog process
Session 10 - Supply risks occur not only with our immediate suppliers, but up
and down the supply chain. Yet studies have shown us that most buyers
rarely look or communicate beyond the 1st tier.
• How Far Down And Up Do You Look For Risk?
• Risk In The Supply Chain
• Supply Chain Mapping
Session 11 - Determining the probability and impact of a defined risk is critical
to deciding the mitigation efforts.
• Analyzing The Risk
• Risk Probability
• Risk Impact
Session 12- Once the probability and impact of a risk has been determined
we need a way to show the risk and where it fits in some form of overall
ranking or risk matrix.
• Probability And Impact Matrix Examples
• Developing A Probability And Impact Risk Register
• Assessing Vulnerability Elements
• Methods For Ranking And Prioritize The Risk
9
Day 1
Day 2
PROGRAM OUTLINE
Session 1: Achieving Supplier Total Quality
· World Class organizations understand that their success will be determined by their
abilities to select, manage, and continuously improve a complex network of suppliers.
· How Are We Doing In Supplier Assessment & Performance Measurement?
· Steps In Achieving Total Quality From Suppliers
· Achieving Total Quality From Suppliers-What Will Not Work!
Session 2: What can Measurements Accomplish
· Determining the best approach for supplier performance measurement requires that
you first clearly define the objectives of such a system as it relates specifically to your
organization.
· Objectives of Supplier Performance Measurement
· Best Practices In Supplier Qualification
· Best Practices in Supplier Performance System
· Best Practices in Supplier Relations
Session 3: Developing the Qualification Process
· Selecting the best supplier through the implementation of a world class supplier
qualification procedure is one of the most important parts of the Supply Management
Process.
· Developing The Qualification Process
· The Preliminary Supplier Assessment
· The Supplier Site Assessment
· Who Participates In Supplier Qualification
· The Supplier Evaluation Forms
· Qualified Supplier List
Session 4: Supplier Performance -What to Measure
· In our efforts to increase margins, it is critical to understand the areas in which supplier
performance most significantly drives Total Cost of Ownership.
· Key Elements Of Supplier Performance Measurement
· Common Performance Categories
· Category Weighting
· Deciding Which Suppliers To Measure
· The Difficulties Of Measuring Supplier Performance
· Quantitative Vs. Qualitative Data
Session 5: Collecting, Rating, and Reporting Supplier Performance
· Only about ½ of the organizations measure supplier performance and only about 5%
of them do it well.
· Collecting the Data
· Rating Methods - Basic Points
· Rating Systems Options
· Developing Performance Standards
· Applying Supplier Performance In Total Cost Of Ownership (TCO)
· Performance Indexing as a KPI
Session 6: How to Use Performance Measurements
• In addition to mitigating risks of supply disruption and lowering total costs, there are a
number of other benefits from measuring and analyzing supplier performance.
• Benefits From Measuring And Analyzing Supplier Performance
• Establishing Expectations
• Sharing The Information
• Holding Supplier Recognition Events
Day 3
Day 4
+603 7665 2035 +603 7665 2038 [email protected]
Day 4 - Finance Concepts & Economics in Procurement
This session provides procurement leaders with the capabilities necessary to
understand & use financial knowledge in their day-to-day actions with finance
department and suppliers. We also address supplier risks & what are the
options for dealing with it.
• A framework for decision making
• Management views and perspectives
• Purchasing's impact on financial statements
• Procurement planning, forecasting and budgeting
Case study - Purchasing’s Decision Model
• Basic financial statements
Balance Sheet
Income Statement
Cash Flow Statement
Exercise - Analyzing Supplier’s Financial Statements
The tried & tested 4 decades formula that is the key to financial solvency
Exercise - Calculating the Probability of Supplier Insolvency
Day 5 - Decision Making & Risk Valuation in Procurement
• Making management decisions under conditions of uncertainty
• Decision support analysis
• Opportunity and risk analysis
• Making management decisions considering risk
Case study - Building Out a Risk Model
The role of probability and risk categorization in decisions
• Psychology of decision making
• Communicating a decision to obtain stakeholder buy-in
Case study: Analyzing decisions under uncertainty
Who Should Attend?
The Mini MBA for Procurement Professionals is for those who are committed
towards self-improvement and passionate to advance their career to a senior
leadership position in procurement. The participants are usually from the
following job functions and titles:
• CPO's & Purchasing/Procurement/Supply Management Team Leaders,
Managers, Directors, Vice Presidents, General Managers;
• Category Managers, Senior Managers, Directors;
• Tender & Contracts Managers, Senior Managers, Directors.
• Cost Management Managers, Senior Managers, Directors
Day 1 - Purchasing & Procurement Leadership
• Fundamentals of Purchasing
Practices typically done
Instability and change
• Myths Requiring Clarification
• Expectations from Procurement
• Understanding Essentials Taken for Granted
Competitive advantage
Lead time
Asset management – inventory
• Management or Leadership?
History – Scientific Management
Transition and benefits
Leadership orientation to Strategic Sourcing
Making things happen
Rules for success
Group Discussion: - CPO Leadership in the Boardroom - Fiction or Reality?
Day 2 - Leading with Strategic Sourcing
• Introduction
• Developing Category Strategies
Critical areas
Change and strategy
• Developing and Managing Suppliers
Reducing the supply base
Stages of development
• Using Technology
Supplier Relationship Management (SRM)
• Collaboration
Supplier relations
Developing trust
• Building a Team
Retaining talent
Competencies and categories for personal development
DAY 3 - Aligning Procurement and Organisational Strategy
This session focuses on initiating a strategic plan for procurement starting
with the Vision, Mission, Values & Goals for procurement to support its
strategy. These are aligned with the overall strategy of the organization.
• Vision statements: the what & why
Individual activity: Creating Procurement‘s Vision
• Mission statements: the what & why
Individual activity: Clarifying Procurement‘s Mission
• Corporate Values: what do they mean?
Individual activity: Identifying Procurement‘s Values
• SMARTER Goals: Long, Medium & Short-term
Individual activity: Documenting Procurement‘s Vision
• Strategic Planning: the what, why & how
Individual activity: Initiating Procurement‘s Strategic plan
• Stakeholder communication & Management
Individual activity: Documenting Procurement’s Communication plan
10
PROGRAM OUTLINE
Mini MBA For Procurement Professionals20 – 24 November 2016 [Hyatt Regency Dubai & Galleria, Dubai – UAE]
"I felt that we are in the right track concerning sourcing but I was wrong. Now I feel that there must be a change in our organization towards sourcing."
Maindia ChamikaProcurement Manager
ZANTEL-Etisalat
+603 7665 2035 +603 7665 2038 [email protected]
Building Successful Procurement Negotiations Capabilities11 – 12 December 2016 [Hyatt Regency Dubai & Galleria Hotel, Dubai - UAE]
Introductions & Workshop Objectives
Managing the Negotiation Process
Negotiating for Value vs. ‗Deal Making‘
Applying financial tools to a negotiation
Negotiation Preparation – The Negotiation Preparation Checklist
Information Gathering
Defining Negotiation Interests and Objectives
Multiple Equal Offers, Consequences of No Agreement
Defining Negotiation Strategy
BATNA & Negotiation SWOT Analysis
Stakeholders and Relationships Mapping
Managing the substance and the relationship
The Negotiation Checklist serves as a reference guide to ensure thorough
preparation and effective application of negotiation best and leading practices.
Supported by practical exercises.
Refreshment Break
Setting Objectives for Purchasing Negotiation & Concession Strategy
Planning
Participants engage in a 1 on 1 negotiation with a colleague and the results
achieved are recorded and analysed with a specific emphasis on the impact
of objective setting on the results achieved from negotiations. Concepts of
‘Aspiration Base’ and ‘Real Base’, Zone of Possible Agreement and Best
Alternatives To A Negotiated Agreement are explored during the debrief with
reference to the results achieved by participants in their negotiations. This
exercise will have a competitive edge to it as it will be clear who achieved the
best results from both a ‘buy side’ perspective as well as a ‘sell side’
perspective. ‘Concession Strategy’ is introduced to enable the participants to
leverage maximum value from trades and engage effectively in purchasing
negotiation.
Supported by exercise.
Lunch Break
Advanced Purchasing Negotiation Strategies
-Dealing with single source suppliers
-Dealing with strategic suppliers
The key determinants of negotiation strategy are explored. Delegates are
empowered with the means to determine the most appropriate negotiation
purchasing strategy to pursue based on the opportunity at hand and focusing
on both internal as well as external negotiations. The 5 fundamental
negotiation strategies are covered in detail (Accommodate, Avoid, Compete,
Compromise and Collaborate). Supported by exercise.
The 6 Principles of Effective Persuasion - High Impact Communications
& Influence
Framing & Reframing Strategies and Techniques
Effective Questioning Techniques
Effective Objections Handling
We introduce delegates to the six principles of persuasion (Reciprocity,
Authority, Liking, Commitment & Consistency, Social Proof, and Scarcity).
When these principles are incorporated into sales calls & proposals as well as
harnessed in support of internal negotiations on a consistent basis, they will
significantly improve the likeliness of achieving desired outcomes.
Supported by negotiation simulation where delegates select & counter
relevant negotiation tactics.
Refreshment Break
Videotaped Team Based Negotiation Simulation - Preparation and
Negotiation
Participants take part in a team based negotiation simulation where they are
tasked to select the most appropriate strategy and supporting tactics to reach
an agreement that supports the achievement of their objectives.
Lunch Break
Videotaped Team Based Negotiation Simulation – Debrief
Exercise is debriefed in a format that allows participants to share anecdotes
and experiences around the application of negotiation strategies and tactics.
Delegates receive feedback and suggestions with regards refining the
approach to include the application of both best and leading negotiation
strategies, tactics and techniques in the context of their specific purchasing
negotiations.
Results will provide a comparative basis for judging relative negotiation
success thereby providing a slightly competitive edge and implicit team
building component.
Summary & Close
Feedback summarized in plenary session.
Day 2Day 1
11
+603 7665 2035 +603 7665 2038 [email protected]
Tender Management18 – 19 December 2016 [Hyatt Regency Dubai & Galleria Hotel, Dubai - UAE]
PROGRAM SUMMARY
This program is designed to improve delegates‘ awareness of techniques and
best practices associated with the transparent and non-discriminatory
management of the tendering process from ―cradle to grave‖, which result in
the award of contracts to third party suppliers.
BENEFITS OF ATTENDING
• Complete the tender evaluation process and Deliver Best Value
Procurement outcomes through the use of objective and realistic criteria.
• Positively measure their impact upon the overall budget management of
the organisation
• Compose objectives for a procurement of the provision of products or
services from external suppliers
• Recognise the skills needed to manage the tender process
• Differentiate the factors that lead to poor performance versus the
achievement of sound value for money
• Identify the key stages of the tendering process and evaluate how these
stages can impact on the success of the contract
• Interpret and formulate both key performance indicators and specifications
• Employ techniques that will help motivate supplier performance and build
continuous improvement
TRAINING METHODOLOGY
Participants will increase competencies through a variety of instructional
methods including lecture by an experienced practitioner and consultant,
individual and team cases, and group discussions covering the many topics
presented in the program.
WHO SHOULD ATTEND?
• This special program is intended for both procurement and non-
procurement personnel that are involved in managing the tendering
process with external third party suppliers
PROGRAM OUTLINE
What is Tender Management
• Commercial Assessment:
• Technical Assessment
• Financial Assessment:
• Environmental Assessment:
Understanding the Process
• Advantages and Disadvantages of Tendering
• The Procurement Cycle & Timing and Controls
• Establishing the need to purchase from an external supplier
• Deciding the most appropriate tendering procedure and strategy
PROGRAM OUTLINE
Understanding the Ways in which Competitive Tendering can be
Evaluated
• Price
• Most Economically Advantageous & Total Cost of Ownership
Elements which impact upon the Tender Management Process
• Cost Estimating & Time
• Specification
• Known factors or rates:
• Cost estimating relationships (CER's)
• Expert opinion:
Discounting/Inflation
Option Evaluation & Performance Trade-Off against Cost
The Process of Tendering
• Factoring the key components to the VFM Profile
Contract Price & Completion Period
Management and Control & Quality and Reliability
Handling Single Source Tendering Requirements - Factors to consider
• Price Disclosure
• Cost Elements-Labour, Materials, Contingencies, Overheads, Profit
• Defects Liability Work & Financing Work-in-progress & CPA Shortfall
Identifying the Requirement
• Specify Requirements & The drawing up of the specification
• Assessing the contract value & Contract Strategy
• Evaluation Criteria & Ensuring authority is given to Proceed
Sourcing the Market
• Researching Contractors
• Understanding the Market Drivers and Constraints
• Pre-qualification Criteria & Identifying and Managing the Risks
Invitation to Tender
• Contractual Terms, Preparing the documents & Specification
• Issuing the documents & Establishing that contract award criteria
• Pre Tender Negotiation & Receiving the documents
• Opening the documents
Tender Evaluation
• Tender Evaluation
• Post Tender Negotiation
• When, How, Why & With Whom
• Debriefing unsuccessful tenderers
Award of Contract& Performance
• Contract Award
• Performance Measures & Contract Control
Tender Management Systems
• Components, Constraints, Resources & Information
• Performance Measurement
Day 2
Day 1
12
+603 7665 2035 +603 7665 2038 [email protected]
Contract Administration: After the Award till Completion 20 – 21 December 2016 [Hyatt Regency Dubai & Galleria Hotel, Dubai - UAE]
Day 2
Day 1
PROGRAM OUTLINE
Segment 1: Effective Contract Administration
• Objectives Of Contract Administration
• The Most Critical Elements
• Skill Sets, Typical Inputs To Contract Administration Small Group Exercise: What are the areas in which a contract administrator should
have knowledge?
Segment 1 sets the stage for the program and emphasizes that with the ever-increasing
quantity of outsourcing by organizations, Contract Administration is emerging as a
critical competency for professionals and managers in most functional activities.
Segment 2: Analysis of the Contract
• Starting The Contract File
• Understanding the Statement of Work and Establishing Major Deliverables
• Post Award ConferenceSmall Group Exercise: Discuss an example of a clause that caused a dispute with a
value of over 2 Million Dollars.
Segment 2 focuses on the issues of understanding what the contract covers and the
challenges that will be faced in its proper administration.
Segment 3: Typical Outputs of Contract Administration
• Forecasting Performance & Monitoring Progress
• Risk Analysis, Responses To Risk & Contract Types
Group Discussion: The group will present examples of newly defined risk
after the contract was awarded and discuss the potential responses to that
risk.Segment 3 reviews the typical outputs of good contract administration and establishes
additional responsibilities for those having contract management responsibilities.
Segment 4: Maintaining Schedules & Dealing with Changes
• Expediting Techniques & Contract Changes
• Example Changes Clause & Requesting Cost Breakdowns
• Types of Cost that Make up Price
• Evaluating Price ChangesIndividual Exercise: Determine the fairness of a price change for additional services
quoted by a supplier.
Segment 4 presents solutions to two of the major issues in contract administration
which are on time delivery and controlling the impact of changes.
Segment 5: Issues In Contract Performance
• Force Majeure, Liquidated Damages Clause
• Types Of Contract Termination, Breach Of ContractGroup Discussion: The group will discuss actual experiences in contract termination
when the cause was not the fault of the seller but for the convenience of the buyer.
Segment 5 explores the reality that contracts to do always end in the way that the
parties contemplated in the beginning.
Segment 6: Acceptance and Close Out
• Final Acceptance, Claims And Disputes & Close Out Procedures
• Post Contract Review MeetingSmall Group Exercise: What should be covered in the inspection and acceptance
sections of the contract?
Segment 6 will discuss many aspects of the final phases of the contract to insure that
the reasons for entering into the contract were in fact accomplished.
PROGRAM SUMMARY
It is a well know fact that the best tendering and contract writing is of limited
value if the contract is not carefully administered from award to completion.
World-class organizations view the application of best practices in contract
administration as being essential skill sets needed by all employees involved
in the contract management process.
The participant will be guided through the many steps of contract
administration from the time the award is made through to the final
acceptance, payment, and the contract close out so that the total objectives of
entering into the contract are achieved. This program is designed to present
contract administration as more than just a job or activity but as an important
profession essential to the organization‘s ability to meet its goals.
SEMINAR OBJECTIVES:
• Upon completion of this seminar, participants will know:
• How To Provide Better Outcomes From Contracts
• Important Elements Of Contract Administration
• Contract Monitoring Techniques
• How To Get Fair Treatment In Contract Changes
• Contract Termination Issues
• How To Prepare For Claims And Disputes
• Review Acceptance And Contract Close Out Issues
• The Inputs And Outputs In Contract Administration
ORGANIZATIONAL OUTCOMES:
• The organization will benefit by:
• Better Outcomes From Contracts For All Outsourced Activities
• Greater Strategic Focus Of Those Involved In Contracting Administration
• Higher Productivity Of Contract Administration Personnel
• Reduced Total Cost Of Ownership Resulting From Better Contract
Management
• Improved Contractor Performance
PERSONAL OUTCOMES:
• Attendees will gain by participation in this program as a result of:
• Increased Skill Sets In Contract Administration
• A Greater Sense Of Professionalism
• Increased Confidence In Dealing With Contract Issues
• Greater Ability To Lead Contracts To Successful Conclusions
• Increased Recognition By The Organization Due To Improved
Performance
WHO SHOULD ATTEND?
• Contract Administrators, Project Coordinators, Contracts Officers and
Managers, Engineering Project Managers, Construction Managers,
Tenders Managers, Buyers, Procurement/Purchasing Managers, Project
Managers,
• Maintenance Managers and Systems Managers and all others in
organizations whose leadership want world-class skills sets in those
involved in contract management activities.
• The program is a great way to develop those new to the function, prepare
for a major project, or useful as a refresher for veterans.
13
+603 7665 2035 +603 7665 2038 [email protected]
Tender & Contract Management from A to Z18 – 21 December 2016 [Hyatt Regency Dubai & Galleria Hotel, Dubai - UAE]
Award of Contract& Performance
• Contract Award
• Performance Measures & Contract Control
Tender Management Systems
• Components, Constraints, Resources & Information
• Performance Measurement
Effective Contract Administration
• Objectives Of Contract Administration
• The Most Critical Elements
• Skill Sets, Typical Inputs To Contract Administration
Small Group Exercise: What are the areas in which a contract administrator should
have knowledge?
Segment 1 sets the stage for the program and emphasizes that with the ever-increasing
quantity of outsourcing by organizations, Contract Administration is emerging as a
critical competency for professionals and managers in most functional activities.
Analysis of the Contract
• Starting The Contract File
• Understanding the Statement of Work and Establishing Major Deliverables
• Post Award Conference
Small Group Exercise: Discuss an example of a clause that caused a dispute with a
value of over 2 Million Dollars.
Segment 2 focuses on the issues of understanding what the contract covers and the
challenges that will be faced in its proper administration.
Typical Outputs of Contract Administration
• Forecasting Performance & Monitoring Progress
• Risk Analysis, Responses To Risk & Contract Types
Group Discussion: The group will present examples of newly defined risk after the
contract was awarded and discuss the potential responses to that risk.
Segment 3 reviews the typical outputs of good contract administration and establishes
additional responsibilities for those having contract management responsibilities.
Maintaining Schedules & Dealing with Changes
• Expediting Techniques & Contract Changes
• Example Changes Clause & Requesting Cost Breakdowns
• Types of Cost that Make up Price
• Evaluating Price Changes
Individual Exercise: Determine the fairness of a price change for additional services
quoted by a supplier.
Segment 4 presents solutions to two of the major issues in contract administration
which are on time delivery and controlling the impact of changes.
Issues In Contract Performance
• Force Majeure, Liquidated Damages Clause
• Types Of Contract Termination, Breach Of Contract
Group Discussion: The group will discuss actual experiences in contract termination
when the cause was not the fault of the seller but for the convenience of the buyer.
Segment 5 explores the reality that contracts to do always end in the way that the
parties contemplated in the beginning.
Acceptance and Close Out
• Final Acceptance, Claims And Disputes & Close Out Procedures
• Post Contract Review Meeting
Small Group Exercise: What should be covered in the inspection and acceptance
sections of the contract?
Segment 6 will discuss many aspects of the final phases of the contract to insure that
the reasons for entering into the contract were in fact accomplished.
What is Tender Management
• Commercial Assessment:
• Technical Assessment
• Financial Assessment:
• Environmental Assessment:
Understanding the Process
• Advantages and Disadvantages of Tendering
• The Procurement Cycle & Timing and Controls
• Establishing the need to purchase from an external supplier
• Deciding the most appropriate tendering procedure and strategy
Understanding the Ways in which Competitive Tendering can be Evaluated
• Price
• Most Economically Advantageous & Total Cost of Ownership
Elements which impact upon the Tender Management Process
• Cost Estimating & Time
• Specification
• Known factors or rates:
• Cost estimating relationships (CER's)
• Expert opinion:
Discounting/Inflation
Option Evaluation & Performance Trade-Off against Cost
The Process of Tendering
• Factoring the key components to the VFM Profile
Contract Price & Completion Period
Management and Control & Quality and Reliability
Handling Single Source Tendering Requirements –
Factors to consider
• Price Disclosure
• Cost Elements-Labour, Materials, Contingencies, Overheads, Profit
• Defects Liability Work & Financing Work-in-progress & CPA Shortfall
Identifying the Requirement
• Specify Requirements & The drawing up of the specification
• Assessing the contract value & Contract Strategy
• Evaluation Criteria & Ensuring authority is given to Proceed
Sourcing the Market
• Researching Contractors
• Understanding the Market Drivers and Constraints
• Pre-qualification Criteria & Identifying and Managing the Risks
Invitation to Tender
• Contractual Terms, Preparing the documents & Specification
• Issuing the documents & Establishing that contract award criteria
• Pre Tender Negotiation & Receiving the documents
• Opening the documents
Tender Evaluation
• Tender Evaluation
• Post Tender Negotiation
• When, How, Why & With Whom
• Debriefing unsuccessful tenderers
14
Day 3
Day 4
PROGRAM OUTLINE
Day 1
Day 2
+603 7665 2035 +603 7665 2038 [email protected]
15
Robi BendorfCPSM, MCIPS, Lifetime C.P.M., M.ED
Robi Bendorf has over 35 years of purchasing and sales experience, involvingdomestic and international activities, for a broad range of manufacturing andservice businesses. He has extensive experience in consulting & training inpurchasing, contracts, reengineering the supply management process, themanagement of procurement functions, global sourcing of materials andcomponents, reducing cost of purchased materials and services, and negotiationof complex transactions and contracts.
He has held purchasing and contracts management positions in high volumemanufacturing, subcontract, job shop, and service operations, involving gasturbine manufacturing, power generation, nuclear and fossil power plants,electrical distribution and control, air conditioning equipment and global sourcingservices.
Prior to becoming a full-time consultant in 1994, he served as Manager ofCustomer and Supplier Development for the Westinghouse Trading Company.He has given presentations on numerous purchasing and contract managementtopics to the Institute for Supply Management (ISM/NAPM), major universities,and numerous in-house seminars for industrial & services clients in the US andover 170 public seminars internationally.
He was selected to present seminars at the last 17 Institute for SupplyManagement International Conferences and is the contributor of numerousarticles published in Purchasing Today and Inside Supply Management. Robiwas selected as ISM’s National Person of the Year in both Global Resources andin Education/Learning.
Some of his numerous clients include:Apple, Boeing, Sony, American Video Glass,, Atlantic Packaging Company, FirstEnergy Corp., Corning, The Walt Disney Company, Knoll Furniture, Florida StateUniversity, American Air Filter, Tippins Steel, Dormont Manufacturing,Westinghouse Electric Corporation, The Elliot Company, IDEX, Blue Cross BlueShield of Minnesota, SAE International, Bettis Atomic Power, C-COR Electronics,Allegheny Teledyne, Duquesne Power & Light, Ferno-Washington, Johnson &Johnson Medical, NCS Pearson, Schering-Plough, Curtiss-Wright ElectroMechanical Corp., Chevron Texaco, Russell Corporation, JC Penney Company,GKN Aerospace, IDL Merchandising Solutions, Creative Technology, AlleghenyEnergy, Petronas, AT&T, Gulfstream, US Postal Service, Hewitt, Sunoco, ExxonMobile, TJ Maxx, Lexmark (China), Proton, Busch Mfg.
Robi is a lifetime C.P.M., and has received ISM’s new certification, the CPSM,and also holds the MCIPS Certification as awarded by CIPS. He has anundergraduate degree from the University of Texas, and a Masters Degree fromPenn State University
His energetic and enthusiastic style, combined with extensive functionalexperience, makes him an excellent consultant, trainer, and facilitator ofchange.
What Others Say About Robi …
The course was valuable to me, and from the good
reputation that you have it as well, of course we feel
good.
Khalid A. Al-Mulhim
Specialist Buyer Raw Material - SABIC
Very informative and useful course. A lot of topics. I
only had minor knowledge but this opened my eyes.
Projects Contracts Manager
Qatar Foundation
I like very much the way Robi introduced the
subject. It is very clear, very easy to understand
complicated concept which I can apply in my work.
His sense of humour, his experience is valuable to
me.
Nguyen Thi Minh Phuong – Procurement
CUU Long Joint Operating Company, Vietnam
The trainer [Robi] had a lot of practical examples …
[He] displayed enthusiasm & knowledge on the
subject matter.
Prime Sourcing International – (Petronas Company)
Sharifah Shahira Syed Husni
Business Development Manager
The trainer has indepth knowledge & covered very
relevant parts of our jobs & tasks.
Head of Inventory Management
Qatar Foundation
[Robi is a] very good trainer. I was surprised to see
how much knowledge gained … comparing to
courses that I had attended in procurement related.
Azian Ismail
Manager - Celcom Axiata – Malaysia
It was really very valuable seminar and insightful.
Great coach too.Ahmed Abdi, Strategic Sourcing Manager
Qatar Foundation
This course is rich of information that he or she can
get and apply in the work and how we can improve
the business.
Acting Contract Manager
Qatar Foundation
+603 7665 2035 +603 7665 2038 [email protected]
16
Michael W. Gozzo( “Who’s Who in American Manufacturing”)
Michael W. Gozzo has over 30 years experience in Supply Chain,Demand Flow Technology, Just-In-Time, Total Quality Control,Inventory Control and Production/Operations Management. Hisexperience as a practitioner concluded after completing seven years asDirector of Operations at a division of Allied-Signal. Hesubsequently became a consultant and guided manufacturers andcomputer OEM’s (Apple) in the planning and interface with theirsuppliers.
He has traveled and worked extensively in Canada, England, HongKong, Ireland, Scotland, Germany, Japan, Korea, Mexico, Indonesia, etc.
Mr. Gozzo has been selected to Who's Who in AmericanManufacturing and is one of the best in his field as can be seenfrom his Certifications, Memberships, Publications, Clients and
Certifications & Memberships• Certified in Production and Inventory Management (CPIM) & CertifiedSupply Chain Professional (CSCP) by the Association for OperationsManagement (APICS),• Member of the American Society for Quality (ASQ),• Member of the Institute for Supply Management (ISM formerly NAPM),• Member of Society for Manufacturing Engineers (SME),• Member of International Service Quality Association (ISQA).
Books PublishedMr. Gozzo is a successful and established author of many books. He isthe co-author of "Made In America - The Total Business Concept", "Just-In-Time Purchasing", "Supplier Certification", "Behind Bars: Bar CodingPrinciples and Applications", and his latest "People Empowerment -Success Through
Mr. Gozzo has great knowledge and experience.
Manager , Products & Services,
Etisalat, UAE
Interaction with trainer and his presentation skills
inside the course highly valuable and efficient.
Content is rich and highly efficiently.
Bassel El-Khouryl
General Manager
Siemens LTD Saudi Arabia
"The program was an eye opener. ... I can now
challenge supplier with more confidence & use the
learning to share with my associates."
Athman M. Juma
Category Managet
Dubai Airports
What Others Say About Mike…
Outcome of the semiar/course was more and
beyond expectation. Michael [the trainer] was very
accommodating, attended to all questions, very
knowledgeable provided practical examples. He
also delivered in a manner that will wake you up. He
shared limitless experiences.
Ana Marina C.Mendoza -
Procurement Manager
- Petron Corporation – Manila, Philippines
DAILY TRAINING SCHEDULE07:30 am Registration08.00 am Start10.00 to 10.15am Short break10.15 am Training Resume12.15 pm to 12.30pm Short break12.30 pm Training Resume02.30 pm End of course with lunch
+603 7665 2035 +603 7665 2038 [email protected]
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Daniel Feiman, MBA, CMC® & Visiting Professor consults in three areas: Strategy: Planning &Implementation; Finance: Modeling &Analysis; Process: Continuous Process Improvement &Certified Supplier Programs.
He is a regular facilitator for both APICS and ISM for programs on Finance for the SupplyManagement Professional, Optimizing Your Supply Chain & Developing a Certified SupplierProgram. All of these programs are strategically designed for procurement professionals.
Mr. Feiman is an internationally recognized leader working with firms such as ADNOC (UnitedArab Emirates), American Management Association (AMA); The Association for OperationsManagement (APICS); Apple, ARAMCO (Saudi Arabia), California Institute of InternationalBusiness & Economics, Credit Suisse, Hilton Hotels, Institute for Supply Management (ISM),Mattel, PEMEX (México), PDO, (Oman), Promigas (Colombia) Reliance (India), TRW, UEM(Malaysia) & the University of Manchester (UK) among others.
He is adjunct faculty at the University of California, Los Angeles (UCLA) Extension Department(since 1990) and The Visiting Professor in the University of Huddersfield’s (UK) Business School.Mr. Feiman has over 18 years’ experience in all facets of both the traditional & nontraditionalbanking industry. He has been interviewed on various television and radio shows.
He has been awarded the CMC© designation by Institute of Management Consultants which isawarded to less than 1% of management consultants.
“Daniel was incredibly knowledgeable & presented the information with enthusiasm. He made a potentially dry subject interesting & relevant”
“Daniel’s expertise includes extensive “real-world” experience coupled with a strong academic background. This combination makes him superb for teaching courses in the financial
management domain. His breadth of knowledge and competency in Finance is superb. We enjoyed a terrific seminar.” –Karim Cherif, UCLA Extension,
Associate Dean
Daniel Feiman“CMC© Award - The Top 1%”Institute of Management Consultants
+603 7665 2035 +603 7665 2038 [email protected]
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Mark TrowbridgeCPSM, CPM, MCIPS
29 years in the procurement profession have included seniorpositions in Financial Airlines and Manufacturing sectors; culminatingas Director of Sourcing & Contracting Management for Bank ofAmerica. In this position his team was responsible guiding sourcingactivities for all types of acquisitions across the corporation’s globaloperations, and generated savings that exceeded a quarter-of-a-billion dollar in savings.
After leaving the corporate environment a dozen years ago, Mr.Trowbridge has achieved great success in a large range sourcingprojects in Services, Manufacturing, Governmental sectors on behalfof two leading consulting firms prior to co-founding StrategicProcurement Solutions. Over the last decade, Mark has helped todeliver hundreds-of-millions of dollars in cost benefits to clients.
Mark Trowbridge holds a Bachelor’s Degree in BusinessAdministration from Pepperdine University. He earned his LifetimeCertified Purchasing Manager (C.P.M) certification from the ISM in2003, and was awarded a Certified Professional in SupplyManagement (CPSM) certification in 2008 (recertified in 2011). Heearned his MCIPS certification in 2011. He is an active member ofboth the Institute of Supply Management ISM Internationalconferences, as well as several featured presentations for the ISMServices Conference. His writings have been featured in SupplyChain Management Review, eSide Supply Management, Inside
Supply Management.
I strongly recommend this training course
especially for top and middle management.
Nizar Akrim, PMO Manager
Al Arrab Contracting Company, Saudi Arabia
" High satisfaction. Mark Trowbridge is very great
consultant trainings with good examples and more
examples required to the industry.."
Shameem Vattakaruvan ,
Senior Procurement Officer
Al Arrab Contracting Company
"Before: Not very clear about procurement
strategy, After : Better understanding on different
strategies and approaches."
Venus Lim Fang Ting,
Procurement Executive
U Mobile Sdn Bhd - Malaysia
What Others Say About Mark…
"The program has given me fresh perspective in
how to handle my sourcing initiatives, selling
procurement services to my end-users and the
various techniques and best practices which I can
implement in my organization."
Chai Min Shan,
Head of Business Support
U Mobile Sdn Bhd
"I enjoyed the role play and it apply to our daily
work life."
Jane Tan Yue Mei,
Assistant Manager
+603 7665 2035 +603 7665 2038 [email protected]
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Michal Zieba Business Negotiator & Strategist
For over a decade, Michal Zieba has built his reputation on one thing only: Results.
Throughout the years he has studied negotiation, marketing, NLP, body language purchasing and sales, to better
understand the forces that shape the business world in general and the way people make decisions specifically.
In this time, Michal, has been utilising the principles gained from all these disciplines - as well as 10 years' of his
practical experience - to help organisations and individuals develop and retain an unparalleled negotiation
capability. Over the last ten years Michal has researched, developed and tested almost all negotiation techniques
and strategies commonly used in the enterprise and SME market.
Michal is recognised as a leading expert on business negotiation skills development, and has worked with some of
the largest companies in 30 countries on behalf of blue chip organisations such as Vodafone, Network Rail, GKN
Driveline, DHL, Nycomed Holdings, Adidas, Masterfoods, Tom Tom and many others alike.
Working in training and consulting one of the largest payroll outsourcing companies in the world, Michal was
instrumental in achieving 3.5 Million Euros savings from the negotiations done with his strategies and techniques.
He has designed and delivered high calibre solutions to professional buyers, sales force and executive negotiators,
helping them to gain confidence and immediately improve their negotiated outcomes, improve and protect margins,
reduce costs in the short- and long-term, shorten negotiation cycles, and realise the intended value of agreements
over time by teaching some of the most advanced negotiation strategies, techniques and tactics.
Michal’s unique results come from understanding and being involved in negotiations from both sides - buyers and
sellers. That’s why he is among the few in the world that can successfully deliver negotiation results like almost no
one else.
You can spend many years trying to gain the knowledge, understand the strategies and the practical application of
negotiation techniques in various business contexts, or…you can gain the same proven advantage by engaging
Michal to help you permanently transform your negotiations results.
Michal has worked with more than 40 organisations that include but are not limited to:
'Thank you for presenting an excellent course to my team. The feedback has been very positive – Well done!'
M.A.- Procurement Director
'It was the best negotiation training I have ever attended'
D.W. - Client Business Manager
'I have just completed Michal's negotiation course. Michal made the course very interactive and used a variety
of different approaches in his teaching. He is clearly very knowledgeable with regard to negotiation. I used to
run internal training courses for several years after receiving extensive training to do so. As a result, I am tough
to impress. However, I thoroughly enjoyed the session and gained a lot of valuable learning.'
K.R. - Business Improvement Manager
'… Michal … really knows his stuff. The courses he runs are full on and intensive involving group work,
exercises and individual feedback. The skills you gain in such a short period of time are priceless. The
knowledge gained from the course has significantly improved my negotiation skills … I would highly recommend
you speak with Michal to see what he could offer. I have been on many courses over the years and very rarely
recommend others unless I truly believe that they know what they are talking about – Michal really does.''
J.B. - Business Manager
+603 7665 2035 +603 7665 2038 [email protected]
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Bank Name: STANDARD CHARTERED BANK MALAYSIA BERHAD
Bank Address: Menara Standard Chartered Bank,
No. 36 Jalan Sultan Ismail 50250 Kuala Lumpur, Malaysia.
Bank Account Name: Purchasing & Procurement Center Inc.Bank Account No: 8971-9481-3396 (USD)
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TICK COURSE NAME COURSE DATE LOCATION INVESTMENT FEESRegular Fee Group Packageper Delegate
Mini MBA in Supply Chain 24 – 28 Apr 2016 Dubai, UAE USD 5,995.00Strategic Procurement 22 – 23 May 2016 Dhahran, KSA USD 2,495.00Mastering Strategic Sourcing 24 - 26 May 2016 Dhahran, KSA USD 3,795.00Mastering Strategic Procurement & Strategic Sourcing 22 – 26 May 2016 Dhahran, KSA USD 5,595.00Leading & Managing in Procurement 29 – 30 May 2016 Dubai, UAE USD 2,495.00Global Procurement Best Practices 31 May – 1 Jun 2016 Dubai, UAE USD 2,495.00Leading & Managing with Best Procurement Practices 29 May – 1 Jun 2016 Dubai, UAE USD 4,995.00Supplier Qualification & Performance Measurement 25 – 26 Sep 2016 Dubai, UAE USD 2,495.00Supplier Risk Management 27 – 28 Sep 2016 Dubai, UAE USD 2,495.00Successful Supplier Performance & Risk Management 25 – 28 Sep 2016 Dubai, UAE USD 4,995.00Materials Forecasting & Demand Planning 23 – 24 Oct 2016 Dhahran, KSA USD 2,495.00Inventory Planning, Control & Optimisation 25 – 27 Oct 2016 Dhahran, KSA USD 3.795.00Successful Demand Planning & Inventory Management 23 – 27 Oct 2016 Dhahran, KSA USD 4,995.00 Mini MBA for Procurement Professionals 20 – 24 Nov 2016 Dubai, UAE USD 5,995 .00
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