COURSE SUMMARY

In todays economic environment, doing what youve always done-even if you do it very well-is no longer acceptable. Under pressure to contain costs and produce results despite challenging circumstances, you need to transform rather than simply improve operations. That means adopting the philosophies, methods, and processes that will make your organization best in class What makes an organization best in class? The answer can vary with each company, but there are practices that many leading companies are adopting. We will present key practices that have been employed in a variety of industries and locations. The sequence of these best practices does not indicate any priority or suggest a higher or lower importance ranking. However, the presentation does offer a systematic approach for measuring the effectiveness in building a best in class procurement group. What you will learn:
How to initiate an assessment of your

COURSE OUTLINE
I. Introduction a. Todays competitive issues b. The role and impact of procurement c. Studies identifying the best practices II. Enterprise Alignment a. Leaderships Role b. Structural considerations necessary for best results c. Stakeholders who, why and how to involve d. Exercise - enlightenment III. Collaboration - A Major Results Tool a. Supplier relationship maturity model b. Transforming the relationship i. Developing Trust c. How to increase supplier involvement IV. Strategic Sourcing as a Major Tool a. What is it and why do it? b. Defining the process steps to accomplish it c. Developing and managing the supply base i. How many suppliers are needed? ii. Selection and evaluation techniques d. Exercise Supplier Selection/ evaluation V. Procurement s and Cost (TCO) a. Traditional financial impact b. Procurement process cost factors c. Operational performance costs d. Total Cost of ownership (TCO) vs. Traditional Accounting i. How to reduce the TCO e. Process Improvement Model VI. Leveraging Technology a. Supplier Relationship Management (SRM) b. Supply Chain integration c. Definition of e-tools and their application i. Spend Analysis ii. E-sourcing d. Pitfalls to avoid but learn from VII. Risk and Procurements Role a. Where are the risks? b. Risk Analysis Tools for mitigation VIII. Case Study Application of Best Practices

These practices include the following: Enterprise alignment in conjunction with strategic direction Utilizing certain technologies to enhance capabilities and proficiency Establishing relationships with key suppliers Engaging in g in strategic sourcing Application of total cost of ownership (TCO) and not price Using a structural application to fit multi national supply requirement Initiating the appropriate level of control to ensure accomplishment of results Minimizing risk via a systematic and collaborative approach Optimization of inventory Even if you have implemented some of these practices, the insights and examples presented will serve to validate your current strategy. Understanding more about these practices will aid you in selecting the additional ones to move you closer to a best in class enterprise!

posture relative to best practices How to employ effective tactics that will win stakeholder engagement The best technology tools to employ in various situations Spend Analysis capability Supplier Relationship Management Collaborative Forecasting Planning and Replenishment How to establish alliances for critical relationships How to create a platform for problem resolution What are the steps involved in employing strategic sourcing What is Total Cost of Ownership (TCO) How to employ TCO What is optimization of inventory How to achieve an inventory level that will reduce inventory How to determine procurement/supply organization to fit most situations

Other Trainings:

Materials & Demand Planning Supplier Qualification and Performance Measurement Cost Reduction in Purchasing Strategic Negotiations in Procurement & Purchasing Strategic Contract Management For Oil & Gas Leading & Managing for Procurement & Purchasing Tender Management
+603 7665 2038

This Course is Conducted By: Michael Gozzo 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.

Purchasing & Procurement Center

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COURSE SUMMARY
Todays economics in business has brought many companies to address major investments like inventory with a limited results solution outsource the function and/or activity. Procurement services and Contract manufacturing activities are typically what have been employed. Some reduction of inventory occurs BUT it is minimal as to what it could be. In order to achieve a level of significant reduction (more than 20% improvement per a research agency) throughout the supply chain, a deeper awareness of what creates inventory needs to be understood. WHY? Certain actions taken will only provide a short term impact/result. The basic problems havent been addressed (actions to reduce order quantities & revert to Lean Practices for delivery have downstream impacts: 1) increased equipment downtime; 2) increased transportation and handling costs. These effects could have been avoided by addressing core operating issues/ problems. The presentation will provide the basic foundation to the principles driving inventory decisions. Instruction will deal with premises and practices that necessitate some inventory but end up becoming drivers of day to day activities. The result being excessive levels building during good times and reduction efforts in bad times. The focus of the enterprise needs to be a balance and minimization of the inventory level all the time. Learning Outcomes
How to control inventory physically and

COURSE OUTLINE
Todays business environment

Sales and Operations Planning (S&OP)

What is it and its role in a

Impact of the Supply Chain Lean thinking principles Customer satisfaction and collaborative relationships Global posturing Information technology and its influence

company?
Identifying the product/service

hierarchy
The five (5) process steps

involved in creating a S&OP

Developing a S&OP grid Outputs from the S&OP Assessing your S&OP

Overview of concepts application

What is forecasting? The four (4) factors affecting a forecast Demand Management and its correlation with forecasting Statistical inventory management & control Inventory investment versus service levels How lead time and various inventory replenishment systems affect customer satisfaction and investment

process What then?

The benefits of the S&OP

Inventory Management and Control

Database Development

Terminology Database map and editing Why merge databases

Forecasting

Why carry inventory? Ten (10) critical inventory issues The relationship of inventory to forecast revision, demand consolidation and succession Inventory management versus control Three (3) steps to inventory control Safety stock, why and how much? Service policy a realistic necessity Average inventory Measurements Turns versus days of supply

virtually via computer systems and planning techniques. What are the advantages of the various valuation techniques (LIFO, FIFO, Average Cost) How to determine which is the appropriate replenishment technique to employ What are the various order quantity approaches and when they should be used How to calculate the Cost of Carrying Inventory and its application What are the different measurements and what they mean How to define what is the appropriate inventory level? What are the requirements and practices for improving your posture? (competitive advantages of an enterprise). How do you arrive at a projection of your business revenue? What is the frequency of the adjustments to the projection and what precipitates it? What level of inventory investment is required to ensure 99.9% customer service? How are your business planning and operational policies adjusted regarding forecast revision? How to incorporate operating practices that promote cross-functional relationships to resolve and improve customer service and satisfaction performance?

Its impact on a business....pro and con What is the complexity of your environment? Forecast process strategies Various approaches/methods of forecasting Affects of product life cycle position

Other performance indicators Inventory and forecast variability Ordering rules/policy Replenishment alternatives Kanban, ROP, MRP, VMI & others

Conclusion

Demand Management

Reasons for inaccuracy Monitoring the forecast for variation Techniques used Bias, trend signals, demand filters and others Customer Relation Management (CRM) Collaborative Planning Forecasting and Replenishment (CPFR)

This Course is Conducted By: Michael Gozzo

WHO SHOULD ATTEND: This program is targeted at people who are responsible for planning and forecasting especially: Forecasters / Forecasting Supervisors or Managers / Master Schedulers or Planners / Master Scheduling Managers, Directors, GMs / Inventory Planners or Analysts / Inventory Managers, Directors or GMs / Supply Chain Analysts, Managers or Directors / Warehouse Managers / Material Management Managers & Directors / Distribution Managers or Directors / Product Planners or Analysts / Financial Analysts or Controllers / Operations Managers /Product Analysts, Planners, Managers or Directors / Marketing Managers or Directors / Customer Service Analysts

Purchasing & Procurement Center

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COURSE 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:

COURSE OUTLINE
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. Cases-What to Measure for the Supplier Scorecard and Determining Criteria Weightings Collecting, Rating, and Reporting Supplier Performance Only about of the organizations measure supplier performance and only about 5% of them do it well.

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 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.

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!

Case: How Does Your Supplier Performance Compare. 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.

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

Seminar Objectives

Cases: Selecting Suppliers using Supplier Performance in a TCO model and developing supplier performance indexes. 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.

Objectives of Supplier Performance Measurement Best Practices In Supplier Qualification Best Practices in Supplier Performance System Best Practices in Supplier Relations

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. Program Summary Supplier qualification and performance measurement are the processes of evaluating, measuring, analyzing, and managing supplier selection and performance with the objective of improving quality, reducing Total Cost of Ownership, reducing risk, and providing continuous improvements in supplier and contractor performance. This program provides methods and competencies directed at improving these processes within the buying/contracting organization. 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.

Case: Supplier Performance Measurement Objectives 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

Benefits From Measuring And Analyzing Supplier Performance Establishing Expectations Sharing The Information Holding Supplier Recognition Events Motivate Supplier With Performance Measurements Expectations From The Suppliers Point Of View

Case: Letting the Supplier Measure Your Organization as a Customer

Case: Developing Supplier Qualification Procedure 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.

This Course is Conducted By: Robi Bendorf

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

Purchasing & Procurement Center

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COURSE SUMMARY
Did you know that as a purchaser you could be responsible for spending over 50% or your organizations revenue? This could be spent on goods and services like raw material or even overnight mail. Yet, by contrast, labour costs seldom exceed 10 to 15 percent of sales. So when the goal is to increase earnings by lowering costs, you have to look very closely at what and how you buy. Cost Reduction Programs and Cost Price Analysis and tools, when properly implemented, will result in dramatic reductions in cost and bring significant improvements in productivity across your organization. Key benefits of attending this workshop:

COURSE OUTLINE
Purchasing Savings Impact on the Bottom Line See the purchasing savings go right to the bottom line whereas a small percentage of sales hit the bottom line Purchase Price Index This will show you how to develop a KPI to show positive savings performance even when prices are increasing

Developing company purchase price

index and comparing to external Indexes Cost Reduction Methods This will clarify typical savings methods and enable you to implement improved performance

The need for change Purchasing savings model

Essential Issues in Cost Reduction Initiatives

A check List resulting for experiences

Cost Reduction Reporting Procedures A formal reporting process is essential for you to have a successful initiative and to motivate people to search for savings

Explore 20 cost reduction methods

and gain substantial savings Learn proper Cost Reduction Reporting Procedures Streamline and improve your supplier performance Master data mining and learn the art of strategic plans Accurately monitor your cost improvements Learn how to get control of your time with the all important ABC analysis Develop your skill in handling Purchase Price Indexes

Difference between cost reduction and

avoidance Types of reduction

Sample reporting form

Continuous Improvement Skills Set This will give you an essential skill set and training

A comprehensive list of crucial skill

sets Data Mining The 1st critical step for you to perform world class purchasing is to have a spend profile

This Course is Conducted By: Robi Bendorf

Who Should Attend: Materials, Contracts, or Purchasing Managers, Buyers, Contract Administrators, any other Managers or Professionals involved in Implementing cost reduction initiatives or looking for savings relating to the purchase of goods, equipment, supplies, and services.

Sources of date to develop the spend profile Developing the spend profile Commodity Codes Developing the ABC analysis

Benchmarking Early Purchasing Supplier Involvement Supplier reduction Advancing supplier relationships Supplier qualification methods Supplier performance measurement Strategic alliances Understanding of supply marketplace Developing commodity plans Resisting price increases Reengineering processes Negotiations Inventory reduction Improving terms & conditions Long term agreements Information Systems Value analysis Reducing Waste in the supply chain Defining Price/ Cost Analysis

Opportunity Assessment After the spend profile is developed, you need to show how to analyze data. Included are some essential tools used by very few purchasers

Robi is a true Guru of Purchasing. Case study exercises were excellent! The Cost

Reduction Strategies content/programme is practical & relevant to promote effective buying. Robi has changed my perspective of procurement buyers. He has lifted the professional profile of buyers. GM Procurement Celcom Axiata Group Berhad

Analyzing the spend profile A demonstration of how to use Pivot Tables, Filters in Excel Course outline

Develop Opportunity Hypotheses This will enable you to identify specific opportunities and how to rank them

User group brainstorming sessions The Improvement Opportunity form

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COURSE SUMMARY
This course will provide tools and techniques to enable participants to determine the need to negotiate, pursue a tactical or a strategic approach to the negotiation and how to separate the key negotiation drivers of the individual parties. Further learn how to examine the importance of the negotiation strategy and how it is fully integrated into the corporate procurement strategy. Attend & Discover:
Plan in multi-disciplinary teams Create the right negotiation strategy Understand key tactics and ploys Understand the impact of legislation on

COURSE OUTLINE
The Evolution of Negotiation within the Procurement Environment
Strategy Preparation and Determination Implications for the Buyer and Seller Negotiation Research

Skills Assessment Profiling

Analysis and Creation of Individual

The Ideal Negotiation

negotiation profiles Style Power Attitude Flexible v positional

Preparation and Planning Key Phases Key Issues Key behavioural aspects Tactics and Ploys

Handling the Negotiation

A Business scenario to provide base data to

The Negotiation
Structure Conflict Management Persuasion Techniques

form part of the individual Improvement programme and re-affirm the appropriateness of the profile created Develop the right information base
Understand the Business methods Understand the social and political

the outcome
Select the right type of supplier

relationships - recognise their applicability and the best means of measurement.

Identify key behavioural aspects within

Review and Analysis

Control Agreement Implementation

organisation
Understand the Financial and legal modus

operandi
Understand the Infrastructure and logistical

systems MAJOR PROCUREMENT NEGOTIATION EX ERCISE: A negotiation Exercise testing the skills and profiles of the participants will run for the rest of the day. We want the supplier to say yes The business problem will incorporate all the key factors of the programme. Evaluating and re-assessing the Individual Improvement Programmes and setting targets for the future.

the negotiation
Know what makes a skilled negotiator Integrate negotiation into the total

Personal Negotiation Profiling

purchasing cycle
Apply the key tasks for the preparation

and planning needed for successful negotiation

Manage the key phases of negotiation

Characteristics of a skilled Negotiator Individual Improvement Programmes What are they? How are they created? How can they be used? What will they tell me?

This Course is Conducted By: Rob Thompson

Who Should Attend: Materials, Contracts, or Purchasing Managers, Buyers, Contract Administrators, any other Managers or Professionals involved in Implementing cost reduction initiatives or looking for savings relating to the purchase of goods, equipment, supplies, and services.

Robs interactive approach & in-depth explanations and examples added immense value. He added new dimensions to the Contract Management, Contracts Creation & relationship with strategic information and application. Contracts Manager BT APPLIED TECHNOLOGY

Purchasing & Procurement Center

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COURSE SUMMARY
This programme is designed to improve delegates awareness of techniques and best practices associated with the management of oil and gas contracts let to third party suppliers. This is a fully participative programme that will update delegates on key advances in contract management and developments in the oil and Gas sector best contracting practices. It will incorporate a number of case studies as well as group working throughout. After attending you will be able to:
Compose objectives for a procurement of

COURSE OUTLINE
Common problems associated with contracts with suppliers in the oil & gas
Internally Driven Externally Driven Proactive Strategies to effect problem

Risk Management in Oil & Gas Contracts

Undertaking risk assessments Developing risk management strategies

Analysis of Key Provisions in International Oil & Gas Contracts

Competitive bidding and Reimbursables Leverage and Horizontal Integration Standardisation v Innovation v Competitive

management
Actions to mitigate the impact Setting objectives for procurement

projects The special skills required for effective oil & gas contract management
Relationship management strategic planning and implementation Identification of the key risk

Differentiation
Strategic Supplier and Market Development

Bidder Selection
MMO Demand Management E-Procurement opportunities and cross

the provision of products or services from external suppliers Recognise the skills of a contract manager 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 key performance indicators and specifications Employ techniques that will help motivate supplier performance and build continuous improvement

functional competency management

Supplier capacity relocation and quality

determinants Development and promulgation of policy and guidance Standard setting across the organisation Policing/enforcement responsibility to ensure the organisations Policy/ guidance/ standards are being adhered to Competitive tendering and how each stage impacts on the contract

control
Risk Gain share and Reward Asset Whole life Cost Management

Principal Standard Form Contracts Used in the Oil and Gas Sector
EPIC/EPC(I) v Discrete Demand and

This Course is Conducted By: Rob Thompson

Procurement Cycle Analysis Supplier management Total cost approach VA/VE Supply Market Development

Assembly EC, EP, BOT, GC, MC, PSC, TSA, PSAC, Concession and service contracts Managing Agent Consortia/Joint Venture

Ensuring compliance with the contract

Understanding contractual remedies for

poor performance
Key Contract Clauses

Developing robust oil & gas contracts

Mapping Demand Defining appropriate specifications Writing Control Documents

Applying effective contract monitoring

Key Measures of Supplier Performance Improving Performance Change control mechanisms Handling Claims and Variations

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 Mangers 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

Partnering & Negotiations

Creating partnering style relationships with

suppliers
Negotiating improvements to current

service delivery
Management and Negotiation Techniques

Managing the Legal Issues

Dispute Resolution Process Key Legal Contractual Risk Management

Issues
Managing force majeure and liability

clauses

This course has added to me more information and gave me a guideline and rules to be implemented in my work. I really thank you [ for the] quality training that your company had provided. Contracts Specialist MAADEN PHOSPHATE COMPANY
Purchasing & Procurement Center

Rob is exceptionally skillful and excellent trainer. he successfully managed to transmit excellent and well composed information to us. I have gained more knowledge (new) with improvement of existing ones. Contracts Manager ALDAR PROPERTIES
+603 7665 2038

Motivational factors that enhance performance and create continuous improvement

Joint Performance Systems Performance Reviews Incentives

Review and evaluation

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COURSE 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 todays 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: Upon completion of this seminar, participants will know:

COURSE OUTLINE
Organizational Impact: The organization will benefit by Higher productivity of personnel involved in procurement activities Reduced total cost of ownership for purchased materials, equipment, and services thru better leadership and management Improved productivity of the entire organization by better on time delivery of high quality goods and services Improved supplier performance and relations Greater strategic focus of those involved in supply management Personal Impact: Attendees will gain by participation in this program as a result of: Better leadership and management skills Increased skill sets in supply management 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 Course Outline- Leading & Managing for Purchasing & Procurement contd: 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 ResultsGetting To World Class Leading Change to Become More Strategic Showing Purchasings Impact On The Bottom Line The Procurement Mission & Vision Statement Determining and Managing the Gap Developing the Procurement Organizations 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 Professionalism 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 Commodity Coding 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

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 A Process for Developing This Course is Conducted By: Robi Bendorf

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

Making Sure We Obtained Lowest Cost High performing procurement departments can proudly point to the fact that the best practices being applied are resulting in the lowest Total Cost of Ownership for their organization.
Developing A Company Purchase Price

Who Should Attend: Materials, Contracts, or Purchasing Managers, Buyers, Contract Administrators, any other Managers or Professionals involved in Implementing cost reduction initiatives or looking for savings relating to the purchase of goods, equipment, supplies, and services.

Index
Cost Reduction Initiatives Savings Reporting Supply Chain Management

Purchasing & Procurement Center

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COURSE SUMMARY
Good endings usually require good beginnings. This is particularly true for procurement activities where best practices in tender management, the beginning of the contracting process, are essential for a successful project outcome and minimization of total cost. This program is designed to take the participant from the time the requirement is defined and a contract is desired thru the major steps of the tendering process that conclude with successful negotiations. The critical issues of the tendering process, risk mitigation thru contract types, contractor selection, evaluating the price, and finally planning for successful negotiations all receive coverage in this valuable program that is certain to reduce costs and add to the organizations objective for improved performance in all activities. Seminar Objectives: Upon completion of this seminar, participants will know:
The Tendering Process And The Major Mitigation Of Risk By Selection Of Methods Of Selection And Qualifying Applying Technology To The The Criticality Of The Statement Of Terms & Conditions For Economic Essential Elements of a Valid Contract Avoiding Disputes Payment Types

COURSE OUTLINE
The Tendering Process
What Should Be TenderedThe ABC

Structuring the Contract

Analysis Major Steps And Flow Of The Tendering Process Elements Of A Good Procurement & Competitive Bidding Process Principals And Standards Of Ethical Supply Management Conduct Small Group Exercise: What is fair and reasonable pricing and what is a fare profit for the supplier? presents an overview of the steps in the tendering process and looks at the objectives of both parties which must be considered in developing the tender and contract strategy. Defining the Scope & Total Cost Of Ownership

Commercial Terms & Conditions Acceptance Clause Example Of Contract Check Lists Methods Of Payment Progress Payments

Small Group Exercise: Defining Acceptance Clause issues Segment 4 focuses of the importance of having tendering personnel carefully design the terms and conditions for the contract which must be part of the tender documents. Qualifying Suppliers & Price Evaluation
Best Practices In Supplier Qualification Reverse Auctions In The Tender

Process And Evaluation

Requesting Suppliers Cost Or Pricing

Total Cost Of Ownership The All Critical Statement Of Work Types Of Statement Of Work Statement Of Work Check List

Data Small Group Exercise: Applying Bidders past performance measurements to adjust Bidders Price involves the critical steps of supplier qualification, presents the use of technology in obtaining bids and then discusses issues related to competitive bid evaluations. Negotiation Planning and Strategies
When Does The Negotiation Start Types of Negotiations Identifying Negotiation Issues And

Steps That Should Be Followed Contract Type Contractor

Tendering Process Work

Small Group Exercise: Develop a check list for writing an effective statement of work introduces the point that all participants in the tendering process must clearly have knowledge of what they are buying and the marketplace if the outcome is to meet the organizations objectives. Types of Contracts & Risks

Price Adjustments

Objectives Group Exercise: Discuss best strategy for a specific case involving an attendee. In Segment 6 we acknowledge that the side that prepares the best usually wins the negotiation and therefore focus on negotiation planning strategies. This Course is Conducted By: Robi Bendorf WHO SHOULD ATTEND:
Contracts Officers and Managers, Procurement/ Purchasing Managers Engineering Project Managers, Construction Managers, Tenders Managers, Buyers, Contract Administrators, Project Coordinators, Maintenance Mangers and Systems Managers and all others in organizations whose leadership want world-class skills sets in those involved in tender and 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.

Organizational Outcomes: The organization will benefit by:

Reduced Cost Of Contracts For Reduced Risks In Contracting Higher Productivity Of Contracting

Contract Types Mitigating Risk By Contract Type Market Price Indexes Economic Price Adjustments Contracts

Materials & Services

Personnel Greater Strategic Focus Of Those Involved In Contracting Personal Outcomes:

Individual Exercise: Apply the Economic Price Adjustment formula to an actual case to determine the results. develops the awareness that there are more than just lump sum contracts in the procurement tool box and that in many cases other types of contracts types will be to the benefit of the buyer.

Attendees will gain by participation in this program as a result of:

Increased Skill Sets In The Tendering

Robi is an experienced trainer and I

Process A Greater Sense Of Professionalism Knowledge Of World-Class Tendering Practices Greater Ability To Lead Successful Negotiations Increased Recognition By The Organization Due To Improved Performance

picked up some good ideas from his training. Materials are up to date.

Sourcing Manager Lafarge Malayan Cement Sdn Bhd

Purchasing & Procurement Center

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COURSE SUMMARY
Once the commercial transaction is negotiated and signed, most contracting teams in the IT/Outsourcing sector are pulled from the process at the same time that the parties are escalating their focus on the transaction. Both parties are incented to maximize their financial yield on the transaction and minimize their risk, yet some do not treat Contract Management as a key to their overall success. This interactive session that includes 5 exercises related to the IT sector, will help you discover: Attend and Discover:

COURSE OUTLINE
Overcoming the challenges in contract implementation

Applying Customer Relationship Management principles in contracting

Developing a implementation project plan Keeping the roles and responsibilities clearly understood How to overcome resistance points and barriers in the implementation

What is Customer Relationship Management? Understanding the benefits of a well managed customer relationship Keys to success in Customer Relationship Management

Exercise 1 Maintaining separation between a System Design and System Maintenance contract Addressing the differences in contract administration and management

Exercise 4 Managing a software maintenance services agreement Utilizing Alternative Dispute Resolution options

How to dedicate the necessary tools, techniques and talent to managing commercial relationships? What is the difference between Contract Administration, Contract Management and Relationship Management in the IT/Outsourcing sector? What is needed for you to succeed at all three levels? How to drive greater value and innovation into subsequent contracting cycles with your commercial partners? Learn cost effective contract administration and management techniques Identify opportunities to reformulate your commercial IT contracting Strategies Develop specific and realistic commercial relationship performance metrics Achieve excellence in your commercial relationships Identify opportunities to automate your contract management processes through software and other tools Resolve contractual disputes without destroying the relationship

What is contract Administration What is contract management? Keeping focused on the rights and responsibilities throughout the fulfillment phase

What is arbitration? What is mediation? Exploring negotiation options before taking the litigation path

Exercise 4 Resolving a dispute over a Cloud computing services agreement Managing key contracts in the IT/ Outsourcing sector

Exercise 2 Performing contract administration and management on an outsourcing services contract Selecting Contract Management Software that is a best fit to purpose

What is your electronic contracting strategy? Which options are the best fit for your strategy?

Hardware equipment sales agreements Hardware and software maintenance agreements Software licensing agreements Telecom and cloud services agreements

Managing the contract change order process

Managing contract close-out

What is a change order and why does it happen? Understanding the relationship dynamics behind a change order Documenting the change order and preventing excessive changes

Why do contracts terminate? Understanding the rights and responsibilities that survive termination Closing out the contract communication and change management considerations

Embracing Supplier Relationship Management tenets in contracting

Exercise 5 Managing the software license contract into perpetuity

What is Supplier Relationship Management? Understanding the benefits of a well managed supplier relationship

This Course is Conducted By: Jim Bergman

Exercise 3 Managing a hardware maintenance services agreement

WHO SHOULD ATTEND: Purchasing, sourcing and supply management professionals, Sales contracting professionals, Contract lawyers and attorneys, Contract management professionals, Contract managers and administrators, End-users who impact, or are impacted by, the contracting process, Finance professionals involved in contracting, Contract negotiators, Operational managers, Commercial relationship managers.

One of the best courses Ive been to

and a great help to my work

Practical, Easy to Understand and Extremely Useful. What more can I ask.

Purchasing & Procurement Center

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COURSE SUMMARY
Many negotiation courses address the topic in a general light or focus on negotiation as a sales tool without much focus on contracts & procurement. This workshop however, is specifically focused upon the IT and Outsourcing commercial relationship negotiation interface. You will learn how to become an effective negotiator in the context of a commercial contract you will realize that negotiation is not merely an event, but rather an inter-related phase in a larger process. Attend and Discover:

COURSE OUTLINE
Defining viable and effective negotiation tactics

Populating the negotiation tool box

Knowing the tactics and when to use them anticipating the tactics of the other side - and planning how to react and respond Assigning certain tactics and roles to the appropriate team members - and preparing for the implementation

The proliferation of electronic negotiation platforms The need for negotiation strategy documents Capturing lessons learned and driving continuous improvement across other negotiations

Exercise 1 - Addressing twenty potential tactics, and selecting the right ones, for negotiating a IT/Outsourcing contract Developing a robust negotiation strategy document

Calculating financial equivalents in a winning negotiation

When should you negotiate? How can you best prepare for negotiations with IT/Outsourcing commercial partners? Why are internal negotiations with stakeholders sometimes tougher than negotiating with external commercial partners? Develop effective negotiation strategies for your contracts in the IT/ Outsourcing sector! Assign effective roles to negotiation team members! How to create negotiation strategies that enable greater value and risk positions? Identify negotiation tools that are needed for negotiation success in the IT/Outsourcing sector!

Defining the overall strategic outcome of a negotiation Key elements of a negotiation strategy document Socializing the negotiation strategy throughout the enterprise before the negotiation formally commences

How to measure financial equivalents in a negotiation What to do when negotiating the immeasurable. Keeping score - even when the financial equivalents change

Exercise 5 Negotiating a IT maintenance services contract - and knowing the value of what was gained and given

Exercise 2 Creating useful multipurpose negotiation strategy documents - from data modeling contracts to hardware maintenance contracts Pursuing a positional negotiation approach

What is positional negotiation? Knowing when to use positional negotiation approaches

Creating a principle-based negotiation strategy WHO SHOULD ATTEND: Purchasing, sourcing and supply management professionals Sales contracting professionals Contract lawyers and attorneys Finance professionals involved in contracting Contract management professionals Contract managers and administrators, End-users who impact, or are impacted by, the contracting process Contract Negotiators Commercial, relationships Manager Purchasing, sourcing and supply management professionals Sales contracting professionals Contract lawyers and attorneys Finance professionals involved in contracting

What is principle-based negotiation? Knowing when to use principle-based negotiation approaches Understanding the risks and benefits of principle-based negotiations This Course is Conducted By: Jim Bergman

Exercise 3 - Role play: Negotiating a maintenance services agreement, using a principal-based approach Mastering the challenges of internal negotiations

Really happy that I signed up for this course. Full marks! Jim is one of the best instructors for contracts and procurement around! I like to thank Jim for this great

The differences between internal and external negotiations Tactics and strategies for internal negotiation success Understanding the stakeholder negotiation adversary or enabler?

Exercise 4- Negotiating a services contract to support stakeholders across the entire integrated, multi-national enterprise

course

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Trainers Profile
Robi Bendorf CPM, CSPM, MCIPS has more than 35 years of diversified, has over 30 years of diversified industrial purchasing and sales experience involving both domestic and international activities for a broad range of manufacturing and service businesses. His vast practical experience combined with an excellent theoretical understanding, strategic focus, and ability to quickly implement concepts makes him a much sought after international authority in procurement. HERE ARE A FEW HIGHLIGHTS OF HIS ILLUSTRIOUS CAREER: Westinghouse Distribution and Control Business Unit: $14 million in cost reductions by developing procurement strategies for key commodities that took advantage of multi-plant volumes and resources Increased value from 17 to 30% of materials controlled by central purchasing by managing commodity specialists in implementation of strategies Westinghouse Trading Company: Doubled sales income by promoting benefits of overseas procurement to Westinghouse corporate and division level executives Achieved cost savings opportunities of over $3 million by onsite analysis of products and components purchased or made in house. Tripled supplier base by determining potential sourcing countries and locating new suppliers Westinghouse Commercial & Industrial Air Conditioning Division: Improved productivity of department by 76% with excellence guidelines Increased cost reduction by 200% with cost reduction strategies Medical Instrument Manufacturing Division of Fortune Top 100 Corporation with Annual Sales $700 million: Achieved 20 to 35% savings from overseas suppliers by developing formal Global Sourcing Process and implementing actions Non-Profit Health Insurance Association Annual Sales: Over $2 Billion: Accomplished $1.5 million in savings in less than 6 months by re-organizing spend profile Large non-profit Professional Society Annual Revenues $70 million: $ 1 Million in savings opportunities identified Michael has over 30 years experience in Supply Chain, Demand Flow Technology, Just-In-Time, Total Quality Control, Inventory Control and Production/Operations Management. His experience as a practitioner concluded after completing seven years as Director of Operations at a division of Allied-Signal. He subsequently became a consultant and guided manufacturers and computer OEMs (Apple) in the planning and interface with their suppliers. He has traveled and worked extensively in Canada, England, Hong Kong, Ireland, Scotland, Germany, Japan, Korea, Mexico, Indonesia, etc. Michael has been selected to Who's Who in American Manufacturing and is one of the best in his field as can be seen from his Certifications, Memberships, Publications, Clients and Testimonials outlined below: Certifications & Memberships Certified in Production and Inventory Management (CPIM) & Certified Supply Chain Professional (CSCP) by the Association for Operations Management (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 Published: Michael is a successful and established author of many books. He is the co-author of "Made In America - The Total Business Concept", "Just-In-Time Purchasing", "Supplier Certification", "Behind Bars: Bar Coding Principles and Applications", and his latest "People EmpowermentSuccess Through Involvement".

Reduced 1500 suppliers by 25% per year by implementing cost reduction program

TRAINING SCHEDULE
08.30am 09.00am 10.45am 11.00am 01.00pm 02.00pm 03.40pm 04.00pm 05.00pm Registration & Morning Coffee Training Starts Morning Coffee Break Training Resumes Lunch Training Resumes Afternoon Coffee Break Q&A End of Training

CONTACT US if you would like to have an IN-HOUSE TRAINING

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Trainers Profile
Jim Bergman VP - IACCM With extensive contracting and negotiation experience in IT, outsourcing and various other types of commercial contracting, Jim serves as Vice President for Asia Pacific and Middle East for IACCM a global association focused on the effective development, creation and implementation of leading contracting practices. Prior to joining IACCM, Jim was a contracts attorney for a Fortune 500 petrochemical corporation, Amoco Corporation, and was responsible for legal and negotiations support to the IT procurement staff. He supported multiple locations globally, where he addressed strategic sourcing, IT/outsourcing and legal issues concerning services valued at more than $1 billion annually. Jims experience encompasses developing, drafting, negotiating and managing IT, Telecom and outsourcing contracts for a wide array of projects with multiple clients. He has extensive background in the negotiation of outsourcing of hardware acquisition, hardware maintenance, software development and maintenance, system integration, ERP, telecommunication equipment, services and networks and various other outsourcing projects. Across his wide array of experiences, he has been extensively involved in establishing many customer-provider relationships founded on IT contracting and outsourcing best practices. He has also led in developing and delivering both public and internal training programs related to IT/outsourcing. As a strategic management consultant, Jim has assisted numerous clients through all phases and steps of contracting, negotiation, outsourcing, overall sourcing and bidding processes, and contract management processes, demonstrating savings well in excess of $100 million. Jim has also served as a workshop instructor in many topics regarding sourcing, contracting, law and negotiations. His audiences and clients have included attorneys, plus financial, operational and contracting professionals from multinational corporations and the public sector, including BP, Delphi Automotive, DuPont, FedEx, General Motors, Intuit, Johnson & Johnson, Lam Research, Makro, Maxis, Merck, Monsanto, Petronas, Shell, the State of California, the State of Florida, the State of Texas, Sun Life of Canada, Warburg Dillon Read/Union Bank of Switzerland, WalMart, Wellpoint, and the Workers Comp Board of British Columbia. Jim holds a Law Degree, an MBA, a Bachelor of Arts and a Master of Arts degree. In addition, he is licensed to practice law in Illinois, Texas and Oklahoma, as well as various US federal courts. Rob Thompson is an outstanding procurement & contracts professionals with 30 years international experience in strategic & operational procurement and contracts. He has a natural passion for training procurement & contracts people seen in the facts that he has delivered over 1,000 specialist training programs with CIPS and over 400 other training programs with other organisations worldwide. His specialist areas include purchasing and contract management, the development and implementation of major business strategic initiatives, negotiation, contract law and market and supplier development across a broad spectrum of business organisations and commodity areas including oil & gas, facilities management, construction, financial services, manufacturing, food processing and IT. Hes an expert at developing and organising the interface with internal and external suppliers, customers, and sub-contractors. Rob has the ability to merge theory with practice and make lively and interactive sessions. Rob has a unique style of training, he has the ability to combine theory with practical application to create workable solutions for the organisation. Sarah Sediqa Strategic Business Development, LKPP Indonesia Rob is not just a procurement & contracts consultant and trainer, but also as a practitioner where he has many achievements on cost savings, contract utilisation, supplier base reduction and commodity negotiations & development. As a Regional Director of Purchasing Rob achieved:

Over $15 Million in Savings; 15% reduction in supplier base; Increased contract utilisation by 15%; and Increased purchasing efficiency by 18%.

As a Regional Purchasing Manager earlier in his career Rob achieved a 5% savings when developing and negotiating contracts for 5 new commodity areas. Heres what others say about Rob. We wish we had many more like Rob he has inspired us to develop procurement to a higher level of credability within our organisation. Samir Taghiyev Contracts Engineering Specialist, BP Azerbaijan Rob has a great enthusiasm for procurement and his style and personality is infectious. Raul Aliyev Contracts Engineering Specialist, Ras Gas Rob has generated a greater interest in procurement across the collective organisations we work with than any other procurement trainer. Valerie Roberts Legal Adviser Public Procurement , IDLO

Testimonials:

One of the best courses Ive been to and a great help to my work Practical, Easy to Understand and Extremely Useful. What more can I ask. Really happy that I signed up for this course. Full marks! Jim is one of the best instructors for contracts and procurement around! I like to thank Jim for this great course

CONTACT US if you would like to have an IN-HOUSE TRAINING

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or Fax to: 603 7665 2038 Investment Fee (Please tick / check box) REGULAR FEE Group of 3 to 5 (6% off) Group of 6 or more (15% off) RM 5,995.00 / USD 1,995.00 per participant RM 5,635.00 / USD 1,875.00 per participant RM 5,096.00 / USD 1,696.00 per participant

Select the trainings to attend (Please tick / check box) Supplier Qualification and Performance Measurement 14 - 15 January 2013, Kuala Lumpur - Malaysia Cost Reduction in Purchasing 16 - 17 January 2013, Kuala Lumpur - Malaysia Strategic Negotiations in Procurement & Purchasing 25 - 26 February 2013, Kuala Lumpur - Malaysia Strategic Contract Management For Oil & Gas 27 - 28 February 2013, Kuala Lumpur - Malaysia Leading & Managing for Procurement & Purchasing 16 - 17 April 2013, Kuala Lumpur - Malaysia Tender Management 18 - 19 April 2013, Kuala Lumpur - Malaysia IT Contract Management 18 - 19 April 2013, Kuala Lumpur - Malaysia Global Procurement Best Practices 27 - 28 May 2013, Kuala Lumpur - Malaysia Materials & Demand Planning 29 - 30 May 2013, Kuala Lumpur - Malaysia IT Contract Negotiation 1 - 2 July 2013, Kuala Lumpur - Malaysia

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