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Course ObjectivesBy the conclusion of the specified learning and development activities, delegates will be ableto: Discuss the scope of purchasing; Identify the purchasing cycle concept; Discuss purchasing and supply as a service activity; Discuss the changing role of purchasing and supply; Explain how purchasing might develop from an independent function to an integratedactivity; Identify the internal and external influences which have affected the evolution ofpurchasing; Examine the ?total acquisition cost? concept; Consider the adoption of relationships based on mutual benefits as an alternative to thetraditional transactional, adversarial approach; Highlight the evolution of concepts relating to purchasing development; Identify key practices encountered in developed strategic purchasing; Provide mini-case studies demonstrating how companies are developing theirpurchasing functions; To explain the growth in the strategic role of procurement, purchasing and supply; Explain the concept of strategic management; Identify various forms of purchasing strategy aimed at gaining competitive advantageand to examine influences on strategic choice; Examine the issues of how decentralised v. centralised departmental organisations andsupport services affect the structure of the purchasing team;Appreciate the importance of purchasing within the organisation?s structure; Consider the placing of purchasing in various types of organisation; Consider the central role of contract management in the virtual organisation; Discuss the concept of outsourcing; Highlight the basics of a best practice approach to outsourcing, including outsourcingmethodologies; Outline the pitfalls of outsourcing; Outline the use of service level agreements (SLAs); Indicate the move away from quality control (inspection techniques) towards qualityassurance (prevention of defective work); Discuss statistical process control (SPC) and off-line control; Introduce the concept of failure mode and effect analysis; Examine the different approaches to producing a specification and the role of valueanalysis, including the idea of early supplier involvement; Consider the fact that total quality management requires the involvement of allsuppliers and subcontractors, ideally at an early stage, and to outline the concept ofconcurrent engineering; Comment on the benefits of standardisation; Introduce the standards BS EN ISO 9000 on quality assurance; Discuss Value analysis (VA) and Value engineering (VE); Comment on the economics of quality; Identify what drives make-or-buy decisions; Consider provisioning systems for stock and production purposes; Examine positive and negative reasons for holding stock and approaches to reducinginventories; Identify methods of stock control and their application; Explain the EOQ concept; Discuss the usefulness and limitations of forecasting in the supply context; Develop an appreciation of MRP, MRP2, DRP and ERP systems; Discuss ?just-in-time? and related philosophies; Explain late customisation as a provisioning policy; Emphasize the importance of responsiveness to customer needs;Demonstrate a heightened understanding about the concept of contract managementand administration; Outline and illustrate the contracting process; Explain risk, reward and contract targeting; Define tendering; Enumerate the different methods of tendering and explain each; Identify the types of contract and differentiate one from the other; Describe the process involved in contract administration; Understand the principles of relationship management; Determine some contractor motivation; Be knowledgeable about the concept of contract performance; Name the different variations and claims in contract management and administration;and Be familiar with the legal aspect of contract management.Procurement ManagementPurchasing Scope and DevelopmentThe Changing Role of Purchasing and SupplyProactive PurchasingProcurement PositioningTotal Acquisition Cost and Total Cost OwnershipNon-Manufacturing OrganisationsThe Supply Chain ConceptPurchasing DevelopmentBest Practices in Strategic Supply ManagementStrategic Procurement and Supply Chain ManagementStrategic ProcurementThe Concept of StrategyThe Mission StatementLevels of StrategyCategory ManagementStrategic ManagementStrategic AnalysisStrategic DevelopmentStrategic ImplementationObjectives for PurchasingStrategies and Their ScopeSelecting a StrategyEffective Supply and Market StrategyPurchasing and Supply in the Different Types of OrganizationOrganisation of the ActivityPurchasing In the Organisation StructurePurchasing DevolutionThe Supply ChainImproving Efficiency of the Supply ChainType of Supply ChainStrategic Development of PurchasingOutsourcingOutsourcingOutsourcing MethodologiesOutsourcing ?PitfallsHow to Avoid PitfallsQuality ManagementWhat Is Quality?Statistical Process ControlTaguchi Methods for the Off-Line Control of QualityFailure Mode and Effect AnalysisSpecificationProducing a SpecificationEarly Supplier InvolvementConcurrent EngineeringStandardisationSupplier AssessmentEconomics of QualityQuality CirclesThe Seven WastesValue Analysis/Value EngineeringMake-Or-Buy DecisionInventory ManagementInventory ManagementProvisioning SystemsOrder Quantities and Stock ControlOrder Quantities for ProductionMaterials Requirements Planning (MRP)Manufacturing Resource Planning (MRP2)Distribution Resource Planning (DRP)Enterprise Resource Planning (ERP)Just-In-Time (JIT)Vendor Managed Inventory (VMI)Late CustomisationContract Management and AdministrationThe Contracting ProcessUnderstanding Risks, Reward and Contract TargetingMethods of TenderingTypes of ContractContract AdministrationRelationship Management and Contractor MotivationContract PerformanceVariations and ClaimsLegal Aspect of Contract Management

Course ObjectivesBy the conclusion of the specified learning and development activities, delegates will be ableto: Discuss the scope of purchasing; Identify the purchasing cycle concept; Discuss purchasing and supply as a service activity; Discuss the changing role of purchasing and supply; Explain how purchasing might develop from an independent function to an integratedactivity; Identify the...

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