Brian Farrington Ltd Training Directory 2010-11

Brian Farrington Ltd

Brian Farrington Ltd
Commercial Courses
©Brian Farrington Ltd 2010

Rainford Hall
Crank
St Helens
WA11 7RP

Tel: 01744 20698
Email: info@brianfarrington.com

2010

Brian Farrington Commercial Courses

Table of Contents
PLANNING THE PROCUREMENT STRATEGY ............................................................ 3
COMMERCIAL ACUMEN FOR NON-PROCUREMENT SPECIALISTS ......................... 5
SUSTAINABLE PROCUREMENT – STRATEGIES AND PRACTICE ............................. 7
ENGAGING WITH VOLUNTARY AND COMMUNITY ORGANISATIONS – THE
THIRD SECTOR ............................................................................................................. 9
MANAGING THE PROCUREMENT FUNCTION ......................................................... 11
PROJECT MANAGEMENT AND PROJECT MANAGEMENT METHODOLOGY ......... 13
VFM COLLABORATIVE PROCUREMENT .................................................................. 15
E-PROCUREMENT – A PRACTICAL INSIGHT ........................................................... 17
SUPPLIER RELATIONSHIP MANAGEMENT ............................................................. 19
PROCUREMENT AND ORGANISATIONAL STRATEGIES ......................................... 21
EU PROCUREMENT LEGISLATION ........................................................................... 23
UK PROCUREMENT LEGISLATION ........................................................................... 25
THE LEGAL CONTENT OF AN INVITATION TO TENDER ........................................ 27
CONTRACT LAW – IMPLIED VERSUS EXPRESS OBLIGATIONS ............................. 28
IT SYSTEMS AND SOFTWARE PROCUREMENT ................................................ 29
SPECIFICATION AND QUALITY MANAGEMENT...................................................... 31
SUPPLIER EVALUATION AND SELECTION TECHNIQUES ...................................... 33
CONSTRUCTING AN EFFECTIVE INVITATION TO TENDER ................................... 35
MANAGING THE TENDER PROCESS ......................................................................... 37
TENDER ANALYSIS SKILLS ....................................................................................... 39
CONTRACT AWARD – KEY CONSIDERATIONS ........................................................ 41
CONTRACT MANAGEMENT SKILLS .......................................................................... 43
POST CONTRACT AWARD CONSIDERATIONS ........................................................ 45
“FOOD” PROCUREMENT ........................................................................................ 47
“CONSTRUCTION” PROCUREMENT .......................................................................... 48
PREPARING FOR PURCHASING MANAGEMENT ..................................................... 49
THE PURCHASING CONTRIBUTION TO LONG-TERM BUSINESS PLANNING ....... 51
ORGANISING TO PROCURE ....................................................................................... 53
PROCUREMENT FRAUD............................................................................................. 55
TERMINATING CONTRACTS – COMMERCIAL AND LEGAL CONSIDERATIONS ... 57
PROCUREMENT IN LOCAL GOVERNMENT .............................................................. 59
FINANCE FOR NON-FINANCIAL SPECIALISTS ........................................................ 61
MANAGING PARTNERING AGREEMENTS................................................................ 63
MANAGING CONTRACT DISPUTES ........................................................................... 65
MOBILISING FOR EFFECTIVE CONTRACT DELIVERY ............................................ 67
APPOINTING AND MANAGING EXTERNAL ADVISERS ........................................... 69
WHAT COULD POSSIBLY GO WRONG WITH A PROCUREMENT? .......................... 71
UNDERSTANDING FINANCIAL MODELS .................................................................. 73

©Brian Farrington Ltd 2010 Page 2


Course Information

Title
PLANNING THE PROCUREMENT STRATEGY
Reference PS1
Type Core knowledge
Target Purchasing staff who are responsible for high value purchases and high risk
Audience purchases
Duration 1 Day
Purpose Understand the need for planning a procurement strategy at the outset
Understand the prime facets of a procurement strategy
Understand the format and content of business cases
Content Establishing the need
- defining the commodity group and possible quantity requirement
- specification requirements
- special characteristics of the purchase
- risk issues
Understanding current supply arrangements
- historical demand and supply considerations
- profiling the supply market
- the contractual nature of existing requirements
- performance requirements
Supply market research and analysis
- purchase research methodologies
- access to market reports
- sources of supply market data
- analysis of the supply market, including quality and environmental
considerations
Procurement strategy template
 key facets of the template
Planning, defining and agreeing preferred procurement strategy,
including e-procurement considerations
- authorisation of strategy
- impact of Gateway review
- impact of e-procurement
- reverse auctions
Traditional contracting or partnering
- the strengths and weaknesses of traditional contracting
- the strengths and weaknesses of partnering
- how Partnering Boards operate
- agreeing long-term service innovation and continuous improvement
Outline Business Case
- current cost base
- implementation costs
- cashable benefits
- client side management
- qualitative benefits
- assumptions



Full Business Case
- strategic fit
- options appraisal
- commercial aspects
- affordability
- achievability
Supply positioning Matrix
- strategic security
- strategic critical
- tactical acquisition
- tactical profit
Supplier preferencing
- what it is
- the supplier’s profiling of the buying organisation, relationships and
drivers
Delivery Style  Tutorial discussions, preparing a mock strategy, case study and
preparing a strategy template
Course  Notes, suggested template and Certificate of Attendance
Materials
Linked  The purchasing contribution to long-term business planning
Courses



Course Information

Title
COMMERCIAL ACUMEN FOR NON-
PROCUREMENT SPECIALISTS
Reference PS2
Type Professional appreciation
Target All non-procurement specialists who require commercial acumen within their
Audience role
Duration 2 Days
Purpose Explain the commercial considerations when procuring goods and services
Understand the issues around pricing decisions and relevance of costs
Explain the relevance of contractual clauses to commercial judgments
Content Price and cost considerations
- the range of pricing strategies
- exposing cost drivers
- clarifying price differentials at the tender stage
Supplier’s cash flow
- the cost of money
- milestone payments and valuations
- payments discounts
Supplier’s pricing decisions
- absorption costing
- knowing the buying organisation
- pricing for contingency
Dealing with contingency
- exposing contingency provision
- creating the contingency fund and methods for accessing such a fund
- risk profiling
Gainshare/Painshare agreements
- gainshare agreements
- the provision for damages
- involving the supply chain
Conducting due diligence
- financial
- operational
- supply chain
- past track record
Negotiation skills
- when to negotiate
- the impact of standing orders and EU procurement directives
- developing the skill of negotiation
Managing contract change
- assessing price changes
- assessing impact on project programme
Performance Bonds
- the types of bonds
- the wording of bonds
Parent Company Guarantees
- assessing the parent company
- risk provision



Imposing Damages for contract non-performance
- liquidated damages
- unliquidated (consequential loss) damages
-
Key contract clauses
- sample clauses including Escrow, Change of Law and change of
ownership
Right of Audit clauses
- the content of the clause
- applying the right of audit in practice
- dealing with the findings
Supplier visits
- organising the visit
- who to see
- what are we looking for
Ethical issues
- ethical considerations
- hospitality
Prevention of corruption
- the Prevention of Corruption Acts
Delivery Style  Tutor input, discussion group work, case studies and solution analysis
Course  Course notes and reference material and Certificate of Attendance
Materials
Linked  Planning the procurement strategy
Courses



Course Information

Title
SUSTAINABLE PROCUREMENT – STRATEGIES
AND PRACTICE
Reference PS3
Type Core knowledge
Target Procurement and other officers engaged in implementing sustainable
Audience procurement strategies and practice
Duration 1 Day
Purpose Develop a common understanding of sustainable procurement
Provide tools and techniques of defining sustainable impacts
Help procurement specialists understand the benefits of incorporating
sustainability into the procurement process
Provide an understanding of the benefits of engaging the supply chain into
sustainability strategies
Content What is sustainable procurement?
- definition
- general principles
- category specific examples e.g. landfill tax
Risk based approach to sustainable procurement
- Basic risk management
- Why the environment is a risk
- Climate change
- Resource depletion
- Emissions
- Waste
- pollution
Risk to the organisation from the environment
- reputational
- supplier failure
- legal compliance
- environmental taxation
- health impacts
Sources of environmental procurement risks
- supplier performance on own site
- supplier performance on buyer’s site
- supplier provided goods and services
Control and management
- consumption reductions
- seek green options
- evaluate cost/benefits
- green supplier selection
- green design
- green specifications
Sustainable procurement assessment toolkit
- prioritising categories
- demand review
- action planning
- specification checklist
- whole life cycle cost model



Regulatory and guidance sources
- BS EN ISO 14001 Environmental Management
- RoHS Regulations (Statutory Instrument S12008 No37)
- WEEE Directive
- Local Government sustainable procurement strategy
Delivery Style  Case studies, tutor input and tutor led problem solving
Course  Course notes in checklist form and Certificate of Attendance
Materials
Linked  Planning the Procurement Strategy
Courses



Course Information

Title
ENGAGING WITH VOLUNTARY AND
COMMUNITY ORGANISATIONS – THE THIRD
SECTOR
Reference PS4
Type Core knowledge, Awareness and Practical Application
Target Commissioning, procurement, finance and service delivery staff engaged or
Audience likely to become engaged in procurement from third sector organisations
Duration 1 Day
Purpose Understand the range of services available from the third sector
Understand the value added potential from the third sector
Explain the difference between grant funding and procurement of goods and
services from the third sector
Content The Third Sector – range of capabilities
- reference to drug treatment, rehabilitation, asylum support services,
children’s services, adult social care and crime and disorder reduction
partnerships
Scale, scope and organisational models for the third sector
- the emphasis on SME’s
- the scope of the third sector
- organisational models
Contract social clauses
- community benefits
- added value services
- drafting the clauses
Relevant Government policy
- Value For Money
- practical guidance
- reducing barriers
- creating level playing fields
- the myth that EU Procurement is a barrier
Value added from the third sector
- community links
- specialised knowledge
- no institutional pressures
- innovation
- responsiveness
- niche markets not generalists
Pricing considerations
- not for profit
- full cost pricing considerations and impact
- return on investment considerations
Benefits and barriers to working with the third sector
- access to finance
- charities competing fro funding
- back office capacity and organisation



Four key areas where action is needed
- commissioning
- procurement
- learning
- accountability
Using the flexibility inherent in European procurement legislation
- contracts falling outside the provisions of EU Procurement Directives
- supported businesses and the Special Contracts Arrangements
- procurement fully subject to the EU Procurement Directives and
partially exempt procurement
Delivery Style  Tutor input and discussion plus practical considerations of
procurement
Course  Course notes and checklists and Certificate of Attendance
Materials
Linked  EU Procurement Directives
Courses



Course Information

Title
MANAGING THE PROCUREMENT FUNCTION
Reference PS5
Type Practical application
Target Procurement Managers, procurement staff preparing for management and
Audience managers with significant procurement involvement and/or accountability, e.g.
Finance Directors.
Duration 2 Days
Purpose Understand the essential facets of procurement management
Explain the strategic and policy requirements of procurement
Understand the requirement for long-term risk management processes to deal
with the supply chain
Understand the need for financial, contractual and operation knowledge
Content The role and influence of procurement
- procuring goods and services from third parties
- impact on service delivery
- managing risk and opportunity
Managers – key roles and functions
- process, roles and tasks
- public and private sector approaches
- impact of stakeholder groups
- managing stakeholders
Ethics and social responsibility
- social responsibility and ethics
- ethical codes and rules
- organisational goals and strategy
Span of control and job design
- span of control, advantages and disadvantages
- the six tenets of job design
Management decision making
- tools for decision making
- problem solving approaches
Policies, procedures and controls
- essential policies
- process mapping
- designing appropriate controls
- audit regimes
Organisation structures
- centralised operations
- delegated operations
- consortia
Category analysis
- identifying appropriate categories
- coding and classification
- aggregation potential
Supply base analysis
- the Pareto distribution
- data provision and analysis
- expenditure and risk assessment
Marketing procurement
- understanding stakeholders and their needs



- growing supplier interest
- simplifying tender procedures
Procurement competency profiling
- identifying the competencies, skills and knowledge
- designing the metrics
- public sector differentiators
Measuring and reporting procurement performance
- inputs, outputs and process
- balanced scorecard
- relevant management information
Managing improvement
- continuous improvement
- demanding targets
- rewarding personal achievement
- motivational tools
Drivers of change
- legislation
- costs of service
- public demand
- emergencies
Employment legislation
- employment legislation – an outline
- TUPE
- contractors
- employee rights in a disciplinary process
Delivery Style  Tutor led discussions, case studies and problem solving scenarios
Course  CIPS Level 5 Study Guide and Certificate of Attendance
Materials
Courses



Course Information

Title
PROJECT MANAGEMENT AND PROJECT
MANAGEMENT METHODOLOGY
Reference PS6
Type Procurement strategy and professional awareness
Target Current and potential project managers, others involved in project delivery
Audience
Duration 2 Days
Purpose Identify the stages in the project management process
Explain how to build and manage project teams
Explain the principles of project planning and time management
Explore examples of project management methodologies

Content Overview
- the nature of project management
- methodologies and toolkits
- identification of goals
The ingredients of excellence in project delivery
- a team with relevant knowledge and skills
- detailed planning
- effective risk management
- dealing with slippage
- learning from failed projects
Adapting to circumstances
- deconstructing the template
- developing a flexible framework
- identification of timescales
- the planning horizon
Starting a project
- project initiation documents
- formal approval process
- identification of goals and objectives
- critical success factors
- scope and timescales
- assumptions
Planning
- appropriate levels of details
- phases in the plan
- milestones
- outputs, not processes
- communicating the plan
Mapping it out
- Working backwards
- Gantt charts
- Identification of major tasks and durations
- Identifying dependencies
- Independent tasks
- The critical path

OGC Gateways



- the Gateways process and Gates
- applicability
- guidance
- support
Communication and collaboration
- who need the information?
- stimulating action
- influencing attitudes and behaviour
- encouraging feedback
- external stakeholders
Delivery Style  Formal presentations, tutor led discussions, problem solving case
studies and personal presentation
Course  Notes, slide set, pre-course reading and Certificate of Attendance
Materials
Courses  Finance for Non-Financial Specialists



Course Information

Title
VFM COLLABORATIVE PROCUREMENT
Reference PS7
Type Procurement strategy
Target Purchasing staff who will be working in areas covered by the protocol and
Audience developing it in the future
Duration 1 Day
Purpose Identify the main features of collaborative procurement
Explain the key features of value for money approaches
Explain the benefits of collaborative procurement approaches
Identify the procedures applicable to particular areas of the procurement
process
Content Objectives of collaborative procurement
- limit the dispersal of procurement processes
- standardise prices for goods and services
- improved value for money for smaller organisations
- simplified access for small and large organisations wishing to provide
goods and services to the public sector
Value Wales joined up approach
- enhanced value for money
- development of expertise
- transfer of knowledge across Wales
- co-ordinated approach to the supply market
- excellence in supporting public sector services
Value for money
- economy, efficiency and effectiveness
- identification of benefits
- determination of costs, short and long term
Procurement strategy
- Identification of local priorities
- Maximising savings
- Development of sourcing strategy
- Development of long-term activity plans
Areas for collaboration
- framework contracts
- all-Wales frameworks
- OGC frameworks
- specialist contracts
Professional services and social care
- Features of professional services procurement
- Procuring social care
- Identifying value and quality of service
Management information
- information to support decisions
- break down of spend by departments
- consistency of standards
- building awareness of collaborative procurement routes across
organisations
Managing and reporting performance
- setting targets for savings



- consulting with system users
- use of KPIs
Materials
Courses  Finance for Non-Financial Specialists



Course Information

Title
E-PROCUREMENT – A PRACTICAL INSIGHT
Reference PS8
Type Core knowledge
Target Procurement staff and others needing an understanding of the breadth of e-
Audience procurement
Duration 1 Day
Purpose Understand the detail of e-procurement
Understand the benefits including cost and time
Appreciate the practical obstacles to implanting e-procurement
Content e-procurement tools
 purchasing cards
 BACS payment
 supplier hosted web catalogues
 internally hosted catalogues
 on-line ordering
 electronic requisitioning and ordering
 on-line EU contract notification and award notices
e-sourcing
 what is it?
 what can it do?
 demand aggregation
 requirements definition
 supplier discovery
 RFI; RFP; RFQ
 reverse auctions
e-tendering
 why use e-tendering?
 how to use an e-tendering solution
 features of e-tendering
 e-evaluation
 decryption
 opening tenders
 evaluation
 ranking
 currency reconciliation
e- vendor management
 why use it?
 features and functionality
e-contract management
 the elements of a typical eCMS
 automation of processes
 feedback into the sourcing process

e-auctions



 how do e-auctions work?
 the revenue equivalence theorem
 collusion – coordination
 e-auction experiences
Delivery Style  Tutor led discussion and explanation of real life experiences with e-
procurement, plus group discussion.
Course  Course notes in checklist form and reference sources and Certificate
Materials of Attendance
Linked  None
Courses



Course Information

Title
SUPPLIER RELATIONSHIP MANAGEMENT
Reference PS9
Type Core knowledge
Target Procurement, service managers and others actively engaged in supplier
Audience management
Duration 1 Day
Purpose Understanding how to create effective relationships
Understanding the tools available for relationship management
Explain the benefits from positive relationships
Content The relationship spectrum
 formal relationships
 business trust relationships
 dependency relationships
e-procurement and relationship management
 managing the distant relationship
 providing adequate briefings on the process
 reverse auctions and trust in the process
 tendering processes
How to establish positive relationships
- team building skills
- role definition
- facing reality when challenges are present
Working with different personalities and cultures
- understanding the respective business drivers
- examining the personalities and their drivers
- the impact of organisational and country culture
Consequences of poor relationships
- breakdown in performance
- lack of trust delaying actions
- claims for extras and contract change requirements
Tools and techniques
- team building
- personality profiling
- off-site review sessions
- reward systems
- motivational tools
Relationship issue analysis
- key personnel
- accountabilities
- pressure from senior management
- unreasonable demands of individuals
Buyer seller expectations and values
 the profit motive
 service excellence
 contract length and renewal
A practical model for developing a relationship
 explanation of the model

Dealing with a breakdown in relationships



- the role of the honest broker
- getting the team to solve problems
- documenting agreement
Delivery Style  Tutor led discussion and formal presentation, discussion and study of
relationship building and breakdown
Course  Course notes in bullet format and Certificate of Attendance
Materials
Linked  None
Courses



Course Information

Title
PROCUREMENT AND ORGANISATIONAL
STRATEGIES
Reference PS10
Type Core knowledge
Target Procurement, finance, audit and service managers actively engaged in
Audience developing procurement and related strategies
Duration 2 Days
Purpose Explain organisational strategies and linkage with procurement strategies
Understand how to develop an effective procurement strategy
Understand the legislative influences on strategic thinking
Explain how strategic supplier management is a significant contributor to
performance
Content Strategic management defined
- levels of decision making
- long, medium and short term planning
Organisational context
- relationships with suppliers, customers and other stakeholders
- identification of organisational resources
- organisational politics and culture
Strategy over time
- re-evaluation of assumptions
- changes to objectives
- identifying ineffective strategies
- addressing areas of implementation
Stakeholder analysis
- identification of stakeholders
- stakeholder objectives
- power and influence
- impact on the organisation
Value Wales procurement strategy template
- content of the template
- relating the template to participant’s organisation
Sector specific strategies – overview
- local government
- health
- education
Legislative influence
- open competition
- framework agreements
- choice of procurement route
- PPP/PFI strategies
Senior staff strategic awareness
- long-term planning
- strategies for delivering key services
- strategic plans with procurement

Strategic supplier management



- relationships
- business planning and sharing data
- category management
Delivery Style  Tutor led discussion, case studies and practical strategy development
Course  Course notes, reference material and Certificate of Attendance
Materials
Courses



Course Information

Title
EU PROCUREMENT LEGISLATION

Reference LF1
Type Awareness and Career Development
Target Procurement Managers and Staff with responsibility for ensuring compliance
Audience with EU Procurement Legislation
Duration 1 day
Purpose Provide background to the EU General Public Sector Directive and the
Utilities Directive
Explain the procedures that contracting authorities must follow under the EU
Procurement Regime
Explain the implications of the existing Remedies Directives and new 2007
Remedies Directive
Ensure a consistent application of the EU procurement rules across all
contracting authorities.
Manage risk during the EU procurement process

Content Background to EU Public Procurement Regime
- Purpose of the EU Public Procurement Rules
- Evolution of EU Public Procurement Regime
- Who is affected by the EU Public Procurement Regime
EU Public Procurement Directives
- Public Sector Directive – works, supplies and services
- Utilities Directive
- Original Remedies Directives
- 2007 Remedies Directive
- Implementation of the Directives in UK
Contracting Authority’s basic advertising requirements
- OJEU – what is it?
- Contract thresholds
- Types of Notices and timescales
- Exemptions to advertising requirements
- Basic Treaty Requirements to be satisfied
Advertising in the OJEU
- Contents of Notices
- Technical Specifications
- Selection Criteria
- Award Criteria – dealing with weightings
- Dangers of changing selection/ award criteria after contract advertised
in OJEU
Awarding the contract
- Selecting the most appropriate procedure
- Open Procedure
- Restricted Procedure
- Negotiated Procedure
- Competitive Dialogue
- Accelerated Procedure
- Alcatel Standstill Provisions and implications of new 2007 Remedies



Directive
Risks of breaching procurement rules
- Damage claims
- Injunctions
- European Commission investigation
- Finding of Illegal Direct Award and potential cancellation of contract
- Minimising the risk of breaches
Types of procurement
- Framework Agreements
- Dynamic Purchasing Systems
- Electronic Procurement
- Dividing contracts into lots
Dealing with confidential information during the procurement process
- Non Disclosure Agreements with tenderers
- Specific issues arising in competitive dialogue
Interactive Case Studies
- Drafting a contract notice
- Establishing Award Criteria
- Awarding a contract – correct procedure
- Dealing with a request for a disgruntled bidder
Delivery Style  Formal presentations, tutor led discussions, interactive problem
solving case studies and personal presentation
Materials
Linked  UK Procurement Legislation
Courses  Managing the Tender Process

Course Information



Title
UK PROCUREMENT LEGISLATION
Reference LF2
Type Awareness and Career Development
Target Procurement Managers and Staff with responsibility for ensuring compliance
Audience with UK Procurement Legislation
Duration 1 Day
Purpose Provide background to how the EU Procurement Directives have been
implemented in the UK
Explain the procedures that contracting authorities must follow under UK
procurement legislation
Explain guidance that is available from OGC in UK procurement legislation
Ensure a consistent application of the EU procurement rules across all
contracting authorities.
Manage risk during the EU procurement process

Content Background to EU Public Procurement Regime
- Purpose of the EU Public Procurement Rules
- Evolution of EU Public Procurement Regime
- Who is affected by the EU Public Procurement Regime
EU Public Procurement Directives
- Public Sector Directive – works, supplies and services
- Utilities Directive
- Original Remedies Directives
- 2007 Remedies Directive
- Implementation of the Directives in UK
How EU Public Procurement Rules have been implemented in the UK
- Public Contracts Regulations
- Public Utilities Contracts Regulations
- Remedies Regulations
- Forthcoming Regulation implementing 2007 Remedies Directive
Contracting Authority’s basic advertising requirements
- OJEU – what is it?
- Contract thresholds
- Types of Notices and timescales
- Exemptions to advertising requirements
- Basic Treaty Requirements to be satisfied
- OGC Guidance on advertising requirements
Advertising in the OJEU – OGC Guidance
- Contents of Notices
- Technical Specifications
- Selection Criteria
- Award Criteria – dealing with weightings
- Dangers of changing selection/ award criteria after contract advertised
in OJEU




- Selecting the most appropriate procedure – OGC Guidance
- Open Procedure
- Restricted Procedure
- Negotiated Procedure
- Competitive Dialogue
- Accelerated Procedure
- Alcatel Standstill Provisions and implications of new 2007 Remedies
Directive
Risks of breaching procurement rules
- Damage claims – examples of UK cases
- Injunctions – examples of UK cases
- European Commission investigation
- Finding of Illegal Direct Award and potential cancellation of contract
- Minimising the risk of breaches – OGC Guidance
Types of procurement – OGC Guidance
- Framework Agreements
- Dynamic Purchasing Systems
- Electronic Procurement
- Dividing contracts into lots
Dealing with confidential information during the procurement process
- Freedom of Information Act
- Non Disclosure Agreements with tenderers
- Specific issues arising in competitive dialogue
Interactive Case Studies
- Drafting a contract notice
- Awarding a contract – correct procedure
- Dealing with a FOIA request
- Dealing with a request for a disgruntled bidder
Delivery Style  Formal presentations, tutor led discussions, interactive problem
solving case studies and personal presentation
Materials
Linked  EU Procurement Legislation
Courses  Managing the Tender Process



Course Information

Title
THE LEGAL CONTENT OF AN INVITATION TO
TENDER
Reference LF3
Type Core knowledge
Target Procurement, legal services, audit and service managers involved in designing
Audience ITT’s
Duration 1 Day
Purpose Understand the key contract clauses and their potential application
Understand typical schedules to a contract and their potential application
Explain the need to anticipate contractual non-performance and remedies
available
Content Key Contract Clauses (Examples only - others will be accommodated)
- Changes in law
- Change in service priorities
- Damages and service credits
- IPR’s
- Specification
- Force Majeure
- Contract review and contract extension
- Jurisdiction
- Payment
- Change in ownership
- Insurances
- Right of Audit
- Open Book
- Termination
Schedules to the contract (Examples only – others will be
accommodated)
- Exit plan
- Emergency planning
- Novated contracts
- Dispute resolution
- Performance bond
- Contract change
- Benchmarking
- Key personnel
- Security considerations
Delivery Style  Tutor led discussion around actual clauses and schedules, using case
law to illustrate practical situations that arise in business.
Course  Relevant notes with illustrative clauses and Certificate of Attendance
Materials
Linked  Contract Law
Courses



Course Information

Title
CONTRACT LAW – IMPLIED VERSUS EXPRESS
OBLIGATIONS
Reference LF4
Type Core knowledge
Target Procurement, service managers and audit staff
Audience
Duration ½ Day
Purpose Highlight typical points of failure in non-commodity procurements
Explain the difference between implied and express obligations
Explain the concepts surrounding the elevation of the supplier to expert
Provide a list of do’s and don’ts in relation to a supplier’s obligations
Content What is the law that impacts on procurement?

When and how contracts are formed

Commodities versus solutions

Letters of Intent

Instructions to Proceed

Caveat Emptor

The dangers of using the supplier’s contract terms and conditions

Implied obligations

Express obligations

Material breach

Remedies at law

Do’s and Don’ts for purchasers

Delivery Style  Formal presentation and participant discussion
Course  Course notes in checklist form and Certificate of Attendance
Materials
Linked  Tendering and Specification writing
Courses

Course Information



Title
IT SYSTEMS AND SOFTWARE PROCUREMENT
Reference PP1
Type Core knowledge
Target Procurement, IT, Project Management and Senior Staff engaged in IT Systems
Audience and Software Procurement
Duration 2 Days
Purpose Identify the essential commercial and legal considerations when buying IT
Understand the source of disputes in typical IT contracts
Explain the crucial role to be played by procurement specialists
Explain the commercial risks that need optimising
Content Background to IT Procurement
- the technical dominance in procurement
- balancing technical and commercial interests
- long-term life cycle costs
- risk management
- Gateway reviews
A brief history of IT disasters and successes
 specification issues
 cost overruns
 programme overruns
 technical change
The role and influence of procurement
 key phases of the procurement cycle
 due diligence
 evaluation criteria and weightings
 formation of the contract, including letters of intent and Instructions
to proceed
 assignment and novation issues
 Contracts (Rights of Third Parties) Act 1999
A robust procurement process through to contract signature
 managing the tender process
 documenting discussions
 reference site visits
 handling the supplier’s pressure to get to contract signature
 using OGC Framework Agreements
Cost drivers, price management and negotiation
- hardware, software, labour/development costs, installation and
maintenance costs
- managing prices in the longer term
- price review mechanisms and choice of indexation
- when and how to negotiate
Critical commercial facets of IT and Software
- relationship between supply and support contracts
- off the shelf contractual issues
- testing and acceptance
- applying damages and service credits
- business continuity

Software licences and development agreements



- key features of software licences
- different types of software licences
- structure of a typical object licence agreement
- licensee obligations
- licensor’s warranties and liabilities
- indemnities
Intellectual property rights in systems and software
- copyright in software and databases
- trademarks and service marks
- Escrow agreements
Managing IT contracts – liabilities and dispute management
- performance bonds and insurance requirements
- intellectual property infringement
- calculating a cap on liability
- dispute resolution and ADR
Long-term IT support contracts
- right to terminate
- guaranteeing availability of support
- help desks
- negotiating response times
- accessing upgrades and the commercial implications
- off-shoring implications
Delivery Style  Tutor led discussions and formal input, case studies, consideration of
court judgments on IT cases and problem solving scenarios
Course  Course notes based on practical and proven checklists and Certificate
Materials of Attendance
Linked  Managing the Tender Process
Courses



Course Information

Title
SPECIFICATION AND QUALITY MANAGEMENT

Reference PP2
Type Core knowledge
Target Procurement, quality management, heads of service and contract management
Audience staff
Duration 1 Day
Purpose Ensure a full understanding of writing and presenting specifications
Stress the importance of quality management throughout the procurement
process
Emphasise the linkage with contractual terms and conditions
Content Writing effective specifications
- output versus input specifications
- using the right language
- the various ways to specify including buying by sample, chemical
analysis, etc
- guidelines for content and presentation
Input versus output specifications
- the arguments for and against each
- the contractual implications
Key Performance Indicators
- defining key performance indicators
- the consequences of them not being met
Acceptance testing and quality standards
- the difficulties relying on the supplier’s testing programme
- time for acceptance
- rework implications
Linkage with contractual terms and conditions
- inspection rights
- termination rights
- right to audit
- supply chain implications
Applying damages for non-performance
- preparing a heads of claim
- retendering implications
Environmental considerations
- specifying and accountability for environmental matters
Sustainability considerations
- environmental considerations
On-site inspection and rejection processes
- rights to use third party inspection
- rejecting work in progress
Quality certification
- checking the accreditation source
- AQAS

Product guarantees



- when do they start
- how long
- terms of the guarantee
Repair or replace
- supplier’s right to repair or replace
- recommencement of guarantee period
As built drawings
- Escrow
- IPR’s
Delivery Style  Tutor input, discussion, problem solving case studies
Course  Course notes and tender document references and Certificate of
Materials Attendance
Linked  None
Courses



Course Information

Title
SUPPLIER EVALUATION AND SELECTION
TECHNIQUES
Reference PP3
Type Core knowledge
Target Procurement staff and likely Project Board members
Audience
Duration 1 day
Purpose Explain the rationale for evaluating suppliers at PQQ and tender stages
Understand the need for robust evaluation criteria and weightings
Gain an understanding of handling supplier presentations
Explain the methodology used by effective evaluation panels
Content Purchases < EU Threshold
- the relevance of standing orders and procurement rules
- the EU thresholds for supplies, services and construction
Purchases > EU Threshold
- the process for such purchases
- aggregation rules
- time periods applicable to aggregation
Risk profiling the intended purchase
- the risk register
- the different types of risks
- obtaining the supplier’s view of risks
Soft Market Testing
- what is legitimate
- making notes of meetings
- preparing relevant notes
Informing the supply market
- advertising
- bidder’s days
- internal tender information
OJEU advertisements
- the content of the OJEU advertisement
- ensuring the content is appropriate
- time for responses
Bidder’s days
- hosting the day
- the content of presentations
- who shall make the presentation
- ensuring the quality of presentations
Designing the content of a PQQ
- the sections of the PQQ
- asking relevant questions
- making it service/goods specific

Designing the content of an Invitation to Tender (ITT)



- instructions to tenderers
- the sections of the ITT
- the contract and schedules
Evaluation criteria and weighting modelling
- determining the criteria
- deciding on the weightings (if any)
- the scoring system
Financial and Technical considerations
- cost modelling
- specification writing
Supplier presentations
- assessing the quality of the presentations
- controlling the time
- asking questions
Contract award
- the Alcatel standby period
- Judicial reviews
- Authorisation to sign the contract
Delivery Style  Tutor input, tutor led discussions, analysis of actual documentation
Course  Notes, case studies, templates and Certificate of Attendance
Materials
Linked  Tender Analysis Skills
Courses



Course Information

Title
CONSTRUCTING AN EFFECTIVE INVITATION
TO TENDER
Reference TB1
Type Core knowledge
Target Procurement and Service Managers who are or will be engaged in preparing
Audience Invitations to Tender
Duration 1 Day
Purpose Understand what an effective ITT looks like
Appreciate the benefits of helping tenderers to produce first class tenders
Understand that innovative solutions can be sought and evaluated
Content Reference to business case
- confirm technical and financial requirements
- confirm affordability envelope
- confirm decision making timescales
Instructions to tenderers
- defining the essential content
- in what medium are tenders to be submitted
- tender validity period
- are tender bonds required
Using the right language
- avoiding acronyms
- providing a glossary of terms
- avoidance of pointing to a specific solution
Explaining the requirement to tenderers
- the specification
- client specific circumstances impacting on performance
- KPI’s
- defining ‘must haves’ and ‘nice to haves’.
Anticipating tenderer’s questions
- typical areas of concern
- technical questions
- procurement questions
- the process for resolving queries that arise during the tender process
Requesting cost information
- designing the cost model
- anticipating the cost drivers
- dealing with contingency provision
Requesting innovative solutions
- encouraging innovative solutions
- permitting non-compliant tender solutions
- how to evaluate innovation
Dealing with competitive edge solutions
- confidentiality
- reaching an understanding of cutting edge solutions
- pricing the alternative



Explaining the procurement process and timescales to get to contract
- setting out the process
- evaluation panels
- the decision making process
- Local Authority call-in periods
The ITT evaluation model
- criteria and weightings
- scoring systems
Populating the contract clauses and schedules to contract
- boilerplate clauses
- contract specific clauses
- schedules that may be required
Delivery Style  Tutor led discussions and formal input, problem solving scenarios
Course  Course note checklists and Certificate of Attendance
Materials
Linked  Tender Analysis Skills
Courses



Course Information

Title
MANAGING THE TENDER PROCESS
Reference CA1
Type Core knowledge
Target Procurement, finance, audit and service managers actively engaged in tendering
Audience processes
Duration 1 Day
Purpose Understand the end-to-end tender process
Explain the salient considerations for the tender process to work effectively
Explain the typical pitfalls
Content Understanding the legal framework surrounding the tendering process
- EU Directives
- Standing Orders
- Standstill period
- Tender validity period
Incorporating the terms and conditions of contract
- the rules of offer and acceptance
- dealing with contractual non-compliance
- dealing with the involvement of external legal advisers
Determining the rules of the bidding process
- communication protocol
- receipt and opening of tenders
- raising clarification questions
How to use non-collusion clauses
- non-collusion undertakings
- consequences of breach
How to handle bidders’ conferences and/or reference site meetings
- organising a bidder’s conference
- who should be involved
- reference site meetings
- contemporaneous notes
Preparing the pricing schedules
- what are the potential cost drivers?
- designing the pricing template
- instructions for completing the template
The legal aspects of return of tenders
- validity date
- tender bonds
- making counter offers and the likely consequences
Evaluating the bids, both commercially and technically
- the criteria and weightings
- the role of evaluation panel members
- technical considerations and impact on price and performance
Preparing for and undertaking post tender clarification and negotiation
- identifying the issues
- planning the process
- documenting the outcome
- ensuring the audit trail is complete



The Alcatel period
- what does it mean?
- how is it applied?
- dealing with appeals
- judicial reviews
Authorisation for contract award
- Central government and local authority decision making
- Delegated authority implications
Advising non-successful bidders
- EU Directive guidance
- satisfying the formalities
- simple What information to provide
- Providing a debrief
- simple versus deed contracts
- ensuring formal acceptance
Delivery Style  Tutor input, discussion, problem solving and role playing
Course  Notes in checklist form and official guidance references and
Materials Certificate of Attendance
Linked  Constructing an effective Invitation to Tender
Courses



Course Information

Title
TENDER ANALYSIS SKILLS
Reference CA2
Type Core knowledge
Target Procurement and other functional specialists engaged in tender analysis
Audience
Duration 1 Day
Purpose Explain the importance of professional analysis of tenders
Understand the nuances included in tenders by bidders
Understand that detailed evaluation is a task requiring diligence
Content Linking the content of a tender to the evaluation model
- facets of the evaluation model
- locating specific answers to evaluation facets
- ensuring the right criteria are used
Dealing with vague statements
- examples of vague statements
- drafting clarification questions
- determining the impact of the vagueness
Dealing with non-compliance
- what was said in the tender?
- were alternative solutions requested?
- deciding to pursue non-compliance
Taking up references
- written or verbal requests
- going beyond the façade of references
- the necessity for due diligence
Dealing with contradictions
- the nature of contradictions
- clarification process
Technical analysis
- compliance with specification
- method statements
- quality management of the service or manufacturing
Commercial analysis
- pricing detail
- supply chain issues
- financial health of the supplier
- payment and/or funding issues
Financial analysis
- the supplier’s accounts
- performance bonds/PCG
- comprehensiveness of pricing detail
- remedies for non-performance
Contractual analysis
- identifying the impact of any non-compliance
- dealing with other matters raised
- analysing alternative clauses suggested

Identifying questions for clarification



- responsibility to draft the questions
- accountability for raising questions with bidders
Briefing the evaluation team
- ensuring that all the evaluation panel understand the model
- explaining the scoring system
Resolving in-house differences of findings
- the formality of recording differences
- discussing and agreeing the consensus
Qualifying words and phrases
- working examples of such phrases and words
- understanding the impact of them
Delivery Style  Tutor input using actual examples from a range of tenders, plus notes
in checklist form
Course  Course notes and reference material and Certificate of Attendance
Materials
Linked  Constructing an effective tender and the Legal Content of a Tender
Courses



Course Information

Title
CONTRACT AWARD – KEY CONSIDERATIONS
Reference CA3
Type Core knowledge
Target Procurement, finance, audit and service managers actively engaged in contract
Audience award processes
Duration 2 Days
Purpose Understand the formalities of contract award
Explain the benefits of debriefs
Understand how to comply with EU Directives and other Regulations
Content Recommendation to award a contract
- preparing the report
- complying with MEAT
- explaining the process
Approval processes
- Departmental sign off
- Council and other bodies’ approval
- Role of scrutiny panel
- Call in periods and implications
Contract standstill period
- Alcatel period and implications
- Relevance to contract signature
- Appeals within the period
Letters to successful and unsuccessful bidders
- model letters
- offering debriefs
Supplier debriefs
- the content of the debrief
- participants
- recording the comments and responses
Contract award notice
- complying with EU Directives
- timescales
Securing and recording benefits
- analysis, recording and reporting benefits
- ensuring that through life costs are taken into account
Contract signature
- authorised signatures
- delegated authority
- simple or contracts under seal
Security and CRB clearance
- security clearance levels
- security clearance processes and timescales
- CRB requirements

Health & Safety briefings
- the importance of health & safety



- briefings prior to site engagement
- the legal requirements
Hand over to contract management
- formal handover to contract management
- explaining contract terms and conditions
- pointing out contractual obligations on the client side
Publicising contract award in-house
- advising interested parties
- explaining whether the contract is mandatory
- understanding Framework Agreements
Efficiencies and reporting
- the requirements for efficiency improvement
- continuous improvement plans
- reporting performance
- public satisfaction surveys
Capturing lessons learned
- what are the lessons learned
- transferring the learning by communication
Delivery Style  Formal inputs, case studies, role plays and review of actual situations
Course  Course notes in checklist form with extracts of formal advice and
Materials Certificate of Attendance
Linked  Managing the Tender Process
Courses



Course Information

Title
CONTRACT MANAGEMENT SKILLS
Reference CM2
Type Core knowledge for procurement and contract management staff
Target Procurement and contract management staff
Audience
Duration 2 Days
Purpose Understand the contract complexities that need handling
Understand the legal framework in which contract management takes place
Explain the practical steps in obtaining and analysing performance data
Content Understanding the contract
- contractual terms and conditions
- schedules to the contract
- the specification
- reporting performance
Formal contract reviews
- scheduled review meetings
- the agenda
- who should be present
- timing
Contract monitoring approaches
- formal
- informal
- escalating the involvement
- electronic monitoring
Provision of relevant Management Information (MI)
- the content required by the contract
- when it is to be provided
- accuracy
- inadequate and misleading data
Managing contract review meetings
- chairing the meeting for positive outcomes
- establishing facts
- getting a balanced picture of performance
- agreeing and documenting actions
Monitoring performance against KPI’s and National Indicators
- KPI’s and National Indicators
- linking performance to gainshare and painshare
- implementing damages and/or service credits
Preparing a contract management plan
- the content of a plan
- the specific proposed contract management structure
- time lines
Conducting spot audits
- when to make them
- involving internal audit
- having the right skills and knowledge present



Dealing with non-performance
- resolving amicably
- formal disputes
- contract termination
Serving notices of breach of contract
- the legal process
- maintaining the audit trail
Responses to contractor default
- acquiescence
- dispute resolution
- action plans
Contract renewal planning
- establishing the data base
- avoiding breaching EU Regulations and Standing Orders
Delivery Style  Tutor input, discussions, case studies and role playing
Course  Course notes in checklist form, reference material and Certificate of
Linked  Contract Law, Managing Disputes
Courses



Course Information

Title
POST CONTRACT AWARD CONSIDERATIONS
Reference CM2
Type Core knowledge
Target Purchasing and Contract Management Staff
Audience
Duration 1 Day
Purpose Explain the typical considerations for post contract award actions
Understand the contractual linkages impacting on contract performance
Experience problem solving based on actual contract defaults
Understand the principle of acquiescence
Content Contract Management
- knowledge and skills requirements
- understanding the contract
- taking decisive action
Provision of Management Information
- defining this in the contract
- frequency and detail required
- the medium in which the MI will be provided
Contract change
- contract change processes
- impact on cost and programme
- timescales for decision making
Key personnel
- acceptability or otherwise
- replacing key personnel
- involvement in the contract and cost
Client obligations
- information turnaround
- payment
- partnering actions
Supplier obligations
- performance
- quality, sustainability and equality
Exit strategies
- when the exit strategy and exit plan will be agreed
- the detailed content of the exit plan
- retendering actions
- linkage with termination
Dispute resolution
- ADR process
- Binding or not
Contract reviews
- frequency
- content
- minutes



Benchmarking
- contract provision
- price matching clauses
- confidentiality
Defining material breach
- the definition of material breach
- linkage with termination rights
Delivery Style  Tutor input, group discussion, case study
Course  Notes, slide deck and bibliography and Certificate of Attendance
Materials
Linked  Contract Management Skills
Courses



Course Information

Title
“FOOD” PROCUREMENT
Reference ERP2
Type Core knowledge and subject matter appreciation
Target Procurement, finance, audit and service managers actively engaged in food
Audience procurement
Duration 2 Days
Purpose Understand the specialist nature of food procurement
Develop Strategies for food procurement
Content
 Definition of food procurement
 The Public Sector Food Procurement Initiative (PSFPI)
 Menu of priority objectives
 Menu of other objectives
 Strategic stakeholders
 The policy landscape
 NAO report ‘Smarter Food procurement in the public sector’
[HC 963-1 2005-2006]
 Costs, quality and sustainability
 Reviewing current practice
 Initiatives that may be taken
 Delivering an effective food procurement process
 The food supply chain
 Catering contracts – some key considerations
 School, hospital and prison food procurement
 Characteristics of successful food procurement
 School Food Trust Survey February 2009-07-27
 Sustainable food procurement
 Sustainable food defined
 Collaborative procurement case study
Materials
Linked  Supplier Evaluation and Analysis Techniques
Courses



Course Information

Title
“CONSTRUCTION” PROCUREMENT
Reference ERP3
Type Core knowledge and subject matter appreciation
Target Procurement, finance, audit and service managers actively engaged in
Audience Construction Procurement
Duration 2 Days
Purpose Understand the specialist nature of construction procurement
Content
 Critical success factors
 Engaging architects, quantity surveyors and consultants
 Project Team
 Integrated process
 Procurement and contract strategies
 Risk and value management
 PFI, Prime Contracting, Design and Build, Leasehold
 Whole life costing
 Gateway reviews
 Framework for integrated procurement
 PPC 2000 New Engineering Contract
 The legal and regulatory framework Payment mechanisms
 Construction contract clauses and conditions
 Model form contracts and their usage
 Contract administration and management
 Risk management throughout the procurement process
 Claims management
 Supply chains
 The Latham report and its impact
 The Egan report and its impact
 Delivering to budget and time
 Auditing site practices
 ProCure 21
Materials
Linked  Contract Management Skills
Courses



Course Information

Title
PREPARING FOR PURCHASING MANAGEMENT
Reference S1

Type Career Development
Target Purchasing staff who have been identified for promotion to more senior
Audience positions
Duration 2 days
Purpose Identify the role and challenges of managing a purchasing function
Explain how to develop purchasing strategies
Explain how to effectively manage staff and to establish positive relations with
stakeholders
Explain how the budgeting and financial controls operate
Content Management defined
- the nature of management
- the systems concept and the management process
The development of management concepts
- emphasis on human relations
- emphasis on administration
- emphasis on performance
- emphasis on change
Objectives and ethics
- the range of purchasing objectives
- service excellence characteristics
- ethics
- prevention of corruption acts
Planning
- fundamental concepts of planning
- types of plans
- criteria for evaluating plans
- summary of principles
Management information systems
- functions of an information system
- capturing supply market research
Decision making
- the decision making process
- creativity in decision making
- options appraisal
Organisational relationships
- line/staff relationships
- stakeholder engagement
- centralised versus decentralised options
Leadership patterns
- theories of leadership
- components of leadership
- personality dynamics in leadership
- selecting a leadership pattern
Communications
- principles of communication



- media for communications
- problems in communication
Motivating staff
- the basis of motivation
- setting realistic and achievable objectives
The basis of control
- the nature of control
- the control process
- characteristics of good control
Managing and reporting performance
- setting departmental performance objectives
- consulting with stakeholders
- key reporting of KPI’s with management and stakeholders
- linkage to pay and rewards
Materials
Linked  Procurement and Organisational Strategies
Courses  Managing the Procurement Function
 Finance for Non-Financial Specialists



Course Information
Title
THE PURCHASING CONTRIBUTION TO LONG-
TERM BUSINESS PLANNING

Reference S2
Type Core knowledge
Target Purchasing staff who are engaged in strategic and policy planning
Audience
Duration 1 Day
Purpose Identify procurement strategic options for long-term benefit
Explain policy development and planning
Explain the key facets of linking procurement to long-term business needs
Content The essence of long-term business planning
- financial planning
- operational planning
- supply market risks and mitigation strategies
- human capital planning
Working with stakeholders
- explaining procurement and supply chain planning criteria
- key strategic issues and decisions
- engaging with the supply market
Cost and Price considerations
- identifying the key cost drivers of goods and services
- devising effective cost models
- public sector comparators
- benchmarking prices
- long-term price control
Understanding the supplier’s long range business plan
- customer analysis
- working capital and financial considerations
- workforce planning
- acquisitions and mergers
- market risks
Contractual issues
- contracting for the longer term
- PFI/PPP considerations
- long-term pricing considerations
- rights of termination
- change of supplier ownership
The impact of extreme supply market considerations
- supply market capacity
- milestone payments
- retention considerations
- transfer of title and risk
- Escrow considerations

Delivery Style  Tutor led discussions, practical formulation of strategy and policy
documents, case study comments and presentations
Course  Notes, slide set and references to access on the web and Certificate of



Linked  Procurement and Organisational Strategies
Courses



Course Information

Title
ORGANISING TO PROCURE
Reference S3
Type Core knowledge
Target Purchasing and other relevant staff engaged in procurement activities
Audience
Duration 1 Day
Purpose Explain and emphasise the importance of planning procurements
Emphasise the major facets of organising procurement actions
Recognise that the identification and management of risk is vital
Consider the impact of effective team work
Content Creating an effective team
- team members
- terms of reference
- team building skills
Prince 2
- the methodology
- identifying key milestones
- project reviews
Project Boards
- their composition
- terms of reference
- frequency and content of meetings
Milestone and timescale considerations
- time for decision making
- obtaining authority to procure
- ‘calling in’ period
- impact on financial planning
Choice of procurement procedure
- the different procedures, their strengths and weaknesses
- impact of client and bidder’s costs
- implications for resources
IT support
- nature of IT support required
- data rooms, content and access rules
Risk register management
- the detail of risk register content
- mitigation strategies
- owners of risks
- financial impact of the risk occurring
Project planning and reporting outline
- project dependencies
- milestone management
- project reports
Stakeholder involvement
- who are the stakeholders
- explaining the procurement terminology and process
- identifying roles and accountability

Trade Union involvement



- workforce issues
- membership of Project Boards
- involvement in evaluation modelling
- TUPE implications
- Pension implications
Delivery Style  Tutor led discussions, discuss brief case studies and practice problem
solution skills
Course  Notes, slide deck and Certificate of Attendance
Materials
Linked  Project Management and Project Management Methodology
Courses



Course Information

Title
PROCUREMENT FRAUD
Reference S4
Type Core professional knowledge
Target Procurement, finance and audit managers
Audience
Duration 1 Day
Purpose Understanding the opportunities for fraud
Explain the indicators that fraud may be present
Understand how to conduct a fraud enquiry
Understand the importance of controls in the procurement process
Content Types of procurement fraud
- fixing tender processes
- fixing payment
- fixing delivery and acceptance
- ghost deliveries
Auditing for fraud
- training the audit team
- avoiding mechanistic audits
- ensuring the audit trail is complete
The warning signs
- no change in suppliers
- contract changes
- false VAT numbers
- False company registered numbers
Risk in procurement processes and decisions
- closed loop scenarios
- delegated authority
- waivers to procedures
Organisational controls
- authority sign off for different value of contracts
- random checks on decisions
- approved contracts and suppliers
- robust supplier selection methodologies
Managing for security
- involving internal security
- checking deliveries
- signing for goods and services
Randomised checking in payment approval system
- selection of invoices for checking
- the Pareto distribution
- checking contract change and impact on price
Whistle blowing
- having a policy
- dealing with the whistle blower
- obtaining statements

Dealing with suspicions and allegations regarding fraud


Brian Farrington Ltd Training Directory 2010-11

Brian Farrington Ltd Training Directory 2010-11

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