Management Report – CIPS Graduate Diploma and ... · Web viewThis report undertakes a comparative...

Comparative review of Procurement Scotland’s Procurement Competency Framework and the CIPS Professional Qualifications in Purchasing & Supply

Confidential review undertaken by CIPS

July 2008

Confidential 24/05/2023

Executive Summary:

1. This report undertakes a comparative review of the Procurement Competency Framework operated by Procurement Scotland and the CIPS professional qualifications in purchasing and supply. Both systems provide development frameworks for purchasing professionals – however they serve different purposes and therefore a direct comparison and reconciliation between the two systems is not easy to form.

2. The Procurement Competency Framework forms a comprehensive skills framework that details a range of capability levels for procurement staff within the Scottish public sector. It is focused on the specific vocational requirements of public service in Scotland, with a practical and operational focus and it does not offer any degree of accreditation for continuing professional development.

3. By contrast, the CIPS professional qualifications serve the international purchasing and supply profession at large by providing a broad syllabus of learning requirements that ultimately reach chartered professional status. The qualifications are focused on professional development and the application of knowledge, from an educational standpoint, rather than the specific skill-sets of individuals. The qualifications offer internationally recognised, transferable qualifications that are accredited up to honours degree level within the UK’s National Qualification Framework.

4. Although the two systems clearly serve different purposes, there is a degree of compatibility between them in that education serves as the bedrock and catalyst for capability development. The CIPS qualifications make a significant direct contribution to most of the competencies within Scotland’s Procurement Competency Framework and also offer breadth beyond those specific vocational confines.

5. Within this report, there is a detailed analysis of each competency within the Procurement Competency Framework in order to illustrate how the CIPS qualifications make a direct contribution to their development. For most of the competencies, the CIPS professional qualifications provide a direct contribution. However, it should be noted that it would not be possible to complete the CIPS Graduate Diploma and automatically possess the full range of competencies required for success in public sector procurement in Scotland – but then no educational programme could make that claim with full integrity.

6. The Procurement Competency Framework is well-structured, easy to follow and readily transferable across the public sector in Scotland. This report commends the format of the framework, but also offers a challenge on how it is implemented in practice. It argues that more could be done to steer users to the specific learning and development interventions that will help fulfil the competencies and therefore upskill public sector procurement staff across Scotland.


7. All of the existing competencies remain relevant and applicable to procurement professionals. However this review argues that procurement as a professional discipline is continuing to grow and, as a result, procurement’s influence and scope is increasing. The report therefore makes some suggestions for further exploration in terms of developing and expanding the existing Procurement Competency Framework.


Table of Contents:

Executive Summary:...................................................................................2

Table of Contents:.......................................................................................2

Background & Scope:.................................................................................2

Confidentiality Statement:..........................................................................2

Disclaimer:..................................................................................................2

Overview of PCF competencies..................................................................2

Overview of CIPS Professional Qualifications.............................................2

General Comparison...................................................................................2

Additional benefits of CIPS scheme............................................................2

Can education create capability?................................................................2

Benchmark of CIPS against the PCF competencies....................................2

Format & Structure of PCF.........................................................................2

Additional subject areas and competencies................................................2

Sustainability..............................................................................................2

Conclusions & Summary.............................................................................2

Appendix.....................................................................................................2


Background & Scope:

The following report has been produced at the request of Chris Gallagher (Director of Membership Development), Amanda O’Brien (Head of Education) and Paula Steele (Public Sector Manager) of the Chartered Institute of Purchasing & Supply (CIPS). It has been produced as a follow to the recent CIPS discussions with Procurement Scotland.

It is understood that a comparative ‘benchmark’ review is required between Scotland’s Procurement Competency Framework (PCF) and the current CIPS professional qualifications in purchasing and supply.

The scope of this report is therefore to:

o Map the competencies set out within the PCF against CIPS levels 3 to 6;

o Identify any gaps that exist within the PCF and set out how these gaps might be addressed along with potential measurements;

o Identify any competencies within the PCF which are no longer relevant to a procurement professional;

o Carry out a general review of the format and structure of the framework and advise on how the revised document could be made more user friendly and integrated into recruitment, development and promotion procedures; and

o Identify specific competencies in respect of integration of sustainability into public contracts along with suitable standards and measurement.

Disclaimer:

The analysis and evaluation contained in this report has been based on the CIPS syllabus current at the date of publication and the Procurement Competency Framework, as published by Procurement Scotland on the Scottish Government website.


Overview of PCF competencies

The PCF competencies comprise a comprehensive professional development framework aimed at developing the skills and capabilities of the public sector procurement staff of Scotland. They consist of 13 competencies (8 technical and 5 non-technical), which form a broad set of vocational, operational and managerial skills required to perform successfully.

Each competency is broken down into a number of component skills – of which there are 74 in total. These are set out in the form of a matrix that maps a range of skill levels from Level 0 (no knowledge or competence) through to Level 4 (highly skilled, thoroughly knowledgeable, total familiarity or highly experienced). Each competence identifies a range of capability levels and provides individuals with the opportunity to profile themselves against these capability requirements in the form of an assessment to which they need state ‘true’ or ‘false’. This is used to facilitate Personal Development Planning between the individual and their line manager.

In effect the PCF competencies are an attempt to represent the individual technical and behavioural skills that are required for all individuals within public sector procurement in Scotland.

The competencies are skills-based and, as such, they categorise individual capability levels. They therefore provide useful benchmarking and personal development tools both within individual public sector bodies and across the public sector as a whole. Each competence possesses a broad definition and description, together with individual descriptions of the criteria required to demonstrate fulfilment at each capability level. These are active [non-passive] requirements that require the individual to satisfy the stated criteria, irrespective of their educational level(s).

Finally, it should be noted that this professional development framework is generic across all / any public sector body in Scotland – its purpose being to serve the public sector at large, as well as the specific organisational goals public sector bodies and their employees alike.

Overview of CIPS Professional Qualifications

CIPS provides a number of professional qualifications in purchasing & supply, linked to the UK’s National Qualifications Framework. Together they act as an integrated qualification system (a qualifications ‘ladder’) designed to bring professional credibility and recognition for everyone involved in purchasing and supply activities.

There are four core levels of qualification within the CIPS qualifications:

Level 3 – Certificate in Purchasing & Supply

Level 4 – Foundation Diploma in Purchasing & Supply


Level 5 – Advanced Diploma in Purchasing & Supply

Level 6 – Graduate Diploma in Purchasing & Supply.

Within each of these levels there is a series of core and optional study units, of which the student needs to fulfil a fixed number of five for each qualification. Successful completion of the Level 6 Graduate Diploma gives access to the full membership of the Chartered Institute of Purchasing & Supply and use of the MCIPS designation and, to achieve this, the standard entry requirements necessitate prior successful completion of Levels 4 and 5.

The use of core and optional study units allows students to elect which subjects they should study. It also allows specific work contexts to be catered for (such as the public sector, manufacturing, project-based environments, etc).

Each study unit within the CIPS qualification has pre-determined learning outcomes and specific learning objectives. These are predominantly based on a student’s understanding and application of knowledge. Typically this may require a student to: define, describe, explain, assess, evaluate or judge.

Although these learning outcomes require a certain degree of ‘skill’ they are essentially cognitive and academic – requiring the application of thought and knowledge, rather than practical skill or capability.

This contrast is best illustrated in an example. Through study of the ‘Management in the Purchasing Function’ unit at Level 5, students learn a broad understanding of management theory and how practice should be carried out for a range of requirements (such as recruitment, training, appraisal, etc). Successful completion of the study unit signifies that the student knows and understands this subject sufficiently – but it does not mean that they possess any management skills! Thus the CIPS qualifications are education-based, rather than capability-based.

Finally, it should be noted that the CIPS professional qualifications provide an internationally-recognised educational standard of achievement (equivalent to an honours degree), from which graduates receive a transferable certificated qualification.

General Comparison

A direct comparison between Scotland’s PCF competencies and CIPS’ professional qualifications is not straight forward. Although there are some comparisons in that education supports the development of work-based skills (and, to some extent, vice versa), it is just as easy to form a contrast between the two, as they serve different objectives and different audiences.

The following table illustrates the key differences between the two schemes:


Scotland’s Procurement Competency Framework

CIPS Professional Qualifications

Purpose: To provide a generic set of skill levels for public sector procurement staff in Scotland that will be used for personal development and upskilling the workforce

To provide a series of qualifications and educational standards worthy of chartered professional status within the international purchasing and supply profession

Content: 74 defined skills with individual descriptions of requirements from Level 0 to Level 4, which go to make up 8 technical and 5 non-technical competencies

Up to 26 individual study units (some core, others optional) spread across four separate educational levels

Focus: Vocation-based (application of skill in the work place)

Education-based (understanding and application of knowledge)

Objectives: A framework that can be used for personal development planning

Clearly specified learning outcomes and learning objectives

End-state: None as such – this is a tool / framework

Professionally qualified and accredited membership

Accreditation: None Graduate DiplomaMCIPS designationRecognised part of the UK’s National Qualifications Framework

Standardisation and regulation:

Assessment and review is undertaken through line management in the individual public sector bodies of Scotland

Assessed through external examiners, recognised standardisation and moderation procedures. Regulated by UK government regulator, QCA

Context: Transferability across public sector procurement in Scotland

Transferability across purchasing and supply for all industry sectors


Scotland’s Procurement Competency Framework

CIPS Professional Qualifications

and all countries

Audience: Public sector procurement in Scotland

General purchasing ‘at large’ (international audience)

Level: Ranges from unskilled (Level 0) through to fully skilled, competent and experienced (Level 4)

Specifically ranges from junior buyer through to senior purchasing management levels

Wider usage: Learning & development and career planning within the Scottish public sector.

Links to CIPS qualifications ‘ladder’ with lower entry point (at Levels 2) and higher qualifications (Level 7) and beyond.

Additional benefits of CIPS scheme

It should be noted that the CIPS qualifications have a number of specific ‘added value’ benefits over the PCF competencies. These include:

An integrated framework of study units that allow for personal planning and progression, together with optional study unit for tailored learning

Certified qualifications at Levels 3, 4, 5 and 6 Leads to Chartered member status of CIPS and use of MCIPS

designation Transferable skills for employee across all sectors (not just

public) Internationally recognised and respected qualification Part of a broader ‘qualifications ladder’ Integrated with the UK’s National Qualifications Framework External regulation by UK government regulator, QCA.

Can education create capability?

The core issue running throughout this review does not relate to the similarities or differences between these two frameworks – instead, it relates to a broader question of how much education can contribute to capability development in the workplace.

There is a risk that this discussion becomes somewhat esoteric – and this is therefore best left for others to debate. However, undoubtedly


education provides learning – and this knowledge and understanding delivers a degree of practical application towards a subject area. It does not in any way, however, suggest that those who are educated have a higher degree of skill or competence than those who are uneducated.

In short, the CIPS qualifications deliver specific learning for all those engaged in the profession of purchasing and supply. With respect to Scotland’s PCF, this means that the CIPS qualifications make a direct contribution to the development of the competencies – although the extent will always be subject to some debate (and quite possibly the success of the delivery methods utilised by CIPS tutors).

The following section reviews the contribution that the CIPS qualifications make to each of the PCF competencies.

Benchmark of CIPS against the PCF competencies

The table overleaf outlines the contribution made by the CIPS qualifications to each of the main competencies within Scotland’s PCF. A more detailed analysis of each of the 74 skills has been provided in the Appendix to this report.

Key to the scoring:The PCF ‘score’ column refers to the following scale of capability levels within the PCF and the author’s opinion of the capability level (Level 0 to 4) that studying the CIPS qualifications could help achieve.

It should be noted that, although there is clear linear progression through these capability levels, there is no generic definition of each one or indication of consistency between them. Similarly, many of the specific requirements for each level are open to interpretation.


Competence: Contribution from the CIPS qualifications: PCF ‘score’

Procurement ProcessesHas the sufficient knowledge and understanding in Sourcing and Tendering methods to carry out duties associated with role.

Many of the procurement processes listed are covered in the L4-04 ‘Managing Purchasing & Supply Relationships’ including tendering, evaluation, contract award and supplier development. This includes specific application to the UK’s public sector and the provisions of the EU Public Procurement Directives. Other study units that also contribute to this competence include: L4-02 ‘Developing Contract in Purchasing & Supply’ for tendering; L4-03 ‘Measuring Purchasing Performance’ for data analysis and supplier measurement/benchmarking; and L6-11 ‘Advanced Project Management’ for managing purchasing projects.

Level 2

NegotiationHas the ability to negotiate within the scope of the role.

L4-01 ‘Effective Negotiation’ makes a direct contribution to this competence, including planning, setting targets and conducting the negotiation itself. The CIPS study unit also considers a number of wider aspects, including persuasion styles, international considerations and financial issues – however these are not required for the PCF.

Level 2

Strategy Development & Market AnalysisHas the strategy development and market analysis skills necessary to carry out duties associated with role.

The requirements of this competence relate more specifically to market knowledge / analysis and the development of procurement-related strategies, rather than corporate strategy or strategic management. The L6-02 ‘Strategic Supply Chain Management’ study unit will help support the needs of this competence and also deliver beyond its requirements.

Level 2 / 3



FinancialHas the financial knowledge and understanding needed to carry out duties associated with role - elements include appraisal of suppliers financial positions, total costing, and the compliance frameworks that exist for public sector finance and procurement.

Through the L6-12 ‘Finance for Purchasers’ study unit, CIPS students will gain a good understanding of financial appraisal and ratio analysis. Other aspects of this competence, such as whole-life costing, business case development and costing methods are also covered, partly in this unit and also in study units such as L4-05 ‘Purchasing Contexts’ and L5-03 ‘Improving Supply Chain Performance’. The one area that is not well covered is that of auditing.

Level 2

LegalHas sufficient understanding of legislative frameworks relating specifically to procurement to carry out duties associated with role.

Legal aspects are well covered in the CIPS syllabus, particularly in the study units: L4-02 ‘Developing Contracts in Purchasing & Supply’, L4-04 ‘Managing Purchasing & Supply Relationships’, L5-01 ‘Management in the Purchasing Function’ and L6-10 ‘Legal Aspects’. These study units cover the specific provisions of the EU Public Procurement Directives, equality and diversity issues, TUPE, competition issues and the Freedom of Information Act.

Level 2 / 3

Results FocusIs aware of how personal and team objectives contribute to the success of the organisation and continually demonstrates commitment to achieving these.

Surprisingly the CIPS syllabus does not appear to make a very high contribution to this competence, despite several of the study units covering these issues in their content – such as L4-03 ‘Measuring Purchasing Performance’ and L5-03 ‘Improving Supply Chain Performance’. However the focus of this particular competence is upon actual delivery of results in an organisational context, rather than understanding the importance of delivery from an educational standpoint.

Level 1 / 2



Systems CapabilityHas the knowledge and understanding of systems and processes utilised in the procurement of goods and services. Specific system competencies may be localised to specific systems.

The CIPS syllabus can deliver knowledge and understanding of the procurement systems and processes utilised by organisations. However this particular competence requires more than simply knowledge, it requires a good understanding of their specific application in an organisational context, which is beyond the reasonable expectation of the CIPS syllabus.

Level 1

Inventory, Logistics & Supply ChainHas the knowledge and understanding of materials management solutions to carry out duties associated with role - elements include inventory, logistics, warehouse management etc, specifically organisations which hold stock. Knowledge and understanding of supply chain management techniques - not restricted to organisations holding stock.

Again, as with the above competence, the CIPS syllabus can deliver a strong foundation of knowledge and general understanding – in particular from the L5-11 ‘Storage and Distribution’ study unit. However, the student will need to apply their educational learning into the specific organisational context within which they are operating in order to address the specific needs of this competence.

Level 1 / 2

Organisational AwarenessClearly understands roles and responsibilities, how procurement should be organised and where it should sit within the organisation.

The understanding of organisations, procurement structures and the positioning/structuring of procurement within an organisation is well covered in the CIPS syllabus – in particular through the study units L5-01 ‘Management in the Purchasing Function’ and L6-01 ‘Leading & Influencing in Purchasing’. The only area not well covered is that of promoting procurement across an organisation.

Level 2 / 3



Self ManagementResponds quickly and flexibly where required, supporting others whilst striving to improve skill application in line with organisational requirements.

The main emphasis of the skills within this competence relates to the ability of the individual to manage one’s self through prioritising workload, learning and development, and ethical business standards. Although these subjects are touched upon in the CIPS syllabus, an individual’s response to and application of these requirements cannot be examined through professional qualification.

Level 1 / 2

LeadershipContributes to the achievement of team goals by providing support, encouragement and clear direction when appropriate.

The subject of leadership is well covered in the L6-01 ‘Leading & Influencing in Purchasing’ study unit and to some extent also covered in L5-01 ‘Management in the Purchasing Function’. However the requirements of this competence are focused on the application of leadership credentials, rather than just its theory.

Level 1 / 2

CommunicationOpenly shares relevant information and communicates in an effective and timely manner using a variety of means.

The CIPS professional qualifications do not teach communication skills as a specific subject in its own right, although the theory and understanding of effective communication is covered in L3-04 ‘Client & Supplier Relationships’ and L5-01 ‘Management in the Purchasing Function’.

Level 0 / 1

Relationship ManagementIdentifies different types of customers and stakeholders and formulates strategy for managing relationships.

The L4-04 ‘Managing Purchasing & Supply Relationships’ study unit provides essential underpinning to this competence (as does the L3-04 ‘Client & Supplier Relationships’ study unit). However the requirements of the skills within this competence are far more about the actual implementation and application of relationship management skills, than the theory.

Level 1

It should be noted that, whilst the above ‘scores’ demonstrate that the CIPS qualifications do not completely fulfil the highest requirements of the PCF competencies, this assessment does not take into consideration any of the work-based experience of individuals within the Scottish public service. As such, these scores reflect the skill level that can be achieved through study alone – i.e. the contribution that good education makes towards the capability levels.


For example, the competence ‘Negotiation’ relates directly to one of the CIPS Level 4 study units (L4-01 Effective Negotiation). Students of this subject gain an in-depth knowledge and understanding of the theory and practice of negotiation and its application to purchasing and supply chain management. Whilst this clearly supports the PCF competence – it does not necessarily demonstrate any individual capability. Therefore, the direct contribution of the CIPS qualifications in this regard is, at best, Level 2. A higher score would suggest that the individual is readily ‘skilled’ which is probably over-generous towards the CIPS syllabus – and certainly does not take into account the practical capabilities required by the criteria.

This example clearly indicates the limits that education alone is able to develop individuals – it makes a significant contribution, but does not completely fulfil the capability requirements of the competence.

One of the requirements of this review has been to identify any competencies within the PCF that are no longer relevant to procurement professionals. Procurement as a profession has grown in stature, influence and scope in recent years. All of the PCF competencies remain relevant to procurement professionals within the Scottish public sector – none is obsolete, out-dated or no longer of relevance.

However, given the development of procurement and its penetration across public services, a review should certainly be undertaken of how the existing competencies could be developed, expanded and increased to account for new developments and the increasing responsibilities that are placed upon procurement staff in the public sector. Some of the potential areas for consideration are discussed in the following section on additional subject areas.

Format & Structure of PCF

The PCF is a development framework – a tool from which both individuals and their line managers can assess current abilities and future requirements. It is easy to follow, readily transferable and generically applicable to the whole public service in Scotland across all levels (junior through to senior).

In terms of format and structure the framework is difficult to criticise – it has been well structured and thought through with clarity.

However, that said, some consideration may need to be given to how the framework is actually applied in practice. Key challenges include:

How is the assessment of individuals standardised across separate public sector bodies? Is this really necessary? How can Procurement Scotland facilitate a standard approach?

How can specific learning and development interventions assist with the skills development within each competence? Should this be left to individuals to decide (or even give a best estimate)? Should Procurement Scotland offer specific guidance as to how each competence can be developed?


In short, the framework is purely the start of the skills development process – it does not provide solutions or answers – and possibly more could be done to link individual competencies to learning opportunities. This would help both individual employees and public sector bodies alike in addressing the need to improve skills.

Additional subject areas and competencies

The benchmark review of CIPS qualifications and PCF competencies demonstrates that CIPS offers a broader focus on purchasing and supply content, which is not necessarily required by the Scottish public sector. This clearly has some advantages and disadvantages in that it provides wider learning and understanding, whilst at the same time risking distracting staff from their core function.

For example, the CIPS professional qualifications also cover key subjects, such as:

Purchasing in different organisational and market contexts Application of employment law Risk management and contingency planning in the supply chain Marketing operations / strategies Operations management Influencing techniques Leadership issues Change management approaches Corporate strategy development Strategic supply chain approaches (such as lean or agile).

Arguably, many of these subject areas could be considered to be gaps within the PCF. Other key areas for the PCF to consider would be:

Public sector outsourcing and management of outsourcing providers

Sustainability, CSR, ethics and environmental impact Stakeholder management, collaboration, influencing and

leadership Supply chain management and public sector strategic sourcing Automated systems and e-business for procurement staff.

Sustainability

The growth of sustainability as a major focus across all sectors of business has been a key feature of the last decade. The pace of this growth has outstripped many expectations and, as a result, there are few learning and development frameworks that can meet the current demands for this subject area. As such, Scotland’s PCF does not adequately address the issues of sustainability in its current form.

To integrate sustainability to the PCF, there are two approaches that could be adopted:


1. The creation of a separate stand-alone competence (a 14th within the framework), which would ensure that the subject area is given clear recognition – albeit possibly in a ring-fenced capacity; or

2. The integration of the key elements of sustainability into the existing 13 competencies.

If the latter of these approaches is adopted, it will be important to ensure that the right aspects of sustainability are given adequate emphasis – i.e. that they are not simply ‘lost’ among a sea of other requirements.

Areas that might be considered to be added to the PCF, include:

Significant governmental initiatives (in UK and EU) and the integration of sustainable development policy in the public sector

Consideration of strategic issues in terms of sustainability and its impact on the direction and strategic procurement

The inclusion of specification development and tender evaluation techniques for sustainability issues

An outline of sustainability issues in terms of transportation, storage, packaging and efficiency

Life cycle analysis of products / services Sustainable construction practices, standards and policies in terms

of the whole-life value of construction.

However, it is arguable as to whether the full issues of sustainability and how it impacts procurement activity can be captured by merely amending / editing the existing PCF. Consideration needs to be given to whether a specific competence in its own right is required.

As an aside, it should also be noted that CIPS is currently researching whether or not to develop the subject sustainable procurement as an optional unit with their qualifications ladder. This work is currently in progress and a decision will be made later in 2008, contingent on the outcome of their current syllabus review.


Conclusions & Summary

1. This report has undertaken a comparative review of the Procurement Competency Framework operated by Procurement Scotland and the CIPS professional qualifications in purchasing and supply. Both systems provide development frameworks for purchasing professionals – however a direct comparison and reconciliation between the two systems is not easy to form, as they serve different purposes.

2. The Procurement Competency Framework forms a comprehensive skills framework that details a range of capability levels for procurement staff within the Scottish public sector. It is focused on the specific vocational requirements of public service in Scotland, with a practical and operational focus and it does not offer any degree of accreditation for continuing professional development.

3. By contrast, the CIPS professional qualifications serve the international purchasing and supply profession at large by providing a broad syllabus of learning requirements that ultimately reach chartered professional status. The qualifications are focused on professional development and the application of knowledge, from an educational standpoint, rather than the specific skill-sets of individuals. The qualifications offer internationally recognised, transferable qualifications that are accredited up to honours degree level within the UK’s National Qualification Framework.

4. Although the two systems clearly serve different purposes, there is a degree of compatibility between them in that education serves as the bedrock and catalyst for capability development. The CIPS qualifications make a significant direct contribution to most of the competencies within Scotland’s Procurement Competency Framework and also offer breadth beyond those specific vocational confines.

5. Within this report, there has been a detailed analysis of each competency within the Procurement Competency Framework in order to illustrate how the CIPS qualifications make a direct contribution to their development. For most of the competencies, the CIPS professional qualifications provide a direct contribution. However, it should be noted that it would not be possible to complete the CIPS Graduate Diploma and automatically possess the full range of competencies required for success in public sector procurement in Scotland – but then no educational programme could make that claim with full integrity.

6. The Procurement Competency Framework is well-structured, easy to follow and readily transferable across the public sector in Scotland. This report commends the format of the framework, but also offers a challenge on how it is implemented in practice. It argues that more could be done to steer users to the specific learning and development interventions that will help fulfil the competencies and therefore upskill public sector procurement staff across Scotland.


7. All of the existing competencies remain relevant and applicable to procurement professionals. However this review argues that procurement as a professional discipline is continuing to grow and, as a result, procurement’s influence and scope is increasing. The report therefore makes some suggestions for further exploration in terms of developing and expanding the existing Procurement Competency Framework.

Appendix

Procurement Competency Framework for the Scottish Public Sector

The following appendix shows the templates detailing each of the PCF competencies with the specific requirements highlighted to indicate where the CIPS professional qualifications make a direct contribution towards the fulfilment of the skill.

Key:


Covered by the CIPS qualifications

Partially covered by the CIPS qualifications

Not covered by the CIPS qualifications

TECHNICAL PROCUREMENT PROCESSES

DEFINITION : Has the sufficient knowledge and understanding in Sourcing and Tendering methods to carry out duties associated with role.

Skill Level 0 Level 1 Level 2 Level 3 Level 4

Data AnalysisNot required to have knowledge or competence in data analysis.

Aware of requirement for data analysis. Can undertake basic data download and analysis. May require specific guidance and support to achieve outcome.

Understands concepts and techniques for either numerical or contextual analysis. Shows a tendency towards stronger capability in particular analysis techniques.

Knowledgeable and competent in the application of a range of analysis techniques, whether numerical, contextual, empirical or subjective. Recognises and adapts information presentation style to reflect the target audience. May provide guidance to other staff.

Strong analysis capability, providing intuitive analysis of a wide range of sources. Intuitively structures data and drills down on findings to provide rich reports which reflect the information requirements of the target audience.

Project Management

Not required to have specific project management skills or knowledge. May complete tasks assigned to them within a project environment.

Recognises project techniques. May have a project participation level qualification. Involved in tactical planning.

Understands project methods and will adopt them in small projects. Likely to use project methods in completing their own tasks. Practical experience of working with others on procurement projects in a controlled project managed environment.

An established project manager who has formal project management qualifications and/or substantial practical experience. Can lead cross functional / organisational project teams.

A recognised project and programme leader. May delegate project management tasks. Defines organisational project management strategy.

Establishes collaborative partnerships (e.g. Cross

functional / organisational) teams,

inter-government collaborative working, or commercial partnering

arrangements.

Is not required to establish partnerships or collaborative working. Not required to have knowledge or understanding in this area.

Basic awareness of collaborative approaches and working. Undertakes an administrative role in process under close supervision

Basic understanding of collaborative approaches. Able to follow pre-determined procedures. Understands issues and benefits of collaboration. Sufficiently knowledgeable to recognise when to seek advice and other support.

Understands fully the benefits and issues of collaborative approaches. Skilfully acknowledges when partnering or collaboration should and should not be utilised, ensuring the attendant commercial / procurement relationship is established and maintained.

Understands completely policy and practice and argues for and against specific collaboration. Thorough knowledge and practical experience of successfully enacting partnerships or collaborative working, has proper understanding of the range of partnering options, the associated risks and benefits. Able to play a leading role developing the commercial / procurement aspects. Able to contribute to continuous improvement across organisations, while benefiting the ongoing relationship.





Specification Development

Not required to develop specifications, but will work with predetermined specifications formed by others.

Not required to develop specifications. Works within their job remit. May provide information and clarify aspects of customer specifications for low value, low risk specifications.

Develops less complex specifications with customers, or more complex specifications under direct guidance.

Supports customer development of complex specifications and can incorporate these into an appropriate EU tender. Readily builds their own technical knowledge.

Advises on and assists customer development of technically demanding specifications. Can articulate and specify requirements relating to contracts for the procurement or stores function for which they have responsibility. Builds, or has already established, a very sound understanding of technical subject. Demonstrates creativity and innovation in the development of complex specifications.

Sourcing and Tendering

Not required to have knowledge of strategic sourcing tools or techniques. May be involved in some low level sourcing activities, e.g. phoning around for prices or checking availability of supplies.

Is aware of sourcing and tendering processes at an essentially tactical level. May process low level quotes/tender etc under supervision.

Understands that sourcing and tendering are a part of a fuller strategic procurement process. Responsible for sourcing and tendering for commodities, services or estate works, but usually below the EU Threshold. May use e-tendering / reverse auction under guidance. May exceed EU Threshold under guidance.

Comprehensive knowledge of the role sourcing and tendering play within the wider strategic procurement process. Routinely responsible for higher level projects (commodities, services or estate works) above EU thresholds. Uses innovative tools e.g. e-tenders, reverse auctions appropriately.

Will be responsible for creating and amending the sourcing and tendering process. Will recognise weaknesses in the process and implement changes based on policy and organisational needs.





Tender Evaluation

Understands & uses organisation specific procurement procedures for low value awards of business which are within the job remit. Not required to undertake tender evaluation or contracting processes, or understand the role these play in ensuring value for money.

Is aware that tender evaluation and contracting processes have a role to play in achieving VFM, but would seek advice on how to carry this out. Not required to prepare written contracts or detailed tender evaluation documents.

Understands the concepts of contracting and tender evaluation. May evaluate and let contracts for less complex tactical purchases (commodities, services or estate works)

Fully conversant with tender evaluation and processes leading to contract award. Has extensive experience of undertaking more complex, legally compliant, EU advertised tender evaluation for a range of commodities, services or estate works.

Responsible for directing strategy and tactics for major contracting and tender evaluation work ensuring compliance with policy, and EU Public Procurement Directive Ensures organisational procurement processes enable compliance with the EU Public Procurement Directive and other applicable legal obligations.

Contract Award and Supplier Debrief

Is not required to award contracts, may place orders with contracted suppliers within delegated authority levels. Is not involved in supplier debriefing.

May undertake awards of business following telephone quotations or low level quotes. Aware of the need to provide constructive feedback to suppliers, but would only be involved with support.

Is involved in awarding less complex/lower value contracts and providing constructive feedback to suppliers based on evidence.

Has extensive experience of the contract award and debrief processes for contracts in excess of EU thresholds.

Responsible for ensuring the organisation that all contracts are awarded in compliance with all appropriate legislation. Take responsibility for the award of contract in relation to major complex procurements. Manages and resolves disputes arising from supplier debrief, liases with legal advisors where appropriate.

Contract Management

Not required to manage contracts. Within their remit, may monitor or report ad-hoc contractor performance issues or problems to others or a line manager.

Not involved in post-contract activities. Within their remit, may assist contract managers, monitor or report contractor performance issues or problems to others or a line manager.

Understands the role of contract management and works closely with customers at an operational level to monitor progress against contract.

Fully implements contract management strategies and techniques on a project by project basis, and within the procurement function. May provide contract management advice or training to others. Works with customers to ensure that materials/services are delivered according to contract.

Develops contract management techniques, strategies and reporting to meet functional, organisational or national requirements. Will monitor the overall contract management strategy. Involved in high risk / high value contract management activities, and directs action to correct deviation from contract.





Supplier ManagementNot required to have a knowledge of SM or its importance in ensuring continued value for money.

Is aware that ongoing supplier management is important beyond the contract award stage, but does not routinely carry out any SM. May provide tactical support to others undertaking SM.

Understands the principles of SM, but has limited commercial focus and awareness beyond the tender stage

Experience of supplier management and how to ensure ongoing VFM throughout the lifetime of the contract

Develops strategic relationships with key suppliers and able to mentor and advise others. Identifies latest thinking in SM and looks for ways to gain benefit from their implementation.

Supplier DevelopmentNot required to have a knowledge of SD or its importance in ensuring continued value for money.

Is aware that ongoing supplier development is important beyond the contract award stage, but does not routinely carry out any SD. May provide tactical support to others undertaking SD.

Understands the principles of SD, but has limited commercial focus and awareness. Supplier Development takes place, but without adequate structure and rigour.

Applies supplier development techniques planned through the lifetime of a contract. Develops and applies aspects of partnership working and supplier development with specific organisations within the supply base, while maintaining suitable scrutiny and transparency.

Develops supplier development techniques and manages the development of complex supplier relationships. Creates and maintains strategic relationships with a core set of suppliers.

BenchmarkingNot required to understand or apply benchmarking techniques.

Demonstrates an awareness of benchmarking systems. Will use as and when necessary at a basic level, seeking advice where necessary.

Understands benchmarking systems for price and processes. Will use appropriately and can present findings in a clear concise manner.

Clearly understands & uses benchmarking systems, presents and acts upon findings. Actively encourages staff to use effectively. Suggests system improvements.

Expert knowledge and understanding of benchmarking systems. Will seek to enhance and develop further areas for comparing performance.


TECHNICAL NEGOTIATION

DEFINITION : Has the ability to negotiate within the scope of the role.


Conducting the Negotiation

No knowledge of negotiation techniques or when negotiation is permissible or advisable. Within remit, not required to undertake negotiation. May obtain telephone or simple quotes and clarify basic elements of a supplier proposal

Limited awareness of when and how to negotiate, and limited direct experience of conducting negotiations. May undertake limited tactical negotiations on price, or be involved in a limited sense in supporting others with larger projects under supervision.

Understands the principles of when and how to negotiate. Has some practical experience of leading and conducting negotiations for non-business critical projects, or against pre-agreed objectives, or supporting negotiations on more complex EU projects.

Fully understands when and how to negotiate. Has good experience of successfully conducting a range of negotiations across a variety of commodities and market sectors to achieve objectives. May lead on some strategic and business critical negotiations. Can adapt/flex tactics during a negotiation.

Substantial and recognised knowledge and experience of when to negotiate. Extensive experience of successfully conducting negotiations across a range of commodities, services or estate work requirements. Leads on complex and strategically important negotiations. Is excellent communicator and uses body language and a variety of styles during a negotiation to achieve objectives.

Planning and preparation Not required to plan a negotiation.

Limited awareness of how to plan for a negotiation. May be involved in supporting preparations under close supervision.

Understands the importance of planning and preparation, but with limited experience and only on non-business critical projects.

Has a good working experience of planning and preparation. May lead on some strategic and business critical negotiations. Develops clear plans and follows through.

Substantial experience of planning and preparation. Leads on complex and strategically important negotiations. Develops detailed negotiation plans, and considers broad commercial and non-commercial factors in preparation. Provides negotiation advice and direction to the procurement team and others within the organisation.

Setting objectives and tactics

Not required to set objectives, plan or enact negotiation techniques.

Is aware of need to set objectives and tactics. Will input to objective setting and tactics as and when required. Seeks approval before undertaking a negotiation.

Understands basic tactics but with limited experience of negotiating. Will only set limited objectives and lead negotiations on non-business critical projects.

Has a good working experience of setting objectives and tactics. May lead on some strategic and business critical negotiations. Develops clear objectives and will agree tactics to achieve them.

Substantial experience of setting objectives and has a wide range of tactics at disposal. Leads on complex and strategically important negotiations. Establishes key objectives, and considers broad commercial and non-commercial factors in setting tactics.


TECHNICAL STRATEGY DEVELOPMENT AND MARKET ANALYSIS

DEFINITION : Has the strategy development and market analysis skills necessary to carry out duties associated with role.


Commodity Specific Knowledge

Not required to have detailed and specific commodity knowledge. May have basic, limited experiential tactical / operational knowledge of some specific commodities.

Aware of specific commodity features. Completes market research (or an element of), although still applies generic solutions.

Understands the specific nature of the commodity, either technically or commercially within their job remit. Carries out relevant market research. Adjusts strategy to relevant market conditions.

Knowledgeable of the specific aspects of a range of commodities / services / estate works, both technically and commercially. Assesses appropriate strategies and tailors actions accordingly. Understands industry cost structures and pricing mechanisms.

Fully knowledgeable in a range of commodities / services / estate works, with past experience both technically and commercially. Develops robust strategies based on this knowledge, targeted to exploit market conditions. Fully cognisant of industry cost model, funding structure and corporate development, using information pro-actively. Recognised internally or externally as a source of market expertise.

Procurement Related Strategy Development

Not required to develop a procurement strategy, but may be involved in some tactical aspects.

Does not develop strategies, but may provide some input to others developing such strategies.

Understands the importance and principles of a strategic approach. May influence the development of strategies, for example may be a member of User Intelligence Groups. Able to identify the aim and objectives of lower value/less complex contracts.

Fully understands, can articulate and enact the principles of a strategic procurement approach. Can lead a User Intelligence Group in the development and implementation of strategies.

Extensive knowledge and experience of the processes relating to procurement strategy. Able to mentor and manage others.

Market AnalysisNot required to understand markets or the concept of market analysis.

Aware of specific types of markets. Will initiate analysis when aware of market activity or when directed.

Understands how types of market and market activity affects supply and demand. Adjusts strategies according to market activity.

Knowledgeable about a range of markets and how they affect price, availability, or supply chain logistics. Within their remit, will use specific market analysis to predict behaviour and supply risks to the organisation. Will adjust strategy to minimise effect of market change. May provide market analysis to customers and advice to others within procurement.

Fully knowledgeable regarding types of markets and a range of market activity. Will monitor key supply base to predict impact on organisation. Regularly displays sound judgement and minimises risk by prediction. Recognised internally or externally as a source of market expertise.


TECHNICAL FINANCIAL

DEFINITION : Has the financial knowledge and understanding needed to carry out duties associated with role - elements include appraisal of suppliers financial positions, total costing, and the compliance frameworks that exist for public sector finance and procurement.


Financial AppraisalNot required to understand financial appraisal techniques, or how their output can affect procurement decisions.

Aware of financial appraisal techniques. Will seek guidance when directed toward their application.

Can perform financial appraisals under guidance, providing ratio analysis to enable others to identify where potential issues may arise. Alternatively identifies the need for financial appraisals, and seeks help from others in their completion.

Can appraise the financial security of commercial organisations through straightforward ratio analysis. Can indicate where there may be general financial issues.

Can perform robust financial appraisals of commercial organisations through funding structure, balance sheet and P&L review. Highlights issues that could impact assurance of supply and suggests mitigation or avoidance.

Whole Life Costs

Not required to understand or use the life cycle costing. Purchase decisions recognise purchase price, and makes suggestions based on that.

Aware of total life cycle costing as a concept, but still uses purchased price as main decision making point.

Understands the application of total life cycle costing and will perform such calculations under guidance. Main focus is still direct monetary commercial transactions.

Fully conversant in total life costing and will take into account non direct commercial implications, such as corporate social responsibility, environmental, contract / relationship management and quality. Provides guidance to other staff.

Sets direction for total cost decisions. Works to enhance current positions through application and development of new total lifecycle costing techniques.

Business Case Development

Not required to be aware of business case development or to undertake this activity.

Is aware of the importance of business case development, but will tend not to contribute substantially.

Conversant with the techniques of business case development and able to contribute to business case development led by others.

Strong track record in the development of business cases. Able to lead business case development for procurement activity, or contribute commercial aspects to business cases developed by others.

Strong track record in the development of successful business cases. Able to recommend and advise on appropriate approach for business case development.

Audit / Accounting Compliance

Not required to understand audit / compliance processes. Job role undertakes specific task or processes under supervision of others.

Awareness of the need for audit and financial compliance. Understands the impact on the procurement process and the need to ensure legal and policy compliance for procurement activity.

Understands audit and compliance needs and acts accordingly to ensure processes are used and adapted accordingly.

Clearly understands the role of audit and financial compliance and works to enhance and build benefit from it. Positively drives staff to do likewise.

Complete understanding of the role of audit and financial compliance. Clearly understands the impact and actively encourages staff to embrace positively. Drives process change organisation wide, based on audit output.


TECHNICAL FINANCIAL

DEFINITION : Has the financial knowledge and understanding needed to carry out duties associated with role - elements include appraisal of suppliers financial positions, total costing, and the compliance frameworks that exist for public sector finance and procurement.


Supply Chain Costing Methods

Not required to understand or use supply chain costing methods.

Aware of some supply chain costing methods, but provides no practical implementation.

Understands principles of techniques such as Zero Based Pricing, Open Book Costing, Supply Chain Operations Reference model (SCOR). Can undertake limited application of these type of techniques beyond the tender stage.

Experienced in the use of multi-tiered supply chain costing methods and applies them throughout the lifetime of the contract. Can provide guidance to other staff.

Identifies the latest thinking in multi-tiered supply chain costing methods, looking for ways to gain benefit from their implementation. Advises staff on the application and use of existing or new methods.

Foreign Exchange / International Finance

Not required to understand foreign exchange or international finance.

Aware of foreign exchange and international money markets, but provides no practical implementation.

Understands principles of foreign exchange rates and impact on price. Will seek advise when necessary.

Experienced in evaluating impact of foreign exchange fluctuations and import / Customs duties within contract price analysis. Will build in factors to manage risk impact. Can advise staff but will seek advice where required.

Fully understands international finance & import / Customs duties in relation to procurement activities. Will liaise with finance to forward purchase foreign exchange to seek VFM. Advises staff on implications.


TECHNICAL LEGAL

DEFINITION : Has sufficient understanding of legislative frameworks relating specifically to procurement to carry out duties associated with role.


Legal boundaries (FOI, TUPE, Monopolies etc)

Not required to have a specific knowledge of legal positions. Awareness of legal boundaries existing but seeks advice where required. Work is internally focussed.

Aware of legal implications of function. Not required to articulate, or see consequential aspects, but capable of working within boundaries, and of knowing when a boundary is being approached. Will stop at boundaries.

Understands the legal implication on the function, Knows clearly where boundaries lie, and actively seeks advice when activities encroach on legal aspects. Will adapt work to ensure developments stay within legal framework.

Knowledgeable on many legal aspects and their effect upon the procurement function or delivery of projects. Can interpret these areas and predict where encroachments may lie. Takes mitigating actions well in advance. Able to provide advice to procurement staff but knows when to seek advice.

Has a thorough grasp of the legal issues that impact the function. Is sought after for advice, which is sound and robust. Will advise on policy adjustment following legislative change.

EU Public Procurement Legislation

Not required to have a specific knowledge of legal positions. Aware that legal boundaries exist. Work is internally focussed.

Aware of the existence of EU procurement legislation and policy, no real in-depth understanding of how they apply in practice, but knows when to seek further advice.

Appreciates the impact that EU procurement legislation has on the procurement processes of public bodies. Recognises the limitations of his/her knowledge, but knows where to seek further advice.

Has a clear working knowledge of EU procurement legislation and case law and operates within the boundaries when managing contracts. Is able to offer advice to others within the department.

Is experienced and competent in implementing EU procurement legislation. Able to provide leadership guidance and recognised as the expert within the organisation.

Diversity and equal opportunities

Awareness of internal equality & diversity policy and that legal boundaries exist. Not required to have a specific knowledge of the application of equality & diversity in a procurement context. Seeks advice where required. Work is internally focussed.

Aware of general equality legislation and principles, able to recognise legal implications within work and procurement projects. Knows when to seek further advice.

Aware of the requirement to consider the impact of procurement activity or contract performance on groups in society. Able to incorporate equality & diversity factors into procurement activity. May seek further advice from technical experts.

Can provide policy advice and guidance to others regarding inclusion of equality & diversity factors into procurement activity. Able to conduct or contribute to the procurement element of an impact assessment so that projects achieve their objectives.

Strategic view of equality and diversity policies in terms of design of project scope, and the effect upon the procurement function. Can conduct impact assessment of the procurement function.

Corporate Social Responsibility

Awareness of organisational policy relating to corporate social responsibility issues, and that legal boundaries exist. Not required to have a specific knowledge of the application of corporate social

Aware of corporate social responsibility and implications within work and procurement projects. Knows when to seek further advice.

Able to consider environmental factors as part of whole life cost - conserving resources, sustainability etc., and social considerations into less complex specifications and/or tender evaluation models.

Incorporates social and environmental considerations into complex specifications and/or tender evaluation models. May provide policy advice and guidance to others regarding

Fully understands procurement regulations with respect to social and environmental considerations. Ensures organisational CSR policy or national guidelines are reflected within procurement activity (as


TECHNICAL LEGAL

DEFINITION : Has sufficient understanding of legislative frameworks relating specifically to procurement to carry out duties associated with role.


responsibility in a procurement context. Seeks advice where required. Work is internally focussed.

inclusion of CSR into procurement activity.

appropriate). Able to recommend options to include new approaches incorporating these considerations

Intellectual Property Rights (IPR)

Is not required to have a knowledge of IPR.

Is aware of relevant intellectual property issues.

Aware of the impact of intellectual property law on some contracts. Recognises limitations of his/her knowledge, but knows where to seek advice.

Has a good working knowledge of intellectual property law and considers its relevance in decision making.

Is able to develop a strategic plan for managing the organisation's intellectual property assets.

Terms and Conditions

Is aware of the existence of standard terms and conditions and that they are referred to/enclosed in standard documentation.

Is aware of which terms and conditions are standard in contracts and how they should be applied.

Is able to use terms and conditions to drive improved performance in contracts. Adapts terms and conditions to reflect the scale of the requirement and to encourage good performance.

Develops useable and effective terms and conditions for specific contracts in consultation with legal advisors.

Reviews and influences the organisations terms and conditions with legal advisors to ensure effectiveness and compliance with all UK and EU legislation.


TECHNICAL RESULTS FOCUS

DEFINITION : Is aware of how personal and team objectives contribute to the success of the organisation and continually demonstrates commitment to achieving these.


Sets key performance indicators

Not required to have an understanding in this area.

Able to monitor performance against pre-determined milestones and understands the concept. May report on BPI's against lower value/less complex projects.

Clearly understands. Can identify when corrective action is necessary and able to identify the appropriate action to be taken in relation to individual and departmental BPI's. Will monitor BPI's for higher value/more complex projects.

Clearly understands. Can identify when corrective action is necessary and able to identify the appropriate action to be taken in relation to individual and departmental BPI's.Is able to demonstrate originality in the development of BPI's in response to contractual requirements.

Complete understanding. Will be instrumental in developing and setting targets and indicators at an organisational level. Experienced in identifying and negotiating milestones, and in monitoring performance. Ability to resolve difficulties through negotiation leading to improvement of BPI's.

Tracks benefits and conducts analysts

Not required to understand benefits tracking, and does not use benefits tracking in current role. May buy goods or services, but does not formally record benefits.

Aware of specific methods of recording benefits however does not actively participate in tracking benefits.

Understands procurement specific benefits tracking methodology and has used the approach in small projects. Likely to use methodology in completing own procurement projects / contracts.

Clear understanding of tracking and benefits analysis and will support, encourage and develop others in their understanding. Actively encourages tracking and benefits analysis within their own team.

A recognised expert in benefits tracking. Defines procurement benefit tracking strategy and develops methodology for the function to ensure benefits are captured for the organisation. Proactively disseminates the process methodology in line with corporate procurement strategy

Monitors quality and plans to meet timescales for delivery

Works to timescales as defined by line manager.

Is aware of the need to meet previously agreed quality standards and timescales, is monitored to ensure targets are met.

Understands the need to complete on time. Takes ownership and responsibility for completing procurement tasks within the agreed timescale without affecting quality.

Demonstrates ongoing commitment to achievement of personal and procurement team goals within timescales and budgets. Will recommend corrective action.

Strong focus on the quality and on-time delivery of procurement activity. Will closely monitor plans and direct action to corrective deviations from plan.

Agrees objectives in line with wider organisational needs

Only relates to own objectives. Does not understand how these are set.

Is aware that individual objectives are cascaded down from other plans. Will seek clarification of how own objectives support departmental objectives.

Understands the impact own objectives has on departmental objectives. Can relate departmental objectives to strategy.

Demonstrates clear understanding of how procurement objectives are linked to an overall organisational plan. Will be committed to delivering results in accordance with objectives,

Will be responsible for setting overall procurement strategy and cascading procurement objectives. Will monitor plans and objectives to ensure results are achieved.


TECHNICAL RESULTS FOCUS

DEFINITION : Is aware of how personal and team objectives contribute to the success of the organisation and continually demonstrates commitment to achieving these.


Measures performance against objectives

Results will be measured by others. May collate or provide specific raw data to the line manager to support reporting for specific contracts or departmental reporting.

Will have results measured against objectives but will monitor own progress. May need to be monitored closely.

Will be appraised and may appraise performance against objectives. Anticipates factors that can have an impact on achievements.

Will have significant role in measuring results against objectives. Anticipates factors that affect performance and takes corrective action.

Will devise / encourage results improvement and will evaluate throughout the business cycle when necessary.

Reports performance to key stakeholders

Not required to prepare performance reports. May collate or provide specific raw data to the line manager to support departmental reporting.

Is aware of the role of performance measurement and its impact on key stakeholders.

Understands the need to report individual performance. Will contribute to, or draft, reports to key stakeholders but will seek the approval of others before release.

Clearly understands the purpose of performance reporting. Will stress need to achieve and will prepare reports to key stakeholders.

Will proactively endorse and encourage use of performance reporting. Will measure against strategic objectives and ensure achievements are communicated to key stakeholders.


TECHNICAL SYSTEMS CAPABILITY

DEFINITION : Has the knowledge and understanding of systems and processes utilised in the procurement of goods and services. Specific system competencies may be localised to specific systems.


Data Management and Control

Not required to have a detailed understanding or awareness of available data systems and mechanisms. May use or input data into systems or processes developed by others under supervision.

Aware of the various systems and mechanisms. Will follow set processes and procedures, relating to data management and control. May seek help and advice on the most suitable for purpose.

Understands the systems and mechanisms associated with data management and control. Uses them appropriately. Requires little guidance.

Advocates the use of appropriate data management and control systems. Is sought after for advice both in current system use, and future system development. Probably applies similar techniques to own "uncontrolled" data and information.

Reviews appropriate data management and control systems, and provides the lead for organisational adoption. Identifies where gaps exists and develops plans to address. Applies similar techniques to own "uncontrolled" data and information.

Application of technologyUses organisational systems and technology under supervision.

Uses systems and technology following predefined processes. Seeks advice and authority to deviate from process.

Uses systems and technology following predefined processes. Will highlight localised system operational issues but seek line manager support to address. Suggests deviations and seeks authority in their use.

Uses and develops systems and technology. Provides guidance and authorisation for deviation.

Defines procurement systems and technology strategy. Provides thought out leadership and guidance on systems and technology direction.

Procurement Systems (e.g. P2P, eTendering, )

Not required to have a detailed understanding or awareness of other procurement systems or developing technologies. May data input & use new systems or processes developed by others following training and under supervision.

Demonstrates an awareness of the systems available to procurement. Will use as and when necessary

Understands procurement systems and the available tools. Will use appropriately. Will highlight localised system operational issues but seek line manager support to address.

Clearly understands procurement systems, uses appropriately. Actively encourages staff to use effectively. Suggests system improvements. May deliver staff training in use of systems.

Expert knowledge and understanding. Will seek to enhance and develop further. Will identify the need and introduce new procurement systems when required.

Awareness of other systems impacting on procurement (e.g. finance ledger, management information systems,data management systems, data sharing)

Not required to have a detailed understanding or awareness of other systems that impact on procurement (e.g. finance ledger). May use systems under supervision or undertake data entry processes which support related systems.

Demonstrates an awareness of other systems that impact on procurement operations. Will use as and when necessary.

Understands other systems and the available tools. Will use appropriately.

Clearly understands other systems that affect procurement and uses appropriately. Actively encourages staff to use effectively. Suggests system improvements.

Expert knowledge and understanding of other systems. Will seek to enhance and develop further. Provides leadership on the application of existing and new systems.


TECHNICAL INVENTORY, LOGISTICS AND SUPPLY CHAIN

DEFINITION : Has the knowledge and understanding of materials management solutions to carry out duties associated with role - elements include inventory, logistics, warehouse management etc, specifically organisations which hold stock. Knowledge and understanding of supply chain management techniques -

not restricted to organisations holding stock.


Inventory Management

Not required to have a knowledge or detailed understanding in this area. If required uses stock control systems as directed to perform job role.

Awareness that stocks are held at local level, but no detailed understanding of inventory management systems or processes. Involved in administrative supporting capacity under close supervision.

Appreciation/familiarity with basic stock control. Able to operate stock control systems in line with pre-determined criteria e.g. re-order levels. Able to recognise where advice is required.

Evaluates the demand for supplies and decides stock holdings and procurement policies. Proposes improvements in the supply chain in consultation with all stakeholders. Applies inventory control techniques.

Decides at a strategic level the use of suppliers in the supply chain. Develops strategic supply chains that optimise stockholding costs whilst providing appropriate service level availability. Ensures proper control and accounting for stores and stocks within their control, where applicable.

Distribution

Not required to have a knowledge or detailed understanding in this area. If required uses distribution control, and point of use systems, as directed to perform job role

Understands the importance of, and operates, point of use stock holding systems.

Selects distribution methods following evaluation of information on distribution of supplies. Schedules distribution of supplies, collates and analyses data from point of use systems.

Plans the distribution of supplies following review of current methods. Identifies and resolves any problems or risks with the distribution of supplies in consultation with colleagues.

Develops and decides distribution methods and policy. Aware of the legal implications associated with transport and distribution e.g. Customs duties, and handling of hazardous materials, etc. Ensures risk assessment, safe and appropriate systems of work in their area of responsibility, where applicable.

Transportation

Not required to have a knowledge or detailed understanding in this area. If required uses transport contract arrangements as directed to perform job role.

Understands the significance of different transportation methods and associated costs. Makes informed decisions to select specific contracted suppliers for specific transport tasks.

Obtains, collates and evaluates data on the progress of supplies being transported, high lighting problems and offering solutions. Schedules transportation of supplies.

Plans and selects the transportation of supplies following review of current practices. Identifies and resolves any problems or risks with the transportation of supplies in consultation with stakeholders.

Decides and implements the optimal transportation strategy considering VFM and sustainability. Aware of the legal implications associated with transport and distribution e.g. international freight, import & Customs duties, and handling of hazardous materials.


TECHNICAL INVENTORY, LOGISTICS AND SUPPLY CHAIN

DEFINITION : Has the knowledge and understanding of materials management solutions to carry out duties associated with role - elements include inventory, logistics, warehouse management etc, specifically organisations which hold stock. Knowledge and understanding of supply chain management techniques -

not restricted to organisations holding stock.


Storage

Not required to have a knowledge or detailed understanding in this area. If required uses existing stores control systems as directed to perform job role.

Understands the principles and systems used for the physical storage of stock. Obtains and collates data on the supplies being stored. Identifies problems with facilities or supplies for resolution by colleagues.

Evaluates the requirements for the storage of supplies. Proposes improvements to storage in consultation with colleagues.

Develops storage strategies and plans. Oversees their implementation and effectiveness.

Agrees the strategy for central storage of goods. Develops storage strategies that meet the needs of the organisation and optimise supply chain costs. Aware of the legal implications associated with stores management e.g. Health & Safety, manual handling, handling of hazardous materials, etc. Ensures risk assessments completed. Maintains safe and appropriate systems of work.


NON-TECHNICAL ORGANISATIONAL AWARENESS

DEFINITION : Clearly understands roles and responsibilities, how procurement should be organised and where it should sit within the organisation


Identifies roles and responsibilities

Not required to have knowledge of the functional roles within the overall procurement department. May have basic awareness of the work roles & responsibilities of immediate colleagues.

Aware of different roles, but cannot articulate them without prompting. Needs to clarify roles and responsibilities.

Understands the different roles, and knows how they interact. Fully understands who is responsible for certain procurement tasks.

Clearly understands different roles and responsibilities, not just within own role, but within other procurement functions and organisations. Is able to direct information based on knowledge.

Able to establish and/or define the roles of a procurement function within an organisation / project, even for non standard issues. Can create job profiles and establish role descriptions that are clear and precise.

Positions procurement within organisation

Not required to know where procurement sits within the broader organisation.

Awareness of where procurement sits within the broader organisation, but not confident enough to be sure or express opinion.

Understands where procurement sits within own business structure and the broader public sector. High level awareness of the Procurement Reform Programme.

Clearly understands where procurement sits within own business structure and the wider public sector. Can articulate views on where procurement should position itself.

Able to promote procurement and enhance the function's position within own business structure and the wider public sector. Skilled at marketing procurement activity and the function.

Can identify various organisational structures

Not required to understand different types of organisational structure (centralised, decentralised, hybrid, lead buyer etc) and how it affects performance.

Is aware of different types of structure but does not understand how and when they can be implemented.

Understands different types of structure, their advantages / disadvantages and how they can affect performance.

Clearly understands when a structure needs changing and can suggest alternative structures for consideration.

Is able to look at any structure and understand its shortfall. Knows how structure is affecting performance and will change to improve service delivery.

Implements policy

Not required to have a real awareness of policy, beyond the existence of thresholds and standing orders etc. Would need to ask what threshold values are.

Aware of policies. Would not be able to articulate them, but would know where to go for, or whom to ask for details.

Understands policies. Can relate their impact to their own role. May need to refer to policy documents for specific points. However does so without requiring guidance.

Knowledgeable of policies. Advises on policy changes and development. Has specific knowledge of certain aspects of policy, and provides guidance to others.

Approves changes and development to policy, recognising it's broader context. Is recognised as a leading source for policy development.

Recognises wider objectives

Sees the department as a function in its own right and follows internal instruction. Not required to consider external forces that shape organisation direction.

Aware of issues entering the procurement department and causing change of work objectives or priorities. Takes steps to respond or adapt accordingly, and readily adopts new processes when requested or instructed.

Understands how external decisions impact the internal organisation. Will recognise the changes required, but not be able to affect them. Will make suggestions for process changes but wait for permission to implement them.

Knowledgeable in how external decisions impact the organisation. Will modify process, policy and practice to adapt to such changes.

Predicts the internal implications of external decisions and change. Anticipates these implications and plans accordingly. Defines or cascades new organisational objectives based on these external forces.


NON-TECHNICAL ORGANISATIONAL AWARENESS

DEFINITION : Clearly understands roles and responsibilities, how procurement should be organised and where it should sit within the organisation


Takes cognisance of Political, Economic, Social & Technical

(PEST) factors affecting the procurement

function.

Not required to have an understanding in this area.

Has an awareness of influencing factors. Will generally wait for others to provide policy guidance or instruction before responding to or enacting any change.

Understands the concept, able to recognise the potential effect these factors may have on the business or procurement function. Will highlight issues relevant to their work area but will wait for instruction before enacting any change.

Good understanding of the implications and how these factors may impact on the business or procurement function. Will plan, and take appropriate action to address relevant issues.

Complete understanding and ability to address PEST factors or the business impact based on expert knowledge. Will take action and lead as appropriate to the environment.


NON-TECHNICAL SELF MANAGEMENT

DEFINITION : Responds quickly and flexibly where required, supporting others whilst striving to improve skill application in line with organisational requirements.


Uses performance management as an aid to development of self and others

Not required to have an understanding of the process.

Understands the concept and process. Will be appraised within the system.

Understands performance management and its impact on the organisation. Will be appraised and may appraise staff.

Good understanding of the performance management system. Clearly understands the various roles and will confidently offer advice to staff as and when necessary.

Proactively endorses and encourages use of the performance management system. Will devise/encourage improvement and will evaluate throughout the business cycle when necessary.

Prioritises and implements own work

Works to priorities defined by line manager.

Will plan, prioritise and implement own workload following a broad definition of specific or key business needs by a line manager.

Understands how and when to organise own workload and plans in line with the individual and specific business needs.

Clearly understands how and when to prioritise. Will use the appropriate tools available to organise workload around individual priorities taking full cognisance of business needs.

Able to predict peaks and troughs in the business cycle and actively prioritises own work accordingly. Ensures business priorities are met.

Prioritises and implement departmental work

Not required to plan and prioritise the work of others. Focuses on own workload unless directed otherwise.

Aware of the need to support others in a helpful, flexible way. Recognises wider priorities, can plan work (of a small team) accordingly to meet team or departmental objectives. May seek guidance.

Understands the need to support colleagues in ensuring that team objectives are delivered. Prioritises own, and any team workload in line with the overall management needs and priorities. Monitors progress and adapts plans to ensure objectives are met.

Good understanding. Able to plan use of time, and to react to change in a flexible way. A good team player that can effectively prioritise workload across a department or number of procurement teams. Monitors progress and adapts plans to ensure objectives are met.

An expert, complete understanding of the business priorities and needs. identifies,prioritises and adapts strategic plans to ensure objectives and targets are met.

Learning & Development

Willing to undertake specific manager prompted training to maintain current job role competency & knowledge.

Is aware of learning and development programmes but does not initiate participation.

Understands the need to update skills through learning and development. Will get involved as much as possible. Knows when and where to seek advice.

Understands clearly the need for learning and development. Will plan programmes to improve education and skill within the procurement department. Will offer advice and direction.

Will take the lead, plan, promote, and direct the development of procurement skills and education as and when appropriate and necessary. Able to recognise the skills required for a team through recruitment and development ensuring that an appropriate team is built to meet the business objectives.


NON-TECHNICAL SELF MANAGEMENT

DEFINITION : Responds quickly and flexibly where required, supporting others whilst striving to improve skill application in line with organisational requirements.


Standards of Business Conduct

Is aware of the organisation's standards of business conduct and works within the guidelines as instructed

Works within the organisation's standards of business conduct and understands their importance to the organisation.

Understands the concept and its impact on stakeholders and the organisation. Ensures that they, and any staff they are responsible for, adhere to the standards.

Good understanding, demonstrates professionalism clearly in everyday work and encourages staff to do likewise.

Consummate, leads by example. Thoroughly professional in execution of work. An individual that others will take their lead from.


NON-TECHNICAL LEADERSHIP

DEFINITION : Contributes to the achievement of team goals by providing support, encouragement and clear direction when appropriate


Leads and supports team

Is not required to motivate or support team to develop / maintain skills and competencies to achieve their business objectives. Is not required to support personal development aims of individual staff members.

Will demonstrate an awareness and understanding of the concept but unlikely to apply in practical terms.

Understands the concept. Will demonstrate and contribute to the initiative.

Clearly understands the concept of leadership and support. Will adopt principles confidently and will encourage staff to undertake the role. Seeks and makes use of an understanding of staff's individual strengths, development needs and aspirations.

Expert knowledge. Will implement throughout the business area and will encourage others to follow this approach. Sound understanding and demonstration of leadership principles. Identifies and makes use of staff's individual strengths, whilst acknowledging their development needs and aspirations. Will motivate staff to achieve their business objectives and personal development aims.

Delegates duties and responsibilities

Within remit, not required to understand the concept or delegate works to others. Is not required to undertake additional tasks to meet the business priorities.

Has awareness and demonstrates an understanding of delegation. Will actively undertake to do so but may require guidance.

Understands the concept and delegation process. Will use, and actively encourage, delegation as and when appropriate.

Good understanding and plans delegation activities. Will delegate in order to develop staff in line with business priorities.

An expert who demonstrates and leads by example. Positively embraces the concept and encourages others to follow his/her lead. Will delegate to enhance individuals experience and knowledge.

Initiates and manages change

Receives change management communications and is guided through the change process. Can provide input on the 'feelings' of change but is not a change initiator.

Receives change management communications and is guided through the change process. Can provide input on the general impact of change and potential change opportunities.

Understands the change management process and will contribute to the change message. Provides input on specific nature and impact of change. Will provide plans for change but will look to others to initiate, lead or support.

Develops the change message and communicates the impact and nature of change. Encourages others to participate in the process of change. Provides clear plans for change, pushes for and ensures implementation

A true change agent. Identifies the need for change management, and actively develops change strategies. Is seen at the forefront of change, while maintaining an affinity with the organisational impact of the process. Identifies opportunities for change and leads organisation through planning and implementation.

Coaches and mentors staff

Generally no requirement to coach or mentor. May coach or support colleagues as directed for a short period and as appropriate to the job role.

Awareness of the need to coach and mentor others in a helpful, flexible way. Is aware of coaching and mentoring techniques. Regularly supports colleagues as

Understands the need to coach and mentor others. A good team player who can effectively manage staff and will encourage and support their development. Understands

Clear understanding of the concept and will support, encourage and develop others in dynamic way. A team leader who will actively support staff in their

An expert in this area. Demonstrates the ability to provide direction and leadership. Proactively enters into the process of coaching and mentoring and leads by example.





required. range of techniques to use.

development, offers positive support and encouragement. Applies a range of coaching and mentoring techniques.

TrainingNot required to have knowledge or competence in the delivery of training.

Understands what is required. Does not have the requisite skills to deliver without help, or may support others with delivery of training.

Understands what is required to deliver effectively, may require assistance but knows where to seek help.

Can deliver clearly and confidently. Aware of the audience, their understanding and differing needs

Sound understanding, recognises training needs and requirements of the audience at all levels. Skilled communicator and trainer. Defines new initiatives and proactively encourages staff.

Manages conflictIs not required to manage conflict. May highlight issues but would seek line manager support to address.

Has an awareness of when conflict arises but would have to seek help and support to address.

Able to identify conflicts and will attempt to remove or address conflict situations within their remit, before referring to management

Able to effectively manage a team, whilst being able to identify and effectively handle a range of conflict management situations (e.g. UIG discussion or inter-team).

Understands completely. Ability to effectively manage a team (s) as necessary, handling conflict and resolving effectively, as appropriate.

Leads and directs meetings

Is not required to lead or direct meetings. Attends meetings and, within job remit, acts upon instructions or guidance provided.

Awareness of what is required of this role but unlikely to be required to apply directly. May contribute if prompted.

Understands what is involved. May get involved on the periphery. A good team player who will actively get involved in meetings as and when necessary. May lead department meetings within their job remit.

Understands clearly. Will lead and direct meetings (internal, cross functional, or with external organisations such as supplier's) in order to achieve business objectives.

An expert in this area. Demonstrates the ability to provide direction and leadership. Proactively directs cross functional or multi organisation meetings and leads by example.

Decision makingDecision making is based only on day to day activities, limited to own work area and job role remit.

Can make tactical decisions that impact on their own work directly, while not deviating from agreed procedures.

Considers broad tactical issues, and takes input from others in the development of tactical decisions that impact a work group. May influence procedural change.

Can resolve more complex issues that cross a number of work groups. Consults with stakeholders and generally makes sound judgements that may influence policy. Applies analytical techniques in decision making process.

Key decision maker for a department or organisation, or public sector Centre. Recognises the value of others inputs, and seeks broad consultation. Displays sound judgement. Will make internal or external policy decisions within scope of legislation.

Manages risksDoes not perform risk management . Tends to react to issues and risks or follow line manager direction.

Provides input to risk analyses and may take actions relating to mitigation, monitoring and contingency.

Provides input to complex risk analyses and uses concepts in own work, by considering appropriate mitigating and contingency actions proactively.

Leads the development of risk analyses, assessments and management plans for complex projects. Conversant in the

Leads organisational risk management. Provides input and leadership in risk management techniques, skilfully assessing and addressing risks, issues, and risk





terminology of risk and provides guidance to other staff.

management techniques.


NON-TECHNICAL COMMUNICATION

DEFINITION : Openly shares relevant information and communicates in an effective and timely manner using a variety of means.


Presents to an audience

Within remit, not required to present to an audience.

Awareness of how to present but would need training if required to deliver.

Understands how to present to an audience and what is required to deliver an effective presentation

Can present clearly and confidently using a variety of techniques. Knows the composition of the audience, their understanding and differing needs

An expert in delivering effectively, confidently and comfortably to stakeholders at all levels. Sound awareness of how the presentation impacts on objectives.

Communicates effectively to an audience or range of customers

Does not engage or interact with the audience.

Recognises the need to communicate but hesitant. Will take steps to adapt / develop style as appropriate

Understands the impact of style and will use appropriate means to deliver the message.

Good understanding of the various means and styles of delivery available. Will adapt accordingly to the audience

Consummate communicator who adapts to the audience as and when necessary. Will continually foster / encourage new / positive ways to communicate effectively.

Actively participates in meetings

Does not engage or interact at meetings.

Will engage and interact but may require encouragement. Will input when required

Understands and interacts positively and effectively at meetings. Ensures agreed outcomes or actions are recorded but may need to seek support or approval of others to ensure these are enacted.

Clear understanding of the need to participate. Will participate actively and positively and encourage others to engage. Ensures agreed outcomes or actions are recorded, will ensure relevant points are addressed, seeking support of others (where necessary).

An expert who will foster, lead, encourage and facilitate the discussion as and when appropriate. Engages well with all participants and across all organisational levels. Ensures agreed outcomes or actions are recorded, addressed or enacted as appropriate.

Listens effectively Within remit, listens effectively and acts upon instruction.

Actively listens to what others have to say and responds directly.

Listens to discussion and asks questions to clarify understanding. Demonstrates the ability to persuade and influence others based on effective listening.

Listens intently and recognises issues. Clarifies understanding by encouraging others to ask questions.

Listens to arguments and instantly recognises flaws and issues. Can communicate effectively by listening and use of body language


NON-TECHNICAL COMMUNICATION

DEFINITION : Openly shares relevant information and communicates in an effective and timely manner using a variety of means.


Issues effective written communications

Within remit, undertakes effective & clear routine written communications.

Demonstrates awareness of the importance of effective written communications. Needs work checked by others.

Communicates clearly and effectively in a well-organised manner. Understands the importance of a well written communication. Requires limited verification of work.

Presents well structured, concise and clear written communications. Work is presented to senior management for signature. Will write important communications.

Expert use of language in written communications to all levels within the organisation, across the public sector or to other bodies. Will issue written communications that impact on the strategic operations of the organisation or influence the direction of public procurement activity.

Shares information with others

Within remit, shares work related information as necessary and appropriate to the job role.

Shares appropriate work related information. Ensures that anyone who relies upon the provision of information receives a correct & timeous response.

Identifies and maintains information flows and contact with customers and colleagues who depend on or who influence their work. Clarifies information requirements (as necessary) to ensure the response meets the customer requirements.

Provides timely & relevant information to customers or stakeholders who require to use it in their own process. Recognises different information requirements and tailors the message accordingly.

Uses a variety of different methods to gather and distribute appropriate information to all levels within the organisation, across the public sector or to other bodies. Will filter information and direct who should receive what information.


NON-TECHNICAL RELATIONSHIP MANAGEMENT

DEFINITION : Identifies different types of customers and stakeholders and formulates strategy for managing relationships


Manages customer relations

Limited contact with external customers. Work is highly internally focussed.

Recognises who external customers are. Capable of taking input from them and internalising specific issues.

Understands the external customer. Can be trusted to deal with most customer interactions, and takes ownership for most day to day issues. Recognises when customer trends are forming, but needs guidance to act.

Knowledgeable of customer issues. Can handle complex customer issues, providing a real sense of ownership. Owns the issue to resolution and provides support to other staff.

An expert in customer relationship management. Builds implicit trust with the customer base. Can handle complex multi-customer issues that encroach on a number of areas.

Differentiates between internal & external customers needs

No requirement to differentiate between internal and external customers. Takes instruction from line manager / senior staff members.

Aware of who internal and external customers are. Takes direct input from them and suggests to manager / senior staff member how to fulfil their needs.

Understands internal and external customer needs. Recognises trends and patterns. Advises manager / senior staff member of what needs done. Will adopt different approach based on assessment of internal / external customer perception.

Is able to interpret customer needs. Will start to pre-empt customer issues based on assessment of customer type. Heads things off at the pass.

An expert in customer management, who utilises relationship management techniques. Customers recognise the value of the relationship that this person brings, and there is evidence of partnership between internal and external customers.

Flexes strategy according to customer

focus

Not required to set strategies for relationship management. Follows instruction from line manager / senior staff members.

Recognises the need to change strategy. Will take steps to respond or adapt a strategy accordingly following internal agreement with a line manager.

Understands that strategy has to change and will suggest alternative customer strategies. Will discuss & seek internal approval for significant change.

Knows when to change customer strategy and flexes strategy according to customer priorities.

An expert who adapts strategies as and when necessary. Will continually foster/encourage new/positive ways to manage relationships.

Recognises wider implications of actions

Sees the department as a function in it's own right. Follows internal instruction with no exposure to external dependencies.

Aware of impact on relationships emanating from the department. Takes steps to adapt accordingly, by readily adopting new processes.

Understands how internal departmental actions impact the wider organisation. Will recognise the changes required, but not be able to affect them. Will make suggestions for process changes but wait for permission to implement them.

Knowledgeable of internal and external implications of decisions. Will modify process, policy and practice to adapt to such changes. Will be sought after for advice.

Predicts the internal and external implications of decisions and change. Anticipates these implications and plans accordingly. Sought after to handle implications of complex multi-organisational programmes.


NON-TECHNICAL RELATIONSHIP MANAGEMENT

DEFINITION : Identifies different types of customers and stakeholders and formulates strategy for managing relationships


Markets procurement Not required to understand the concept.

Aware of the concept and the impact. Will explain in simple terms but may seek help in the explanation.

Understands the impact on the organisation. Ensures that the message conveyed is appropriate. Will recognise when marketing is required. Will make suggestions on delivering positive changes but will wait for permission to implement them.

Good understanding of the process and the concept of marketing procurement. Is aware of the impact on internal and external stakeholders.

An expert in positively marketing the function. Clearly understands value and the impact when used correctly. Will develop and implement initiatives to raise the profile.

Engages with key stakeholders

Not required to identify or manage stakeholders.

Is aware who key stakeholders are, and takes limited action in their proactive management.

Understands who key stakeholders are, and takes actions to proactively manage their inputs, and expectations.

Has an in-depth knowledge of key stakeholders. Skilfully manages their expectations through the application of identifiable stakeholder management techniques such as stakeholder maps.

Clearly stands out with a strength in stakeholder management. Coaches others in effective use of stakeholder management techniques. Looks to build and enhance relationships based on a strategic understanding of stakeholder requirements.

Influencing internal and external customers / stakeholders

Not required to influence customers / stakeholders. Operates at a tactical level using basic communications to achieve job role remit.

Is aware of the need to use basic influencing skills and may provide others with information for use in influencing situations.

Understands that there are a variety of methods of influencing others and these should be adopted and adapted according to the environment.

Has in-depth knowledge of how to use influencing skills. Will use these to lead others to a decision or action.

Extremely proficient in using complex influencing strategies. Is sought after to handle complex relationships/situations where the ability to influence the outcome may have strategic impact.

[End of Document]


Management Report – CIPS Graduate Diploma and ... · Web viewThis report undertakes a comparative...

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