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Procurement Directorate

Procurement Competence Frameworks

Procurement Competence Framework V7 (July 2012) of 31

Procurement Competence Frameworks

1 Purpose

1.1 This competence framework sets out the technical skills procurement practitioners are expected to have and the professional competence profile for every procurement post in the organisation. It complements the Ministry of Justice Core Competence Framework and ensures that each activity can be undertaken to a required level depending on the post.

1.2 The competence framework has a number of uses:

a) Job descriptions/roles

The competence Framework is intended to help align roles with business requirements. It can be used to identify skill and knowledge requirements for different roles, at different levels of seniority. For example, a role may require the individual to have Basic knowledge of some topics and to be Intermediate at Advanced level in others. It is not expected that any one role requires an individual to have the same level of expertise in every skill area, or that every role will involve all the skill areas included in the framework. The skills and associated skill levels defined in each job description should reflect the requirement of the job and not the skills and experience of the current jobholder.

b) Staff development and Career planning

The competence framework will inform an individual’s Staff performance and Development Record (SPDR). It will also enable staff to plan their future development by identifying what skills and knowledge they need to acquire to progress in their careers. Jobholders should be assessed against the agreed skills requirement and competences for the role they have, and for their next career move, and any gaps in skills or experience identified. The jobholder and their line manager can then draw up a learning and development plan to help them to address those gaps.

c) Team building and Recruitment

The competence framework will assist leaders who are building or restructuring the procurement function. When a new job, team or function is created to fulfil a defined purpose, this tool can be used to identify and articulate the new skills requirement, which can then be used as part of the recruitment and selection process.


1.3 Competence levels have been set as follows.

Basic (B) - have a basic understanding of the activity and be able to input into the activityIntermediate (I) - have a broad understanding of the activity and be able to produce the outputsAdvanced (A) - have an in-depth understanding of the activity and be able to produce and/or manage outputsLeader (L) - have an understanding of the activity and be able to define requirements and outputs

1.4 These skills are cumulative, with each level building on the previous one, and so a practitioner at Advanced level will have the skills and knowledge identified in the Basic and Intermediate levels.

Attached is the complete list of the professional competencies. Subsequent sections hereunder state the relevant competence and level for cross-reference to the list of professional competences.


2.1 Director of ProcurementSCS Band 2

Procurement Competency Area Level

1. Public Procurement Context Leader2. Strategic Awareness Leader3. Markets Leader4. Procurement Processes Leader5. Contract Management Leader6. Finance Leader7. Inventory / Logistics Management Leader8. Information technology Leader9. Relationship Management Leader10. Project Planning / Management Leader11. Category management Leader

2.2 Head of Procurement, Category ManagementSCS Band 1


1. Public Procurement Context Leader2. Strategic Awareness Leader3. Markets Leader4. Procurement Processes Leader5. Contract Management Leader6. Finance Leader7. Inventory / Logistics Management Leader8. Information technology Leader9. Relationship Management Leader10. Project Planning Management Leader11. Category management Leader


2.3 Head of Procurement, ICTSCS Band 1



2.4 Head of Procurement, Major Contracts SCS Band 1




2.5 Head of Procurement, ComplianceSenior Manager B


1. Public Procurement Context Leader2. Strategic Awareness Leader3. Markets Intermediate4. Procurement Processes Leader5. Contract Management Leader6. Finance Leader7. Inventory / Logistics Management Advanced8. Information technology Leader9. Relationship Management Leader10. Project Planning / Management Leader11. Category management Advanced

2.6 Procurement Unit ManagerSenior Manager C


1. Public Procurement Context Leader2. Strategic Awareness Leader3. Markets Leader4. Procurement Processes Leader5. Contract Management Leader6. Finance Advanced7. Inventory / Logistics Management Intermediate8. Information technology Advanced9. Relationship Management Leader10. Project Planning / Management Leader11. Category management Leader


2.7 Procurement Unit Manager (Major Contracts)Senior Manager B


1. Public Procurement Context Leader2. Strategic Awareness Leader3. Markets Leader4. Procurement Processes Leader5. Contract Management Leader6. Finance Advanced7. Inventory / Logistics Management Advanced8. Information technology Leader9. Relationship Management Leader10. Project Planning / Management Leader11. Category management Leader

2.8 Procurement Unit Manager (ICT)Senior Manager C


1. Public Procurement Context Leader2. Strategic Awareness Leader3. Markets Leader4. Procurement Processes Leader5. Contract Management Leader6. Finance Advanced7. Inventory / Logistics Management Intermediate8. Information technology Advanced9. Relationship Management Leader10. Project Planning / Management Leader11. Category management Leader


2.9 Procurement Systems Manager (Policy)Senior Manager D


1. Public Procurement Context Advanced2. Strategic Awareness Advanced3. Markets Advanced4. Procurement Processes Advanced5. Contract Management Advanced6. Finance Advanced7. Inventory Management Advanced8. Information technology Advanced9. Relationship Management Advanced10. Project Planning / Management Advanced11. Category management Intermediate

2.10 Procurement Systems Manager (Technical)Senior Manager D


1. Public Procurement Context Advanced2. Strategic Awareness Advanced3. Markets Advanced4. Procurement Processes Advanced5. Contract Management Advanced6. Finance Advanced7. Inventory Management Advanced8. Information technology Advanced9. Relationship Management Advanced10. Project Planning / Management Advanced11. Category Management Intermediate


2.11 Senior Procurement Category Manager Senior Manager D


1. Public Procurement Context Advanced2. Strategic Awareness Advanced3. Markets Advanced4. Procurement Processes Advanced5. Contract Management Advanced6. Finance Advanced7. Inventory Management Intermediate8. Information technology Advanced9. Relationship Management Leader10. Project Planning / Management Leader11. Category management Leader

2. 12 Senior Procurement Category Manager (ICT)Senior Manager D


1. Public Procurement Context Advanced2. Strategic Awareness Advanced3. Markets Advanced4. Procurement Processes Advanced5. Contract Management Advanced6. Finance Advanced7. Inventory / Logistics Management Intermediate8. Information technology Advanced9. Relationship Management Leader10. Project Planning / Management Leader11. Category management Leader


2. 13 Senior Contract Manager (Major Contracts)Manager D


1. Public Procurement Context Advanced2. Strategic Awareness Advanced3. Markets Advanced4. Procurement Processes Advanced5. Contract Management Leader6. Finance Advanced7. Inventory / Logistics Management Intermediate8. Information technology Advanced9. Relationship Management Leader10. Project Planning / Management Leader11. Category management Advanced

2. 14 Senior Contract Manager (ICT)Manager D


1. Public Procurement Context Advanced2. Strategic Awareness Advanced3. Markets Advanced4. Procurement Processes Advanced5. Contract Management Leader6. Finance Advanced7. Inventory / Logistics Management Intermediate8. Information technology Advanced9. Relationship Management Leader10. Project Planning / Management Leader11. Category management Advanced


2.15 Senior Procurement Systems Executive (Policy)Manager E


1. Public Procurement Context Advanced2. Strategic Awareness Intermediate3. Markets Advanced4. Procurement Processes Intermediate5. Contract Management Advanced6. Finance Advanced7. Inventory Management Advanced8. Information technology Advanced9. Relationship Management Intermediate10. Project Planning / Management Advanced11. Category management Advanced

2.16 Senior Procurement Systems Executive (Technical)Manager E


1. Public Procurement Context Advanced2. Strategic Awareness Intermediate3. Markets Intermediate4. Procurement Processes Intermediate5. Contract Management Intermediate6. Finance Intermediate7. Inventory Management Intermediate8. Information technology Leader9. Relationship Management Intermediate10. Project Planning / Management Advanced11. Category management Intermediate


2.17 Procurement Category ManagerManager E


1. Public Procurement Context Intermediate2. Strategic Awareness Intermediate3. Markets Advanced4. Procurement Processes Advanced5. Contract Management Advanced6. Finance Advanced7. Inventory Management Intermediate8. Information technology Intermediate9. Relationship Management Advanced10. Project Planning / Management Advanced11. Category management Advanced

2.18 Contract ManagerManager E


1. Public Procurement Context Intermediate2. Strategic Awareness Intermediate3. Markets Intermediate4. Procurement Processes Advanced5. Contract Management Advanced6. Finance Advanced7. Inventory Management Intermediate8. Information technology Intermediate9. Relationship Management Advanced10. Project Planning / Management Advanced11. Category management Intermediate


2.19 Contract Manager (ICT)Manager E



2.20 Contract manager (Major Contracts) Manager E




2.21 Assistant Procurement Category ManagerManager F


1. Public Procurement Context Intermediate2. Strategic Awareness Intermediate3. Markets Intermediate4. Procurement Processes Intermediate5. Contract Management Intermediate6. Finance Intermediate7. Inventory / Logistics

ManagementBasic

8. Information technology Intermediate9. Relationship Management Intermediate10. Project Planning Management Intermediate11. Category management Intermediate

2.22 Assistant Contract ManagerManager F


1. Public Procurement Context Intermediate2. Strategic Awareness Intermediate3. Markets Intermediate4. Procurement Processes Intermediate5. Contract Management Intermediate6. Finance Intermediate7. Inventory Management Basic8. Information technology Intermediate9. Relationship Management Advanced10. Project Planning / Management Intermediate11. Category management Intermediate


2.23 Procurement Systems ExecutiveManager F


1. Public Procurement Context Intermediate2. Strategic Awareness Intermediate3. Markets Intermediate4. Procurement Processes Intermediate5. Contract Management Intermediate6. Finance Intermediate7. Inventory Management Intermediate8. Information technology Advanced9. Relationship Management Intermediate10. Project Planning / Management Intermediate11. Category management Intermediate

2.24 Procurement Category OfficerExecutive Officer


1. Public Procurement Context Intermediate2. Strategic Awareness Basic3. Markets Intermediate4. Procurement Processes Intermediate5. Contract Management Intermediate6. Finance Basic7. Inventory Management Basic8. Information technology Intermediate9. Relationship Management Intermediate10. Project Planning / Management Basic11. Category management Basic


2.25 Contract OfficerExecutive Officer


1. Public Procurement Context Intermediate2. Strategic Awareness Basic3. Markets Basic4. Procurement Processes Intermediate5. Contract Management Intermediate6. Finance Basic7. Inventory Management N/a8. Information technology Intermediate9. Relationship Management Intermediate10. Project Planning / Management Basic11. Category management Basic

2.26 Procurement Systems OfficerExecutive Officer


1. Public Procurement Context Intermediate2. Strategic Awareness Basic3. Markets Intermediate4. Procurement Processes Intermediate

5. Contract Management Intermediate6. Finance Basic7. Inventory Management N/a8. Information technology Intermediate9. Relationship Management Intermediate10. Project Planning / Management Basic11. Category management Basic

2.27 Administrative Officer

AO



1. Public Procurement Context Basic2. Strategic Awareness Basic3. Markets Basic4. Procurement Processes Basic5. Contract Management Basic6. Finance Basic7. Inventory Management N/a8. Information technology Basic9. Relationship Management Basic10. Project Planning / Management N/a11. Category management Basic

Procurement Competencies


PROCUREMENT COMPETENCY AREAS

TECHNICAL COMPETENCE (Knowledge and Skills)

TECHNICAL STANDARD (Able to do)

1. Public Procurement Context

Government Procurement Policy

Government Accounting Rules

EU Procurement Directives

Diversity issues Role of OGC, OGD’s Policies/procedures

BASICLimited awareness of public procurement policy and associated implications and requirements. Compliance with administrative and procedural needs through adherence to pre-defined rules/procedures, under close supervision.

Apply the basic rules governing public sector procurement

INTERMEDIATEAwareness of public procurement policy and associated implications. Compliance with pre-determined rules, accompanied by an understanding of the risk of non-compliance. Through experience has the knowledge and understanding of when to seek advice.

Ensure pragmatic application of the rulesSeek further advice and support as required

ADVANCEDUnderstands public procurement policy, able to comply with rules through knowledge and experience.Understands risks of non-compliance. Review compliance options, challenge, and recommend the preferred approach. Has the knowledge and ability to provide sound advice.

Ensures those dealing with procurement fully understand the approved processes and their responsibilities, targets and limits of authority.Identify CSR issues and incorporate into the procurement processBalance the risks of non-compliance with the those of compliance

LEADERIn depth understanding of public procurement policy and related legal frameworks. Totally familiar with compliance rules, is seen as a valued source of advice on compliance options/risk of non-compliance. Audit compliance. In co-operation with OGC/ OGD’s, contribute to the further development of policy in this area.

Audit compliance with the rulesEnsure staff are fully briefed as to the rationale behind the rules and can apply them correctly and pragmatically.Fosters an organisational culture that encourages best practice public sector governance and consistently monitors performance against objectives.




2. Strategic Awareness

Risk management Benefits Analysis Business cases Contracting strategies Cross Functional

Teams Supplier Management Supply chain

management Quality management Risk management

BASICLimited awareness of strategic agenda and issues. Involvement in supporting or administrative capacity only, under close supervision.

Understand how the organisations commercial strategy links to the organisations objectives.

INTERMEDIATEAwareness of strategic issues, and identifies circumstances where value and risk require a strategic approach to be taken.Enough experience of strategic procurement to know when to seek advice.

Contribute to the development of basic procurement strategies, including identifying risks, key outputs and deliverables.

ADVANCEDExperience of operating on strategic projects as part of cross-functional teams. Draw up business cases and project plans, able to manage risk. Identify differing contracting strategies and to recommend preferred option. Some experience of supplier management. Awareness of the components of a make or buy process.

Able to identify and assess hard and soft benefits of a project. Able to identify and assess the impact of risks to a project.Understand and apply supply and value chain concepts.Able to identify a range of options and recommend the most appropriate.Work with stakeholders to implement improvements to the supply chain strategy.

LEADERThrough knowledge and skills play a leading role in cross-functional teams handling strategic procurements. Manage all aspects of projects from business case through to delivery. Identify and implement appropriate contracting strategies. Actively manages relationships with key suppliers.

Encourages relationships with key suppliers and ensures they are involved in new initiatives from the outset.Ensures key stakeholders engage with procurement from the outset of a project. Establish quality standards and quality assurance procedures.Develops and delivers a commercial strategy that supports the organisation’s business objectives.




3. Markets

Market knowledge Product knowledge Commercial focus Centralised

Procurement

BASICAwareness of markets as a source of supply, but no detailed market/product knowledge, with limited commercial focus. Administrative/supporting involvement only under close supervision.

Undertake market research and sourcing activities under close supervision.

INTERMEDIATEBasic knowledge of markets and products, apply basic procurement processes in search of best value. Some commercial focus, with enough experience to know when to seek advice.

Keeps abreast of market developments through industry magazines, trade exhibitions, discussions with current suppliers and other procurement professionals.Able to make recommendations on alternate sources of supply to inform specifications.

ADVANCEDThorough experience and knowledge of specific markets; exploit them through application of well developed procurement skills. Commercially aware and credible externally.

Understands where product or service sits in the supply chain and uses this to source suppliers.Uses a range of market specific intelligence to inform decision making. Identifies supply options to meet the requirements of the specification.

LEADERSkilled and experienced in market exploitation. Identify appropriate tactics dependent on supplier position in the market. Very focussed commercially, very credible externally.

Actively seeks to develop markets where there is little competition.Uses market knowledge to inform strategy making e.g. moving up a supply chain (backwards integrating) to a more competitive market.





4. Procurement Processes

Specifications Sourcing and Supplier

Appraisal Invitations to Tender Legal, T&Cs Bid evaluation Negotiation Award of Contracts De-briefing Contract

administration E-procurement R2P Spend analysis Construction Claims Service pricing

mechanisms Benchmarking

techniques

BASICLimited awareness of procurement processes. Involvement in supporting/administrative capacity, in line with pre-determined rules and under close supervision.

Able to place orders within the framework of nationally/locally let agreements.Obtains two to three written quotes for low value goods or services where no contract exists.

INTERMEDIATEApply basic procurement processes to routine procurement situations. Some experience of negotiation, but requires support. Experienced enough to know when to seek help or advice.

Draft basic tender documentation, using E-procurement tools, ensuring appropriate terms and conditions and pricing requirements are included. Able to recommend most appropriate R2P process for category.Ensure tender queries are answered accurately and promptly.Ensure tenders are evaluated confidentially and fairly and recommendations are drafted.

ADVANCEDFamiliar and comfortable with all aspects of procurement processes. Understands the components of an output based specification and take the lead on procurement aspects as part of a cross-functional team. Experienced in negotiating high value contracts, commanding credibility and respect externally.

Take the lead on project based procurement.Chairs a team of key stakeholders responsible for making decisions on the procurement process. Able to analyse financial and commercial structure.Ensures correct terms and conditions are applied.

LEADER





Expert on all aspects of procurement processes, through experience and knowledge. Apply judgement to determine how best to apply processes to secure best value in any particular set of circumstances. Direct and coach others, command credibility with OGC/OGD’s and suppliers.

Use judgement to determine how best to apply processes to secure best value for money in any given set of circumstances.Defines and advises the Board on what should be the targets, responsibilities and limits of authority for all procurement personnel within the department.Determines most appropriate procurement strategy and makes recommendations to senior stakeholders.Ensures financial and commercial mechanisms are appropriate to the transaction.Leads the negotiation in this area.Ensures all commercial risks are properly covered.





5. Contract Management

Performance indicators

Performance Review Problem resolution Change management Contract development

BASICLimited awareness/appreciation of contract management issues. Has a basic understanding of the role of key performance indicators.

Able to resolve minor contract queries. Involvement in supporting/administrative capacity, under close supervision.

INTERMEDIATEMonitor contractor performance against pre-determined milestones, and to identify when corrective action needed. Requires assistance to negotiate improvements.

Monitor KPIs and undertake vendor rating and feedback using Emptoris Supplier Performance Management and identify required action.Undertake audits and prescribe actions. Escalate disputes where unable to resolve.Identify where it is necessary to vary a contract to deliver continuous improvement. Drafts robust variations in a manner consistent with the contract and ensures proper approvals are sought.

ADVANCEDUnderstands when contractor performance requires corrective action, and is able to identify the appropriate action to be taken. Experienced in negotiating to achieve and maintain the necessary level of improvement. Identifies the implications of a change and facilitates the variation of the contract.

Develop performance monitoring systems and ensure these encourage continuous improvement.Identify issues leading to disputes.Anticipate and diagnose issues before they reach a problem point.Escalate disputes where unable to resolve.Manages complex variations to contracts in accordance with the relevant procedures.

LEADERExperienced in identifying and negotiating contractor performance milestones, and in monitoring performance.Resolve difficulties through negotiation, leading to improvement. Knowledge of how to terminate contracts appropriately and legally where necessary. Detailed appreciation of the change management process

Assesses the impacts of terminating a contract in the event poor performance.Enlists help of arbitration or legal support as required.Ensures legal compliance.Resolve issues between suppliers and procurement practitioners.





6. Finance

Financial accounts Financial appraisal Supplier cost base Life cycle costing Cost pressures

BASICLimited understanding of financial management issues and suppliers’ accounts/cost bases.

Able to undertake basic cost comparison.

INTERMEDIATEAn appreciation of financial accounts / appraisal and of supplier cost bases. Enough knowledge to know when further advice may be necessary.

Understands how costs are constructed and uses this knowledge to analyse and evaluate simple costs.Aware of importance of quality as well as price. Understand and monitor cost pressures relating to category.

ADVANCEDSufficient knowledge of financial accounts to identify companies that are at risk. Sufficiently aware of cost bases to negotiate cost reductions. Identify when specialist financial advice may be needed. Applies life cycle cost techniques.

Able to assess the risk of contracting with an organisation based on a review of their company accounts.Able to model the impact of cost-pressures on potential savings within the category.

LEADERUnderstands profit and loss accounts and balance sheets. Calculate key financial ratios, to provide evidence as to companies that are at risk. Detailed understanding of suppliers cost bases and cost drivers.Aware of boundaries of own knowledge, can judge when specialist financial advice is necessary.

Assesses risk of and makes balanced judgements.Ensures rigorous application of life cycle and unit cost techniques.Works in partnership with the finance function to achieve procurement goals. Is able to interpret a wide range of financial data to make management decisions.





7. Inventory/ Logistics Management

Receipts Storage Stock Control Distribution Transportation Disposal

BASICAwareness of the fact that stocks are held at local level, but no detailed understanding of inventory management. Involved in administrative/supporting capacity, under close supervision.

Updates stock records.Undertakes basic stock replenishment within the framework of nationally/locally let agreements.

INTERMEDIATEAppreciation/familiarity with basic stock control. Operate stock control systems in line with pre-determined criteria e.g. re-order levels. Recognise where advice is required.

Sets basic stock levels.Understands and applies re-order system such as EOQ, fixed re-order point and fixed re-order level.

ADVANCEDBasic skills and experience in all aspects of inventory management. Manage the balance between the need to provide high levels of customer service, and the need to minimise money tied up in stock.

Determines what stock should be held and in what quantitiesEnsures that stock holding costs are minimised while at the same time maintaining ability to provide quality service to customers. Recommend transportation and storage solutions appropriate to the category of spend.

LEADERKnowledge of design, implementation and management of inventory control systems. Detailed appreciation of logistics, transportation and warehousing methodologies.

Develop strategic supply chain solutions that optimise stockholding costs whilst providing appropriate service level availability.Develop and implement optimal transportation and logistics strategies reconciling VFM with sustainability.





8. Information Technology

Management Information, systems

Tools – spreadsheets, word processing, other

E-commerce E-sourcing

BASIC Operate basic IT tools, coupled with an appreciation of how to exploit them to support procurement processes.

Interpret basic MI reports and use them to make basic recommendations Use of internet for research

INTERMEDIATEFamiliar and comfortable with basic IT tools. Working knowledge of E procurement systems and specifically the ability to provide management information to assist e-sourcing and contract management process.

Determine appropriate format for MI reports and level of information required.Act on the information provided by IT systems.Understands and uses e-sourcing tools in all aspects of the procurement cycle.

ADVANCEDFull use and exploitation of existing IT tools and IT procurement systems to extract procurement management information, manage and support procurement.

Identify opportunities where IT systems can be developed to further support Procurement Activity.

LEADERExperienced in design, implementation and management of procurement systems that interface with financial systems reduce manual effort and facilitate provision of meaningful procurement management information. Working to exploit opportunities offered by e-commerce.

Assess the value added by IT systems to resources employed.Assess benefits of new e-solutions such as e-sourcing, e-auctions and e-tendering.





9. Relationship Management

Supplier management Customer/

Stakeholder management

KPIs

BASICLimited awareness/understanding of supplier / customer relations. Supportive/administrative involvement only, under close supervision.

Interface with suppliers and customers in a professional manner on basic issues under guidance.

INTERMEDIATEUnderstands the principles of strategic and non strategic customer and supplier management. Knows when to seek support.

Identifies resolves and records any issues in supplier performance and escalates where necessary.Provides a consistent, professional, and quality service to customers.Able to use and generate reports on supplier performance using Emptoris Supplier Performance Management.

ADVANCEDExperienced and skilled in dealing with customers and suppliers at all levels, so that they feel both valued and satisfied. Commands customer respect and creates confidence that excellent service will occur.

Manages strategic and non strategic supplier and customer relationships effectively. Ensures that benefits to the organisation are fully realised.

LEADERExperienced and skilled in all aspects of pro-active supplier and customer management. Effective in promoting procurement influence.

Develop and implement high level relationship management strategies that deliver benefits to the organisation. Measure the value added service provided.Develops strategic partnerships with key suppliers ensuring that these are coordinated across government.





10. Project planning / management

Project cycle Project plan Critical path analysis Project evaluation

INTERMEDIATEBasic understanding of the formulation, key components and use of the project plan.

Able to contribute to the development of a project plan, including identifying risks, key outputs and deliverables. Able to use basic project planning tools e.g. Gant charts

ADVANCEDCompetent to oversee all facets of the project cycle, ensuring proposals are realistic and manage processes to accomplish full completion of the project.Understand the formulation, key components and use of the project plan.Establish the minimum time necessary to complete a project by calculating the longest sequence of activities.

Able to develop and review a project plan. Applies project management methodology such as PRINCE 2, P3O .Able to identify resource requirements.Feeds back lessons learnt.

LEADERSuitably qualified and experienced to act as a single focus point and manage the department’s interest in the project.Assess performance costs and outputs independently against project plan and take necessary measures to improve future outcomes.

Encourages the application of the necessary project management approach and puts necessary steps in place to ensure staff are sufficiently trained





11. Category management

Market analysis Supply chains Tools and techniques Pan government

initiatives Demand management

INTERMEDIATE

Understands the principles and processes of category management and the benefits and constraints of taking a category approach.Industry specific knowledge within the category

Organise requirements into appropriate categories and undertake basic spend analysis.Assist in the preparation of category strategies

ADVANCED

Understands the principles of market shaping and developing supplier capability. Is aware of the importance of data analysis, stakeholder requirements, and category management tools and techniques.Understands the relevance of legislation including health and safety, equality, and government policies to the category.

Undertakes Strategic analysis including suppliers, supply markets and category research to develop and inform category management plans. Identifies risks and issues. Identifies and instigates collaborative opportunities.Prepares detailed category strategies.

LEADERExperienced in all aspects of category management. Effective in promoting the benefits of category. management to senior stakeholders.

Implements pan government category management solutions and drive through benefit realisation plans.Strategically influences the requirement, challenging want over need.


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