Module Purpose
On completion of this module, learners will be able to analyse the dynamics of supplier relationships, examine the processes and procedures for working with stakeholders and appreciate the concept of partnering.
Module Aim
In any organisation, a significant element of the procurement and supply function is based around decisions to source activity from external suppliers. Once agreements have been established the relationship established with the supplier is paramount to overall success. At its highest level outsourcing can take the form of a partnership or joint venture. This module is designed for those who have responsibility for maintaining and managing relationships with stakeholders and suppliers and for those who may be faced with establishing and developing formal partnerships.
Certified Inventory Optimization Professional
CIOP is a global supply chain management and inventory management certification program exclusively developed for corporations to optimize the inventory in their supply chain. CIOP teaches the global best practices in 30 modules over 90 hours of live, faculty-led, online training. It is founded on Inventory Management Body of Knowledge (IMBoK) version 3.0. CIOP is a comprehensive program includes training, reference material, Learning Management and Assessment System (LMAS), examination and certificate.
The LMAS contains classroom presentations, classroom notes, video lessons, audio lessons, quizzes, reference materials, terminologies and articles recommended by faculty.
The CIOP Examination is 3 hours, online, proctored examination with 180 multiple-choice questions. The participant needs to secure 70% of the maximum score (360 marks) to pass in the examination.
You can learn more about the CIOP certification in the below links:
CIOP Website: https://pages.fhyzics.net/ciop
Faculty Profile: https://pages.fhyzics.net/principal-consultant
Click here to request quote for the CIOP certification program.
Fhyzics Business Consultants is an Approved Study Centre of Chartered Institute of Procurement and Supply (CIPS), UK and offering all the modules under Level-2, Level-3, Level-4, Level-5, and Level-6. During this current COVID-19 pandemic, the classes are offered in distance and self-study modes. For more questions related to our CIPS programs, please speak to our Manager-Certifications at +91-900-304-9000 or email at certifications@fhyzics.net.
Online, Instructor-Led Training Program on Supplier Relationships [L4M6] Module of Diploma in Procurement and Supply, CIPS, UK
Mode of Delivery: Online
Mode of Teaching: Using the Presentation Deck from CIPS, UK
Duration: 3 Hours
Faculty: Venkadesh Narayanan, CIPS Recognized Instructor
Reference Material: L4M6 Study Guide
Level-4: Diploma in Procurement and Supply
1.0 Understand the dynamics of relationships in supply chains
1.1 Differentiate between different types of commercial relationships in supply chains
• Internal and external relationships
• The relationship spectrum
• The relationship life cycle
1.2 Appraise portfolio analysis techniques to assess relationships in supply chains
• Matrices to identify supply, supplier and purchaser positioning
• Developing action plans
1.3 Identify the competitive forces that impact on relationships in supply chains
• Sources of competitive advantage
• Competitive forces: sources of competitive rivalry, bargaining power of buyers and suppliers, threat of new entrants and potential substitutes
• STEEPLE factors that impact on supply chains (social, technological, economic, environmental, political, legislative and ethical)
1.4 Compare the sources of added value that can be achieved through supply chain relationships
• The link between relationships as a process and the achievement of added value outcomes
• Sources of added value: pricing and cost management, improving quality, timescales, quantities and place considerations in procurements from external suppliers
• The link between organisations in supply networks
2.0 Understand processes and procedures for successful working with stakeholders
2.1 Analyse the purpose of organisational procedures and processes in sourcing goods and/or services
• Achieving value for money
• Supplier identification, assessment and selection
• Selection and awarding criteria
2.2 Compare team management techniques to ensure positive stakeholder relationships
• Positive relationships through positive contributions
• Overcome resistance
• Identify conflict and coping processes
• Cross-organisational teams
• Stages of team development – forming, storming, norming, performing
2.3 Compare the practical considerations of stakeholder management
• Accurate cost modelling
• Reduced impact of price fluctuations
• Early supplier involvement in product and/or service development
• Knowledge transfer and access to innovation
• Common metrics to drive change for both organisations
• Improve risk management and continuity of supply
2.4 Identify the processes for terminating stakeholder relationships
• Reasons for termination
• The process of termination
• Timing
• Relationship impacts – amicable vs. hostile
• Legal considerations – finances, confidentiality, IPR, security, employee rights
• Succession issues – continuity of supplies
3.0 Understand the concept of partnering
3.1 Analyse the concept of partnering and where it is a suitable approach
• The three types of partnering
• Partnering vs. ‘traditional’ contracting agreement
• The drivers for partnership sourcing
• Advantages for purchaser and supplier
• High spend
• High risk
• Technically complicated supplies
• New services
• Fast-changing technology
• Restricted markets
3.2 Appraise the process of partnership implementation
• Identify items potentially suitable for partnership sourcing
• ‘Sell’ the philosophy to senior management and other functions of the organisation
• Define the standards that potential partners will be expected to meet
• Establish joint commitment to the partnership
• Reviews and audits
3.3 Identify the reasons why partnerships fail
• Poor communication
• Lack of senior management support and trust
• Lack of commitment by one or both parties
• Poor planning
• Lack of value-added benefit
• Changes in the market
• Corporate cultural differences
• Logistics and distance barriers
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