Procurement Profession Skills and Competency Framework. Page 1

Transcription

1 Procurement Profession Skills y Framework Page 1

2 Page 2 Procurement Profession Skills y Framework 1. Purpose of the Framework The integrated Procurement Profession Skills y Framework sets out the skills, new behaviours competencies which Civil Service procurement professionals should demonstrate in delivering highly efficient, dynamic professional procurement commercial operations that deliver value for money to the taxpayer. This Framework is an essential component of driving up organisational individual capability as part of the procurement reform agenda. The Framework will also assist those delivering a project or programme requiring contract management supplier relationship skills. It has been developed by a group of senior procurement professionals representing central government departments has been endorsed by the Government s Chief Procurement Officer. The Framework articulates a skills capabilities-map for individuals within the Profession as part of a Capability Development Strategy that is aligned with the Civil Service Reform Plan complements the Civil Service y Framework. The Framework covers the three key components of procurement that are generally applicable to all central government departments Sourcing, Contract Supplier t Category t incorporates three levels of integrated procurement skills competencies. The Framework is designed to be used flexibly by departments to assist in the design of job descriptions, part of the recruitment processes to assess the performance of staff within the appraisal process. The Framework can also be used as a source document for the development of career pathways for those entering the procurement profession at all levels below Commercial Director. To ensure a common approach to public procurement all departments are expected to adopt this procurement skills framework. This will also allow flexible deployment of recognised common skills resources across all departments. Departmental-specific competence frameworks that are being used should supplement this framework i.e. where the nature of the business requires specialist competences that are not widely available to other government departments.

3 Page 3 2. How the Framework fits into the capability development improvement agenda for the procurement profession Skills Framework for the Procurement Profession covering: Sourcing Contract & Supplier t Category t Drives the content of Professional Curriculum for the Procurement profession Sign posts provides access to Learning & Development courses designed to improve the skills competences of the procurement profession Articulates specific skills, knowledge behaviours Talent identification & management Directly supports the development Role design & recruitment Performance appraisal & improvement Professional development capability improvement of individuals The procurement profession

4 Page 4 3. The components of the Skills Framework how it should be used The Framework comprises of three components: 1. Sourcing - the process skills required to buy goods services that will deliver business outcomes. 2. Contract Supplier t the process skills used to manage the successful delivery of business outcomes (once sourced). 3. Category t the process used to strategically manage areas of procurement spend to leverage buying decisions in a highly co-ordinated way. The Skill Levels: The Framework is aligned to levels of expertise required for the elements of a role that an individual is expected to perform, not to current grading structures. It is for Departments their sponsored bodies to decide the levels of expertise required in each skill area for each post in their procurement function. Awareness / Developing Practitioner Expert Awareness/Developing Awareness demonstrates that somebody is able to underst key issues their implications, to ask relevant constructive questions on the subject. They may be early in their procurement career or a practitioner of another profession with some involvement in procurement, or the subject may not be a priority skill area within their current role. Developing demonstrates behaviours outcomes above an awareness level, but has not had sufficient opportunity or experience to put the skill into practice to merit Practitioner level. Practitioner They display detailed knowledge of the subject are capable of providing guidance advice to others as well as undertaking procurement functions, based on significant commercial experience qualifications. Expert They display extensive substantial experience applied knowledge of the subject. They have significant commercial experience may be at the top of their profession in the skill area. The skills competences are cumulative i.e. to be assessed as an Expert, an individual must be able to demonstrate all of the skills competences expected of a Practitioner.

5 Page 5 4. The Framework has a number of uses when embedded into departmental practices: I. Job descriptions/roles The Framework is intended to help public sector organisations to align roles with business requirements. It can be used to identify skill knowledge requirements for different roles, at different levels of seniority. For example, a role may require the individual to have Awareness of some topics to be Practitioner 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 associated skill levels defined in each job description should reflect the requirement of the job host department not the skills experience of the current jobholder. II. Career development planning Using the Framework will enable those in a procurement function to plan their future development by identifying what skills knowledge they need to acquire to progress in their careers. Jobholders should be assessed against the agreed skills requirement competences for the role they have, for their next career move, any gaps in skills or experience identified. The jobholder their line manager can then draw up a learning development plan to help them to address those gaps. III. Team building restructuring The Framework can benefit leaders who are building or restructuring a procurement function. When a new job, team or function is created to fulfil a defined purpose, this tool can be used to identify articulate the new skills requirement, which can then be used as part of the recruitment selection process. IV. Consistent reference The Framework will underpin further learning products services for the profession professional curriculum. When discussing skillsrelated matters with departmental colleagues, this framework should be used as a central reference point to ensure consistency across the procurement community. 5. Ownership of the Framework

6 Page 6 This Framework is owned by the Government s Chief Procurement Officer will be maintained by the Government Procurement Policy Capability Team within Cabinet Office in consultation with those departmental representatives who have contributed to its development. Enquiries about the Framework should be directed to the Cabinet Office Service Desk: servicedesk@cabinet-office.gsi.gov.uk

7 Page 7 Section 1 - Sourcing 1.Procurement policy EU procurement regulatory framework imperatives Understin g implementati on of procurement policy objectives applying them in sourcing projects operations. Awareness / Developing Practitioner Expert Understs current government procurement policy requirements (e.g. LEAN sourcing, the centralised procurement agenda for common goods services, Growth SMEs agenda, publishing forward pipelines sustainable procurement) is able to apply them in the work they carry out. Understs the EU procurement regulatory framework is able to implement policy objectives. Is able to successfully implement procurement policy objectives in all sourcing projects is able to challenge risk averse behaviours where appropriate. Is able to navigate the EU legislative framework implement resource efficient strategies that result in achievement of policy objectives. Deeply knowledgeable about government procurement policy objectives is accountable for ensuring that organisational sourcing strategies contributing to cross government procurement policy goals. Takes calculated risks in the pursuit of implementing efficient sourcing projects that result in innovative solutions implementation of policy goals. 2. Organisational specific process strategies their alignment with cross government policy objectives targets 3. Procurement Implementin g efficient organisationa l-specific processes, governance mechanisms strategy to deliver efficient sourcing operations. Procurement Project Aware of organisational policies, procedures systems has experience of following them. Aware of understs the organisation s commercial strategy the governance mechanisms that drive it. Understs both the organisations government-wide key performance indicators has experience of measuring performance against them. Understs that project planning management techniques should Fully conversant with organisational procurement policies, procedures, processes governance mechanisms is able to advise support colleagues in their application. Measures performance, challenges inefficient processes practices makes proposals for improvement. Identifies assembles cross disciplined teams (that includes the Can resolve legal issues in collaboration with experts. Sets organisational procurement policies, procedures processes to deliver the commercial strategy government procurement policy goals. Ensures that organisational procurement performance is contributing to government wide performance measures uses MI to drive new behaviours. Seeks out implements continuous improvement in organisational procurement policies, processes, procedures governance mechanisms. Manages cross disciplined teams drives progress through the

8 Page 8 Section 1 - Sourcing project resource deployment utilisation 4. Preprocurement market engagement managemen t team mobilisation. Identifying understin g business needs. Benchmarkin g against current provision through market analysis. Engaging with suppliers in the marketplace. Developing the business case. Awareness / Developing Practitioner Expert be applied to procurement projects that cross disciplined teams need to be deployed in order to ensure success as part of a LEAN sourcing approach. Recognises the need for, has experience of, involving the contract management function in the sourcing phase to ensure early preparations for contract management are factored into the plan. Develops project plans identify project risks mitigating actions. Assists with running workshops with key business stakeholders (voice of the customer) in order to develop a clear understing of the requirement. Assists with conducting preprocurement market engagement to ensure that the requirement is clear attractive to a diverse range of suppliers. Identifies where existing collaborative deals could form part of the solution to the requirement advises appropriately. Understs that intellectual property rights (IPR) is an important issue needs to be considered when shaping requirements. contract management function) apply a strong visual project management approach to procurement projects. Seeks early active involvement of the contract management function in the sourcing process to ensure full deep understing of the resulting contract. Identifies when project approvals are required plans prepares for them. Engages works with key stakeholders to develop a clear agreed view of business requirements target outcomes. Identifies the costs of existing or similar service provision engage with suppliers in the market place. Shapes an output / outcome- based requirement taking opportunities to capture views for innovation break requirements into lots as necessary to ensure that requirements are simplified. Identifies accesses existing collaborative deals assesses their suitability to meet all or part of the business requirement. Ensures IPR is fully considered when defining requirements. application of project management techniques as part of a highly visual transparent approach. Seeks business buy-in understing to how the contract will be managed once the sourcing project is complete. Secures project approvals at the earliest opportunity in order to minimise delays. Agrees requirements with stakeholders is able to shape the requirement in line with the views of suppliers in the market. Fully conversant with new models for delivery (e.g. mutuals,) is able influence stakeholder requirements where appropriate to ensure that ideas for innovation are pursued. Develops implements a strategic plan for managing the organisations intellectual property assets. Reviews challenges a business case to ensure that it is fit for purpose receives approval.

9 Page 9 Section 1 - Sourcing Understin g IPR issues. Awareness / Developing Practitioner Expert Develops a robust business case gains approval for it. 5. Executing the Sourcing strategy Developing the sourcing strategy. Developing the specification, evaluation criteria, terms conditions as part of the bidders pack. Issuing OJEU notices publishing bidders packs. Deploying e- sourcing tools to support the sourcing process. Supplier clarifications. Assists with the development of the bidders pack (which includes the ITT, an output/outcome based specification, evaluation criteria, terms conditions summary information derived from preprocurement market engagement). Understs cost models associated financial commercial concepts how they impact contract terms conditions resulting supplier behaviours. For example, cost structure of material / service, total cost of acquisition, open book accounting methods, profit, ROI, debt equity depreciation value management. Recognises understs how financial contractual delegations assigned to individuals forms part of organisational control governance mechanisms. Recognises understs the role of e-sourcing tools in supporting an efficient approach to managing the sourcing process. Recognises understs the need to brief train evaluators in the use of e-sourcing tools to ensure readiness for bid evaluation can assist with Develops a clear sourcing strategy that reflects the needs of the business is aligned to procurement policy objectives plans for the necessary approvals. Ensures that all pre-procurement engagement has been completed that the organisation is ready to go to market. Fully considers key financial commercial issues in the development of the contracting model implements these as appropriate In contract terms conditions. Develops publishes a full approved bidder s pack in line with financial contractual delegations. Uses e-sourcing tools to support the sourcing process. Ensures that responses to clarification questions are responded to in a timely manner. Briefs train evaluators in the use of e-sourcing tools ensure that Challenges the sourcing strategy when appropriate gain necessary approvals. Challenges unreasonable dems from the business to take requirements to market before preprocurement market engagement has been completed. Develops implements a strategic plan for extracting value using appropriate commercial levers from the contract once let. Develops manages the organisations strategy for using e- sourcing tools. Ensures evaluation processes are robust is accountable for their success.

10 Page 10 Section 1 - Sourcing Bid evaluation. Awareness / Developing Practitioner Expert it. Uses e-sourcing tools to provide responses to clarification questions from suppliers. evaluators have a clear understing of the evaluation criteria are able to apply it consistently secure their availability. Supplier dialogue negotiation in complex procurement s. Aware of the importance of developing effective negotiation skills. Understs the principles of when how to negotiate the range of tactics that can be used. Aware of has practical experience of or participating in conducting negotiations. Moderates evaluation scores efficiently fairly. Ensures dialogue/negotiation strategies with clear parameters are established in line with organisational objectives within limits of delegated financial contractual authorities. Has good experience of successfully conducting a range of dialogues / negotiations across a variety of market sectors. Designs devises negotiation strategies for major procurement deals. Leads on complex strategically important negotiations, managing the planning preparation. Provides negotiation advice direction to the procurement team others within the organisation. 6. Contract finalisation contract award Contract award approvals. Debriefing suppliers. Aware of understs internal approvals process relating to contract award how financial contractual delegations are a key part of this. Aware of understs the requirement to observe the ststill period. Understs the need to debrief those suppliers who have been unsuccessful has some experience of doing so. Recognises the need to involve legal Leads on strategic business critical negotiations. Can adapt/flex tactics during a negotiation Gains internal approval to award the contract to the winning supplier once the ststill period has been observed. Resolves any issues raised by the suppliers during the ststill period. Successfully debriefs those suppliers who have not been successful providing clear reasons why. Engages effectively with the winning supplier(s) agree a plan to prepare the contract with input from Resolves disputes effectively efficiently Resolves any issues associated with securing internal approvals to award the contract. Resolves any issues or disputes arising from the supplier debrief. Experience of translating the winning suppliers bid into a formal contract with appropriate input from legal experts. Devises develops the strategy for transition to contract management in partnership with the

11 Page 11 Section 1 - Sourcing Preparing for contract managemen t mobilisation. Awareness / Developing Practitioner Expert expertise in preparation of the contract has some experience of doing so. Works effectively with the Contract t function as part of contract management mobilisation phase. legal experts during the ststill period. Ensures that the contract is signed by individuals with the relevant contractual or financial authority to do so. Ensures that contract management mobilisation phase supporting activities are carried out successfully. Contract Manager.

12 Section 2 Contract Supplier t 1.Transition to contract supplier relationship management Mobilising the contract identifying the level of contract managemen t activity required. Assessing the required nature of the relationship with the supplier(s) in line with organisationa l Strategic Supplier Relationship t processes strategy. Establishing effective relationships, behaviours governance mechanisms. Awareness / Developing Practitioner Expert Aware of understs organisational contract management processes has experience of using them Recognises that the scale depth of contract management is dependent on the nature of the contract its importance to achieving organisational policy goals. Establishes effective working relationships with peers in supplier organisations as part of contract initiation governance processes using stakeholder communications plans. Works with senior internal colleagues in establishing appropriate governance review mechanisms along with expected behaviours for successful supplier relationship management. Identifies understs the contract deliverables the terms conditions associated with them. Understs is able to apply advise others on organisational contract management processes. Assesses the level of resource approach required to manage the contract identify if strategic or non-strategic approach to supplier management is required. Works closely with the Cabinet Office s Crown Commercial Leads to ensure that supplier contract management processes are aligned with the whole of government strategic supplier management processes where appropriate. Develops effective working relationships with senior staff in the supplier organisation establishes appropriate governance relationship arrangements. Demonstrates a deep understing of the terms conditions of the contract, the deliverables work with the supplier to establish a plan for delivering them. Agrees clarifies contract management responsibilities with stakeholders can advise them on setting up effective processes. Develops implements an effective contract management strategy is able to implement new contract supplier management processes. Extracts maximum value from the contract governance arrangements (including those that relate to the government strategic suppliers) through performance management of the supplier. Influences shapes the behaviours required from the contract relationship with suppliers consider supply chain issues, such as use of SMEs prompt payment. Deploys manages a team to establish strong approach to managing highly complex contracts with multiple suppliers. Page 12

13 Section 2 Contract Supplier t 2. Contract administration Understin g, using managing contractrelated information systems. Awareness / Developing Practitioner Expert Can use contract information systems to analyse contract performance. Can assist with monitoring progress against objectives specified in the business case delivery against contractual obligations. Evaluates monitors the performance of suppliers against the specification, regularly reporting making recommendations for remedial action in consultation with colleagues suppliers, for example, such as claiming service credits. Is accountable for the effectiveness of contract management data management control systems. Can challenge rapidly resolve contractual non-compliance issues as necessary. Monitoring service levels contractual obligations. Aware of types of contractual risk is able to identify risks raise them with senior colleagues. Provides practical advice to stakeholders having identified, evaluated, negotiated apportioned contract risks. Monitors manages commercial relationships to reduce contractual risks resolve risks issues with senior supplier representatives. 3. Performance management Identifying managing risks. Understin g measuring KPIs in order to deliver successful outcomes. Incentivising, managing change, renegotiation. Undertakes benefits realisation to ensure that value for Liaises with suppliers regarding contract performance metrics, management information any risk / reward mechanisms as part of an agreed measurement approach. Monitors progress against business objectives specified in the business case can adapt to changing circumstances without losing sight of business objectives. Aware of understs the importance of formal contractual variations is able to effectively plan for variations set clear objectives, ensuring that VFM is achieved. Actively monitors KPIs against baselines uses management information to improve client supplier performance. Develops opportunities to incentivise contract delivery continuous performance improvement (where appropriate). Identifies where changes in the contract are required, adopting strategies which supports the negotiation implementation of these required changes within the legal framework. Oversees measures records the realisation of benefits achieved as a Defines promotes the appropriate performance metrics success criteria that can demonstrate how supplier performance meets the needs of the organisation. Is accountable for successful benefits delivery addresses poor performance through execution of recovery plans. Page 13

14 Section 2 Contract Supplier t 4. Relationship performance management money is being delivered. Underst deploys supplier managemen t tools techniques. Encouraging supplier innovation. Dispute managemen t, escalation problem resolution. Awareness / Developing Practitioner Expert Works alongside other business areas of the business (i.e. operational colleagues) to ensure that thorough auditing of records reports regarding the supplier s performance is completed throughout the contract life. Aware of understs relationship management, supplier innovation supplier management principles, behaviours, plans techniques. Supports others in maintaining good stakeholder relationships as well as jointly working to collect, collate disseminate market supplier data Identifies addresses issues before escalation without creating unnecessary bureaucracy. Is able to escalate supply issues to the appropriate level for resolution when necessary. Aware of supplier capacity, delivery capability, geographic coverage, market supply situations which may impact on service delivery. result of the performance management regime. Challenges non-delivery of benefits can escalate when required. Develops applies the principles of supplier management supplier performance management to meet the needs of the organisation optimise outcomes, including security of supply. Builds maintains strategic partnerships with key suppliers to share risks, benefits services costs, as well as identify possible scope for supplier innovation during the contract. Facilitates relationship development between appropriate teams within the Department suppliers. Effectively manages relationship with strategic partners to enable sound partnership arrangements through effective conflict resolution. Manages improves supplier relationships through appropriate structured supplier contract management processes, in particular building maintaining a holistic overview of strategic suppliers as an integral part of organisational delivery. Identifies manages new strategic partners builds relationships with these partners by developing implementing innovative solutions, strategic direction best practice. Resolves issues between procurement practitioners contract managers. Leads variation negotiations to resolve issues. 5. Exit Re- Procurement / Closedown Ensuring contract delivery during contract closedown assisting Aware of understs disposal procedures, the appropriate use of contract extensions contractual end dates thereby assisting in monitoring contractual/supply horizons. Manages the disposal or recycling process of any intellectual property that is no longer needed once the current contract expires. Leads all planning preparation, goal setting, strategy tactics for Ensures a security of supply extends after any transition period throughout the entire contract life, including re-procurement closedown. Is responsible for ensuring that Page 14

15 Section 2 Contract Supplier t with any new arrangement s or disposal at the end of the life of the contract. Preparing for recompetition working with category teams as appropriate. Awareness / Developing Practitioner Expert Contributes to the development of contract renewal options, helping to achieve clear effective contract renewals that deliver stated outcomes according to the contract terms conditions. Is able to work with category teams in preparation for re-procurement (where appropriate). re-procurement. Ensures supplier performance is maintained in any transition to new contractual arrangements or to the end of the contract (if not being recompeted). category team /or new sourcing project team is equipped with the right information to develop execute a new sourcing strategy. Section 3 - Category t 1.Principle process knowledge 2.Initiating a category Knowledge of category managemen t principles processes the main benefits/issue s with this kind of approach. Identifying Awareness/Developing Practitioner Expert Understs the principles processes of category management recognises the needs of stakeholders Appreciates the main components, benefits constraints to taking a category management approach, can organise requirements into appropriate categories understs the relationship between existing emerging requirements for goods services within discrete categories Aware of the importance of understing the needs of the Provides a procurement lead manage cross-functional teams in order to implement category management as required, can manage stakeholder expectations Understs the benefits, risks issues of a category management approach can take the lead in developing solutions Works with key stakeholders to develop a clear agreed view of Page 15 Provides advice guidance on implementation of category management approaches Implements collaborative category management solutions drive through benefits realisation plans Agrees requirements with stakeholders is able to shape

16 Section 3 - Category t management process 3. Developing the category strategy understin g business needs. Identifying the pipeline. Benchmarkin g current category state determining desired state. Engaging managing stakeholders. Risk t. Gathering data conducting research. Conducting stakeholder needs analysis Awareness/Developing Practitioner Expert business translating them into category objectives. Understs the importance of ensuring the whole category management cycle is considered from the start. Familiar with how to obtain data on past patterns of spend. Identifies those parts of the organisation that have or are likely to have needs in the particular area in question. Aware of tools techniques that can be used to benchmark the current state of the category to determine future requirements is able to use some under supervision. Supports others in engaging managing stakeholders. Aware of the impact of risks perceived risks, ability to identify possible risks escalate appropriately. Aware of tools techniques associated with gathering commercial data limited ability to apply them under supervision. Aware of the importance of working with stakeholders both internally externally in order to underst the needs of the business wider crossgovernment strategies then business requirements target outcomes. Explains the importance of the whole category management cycle, including contract management build it into the plans from the start. Works alongside customers to identify agree present future needs, linkages to other areas of activity related potential needs for procurement. Fully conversant with the use of tools techniques in order to benchmark categories determine the future requirements. Plans, delivers maintains strong relationships with stakeholders. Identifies perceived relevant areas of risk, confirms there is a shared understing of risk, how it is to be allocated gains agreement on how it is to be managed. Familiar comfortable with tools such as PEST, SWOT Porters 5 Forces model coupled with an appreciation of when how to exploit them to support procurement processes. Builds relationships with key internal external stakeholders in order to develop a clear agreed view of the requirement, building agreeing areas such as contract management up front. Analyses related needs from a variety of customers negotiates changes to their shape or timing to maximise commercial advantage. Manages the resulting contracts, identifies linkages to other related contracts or impending procurements to agree combined procurement strategies where necessary. Understs the marketplace strategically influences the requirement, challenging wants over needs, seeking innovative solutions. Develops strategic relationships both internally externally. Applies knowledge understing of guidelines on risk management implications of relevant legislation. Knowledge of how analysis tools should be used ability to apply judgement to determine best use in order to secure the best outcomes. Builds maintains relationships with key stakeholders internally across government, able to agree outcomes whilst helping them to shape the requirements. Page 16

17 Section 3 - Category t determining strategic business priorities. Prioritising opportunities identifying potential suppliers. Defining the sourcing strategy, quantifying the benefits preparing the implementati on plan. Awareness/Developing Practitioner Expert building those needs into the category strategy. Confirms the type of supplies/services that are required identifies potentially suitable suppliers markets. Contributes to the development of category sourcing strategy. Maintains strategies implements agreed sourcing plans. Understs the importance of baselining costs in order to build expected benefits into category strategies is able to contribute to the development of sourcing plans. the needs of the business wider cross-government strategies which can then be built in to the category strategy. Understs the requirement, the market place potential solutions. Can provide advice is able to challenge where necessary. Develops category strategies, product road maps sourcing plans. Maintains these taking into account outputs from market analysis. Base-lines costs using market knowledge research manages sourcing benefits realisation plans. Analyses information on the procurement of supplies/services. Has a thorough understing of the marketplace can strategically influence the requirements. Publishes presents market analysis recommendations. Mentors team in best practice category management strategic sourcing. 4. Implement the category strategy 5. Maintaining improving the category Market engagement. Carrying out a sourcing process. Contracting with a supplier. Managing evaluating Refer to: Section 1. Sourcing Sub-sections: 5.Pre-procurement market engagement 6. Executing the sourcing strategy 7. Contract Award Understs the differences between strategic non-strategic suppliers the associated supplier Refer to: Section 1. Sourcing Sub-sections: 5.Pre-procurement market engagement 6. Executing the sourcing strategy 7. Contract Award Develops applies the principles of supplier management manages strategic non-strategic supplier Refer to: Section 1. Sourcing Sub-sections: 5.Pre-procurement market engagement 6. Executing the sourcing strategy 7. Contract Award Actively manages supplier relationships through structured supplier contract management Page 17

18 Section 3 - Category t internal relationships. Managing contract variation changes. Measuring reviewing performance. Identifying improvement opportunities delivering continuous improvement actions. Continuing to align strategy business needs Communicati ng progress in delivering strategy benefits Awareness/Developing Practitioner Expert management principles. Aware of understs the importance of formal contractual variations, works to achieve VFM through variations. Understs the role of key performance indicators (KPIs) in delivering contracted risks reward mechanisms. Understs the benefits specified in the business case the impact on their own role. Adapts to changing circumstances without losing sight of business objectives. Understs the importance of communicating with stakeholders at different levels ensuring they underst what progress benefits have been achieved. relationships appropriately. Effectively manages relationships with strategic partners to enable sound partnership arrangements. Manages complex contract variations, providing practical advice strategic direction. Ensures that variations are planned agreed, negotiates them seeks appropriate authorisation. Manages risk reward mechanisms in contracts manages KPIs effectively. Monitors progress against the business objectives works with suppliers to suggest improvements throughout the life of the contract. Identifies changes in the business needs of the organisation develop new strategies for the category accordingly. Maintains relationships with strategic non-strategic stakeholders communicate progress with the category strategy benefits realisation. processes identifies, develops implements best practice in supplier relationship management. Leads variation negotiations to resolve issues seeks further clarification where necessary. Ensures non-discriminatory behaviour legal compliance. Effectively resolves issues on performance between contract manager supplier. Oversees measures the realisation of benefits, challenging non-delivery. Understs recognises the impact of emerging initiatives, both externally within the organisation leads the ongoing development of the category strategy. Operates as a senior level contact with strategic key stakeholders to maximise engagement, support contractual benefit. Page 18