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Elements and Performance Criteria

1. Develop a procurement profile of the buying organisation
   • Gather and analyse long term data about the strategic implications related to the buying organisation’s level of spend on various types of goods and services, including how, where and from whom the goods or services are procured.
   • Profile the organisation’s existing suppliers, with particular emphasis on each supplier’s capability and capacity, vulnerability, and adherence to Corporate Social Responsibility (CSR) principles, WHS, legislative compliance, market position and ownership structure.
   • Identify and engage relevant communication strategies to engage internal, external and market stakeholders.
   • Assess the buying organisation’s market position (how the market views the organisation as a potential customer).
   • Identify and consider opportunities and risks associated with developing a stronger market position as a buyer.
2. Conduct strategic assessment of the supply market
   • Gather and analyse market information to determine capacity, competition, legislative and regulatory compliance, vulnerabilities and risk within the supply market.
   • Monitor and analyse market trends and emerging changes to the current supply market place.
   • Analyse and assess the supply market’s ability to meet the buying organisation’s needs, including supply chain management issues.
   • Identify and assess innovative and/or creative opportunities within the market.
   • Assess local and international supply market factors that may influence the ability to supply goods and services.
3. Develop strategies to source goods or services from the market
   • Assess the suitability of current and emerging commercial trends within the market to the needs of the buying organisation.
   • Identify and consider the application of commercial best practice models to strategic sourcing activities across the procurement life cycle.
   • Identify and test possible benchmarks of better strategic sourcing practice.
   • Assess the suitability of alternative market sources of supply.
   • Develop strategic supply market plans which reflect analysis of both the buying organisation and the supply market.
   • Devise tendering strategies and type of contracting arrangement appropriate to the goods or services being procured and the nature of the supply market which will supply them, taking contract management strategies into consideration.
   • Review the application of existing legislation, regulations, policies, practices and procedures to strategic sourcing activities and recommend changes to these where this would yield better results for the buying organisation or at the whole of government level.
4. Secure, monitor and review strategic market sources
   • Conduct procurement processes which consider strategic sourcing issues and are appropriate to the goods and services being sought.
   • Negotiate with potential suppliers to secure the best supply arrangements.
   • Develop and implement transition plans from current to new market sources as needed to ensure a smooth transition and the continuous provision of strategic goods and services to the buying organisation.
   • Implement contract management strategies to ensure that goods and services are delivered as contracted.
   • Monitor and review new strategic sourcing arrangements for continuous improvement opportunities.
5. Develop a procurement profile of the buying organisation
   • Gather and analyse long term data about the strategic implications related to the buying organisation’s level of spend on various types of goods and services, including how, where and from whom the goods or services are procured.
   • Profile the organisation’s existing suppliers, with particular emphasis on each supplier’s capability and capacity, vulnerability, and adherence to Corporate Social Responsibility (CSR) principles, WHS, legislative compliance, market position and ownership structure.
   • Identify and engage relevant communication strategies to engage internal, external and market stakeholders.
   • Assess the buying organisation’s market position (how the market views the organisation as a potential customer).
   • Identify and consider opportunities and risks associated with developing a stronger market position as a buyer.
6. Conduct strategic assessment of the supply market
   • Gather and analyse market information to determine capacity, competition, legislative and regulatory compliance, vulnerabilities and risk within the supply market.
   • Monitor and analyse market trends and emerging changes to the current supply market place.
   • Analyse and assess the supply market’s ability to meet the buying organisation’s needs, including supply chain management issues.
   • Identify and assess innovative and/or creative opportunities within the market.
   • Assess local and international supply market factors that may influence the ability to supply goods and services.
7. Develop strategies to source goods or services from the market
   • Assess the suitability of current and emerging commercial trends within the market to the needs of the buying organisation.
   • Identify and consider the application of commercial best practice models to strategic sourcing activities across the procurement life cycle.
   • Identify and test possible benchmarks of better strategic sourcing practice.
   • Assess the suitability of alternative market sources of supply.
   • Develop strategic supply market plans which reflect analysis of both the buying organisation and the supply market.
   • Devise tendering strategies and type of contracting arrangement appropriate to the goods or services being procured and the nature of the supply market which will supply them, taking contract management strategies into consideration.
   • Review the application of existing legislation, regulations, policies, practices and procedures to strategic sourcing activities and recommend changes to these where this would yield better results for the buying organisation or at the whole of government level.
8. Secure, monitor and review strategic market sources
   • Conduct procurement processes which consider strategic sourcing issues and are appropriate to the goods and services being sought.
   • Negotiate with potential suppliers to secure the best supply arrangements.
   • Develop and implement transition plans from current to new market sources as needed to ensure a smooth transition and the continuous provision of strategic goods and services to the buying organisation.
   • Implement contract management strategies to ensure that goods and services are delivered as contracted.
   • Monitor and review new strategic sourcing arrangements for continuous improvement opportunities.

Performance Evidence

Evidence required to demonstrate competence must satisfy all of the requirements of the elements and performance criteria. If not otherwise specified the candidate must demonstrate evidence of performance of the following on at least one occasion.

networking, consulting and negotiating with the supply market, existing contractors and stakeholders

writing a business case

conducting market analysis and buying organisation analysis

gathering and analysing organisational information to build procurement profile, market information and stakeholder requirements, and information on restricted products appropriate to the industry

identifying, analysing and predicting trends

applying complex government policy and inter-governmental agreements

interrogating corporate systems, including Financial Management Information System (FMIS) or asset management system to obtain data

analysing complex supply chains to identify risk, vulnerability and opportunity

anticipating and interpreting market reaction

planning procurement processes in alignment with business and organisational goals

documenting procurement planning decisions and expected outcomes

managing and updating procurement plans and sub-plans in line with strategic plans and budgets

applying complex strategies to development of strategic plans, including corporate, budget and procurement plans and sub plans

contributing to strategic and risk planning

developing and managing electronic commerce

exploiting market opportunities and initiatives in electronic commerce

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Knowledge Evidence

Evidence required to demonstrate competence must satisfy all of the requirements of the elements and performance criteria. If not otherwise specified the depth of knowledge demonstrated must be appropriate to the job context of the candidate.

Commonwealth, state and/or territory, or local government legislation, regulation, policies, practices, procedures and guidelines in relation to procurement, financial management, public sector obligations, consumer law, WHS, social policy and other relevant topics

international treaties relevant to trade and procurement practices

government and inter-governmental policy and agreements in relation to procurement practices

principles and practices associated with Corporate Social Responsibility (CSR) principles, sustainability and environmental issues as applicable to procurement and market behaviours

research and analysis as applied to complex outcomes, trends and predictions of markets and procurement changes

codes of conduct, codes of practice and standards of individual behaviour relating to procurement decisions

micro and macro-economic issues applicable to market behaviours and the impact of procurement

implications for the organisation and market (suppliers) of key procurement strategies and arrangements

whole of life costing considerations and value for money

financial, costing and accounting issues relevant to procurement and contracts

cultural issues relevant to strategic procurement and industry development in specific markets or market sectors

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