The important thing to remember when gathering evidence is that the more evidence the better - that is, the more evidence you gather to demonstrate your skills, the more confident an assessor can be that you have learned the skills not just at one point in time, but are continuing to apply and develop those skills (as opposed to just learning for the test!). Furthermore, one piece of evidence that you collect will not usualy demonstrate all the required criteria for a unit of competency, whereas multiple overlapping pieces of evidence will usually do the trick!
From the Wiki University
What evidence can you provide to prove your understanding of each of the following citeria?
Plan and prepare for strategic procurement negotiations.
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Input and advice are obtained from key stakeholders and the procurement and negotiating context is identified. Completed |
Evidence:
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Information is gathered on suppliers and a best alternative to negotiating an agreement is developed. Completed |
Evidence:
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Objectives, targets and bottom line position are determined for negotiations. Completed |
Evidence:
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Composition of negotiating team and limits on negotiators' authority are determined according to organisational policy and procedures. Completed |
Evidence:
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Negotiation process, timeframes and strategies are determined to suit complexity of procurement and supplier characteristics. Completed |
Evidence:
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Negotiation plan/directive is developed that identifies negotiation roles of team members, lead negotiator, negotiating styles, tactics and boundaries/limits of authority to suit the procurement activity. Completed |
Evidence:
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Negotiation plan is authorised and signed off according to organisational policy and procedures. Completed |
Evidence:
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Undertake strategic procurement negotiations.
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Negotiations are opened, supplier tactics identified, and issues and options explored to identify mutually compatible interests. Completed |
Evidence:
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Minor and major issues are dealt with and concessions to terms and conditions are negotiated to improve overall value for money of the procurement. Completed |
Evidence:
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Concessions are made such that agreements remain consistent with original intentions and with procurement, organisational objectives and probity requirements. Completed |
Evidence:
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If negotiations stall, tactics are used to break deadlocks and continue negotiations according to negotiation plan and organisational policy and procedures. Completed |
Evidence:
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Negotiations are conducted and an offer is made in accordance with legislative requirements, organisational policy and procurement guidelines. Completed |
Evidence:
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Finalise strategic procurement negotiations.
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Negotiations are closed and agreements are finalised according to procurement guidelines. Completed |
Evidence:
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Where agreement is not possible immediately, communication channels are kept open while additional support, arguments and supporting evidence are obtained. Completed |
Evidence:
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Where agreement is not possible and the best alternative is to be pursued instead, negotiations are terminated in a way that preserves the relationship with the supplier for possible future business and deters the possibility of legal liability. Completed |
Evidence:
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Where agreements may have wider implications for procurement and the organisation, those implications are considered and necessary consultation is carried out. Completed |
Evidence:
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Details and outcomes of negotiations are documented according to organisational policy and procedures. Completed |
Evidence:
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