DUBAI, UAEVENUE: HYATT REGENCY DUBAI & GALLERIA (DEIRA)

MINI MBA IN SUPPLY CHAIN (SEE PAGE 3)

24 - 28 APRIL 2016 (5 DAYS)

LEADING & MANAGING FOR PROCUREMENT

29 - 30 MAY 2016 (2 DAYS) (SEE PAGE 4)

GLOBAL PROCUREMENT BEST PRACTICES

31 MAY - 1 JUNE 2016 (2 DAYS) (SEE PAGE 5)

LEADING & MANAGING WITH BEST PROCUREMENT

PRACTICES, 29 MAY - 1 JUNE 2016 (4 DAYS) (SEE PAGE 6)

SUPPLIER QUALIFICATION & PERFORMANCE (SEE PAGE 7)

MEASUREMENT, 25 - 26 SEPTEMBER 2016 (2 DAYS)

SUPPLIER RISK MANAGEMENT (SEE PAGE 8)

27 - 28 SEPTEMBER 2016 (2 DAYS)

SUCCESSFUL SUPPLIER PERFORMANCE & RISK (PAGE 9)

MANAGEMENT, 25 - 28 SEPTEMBER 2016 (4 DAYS)

MINI MBA FOR PROCUREMENT PROFESSIONALS

20 - 24 NOVEMBER 2016 (5 DAYS) (SEE PAGE 10)

BUILDING SUCCESSFUL PROCUREMENT NEGOTIATION

11 - 12 DECEMBER 2016 (2 DAYS) (SEE PAGE 11)

TENDER MANAGEMENT (SEE PAGE 12)

18 - 19 DECEMBER 2016 (2 DAYS)

CONTRACT ADMINISTRATION - AFTER THE AWARD TILL

COMPLETION, 20 - 21 DECEMBER 2016 (2 DAYS) (PAGE 13)

TENDER & CONTRACT MANAGEMENT - FROM A TO Z18 - 21 DECEMBER 2016 (4 DAYS) (SEE PAGE 14)

2016 Supply Chain & ProcurementTraining Calendar

1What Would Arnold Schwarzenegger say if He Attended?Next Page….

DHAHRAN, KSAVENUE: DOUBLETREE BY HILTON HOTEL, DHAHRAN

STRATEGIC PROCUREMENT

22 - 23 MAY 2016 (2 DAYS)

MASTERING STRATEGIC SOURCING

24 - 26 MAY 2016 (3 DAYS)

MASTERING STRATEGIC PROCUREMENT & STRATEGIC

SOURCING, 22 - 26 MAY 2016 (5 DAYS)

MATERIALS FORECASTING & DEMAND PLANNING

23 - 24 OCTOBER 2016 (2 DAYS)

INVENTORY PLANNING, CONTROL & OPTIMISATION

25 - 27 OCTOBER 2016 (3 DAYS)

SUCCESSFUL DEMAND PLANNING & INVENTORY

MANAGEMENT, 23 - 27 OCTOBER 2016 (5 DAYS)

3 REASONS WHY PURCHASING &

PROCUREMENT CENTER?

1. Tested, Proven & Practical

Purchasing & Procurement Center has been conducting

these training programs for the past 5 years, once a year

without fail, usually sold-out in advance. They have been

attended by thousand over participants who in turn have

recommended other colleagues to attend. The courses

consists of practical techniques & strategies that have

stood the test of time and been proven to work in real life.

2. World Class Instructors

ROBI BENDORF MICHAEL GOZZO

CPSM, MCIPS, CPSM, MCIPS & APICS

Lifetime C.P.M., M.ED “Who’s Who in American

“True GURU of Purchasing” Manufacturing”

MARK TROWBRIDGE DANIEL FEIMAN

CPSM, CPM , MCIPS “CMC Award –

The Top 1%”

Institute of Management Consultants

3. Procurement Competency Framework Based

Trainings Leading to World Class Procurement

As we operate under a 9 procurement competency

framework, each program is focused on building each

competency, so that you have a clear path to learning &

development for each procurement executive based on

their job functions & roles.

BUILD FULL TEAM CAPABILITY

TO WORLD CLASS LEVELS!

Contact us: info@ppc-inc.com

TO DISCOVER HOW OUR CLIENTS

HAVE IMPLEMENTED THEIR

SUPPLY CHAIN & PROCUREMENT ACADEMIES

& HOW YOU CAN DO THE SAME

IN AS LITTLE AS 2 WEEKS

+603 7665 2035 +603 7665 2038 info@ppc-inc.com

I'll Be Back!Arnold Schwarzenegger made famous the line “I’ll Be Back” in the "Terminator" and you'll say the same after you attend. Now to be frank we've had actually few clients who did not come back. Then almost all the other clients, pretty much on their own volition within few months either attend another training class OR recommend other people (peers, subordinates, bosses) to attend. Now You can Look at this as Good News or Bad News. The Bad News is if you attend this training, you’re going to attend again. The Good News is why would you let yourself attend twice if the first time, you didn’t get great results?

"Go ahead & Register ... the way

of thinking has been changed in

a good way"

Muna Al Mutawa - Purchasing

Manager - Dubai Airports

"...join as soon as possible"

Ali Abdul Raheem Al Hasa

Lead Procurement Officer

ADFCA - UAE

2

―I attended the course with the fear that this would be a

math session where all we did was do math exercises.

I was extremely happy ―I was extremely happy with the

material & the delivery and for the first time in a decade

or so of attending trainings in the region I am greatly

satisfied with the training‖

Mohammed Khaled Al Gussyer - Senior Buyer - SABIC

"The program was an eye opener. ... I can

now challenge supplier with more

confidence & use the learning to share with

my associates."

Athman M. Juma – Category

Manager - Dubai

I would recommend Robi and the

training. The instructor makes a

difference.

Perpetua Fernandes

Senior Buyer Strategic Sourcing

Qatar Foundation

Partial List of Clients

+603 7665 2035 +603 7665 2038 info@ppc-inc.com

Day 4 & 5 – The Supply Chain Simulation

Gain critical insights into the causes of supply chain breakdowns and discover how to

fix them for the long term. Virtually every supply chain breaks down periodically.

However, if we can determine the causes in advance we can reduce or eliminate many

of these to create a smoother and more efficient supply chain. A more efficient and

effective supply chain reduces costs, reduces lead time, reduces the hidden costs of

operating and increases the bottom line.

This special session will engage every participant in "The Supply Chain Simulation―,

which will be followed by documenting value streams and within these specific

processes.

Case study on Supply Chain Management practices

Supply Chain Operations Reference Models (SCOR)

What is the Theory of Constraints (TOC)

Starting the Simulation:

Rules of the simulation

Determining who plays which roles

Case study preparation

Case study measurement review

Case study recap

What we learned

What is the "Forester Effect" and how to use it to make improvements

The implementation

How to apply the Theory of Constraints in the supply chain

What is the Plan, Do, Measure, Adjust model (PDMA)

How to employ the PDMA model

The nine phases of the PDMA model

Breaking the nine phases down into 21 steps

Build out the PDCA model for your biggest challenge

Who Should Attend?

The Mini MBA for Supply Chain is for those who are committed towards self-

improvement and passionate to advance their career to a senior leadership position in

supply chain. The participants are usually from the following job functions and titles:

• Supply Chain/Materials/Logistics/ Team Leaders, Managers, Directors, Vice

Presidents, General Managers;

• CEO‘s, COOs & CFOs;

• Chief Procurement Officers & Purchasing/Procurement Team Leaders, Managers,

Directors, Vice Presidents, General Managers;

• Production Managers, Senior Managers, Directors;

• Warehouse, Inventory Managers, Senior Managers, Directors.

• Other People who would like to know supply chain from as strategic level.

Day 1: Supply Chain Management – What is it Really?

Global impacts

Definition of functions and enterprises

Services and manufacturing

Supply chain views

What is an internal and external supply chains?

Planning and control practices

Process structure

Inventory Management vs. control

Procurement and Logistics

Strategic Sourcing

Makeup of logistics

Technology and systems

Evolution of Enterprise Resource Planning (ERP) Lean thinking

Assessment : A Self-Evaluation of How Your Enterprise is doing in the Supply Chain

Day 2 - Supply Chain Management – What Makes it Work?

The Foundation of SCM

The Power of Supply Chain Management

Value chain identification

Examining Successful SCM Practices

Strategy Considerations

Order Qualifying & Winning Characteristics

Four Competitive Attributes

• What helps us achieve these attributes?

Sales & Operations Planning (S&OP)

The History and Definition of S&OP

What it is Not and Who is Involved

The Objectives and Benefits of Employing it.

The Five (5) Step Process

• Time frames along with the working tools

Guidelines for Performance Improvement

Assessing Performance

Quick Test– Ten (10) Questions Comparing a Company‘s Performance to

Best Performers

Issues to Address and Steps to Take

Identifying the Expectations

Success Tips

DAY 3 -Supply Chain – Trends – Concerns – Actions

MIT Supply Chain 2020 Project

―The Future Ain‘t What It Used to Be‖ – Yogi Berra – (Baseball)

Six Major Factors Affecting Future SC

Game Changing Trends – University of Tennessee/Ernst & Young – 2013

Ten (10) Game Changing Trends

Four (4) Key Areas of Competency

Existing & Current Supply Chain Trends

Collaborative Relationships – Why?

The Internet of Things – (IoT)

Real-Time Demand Management

Information Hoarders Are Changing To What?

Near-shoring

• What is it and Why Happening?

Sustainability

• The New Normal – Internationally

3

PROGRAM OUTLINE

Mini MBA in Supply Chain24 – 28 April 2016 [Hyatt Regency Dubai & Galleria Hotel, Dubai – UAE]

+603 7665 2035 +603 7665 2038 info@ppc-inc.com

Leading & Managing for Procurement29 - 30 May 2016 [Hyatt Regency Dubai & Galleria Hotel, Dubai - UAE]

PROGRAM OUTLINE

Leading and Managing

Skilled leaders and managers are essential if procurement is to

bring to the organization the vast benefits of World-class

supply management.

• Management and Leadership--What is the difference?

• What helps or Interferes with becoming a True Leader

• Developing Leadership Competencies

Setting the Direction for World Class Purchasing

It is critical to establish the importance of the function and the need for it to emerge as a

core competency of the organization.

• Winning And Procurement As A Core Competency

• Leadership is About Results—Getting To World Class

• Leading Change to Become More Strategic

• Showing Purchasing‘s Impact On The Bottom Line

• The Procurement Mission & Vision Statement

• Determining and Managing the ―Gap‖

• Developing the Procurement Organization‘s Strategic Plan

Purchasing Skill Sets

Good managers know that Purchasing Departments cannot perform better than their

people and that world class performance in procurement activities requires highly

trained competent professionals with high ethical standards.

• Purchasing Personnel Required Skill Sets

• Job Descriptions

• Skill Set Assessment

• Training Programs

• Purchasing Ethics

Strategic Sourcing

Purchasing personnel must move from the tactical focus of most purchasing operations

to a much more strategic focus that brings continuous improvement to the bottom line of

the organization.

• Time Spent On Various Tasks

• Developing Spend Profiles

• ABC Analysis

• Risk Analysis

• Strategic Sourcing Plans

Relations with Other Functions

Integrating with other functions and providing the organization with clear high value

added activities is essential for supply management to reach its strategic potential.

• How Do Other Functions View Purchasing

• Developing And Maintaining A Customer Focus

• Internal Customer Survey

• How Does Senior Management Measure Purchasing

• Purchasing Accountability

• Measuring Purchasing Performance With Key Performance Indicators

Process Improvement

World-class organization are not asking if they need to improve their process but only

how fast can they improve them.

• Supplier Relationship Management (SRM)

• Process Mapping To Eliminate Low Value Activities

• Reengineering Processes

• Total Cost of Ownership

4

Day 1

Day 2

PROGRAM SUMMARY

Supply management is becoming more challenging every day with most organizations

demanding and expecting purchasing and procurement personnel to provide leadership

abilities and management skills directed at bringing their performance to World-Class

status.

World-Class Procurement Operations bring significant annual total cost improvement,

significant strategic value added, and strong recognition to the function and those in it.

Yet according to many studies, most organizations must significantly improve their

supply management operations in order to provide the continuous improvements

needed to win and earn profits in today‘s very competitive market place.

This fast paced seminar is designed to explore areas of leading and managing the

procurement organization toward procurement best practices so that participants can

successfully implement the strategies necessary to make purchasing a recognized core

competency of their organization.

SEMINAR OBJECTIVES

Understand The Essentials for Leadership Success

• Difference between Managing and Leading

• Setting the Direction for World-Class Supply Management

• How Minding the Gap Results in a Strategic Plan?

• Best Practices Categories in Strategically Focused Sourcing Operations

• Professional Standards of Ethics

• Key Performance Measurements

• How To Develop A Strategic Sourcing Plan?

ORGANIZATIONAL OUTCOMES

Participants will increase competencies through a variety of instructional methods

including lecture by an experienced practitioner and consultant, individual and team

cases, and group discussions covering the many topics presented in the seminar.

WHO SHOULD ATTEND….

• General Managers, Directors, Managers and Professionals in Purchasing,

Procurement, Materials, Supply Chain.

• All other Managers and Professionals interested in lowering total cost and increasing

productivity and profit contributions from better procurement operations.

Go and attend this program or training course to get the newest method in purchasing systems.

Abdullah Omar Al Sabyani- Purchasing Department Manager

United Sugar Co.

+603 7665 2035 +603 7665 2038 info@ppc-inc.com

Global Procurement Best Practices31 May – 1 June 2016 [Hyatt Regency Dubai & Galleria Hotel, Dubai - UAE]

Day 2

Day 1

PROGRAM OUTLINE

Session 1: The Goal is Continuous Improvement

Session 1 focuses on the prime responsibility of purchasing in providing continuous

improvement to the organization in total cost of ownership for goods and services

purchased from suppliers.

• Creating Time To Be Strategic

• Cost Containment Methods

• Savings Reporting Procedure

• ―Savings Improvement Opportunity‖ Form

• Cost Reductions And Cost Avoidance—Can And Should We Have Both?

Small Group Exercise: Getting ride of the “C”s.

Session 2: Increasing Purchasing Skill Sets

Session 2 focuses on methods of determining did we get the right thing/service at the

right price

• Statements Of Work And Specifications

• Requesting Suppliers Cost And Pricing Data

• Elements Of Cost That Make Up The Price

• What Is A Fair And Reasonable Profit? & Developing ―Should Cost‖

Individual Exercise: Develop “Should Cost” for a purchase.

Session 3: Purchasing Analytics

Session 3 discusses and demonstrates uses of important purchasing analytic

techniques that can provide significant cost savings.

• Dealing with economic uncertainties

• When, where, and how to use ―Economic Price Adjustment Clauses‖

• Types of Costs & Price Volume Relationships

• Price-Volume-Profit Analysis

Individual Exercise:

Calculate the adjusted contract price related to a change in the base price of

material. Calculate the results using price-volume-profit-relationships.

Session 4: Performance Enhancement, Relations, and Outsourcing

Session 4 identifies best practices that contribute to improving on time delivery

performance, terms and conditions, outsourcing ,and supplier relationship

management.

• Supplier Relationship Management

• Terms & Conditions & Outsourcing

• Status Checking And Expediting & Supply Chain Management

Group Exercise:

Define important elements of a warranty clause for a piece of equipment.

Session 5: Improving Processes and Risk Assessment

Session 5 focuses on strategic issues that enable procurement groups to demonstrate

that they can be and are much more than just order placers.

• Reengineering The Processes

• Benefits Of Flow Charting

• SWOT Analysis, Risk Analysis & Value Analysis

Individual Exercise:

Develop a SWOT analysis for your purchasing department.

Session 6: Negotiation Skills

Session 6 provides expanded individual skills sets in commonly experienced negotiation

situations.

• Asking For A Lower Price

• Resisting Price Increase

• Negotiating With Colleagues

• Negotiating In Single And Sole Source Situations

• Tips For The Actual Negotiation

Role Play: Asking for a lower price and saying no to price increases.

PROGRAM SUMMARY

Leaders in Procurement and Contract functions are expected to be experts in

running world-class buying organizations. Yet according to many studies most

Purchasing Operations present significant ―gaps‖ in performance that must be

filled in order for Procurement to provide the continuous improvements needed to

win and earn profits in today‘s very competitive market place.

This program is designed to explore best and to provide Purchasing Leaders with

not only the best practices generally viewed as leading to World-Class

performance in purchasing but also to provide practical tools and guidance in how

to ―make it happen‖.

BY ATTENDING THIS EVENT, YOU WILL

• Receive a Savings Reporting procedure

• Explore the elements of cost in supplier‘s price

• Learn better ways to dealing with economic uncertainties

• Work with Price-Volume-Profit relationships

• Understand Value Analysis

• Learn how to perform supply risk analysis

• Improve your ability to negotiate with colleagues

• How to avoid price increases

• Receive Tips on how to win the negotiation

WHAT’S IN IT FOR YOUR ORGANIZATION?

The organization will benefit by:

• Higher productivity of personnel involved in procurement activities

• Reduced total cost of ownership for purchased materials, equipment, and

services

• Improved productivity of the entire organization by better on time delivery of

high quality goods and services

• Improved supplier performance and relations

• Greater strategic

• Performance

WHAT’S IN IT FOR YOU?

Attendees will gain by participation in this program as a result of:

• Increased skill sets in purchasing

• A greater sense of professionalism

• Knowledge of world-class purchasing practices

• Greater ability to lead continuous improvement programs

• Increased recognition by the organization due to improved performance

WHO SHOULD ATTEND?

• Purchasing, Procurement, and Supply Chain Managers and professionals,

• Materials, Contracts, Projects, Maintenance, Operations, and Financial

Managers and,

• All other Managers and Professionals interested in lowering total cost and

increasing productivity and profit contributions from better purchasing

operations.

5

+603 7665 2035 +603 7665 2038 info@ppc-inc.com

Leading & Managing with Best Procurement Practices29 May – 1 June 2016 [Hyatt Regency Dubai & Galleria Hotel, Dubai - UAE]

PROGRAM OUTLINE (CONTINUATION…….)

Process Improvement - World-class organization are not asking if they need to

improve their process but only how fast can they improve them.

• Supplier Relationship Management (SRM)

• Process Mapping To Eliminate Low Value Activities

• Reengineering Processes

• Total Cost of Ownership

The Goal is Continuous Improvement - focuses on the prime responsibility of

purchasing in providing continuous improvement to the organization in total cost of

ownership for goods and services purchased from suppliers.

• Creating Time To Be Strategic

• Cost Containment Methods

• Savings Reporting Procedure

• ―Savings Improvement Opportunity‖ Form

• Cost Reductions And Cost Avoidance—Can And Should We Have Both?

Small Group Exercise: Getting ride of the “C”s.

Increasing Purchasing Skill Sets - focuses on methods of determining did we get the

right thing/service at the right price

• Statements Of Work And Specifications

• Requesting Suppliers Cost And Pricing Data

• Elements Of Cost That Make Up The Price

• What Is A Fair And Reasonable Profit? & Developing ―Should Cost‖

Individual Exercise: Develop “Should Cost” for a purchase.

Purchasing Analytics - discusses and demonstrates uses of important purchasing

analytic techniques that can provide significant cost savings.

• Dealing with economic uncertainties

• When, where, and how to use ―Economic Price Adjustment Clauses‖

• Types of Costs & Price Volume Relationships

• Price-Volume-Profit Analysis

Individual Exercise: Calculate the adjusted contract price related to a change in

the base price of material. Calculate the results using price-volume-profit-

relationships.

Performance Enhancement, Relations, and Outsourcing - identifies best practices

that contribute to improving on time delivery performance, terms and conditions,

outsourcing ,and supplier relationship management.

• Supplier Relationship Management

• Terms & Conditions & Outsourcing

• Status Checking And Expediting & Supply Chain Management

Group Exercise: Define important elements of a warranty clause for a piece of

equipment.

Improving Processes and Risk Assessment - focuses on strategic issues that enable

procurement groups to demonstrate that they can be and are much more than just order

placers.

• Reengineering The Processes

• Benefits Of Flow Charting

• SWOT Analysis, Risk Analysis & Value Analysis

Individual Exercise: Develop a SWOT analysis for your purchasing department.

Negotiation Skills provides expanded individual skills sets in commonly experienced

negotiation situations.

• Asking For A Lower Price

• Resisting Price Increase

• Negotiating With Colleagues

• Negotiating In Single And Sole Source Situations

• Tips For The Actual Negotiation

Role Play: Asking for a lower price and saying no to price increases.

6

Day 1

Day 2

PROGRAM SUMMARY

Supply management is becoming more challenging every day with most organizations

demanding and expecting purchasing and procurement personnel to provide leadership

abilities and management skills directed at bringing their performance to World-Class status.

World-Class Procurement Operations bring significant annual total cost improvement,

significant strategic value added, and strong recognition to the function and those in it. Yet

according to many studies, most organizations must significantly improve their supply

management operations in order to provide the continuous improvements needed to win and

earn profits in today‘s very competitive market place.

This fast paced seminar is designed to explore areas of leading and managing the

procurement organization toward procurement best practices so that participants can

successfully implement the strategies necessary to make purchasing a recognized core

competency of their organization.

PROGRAM OUTLINE

Leading and Managing - skilled leaders and managers are essential if procurement is

to bring to the organization the vast benefits of World-class supply management.

• Management and Leadership--What is the difference?

• What helps or Interferes with becoming a True Leader

• Developing Leadership Competencies

Setting the Direction for World Class Purchasing - It is critical to establish the

importance of the function and the need for it to emerge as a core competency of the

organization.

• Winning And Procurement As A Core Competency

• Leadership is About Results—Getting To World Class

• Leading Change to Become More Strategic

• Showing Purchasing‘s Impact On The Bottom Line

• The Procurement Mission & Vision Statement

• Determining and Managing the ―Gap‖

• Developing the Procurement Organization‘s Strategic Plan

Purchasing Skill Sets

Good managers know that Purchasing Departments cannot perform better than their

people and that world class performance in procurement activities requires highly

trained competent professionals with high ethical standards.

• Purchasing Personnel Required Skill Sets

• Job Descriptions

• Skill Set Assessment

• Training Programs

• Purchasing Ethics

Strategic Sourcing

Purchasing personnel must move from the tactical focus of most purchasing operations

to a much more strategic focus that brings continuous improvement to the bottom line of

the organization.

• Time Spent On Various Tasks

• Developing Spend Profiles

• ABC Analysis

• Risk Analysis

• Strategic Sourcing Plans

Day 3

Day 4

Relations with Other Functions - Integrating with other functions and providing the

organization with clear high value added activities is essential for supply management

to reach its strategic potential. • How Do Other Functions View Purchasing

• Developing And Maintaining A Customer Focus

• Internal Customer Survey

• How Does Senior Management Measure Purchasing

• Purchasing Accountability• Measuring Purchasing Performance With Key Performance Indicators

+603 7665 2035 +603 7665 2038 info@ppc-inc.com

Supplier Qualification & Performance Measurement25 - 26 September 2016 [Hyatt Regency Dubai & Galleria Hotel, Dubai - UAE]

PROGRAM OUTLINE

Session 1: Achieving Supplier Total Quality

· World Class organizations understand that their success will be determined by

their abilities to select, manage, and continuously improve a complex network of

suppliers.

· How Are We Doing In Supplier Assessment & Performance Measurement?

· Steps In Achieving Total Quality From Suppliers

· Achieving Total Quality From Suppliers-What Will Not Work!

Session 2: What can Measurements Accomplish

· Determining the best approach for supplier performance measurement requires

that you first clearly define the objectives of such a system as it relates specifically

to your organization.

· Objectives of Supplier Performance Measurement

· Best Practices In Supplier Qualification

· Best Practices in Supplier Performance System

· Best Practices in Supplier Relations

Session 3: Developing the Qualification Process

· Selecting the best supplier through the implementation of a world class supplier

qualification procedure is one of the most important parts of the Supply

Management Process.

· Developing The Qualification Process

· The Preliminary Supplier Assessment

· The Supplier Site Assessment

· Who Participates In Supplier Qualification

· The Supplier Evaluation Forms

· Qualified Supplier List

Session 4: Supplier Performance -What to Measure

· In our efforts to increase margins, it is critical to understand the areas in which

supplier performance most significantly drives Total Cost of Ownership.

· Key Elements Of Supplier Performance Measurement

· Common Performance Categories

· Category Weighting

· Deciding Which Suppliers To Measure

· The Difficulties Of Measuring Supplier Performance

· Quantitative Vs. Qualitative Data

Session 5: Collecting, Rating, and Reporting Supplier Performance

· Only about ½ of the organizations measure supplier performance and only about

5% of them do it well.

· Collecting the Data

· Rating Methods - Basic Points

· Rating Systems Options

· Developing Performance Standards

· Applying Supplier Performance In Total Cost Of Ownership (TCO)

· Performance Indexing as a KPI

Session 6: How to Use Performance Measurements

• In addition to mitigating risks of supply disruption and lowering total costs, there

are a number of other benefits from measuring and analyzing supplier

performance.

• Benefits From Measuring And Analyzing Supplier Performance

• Establishing Expectations

• Sharing The Information

• Holding Supplier Recognition Events

7

Day 1

Day 2

PROGRAM SUMMARY

Most organizations recognize that they cannot perform any better than their

suppliers perform and therefore continuous improvement of supplier

performance is critical to the success of any organization. As a result supplier

assessment, selection, and performance measurement are being recognized

as critical processes where high management and professional competencies

are required. This fast paced seminar provides both strategic and practical

insights into:

· Achieving Supplier Total Quality

· What can Measurements Accomplish

· Developing the Qualification Process

· Supplier Performance -What to Measure

· Collecting, Rating, and Reporting Supplier Performance

· How To Use Performance Measurements

SEMINAR OBJECTIVES

Benefit from hearing the practices and experiences of others

· Cover the many steps in a proper supplier evaluation

· Develop performance weightings

· Learn how to use performance results for continuous improvement

· Explore various rating systems

• Discuss methods of collection and reporting data.

TRAINING METHODOLOGY

Participants will increase competencies through a variety of instructional

methods including lecture by an experienced practitioner and consultant,

individual and team cases, and group discussions covering the many topics

presented in the seminar.

WHO SHOULD ATTEND….

Contracts, Procurement, Purchasing, and Project personnel, Engineering,

Operational, Quality, and Maintenance personnel, and all others who are

involved in interfacing with contractors or suppliers in the acquisition of

materials, equipment, parts, and services or anyone who wants to improve

supplier performance and gain successful outcomes.

Go and attend this program or training course to get the newest method in purchasing systems.

Abdullah Omar Al Sabyani- Purchasing Department Manager

United Sugar Co.

+603 7665 2035 +603 7665 2038 info@ppc-inc.com

Supplier Risk Management27 - 28 September 2016 [Hyatt Regency Dubai & Galleria Hotel, Dubai - UAE]

PROGRAM OUTLINE

Session 1 - As with all important aspects of business, there should be a

formal process, policies, and clear designations of responsibility and

accountability.

• Typical Risk Management Process

• Risk Management Framework

• Defining Supply Management Risk

• Trends Leading To Greater Risk

• Barriers To Risk Management

• Stakeholders

Session 2 - This session takes us into the 2nd phase of the process which is

to begin to identify the major areas of supplier risk

• Identify The Risks

• Purchases To Consider In Risk Identification

• Pareto Analysis

• Spend Segmentation

• Quantitative Approach To Segmentation

• Risk Register Formats

• Categories Of Risk

• Sourcing Strategy Risks

Session 3 - We will focus on risk gather techniques to ensure that we have

adequately covered the most significant risks that we have knowledge about.

• Risk Gathering Techniques

• SWOT Analysis

• Scenario Planning

• Brainstorming Methods

• Fishbone Diagrams

• Expert Interviews

• Flowcharting

• Analog process

Session 4 - Supply risks occur not only with our immediate suppliers, but up

and down the supply chain. Yet studies have shown us that most buyers

rarely look or communicate beyond the 1st tier.

• How Far Down And Up Do You Look For Risk?

• Risk In The Supply Chain

• Supply Chain Mapping

Session 5 - Determining the probability and impact of a defined risk is critical

to deciding the mitigation efforts.

• Analyzing The Risk

• Risk Probability

• Risk Impact

Session 6 - Once the probability and impact of a risk has been determined

we need a way to show the risk and where it fits in some form of overall

ranking or risk matrix.

• Probability And Impact Matrix Examples

• Developing A Probability And Impact Risk Register

• Assessing Vulnerability Elements

• Methods For Ranking And Prioritize The Risk

8

Day 1

Day 2

PROGRAM SUMMARY

One need only look at the headlines of the last few years to realize the

tremendous challenges facing organizations in coping with supply risks that

increase costs and threaten business continuity.

Every step in the supply management process involves risk, yet as many

studies suggest, supply vulnerability is an area that many organizations have

not adequately covered. This seminar is focused on helping those in supply

management to meet the supply risk management challenge.

SEMINAR OBJECTIVES

Upon completion of this seminar, participants will know:

• Increased skill sets in supply chain risk management

• Issues leading to greater supply risk in today‘s economies

• Overcoming barriers to a higher level of risk management

• Categorization of risk and sources of risk

• Risk gathering techniques

• Methods of determining the impact and probability of risk

• Evaluating the risk beyond the 1st tier of the Supply Chain

• Responses to risk

• Contract types to transfer risk

• The development of contingency plans to ensure business continuity

• The importance of developing a risk management culture

ORGANIZATIONAL OUTCOMES

The organization will benefit by:• Improved Bottom Line Results From Defining And Treatment Of Supplier Risks• Developing An Organization Wide Risk Framework• Developing Business Continuity And Contingency Plans • Continuous Improvement In Risk Identification And Mitigation • Higher Productivity Of Purchasing And Contract Personnel• Greater Strategic Focus Of Those Involved In Supply Management

WHO SHOULD ATTEND….

Managers and professionals in: • Purchasing, Procurement, and Contracts and • Those involved in operations, engineering, maintenance, quality, projects, and other company activities that expose them to suppliers and buying activities for production, maintenance, equipment, MRO, services, and other outside purchased requirements.

Go and attend this program or training course to get the newest method in purchasing systems.

Abdullah Omar Al Sabyani- Purchasing Department Manager

United Sugar Co.

+603 7665 2035 +603 7665 2038 info@ppc-inc.com

Successful Supplier Performance & Risk Management25 – 28 September 2016 [Hyatt Regency Dubai & Galleria Hotel, Dubai - UAE]

PROGRAM OUTLINE (CONTINUATION…….)

Session 7 - As with all important aspects of business, there should be a

formal process, policies, and clear designations of responsibility and

accountability.

• Typical Risk Management Process

• Risk Management Framework

• Defining Supply Management Risk

• Trends Leading To Greater Risk

• Barriers To Risk Management

• Stakeholders

Session 8- This session takes us into the 2nd phase of the process which is

to begin to identify the major areas of supplier risk

• Identify The Risks

• Purchases To Consider In Risk Identification

• Pareto Analysis

• Spend Segmentation

• Quantitative Approach To Segmentation

• Risk Register Formats

• Categories Of Risk

• Sourcing Strategy Risks

Session 9 - We will focus on risk gather techniques to ensure that we have

adequately covered the most significant risks that we have knowledge about.

• Risk Gathering Techniques

• SWOT Analysis

• Scenario Planning

• Brainstorming Methods

• Fishbone Diagrams

• Expert Interviews

• Flowcharting

• Analog process

Session 10 - Supply risks occur not only with our immediate suppliers, but up

and down the supply chain. Yet studies have shown us that most buyers

rarely look or communicate beyond the 1st tier.

• How Far Down And Up Do You Look For Risk?

• Risk In The Supply Chain

• Supply Chain Mapping

Session 11 - Determining the probability and impact of a defined risk is critical

to deciding the mitigation efforts.

• Analyzing The Risk

• Risk Probability

• Risk Impact

Session 12- Once the probability and impact of a risk has been determined

we need a way to show the risk and where it fits in some form of overall

ranking or risk matrix.

• Probability And Impact Matrix Examples

• Developing A Probability And Impact Risk Register

• Assessing Vulnerability Elements

• Methods For Ranking And Prioritize The Risk

9

Day 1

Day 2

PROGRAM OUTLINE

Session 1: Achieving Supplier Total Quality

· World Class organizations understand that their success will be determined by their

abilities to select, manage, and continuously improve a complex network of suppliers.

· How Are We Doing In Supplier Assessment & Performance Measurement?

· Steps In Achieving Total Quality From Suppliers

· Achieving Total Quality From Suppliers-What Will Not Work!

Session 2: What can Measurements Accomplish

· Determining the best approach for supplier performance measurement requires that

you first clearly define the objectives of such a system as it relates specifically to your

organization.

· Objectives of Supplier Performance Measurement

· Best Practices In Supplier Qualification

· Best Practices in Supplier Performance System

· Best Practices in Supplier Relations

Session 3: Developing the Qualification Process

· Selecting the best supplier through the implementation of a world class supplier

qualification procedure is one of the most important parts of the Supply Management

Process.

· Developing The Qualification Process

· The Preliminary Supplier Assessment

· The Supplier Site Assessment

· Who Participates In Supplier Qualification

· The Supplier Evaluation Forms

· Qualified Supplier List

Session 4: Supplier Performance -What to Measure

· In our efforts to increase margins, it is critical to understand the areas in which supplier

performance most significantly drives Total Cost of Ownership.

· Key Elements Of Supplier Performance Measurement

· Common Performance Categories

· Category Weighting

· Deciding Which Suppliers To Measure

· The Difficulties Of Measuring Supplier Performance

· Quantitative Vs. Qualitative Data

Session 5: Collecting, Rating, and Reporting Supplier Performance

· Only about ½ of the organizations measure supplier performance and only about 5%

of them do it well.

· Collecting the Data

· Rating Methods - Basic Points

· Rating Systems Options

· Developing Performance Standards

· Applying Supplier Performance In Total Cost Of Ownership (TCO)

· Performance Indexing as a KPI

Session 6: How to Use Performance Measurements

• In addition to mitigating risks of supply disruption and lowering total costs, there are a

number of other benefits from measuring and analyzing supplier performance.

• Benefits From Measuring And Analyzing Supplier Performance

• Establishing Expectations

• Sharing The Information

• Holding Supplier Recognition Events

Day 3

Day 4

+603 7665 2035 +603 7665 2038 info@ppc-inc.com

Day 4 - Finance Concepts & Economics in Procurement

This session provides procurement leaders with the capabilities necessary to

understand & use financial knowledge in their day-to-day actions with finance

department and suppliers. We also address supplier risks & what are the

options for dealing with it.

• A framework for decision making

• Management views and perspectives

• Purchasing's impact on financial statements

• Procurement planning, forecasting and budgeting

Case study - Purchasing’s Decision Model

• Basic financial statements

Balance Sheet

Income Statement

Cash Flow Statement

Exercise - Analyzing Supplier’s Financial Statements

The tried & tested 4 decades formula that is the key to financial solvency

Exercise - Calculating the Probability of Supplier Insolvency

Day 5 - Decision Making & Risk Valuation in Procurement

• Making management decisions under conditions of uncertainty

• Decision support analysis

• Opportunity and risk analysis

• Making management decisions considering risk

Case study - Building Out a Risk Model

The role of probability and risk categorization in decisions

• Psychology of decision making

• Communicating a decision to obtain stakeholder buy-in

Case study: Analyzing decisions under uncertainty

Who Should Attend?

The Mini MBA for Procurement Professionals is for those who are committed

towards self-improvement and passionate to advance their career to a senior

leadership position in procurement. The participants are usually from the

following job functions and titles:

• CPO's & Purchasing/Procurement/Supply Management Team Leaders,

Managers, Directors, Vice Presidents, General Managers;

• Category Managers, Senior Managers, Directors;

• Tender & Contracts Managers, Senior Managers, Directors.

• Cost Management Managers, Senior Managers, Directors

Day 1 - Purchasing & Procurement Leadership

• Fundamentals of Purchasing

Practices typically done

Instability and change

• Myths Requiring Clarification

• Expectations from Procurement

• Understanding Essentials Taken for Granted

Competitive advantage

Lead time

Asset management – inventory

• Management or Leadership?

History – Scientific Management

Transition and benefits

Leadership orientation to Strategic Sourcing

Making things happen

Rules for success

Group Discussion: - CPO Leadership in the Boardroom - Fiction or Reality?

Day 2 - Leading with Strategic Sourcing

• Introduction

• Developing Category Strategies

Critical areas

Change and strategy

• Developing and Managing Suppliers

Reducing the supply base

Stages of development

• Using Technology

Supplier Relationship Management (SRM)

• Collaboration

Supplier relations

Developing trust

• Building a Team

Retaining talent

Competencies and categories for personal development

DAY 3 - Aligning Procurement and Organisational Strategy

This session focuses on initiating a strategic plan for procurement starting

with the Vision, Mission, Values & Goals for procurement to support its

strategy. These are aligned with the overall strategy of the organization.

• Vision statements: the what & why

Individual activity: Creating Procurement‘s Vision

• Mission statements: the what & why

Individual activity: Clarifying Procurement‘s Mission

• Corporate Values: what do they mean?

Individual activity: Identifying Procurement‘s Values

• SMARTER Goals: Long, Medium & Short-term

Individual activity: Documenting Procurement‘s Vision

• Strategic Planning: the what, why & how

Individual activity: Initiating Procurement‘s Strategic plan

• Stakeholder communication & Management

Individual activity: Documenting Procurement’s Communication plan

10

PROGRAM OUTLINE

Mini MBA For Procurement Professionals20 – 24 November 2016 [Hyatt Regency Dubai & Galleria, Dubai – UAE]

"I felt that we are in the right track concerning sourcing but I was wrong. Now I feel that there must be a change in our organization towards sourcing."

Maindia ChamikaProcurement Manager

ZANTEL-Etisalat

+603 7665 2035 +603 7665 2038 info@ppc-inc.com

Building Successful Procurement Negotiations Capabilities11 – 12 December 2016 [Hyatt Regency Dubai & Galleria Hotel, Dubai - UAE]

Introductions & Workshop Objectives

Managing the Negotiation Process

Negotiating for Value vs. ‗Deal Making‘

Applying financial tools to a negotiation

Negotiation Preparation – The Negotiation Preparation Checklist

Information Gathering

Defining Negotiation Interests and Objectives

Multiple Equal Offers, Consequences of No Agreement

Defining Negotiation Strategy

BATNA & Negotiation SWOT Analysis

Stakeholders and Relationships Mapping

Managing the substance and the relationship

The Negotiation Checklist serves as a reference guide to ensure thorough

preparation and effective application of negotiation best and leading practices.

Supported by practical exercises.

Refreshment Break

Setting Objectives for Purchasing Negotiation & Concession Strategy

Planning

Participants engage in a 1 on 1 negotiation with a colleague and the results

achieved are recorded and analysed with a specific emphasis on the impact

of objective setting on the results achieved from negotiations. Concepts of

‘Aspiration Base’ and ‘Real Base’, Zone of Possible Agreement and Best

Alternatives To A Negotiated Agreement are explored during the debrief with

reference to the results achieved by participants in their negotiations. This

exercise will have a competitive edge to it as it will be clear who achieved the

best results from both a ‘buy side’ perspective as well as a ‘sell side’

perspective. ‘Concession Strategy’ is introduced to enable the participants to

leverage maximum value from trades and engage effectively in purchasing

negotiation.

Supported by exercise.

Lunch Break

Advanced Purchasing Negotiation Strategies

-Dealing with single source suppliers

-Dealing with strategic suppliers

The key determinants of negotiation strategy are explored. Delegates are

empowered with the means to determine the most appropriate negotiation

purchasing strategy to pursue based on the opportunity at hand and focusing

on both internal as well as external negotiations. The 5 fundamental

negotiation strategies are covered in detail (Accommodate, Avoid, Compete,

Compromise and Collaborate). Supported by exercise.

The 6 Principles of Effective Persuasion - High Impact Communications

& Influence

Framing & Reframing Strategies and Techniques

Effective Questioning Techniques

Effective Objections Handling

We introduce delegates to the six principles of persuasion (Reciprocity,

Authority, Liking, Commitment & Consistency, Social Proof, and Scarcity).

When these principles are incorporated into sales calls & proposals as well as

harnessed in support of internal negotiations on a consistent basis, they will

significantly improve the likeliness of achieving desired outcomes.

Supported by negotiation simulation where delegates select & counter

relevant negotiation tactics.

Refreshment Break

Videotaped Team Based Negotiation Simulation - Preparation and

Negotiation

Participants take part in a team based negotiation simulation where they are

tasked to select the most appropriate strategy and supporting tactics to reach

an agreement that supports the achievement of their objectives.

Lunch Break

Videotaped Team Based Negotiation Simulation – Debrief

Exercise is debriefed in a format that allows participants to share anecdotes

and experiences around the application of negotiation strategies and tactics.

Delegates receive feedback and suggestions with regards refining the

approach to include the application of both best and leading negotiation

strategies, tactics and techniques in the context of their specific purchasing

negotiations.

Results will provide a comparative basis for judging relative negotiation

success thereby providing a slightly competitive edge and implicit team

building component.

Summary & Close

Feedback summarized in plenary session.

Day 2Day 1

11

+603 7665 2035 +603 7665 2038 info@ppc-inc.com

Tender Management18 – 19 December 2016 [Hyatt Regency Dubai & Galleria Hotel, Dubai - UAE]

PROGRAM SUMMARY

This program is designed to improve delegates‘ awareness of techniques and

best practices associated with the transparent and non-discriminatory

management of the tendering process from ―cradle to grave‖, which result in

the award of contracts to third party suppliers.

BENEFITS OF ATTENDING

• Complete the tender evaluation process and Deliver Best Value

Procurement outcomes through the use of objective and realistic criteria.

• Positively measure their impact upon the overall budget management of

the organisation

• Compose objectives for a procurement of the provision of products or

services from external suppliers

• Recognise the skills needed to manage the tender process

• Differentiate the factors that lead to poor performance versus the

achievement of sound value for money

• Identify the key stages of the tendering process and evaluate how these

stages can impact on the success of the contract

• Interpret and formulate both key performance indicators and specifications

• Employ techniques that will help motivate supplier performance and build

continuous improvement

TRAINING METHODOLOGY

Participants will increase competencies through a variety of instructional

methods including lecture by an experienced practitioner and consultant,

individual and team cases, and group discussions covering the many topics

presented in the program.

WHO SHOULD ATTEND?

• This special program is intended for both procurement and non-

procurement personnel that are involved in managing the tendering

process with external third party suppliers

PROGRAM OUTLINE

What is Tender Management

• Commercial Assessment:

• Technical Assessment

• Financial Assessment:

• Environmental Assessment:

Understanding the Process

• Advantages and Disadvantages of Tendering

• The Procurement Cycle & Timing and Controls

• Establishing the need to purchase from an external supplier

• Deciding the most appropriate tendering procedure and strategy

PROGRAM OUTLINE

Understanding the Ways in which Competitive Tendering can be

Evaluated

• Price

• Most Economically Advantageous & Total Cost of Ownership

Elements which impact upon the Tender Management Process

• Cost Estimating & Time

• Specification

• Known factors or rates:

• Cost estimating relationships (CER's)

• Expert opinion:

Discounting/Inflation

Option Evaluation & Performance Trade-Off against Cost

The Process of Tendering

• Factoring the key components to the VFM Profile

Contract Price & Completion Period

Management and Control & Quality and Reliability

Handling Single Source Tendering Requirements - Factors to consider

• Price Disclosure

• Cost Elements-Labour, Materials, Contingencies, Overheads, Profit

• Defects Liability Work & Financing Work-in-progress & CPA Shortfall

Identifying the Requirement

• Specify Requirements & The drawing up of the specification

• Assessing the contract value & Contract Strategy

• Evaluation Criteria & Ensuring authority is given to Proceed

Sourcing the Market

• Researching Contractors

• Understanding the Market Drivers and Constraints

• Pre-qualification Criteria & Identifying and Managing the Risks

Invitation to Tender

• Contractual Terms, Preparing the documents & Specification

• Issuing the documents & Establishing that contract award criteria

• Pre Tender Negotiation & Receiving the documents

• Opening the documents

Tender Evaluation

• Tender Evaluation

• Post Tender Negotiation

• When, How, Why & With Whom

• Debriefing unsuccessful tenderers

Award of Contract& Performance

• Contract Award

• Performance Measures & Contract Control

Tender Management Systems

• Components, Constraints, Resources & Information

• Performance Measurement

Day 2

Day 1

12

+603 7665 2035 +603 7665 2038 info@ppc-inc.com

Contract Administration: After the Award till Completion 20 – 21 December 2016 [Hyatt Regency Dubai & Galleria Hotel, Dubai - UAE]

Day 2

Day 1

PROGRAM OUTLINE

Segment 1: Effective Contract Administration

• Objectives Of Contract Administration

• The Most Critical Elements

• Skill Sets, Typical Inputs To Contract Administration Small Group Exercise: What are the areas in which a contract administrator should

have knowledge?

Segment 1 sets the stage for the program and emphasizes that with the ever-increasing

quantity of outsourcing by organizations, Contract Administration is emerging as a

critical competency for professionals and managers in most functional activities.

Segment 2: Analysis of the Contract

• Starting The Contract File

• Understanding the Statement of Work and Establishing Major Deliverables

• Post Award ConferenceSmall Group Exercise: Discuss an example of a clause that caused a dispute with a

value of over 2 Million Dollars.

Segment 2 focuses on the issues of understanding what the contract covers and the

challenges that will be faced in its proper administration.

Segment 3: Typical Outputs of Contract Administration

• Forecasting Performance & Monitoring Progress

• Risk Analysis, Responses To Risk & Contract Types

Group Discussion: The group will present examples of newly defined risk

after the contract was awarded and discuss the potential responses to that

risk.Segment 3 reviews the typical outputs of good contract administration and establishes

additional responsibilities for those having contract management responsibilities.

Segment 4: Maintaining Schedules & Dealing with Changes

• Expediting Techniques & Contract Changes

• Example Changes Clause & Requesting Cost Breakdowns

• Types of Cost that Make up Price

• Evaluating Price ChangesIndividual Exercise: Determine the fairness of a price change for additional services

quoted by a supplier.

Segment 4 presents solutions to two of the major issues in contract administration

which are on time delivery and controlling the impact of changes.

Segment 5: Issues In Contract Performance

• Force Majeure, Liquidated Damages Clause

• Types Of Contract Termination, Breach Of ContractGroup Discussion: The group will discuss actual experiences in contract termination

when the cause was not the fault of the seller but for the convenience of the buyer.

Segment 5 explores the reality that contracts to do always end in the way that the

parties contemplated in the beginning.

Segment 6: Acceptance and Close Out

• Final Acceptance, Claims And Disputes & Close Out Procedures

• Post Contract Review MeetingSmall Group Exercise: What should be covered in the inspection and acceptance

sections of the contract?

Segment 6 will discuss many aspects of the final phases of the contract to insure that

the reasons for entering into the contract were in fact accomplished.

PROGRAM SUMMARY

It is a well know fact that the best tendering and contract writing is of limited

value if the contract is not carefully administered from award to completion.

World-class organizations view the application of best practices in contract

administration as being essential skill sets needed by all employees involved

in the contract management process.

The participant will be guided through the many steps of contract

administration from the time the award is made through to the final

acceptance, payment, and the contract close out so that the total objectives of

entering into the contract are achieved. This program is designed to present

contract administration as more than just a job or activity but as an important

profession essential to the organization‘s ability to meet its goals.

SEMINAR OBJECTIVES:

• Upon completion of this seminar, participants will know:

• How To Provide Better Outcomes From Contracts

• Important Elements Of Contract Administration

• Contract Monitoring Techniques

• How To Get Fair Treatment In Contract Changes

• Contract Termination Issues

• How To Prepare For Claims And Disputes

• Review Acceptance And Contract Close Out Issues

• The Inputs And Outputs In Contract Administration

ORGANIZATIONAL OUTCOMES:

• The organization will benefit by:

• Better Outcomes From Contracts For All Outsourced Activities

• Greater Strategic Focus Of Those Involved In Contracting Administration

• Higher Productivity Of Contract Administration Personnel

• Reduced Total Cost Of Ownership Resulting From Better Contract

Management

• Improved Contractor Performance

PERSONAL OUTCOMES:

• Attendees will gain by participation in this program as a result of:

• Increased Skill Sets In Contract Administration

• A Greater Sense Of Professionalism

• Increased Confidence In Dealing With Contract Issues

• Greater Ability To Lead Contracts To Successful Conclusions

• Increased Recognition By The Organization Due To Improved

Performance

WHO SHOULD ATTEND?

• Contract Administrators, Project Coordinators, Contracts Officers and

Managers, Engineering Project Managers, Construction Managers,

Tenders Managers, Buyers, Procurement/Purchasing Managers, Project

Managers,

• Maintenance Managers and Systems Managers and all others in

organizations whose leadership want world-class skills sets in those

involved in contract management activities.

• The program is a great way to develop those new to the function, prepare

for a major project, or useful as a refresher for veterans.

13

+603 7665 2035 +603 7665 2038 info@ppc-inc.com

Tender & Contract Management from A to Z18 – 21 December 2016 [Hyatt Regency Dubai & Galleria Hotel, Dubai - UAE]

Award of Contract& Performance

• Contract Award

• Performance Measures & Contract Control

Tender Management Systems

• Components, Constraints, Resources & Information

• Performance Measurement

Effective Contract Administration

• Objectives Of Contract Administration

• The Most Critical Elements

• Skill Sets, Typical Inputs To Contract Administration

Small Group Exercise: What are the areas in which a contract administrator should

have knowledge?

Segment 1 sets the stage for the program and emphasizes that with the ever-increasing

quantity of outsourcing by organizations, Contract Administration is emerging as a

critical competency for professionals and managers in most functional activities.

Analysis of the Contract

• Starting The Contract File

• Understanding the Statement of Work and Establishing Major Deliverables

• Post Award Conference

Small Group Exercise: Discuss an example of a clause that caused a dispute with a

value of over 2 Million Dollars.

Segment 2 focuses on the issues of understanding what the contract covers and the

challenges that will be faced in its proper administration.

Typical Outputs of Contract Administration

• Forecasting Performance & Monitoring Progress

• Risk Analysis, Responses To Risk & Contract Types

Group Discussion: The group will present examples of newly defined risk after the

contract was awarded and discuss the potential responses to that risk.

Segment 3 reviews the typical outputs of good contract administration and establishes

additional responsibilities for those having contract management responsibilities.

Maintaining Schedules & Dealing with Changes

• Expediting Techniques & Contract Changes

• Example Changes Clause & Requesting Cost Breakdowns

• Types of Cost that Make up Price

• Evaluating Price Changes

Individual Exercise: Determine the fairness of a price change for additional services

quoted by a supplier.

Segment 4 presents solutions to two of the major issues in contract administration

which are on time delivery and controlling the impact of changes.

Issues In Contract Performance

• Force Majeure, Liquidated Damages Clause

• Types Of Contract Termination, Breach Of Contract

Group Discussion: The group will discuss actual experiences in contract termination

when the cause was not the fault of the seller but for the convenience of the buyer.

Segment 5 explores the reality that contracts to do always end in the way that the

parties contemplated in the beginning.

Acceptance and Close Out

• Final Acceptance, Claims And Disputes & Close Out Procedures

• Post Contract Review Meeting

Small Group Exercise: What should be covered in the inspection and acceptance

sections of the contract?

Segment 6 will discuss many aspects of the final phases of the contract to insure that

the reasons for entering into the contract were in fact accomplished.

What is Tender Management

• Commercial Assessment:

• Technical Assessment

• Financial Assessment:

• Environmental Assessment:

Understanding the Process

• Advantages and Disadvantages of Tendering

• The Procurement Cycle & Timing and Controls

• Establishing the need to purchase from an external supplier

• Deciding the most appropriate tendering procedure and strategy

Understanding the Ways in which Competitive Tendering can be Evaluated

• Price

• Most Economically Advantageous & Total Cost of Ownership

Elements which impact upon the Tender Management Process

• Cost Estimating & Time

• Specification

• Known factors or rates:

• Cost estimating relationships (CER's)

• Expert opinion:

Discounting/Inflation

Option Evaluation & Performance Trade-Off against Cost

The Process of Tendering

• Factoring the key components to the VFM Profile

Contract Price & Completion Period

Management and Control & Quality and Reliability

Handling Single Source Tendering Requirements –

Factors to consider

• Price Disclosure

• Cost Elements-Labour, Materials, Contingencies, Overheads, Profit

• Defects Liability Work & Financing Work-in-progress & CPA Shortfall

Identifying the Requirement

• Specify Requirements & The drawing up of the specification

• Assessing the contract value & Contract Strategy

• Evaluation Criteria & Ensuring authority is given to Proceed

Sourcing the Market

• Researching Contractors

• Understanding the Market Drivers and Constraints

• Pre-qualification Criteria & Identifying and Managing the Risks

Invitation to Tender

• Contractual Terms, Preparing the documents & Specification

• Issuing the documents & Establishing that contract award criteria

• Pre Tender Negotiation & Receiving the documents

• Opening the documents

Tender Evaluation

• Tender Evaluation

• Post Tender Negotiation

• When, How, Why & With Whom

• Debriefing unsuccessful tenderers

14

Day 3

Day 4

PROGRAM OUTLINE

Day 1

Day 2

+603 7665 2035 +603 7665 2038 info@ppc-inc.com

15

Robi BendorfCPSM, MCIPS, Lifetime C.P.M., M.ED

Robi Bendorf has over 35 years of purchasing and sales experience, involvingdomestic and international activities, for a broad range of manufacturing andservice businesses. He has extensive experience in consulting & training inpurchasing, contracts, reengineering the supply management process, themanagement of procurement functions, global sourcing of materials andcomponents, reducing cost of purchased materials and services, and negotiationof complex transactions and contracts.

He has held purchasing and contracts management positions in high volumemanufacturing, subcontract, job shop, and service operations, involving gasturbine manufacturing, power generation, nuclear and fossil power plants,electrical distribution and control, air conditioning equipment and global sourcingservices.

Prior to becoming a full-time consultant in 1994, he served as Manager ofCustomer and Supplier Development for the Westinghouse Trading Company.He has given presentations on numerous purchasing and contract managementtopics to the Institute for Supply Management (ISM/NAPM), major universities,and numerous in-house seminars for industrial & services clients in the US andover 170 public seminars internationally.

He was selected to present seminars at the last 17 Institute for SupplyManagement International Conferences and is the contributor of numerousarticles published in Purchasing Today and Inside Supply Management. Robiwas selected as ISM’s National Person of the Year in both Global Resources andin Education/Learning.

Some of his numerous clients include:Apple, Boeing, Sony, American Video Glass,, Atlantic Packaging Company, FirstEnergy Corp., Corning, The Walt Disney Company, Knoll Furniture, Florida StateUniversity, American Air Filter, Tippins Steel, Dormont Manufacturing,Westinghouse Electric Corporation, The Elliot Company, IDEX, Blue Cross BlueShield of Minnesota, SAE International, Bettis Atomic Power, C-COR Electronics,Allegheny Teledyne, Duquesne Power & Light, Ferno-Washington, Johnson &Johnson Medical, NCS Pearson, Schering-Plough, Curtiss-Wright ElectroMechanical Corp., Chevron Texaco, Russell Corporation, JC Penney Company,GKN Aerospace, IDL Merchandising Solutions, Creative Technology, AlleghenyEnergy, Petronas, AT&T, Gulfstream, US Postal Service, Hewitt, Sunoco, ExxonMobile, TJ Maxx, Lexmark (China), Proton, Busch Mfg.

Robi is a lifetime C.P.M., and has received ISM’s new certification, the CPSM,and also holds the MCIPS Certification as awarded by CIPS. He has anundergraduate degree from the University of Texas, and a Masters Degree fromPenn State University

His energetic and enthusiastic style, combined with extensive functionalexperience, makes him an excellent consultant, trainer, and facilitator ofchange.

What Others Say About Robi …

The course was valuable to me, and from the good

reputation that you have it as well, of course we feel

good.

Khalid A. Al-Mulhim

Specialist Buyer Raw Material - SABIC

Very informative and useful course. A lot of topics. I

only had minor knowledge but this opened my eyes.

Projects Contracts Manager

Qatar Foundation

I like very much the way Robi introduced the

subject. It is very clear, very easy to understand

complicated concept which I can apply in my work.

His sense of humour, his experience is valuable to

me.

Nguyen Thi Minh Phuong – Procurement

CUU Long Joint Operating Company, Vietnam

The trainer [Robi] had a lot of practical examples …

[He] displayed enthusiasm & knowledge on the

subject matter.

Prime Sourcing International – (Petronas Company)

Sharifah Shahira Syed Husni

Business Development Manager

The trainer has indepth knowledge & covered very

relevant parts of our jobs & tasks.

Head of Inventory Management

Qatar Foundation

[Robi is a] very good trainer. I was surprised to see

how much knowledge gained … comparing to

courses that I had attended in procurement related.

Azian Ismail

Manager - Celcom Axiata – Malaysia

It was really very valuable seminar and insightful.

Great coach too.Ahmed Abdi, Strategic Sourcing Manager

Qatar Foundation

This course is rich of information that he or she can

get and apply in the work and how we can improve

the business.

Acting Contract Manager

Qatar Foundation

+603 7665 2035 +603 7665 2038 info@ppc-inc.com

16

Michael W. Gozzo( “Who’s Who in American Manufacturing”)

Michael W. Gozzo has over 30 years experience in Supply Chain,Demand Flow Technology, Just-In-Time, Total Quality Control,Inventory Control and Production/Operations Management. Hisexperience as a practitioner concluded after completing seven years asDirector of Operations at a division of Allied-Signal. Hesubsequently became a consultant and guided manufacturers andcomputer OEM’s (Apple) in the planning and interface with theirsuppliers.

He has traveled and worked extensively in Canada, England, HongKong, Ireland, Scotland, Germany, Japan, Korea, Mexico, Indonesia, etc.

Mr. Gozzo has been selected to Who's Who in AmericanManufacturing and is one of the best in his field as can be seenfrom his Certifications, Memberships, Publications, Clients and

Certifications & Memberships• Certified in Production and Inventory Management (CPIM) & CertifiedSupply Chain Professional (CSCP) by the Association for OperationsManagement (APICS),• Member of the American Society for Quality (ASQ),• Member of the Institute for Supply Management (ISM formerly NAPM),• Member of Society for Manufacturing Engineers (SME),• Member of International Service Quality Association (ISQA).

Books PublishedMr. Gozzo is a successful and established author of many books. He isthe co-author of "Made In America - The Total Business Concept", "Just-In-Time Purchasing", "Supplier Certification", "Behind Bars: Bar CodingPrinciples and Applications", and his latest "People Empowerment -Success Through

Mr. Gozzo has great knowledge and experience.

Manager , Products & Services,

Etisalat, UAE

Interaction with trainer and his presentation skills

inside the course highly valuable and efficient.

Content is rich and highly efficiently.

Bassel El-Khouryl

General Manager

Siemens LTD Saudi Arabia

"The program was an eye opener. ... I can now

challenge supplier with more confidence & use the

learning to share with my associates."

Athman M. Juma

Category Managet

Dubai Airports

What Others Say About Mike…

Outcome of the semiar/course was more and

beyond expectation. Michael [the trainer] was very

accommodating, attended to all questions, very

knowledgeable provided practical examples. He

also delivered in a manner that will wake you up. He

shared limitless experiences.

Ana Marina C.Mendoza -

Procurement Manager

- Petron Corporation – Manila, Philippines

DAILY TRAINING SCHEDULE07:30 am Registration08.00 am Start10.00 to 10.15am Short break10.15 am Training Resume12.15 pm to 12.30pm Short break12.30 pm Training Resume02.30 pm End of course with lunch

+603 7665 2035 +603 7665 2038 info@ppc-inc.com

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Daniel Feiman, MBA, CMC® & Visiting Professor consults in three areas: Strategy: Planning &Implementation; Finance: Modeling &Analysis; Process: Continuous Process Improvement &Certified Supplier Programs.

He is a regular facilitator for both APICS and ISM for programs on Finance for the SupplyManagement Professional, Optimizing Your Supply Chain & Developing a Certified SupplierProgram. All of these programs are strategically designed for procurement professionals.

Mr. Feiman is an internationally recognized leader working with firms such as ADNOC (UnitedArab Emirates), American Management Association (AMA); The Association for OperationsManagement (APICS); Apple, ARAMCO (Saudi Arabia), California Institute of InternationalBusiness & Economics, Credit Suisse, Hilton Hotels, Institute for Supply Management (ISM),Mattel, PEMEX (México), PDO, (Oman), Promigas (Colombia) Reliance (India), TRW, UEM(Malaysia) & the University of Manchester (UK) among others.

He is adjunct faculty at the University of California, Los Angeles (UCLA) Extension Department(since 1990) and The Visiting Professor in the University of Huddersfield’s (UK) Business School.Mr. Feiman has over 18 years’ experience in all facets of both the traditional & nontraditionalbanking industry. He has been interviewed on various television and radio shows.

He has been awarded the CMC© designation by Institute of Management Consultants which isawarded to less than 1% of management consultants.

“Daniel was incredibly knowledgeable & presented the information with enthusiasm. He made a potentially dry subject interesting & relevant”

“Daniel’s expertise includes extensive “real-world” experience coupled with a strong academic background. This combination makes him superb for teaching courses in the financial

management domain. His breadth of knowledge and competency in Finance is superb. We enjoyed a terrific seminar.” –Karim Cherif, UCLA Extension,

Associate Dean

Daniel Feiman“CMC© Award - The Top 1%”Institute of Management Consultants

+603 7665 2035 +603 7665 2038 info@ppc-inc.com

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Mark TrowbridgeCPSM, CPM, MCIPS

29 years in the procurement profession have included seniorpositions in Financial Airlines and Manufacturing sectors; culminatingas Director of Sourcing & Contracting Management for Bank ofAmerica. In this position his team was responsible guiding sourcingactivities for all types of acquisitions across the corporation’s globaloperations, and generated savings that exceeded a quarter-of-a-billion dollar in savings.

After leaving the corporate environment a dozen years ago, Mr.Trowbridge has achieved great success in a large range sourcingprojects in Services, Manufacturing, Governmental sectors on behalfof two leading consulting firms prior to co-founding StrategicProcurement Solutions. Over the last decade, Mark has helped todeliver hundreds-of-millions of dollars in cost benefits to clients.

Mark Trowbridge holds a Bachelor’s Degree in BusinessAdministration from Pepperdine University. He earned his LifetimeCertified Purchasing Manager (C.P.M) certification from the ISM in2003, and was awarded a Certified Professional in SupplyManagement (CPSM) certification in 2008 (recertified in 2011). Heearned his MCIPS certification in 2011. He is an active member ofboth the Institute of Supply Management ISM Internationalconferences, as well as several featured presentations for the ISMServices Conference. His writings have been featured in SupplyChain Management Review, eSide Supply Management, Inside

Supply Management.

I strongly recommend this training course

especially for top and middle management.

Nizar Akrim, PMO Manager

Al Arrab Contracting Company, Saudi Arabia

" High satisfaction. Mark Trowbridge is very great

consultant trainings with good examples and more

examples required to the industry.."

Shameem Vattakaruvan ,

Senior Procurement Officer

Al Arrab Contracting Company

"Before: Not very clear about procurement

strategy, After : Better understanding on different

strategies and approaches."

Venus Lim Fang Ting,

Procurement Executive

U Mobile Sdn Bhd - Malaysia

What Others Say About Mark…

"The program has given me fresh perspective in

how to handle my sourcing initiatives, selling

procurement services to my end-users and the

various techniques and best practices which I can

implement in my organization."

Chai Min Shan,

Head of Business Support

U Mobile Sdn Bhd

"I enjoyed the role play and it apply to our daily

work life."

Jane Tan Yue Mei,

Assistant Manager

+603 7665 2035 +603 7665 2038 info@ppc-inc.com

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Michal Zieba Business Negotiator & Strategist

For over a decade, Michal Zieba has built his reputation on one thing only: Results.

Throughout the years he has studied negotiation, marketing, NLP, body language purchasing and sales, to better

understand the forces that shape the business world in general and the way people make decisions specifically.

In this time, Michal, has been utilising the principles gained from all these disciplines - as well as 10 years' of his

practical experience - to help organisations and individuals develop and retain an unparalleled negotiation

capability. Over the last ten years Michal has researched, developed and tested almost all negotiation techniques

and strategies commonly used in the enterprise and SME market.

Michal is recognised as a leading expert on business negotiation skills development, and has worked with some of

the largest companies in 30 countries on behalf of blue chip organisations such as Vodafone, Network Rail, GKN

Driveline, DHL, Nycomed Holdings, Adidas, Masterfoods, Tom Tom and many others alike.

Working in training and consulting one of the largest payroll outsourcing companies in the world, Michal was

instrumental in achieving 3.5 Million Euros savings from the negotiations done with his strategies and techniques.

He has designed and delivered high calibre solutions to professional buyers, sales force and executive negotiators,

helping them to gain confidence and immediately improve their negotiated outcomes, improve and protect margins,

reduce costs in the short- and long-term, shorten negotiation cycles, and realise the intended value of agreements

over time by teaching some of the most advanced negotiation strategies, techniques and tactics.

Michal’s unique results come from understanding and being involved in negotiations from both sides - buyers and

sellers. That’s why he is among the few in the world that can successfully deliver negotiation results like almost no

one else.

You can spend many years trying to gain the knowledge, understand the strategies and the practical application of

negotiation techniques in various business contexts, or…you can gain the same proven advantage by engaging

Michal to help you permanently transform your negotiations results.

Michal has worked with more than 40 organisations that include but are not limited to:

'Thank you for presenting an excellent course to my team. The feedback has been very positive – Well done!'

M.A.- Procurement Director

'It was the best negotiation training I have ever attended'

D.W. - Client Business Manager

'I have just completed Michal's negotiation course. Michal made the course very interactive and used a variety

of different approaches in his teaching. He is clearly very knowledgeable with regard to negotiation. I used to

run internal training courses for several years after receiving extensive training to do so. As a result, I am tough

to impress. However, I thoroughly enjoyed the session and gained a lot of valuable learning.'

K.R. - Business Improvement Manager

'… Michal … really knows his stuff. The courses he runs are full on and intensive involving group work,

exercises and individual feedback. The skills you gain in such a short period of time are priceless. The

knowledge gained from the course has significantly improved my negotiation skills … I would highly recommend

you speak with Michal to see what he could offer. I have been on many courses over the years and very rarely

recommend others unless I truly believe that they know what they are talking about – Michal really does.''

J.B. - Business Manager

+603 7665 2035 +603 7665 2038 info@ppc-inc.com

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BANK TRANSFER

Bank Name: STANDARD CHARTERED BANK MALAYSIA BERHAD

Bank Address: Menara Standard Chartered Bank,

No. 36 Jalan Sultan Ismail 50250 Kuala Lumpur, Malaysia.

Bank Account Name: Purchasing & Procurement Center Inc.Bank Account No: 8971-9481-3396 (USD)

Swift Code: SCBLMYKXXXX

All payments must be received prior to the event date.

NOTE: The investment fee does not include any taxes (withholding or otherwise).

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top of the investment fee paid for the course. Compliance with the local tax laws

is the responsibility of the client.

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TICK COURSE NAME COURSE DATE LOCATION INVESTMENT FEESRegular Fee Group Packageper Delegate

Mini MBA in Supply Chain 24 – 28 Apr 2016 Dubai, UAE USD 5,995.00Strategic Procurement 22 – 23 May 2016 Dhahran, KSA USD 2,495.00Mastering Strategic Sourcing 24 - 26 May 2016 Dhahran, KSA USD 3,795.00Mastering Strategic Procurement & Strategic Sourcing 22 – 26 May 2016 Dhahran, KSA USD 5,595.00Leading & Managing in Procurement 29 – 30 May 2016 Dubai, UAE USD 2,495.00Global Procurement Best Practices 31 May – 1 Jun 2016 Dubai, UAE USD 2,495.00Leading & Managing with Best Procurement Practices 29 May – 1 Jun 2016 Dubai, UAE USD 4,995.00Supplier Qualification & Performance Measurement 25 – 26 Sep 2016 Dubai, UAE USD 2,495.00Supplier Risk Management 27 – 28 Sep 2016 Dubai, UAE USD 2,495.00Successful Supplier Performance & Risk Management 25 – 28 Sep 2016 Dubai, UAE USD 4,995.00Materials Forecasting & Demand Planning 23 – 24 Oct 2016 Dhahran, KSA USD 2,495.00Inventory Planning, Control & Optimisation 25 – 27 Oct 2016 Dhahran, KSA USD 3.795.00Successful Demand Planning & Inventory Management 23 – 27 Oct 2016 Dhahran, KSA USD 4,995.00 Mini MBA for Procurement Professionals 20 – 24 Nov 2016 Dubai, UAE USD 5,995 .00

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