Procurement competence framework - Justice



Procurement Directorate

Procurement Competence Frameworks

Procurement Competence Frameworks

1 Purpose

1. This competence framework sets out the technical skills procurement practitioners are expected to have and the professional competence profile for every procurement post in the organisation. It complements the Ministry of Justice Core Competence Framework and ensures that each activity can be undertaken to a required level depending on the post.

2. The competence framework has a number of uses:

a) Job descriptions/roles

The competence Framework is intended to help align roles with business requirements. It can be used to identify skill and knowledge requirements for different roles, at different levels of seniority. For example, a role may require the individual to have Basic knowledge of some topics and to be Intermediate at Advanced level in others. It is not expected that any one role requires an individual to have the same level of expertise in every skill area, or that every role will involve all the skill areas included in the framework. The skills and associated skill levels defined in each job description should reflect the requirement of the job and not the skills and experience of the current jobholder.

b) Staff development and Career planning

The competence framework will inform an individual’s Staff performance and Development Record (SPDR). It will also enable staff to plan their future development by identifying what skills and knowledge they need to acquire to progress in their careers. Jobholders should be assessed against the agreed skills requirement and competences for the role they have, and for their next career move, and any gaps in skills or experience identified. The jobholder and their line manager can then draw up a learning and development plan to help them to address those gaps.

c) Team building and Recruitment

The competence framework will assist leaders who are building or restructuring the procurement function. When a new job, team or function is created to fulfil a defined purpose, this tool can be used to identify and articulate the new skills requirement, which can then be used as part of the recruitment and selection process.

3. Competence levels have been set as follows.

Basic (B) - have a basic understanding of the activity and be able to input into the activity

Intermediate (I) - have a broad understanding of the activity and be able to produce the outputs

Advanced (A) - have an in-depth understanding of the activity and be able to produce and/or manage outputs

Leader (L) - have an understanding of the activity and be able to define requirements and outputs

1.4 These skills are cumulative, with each level building on the previous one, and so a practitioner at Advanced level will have the skills and knowledge identified in the Basic and Intermediate levels.

Attached is the complete list of the professional competencies. Subsequent sections hereunder state the relevant competence and level for cross-reference to the list of professional competences.

1. Director of Procurement

SCS Band 2

|Procurement Competency Area |Level |

|1. Public Procurement Context |Leader |

|2. Strategic Awareness |Leader |

|3. Markets |Leader |

|4. Procurement Processes |Leader |

|5. Contract Management |Leader |

|6. Finance |Leader |

|7. Inventory / Logistics Management |Leader |

|8. Information technology |Leader |

|9. Relationship Management |Leader |

|10. Project Planning / Management |Leader |

|11. Category management |Leader |

2. Head of Procurement, Category Management

SCS Band 1

|Procurement Competency Area |Level |

|1. Public Procurement Context |Leader |

|2. Strategic Awareness |Leader |

|3. Markets |Leader |

|4. Procurement Processes |Leader |

|5. Contract Management |Leader |

|6. Finance |Leader |

|7. Inventory / Logistics Management |Leader |

|8. Information technology |Leader |

|9. Relationship Management |Leader |

|10. Project Planning Management |Leader |

|11. Category management |Leader |

2.3 Head of Procurement, ICT

SCS Band 1

|Procurement Competency Area |Level |

|1. Public Procurement Context |Leader |

|2. Strategic Awareness |Leader |

|3. Markets |Leader |

|4. Procurement Processes |Leader |

|5. Contract Management |Leader |

|6. Finance |Leader |

|7. Inventory / Logistics Management |Leader |

|8. Information technology |Leader |

|9. Relationship Management |Leader |

|10. Project Planning / Management |Leader |

|11. Category management |Leader |

2.4 Head of Procurement, Major Contracts

SCS Band 1

|Procurement Competency Area |Level |

|1. Public Procurement Context |Leader |

|2. Strategic Awareness |Leader |

|3. Markets |Leader |

|4. Procurement Processes |Leader |

|5. Contract Management |Leader |

|6. Finance |Leader |

|7. Inventory / Logistics Management |Leader |

|8. Information technology |Leader |

|9. Relationship Management |Leader |

|10. Project Planning / Management |Leader |

|11. Category management |Leader |

2.5 Head of Procurement, Compliance

Senior Manager B

|Procurement Competency Area |Level |

|1. Public Procurement Context |Leader |

|2. Strategic Awareness |Leader |

|3. Markets |Intermediate |

|4. Procurement Processes |Leader |

|5. Contract Management |Leader |

|6. Finance |Leader |

|7. Inventory / Logistics Management |Advanced |

|8. Information technology |Leader |

|9. Relationship Management |Leader |

|10. Project Planning / Management |Leader |

|11. Category management |Advanced |

2.6 Procurement Unit Manager

Senior Manager C

|Procurement Competency Area |Level |

|1. Public Procurement Context |Leader |

|2. Strategic Awareness |Leader |

|3. Markets |Leader |

|4. Procurement Processes |Leader |

|5. Contract Management |Leader |

|6. Finance |Advanced |

|7. Inventory / Logistics Management |Intermediate |

|8. Information technology |Advanced |

|9. Relationship Management |Leader |

|10. Project Planning / Management |Leader |

|11. Category management |Leader |

2.7 Procurement Unit Manager (Major Contracts)

Senior Manager B

|Procurement Competency Area |Level |

|1. Public Procurement Context |Leader |

|2. Strategic Awareness |Leader |

|3. Markets |Leader |

|4. Procurement Processes |Leader |

|5. Contract Management |Leader |

|6. Finance |Advanced |

|7. Inventory / Logistics Management |Advanced |

|8. Information technology |Leader |

|9. Relationship Management |Leader |

|10. Project Planning / Management |Leader |

|11. Category management |Leader |

2.8 Procurement Unit Manager (ICT)

Senior Manager C

|Procurement Competency Area |Level |

|1. Public Procurement Context |Leader |

|2. Strategic Awareness |Leader |

|3. Markets |Leader |

|4. Procurement Processes |Leader |

|5. Contract Management |Leader |

|6. Finance |Advanced |

|7. Inventory / Logistics Management |Intermediate |

|8. Information technology |Advanced |

|9. Relationship Management |Leader |

|10. Project Planning / Management |Leader |

|11. Category management |Leader |

2.9 Procurement Systems Manager (Policy)

Senior Manager D

|Procurement Competency Area |Level |

|1. Public Procurement Context |Advanced |

|2. Strategic Awareness |Advanced |

|3. Markets |Advanced |

|4. Procurement Processes |Advanced |

|5. Contract Management |Advanced |

|6. Finance |Advanced |

|7. Inventory Management |Advanced |

|8. Information technology |Advanced |

|9. Relationship Management |Advanced |

|10. Project Planning / Management |Advanced |

|11. Category management |Intermediate |

2.10 Procurement Systems Manager (Technical)

Senior Manager D

|Procurement Competency Area |Level |

|1. Public Procurement Context |Advanced |

|2. Strategic Awareness |Advanced |

|3. Markets |Advanced |

|4. Procurement Processes |Advanced |

|5. Contract Management |Advanced |

|6. Finance |Advanced |

|7. Inventory Management |Advanced |

|8. Information technology |Advanced |

|9. Relationship Management |Advanced |

|10. Project Planning / Management |Advanced |

|11. Category Management |Intermediate |

2.11 Senior Procurement Category Manager

Senior Manager D

|Procurement Competency Area |Level |

|1. Public Procurement Context |Advanced |

|2. Strategic Awareness |Advanced |

|3. Markets |Advanced |

|4. Procurement Processes |Advanced |

|5. Contract Management |Advanced |

|6. Finance |Advanced |

|7. Inventory Management |Intermediate |

|8. Information technology |Advanced |

|9. Relationship Management |Leader |

|10. Project Planning / Management |Leader |

|11. Category management |Leader |

2. 12 Senior Procurement Category Manager (ICT)

Senior Manager D

|Procurement Competency Area |Level |

|1. Public Procurement Context |Advanced |

|2. Strategic Awareness |Advanced |

|3. Markets |Advanced |

|4. Procurement Processes |Advanced |

|5. Contract Management |Advanced |

|6. Finance |Advanced |

|7. Inventory / Logistics Management |Intermediate |

|8. Information technology |Advanced |

|9. Relationship Management |Leader |

|10. Project Planning / Management |Leader |

|11. Category management |Leader |

2. 13 Senior Contract Manager (Major Contracts)

Manager D

|Procurement Competency Area |Level |

|1. Public Procurement Context |Advanced |

|2. Strategic Awareness |Advanced |

|3. Markets |Advanced |

|4. Procurement Processes |Advanced |

|5. Contract Management |Leader |

|6. Finance |Advanced |

|7. Inventory / Logistics Management |Intermediate |

|8. Information technology |Advanced |

|9. Relationship Management |Leader |

|10. Project Planning / Management |Leader |

|11. Category management |Advanced |

2. 14 Senior Contract Manager (ICT)

Manager D

|Procurement Competency Area |Level |

|1. Public Procurement Context |Advanced |

|2. Strategic Awareness |Advanced |

|3. Markets |Advanced |

|4. Procurement Processes |Advanced |

|5. Contract Management |Leader |

|6. Finance |Advanced |

|7. Inventory / Logistics Management |Intermediate |

|8. Information technology |Advanced |

|9. Relationship Management |Leader |

|10. Project Planning / Management |Leader |

|11. Category management |Advanced |

2.15 Senior Procurement Systems Executive (Policy)

Manager E

|Procurement Competency Area |Level |

|1. Public Procurement Context |Advanced |

|2. Strategic Awareness |Intermediate |

|3. Markets |Advanced |

|4. Procurement Processes |Intermediate |

|5. Contract Management |Advanced |

|6. Finance |Advanced |

|7. Inventory Management |Advanced |

|8. Information technology |Advanced |

|9. Relationship Management |Intermediate |

|10. Project Planning / Management |Advanced |

|11. Category management |Advanced |

2.16 Senior Procurement Systems Executive (Technical)

Manager E

|Procurement Competency Area |Level |

|1. Public Procurement Context |Advanced |

|2. Strategic Awareness |Intermediate |

|3. Markets |Intermediate |

|4. Procurement Processes |Intermediate |

|5. Contract Management |Intermediate |

|6. Finance |Intermediate |

|7. Inventory Management |Intermediate |

|8. Information technology |Leader |

|9. Relationship Management |Intermediate |

|10. Project Planning / Management |Advanced |

|11. Category management |Intermediate |

2.17 Procurement Category Manager

Manager E

|Procurement Competency Area |Level |

|1. Public Procurement Context |Intermediate |

|2. Strategic Awareness |Intermediate |

|3. Markets |Advanced |

|4. Procurement Processes |Advanced |

|5. Contract Management |Advanced |

|6. Finance |Advanced |

|7. Inventory Management |Intermediate |

|8. Information technology |Intermediate |

|9. Relationship Management |Advanced |

|10. Project Planning / Management |Advanced |

|11. Category management |Advanced |

18. Contract Manager

Manager E

|Procurement Competency Area |Level |

|1. Public Procurement Context |Intermediate |

|2. Strategic Awareness |Intermediate |

|3. Markets |Intermediate |

|4. Procurement Processes |Advanced |

|5. Contract Management |Advanced |

|6. Finance |Advanced |

|7. Inventory Management |Intermediate |

|8. Information technology |Intermediate |

|9. Relationship Management |Advanced |

|10. Project Planning / Management |Advanced |

|11. Category management |Intermediate |

2.19 Contract Manager (ICT)

Manager E

|Procurement Competency Area |Level |

|1. Public Procurement Context |Intermediate |

|2. Strategic Awareness |Intermediate |

|3. Markets |Intermediate |

|4. Procurement Processes |Advanced |

|5. Contract Management |Advanced |

|6. Finance |Advanced |

|7. Inventory Management |Intermediate |

|8. Information technology |Intermediate |

|9. Relationship Management |Advanced |

|10. Project Planning / Management |Advanced |

|11. Category management |Intermediate |

2.20 Contract manager (Major Contracts)

Manager E

|Procurement Competency Area |Level |

|1. Public Procurement Context |Intermediate |

|2. Strategic Awareness |Intermediate |

|3. Markets |Intermediate |

|4. Procurement Processes |Advanced |

|5. Contract Management |Advanced |

|6. Finance |Advanced |

|7. Inventory Management |Intermediate |

|8. Information technology |Intermediate |

|9. Relationship Management |Advanced |

|10. Project Planning / Management |Advanced |

|11. Category management |Intermediate |

2.21 Assistant Procurement Category Manager

Manager F

|Procurement Competency Area |Level |

|1. Public Procurement Context |Intermediate |

|2. Strategic Awareness |Intermediate |

|3. Markets |Intermediate |

|4. Procurement Processes |Intermediate |

|5. Contract Management |Intermediate |

|6. Finance |Intermediate |

|7. Inventory / Logistics Management |Basic |

|8. Information technology |Intermediate |

|9. Relationship Management |Intermediate |

|10. Project Planning Management |Intermediate |

|11. Category management |Intermediate |

2.22 Assistant Contract Manager

Manager F

|Procurement Competency Area |Level |

|1. Public Procurement Context |Intermediate |

|2. Strategic Awareness |Intermediate |

|3. Markets |Intermediate |

|4. Procurement Processes |Intermediate |

|5. Contract Management |Intermediate |

|6. Finance |Intermediate |

|7. Inventory Management |Basic |

|8. Information technology |Intermediate |

|9. Relationship Management |Advanced |

|10. Project Planning / Management |Intermediate |

|11. Category management |Intermediate |

2.23 Procurement Systems Executive

Manager F

|Procurement Competency Area |Level |

|1. Public Procurement Context |Intermediate |

|2. Strategic Awareness |Intermediate |

|3. Markets |Intermediate |

|4. Procurement Processes |Intermediate |

|5. Contract Management |Intermediate |

|6. Finance |Intermediate |

|7. Inventory Management |Intermediate |

|8. Information technology |Advanced |

|9. Relationship Management |Intermediate |

|10. Project Planning / Management |Intermediate |

|11. Category management |Intermediate |

2.24 Procurement Category Officer

Executive Officer

|Procurement Competency Area |Level |

|1. Public Procurement Context |Intermediate |

|2. Strategic Awareness |Basic |

|3. Markets |Intermediate |

|4. Procurement Processes |Intermediate |

|5. Contract Management |Intermediate |

|6. Finance |Basic |

|7. Inventory Management |Basic |

|8. Information technology |Intermediate |

|9. Relationship Management |Intermediate |

|10. Project Planning / Management |Basic |

|11. Category management |Basic |

2.25 Contract Officer

Executive Officer

|Procurement Competency Area |Level |

|1. Public Procurement Context |Intermediate |

|2. Strategic Awareness |Basic |

|3. Markets |Basic |

|4. Procurement Processes |Intermediate |

|5. Contract Management |Intermediate |

|6. Finance |Basic |

|7. Inventory Management |N/a |

|8. Information technology |Intermediate |

|9. Relationship Management |Intermediate |

|10. Project Planning / Management |Basic |

|11. Category management |Basic |

2.26 Procurement Systems Officer

Executive Officer

|Procurement Competency Area |Level |

|1. Public Procurement Context |Intermediate |

|2. Strategic Awareness |Basic |

|3. Markets |Intermediate |

|4. Procurement Processes |Intermediate |

|5. Contract Management |Intermediate |

|6. Finance |Basic |

|7. Inventory Management |N/a |

|8. Information technology |Intermediate |

|9. Relationship Management |Intermediate |

|10. Project Planning / Management |Basic |

|11. Category management |Basic |

2.27 Administrative Officer

AO

|Procurement Competency Area |Level |

|1. Public Procurement Context |Basic |

|2. Strategic Awareness |Basic |

|3. Markets |Basic |

|4. Procurement Processes |Basic |

|5. Contract Management |Basic |

|6. Finance |Basic |

|7. Inventory Management |N/a |

|8. Information technology |Basic |

|9. Relationship Management |Basic |

|10. Project Planning / Management |N/a |

|11. Category management |Basic |

|PROCUREMENT COMPETENCY AREAS |TECHNICAL COMPETENCE (Knowledge and Skills) |TECHNICAL STANDARD (Able to do) |

| |BASIC |

|1. Public Procurement Context | |

|Government Procurement Policy | |

|Government Accounting Rules | |

|EU Procurement Directives | |

|Diversity issues | |

|Role of OGC, OGD’s | |

|Policies/procedures | |

| | |

| |Limited awareness of public procurement policy and associated implications and |Apply the basic rules governing public sector procurement |

| |requirements. Compliance with administrative and procedural needs through adherence to| |

| |pre-defined rules/procedures, under close supervision. | |

| |INTERMEDIATE |

| |Awareness of public procurement policy and associated implications. Compliance with |Ensure pragmatic application of the rules |

| |pre-determined rules, accompanied by an understanding of the risk of non-compliance. |Seek further advice and support as required |

| |Through experience has the knowledge and understanding of when to seek advice. | |

| |ADVANCED |

| |Understands public procurement policy, able to comply with rules through knowledge and |Ensures those dealing with procurement fully understand the approved processes and their |

| |experience. |responsibilities, targets and limits of authority. |

| |Understands risks of non-compliance. Review compliance options, challenge, and |Identify CSR issues and incorporate into the procurement process |

| |recommend the preferred approach. Has the knowledge and ability to provide sound |Balance the risks of non-compliance with the those of compliance |

| |advice. | |

| |LEADER |

| |In depth understanding of public procurement policy and related legal frameworks. |Audit compliance with the rules |

| |Totally familiar with compliance rules, is seen as a valued source of advice on |Ensure staff are fully briefed as to the rationale behind the rules and can apply them |

| |compliance options/risk of non-compliance. Audit compliance. In co-operation with OGC/|correctly and pragmatically. |

| |OGD’s, contribute to the further development of policy in this area. |Fosters an organisational culture that encourages best practice public sector governance and |

| | |consistently monitors performance against objectives. |

Procurement Competencies

|PROCUREMENT COMPETENCY AREAS |TECHNICAL COMPETENCE (Knowledge and Skills) |TECHNICAL STANDARD (Able to do) |

| |BASIC |

|2. Strategic Awareness | |

| | |

|Risk management | |

|Benefits Analysis | |

|Business cases | |

|Contracting strategies | |

|Cross Functional Teams | |

|Supplier Management | |

|Supply chain management | |

|Quality management | |

|Risk management | |

| | |

| | |

| |Limited awareness of strategic agenda and issues. Involvement in supporting or |Understand how the organisations commercial strategy links to the organisations objectives. |

| |administrative capacity only, under close supervision. | |

| |INTERMEDIATE |

| |Awareness of strategic issues, and identifies circumstances where value and risk |Contribute to the development of basic procurement strategies, including identifying risks, |

| |require a strategic approach to be taken. |key outputs and deliverables. |

| |Enough experience of strategic procurement to know when to seek advice. | |

| |ADVANCED |

| |Experience of operating on strategic projects as part of cross-functional teams. Draw |Able to identify and assess hard and soft benefits of a project. |

| |up business cases and project plans, able to manage risk. Identify differing |Able to identify and assess the impact of risks to a project. |

| |contracting strategies and to recommend preferred option. Some experience of supplier |Understand and apply supply and value chain concepts. |

| |management. Awareness of the components of a make or buy process. |Able to identify a range of options and recommend the most appropriate. |

| | |Work with stakeholders to implement improvements to the supply chain strategy. |

| |LEADER |

| |Through knowledge and skills play a leading role in cross-functional teams handling |Encourages relationships with key suppliers and ensures they are involved in new initiatives |

| |strategic procurements. Manage all aspects of projects from business case through to |from the outset. |

| |delivery. Identify and implement appropriate contracting strategies. Actively |Ensures key stakeholders engage with procurement from the outset of a project. |

| |manages relationships with key suppliers. |Establish quality standards and quality assurance procedures. |

| | |Develops and delivers a commercial strategy that supports the organisation’s business |

| | |objectives. |

|PROCUREMENT COMPETENCY AREAS |TECHNICAL COMPETENCE (Knowledge and Skills) |TECHNICAL STANDARD (Able to do) |

| |BASIC |

|3. Markets | |

| | |

|Market knowledge | |

|Product knowledge | |

|Commercial focus | |

|Centralised Procurement | |

| | |

| | |

| |Awareness of markets as a source of supply, but no detailed market/product knowledge, |Undertake market research and sourcing activities under close supervision. |

| |with limited commercial focus. Administrative/supporting involvement only under close | |

| |supervision. | |

| |INTERMEDIATE |

| |Basic knowledge of markets and products, apply basic procurement processes in search of|Keeps abreast of market developments through industry magazines, trade exhibitions, |

| |best value. Some commercial focus, with enough experience to know when to seek advice.|discussions with current suppliers and other procurement professionals. |

| | |Able to make recommendations on alternate sources of supply to inform specifications. |

| |ADVANCED |

| |Thorough experience and knowledge of specific markets; exploit them through application|Understands where product or service sits in the supply chain and uses this to source |

| |of well developed procurement skills. Commercially aware and credible externally. |suppliers. |

| | |Uses a range of market specific intelligence to inform decision making. |

| | |Identifies supply options to meet the requirements of the specification. |

| |LEADER |

| |Skilled and experienced in market exploitation. Identify appropriate tactics |Actively seeks to develop markets where there is little competition. |

| |dependent on supplier position in the market. Very focussed commercially, very |Uses market knowledge to inform strategy making e.g. moving up a supply chain (backwards |

| |credible externally. |integrating) to a more competitive market. |

|PROCUREMENT COMPETENCY AREAS |TECHNICAL COMPETENCE (Knowledge and Skills) |TECHNICAL STANDARD (Able to do) |

| |BASIC |

|4. Procurement Processes | |

| | |

|Specifications | |

|Sourcing and Supplier Appraisal | |

|Invitations to Tender | |

|Legal, T&Cs | |

|Bid evaluation | |

|Negotiation | |

|Award of Contracts | |

|De-briefing | |

|Contract administration | |

|E-procurement | |

|R2P | |

|Spend analysis | |

|Construction | |

|Claims | |

|Service pricing mechanisms | |

|Benchmarking techniques | |

| | |

| | |

| | |

| |Limited awareness of procurement processes. Involvement in supporting/administrative |Able to place orders within the framework of nationally/locally let agreements. |

| |capacity, in line with pre-determined rules and under close supervision. |Obtains two to three written quotes for low value goods or services where no contract exists.|

| |INTERMEDIATE |

| |Apply basic procurement processes to routine procurement situations. Some experience |Draft basic tender documentation, using E-procurement tools, ensuring appropriate terms and |

| |of negotiation, but requires support. Experienced enough to know when to seek help or |conditions and pricing requirements are included. |

| |advice. |Able to recommend most appropriate R2P process for category. |

| | |Ensure tender queries are answered accurately and promptly. |

| | |Ensure tenders are evaluated confidentially and fairly and recommendations are drafted. |

| |ADVANCED |

| |Familiar and comfortable with all aspects of procurement processes. Understands the |Take the lead on project based procurement. |

| |components of an output based specification and take the lead on procurement aspects as|Chairs a team of key stakeholders responsible for making decisions on the procurement |

| |part of a cross-functional team. Experienced in negotiating high value contracts, |process. |

| |commanding credibility and respect externally. |Able to analyse financial and commercial structure. |

| | |Ensures correct terms and conditions are applied. |

| |LEADER |

| |Expert on all aspects of procurement processes, through experience and knowledge. |Use judgement to determine how best to apply processes to secure best value for money in any |

| |Apply judgement to determine how best to apply processes to secure best value in any |given set of circumstances. |

| |particular set of circumstances. Direct and coach others, command credibility with |Defines and advises the Board on what should be the targets, responsibilities and limits of |

| |OGC/OGD’s and suppliers. |authority for all procurement personnel within the department. |

| | |Determines most appropriate procurement strategy and makes recommendations to senior |

| | |stakeholders. |

| | |Ensures financial and commercial mechanisms are appropriate to the transaction. |

| | |Leads the negotiation in this area. |

| | |Ensures all commercial risks are properly covered. |

|PROCUREMENT COMPETENCY AREAS |TECHNICAL COMPETENCE (Knowledge and Skills) |TECHNICAL STANDARD (Able to do) |

| |BASIC |

|5. Contract Management | |

| | |

|Performance indicators | |

|Performance Review | |

|Problem resolution | |

|Change management | |

|Contract development | |

| | |

| | |

| |Limited awareness/appreciation of contract management issues. Has a basic |Able to resolve minor contract queries. |

| |understanding of the role of key performance indicators. |Involvement in supporting/administrative capacity, under close supervision. |

| |INTERMEDIATE |

| |Monitor contractor performance against pre-determined milestones, and to identify when |Monitor KPIs and undertake vendor rating and feedback using Emptoris Supplier Performance |

| |corrective action needed. Requires assistance to negotiate improvements. |Management and identify required action. |

| | |Undertake audits and prescribe actions. |

| | |Escalate disputes where unable to resolve. |

| | |Identify where it is necessary to vary a contract to deliver continuous improvement. |

| | |Drafts robust variations in a manner consistent with the contract and ensures proper |

| | |approvals are sought. |

| |ADVANCED |

| |Understands when contractor performance requires corrective action, and is able to |Develop performance monitoring systems and ensure these encourage continuous improvement. |

| |identify the appropriate action to be taken. Experienced in negotiating to achieve and|Identify issues leading to disputes. |

| |maintain the necessary level of improvement. Identifies the implications of a change |Anticipate and diagnose issues before they reach a problem point. |

| |and facilitates the variation of the contract. |Escalate disputes where unable to resolve. |

| | |Manages complex variations to contracts in accordance with the relevant procedures. |

| |LEADER |

| |Experienced in identifying and negotiating contractor performance milestones, and in |Assesses the impacts of terminating a contract in the event poor performance. |

| |monitoring performance. |Enlists help of arbitration or legal support as required. |

| |Resolve difficulties through negotiation, leading to improvement. Knowledge of how to |Ensures legal compliance. |

| |terminate contracts appropriately and legally where necessary. Detailed appreciation |Resolve issues between suppliers and procurement practitioners. |

| |of the change management process | |

|PROCUREMENT COMPETENCY AREAS |TECHNICAL COMPETENCE (Knowledge and Skills) |TECHNICAL STANDARD (Able to do) |

| |BASIC |

|6. Finance | |

| | |

|Financial accounts | |

|Financial appraisal | |

|Supplier cost base | |

|Life cycle costing | |

|Cost pressures | |

| | |

| |Limited understanding of financial management issues and suppliers’ accounts/cost |Able to undertake basic cost comparison. |

| |bases. | |

| |INTERMEDIATE |

| |An appreciation of financial accounts / appraisal and of supplier cost bases. Enough |Understands how costs are constructed and uses this knowledge to analyse and evaluate simple |

| |knowledge to know when further advice may be necessary. |costs. |

| | |Aware of importance of quality as well as price. |

| | |Understand and monitor cost pressures relating to category. |

| |ADVANCED |

| |Sufficient knowledge of financial accounts to identify companies that are at risk. |Able to assess the risk of contracting with an organisation based on a review of their |

| |Sufficiently aware of cost bases to negotiate cost reductions. Identify when |company accounts. |

| |specialist financial advice may be needed. Applies life cycle cost techniques. |Able to model the impact of cost-pressures on potential savings within the category. |

| |LEADER |

| |Understands profit and loss accounts and balance sheets. Calculate key financial |Assesses risk of and makes balanced judgements. |

| |ratios, to provide evidence as to companies that are at risk. Detailed understanding |Ensures rigorous application of life cycle and unit cost techniques. |

| |of suppliers cost bases and cost drivers. |Works in partnership with the finance function to achieve procurement goals. Is able to |

| |Aware of boundaries of own knowledge, can judge when specialist financial advice is |interpret a wide range of financial data to make management decisions. |

| |necessary. | |

|PROCUREMENT COMPETENCY AREAS |TECHNICAL COMPETENCE (Knowledge and Skills) |TECHNICAL STANDARD (Able to do) |

| |BASIC |

|7. Inventory/ Logistics Management | |

| | |

|Receipts | |

|Storage | |

|Stock Control | |

|Distribution | |

|Transportation | |

|Disposal | |

| | |

| |Awareness of the fact that stocks are held at local level, but no detailed |Updates stock records. |

| |understanding of inventory management. Involved in administrative/supporting capacity,|Undertakes basic stock replenishment within the framework of nationally/locally let |

| |under close supervision. |agreements. |

| |INTERMEDIATE |

| |Appreciation/familiarity with basic stock control. Operate stock control systems in |Sets basic stock levels. |

| |line with pre-determined criteria e.g. re-order levels. Recognise where advice is |Understands and applies re-order system such as EOQ, fixed re-order point and fixed re-order |

| |required. |level. |

| |ADVANCED |

| |Basic skills and experience in all aspects of inventory management. Manage the balance|Determines what stock should be held and in what quantities |

| |between the need to provide high levels of customer service, and the need to minimise |Ensures that stock holding costs are minimised while at the same time maintaining ability to |

| |money tied up in stock. |provide quality service to customers. Recommend transportation and storage solutions |

| | |appropriate to the category of spend. |

| |LEADER |

| |Knowledge of design, implementation and management of inventory control systems. |Develop strategic supply chain solutions that optimise stockholding costs whilst providing |

| |Detailed appreciation of logistics, transportation and warehousing methodologies. |appropriate service level availability. |

| | |Develop and implement optimal transportation and logistics strategies reconciling VFM with |

| | |sustainability. |

|PROCUREMENT COMPETENCY AREAS |TECHNICAL COMPETENCE (Knowledge and Skills) |TECHNICAL STANDARD (Able to do) |

| |BASIC |

|8. Information Technology | |

| | |

|Management Information, systems | |

|Tools – spreadsheets, word processing, other| |

|E-commerce | |

|E-sourcing | |

| | |

| | Operate basic IT tools, coupled with an appreciation of how to exploit them to support|Interpret basic MI reports and use them to make basic recommendations |

| |procurement processes. |Use of internet for research |

| |INTERMEDIATE |

| |Familiar and comfortable with basic IT tools. Working knowledge of E procurement |Determine appropriate format for MI reports and level of information required. |

| |systems and specifically the ability to provide management information to assist |Act on the information provided by IT systems. |

| |e-sourcing and contract management process. |Understands and uses e-sourcing tools in all aspects of the procurement cycle. |

| |ADVANCED |

| |Full use and exploitation of existing IT tools and IT procurement systems to extract |Identify opportunities where IT systems can be developed to further support Procurement |

| |procurement management information, manage and support procurement. |Activity. |

| |LEADER |

| |Experienced in design, implementation and management of procurement systems that |Assess the value added by IT systems to resources employed. |

| |interface with financial systems reduce manual effort and facilitate provision of |Assess benefits of new e-solutions such as e-sourcing, e-auctions and e-tendering. |

| |meaningful procurement management information. Working to exploit opportunities | |

| |offered by e-commerce. | |

|PROCUREMENT COMPETENCY AREAS |TECHNICAL COMPETENCE (Knowledge and Skills) |TECHNICAL STANDARD (Able to do) |

| |BASIC |

|9. Relationship Management | |

| | |

|Supplier management | |

|Customer/ Stakeholder management | |

|KPIs | |

| | |

| | |

| |Limited awareness/understanding of supplier / customer relations. |Interface with suppliers and customers in a professional manner on basic issues under |

| |Supportive/administrative involvement only, under close supervision. |guidance. |

| |INTERMEDIATE |

| |Understands the principles of strategic and non strategic customer and supplier |Identifies resolves and records any issues in supplier performance and escalates where |

| |management. Knows when to seek support. |necessary. |

| | |Provides a consistent, professional, and quality service to customers. |

| | |Able to use and generate reports on supplier performance using Emptoris Supplier Performance |

| | |Management. |

| |ADVANCED |

| |Experienced and skilled in dealing with customers and suppliers at all levels, so that |Manages strategic and non strategic supplier and customer relationships effectively. Ensures|

| |they feel both valued and satisfied. Commands customer respect and creates confidence |that benefits to the organisation are fully realised. |

| |that excellent service will occur. | |

| |LEADER |

| |Experienced and skilled in all aspects of pro-active supplier and customer management. |Develop and implement high level relationship management strategies that deliver benefits to |

| |Effective in promoting procurement influence. |the organisation. Measure the value added service provided. |

| | |Develops strategic partnerships with key suppliers ensuring that these are coordinated across|

| | |government. |

|PROCUREMENT COMPETENCY AREAS |TECHNICAL COMPETENCE (Knowledge and Skills) |TECHNICAL STANDARD (Able to do) |

| |INTERMEDIATE |

|10. Project planning / | |

|management | |

| | |

|Project cycle | |

|Project plan | |

|Critical path analysis | |

|Project evaluation | |

| |Basic understanding of the formulation, key components and use of the project plan. |Able to contribute to the development of a project plan, including identifying risks, key |

| | |outputs and deliverables. |

| | |Able to use basic project planning tools e.g. Gant charts |

| |ADVANCED |

| |Competent to oversee all facets of the project cycle, ensuring proposals are realistic |Able to develop and review a project plan. |

| |and manage processes to accomplish full completion of the project. |Applies project management methodology such as PRINCE 2, P3O . |

| |Understand the formulation, key components and use of the project plan. |Able to identify resource requirements. |

| |Establish the minimum time necessary to complete a project by calculating the longest |Feeds back lessons learnt. |

| |sequence of activities. | |

| |LEADER |

| |Suitably qualified and experienced to act as a single focus point and manage the |Encourages the application of the necessary project management approach and puts necessary |

| |department’s interest in the project. |steps in place to ensure staff are sufficiently trained |

| |Assess performance costs and outputs independently against project plan and take | |

| |necessary measures to improve future outcomes. | |

|PROCUREMENT COMPETENCY AREAS |TECHNICAL COMPETENCE (Knowledge and Skills) |TECHNICAL STANDARD (Able to do) |

| |INTERMEDIATE |

|11. Category management | |

| | |

|Market analysis | |

|Supply chains | |

|Tools and techniques | |

|Pan government initiatives | |

|Demand management | |

| |Understands the principles and processes of category management and the benefits and | |

| |constraints of taking a category approach. |Organise requirements into appropriate categories and undertake basic spend analysis. |

| |Industry specific knowledge within the category |Assist in the preparation of category strategies |

| |ADVANCED |

| |Understands the principles of market shaping and developing supplier capability. Is |Undertakes Strategic analysis including suppliers, supply markets and category research to |

| |aware of the importance of data analysis, stakeholder requirements, and category |develop and inform category management plans. Identifies risks and issues. Identifies and |

| |management tools and techniques. |instigates collaborative opportunities. |

| |Understands the relevance of legislation including health and safety, equality, and |Prepares detailed category strategies. |

| |government policies to the category. | |

| |LEADER |

| |Experienced in all aspects of category management. Effective in promoting the benefits|Implements pan government category management solutions and drive through benefit realisation|

| |of category. management to senior stakeholders. |plans. |

| | |Strategically influences the requirement, challenging want over need. |

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