Seminar Procurement Strategy Development Dubai

7/30/2019 Seminar Procurement Strategy Development Dubai

1/101Purchasing & Procurement Center +603 7665 2035 +603 7665 2038 [email protected]

Other Trainings:

7 Step Strategic Sourcing

Supplier Relations & PerformanceManagement

IT Contract Development

Strategic Negotiation in Purchasing& Procurement

Contract Management &

Administration: From Start to Finish

ho Should Attend:

ders, Managers, and Professionals in Purchasing,curement, and Supply Management. Materials,ntracts, Projects, Maintenance, Operations, and

ancial Managers and, All other Managers and

fessionals interested in lowering total cost andreasing productivity and profit contributions from

ter procurement operations.

COURSE SUMMARY COURSE OUTLINE

he development and management of

arefully crafted strategies for the

cquisition of all goods, equipment, andervices has become a critical issue in all

rganizations wishing to reduce operating

ost while improving quality androductivity. This program explores key

oncepts forming the basis of strategic

rocurement and moves todays supplymanagement organization from its typical

actical focus to the strategic focus neededo successfully implement the processes

nd methods needed to reach world-classerformance.

ttend & Learn:

How to develop leadership competencies

4 Stages to World Class Supply

Management

Best practices in supply management

3 Categories for organizing the Spend

Profile

Greater abilities in leading continuous

improvement programs

How Minding the Gap Results in a

Procurement Strategic Plan

8 Step process of Using Economic Price

Adjustment Clauses to deal with

economic uncertainties

10Questions for Internal and External

surveys to enhance purchasing

performance

How to develop a Purchasing Coding

System

6 Steps in the development of a

Composite Purchase Price Index

How to get more time to work on

strategic issues

Understand methods of Price and Cost

Analysis

30 Categories that should be included in

a Purchased Materials/Services Strategic

Plan Outline

Learn how to transfer risk through

different contract types

Gain insights into important contract

management processes

How to develop a formal Savings

Reporting Procedure

Leading and Managing

Skilled leaders and managers are essential

if procurement is to bring to theorganization 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

Procurement

Establishing the importance of the function

and the need for it to emerge as a core

competency of the organization are criticalsteps in strategy development.

Leadership is about ResultsGetting To

World Class

Change And Becoming More Strategic

Purchasing Impact On The Bottom Line

Defining Supply Management

Supply Management Skill Sets Job Descriptions for Strategic

Procurement

Procurement Professions Ethical

Standards

Defining The Supply Management

Mission And Vision

Determining and Managing the Gap

Developing the Procurement

Organizations Strategic Plan

Internal Surveys To Improve Purchasing

Performance

Becoming More Strategic with ValueAdded Techniques

Purchasing personnel must move from thetactical focus of most procurement

operations to a much more strategic focus

that brings continuous improvement to theorganization.

Developing The Spend Profile

Creating Time To Be Strategic

The ABC (Pareto) Analysis

Material/Services Purchasing Code

Development

Examples of Formalities for Contract

Formation

Price Analysis

Price analysis is the most common form ofprice justification and performed properly

can generally give the organizationconfidence that a reasonable price was

obtained.

This Course is Conducted By:Robi Bendorf

Methods Of Price Analysis

Competitive Bidding

Historical Analysis

Cost Estimating Relationships

Price Indexes & PPI

Supply Managers must have a clearunderstanding of how the changes in

prices they are paying compare to themovement of prices in the market place.

Using Price Indexes

Developing Company Purchase Price

Index

Cost Analysis

This session will focus on typical methods

of cost analysis and look at the elementsof cost that make up the price.

Methods Of Cost Analysis

Major Elements Of Cost

What should determine the Suppliers

Profit

What And How Important Are SupplierOverheads

Requesting and Evaluating Supplier Cost

Info

Developing Should Costs

focuses on methods of determining what

the price should be.

How Contracts Are Formed

The contract is at the heart of every

business transactions so issues related to

contract formation must be handled

expertly.

The Reasons for Using Contracts Basic Principles in Contract Formation

Continue...



COURSE OUTLINE CONTINUATION......

electing the Right Contract Type

ood outcomes must have goodeginnings and this is particularly true in

he activity of contract management.

Types of Statement of Work

Risk Analysis

Contract Types

RFQ and Contract Check Lists

Methods Of Payment

ow to Contract in Volatile Markets

When supply market conditions are

xtremely volatile, contractors must

nclude price contingencies that representheir worst nightmares for price escalation

f significant cost drivers. This is not good

or either the buying or selling side.

Exploring the Use of Economic Price

Adjustment (EPA) Clauses in Fixed Price

Contracts

Managing the Contract Performance

t is a well know fact that the bestendering and contract writing is of limited

alue if the contract is not carefully

dministered from award to completion.

The Criticality ofGood Contract

Administration

Post Award Conference/Kick-Off Meeting

How Contracts May End

When Contractors Fail to Do What Was

Promised

Force Majeure/Delays

Supplier Performance Measurement to

Stimulate Continuous Improvement

It is universal that an organization cannot

perform better than its contractors andsuppliers.

Supplier/Procurement Categories

How Do Suppliers Evaluate Us As A

Customer

Bidder Qualification And Selection Best

Practices

Supplier Performance Measurement

Total Cost of Ownership

Different products, brands, markets,

customers, and suppliers, maketremendously different demands on an

organizations resources. Best

procurement practices take into accountthese demands in Total Cost of Ownership

concepts.

Defining Total Costs Of Ownership

Total Costs Of Ownership Models

Process Improvement

World-class organization are not asking ifthey need to improve their process but

only how fast can they improve them.

Supplier Relationship Management

(SRM) Maturity Model

Process Mapping To Eliminate Low Value

Activities

Reengineering Processes

Making Sure We Obtained Lowest Cost

High performing procurement departments

can proudly point to the fact that the bestpractices being applied are resulting in the

lower Total Cost of Ownership for theirorganization.

Cost Reduction Initiatives

Cost Reductions and Cost Avoidance

Can and Should We Have Both?

Savings Reporting

KPIs for Procurement

Developing The Purchase Price Index For

Your Organization

Supply Chain Management

Strategic Sourcing Plans

An often cited strategy in supply

management is the development of formal

short and long range Strategic SourcingPlans for major spending segments.

Developing Strategic Sourcing Plans

A Strategic Sourcing Plan Template

I gained a great deal of understandingthat is practical and not simply from

books. I would be very interested in any of

Robis programmes.

Sub Contracts Manager, LeightonOffshore

he Course is superb! I got many ideas

o enhance our contract management

ractice.

Procurement Executive,Institut Jantung Negara

This training has opened up newperspective on looking at

procurement from a strategicpoint

ofviewto benefit an organizations

bottom line directly.

Procurement ExecutiveSiemens Malaysia Sdn Bhd




The development and implementation ofcarefully crafted strategies for theacquisition of all goods, equipment,materials, and services has become acritical issue in all organizationswishing to reduce operating cost whilemproving quality & productivity. Thisprogram explores 7 key areas consideredcritical to the future success ofProcurement Organizations and movestodays supply management activities fromts typical tactical focus to the strategicfocus needed to successfully implementthe processes and methods needed toreach world-class performance now andmaintain it in the future.

What you will learn

At this powerful 7 Step Strategic Sourcingseminar, you will learn how to: 7 Areas Critical To Future

Procurement Success 4 Stages To World Class Supply

Management Many Increased Skill Sets In Supply

Management Category Models And Their Strategies 3 Categories For Organizing The

Spend Profile 10Questions For Internal And

External Surveys To EnhancePurchasing Performance

Steps In Improving Internal AndExternal Collaboration

How To Develop A Purchasing CodingSystem

How To Get More Time To Work OnStrategic Issues

The Important Sections To Include InA Strategic Sourcing Plan

Whats in it for the organization?

Greater strategic focus of thoseinvolved in supply managementresulting in an improved bottom line

Higher productivity of personnelinvolved in supplymanagement activities

Reduced total cost of ownership forpurchased materials,equipment, and services

Improved productivity of the entireorganization by better on timedelivery of high quality goods andservices

Improved supplier performance andrelations

Increased customer satisfaction. Supply Management Materials, Contracts, Projects,

Maintenance, Operations, andFinancial Managers and,

All other Managers and Professionalsinterested in lowering total cost andincreasing productivity and profitcontributions from better supplymanagement operations.

This Course is Conducted By:MichaelGozzo

Developing Category Strategies

4 Stages To World Class SupplyManagement

7 Areas Critical to Future ProcurementSuccess

Change And Becoming More Strategic

Developing The Spend Profile

Creating Time To Be Strategic

Material/Services Purchasing CodeDevelopment

Segmentation/Category ManagementModels

Reviews the elements essential tobecoming more strategic and adding realvalue to the organization.

Developing and Managing Suppliers

Bidder Qualification And Selection

Objectives of Supplier PerformanceMeasurement

Supplier Performance MeasurementKey Points

Reducing the Supplier Base

Strategic Alliances

Stages of Alliance Development

Recognizes that an organization canperform no better than its suppliers andthat todays very volatile world economies

might require relationships very differentto those used in the past

Designing and Operating MultipleSupply Networks

Supply Management and Supply ChainManagement

Supply Chain Mapping

Trends Leading to Greater SupplyChain Risk

Supplier Risk Management

Total Cost of Ownership

Reducing Waste in the Supply Chain

Focuses on the understanding that thebest way to increase profit is reducing the

Total Cost of Ownership for every memberof the entire supply chain.

Leveraging Technology Enablers

Reengineering The Processes SRM and Integration Supply Chain Integration

Framework E-tool Advantages Keys to Successful Integration of

e-Tools Exception Management

Recognizes that world-class organizationsno longer talk about whether or not theyshould improve their processes, but howfast can they improve them.

Collaborating Internally andExternally

Supplier Relationship ManagementMaturity Model

Being an A Customer

Transforming the SupplierRelationship

Developing Trust

How Do Suppliers Evaluate Us As ACustomer

Internal Customer Surveys ToImprove Purchasing

Performance Increased Supplier Involvement

Identifies many best practices thatcontribute to improving both buyer andsupplier performance.

Attracting and Retaining SupplyManagement Talent

Supply Management Competencies

Key to Success in Supply ManagementDepartments

New Job Descriptions For Purchasing

Training Programs

Categories for Personal Development

Competency ProfilingFocuses on the fact that SupplyManagement skill sets are a predictor ofthe suppliers responsiveness to thebuying organizations requirements andare positively related to a firms financialperformance.

Managing and enabling the FutureSupply Management Organization

Purchasing Impact On The BottomLine

Supply Management Mission andVision

Centralization vs Decentralization

Savings Reporting Procedure How does Executive Management

Measure ProcurementPerformance

Strategic Sourcing Plans

Brings to conclusion many of theimportant issues covered in previous stepsand adds some practical implementationapproaches to show Procurementscontributions to the organization

WHO SHOULD ATTEND:Managers and Professionals in Purchasing,Procurement, and Supply Management , Materials,Contracts, Projects, Maintenance, Operations, and

Financial Managers and, All other Managers andProfessionals interested in lowering total cost and

increasing productivity and profit contributions from

better supply management operations.




Professionalism in the field of quality,

procurement, materials planning andsupply chain management has grown

extensively. There are new roles that

require a thorough understanding offunctional interrelationship, if you are to

succeed.

This course identifies the elements neededto provide a business with best materials

and/or service. Understand how to bringtogether the concepts of Total Cost, Lean/

Six Sigma, Certification Process ofSuppliers, and the new relationships

necessary to ensure success. Thenstruction will show how to establish

clear, mutually acceptable goals with your

suppliers.

With the knowledge and practicalmethodology learned in this course, you

will have the ability to boost your

suppliers performance.

What you will learn

How to develop a collaborative partnership

and obtain peak performance. What the methodology is in creating an

environment that engenders a productiveexchange of ideas and focus on companyobjectives.

How to relate Total Cost to Purchase PriceVariance

What is the basis of supplier selection -quantitative vs qualitative?

How to relate other functional activities,such as Transportation, Systems,Operations, and Maintenance

What are the techniques of systemscontracting, paperless purchasing, vendormanaged inventories, supplier certification,

etc.... and how to employ them withmeasurable results

This Course is Conducted By:MichaelGozzo

1. Todays Environment

Addressing change and measurement

Concepts affecting performance

LEAN/SIX SIGMA, PREVENTIVEMANAGEMENT

2. Functional Leadership

Directing the supply base and itsdevelopment

Understanding the interface withmaterials management

Employing tools Problem Solving, Paretos Law,Quick

Change, Audits

Establishing the pro-activerelationship with suppliers

3. Where to Begin?

Understanding the principles ofBusiness Process

Management, and how to employ it.

Addressing the Supplier certificationprocess

Supplier selection and developmentexpanded

4. Interfaces having impact oncustomer / supplier performance

Finance - price determination, costanalysis, Total Cost vs PPV

Transportation - Relating needs toinbound, selecting and evaluatingcarriers, who handles claims and why.

Supply Chain Management - Ship topoint of use, to stock

5. Suppliers

What is in it for them? How many suppliers is enough?

Employing a team approach vs. justusing Purchasing people

6. IMPLEMENT How to Implement

Who will be involved and why?

How long will it take?

What are the major tasks?

What happens next?

HO SHOULD ATTEND:

s facilitative workshop is designed to enhance thechasing Management & Strategies of eachticipant to successful project managementciples. It will be particularly beneficial tochasing, procurement, acquisition, materials, orstics, project managers, directors and personnelo are responsible for tactical and strategicchasing activity.

Before: I feel that we are in a righttrack concerning sourcing but Iwas wrong.After: Now, I feel that there mustbe a change in our organizationtowards sourcing. We greatly needthe Strategic Sourcing. Good jobMike!

Procurement Manager - EmiratesTelecommunications Company,

Abu Dhabi UAE

More confident of my previousknowledge as I found myself in fullacceptance of the course

Manager, Materials Management -Emirates Telecommunications

Company, Abu Dhabi UAE




nce the commercial transaction is

egotiated and signed, most contracting

eams in the IT/Outsourcing sector areulled from the process at the same time

hat the parties are escalating their focus

n the transaction. Both parties arencented to maximize their financial yield

n the transaction and minimize their risk,

et some do not treat Contractanagement as a key to their overall

uccess. This interactive session thatncludes 9 exercises related to the IT

ector, will help you discover:

How to dedicate the necessary tools,

techniques and talent to managing

commercial relationships?

What is the difference between Contract

Administration, Contract Management

and Relationship Management in the

IT/Outsourcing sector?

What is needed for you to succeed at all

three levels?

How to drive greater value and

innovation into subsequent contracting

cyles with your commercial partners?Learn cost effective contract

administration and managementtechniques

Identify opportunities to reformulate

your commercial IT contractingStrategies

Develop specific and realistic commercial

relationship performance metrics

Achieve excellence in your commercial

relationships

Identify opportunities to automate your

contract management processes throughsoftware and other tools

Resolve contractual disputes withoutdestroying the relationship

Realize the full value and risk reductions

that you have negotiated

his Course is Conducted By:im Bergman

Overcoming the challenges in contract

implementation

Developing a implementation project

plan

Keeping the roles and responsibilities

clearly understood

How to overcome resistance points and

barriers in the implementation

Exercise 1 Maintaining separation between

a System Design and Sytem Maintenancecontract

Addressing the differences in contract

administration and management

What is contract administration?

What is contract management?

Keeping focused on the rights and

responsibilities throughout thefulfillment phase

Exercise 2 Performing contractadministration and management on an

outsourcing services contract

Selecting Contract Management

Software that is a best fit to purpose

What is your electronic contracting

strategy?

What are the options in the

marketplace?

Which options are the best fit for your

strategy?

Exercise 3 Defining the software

functionality needed for a portfolio ofIT/Outsourcing commercial contracts

Managing the contract change order

process

What is a change order and why does it

happen?

Understanding the relationship dynamics

behind a change order

Documenting the change order and

preventing excessive changes

Exercise 4 Addressing the change order

process with a telecom services agreement

Embracing Supplier Relationship

Management tenets in contracting

What is Supplier Relationship

Management?

Understanding the benefits of a wellmanaged supplier relationship

Keys to success in Supplier Relationship

Management

Exercise 5 Managing a hardware

maintenance services agreement

Applying Customer Relationship

Management principles in contracting

What is Customer Relationship

Management?

Understanding the benefits of a well

managed customer relationship

Keys to success in Customer

Relationship Management

Exercise 6 Managing a software

maintenance services agreement

Utilizing Alternative Dispute

Resolution options

What is arbitration?

What is mediation?

Exploring negotiation options before

taking the litigation path

Exercise 7 Resolving a dispute over a

Cloud computing services agreement

Managing key contracts in the

IT/Outsourcing sector

Hardware equipment sales agreements

Hardware and software maintenance

agreements

Software licensing agreements

Telecom and cloud services agreements

Outsourcing services agreements

Exercise 8 Critiquing a series of contractlanaguage provisions - what can be

managed?

Managing contract close-out

Why do contracts terminate?

Understanding the rights andresponsibilities that survive termination

Closing out the contract -

communication and changemanagement considerations

Exercise 9 Managing the software license

contract into perpetuity

ho Should Attend:

rchasing, sourcing and supply

anagement professionalsales contracting professionals

ontract lawyers and attorneysontract management professionals

ontract managers and administratorsnd-users who impact, or are impacted by,e contracting process

nance professionals involved in contracting

ontract negotiators

perational managersommercial relationship managers

One of the best courses Ive been to and agreat help to my work"

Practical, Easy to Understand and ExtremelyUseful. What more can I ask.

Really happy that I signed up for this course.Full marks!

Jim is one of the best instructors for contractsand procurement around!

I like to thank Jim for this great course




his course will provide tools andechniques to enable participants to

etermine the need to negotiate, pursue a

actical or a strategic approach to theegotiation and how to separate the key

egotiation drivers of the individual parties.

urther learn how to examine themportance of the negotiation strategy and

ow it is fully integrated into the corporate

rocurement strategy.

ttend & Discover:

Plan in multi-disciplinary teams

Create the right negotiation strategyUnderstand key tactics and ploys

Understand the impact of legislation on

the outcomeSelect the right type of supplier

relationships - recognise theirapplicability and the best means of

measurement.

Identify key behavioural aspects within

the negotiation

Know what makes a skilled negotiator

Integrate negotiation into the total

purchasing cycle

Apply the key tasks for the preparationand planning needed for successful

negotiationManage the key phases of negotiation

his Course is Conducted By:ob Thompson

The Evolution of Negotiation within

the Procurement Environment

Strategy Preparation and Determination

Implications for the Buyer and Seller

Negotiation Research

The Ideal Negotiation

Preparation and Planning

Key Phases

Key Issues

Key behavioural aspects

Tactics and Ploys

The Negotiation

Structure

Conflict Management

Persuasion Techniques

Review and Analysis

Control

Agreement

Implementation

Personal Negotiation Profiling

Characteristics of a skilled Negotiator

Individual Improvement Programmes

What are they?

How are they created?

How can they be used?

What will they tell me?

Skills Assessment Profiling

Analysis and Creation of Individual

negotiation profiles

Style

Power

Attitude

Flexible v positional

Handling the Negotiation Scenario

A Business scenario to provide basedata to form part of the individual

Improvement programme and re-affirm

the appropriateness of the profilecreated

People vs Organisations

Understanding the impact of different

personal and cultural styles

National characteristics

Drivers and Restrainers

Style profiles

Behaviours and customs

Develop the right information base

Understand the Business methods

Understand the social and political

organisation

Understand the Financial and legalmodus operandi

Understand the Infrastructure and

logistical systems

Positions vs Interests

Creating the right environment andrelationships

Venues

Timescales

Types of relationships

Research

Management of the NegotiatingEnvironment

Personal behaviour and attitudes Meeting the needs of the other party

Satisfying the other parties interests

Maintaining flexibility

Exercise:

A Business problem is identified against which

a profile of the people vs organisational andpositions vs interests are identified and

through negotiation a solution achieved.

A full day negotiation Exercise testing

the skills and profiles of the participants

We want the supplier to say yes

The third business problem will incorporate allthe key factors of the programme.

Evaluating and re-assessing the Individual

Improvement Programmes and setting targets

for the future.

ho Should Attend:

aders, Managers, and Professionals in

rchasing, Procurement, and Supplyanagement , Materials, Contracts, Projects,

aintenance, Operations, and Financial

anagers and, All other Managers andofessionals interested in lowering total cost

d increasing productivity and profitntributions from better procurement

perations.

Robs interactive approach & in-depthexplanations and examples added immensevalue.

He added new dimensions to the ContractManagement, Contracts Creation & relationshipwith strategic information and application.

Contracts ManagerBT APPLIED TECHNOLOGY




t is a well know fact that the bestendering and contract writing is of limitedalue if the contract is not carefullydministered from award to completion.

World-class organizations view thepplication of best practices in contractdministration as being essential skill setseeded by all employees involved in theontract management process.he participant will be guided through the

many steps of contract administration fromhe time the award is made through to thenal acceptance, payment, and the contractose out so that the total objectives ofntering into the contract are achieved.his program is designed to presentontract administration as more than just aob or activity but as an importantrofession essential to therganizations ability to meet its goals.

eminar Objectives:

pon completion of this seminar,articipants will know:

How To Provide Better Outcomes FromContractsImportant Elements Of Contract

AdministrationContract Monitoring TechniquesHow To Get Fair Treatment In ContractChangesContract Termination IssuesHow To Prepare For Claims And DisputesReview Acceptance And Contract CloseOut IssuesThe Inputs And Outputs In ContractAdministration

Organizational Outcomes:

he organization will benefit by:

Better Outcomes From Contracts For AllOutsourced Activities

Greater Strategic Focus Of ThoseInvolved In ContractingAdministrationHigher Productivity Of ContractAdministration PersonnelReduced Total Cost Of OwnershipResulting From Better ContractManagementImproved Contractor Performance

ersonal Outcomes:

ttendees will gain by participation in thisrogram as a result of:

Increased Skill Sets In ContractAdministration

A Greater Sense Of ProfessionalismIncreased Confidence In Dealing WithContract IssuesGreater Ability To Lead Contracts ToSuccessful ConclusionsIncreased Recognition By TheOrganization Due To ImprovedPerformance

Effective Contract Administration

Objectives Of Contract Administration

The Most Critical Elements

Skill Sets

Key Players In Contract Administration

Typical Inputs To Contract

Administration

SmallGroup Exercise: What are the areas

in which a contract administrator shouldhave knowledge?

Sets the stage for the program andemphasizes that with the ever-increasingquantity of outsourcing by organizations,

Contract Administration is emerging as a

critical competency for professionals andmanagers in most functional activities.

Analysis of the Contract

Starting The Contract File

Understanding the Statement of Work

and Establishing Major Deliverables

Post Award Conference

Typical Contract Measurements

SmallGroup Exercise: Develop A List OfMeasurements For Supplier Contract

Performance.Focuses on the issues of understandingwhat the contract covers and the

challenges that will be faced in its proper

administration.

Typical Outputs of ContractAdministration

Supplier Relationship Management

Cost Control

Forecasting Performance

Monitoring Progress

Risk Analysis

Responses To Risk

Group Discussion: The group will presentexamples of newly defined risk after thecontract was awarded and discuss the

potential responses to that risk.

Reviews the typical outputs of goodcontract administration and establishes

additional responsibilities for those having

contract management responsibilities.

This Course is Conducted By:Robi Bendorf

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.Presents solutions to two of the major issues

in contract administration which are on time

delivery and controlling the impact ofchanges.

Issues In Contract Performance

Force Majeure

Liquidated Damages Clause

Types Of Contract Termination

Breach Of Contract

Group Discussion: The group will discussactual experiences in contract termination

when the cause was not the fault of the seller

but for the convenience of the buyer.

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

SmallGroup Exercise: What should be

covered in the inspection and acceptance

sections of the contract?

Will discuss many aspects of the final phasesof the contract to insure that the reasons for

entering into the contract were in factaccomplished.

Who Should Attend:

Contract Administrators, Project Coordinators,Contracts Officers and Managers, EngineeringProject Managers, Construction Managers,Tenders Managers, Buyers, Procurement/

Purchasing Managers, Project Managers,Maintenance Mangers and Systems Managersand all others in organizations whoseleadership want world-class skills sets in thoseinvolved in contract management activities.The program is a great way to develop thosenew to the function, prepare for a majorproject, or useful as a refresher for veterans

This course provided clear steps forimprovement in contract administrationespecially usage of producer price index.

General Manager - FinancePertubuhan Keselamatan Sosial

(PERKESO)

Broaden my knowledge in Contract

Management & Administration to be theworld class contract.

J KT - IndonesiaPT Petrosea TBKIndonesia



Robi BendorfCPM, CSPM, MCIPS has morethan 35 years of diversified, has over 30 years ofdiversified industrial purchasing and sales

experience involving both domestic andinternational activities for a broad range ofmanufacturing and service businesses. His vastpractical experience combined with an excellent

theoretical understanding, strategic focus, and ability to quicklymplement concepts makes him a much sought afternternational authority in procurement.

HERE ARE A FEW HIGHLIGHTS OF HIS ILLUSTRIOUSCAREER:

Westinghouse Distribution and Control Business Unit: $14 million in cost reductions by developing procurement

strategies for key commodities that took advantage ofmulti-plant volumes and resources

Increased value from 17 to 30% of materials controlled bycentral purchasing by managing commodity specialists inimplementation of strategies

Westinghouse Trading Company: Doubled sales income by promoting benefits of overseas

procurement to Westinghouse corporate and division levelexecutives

Achieved cost savings opportunities of over $3 millionby on-site analysis of products and components purchasedor made in house.

Tripled supplier base by determining potential sourcingcountries and locating new suppliers

Westinghouse Commercial & Industrial Air ConditioningDivision: Improved productivity of department by 76% with

excellence guidelines Increased cost reduction by 200% with cost reduction

strategies

Medical Instrument Manufacturing Division of Fortune Top100 Corporation with Annual Sales $700 million: Achieved 20 to 35% savings from overseas suppliers by

developing formal Global Sourcing Process andimplementing actions

Non-Profit Health Insurance Association Annual Sales:Over $2 Billion: Accomplished $1.5 million in savings in less than 6months by re-organizing spend profileLarge non-profit Professional Society Annual Revenues$70 million:

Trainers Profile

To Register, please see the last page

TRAINING SCHEDULE

8.00am Registration & Morning Coffee

8.30am Training Starts

9.45am 1st Coffee Break

10.00am Training Resumes

11.15am 2nd Coffee Break

11.30am Training Resumes

12.45pm Lunch

1.45pm Training Resumes

3.00pm End of Training

Michael has over 30 years experience in SupplyChain, Demand Flow Technology, Just-In-Time,Total Quality Control, Inventory Control and

Production/Operations Management. Hisexperience as a practitioner concluded aftercompleting seven years as Director ofOperations at a division of Allied-Signal. He

subsequently became a consultant and guided manufacturersand computer OEMs (Apple) in the planning and interface withtheir suppliers. He has traveled and worked extensively inCanada, England, Hong Kong, Ireland, Scotland, Germany,Japan, Korea, Mexico, Indonesia, etc.

Michael has been selected to Who's Who in AmericanManufacturing and is one of the best in his field as can beseen from his Certifications, Memberships, Publications,Clients and Testimonials outlined below:

Certifications & Memberships Certified in Production and Inventory

Management (CPIM) & Certified Supply ChainProfessional (CSCP) by the Association forOperations Management (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 Published: Michael is a successful and

established author of many books. He is the co-author of "MadeIn America - The Total Business Concept", "Just-In-TimePurchasing", "Supplier Certification", "Behind Bars: Bar CodingPrinciples and Applications", and his latest "PeopleEmpowermentSuccess Through Involvement".

CONTACT US if you would like to have anIN-HOUSE TRAINING

[email protected]
mailto:mailto:[email protected]:mailto:[email protected]



Jim Bergman VP - IACCM With extensivecontracting and negotiation experience in IT,outsourcing and various other types of commercial

contracting, Jim serves as Vice President for AsiaPacific and Middle East for IACCM a globalassociation focused on the effective development,creation and implementation of leading contractingpractices. Prior to joining IACCM, Jim was a

contracts attorney for a Fortune 500 petrochemical corporation,Amoco Corporation, and was responsible for legal and negotiationssupport to the IT procurement staff. He supported multiple locationsglobally, where he addressed strategic sourcing, IT/outsourcing andegal issues concerning services valued at more than $1 billionannually.

Jims experience encompasses developing, drafting, negotiating andmanaging IT, Telecom and outsourcing contracts for a wide array of

projects with multiple clients. He has extensive background in thenegotiation of outsourcing of hardware acquisition, hardwaremaintenance, software development and maintenance, systemntegration, ERP, telecommunication equipment, services andnetworks and various other outsourcing projects.Across his wide array of experiences, he has been extensivelynvolved in establishing many customer-provider relationshipsfounded on IT contracting and outsourcing best practices. He hasalso led in developing and delivering both public and internal trainingprograms related to IT/outsourcing.

As a strategic management consultant, Jim has assisted numerousclients through all phases and steps of contracting, negotiation,outsourcing, overall sourcing and bidding processes, and contractmanagement processes, demonstrating savings well in excess of

$100 million. Jim has also served as a workshop instructor in manytopics regarding sourcing, contracting, law and negotiations. Hisaudiences and clients have included attorneys, plus financial,operational and contracting professionals from multinationalcorporations and the public sector, including BP, Delphi Automotive,DuPont, FedEx, General Motors, Intuit, Johnson & Johnson, LamResearch, Makro, Maxis, Merck, Monsanto, Petronas, Shell, theState of California, the State of Florida, the State of Texas, Sun Lifeof Canada, Warburg Dillon Read/Union Bank of Switzerland,WalMart, Wellpoint, and the Workers Comp Board of BritishColumbia.

Jim holds a Law Degree, an MBA, a Bachelor of Arts and a Masterof Arts degree. In addition, he is licensed to practice law in Illinois,

Texas and Oklahoma, as well as various US federal courts .

Testimonials:

Trainers Profile

One of the bestcourses Ive been to and a great help to mywork

Practical, Easy to Understand and Extremely Useful. What more can I ask.

Really happy that I signed up for this course. Full marks!

Jim is one of the best instructors forcontracts and procurement around!

I like to thankJim for this greatcourse

Rob Thompson is an outstanding procurement &contracts professionals with 30 years internationalexperience in strategic & operational procurement and

contracts. He has a natural passion for trainingprocurement & contracts people seen in the facts thathe has delivered over1,000 specialist trainingprograms with CIPS and over 400 other trainingprograms with other organisations worldwide.

His specialist areas include purchasing and contract management,the development and implementation of major business strategicinitiatives, negotiation, contract law and market and supplierdevelopment across a broad spectrum of business organisationsand commodity areas including oil & gas, facilities management,construction, financial services, manufacturing, food processing andIT. Hes an expert at developing and organising the interface withinternal and external suppliers, customers, and sub-contractors.

Rob has the ability to merge theory with practice and make lively andinteractive sessions.

Rob has a unique style of training, he has theability to combine theory with practical applicationto create workable solutions for the organisation.

Sarah Sediqa

Strategic Business Development, LKPP Indonesia

Rob is not just a procurement & contracts consultant and trainer, butalso as a practitioner where he has many achievements on costsavings, contract utilisation, supplier base reduction and commoditynegotiations & development.

As a Regional Director of Purchasing Rob achieved:

Over $15 Million in Savings;

15% reduction in supplier base;

Increased contract utilisation by 15%; and

Increased purchasing efficiency by 18%.

As a Regional Purchasing Manager earlier in his career Robachieved a 5% savings when developing and negotiatingcontracts for 5 new commodity areas.

Heres what others say about Rob.

We wish we had many more like Rob he hasinspired us to develop procurement to a higherlevel of credability within our organisation.

Samir Taghiyev

Contracts Engineering Specialist, BP Azerbaijan

Rob has a great enthusiasm for procurement andhis style and personality is infectious.

Raul Aliyev

Contracts Engineering Specialist, Ras Gas

Rob has generated a greater interest in

procurement across the collective organisationswe work with than any other procurement trainer.

Valerie Roberts

Legal Adviser Public Procurement , IDLOCONTACT US if you would like to have an

IN-HOUSE TRAINING

[email protected]
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10/10

REGISTRATION FORMREGISTRATION FORM

REGULAR FEE USD 4,495.00 (5 Days )USD 2,895.00 (3 Days )USD 1,995.00 (2 Days )

Group of 3 to 5 USD 4,225.00 (5 Days )(6% off) USD 2,721.00 (3 Days )

USD 1,875.00 (2 Days )

Group of 6 or USD 3,821.00 (5 Days )

more (15% off) USD 2,461.00 (3 Days )USD 1,696.00 (2 Days )

Supplier Relations & Performance Management24 - 28 February 2013, Dubai UAE

7 Step Strategic Sourcing3 - 7 March 2013, Dubai UAE

Procurement Strategy Development & Management31 March - 4 April 2013, Dubai UAE

IT Contract Development5 - 7 May 2013, Dubai UAE

Strategic Negotiation in Purchasing & Procurement9 - 13 June 2013, Dubai UAE

Contract Management & Administration:From Start to Finish23 - 27 June 2013, Dubai UAE

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Seminar Procurement Strategy Development Dubai