Negotiate payment terms on supplier negotiation and contracting that improve cash without damaging supply.
Advanced Negotiation Strategies and Concluding Supplier Contracts
Move supplier negotiation and contracting from general awareness to a repeatable, reviewable practice.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
A supply chain is only as reliable as the least visible link inside supplier negotiation and contracting. Single sourcing on negotiation and contracting looks efficient until the day it is not. Sessions alternate between guided analysis of the procurement and supply operations capability and supervised application. It establishes a shared vocabulary for supplier negotiation and contracting so that teams can disagree productively about it. Participants gain a realistic view of what this strand of procurement and supply operations costs and what it returns. Across sectors, teams that rehearse negotiation and contracting outperform teams that only plan it. The version of supplier negotiation and contracting described in the manual and the version practised on the floor tend to diverge over time. Participants who influence negotiation and contracting without directly controlling it will find the content directly usable. Participants leave with a plan for the procurement and supply operations discipline sized to what their organisation can realistically absorb.
Expected Learning Outcomes
Integrate negotiation and contracting with demand forecasting and production planning.
Measure procurement performance on supplier negotiation and contracting beyond savings claimed.
Define the scope and boundaries of negotiation and contracting so that responsibility for it is unambiguous.
Apply a repeatable review cycle to supplier negotiation and contracting and act on what it produces.
Prepare the audit trail for every award decision under negotiation and contracting.
Handle the trade-offs in supplier negotiation and contracting between speed, cost and assurance explicitly rather than implicitly.
Who Should Attend
Those responsible for briefing external stakeholders on supplier negotiation and contracting.
Internal auditors examining controls over negotiation and contracting.
Officers preparing reports on supplier negotiation and contracting for boards or oversight committees.
Warehouse and stores managers operating negotiation and contracting.
Engineering and maintenance staff specifying requirements for supplier negotiation and contracting.
Inventory controllers managing stock within negotiation and contracting.
Course Modules
Supplier negotiation and contracting: specification, requirement and demand
2 sessions · 8 pointsSession 1Documentation and customs treatment for supplier negotiation and contracting
- Confirm traceability from supplier to point of use for supplier negotiation and contracting.
- Segment spend on negotiation and contracting by value and supply risk before choosing an approach.
- Apply ethical and environmental criteria to supplier selection in supplier negotiation and contracting.
- Distinguish symptoms from causes when negotiation and contracting underperforms.
Session 2Laying out the warehouse around how negotiation and contracting actually moves
- Set the consequence for failing service levels on supplier negotiation and contracting, and apply it.
- Set the stock count cycle for negotiation and contracting and act on discrepancies.
- Prepare the summary of supplier negotiation and contracting that senior management will read.
- Record what was learned when negotiation and contracting did not go as planned.
Negotiation and contracting: controls, segregation and fraud prevention
2 sessions · 8 pointsSession 1Writing a specification for negotiation and contracting suppliers can price accurately
- Identify slow-moving and obsolete stock inside supplier negotiation and contracting and decide its fate.
- Confirm that those complying with negotiation and contracting understand why it exists.
- Agree the escalation route when supply of supplier negotiation and contracting is disrupted.
- Check that negotiation and contracting still works when volumes rise unexpectedly.
Session 2Setting reorder points and safety stock for negotiation and contracting
- Name a single owner for each element of supplier negotiation and contracting.
- Identify single points of dependency in negotiation and contracting and reduce them.
- Check that records of supplier negotiation and contracting answer the questions likely to be asked.
- Map the physical flow of negotiation and contracting through receiving, storage and dispatch.
Negotiation and contracting: supplier performance and relationship management
2 sessions · 8 pointsSession 1Reading the current state of negotiation and contracting honestly
- Establish the boundary of supplier negotiation and contracting and record what sits outside it.
- Validate claimed savings on negotiation and contracting against actual invoiced spend.
- Write the specification for supplier negotiation and contracting so two suppliers would price it the same way.
- Check the delivery terms and customs classification applied to negotiation and contracting.
Session 2What to measure in supplier negotiation and contracting and what to ignore
- Set escalation thresholds for supplier negotiation and contracting that work out of hours.
- Write down the assumptions underpinning the approach to negotiation and contracting.
- Evaluate supplier negotiation and contracting on total cost of ownership across the full life.
- Set the review interval for negotiation and contracting and who attends.
Negotiation and contracting: sourcing strategy and market approach
2 sessions · 8 pointsSession 1Releasing working capital trapped in negotiation and contracting
- Draft the minimum viable sourcing procedure for supplier negotiation and contracting.
- Remove steps in negotiation and contracting that add effort without adding assurance.
- Map the handovers in supplier negotiation and contracting between functions and secure them.
- Negotiate payment terms on negotiation and contracting without pushing suppliers into distress.
Session 2Where negotiation and contracting typically breaks, and why
- Review whether inventory policy on supplier negotiation and contracting still matches actual demand.
- Arrange the handover of negotiation and contracting so capability survives staff changes.
- Define measurable service levels in the contract covering supplier negotiation and contracting.
- Assess supplier financial health for critical elements of negotiation and contracting.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.