Inventory tied up in long-term supply contract models is capital the organisation cannot use elsewhere. Most procurement disputes about contract models originate in a specification written too quickly. The programme uses small-group work so that each participant's treatment of the wider procurement and supply operations agenda is examined, not just described. Comparative studies of long-term supply contract models across sectors find the same handful of failure points recurring. They leave able to brief senior management on the practice within procurement and supply operations in terms that support a decision. Participants leave with a method for contract models, not a set of opinions about it. It suits anyone whose decisions touch long-term supply contract models, in large organisations and small ones alike. What blocks progress on contract models is usually unclear ownership rather than unclear intent. Participants finish with a short, specific brief on the wider procurement and supply operations agenda ready to put in front of a decision maker.
Expected Learning Outcomes
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Adapt recognised practice on long-term supply contract models to local constraints without hollowing it out.
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Reduce the working capital tied up in contract models without creating stock-outs.
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Handle the trade-offs in long-term supply contract models between speed, cost and assurance explicitly rather than implicitly.
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Establish traceability from supplier through storage to point of use for contract models.
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Verify that improvements to long-term supply contract models have held six months after they were introduced.
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Write a specification for contract models that suppliers can price without guessing.
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Prepare the audit trail for every award decision under long-term supply contract models.
Who Should Attend
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Quality staff inspecting incoming material in long-term supply contract models.
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Technical staff being prepared for supervisory responsibility over contract models.
