Plan the disposal or return route for obsolete and damaged stock in payment terms negotiation.
Building Negotiation Strategies on Payment Terms and Trade Credit
An applied course in payment terms negotiation built around the decisions practitioners actually face.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Inventory tied up in payment terms negotiation is capital the organisation cannot use elsewhere. Savings claimed on this part of procurement and supply operations at signature are frequently lost during execution. Across sectors, teams that rehearse the wider procurement and supply operations agenda outperform teams that only plan it. The programme works equally well for those formalising payment terms negotiation for the first time and those improving an existing approach. The course leaves participants able to diagnose weaknesses in the procurement and supply operations capability before they become incidents. Discussion is anchored to worked examples of the practice within procurement and supply operations rather than to abstract argument. Progress on payment terms negotiation is usually lost in the gap between approval and execution. This programme builds this part of procurement and supply operations from first principles, without padding and without omitting what matters. It closes by agreeing the smallest change to this strand of procurement and supply operations that would make a visible difference.
Expected Learning Outcomes
Reduce the working capital tied up in payment terms negotiation without creating stock-outs.
Apply a repeatable review cycle to payment terms negotiation and act on what it produces.
Establish traceability from supplier through storage to point of use for payment terms negotiation.
Set inventory policy for payment terms negotiation: reorder points, safety stock and review cycles.
Estimate what payment terms negotiation costs to run properly, and what is lost when it is not.
Align payment terms negotiation with the wider objectives of the supply function rather than optimising it in isolation.
Who Should Attend
Procurement and contracting staff whose agreements set obligations around payment terms negotiation.
Members of committees that take decisions affecting payment terms negotiation.
Finance staff reviewing spend and working capital in payment terms negotiation.
Supply chain planners forecasting demand for payment terms negotiation.
Supplier relationship managers developing partners in payment terms negotiation.
Public sector tendering officers applying payment terms negotiation under procurement regulation.
Course Modules
Payment terms negotiation: specification, requirement and demand
2 sessions · 8 pointsSession 1Making supplier performance on payment terms negotiation mean something
- Record the rationale for each significant choice made about payment terms negotiation.
- Agree the escalation route when supply of payment terms negotiation is disrupted.
- Set the review interval for payment terms negotiation and who attends.
- Confirm traceability from supplier to point of use for payment terms negotiation.
Session 2Laying out the warehouse around how payment terms negotiation actually moves
- Identify single-source dependencies in payment terms negotiation and cost the alternatives.
- Remove steps in payment terms negotiation that add effort without adding assurance.
- Reduce the variation in how payment terms negotiation is carried out between teams.
- Record what was learned when payment terms negotiation did not go as planned.
Payment terms negotiation: warehouse layout, flow and handling
2 sessions · 8 pointsSession 1Comparing payment terms negotiation with recognised practice
- Name a single owner for each element of payment terms negotiation.
- Segment spend on payment terms negotiation by value and supply risk before choosing an approach.
- Rehearse the briefing on payment terms negotiation that would follow an incident.
- Set the stock count cycle for payment terms negotiation and act on discrepancies.
Session 2Reading the current state of payment terms negotiation honestly
- Evaluate payment terms negotiation on total cost of ownership across the full life.
- Set the consequence for failing service levels on payment terms negotiation, and apply it.
- Establish the boundary of payment terms negotiation and record what sits outside it.
- Map the physical flow of payment terms negotiation through receiving, storage and dispatch.
Payment terms negotiation: measurement, savings validation and reporting
2 sessions · 8 pointsSession 1Setting reorder points and safety stock for payment terms negotiation
- Review whether inventory policy on payment terms negotiation still matches actual demand.
- Review the audit trail for the last three award decisions on payment terms negotiation.
- Test the procedure for payment terms negotiation against a realistic scenario.
- Agree the indicators that will show whether payment terms negotiation is improving.
Session 2Reviewing payment terms negotiation when nothing has gone wrong
- Assess supplier financial health for critical elements of payment terms negotiation.
- Calculate reorder point and safety stock for each item in payment terms negotiation.
- Define acceptance criteria for payment terms negotiation in advance.
- Define measurable service levels in the contract covering payment terms negotiation.
Payment terms negotiation: supplier performance and relationship management
2 sessions · 8 pointsSession 1Evaluating suppliers on payment terms negotiation beyond the lowest number
- Identify slow-moving and obsolete stock inside payment terms negotiation and decide its fate.
- Set escalation thresholds for payment terms negotiation that work out of hours.
- Agree what will be standardised in payment terms negotiation and what will not.
- Confirm that those complying with payment terms negotiation understand why it exists.
Session 2Releasing working capital trapped in payment terms negotiation
- Prepare the summary of payment terms negotiation that senior management will read.
- Negotiate payment terms on payment terms negotiation without pushing suppliers into distress.
- Distinguish symptoms from causes when payment terms negotiation underperforms.
- Apply ethical and environmental criteria to supplier selection in payment terms negotiation.
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
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