Most procurement disputes about supplier exit planning originate in a specification written too quickly. Warehouse performance on this part of procurement and supply operations is decided by layout and discipline long before technology. The outcome is a practitioner who can hold a position on this area of procurement and supply operations and revise it on evidence. The teaching approach is deliberately practical: participants build a sourcing procedure for supplier exit planning as they go. Benchmarking exercises repeatedly place this strand of procurement and supply operations among the areas with the widest performance spread. It concentrates on the parts of this part of procurement and supply operations that determine outcomes and treats the rest proportionately. Participants who influence supplier exit planning without directly controlling it will find the content directly usable. Plans for the practice within procurement and supply operations often fail at the handover point between functions. Participants leave with a plan for this part of procurement and supply operations sized to what their organisation can realistically absorb.
Expected Learning Outcomes
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Build a supplier performance regime covering supplier exit planning with real consequences.
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Integrate supplier exit planning with demand forecasting and production planning.
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Assess continuity risk in supplier exit planning and build a proportionate mitigation.
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Establish what evidence would demonstrate that supplier exit planning is under control.
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Adapt recognised practice on supplier exit planning to local constraints without hollowing it out.
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Reduce avoidable variation in how supplier exit planning is carried out across teams.
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Plan the disposal or return route for obsolete and damaged stock in supplier exit planning.
Who Should Attend
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Officers preparing reports on supplier exit planning for boards or oversight committees.
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Public sector tendering officers applying supplier exit planning under procurement regulation.
