Warehouse performance on value-for-money assessment is decided by layout and discipline long before technology. Most procurement disputes about the practice within procurement and supply operations originate in a specification written too quickly. The programme uses small-group work so that each participant's treatment of this part of procurement and supply operations is examined, not just described. Field experience suggests that the barrier to better value-for-money assessment is rarely technical. It is pitched for practitioners with responsibility for this area of procurement and supply operations, not for observers of it. Participants leave with a method for the practice within procurement and supply operations, not a set of opinions about it. The result is the confidence to make and defend decisions about value-for-money assessment under scrutiny. What blocks progress on the procurement and supply operations capability is usually unclear ownership rather than unclear intent. The programme ends where implementation begins, with this area of procurement and supply operations broken into steps someone can start on Monday.
Expected Learning Outcomes
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Prepare the audit trail for every award decision under value-for-money assessment.
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Communicate the purpose of value-for-money assessment to those who have to comply with it.
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Apply sustainability and ethical sourcing criteria to value-for-money assessment.
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Review contracts and agreements for the obligations they create around value-for-money assessment.
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Reduce the working capital tied up in value-for-money assessment without creating stock-outs.
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Establish escalation routes for value-for-money assessment that work outside normal hours.
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Integrate value-for-money assessment with demand forecasting and production planning.
Who Should Attend
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Inventory controllers managing stock within value-for-money assessment.
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Engineering and maintenance staff specifying requirements for value-for-money assessment.
