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This revised version of this apprenticeship has been agreed and is available for information.

This apprenticeship is in revision

Key information

  1. Status: In development
  2. Ticked Proposal approved
    Ticked Occupational standard approved
    Ticked End-point assessment plan approved
    Unticked Funding approved
  3. Reference: ST0313
  4. Level: 4
  5. Typical duration to gateway: 18 months
  6. Typical EPA period: 4 months
  7. Route: Sales, marketing and procurement
  8. Date updated: 11/04/2024
  9. Lars code: 222
  10. EQA provider: Ofqual
Print occupational standard

Details of the occupational standard

Occupation summary

This occupation is found in small, medium, large, and multinational organisations in private, public and third sectors such as the Local Authorities, Central Government, Education, Finance, Construction, Facilities, Automotive, Manufacturing, Engineering, Health, Retail, Food, Hospitality, IT. 

The procurement and supply chain practitioner are found in organisations where there is a requirement to source and procure goods and/or services in line with national or international procurement laws, or internal governance processes.

The broad purpose of the occupation is the process of procurement or buying of goods and services. Procurement and supply chain practitioners are vital for the smooth functioning of the procurement and supply department in any organisation. They are often responsible for ensuring contracts are correctly administered and maintained in accordance with legislation or the organisation’s own procedures. They will use their knowledge of procurement regulations and internal policies to support the wider procurement team in tasks such as market and supplier analysis, bid, quotation or tender construction and response evaluation, supplier database maintenance, purchase order review and conversion, spend analysis, and stakeholder liaison.

Procurement and supply chain practitioners will also often have purchasing requests and contracts for which they will personally develop requests, invitations to quote, or obtain prices, delivery, and other details from potential suppliers. They will contribute to procurement to enable supplier selection, onboarding, management, and closure and undertake a role in the management of supply delivery and quality assurance. Increasingly this occupation requires an awareness of the sustainability impacts of procurement and supply decisions on both upstream supply chain and use of materials, products, or applications over their lifetime. For example, for procurement and supply decisions they may need to understand how to assess the Scope 3 emissions associated with the purchases that are being made. Procurement and supply decisions about raw materials may consider measures related to sustainable resource consumption, whole-life and circular economy thinking.

In their daily work, an employee in this occupation interacts with their own procurement team as well as colleagues from other internal departments such as operational functions, finance, legal, IT, sales, and marketing. This role also includes interaction with external stakeholders such as suppliers. This role may involve off site and supplier visits, where they will represent their organisation, and hybrid working. 

Procurement and supply chain practitioners engage with internal and external stakeholders on behalf of their organisations. They may also engage with organisational sustainability teams, audit departments, the company secretary, or financial teams responsible for statutory and general reporting, including issues around managing and mitigating an organisations carbon footprint. 

An employee in this occupation will be responsible for the work of procurement and supply chain professionals which include the process of procurement, or buying goods and services; however, these roles can be much broader than just procurement. These roles cover a range of related commercial activity such as influencing policy, financial analysis, engaging in contract law, and developing strategy to deliver services. The variety of goods and services that procurement professionals are responsible for is vast. Goods could range from buying a plane to negotiating new stationery supply. Securing services could include finding new and innovative IT systems, outsourcing translation services or closing a deal on a construction project for a new building.

Procurement and supply chain practitioners will work on their own and in a range of team settings. They work within agreed budgets and available resources, and report to senior managers. They may occasionally be responsible for decision making, but more often will guide or influence the decisions of others including collecting and interpreting data to find trends, updating databases, analysing spending and supplier performance, and identifying ways to save money and improve efficiency. 

 

Typical job titles include:

Assistant buyer Green leaf Category buyer Green leaf Commercial analyst Green leaf Contract associate Green leaf Performance monitoring officer Green leaf

Entry requirements

Whilst any entry requirements will be a matter for individual employers, typically an apprentice might be expected to have already achieved GCSE Maths and English on entry.

Occupation duties

Duty KSBs

Duty 1 Contribute to the formulation of the procurement category strategy with recommendations generated for their assigned portfolio of work.

K1 K3 K4 K15 K21 K22

S21 S22

B1 B4

Duty 2 Contribute to, and where appropriate manage, all stages of the procurement process, within their portfolio of work, collaborating with stakeholders.

K1 K8 K12 K22 K23 K26

S2 S7 S8 S11 S17 S21

B2 B5

Duty 3 Manage, advise and coach stakeholders on procurement processes, techniques and policies, procedures to ensure compliance with legal requirements, and to drive the best possible outcomes for the organisation.

K1 K2 K15 K22

S1 S17 S19

B3 B6

Duty 4 Maintain a business or operational risk and opportunity register, for their own portfolio, in collaboration with stakeholders.

K2 K16 K22 K25 K26

S5 S8 S16

B4 B6

Duty 5 Undertake supply market and supplier analysis to identify procurement opportunities and risks to inform the sourcing strategies within the assigned portfolio.

K3 K4 K22 K25 K26

S3 S4 S20 S22

B2 B6

Duty 6 Identify and mitigate compliance risks to procurement processes, within their portfolio of work.

K2 K10 K22

S9

B5

Duty 7 Deliver targeted management information to their stakeholder groups.

K3 K6 K20 K22 K25 K26

S1 S15 S21 S22

B1 B3

Duty 8 Manage suppliers and stakeholders to ensure successful contractual delivery of purchased goods and services and take appropriate actions to address any shortfalls or excess in the assigned portfolio.

K7 K9 K10 K22 K24

S12 S13 S19

B4 B6

Duty 9 Within their portfolio of work, undertake a total cost ownership analysis to ensure overall value is delivered over the contract term.

K5 K11 K19 K22

S8

B1 B4

Duty 10 Contribute to the negotiation of the terms and conditions of the 3rd party supply.

K9 K14 K22

S6 S10

B3 B5

Duty 11 Undertake analysis of spend and review contracts and supplier performance, within their assigned portfolio of work, to ensure objectives are being achieved and maintained now and in the future.

K5 K10 K13 K16 K17 K22 K24

S12 S13 S14

B6

Duty 12 Ensure accurate and up to date contractual information is maintained within the organisation's guidelines.

K13 K22

S14 S15 S18

B3

Duty 13 Monitor supplier performance and escalate if required.

K17 K18 K22

S16 S19

B5 B6

KSBs

Knowledge

K1: Procurement life cycles and how they fit into the organisation’s structure and budgets. Back to Duty

K2: Relevant regulations and legislation such as procurement, data protection, environmental, social and governance, and how they impact on the procurement process. Back to Duty

K3: How to collect and utilise market, supplier, and product intelligence to inform business strategies and optimise the procurement process. Back to Duty

K4: Market and product intelligence and supplier innovation support the development of business cases. Back to Duty

K5: How commercial models are applied to generate the best value for the organisation, and how they influence customer and supplier behaviour. Back to Duty

K6: The principles of achieving efficiencies and continuous improvement. Back to Duty

K7: The importance of collaboration between the Procurement, Finance, and other business functions. Back to Duty

K8: Incorporate business objectives and needs into procurement specifications by utilising tools and techniques to create solutions. Back to Duty

K9: The principles and purpose of commercial contracting. Back to Duty

K10: How contract terms, conditions and obligations affect delivery, supplier performance and outcomes for the organisation. Back to Duty

K11: Ethical and sustainability risks and opportunities related to sourcing decisions. Back to Duty

K12: The use of procurement to drive “social value” and sustainability, such as emissions reduction, use of diverse suppliers (SMEs, BAME owned firms), addressing human rights in the supply chain, and combatting environmental harm. Back to Duty

K13: The documentation and terminology that form part of the commercial contract process such as the contract and its appendices. Back to Duty

K14: The procurement negotiation techniques required to reach a mutually beneficial agreement. Back to Duty

K15: The organisation’s commercial strategy and policies, procedures, and governance processes. Back to Duty

K16: Principles and purpose of the organisations contract governance, risk management, and internal controls. Back to Duty

K17: Supplier performance monitoring, management, and reporting techniques which impact on, service, quality, and sustainability objectives. Back to Duty

K18: Category specific knowledge of contracts, market, and legislative requirements to ensure goods or services are procured in a compliant and sustainable way. Back to Duty

K19: How to conduct planning and forecasting which support the business decisions and the delivery of procurement. Back to Duty

K20: Analyse spend data and generate recommendations to feed into business and commercial strategies. Back to Duty

K21: The components, benefits, and constraints of taking a category management approach throughout the procurement life cycle. Back to Duty

K22: The digital and software tools used in procurement and supply chain management, such as “source to contract” platforms, supply chain finance tools, complex sourcing, and auctions, spend analytics, AI, risk tools and guided buying. Back to Duty

K23: The organisation's contract award process. Back to Duty

K24: The principles of continuous improvement and how to identify and implement opportunities for improvement within the procurement and contract management process. Back to Duty

K25: The use of horizon scanning to identify the current and future needs of the sector and procurement landscape. Back to Duty

K26: Project management tools and techniques. Back to Duty

Skills

S1: Manage relationships with stakeholders. Back to Duty

S2: Interpret business requirements by assessing the demand for the product or service. Back to Duty

S3: Undertake market analysis to establish potential routes to market. Back to Duty

S4: Conduct benchmarking to evaluate costs against industry standards. Back to Duty

S5: Prepare or contribute to the drafting of a sourcing plan which meets business needs, including corporate social responsibility factors. Back to Duty

S6: Use the organisation's documentation designed for commercial procurement processes for the supply of goods and services. Back to Duty

S7: Notify potential suppliers of proposal requirements. Back to Duty

S8: Use selection and award criteria to source requirements from external suppliers evidencing how supplier bids are evaluated against them. Back to Duty

S9: Analyse the financial implications of decisions and identify cost-saving opportunities. Back to Duty

S10: Liaise and negotiate with suppliers and stakeholders to ensure the timely delivery of purchased goods and services. Back to Duty

S11: Support contract award and briefing of suppliers in line with the organisations processes and governance. Back to Duty

S12: Monitor and manage contract performance to meet time, costs, service, and quality objectives. Back to Duty

S13: Manage contract performance and advise suppliers on any areas for improvement. Back to Duty

S14: Maintain contract documentation such as change control, version control. Back to Duty

S15: Use IT and software to produce spreadsheets and presentation packages to communicate information. Back to Duty

S16: Identify, raise, and facilitate discussions with stakeholders to resolve any issues or risks. Back to Duty

S17: Analyses sustainability challenges and risks at each stage of the product or contract life cycle. Back to Duty

S18: Manage information in accordance with policy and processes. Back to Duty

S19: Continuously review work processes to identify and eliminate inefficiencies and simplify workflow. Back to Duty

S20: Use available systems and tools to identify relevant data. Back to Duty

S21: Interpret, analyse, and evaluate data through questioning to drive actionable intelligence and support decision making. Back to Duty

S22: Use horizon scanning to identify future changes in procurement and contracting. Back to Duty

Behaviours

B1: Role models ethical behaviour and practices. Back to Duty

B2: Seeks learning opportunities and continuous professional development. Back to Duty

B3: Takes responsibility, shows initiative, and is organised. Back to Duty

B4: Considers the “big” picture and the detail together. Back to Duty

B5: Works flexibly and adapts to circumstances. Back to Duty

B6: Works collaboratively with others across the organisation and external stakeholders. Back to Duty

Qualifications

English and Maths

Apprentices without level 2 English and maths will need to achieve this level prior to taking the End-Point Assessment. For those with an education, health and care plan or a legacy statement, the apprenticeship’s English and maths minimum requirement is Entry Level 3. A British Sign Language (BSL) qualification is an alternative to the English qualification for those whose primary language is BSL.

Other mandatory qualifications

CIPS L4 Diploma in Procurement and Supply

Level: 4

Professional recognition

This standard aligns with the following professional recognition:

  • Chartered Institute of Procurement and Supply for Diploma Membership
Print EPA plan

End-point assessment plan

Introduction and overview

This document explains the requirements for end-point assessment (EPA) for the procurement and supply chain practitioner apprenticeship. End-point assessment organisations (EPAOs) must follow this when designing and delivering the EPA.

Procurement and supply chain practitioner apprentices, their employers and training providers should read this document.

A full-time procurement and supply chain practitioner apprentice typically spends 18 months on-programme. The apprentice must spend at least 12 months on-programme and complete the required amount of off-the-job training in line with the apprenticeship funding rules.

Apprentices must complete a Chartered Institute of Procurement and Supply (CIPS) Level 4 Diploma in Procurement and Supply as part of their apprenticeship.

Before starting EPA, an apprentice must meet the gateway requirements. For this apprenticeship they are:

  • the employer must be content that the apprentice is working at or above the occupational standard apprentices must have achieved certain units of the qualification mandated in the procurement and supply chain practitioner occupational standard.
  • The qualification units required by the gateway are:

CIPS L4 – 7 units towards the CIPS L4 Diploma in Procurement and Supply:

o L4M1 Scope and influence of procurement and supply.

o L4M2 Defining business need.

o L4M3 Commercial contracting.

o L4M4 Ethical and responsible sourcing.

o L4M5 Commercial negotiation.

o L4M6 Supplier relationships.

o L4M7 Whole life asset management.

The EPA will assess occupational competence.

An approved EPAO must conduct the EPA for this apprenticeship. Employers must select an approved EPAO from the apprenticeship provider and assessment register (APAR).

This EPA has 3 assessment methods.

The grades available for each assessment method are below.

Assessment method 1 - presentation with questions:

  • fail
  • pass
  • distinction

Assessment method 2 - interview underpinned by portfolio of evidence:

  • fail
  • pass
  • distinction

Assessment method 3 - case study test:

  • fail
  • pass
  • merit
  • distinction

The result from each assessment method is combined to decide the overall apprenticeship grade. The following grades are available for the apprenticeship:

  • fail
  • pass
  • distinction

EPA summary table

On-programme - typically 18 months

The apprentice must:

  • complete training to develop the knowledge, skills and behaviours (KSBs) outlined in this apprenticeship’s standard
  • complete training towards English and mathematics qualifications in line with the apprenticeship funding rules

  • compile a portfolio of evidence

  • complete training towards the qualification listed in the procurement and supply chain practitioner apprenticeship standard ST0313

The qualification required is:

CIPS L4 Diploma in Procurement and Supply

End-point assessment gateway

The apprentice’s employer must be content that the apprentice has attained sufficient KSBs to complete the apprenticeship.

The apprentice’s employer must confirm that they think the apprentice:

  • is working at or above the occupational standard as a procurement and supply chain practitioner
  • has the evidence required to pass the gateway and is ready to take the EPA

The apprentice must:

  • confirm they are ready to take the EPA
  • have achieved English and mathematics qualifications in line with the apprenticeship funding rules

  • have completed and passed units L4M1 Scope and influence of procurement and supply, L4M2 Defining business need, L4M3 Commercial contracting, L4M4 Ethical and responsible sourcing, L4M5 Commercial negotiation, L4M6 Supplier relationships, and L4M7 Whole life asset management of the CIPS L4 Diploma in Procurement and Supply.

For the interview underpinned by portfolio of evidence, the apprentice must submit a portfolio of evidence.

Gateway evidence must be submitted to the EPAO along with any organisation specific policies and procedures requested by the EPAO.

End-point assessment - typically 4 months

The grades available for each assessment method are below

Presentation with questions:

  • fail

  • pass

  • distinction

Interview underpinned by portfolio of evidence:

  • fail

  • pass

  • distinction

Case study test:

  • fail

  • pass

  • merit

  • distinction

Overall EPA and apprenticeship can be graded:

    • fail
    • pass
    • distinction

Professional recognition

This apprenticeship aligns with:

  • Chartered Institute of Procurement and Supply for Diploma Membership

Re-sits and re-takes
  • re-take and re-sit grade cap: pass
  • re-sit timeframe: typically 2 months
  • re-take timeframe: typically 3 months

Duration of end-point assessment period

The EPA is taken in the EPA period. The EPA period starts when the EPAO confirms the gateway requirements have been met and is typically 4 months.

The EPAO should confirm the gateway requirements have been met and start the EPA as quickly as possible.

EPA gateway

Gateway should only start once the employer is confident that the apprentice is occupationally competent. That is, they are deemed to be working at or above the level set out in the occupational standard and ready to undertake an EPA. The employer may take advice from the apprentice's training provider, but the employer must make the decision. The apprentice will then enter the gateway.

The apprentice must meet the gateway requirements before starting their EPA.

The apprentice’s employer must confirm that they think the apprentice:

  • is working at or above the occupational standard as a procurement and supply chain practitioner
  • has the evidence required to pass the gateway and is ready to take the EPA

The apprentice must:

  • confirm they are ready to take the EPA
  • have achieved English and mathematics qualifications in line with the apprenticeship funding rules

  • completed and passed units L4M1 Scope and influence of procurement and supply, L4M2 Defining business need, L4M3 Commercial contracting, L4M4 Ethical and responsible sourcing, L4M5 Commercial negotiation, L4M6 Supplier relationships, and L4M7 Whole life asset management of the CIPS L4 Diploma in Procurement and Supply

Unit L4M8 Procurement and supply in practice, of the CIPS Level 4 Diploma in Procurement and Supply is mapped to the apprenticeship EPA case study test assessment method and corresponding KSBs.

An apprentice may not therefore take unit L4M8 from the CIPS Level 4 Diploma in Procurement and Supply before the gateway. In the unlikely event that an apprentice has achieved this unit prior to starting the apprenticeship, this would exclude them from undertaking the apprenticeship.

Any person who believes they have prior learning is advised to check their eligibility for the apprenticeship via guidance found here: https://www.gov.uk/government/publications/apprenticeships-recognition-of-priorlearning/apprenticeships-initial-assessment-to-recognise-prior-learning

  • submit a portfolio of evidence for the interview underpinned by portfolio of evidence

Portfolio of evidence requirements:

The apprentice must compile a portfolio of evidence during the on-programme period of the apprenticeship. It should only contain evidence related to the KSBs that will be assessed the interview. It will typically contain 16 discrete pieces of evidence. Evidence must be mapped against the KSBs. Evidence may be used to demonstrate more than one KSB; a qualitative as opposed to quantitative approach is suggested.

Evidence sources may include:

  • workplace documentation and records, for example:
  • workplace policies and procedures
  • witness statements
  • annotated photographs
  • video clips with a maximum total duration 10 minutes; the apprentice must be in view and identifiable

This is not a definitive list; other evidence sources can be included.

The portfolio of evidence should not include reflective accounts or any methods of self-assessment. Any employer contributions should focus on direct observation of performance, for example, witness statements, rather than opinions. The evidence provided should be valid and attributable to the apprentice; the portfolio of evidence should contain a statement from the employer and apprentice confirming this.

The EPAO should not assess the portfolio of evidence directly as it underpins the interview. The independent assessor should review the portfolio of evidence to prepare questions for the interview. They are not required to provide feedback after this review.

The apprentice must submit the gateway evidence to their EPAO, including any organisation specific policies and procedures requested by the EPAO.

Order of assessment methods

The assessment methods must be delivered in the following order:

• presentation with questions • interview underpinned by a portfolio of evidence • case study test

The rationale is to ensure that the mandated CIPS qualification is completed at the same time as the end-point assessment and an individual cannot complete the mandated qualification and withdraw from completing end-point assessment.

Presentation with questions

Overview

In the presentation with questions, the apprentice delivers a presentation to an independent assessor on a set subject. The independent assessor must ask questions after the presentation. It gives the apprentice the opportunity to demonstrate the KSBs mapped to this assessment method.

Rationale

This assessment method is being used because:

  • Setting the presentation title post-gateway ensures the reliability and validity of the EPA, and the period between the apprentice’s submission and the actual assessment, allows the independent assessor to prepare appropriate questions pertinent to the presentation.
  • The presentation will allow the apprentice to demonstrate their knowledge, skills and behaviours relating to the KSBs assigned to this assessment method, allowing the independent assessor to draw these out, and to assess performance against the distinction criteria. Questions and answers following the presentation must seek to assess KSBs not evidenced through the presentation and depth of understanding to assess performance against the distinction criteria.

Delivery

The presentation with questions must be structured to give the apprentice the opportunity to demonstrate the KSBs mapped to this assessment method to the highest available grade.

An independent assessor must conduct and assess the presentation with questions.

The presentation must cover:

  • present on a project or programme that you have led or contributed to. please define your personal role in the project, your approach to the wider project including any challenges you came across, and the impact your contribution had on the project.
  • present on a tendering project you have led or contributed to. define the stages you were involved in from planning and market engagement, through tendering to contract implementation.
  • present on a project that you have led or contributed to which had a distinct social value or sustainability element. please define your personal role in the project and your approach to implementing social value and sustainability. what was the resulting benefit?

as well as the above topics, the epao can add further topic areas, provided they cover the relevant ksbs and give adequate opportunity for the apprentice to meet grading descriptors.

The purpose of the presentation is to allow the apprentice to demonstrate their competence against the grading descriptors.

The apprentice must submit any presentation materials to the EPAO by the end of week 4 of the EPA period. The apprentice must notify the EPAO, at that point, of any technical requirements for the presentation.

During the presentation, the apprentice must have access to:

  • audio-visual presentation equipment
  • flip chart and writing and drawing materials
  • computer
  • any other requirements as previously notified to the EPAO.

The independent assessor must have at least 2 weeks to review any presentation materials, before the presentation is delivered by the apprentice, to allow them to prepare questions. The EPAO must give the apprentice at least 1 weeks' notice of the presentation assessment.

The independent assessor must ask questions after the presentation.

The purpose of the questions is to confirm the apprentice’s understanding of the presentation and how it demonstrates the relevant knowledge, skills, and behaviours.

The presentation and questions must last 45 minutes. This will typically include a presentation of 20 minutes and questioning lasting 25 minutes. The independent assessor must use the full time available for questioning. The independent assessor can increase the total time of the presentation and questioning by up to 10%. This time is to allow the apprentice to complete their last point or respond to a question if necessary.

The independent assessor must ask at least 5 questions. They must use the questions from the EPAO’s question bank or create their own questions in line with the EPAO’s training. Follow up questions are allowed where clarification is required.

The independent assessor must make the grading decision. The independent assessor must assess the presentation and answers to questions holistically when deciding the grade.

The independent assessor must keep accurate records of the assessment. They must record:

  • the KSBs demonstrated
  • the apprentice’s answers to questions
  • the KSBs demonstrated in answers to questions
  • the grade achieved

The apprentice may choose to end this assessment method early. The apprentice must be confident they have demonstrated competence against the assessment requirements for the assessment method. The independent assessor or EPAO must ensure the apprentice is fully aware of all assessment requirements. The independent assessor or EPAO cannot suggest or choose to end any assessment methods early (unless in an emergency). The EPAO is responsible for ensuring the apprentice understands the implications of ending an assessment early if they choose to do so. The independent assessor may suggest the assessment continues. The independent assessor must document the apprentice’s request to end any assessment early.

Assessment location

The presentation with questions must take place in a suitable venue selected by the EPAO for example, the EPAO’s or employer’s premises. The presentation with questions should take place in a quiet room, free from distractions and influence.

The presentation with questions can be conducted by video conferencing. The EPAO must have processes in place to verify the identity of the apprentice and ensure the apprentice is not being aided.

Question and resource development

The EPAO must develop a purpose-built assessment specification and question bank. It is recommended this is done in consultation with employers of this occupation. The EPAO must maintain the security and confidentiality of EPA materials when consulting with employers. The assessment specification and question bank must be reviewed at least once a year to ensure they remain fit-for-purpose.

The assessment specification must be relevant to the occupation and demonstrate how to assess the KSBs mapped to this assessment method. The EPAO must ensure that questions are refined and developed to a high standard. The questions must be unpredictable. A question bank of sufficient size will support this.

The EPAO must ensure that the apprentice has a different set of questions in the case of re-sits or re-takes.

The EPAO must produce the following materials to support the presentation with questions:

  • independent assessor EPA materials which include:
    • training materials
    • administration materials
    • moderation and standardisation materials
    • guidance materials
    • grading guidance
    • question bank
  • EPA guidance for the apprentice and the employer

The EPAO must ensure that the EPA materials are subject to quality assurance procedures including standardisation and moderation.

Interview underpinned by portfolio of evidence

Overview

In the interview, an independent assessor asks the apprentice questions. It gives the apprentice the opportunity to demonstrate the KSBs mapped to this assessment method.

The apprentice can refer to and illustrate their answers with evidence from their portfolio of evidence.

Rationale

This assessment method is being used because:

  • it allows the apprentice to be assessed against KSBs that may not naturally occur as part of a case study or presentation
  • it allows the apprentice to show case their depth of understanding relating to the KSBs
  • it allows the independent assessor to consider the context and sector that the apprentice operates within, giving flexibility to ensure that all the KSBs can be assessed appropriately
  • it is cost effective, and it allows consideration of the potential need to conduct the EPA remotely.

Delivery

The interview must be structured to give the apprentice the opportunity to demonstrate the KSBs mapped to this assessment method to the highest available grade.

An independent assessor must conduct and assess the interview.

The purpose is to assess the apprentice's competence against the following themes:

  • infrastructure and governance
  • financial management
  • procurement and supply chain outcomes
  • management of procurement and the supply chain
  • sustainability
  • development of team and individual

The EPAO must give an apprentice 2 weeks' notice of the interview.

The independent assessor must have at least 2 weeks to review the supporting documentation.

The apprentice must have access to their portfolio of evidence during the interview.

The apprentice can refer to and illustrate their answers with evidence from their portfolio of evidence however, the portfolio of evidence is not directly assessed.

The interview must last for 60 minutes. The independent assessor can increase the time of the interview by up to 10%. This time is to allow the apprentice to respond to a question if necessary.

The independent assessor must ask at least 6 questions. The independent assessor must use the questions from the EPAO’s question bank or create their own questions in line with the EPAO’s training. Follow-up questions are allowed where clarification is required.

The independent assessor must make the grading decision.

The independent assessor must keep accurate records of the assessment. They must record:

  • the apprentice’s answers to questions
  • the KSBs demonstrated in answers to questions
  • the grade achieved 

The apprentice may choose to end this assessment method early. The apprentice must be confident they have demonstrated competence against the assessment requirements for the assessment method. The independent assessor or EPAO must ensure the apprentice is fully aware of all assessment requirements. The independent assessor or EPAO cannot suggest or choose to end any assessment methods early (unless in an emergency). The EPAO is responsible for ensuring the apprentice understands the implications of ending an assessment early if they choose to do so. The independent assessor may suggest the assessment continues. The independent assessor must document the apprentice’s request to end any assessment early.

Assessment location

The interview must take place in a suitable venue selected by the EPAO for example, the EPAO’s or employer’s premises.

The interview can be conducted by video conferencing. The EPAO must have processes in place to verify the identity of the apprentice and ensure the apprentice is not being aided.

The interview should take place in a quiet room, free from distractions and influence.

Question and resource development

The EPAO must develop a purpose-built assessment specification and question bank. It is recommended this is done in consultation with employers of this occupation. The EPAO must maintain the security and confidentiality of EPA materials when consulting with employers. The assessment specification and question bank must be reviewed at least once a year to ensure they remain fit-for-purpose.

The assessment specification must be relevant to the occupation and demonstrate how to assess the KSBs mapped to this assessment method. The EPAO must ensure that questions are refined and developed to a high standard. The questions must be unpredictable. A question bank of sufficient size will support this.

The EPAO must ensure that the apprentice has a different set of questions in the case of re-sits or re-takes.

The EPAO must produce the following materials to support the interview underpinned by portfolio of evidence:

  • independent assessor assessment materials which include:
    • training materials
    • administration materials
    • moderation and standardisation materials
    • guidance materials
    • grading guidance
    • question bank
  • EPA guidance for the apprentice and the employer

The EPAO must ensure that the EPA materials are subject to quality assurance procedures including standardisation and moderation.

Case study test

Overview

In the case study test, the apprentice answers questions in a controlled and invigilated environment. It gives the apprentice the opportunity to demonstrate the knowledge mapped to this assessment method.

The case study test can be delivered at Study Centres, Exam Venues (internal invigilation) or via Remote Invigilation (external invigilation) at home or at a place of work. The subject of the case study test is different for each exam period, and currently there are four exam periods throughout a 12 month period (March, May, July and November). The case study test involves the apprentice being presented with four essay style questions with each covering one learning objective (Learning objectives 1.0, 2.0, 3.0 and 4.0). Details of these are as follows:

Learning objective 1.0 Demonstrate the application of the procurement cycle. 1.1 Apply the stages of the procurement cycle to the practical procurement and supply contexts. (The practical application of the CIPS procurement cycle)

Learning objective 2.0 Demonstrate the application of the key stages of the sourcing process. 2.1 Apply the pre-contract stages (stages 1-8) of the CIPS Procurement Cycle to the practical procurement and supply environment. 2.2 Apply the post-contract stages (stages 9-13) of the CIPS Procurement Cycle to the practical procurement and supply environment. 2.3 Calculation and assessment of performance indicators. (Stages of the sourcing process)

Learning objective 3.0 Demonstrate the application of whole life asset management. 3.1 Apply whole-life asset management principles in a range of sectors and industries

Learning objective 4.0 Demonstrate the application of ethical and responsible sourcing within an organisation. 4.1 Apply environmental, social and governance principles.

Long answer questions (LAQs) are open-ended questions used to assess depth of knowledge in an examination. LAQs require an extended factual interpretive (application of concepts or knowledge) and or evaluative answer.

Rationale

This assessment method is being used because:

  • it provides an opportunity to test the apprentice’s ability to diagnose procurement and supply situations and identify appropriate outcomes. This is part of the final exam for the Chartered Institute of Procurement and Supply (CIPS) Level 4 Diploma in Procurement and Supply
  • it complements the other two assessment methods. In the professional discussion, the apprentice must relate their answers to their real-work experience, and the presentation with questions involves fact-based knowledge and skills recall. This third method of assessment provides for assurance of competency by testing the apprentice’s reactions to detailed and hypothetical circumstances
  • it is delivered as an online case study test exam, recognising this is the senior level to the occupation, and employers’ own experiences that apprentice procurement and supply chain practitioners will be suited to answering questions about case scenarios.

Delivery


The case study test must be structured to give the apprentice the opportunity to demonstrate the knowledge mapped to this assessment method to the highest available grade.

The case study test must be computer or paper based.

The apprentice must be given at least 2 weeks’ notice of the date and time of the case study test.

The case study test must consist of 4 long answer questions. Long answer questions need a written response. Responses to LAQs may be multiple lines, an approximate word count (such as 100 words), multiple paragraphs. This should be an extended writing opportunity for higher marked questions.

Test administration

The apprentice must have 180 minutes to complete the case study test.

The case study test is closed book which means that the apprentice cannot refer to reference books or materials whilst taking the case study test.

The case study test must be taken in the presence of an invigilator who is the responsibility of the EPAO. The EPAO must have an invigilation policy setting out how the case study test must be conducted. It must state the ratio of apprentices to invigilators for the setting and allow the case study test to take place in a secure way.

The EPAO must verify the apprentice’s identity and ensure invigilation of the apprentice for example, with 360-degree cameras and screen sharing facilities.

The EPAO is responsible for the security of the case study test including the arrangements for on-line testing. The EPAO must ensure that their security arrangements maintain the validity and reliability of the case study test.

Marking

The case study test must be marked by an independent assessor or marker employed by CIPS. They must follow a marking scheme produced by CIPS. Marking by computer is allowed where question types support this.

CIPS have a marking scheme for this assessment method as follows:

  • Fail (the individual doesn’t meet the pass criteria) – 49 marks or less.
  • Pass - individual has achieved 50-59 marks.
  • Merit – individual has achieved 60-74 marks.
  • Distinction – individual has achieved 75 or more marks.

CIPS is responsible for overseeing the marking of the case study test.

Grading

Presentation with questions

Fail - does not meet pass criteria

Theme
KSBs
Pass
Apprentices must demonstrate all of the pass descriptors
Distinction
Apprentices must demonstrate all of the pass descriptors and all of the distinction descriptors
Procurement and supply chain outcomes
K18 K19 K26 S2 S12 S21

Explians how they procure goods or services to meet business requirements and demand in a compliant and sustainable way, drawing on their category specific knowledge and their analysis and evaluation of data and intelligence (K18, S2, S21).

Explains how they monitor and manage contract performance to ensure time, costs, service, and quality objectives are met, with reference to their use of project management tools to conduct planning and forecasting activities (K19, K26, S12). 

 

 

 

Evidences how they monitor and manage contracts to meet objectives and analyses and evaluates data to identify issues and support decision making (S12, S21).

Stakeholder engagement
S1 B1 B3

Explains how they take responsibility for managing stakeholder relationships in an ethical way to reach a positive outcome (S1, B1, B3).

 

Justifies how their ethical approach to developing and maintaining collaborative stakeholder relationships benefits their organisation (S1, B1, B3).

Financial management
K5 S4 S9

Justifies the financial and commercial models they apply to influence customer and supplier behaviour, explaining how they conduct benchmarking to evaluate costs and identify cost saving opportunities when analysing the financial implications of their decisions (K5, S4, S9).

N/A

Local, global, and sustainable sourcing strategies
K3 K4 K11 S5 B4

Describes the strategies they use to collect and utilises intelligence to support the development of business cases that optimise the procurement process (K3, K4).

Explains how ethical and sustainable risks and opportunities are related to sourcing decisions and how they prepare or contribute to the drafting of a sourcing plan which meets both business needs and considers the "big" picture together (K11, S5, B4).

 

N/A

Innovation tools and techniques
K24 S15 S20

Explains how they use systems and tools to identify relevant data and implement improvements to procurement and contract management processes (K24, S20).

Uses spreadsheets and presentation software to communicate information to internal and external stakeholders, explaining how they tailor their approach to meet the needs of different audiences (S15).

 

Evaluates a range of technologies explaining how they can benefit their organisation (K24, S20).

Negotiation and risk management
S16 S17

Facilitates discussions with stakeholders to resolve any issues or risks while analysing sustainability challenges and risks at each stage of the process (S16, S17).

Justifies the approach they have taken with stakeholders to resolve any issues or risks identified at each stage of the process (S16, S17).

Interview underpinned by portfolio of evidence

Fail - does not meet pass criteria

Theme
KSBs
Pass
Apprentices must demonstrate all of the pass descriptors
Distinction
Apprentices must demonstrate all of the pass descriptors and all of the distinction descriptors
Infrastructure and governance
K15 S11

Explains the actions they take to support contract award and supplier briefing in line with the organisation's commercial strategy, policies, and processes (K15, S11). 

 

Evaluates the extent to which the methods used to support contract award meet the organisation’s processes and policies (K15, S11).

Financial management
K1 K7 B5

Describes how they work flexibly and collaboratively with other functions in the organisation to ensure procurement processes fit into the organisation's structure and budgets (K1, K7, B5).

Critically evaluates how collaboration between functions improves outcomes during the procurement lifecycle (K1, K7).

Procurement and supply chain outcomes
K8 S6 S8 S10

Uses tools and techniques to ensure that procurement specifications incorporate selection and award criteria to evaluate how well suppliers meet business objectives and needs (K8, S8).

Secures the timely delivery of purchased goods and services through communication and negotiation with suppliers, ensuring all relevant contractual documentation is completed in line with their organisation’s policies, procedures, and processes (S6, S10). 

 

Evaluates their approaches to developing selection and award criteria and explains how they have instigated improvements to better meet business needs (K8, S8).

Management of procurement and the supply chain
K6 K9 K13 K14 K21 K22 K23 S3 S7 S13 S14 S18 S19

Influences the contract award process using negotiation techniques to reach agreement and notify suppliers of proposal requirements (K14, K23, S7).

Monitors, reviews, and manages work processes and contract performance to identify inefficiencies and advise on areas for improvement and ways of achieving efficiencies, ensuring contract documentation is maintained and updated (K6, K21, S13, S14, S19).

Describes the principles and purpose of commercial contracting, and documentation and terminology that form part of the commercial contract process such as the contract and its appendices and how they work collaboratively and flexibly to meet these (K9, K13,).

Explains how they use digital and software tools to undertake market analysis to establish potential routes to market and manage information in accordance with company policy and process (K22, S3, S18).

 

Critically analyses their use of the procurement and supply chain cycle s and the longer-term impact of these on aligning with the overall commercial contract process (K21, K23).

Sustainability
K12 K25 S22 B6

Describes how they work collaboratively with others to drive "social value" and sustainability when managing contracts and diverse suppliers (K12, B6).

Identifies current and future needs of the sector and procurement landscape and makes suggestions for future change, underpinned by horizon scanning (K25, S22).

 

Critically evaluates their use of horizon scanning in identifying change which has transformed the procurement services of their organisation (K25, S22).

Development of the team and individual
B2

Identifies learning and development needs, and improvement opportunities, for themselves, to enable both personal and professional development (B2).

N/A

Case study test

Fail - does not meet pass criteria

Theme
KSBs
Pass
Apprentices must demonstrate the following
Merit
Apprentices must demonstrate the following
Distinction
Apprentices must demonstrate the following
Case study test
K2 K10 K16 K17 K20

Apprentice has achieved 50 - 59 marks.

Apprentice has achieved 60 – 74 marks. 

Apprentices has achieved 75 or more marks.

Overall EPA grading

Performance in the EPA determines the overall grade of:

  • fail

  • pass

  • distinction

An independent assessor must individually grade the presentation with questions, interview underpinned by portfolio of evidence and case study test in line with this EPA plan.

The EPAO must combine the individual assessment method grades to determine the overall EPA grade.

If the apprentice fails one assessment method or more, they will be awarded an overall fail.

To achieve an overall pass, the apprentice must achieve at least a pass in all the assessment methods, or a merit in the case study test. To achieve an overall EPA distinction, the apprentice must achieve a distinction in both assessment methods.

Grades from individual assessment methods must be combined in the following way to determine the grade of the EPA overall.

Presentation with questions Interview underpinned by portfolio of evidence Case study test Overall Grading
Any grade Fail Fail Fail
Fail Any grade Fail Fail
Pass Pass Merit Pass
Pass Pass Pass Pass
Distinction Pass Pass Pass
Pass Distinction Pass Pass
Pass Pass Distinction Pass
Pass Pass Merit Pass
Distinction Distinction Merit Pass
Distinction Distinction Distinction Distinction

Re-sits and re-takes

If the apprentice fails one assessment method or more, (including the CIPS case study test) they can take a re-sit or a re-take at their employer’s discretion. The apprentice’s employer needs to agree that a re-sit or re-take is appropriate. A re-sit does not need further learning, whereas a re-take does. The apprentice should have a supportive action plan to prepare for a re-sit or a re-take.

The employer and the EPAO should agree the timescale for a re-sit or re-take. A re-sit is typically taken within 2 months of the EPA outcome notification. The timescale for a re-take is dependent on how much re-training is required and is typically taken within 3 months of the EPA outcome notification.

If the apprentice fails the presentation with questions assessment method, they will be given a new subject to deliver a presentation on. Failed assessment methods must be re-sat or re-taken within a 6-month period from the EPA outcome notification, otherwise the entire EPA will need to be re-sat or re-taken in full.

Re-sits and re-takes are not offered to an apprentice wishing to move from pass to a higher grade.

The apprentice will get a maximum EPA grade of pass for a re-sit or re-take, unless the EPAO determines there are exceptional circumstances.

Roles and responsibilities

Roles Responsibilities

Apprentice

As a minimum, the apprentice should:

  • complete on-programme training to meet the KSBs as outlined in the apprenticeship standard for a minimum of 12 months
  • complete the required amount of off-the-job training specified by the apprenticeship funding rules and as arranged by the employer and training provider
  • understand the purpose and importance of EPA
  • prepare for and undertake the EPA including meeting all gateway requirements

Employer

As a minimum, the apprentice's employer must:

  • select the training provider 
  • work with the training provider to select the EPAO 
  • work with the training provider, where applicable, to support the apprentice in the workplace and to provide the opportunities for the apprentice to develop the KSBs
  • arrange and support off-the-job training to be undertaken by the apprentice 
  • decide when the apprentice is working at or above the apprenticeship standard and is ready for EPA
  • ensure the apprentice is prepared for the EPA
  • ensure that all supporting evidence required at the gateway is submitted in line with this EPA plan
  • confirm arrangements with the EPAO for the EPA in a timely manner, including who, when, where
  • provide the EPAO with access to any employer-specific documentation as required for example, company policies
  • ensure that the EPA is scheduled with the EPAO for a date and time which allows appropriate opportunity for the apprentice to meet the KSBs
  • ensure the apprentice is given sufficient time away from regular duties to prepare for, and complete the EPA
  • ensure that any required supervision during the EPA period, as stated within this EPA plan, is in place
  • ensure the apprentice has access to the resources used to fulfil their role and carry out the EPA for workplace based assessments
  • remain independent from the delivery of the EPA
  • pass the certificate to the apprentice upon receipt

EPAO

As a minimum, the EPAO must:

  • conform to the requirements of this EPA plan and deliver its requirements in a timely manner
  • conform to the requirements of the apprenticeship provider and assessment register
  • conform to the requirements of the external quality assurance provider (EQAP)
  • understand the apprenticeship including the occupational standard and EPA plan 
  • make all necessary contractual arrangements including agreeing the price of the EPA
  • develop and produce assessment materials including specifications and marking materials, for example mark schemes, practice materials, training material
  • maintain and apply a policy for the declaration and management of conflict of interests and independence. This must ensure, as a minimum, there is no personal benefit or detriment for those delivering the EPA or from the result of an assessment. It must cover:
    • apprentices
    • employers
    • independent assessors
    • any other roles involved in delivery or grading of the EPA
  • have quality assurance systems and procedures that ensure fair, reliable and consistent assessment and maintain records of internal quality assurance (IQA) activity for external quality assurance (EQA) purposes
  • appoint independent, competent, and suitably qualified assessors in line with the requirements of this EPA plan
  • appoint administrators, invigilators and any other roles where required to facilitate the EPA
  • deliver induction, initial and on-going training for all their independent assessors and any other roles involved in the delivery or grading of the EPA as specified within this EPA plan. This should include how to record the rationale and evidence for grading decisions where required 
  • conduct standardisation with all their independent assessors before allowing them to deliver an EPA, when the EPA is updated, and at least once a year 
  • conduct moderation across all of their independent assessors decisions once EPAs have started according to a sampling plan, with associated risk rating of independent assessors 
  • monitor the performance of all their independent assessors and provide additional training where necessary 
  • develop and provide assessment recording documentation to ensure a clear and auditable process is in place for providing assessment decisions and feedback to all relevant stakeholders 
  • use language in the development and delivery of the EPA that is appropriate to the level of the apprenticeship
  • arrange for the EPA to take place in a timely manner, in consultation with the employer
  • provide information, advice, and guidance documentation to enable apprentices, employers and training providers to prepare for the EPA
  • confirm the gateway requirements have been met before they start the EPA for an apprentice
  • arrange a suitable venue for the EPA
  • maintain the security of the EPA including, but not limited to, verifying the identity of the apprentice, invigilation and security of materials
  • where the EPA plan permits assessment away from the workplace, ensure that the apprentice has access to the required resources and liaise with the employer to agree this if necessary
  • confirm the overall grade awarded
  • maintain and apply a policy for conducting appeals

Independent assessor

As a minimum, an independent assessor must: 

  • be independent, with no conflict of interest with the apprentice, their employer or training provider, specifically, they must not receive a personal benefit or detriment from the result of the assessment
  • have, maintain and be able to evidence up-to-date knowledge and expertise of the occupation
  • have the competence to assess the EPA and meet the requirements of the IQA section of this EPA plan
  • understand the apprenticeship’s occupational standard and EPA plan
  • attend induction and standardisation events before they conduct an EPA for the first time, when the EPA is updated, and at least once a year
  • use language in the delivery of the EPA that is appropriate to the level of the apprenticeship
  • work with other personnel, where used, in the preparation and delivery of assessment methods
  • conduct the EPA to assess the apprentice against the KSBs and in line with the EPA plan
  • make final grading decisions in line with this EPA plan
  • record and report assessment outcome decisions
  • comply with the IQA requirements of the EPAO
  • comply with external quality assurance (EQA) requirements

Training provider

As a minimum, the training provider must: 

  • conform to the requirements of the apprenticeship provider and assessment register
  • ensure procedures are in place to mitigate against any conflict of interest
  • work with the employer and support the apprentice during the off-the-job training to provide the opportunities to develop the KSBs as outlined in the occupational standard
  • deliver training to the apprentice as outlined in their apprenticeship agreement
  • monitor the apprentice’s progress during any training provider led on-programme learning
  • ensure the apprentice is prepared for the EPA
  • work with the employer to select the EPAO 
  • advise the employer, upon request, on the apprentice’s readiness for EPA
  • ensure that all supporting evidence required at the gateway is submitted in line with this EPA plan
  • remain independent from the delivery of the EPA

Marker

As a minimum, the marker must:

  • attend induction training as directed by the EPAO 
  • have no direct connection or conflict of interest with the apprentice, their employer or training provider
  • mark test answers in line with the EPAO’s mark scheme and procedures 

Invigilator

As a minimum, the invigilator must: 

  • attend induction training as directed by the EPAO 
  • not invigilate an assessment, solely, if they have delivered the assessed content to the apprentice 
  • invigilate and supervise the apprentice during tests and in breaks during assessment methods to prevent malpractice in line with the EPAO’s invigilation procedures 

Reasonable adjustments

The EPAO must have reasonable adjustments arrangements for the EPA.

This should include:

  • how an apprentice qualifies for reasonable adjustment
  • what reasonable adjustments may be made

Adjustments must maintain the validity, reliability and integrity of the EPA as outlined in this EPA plan.

Internal quality assurance

Internal quality assurance refers to the strategies, policies and procedures that an EPAO must have in place to ensure valid, consistent and reliable EPA decisions.

EPAOs for this EPA must adhere to the requirements within the roles and responsibilities table.

They must also appoint independent assessors who:

  • have recent relevant experience of the occupation or sector to at least occupational level 6 gained in the last 3 years or significant experience of the occupation or sector

Value for money

Affordability of the EPA will be aided by using at least some of the following:

  • completing applicable assessment methods online, for example computer-based assessment
  • utilising digital remote platforms to conduct applicable assessment methods
  • assessing multiple apprentices simultaneously where the assessment method permits this
  • using the employer’s premises
  • conducting assessment methods on the same day

Professional recognition

This apprenticeship aligns with:

  • Chartered Institute of Procurement and Supply for Diploma Membership

KSB mapping table

Knowledge Assessment methods
K1

Procurement life cycles and how they fit into the organisation’s structure and budgets.

Back to Grading
Interview underpinned by portfolio of evidence
K2

Relevant regulations and legislation such as procurement, data protection, environmental, social and governance, and how they impact on the procurement process.

Back to Grading
Case study test
K3

How to collect and utilise market, supplier, and product intelligence to inform business strategies and optimise the procurement process.

Back to Grading
Presentation with questions
K4

Market and product intelligence and supplier innovation support the development of business cases.

Back to Grading
Presentation with questions
K5

How commercial models are applied to generate the best value for the organisation, and how they influence customer and supplier behaviour.

Back to Grading
Presentation with questions
K6

The principles of achieving efficiencies and continuous improvement.

Back to Grading
Interview underpinned by portfolio of evidence
K7

The importance of collaboration between the Procurement, Finance, and other business functions.

Back to Grading
Interview underpinned by portfolio of evidence
K8

Incorporate business objectives and needs into procurement specifications by utilising tools and techniques to create solutions.

Back to Grading
Interview underpinned by portfolio of evidence
K9

The principles and purpose of commercial contracting.

Back to Grading
Interview underpinned by portfolio of evidence
K10

How contract terms, conditions and obligations affect delivery, supplier performance and outcomes for the organisation.

Back to Grading
Case study test
K11

Ethical and sustainability risks and opportunities related to sourcing decisions.

Back to Grading
Presentation with questions
K12

The use of procurement to drive “social value” and sustainability, such as emissions reduction, use of diverse suppliers (SMEs, BAME owned firms), addressing human rights in the supply chain, and combatting environmental harm.

Back to Grading
Interview underpinned by portfolio of evidence
K13

The documentation and terminology that form part of the commercial contract process such as the contract and its appendices.

Back to Grading
Interview underpinned by portfolio of evidence
K14

The procurement negotiation techniques required to reach a mutually beneficial agreement.

Back to Grading
Interview underpinned by portfolio of evidence
K15

The organisation’s commercial strategy and policies, procedures, and governance processes.

Back to Grading
Interview underpinned by portfolio of evidence
K16

Principles and purpose of the organisations contract governance, risk management, and internal controls.

Back to Grading
Case study test
K17

Supplier performance monitoring, management, and reporting techniques which impact on, service, quality, and sustainability objectives.

Back to Grading
Case study test
K18

Category specific knowledge of contracts, market, and legislative requirements to ensure goods or services are procured in a compliant and sustainable way.

Back to Grading
Presentation with questions
K19

How to conduct planning and forecasting which support the business decisions and the delivery of procurement.

Back to Grading
Presentation with questions
K20

Analyse spend data and generate recommendations to feed into business and commercial strategies.

Back to Grading
Case study test
K21

The components, benefits, and constraints of taking a category management approach throughout the procurement life cycle.

Back to Grading
Interview underpinned by portfolio of evidence
K22

The digital and software tools used in procurement and supply chain management, such as “source to contract” platforms, supply chain finance tools, complex sourcing, and auctions, spend analytics, AI, risk tools and guided buying.

Back to Grading
Interview underpinned by portfolio of evidence
K23

The organisation's contract award process.

Back to Grading
Interview underpinned by portfolio of evidence
K24

The principles of continuous improvement and how to identify and implement opportunities for improvement within the procurement and contract management process.

Back to Grading
Presentation with questions
K25

The use of horizon scanning to identify the current and future needs of the sector and procurement landscape.

Back to Grading
Interview underpinned by portfolio of evidence
K26

Project management tools and techniques.

Back to Grading
Presentation with questions
Skill Assessment methods
S1

Manage relationships with stakeholders.

Back to Grading
Presentation with questions
S2

Interpret business requirements by assessing the demand for the product or service.

Back to Grading
Presentation with questions
S3

Undertake market analysis to establish potential routes to market.

Back to Grading
Interview underpinned by portfolio of evidence
S4

Conduct benchmarking to evaluate costs against industry standards.

Back to Grading
Presentation with questions
S5

Prepare or contribute to the drafting of a sourcing plan which meets business needs, including corporate social responsibility factors.

Back to Grading
Presentation with questions
S6

Use the organisation's documentation designed for commercial procurement processes for the supply of goods and services.

Back to Grading
Interview underpinned by portfolio of evidence
S7

Notify potential suppliers of proposal requirements.

Back to Grading
Interview underpinned by portfolio of evidence
S8

Use selection and award criteria to source requirements from external suppliers evidencing how supplier bids are evaluated against them.

Back to Grading
Interview underpinned by portfolio of evidence
S9

Analyse the financial implications of decisions and identify cost-saving opportunities.

Back to Grading
Presentation with questions
S10

Liaise and negotiate with suppliers and stakeholders to ensure the timely delivery of purchased goods and services.

Back to Grading
Interview underpinned by portfolio of evidence
S11

Support contract award and briefing of suppliers in line with the organisations processes and governance.

Back to Grading
Interview underpinned by portfolio of evidence
S12

Monitor and manage contract performance to meet time, costs, service, and quality objectives.

Back to Grading
Presentation with questions
S13

Manage contract performance and advise suppliers on any areas for improvement.

Back to Grading
Interview underpinned by portfolio of evidence
S14

Maintain contract documentation such as change control, version control.

Back to Grading
Interview underpinned by portfolio of evidence
S15

Use IT and software to produce spreadsheets and presentation packages to communicate information.

Back to Grading
Presentation with questions
S16

Identify, raise, and facilitate discussions with stakeholders to resolve any issues or risks.

Back to Grading
Presentation with questions
S17

Analyses sustainability challenges and risks at each stage of the product or contract life cycle.

Back to Grading
Presentation with questions
S18

Manage information in accordance with policy and processes.

Back to Grading
Interview underpinned by portfolio of evidence
S19

Continuously review work processes to identify and eliminate inefficiencies and simplify workflow.

Back to Grading
Interview underpinned by portfolio of evidence
S20

Use available systems and tools to identify relevant data.

Back to Grading
Presentation with questions
S21

Interpret, analyse, and evaluate data through questioning to drive actionable intelligence and support decision making.

Back to Grading
Presentation with questions
S22

Use horizon scanning to identify future changes in procurement and contracting.

Back to Grading
Interview underpinned by portfolio of evidence
Behaviour Assessment methods
B1

Role models ethical behaviour and practices.

Back to Grading
Presentation with questions
B2

Seeks learning opportunities and continuous professional development.

Back to Grading
Interview underpinned by portfolio of evidence
B3

Takes responsibility, shows initiative, and is organised.

Back to Grading
Presentation with questions
B4

Considers the “big” picture and the detail together.

Back to Grading
Presentation with questions
B5

Works flexibly and adapts to circumstances.

Back to Grading
Interview underpinned by portfolio of evidence
B6

Works collaboratively with others across the organisation and external stakeholders.

Back to Grading
Interview underpinned by portfolio of evidence

Mapping of KSBs to grade themes

Presentation with questions

KSBS GROUPED BY THEME Knowledge Skills Behaviour
Procurement and supply chain outcomes
K18 K19 K26
S2 S12 S21

Category specific knowledge of contracts, market, and legislative requirements to ensure goods or services are procured in a compliant and sustainable way. (K18)

How to conduct planning and forecasting which support the business decisions and the delivery of procurement. (K19)

Project management tools and techniques. (K26)

Interpret business requirements by assessing the demand for the product or service. (S2)

Monitor and manage contract performance to meet time, costs, service, and quality objectives. (S12)

Interpret, analyse, and evaluate data through questioning to drive actionable intelligence and support decision making. (S21)

None

Stakeholder engagement

S1
B1 B3

None

Manage relationships with stakeholders. (S1)

Role models ethical behaviour and practices. (B1)

Takes responsibility, shows initiative, and is organised. (B3)

Financial management
K5
S4 S9

How commercial models are applied to generate the best value for the organisation, and how they influence customer and supplier behaviour. (K5)

Conduct benchmarking to evaluate costs against industry standards. (S4)

Analyse the financial implications of decisions and identify cost-saving opportunities. (S9)

None

Local, global, and sustainable sourcing strategies
K3 K4 K11
S5
B4

How to collect and utilise market, supplier, and product intelligence to inform business strategies and optimise the procurement process. (K3)

Market and product intelligence and supplier innovation support the development of business cases. (K4)

Ethical and sustainability risks and opportunities related to sourcing decisions. (K11)

Prepare or contribute to the drafting of a sourcing plan which meets business needs, including corporate social responsibility factors. (S5)

Considers the “big” picture and the detail together. (B4)

Innovation tools and techniques
K24
S15 S20

The principles of continuous improvement and how to identify and implement opportunities for improvement within the procurement and contract management process. (K24)

Use IT and software to produce spreadsheets and presentation packages to communicate information. (S15)

Use available systems and tools to identify relevant data. (S20)

None

Negotiation and risk management

S16 S17

None

Identify, raise, and facilitate discussions with stakeholders to resolve any issues or risks. (S16)

Analyses sustainability challenges and risks at each stage of the product or contract life cycle. (S17)

None

Interview underpinned by portfolio of evidence

KSBS GROUPED BY THEME Knowledge Skills Behaviour
Infrastructure and governance
K15
S11

The organisation’s commercial strategy and policies, procedures, and governance processes. (K15)

Support contract award and briefing of suppliers in line with the organisations processes and governance. (S11)

None

Financial management
K1 K7

B5

Procurement life cycles and how they fit into the organisation’s structure and budgets. (K1)

The importance of collaboration between the Procurement, Finance, and other business functions. (K7)

None

Works flexibly and adapts to circumstances. (B5)

Procurement and supply chain outcomes
K8
S6 S8 S10

Incorporate business objectives and needs into procurement specifications by utilising tools and techniques to create solutions. (K8)

Use the organisation's documentation designed for commercial procurement processes for the supply of goods and services. (S6)

Use selection and award criteria to source requirements from external suppliers evidencing how supplier bids are evaluated against them. (S8)

Liaise and negotiate with suppliers and stakeholders to ensure the timely delivery of purchased goods and services. (S10)

None

Management of procurement and the supply chain
K6 K9 K13 K14 K21 K22 K23
S3 S7 S13 S14 S18 S19

The principles of achieving efficiencies and continuous improvement. (K6)

The principles and purpose of commercial contracting. (K9)

The documentation and terminology that form part of the commercial contract process such as the contract and its appendices. (K13)

The procurement negotiation techniques required to reach a mutually beneficial agreement. (K14)

The components, benefits, and constraints of taking a category management approach throughout the procurement life cycle. (K21)

The digital and software tools used in procurement and supply chain management, such as “source to contract” platforms, supply chain finance tools, complex sourcing, and auctions, spend analytics, AI, risk tools and guided buying. (K22)

The organisation's contract award process. (K23)

Undertake market analysis to establish potential routes to market. (S3)

Notify potential suppliers of proposal requirements. (S7)

Manage contract performance and advise suppliers on any areas for improvement. (S13)

Maintain contract documentation such as change control, version control. (S14)

Manage information in accordance with policy and processes. (S18)

Continuously review work processes to identify and eliminate inefficiencies and simplify workflow. (S19)

None

Sustainability
K12 K25
S22
B6

The use of procurement to drive “social value” and sustainability, such as emissions reduction, use of diverse suppliers (SMEs, BAME owned firms), addressing human rights in the supply chain, and combatting environmental harm. (K12)

The use of horizon scanning to identify the current and future needs of the sector and procurement landscape. (K25)

Use horizon scanning to identify future changes in procurement and contracting. (S22)

Works collaboratively with others across the organisation and external stakeholders. (B6)

Development of the team and individual


B2

None

None

Seeks learning opportunities and continuous professional development. (B2)

Case study test

KSBS GROUPED BY THEME Knowledge Skills Behaviour
Case study test
K2 K10 K16 K17 K20

Relevant regulations and legislation such as procurement, data protection, environmental, social and governance, and how they impact on the procurement process. (K2)

How contract terms, conditions and obligations affect delivery, supplier performance and outcomes for the organisation. (K10)

Principles and purpose of the organisations contract governance, risk management, and internal controls. (K16)

Supplier performance monitoring, management, and reporting techniques which impact on, service, quality, and sustainability objectives. (K17)

Analyse spend data and generate recommendations to feed into business and commercial strategies. (K20)

None

None

Contact us about this apprenticeship

Employers involved in creating the standard: Amey, AstraZeneca, Atkins, Babcock, Balfour Beatty, BT, Cabinet Office, CGI, Crown Commercial Services, Department for Education, Department of Health & Social Care, Equans, Foodbuy, ISS, Jacobs, KFM, Leeds Teaching Hospitals NHS Trust, Lincolnshire County Council, MAG Airports, Meggitt, Microsoft, Mitie, Ministry of Defence, National Grid, NatWest, Quantum 360, Serco, Sodexo, Sopra Steria, Thales, Thwaites, Tilbury Douglas Limited.

Version log

Version Change detail Earliest start date Latest start date Latest end date
Revised version awaiting implementation In revision Not set Not set Not set
2.1 End-point assessment plan revised 13/04/2023 Not set Not set
2.0 Standard and End-point assessment plan revised. 09/09/2017 12/04/2023 Not set
1.0 Approved for delivery 03/02/2016 08/09/2017 Not set

Crown copyright © 2024. You may re-use this information (not including logos) free of charge in any format or medium, under the terms of the Open Government Licence. Visit www.nationalarchives.gov.uk/doc/open-government-licence

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