Set the procurement and supply chain strategy.
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.
This occupation is 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 to provide specialist procurement and supply knowledge to drive and set the procurement and supply chain strategy. Typically, this involves the strategic and tactical procurement of goods and services, ensuring compliance with national/international legislation and corporate governance. This occupation requires ethical leadership, driving an ethical approach through policy and sustainable supply chains. Increasingly this occupation requires a thorough understanding of the sustainability impacts of procurement and supply decisions on both upstream supply chain and the use of materials, products, or applications over their lifetime. For example, procurement and supply decisions concerning energy sources need to include the direct and indirect impacts of an occupation’s energy demand and the implementation of measures for reducing greenhouse gas emissions. Procurement and supply decisions about raw material and waste generation will consider the implementation of measures toward sustainable resource consumption, whole-life and circular economy thinking.
Senior procurement and supply chain professionals set and review procurement and supply chain strategies in line with competitive and external organisational environments, developing strategies, analysing, and managing the whole procurement life cycle. This includes the management of existing contracts; seeking opportunities to improve efficiencies; adding value by renegotiating costs; improvement of commercial benefits, driving social value, category management, price and cost analysis, management of procurement budgets, supplier performance management, setting key performance measures including contribution to Net Carbon Zero and sustainability criteria, procurement resource utilisation and conducting supplier due diligence to eliminate potential risks, supplier failure, supply disruption and changing markets. They will need to be mindful of the risks of greenwashing when tendering and engaging in contracts with suppliers where environmental, ethics, economy or sustainability claims for the business or organisation may be adversely impacted.
Senior procurement and supply chain professionals manage conflicting procurement and current political objectives such as net carbon zero, and risk management to influence successful outcomes. They work with multiple business stakeholders and committees to achieve operational, procurement and financial targets.
In their daily work, an employee in this occupation interacts with the senior leadership team, influencing and applying best practice in procurement and delivering strategic procurement plans in line with business goals and objectives.
Senior procurement and supply chain professionals engage with internal and external stakeholders on behalf of their organisations at both strategic and tactical levels including, a range of internal stakeholders such as members of their own team and other departments such as board members, category managers and other senior stakeholders, such as functional leads (e.g., Finance, Stores and Distribution, Logistics, Sales, Marketing, Production, Human Resources). They may also engage with organisational sustainability teams, audit departments and financial teams responsible for managing and mitigating an organisations carbon footprint to ensure accurate reporting and auditing.
They work in partnership with external stakeholders to negotiate at strategic planning levels to achieve common goals and set targets for future development within the procurement profession. These include pressure groups, government bodies, members of the public, service users, and non-government organisations (NGO's).
An employee in this occupation will be responsible for...
the Procurement functions. Senior procurement and supply chain professionals lead, mentor, coach, evaluate, anticipate, and share best practice within their teams and across the department.
A senior procurement and supply chain professional at this level will develop, manage, and deliver the procurement strategy delivering specific and complex procurement objectives to internal and external stakeholders across organisations/multiple sites and/or business units.
They will deliver specific and complex procurement objectives across multiple sites or business units to internal and external stakeholders, whilst managing and supporting multiple business stakeholders with operational and financial targets, whilst also utilising buying power with new and existing key market suppliers.
Working at this level this role will be responsible for reviewing and identifying potential risk and opportunities to change and improve whilst improving existing policies and procedures of the procurement function. This role will be required to analyse and reduce continuity supply risks that impact the organisation including those related to the challenges of climate change and meeting the challenges of net carbon zero by 2050 (or in line with Government policy).
Senior procurement and supply chain professionals engage with stakeholders to influence critical supplier relationships to maximise commercial leverage or added value. This involves responsibility for leading due diligence procurement activity for acquisition targets, working with stakeholders to maximise cost and optimise cost efficiency. Leading and growing collaborative supplier relationships to meet service levels is expected at this level. Lead reviews with key suppliers, and produce detailed reports on performance, spend, concerns or opportunities.
From an operational perspective this role will evaluate and measure key performance indicators to track procurement activity and develop continuous improvement plans. They will maintain and improve processes to develop procurement operations in line with organisation standards. They will be responsible for working with stock and logistics teams to manage inventory levels.
Senior procurement and supply chain professionals will manage procurement teams and within the Procurement function. They lead, mentor, coach, evaluate, anticipate resource requirements, and share best practice within their teams and across the department.
This is a summary of the key things that you – the apprentice and your employer need to know about your end-point assessment (EPA). You and your employer should read the EPA plan for the full details. It has information on assessment method requirements, roles and responsibilities, and re-sits and re-takes.
An EPA is an assessment at the end of your apprenticeship. It will assess you against the knowledge, skills, and behaviours (KSBs) in the occupational standard. Your training will cover the KSBs. The EPA is your opportunity to show an independent assessor how well you can carry out the occupation you have been trained for.
Your employer will choose an end-point assessment organisation (EPAO) to deliver the EPA. Your employer and training provider should tell you what to expect and how to prepare for your EPA.
The length of the training for this apprenticeship is typically 30 months. The EPA period is typically 4 months.
The overall grades available for this apprenticeship are:
The EPA gateway is when the EPAO checks and confirms that you have met any requirements required before you start the EPA. You will only enter the gateway when your employer says you are ready.
The gateway requirements for your EPA are:
For the senior procurement and supply chain professional, the qualification required is:
CIPS L6 Professional diploma in procurement and supply
Presentation with questions
You will produce and deliver a presentation to an independent assessor. You must submit your presentation slides and any supporting materials to the EPAO by the end of week You have 4 of the EPA period. The presentation and questions will last at least 60 minutes. The independent assessor will ask you at least 6 questions.
Professional discussion underpinned by a portfolio of evidence
You will have a professional discussion with an independent assessor. It will last 90 minutes. They will ask you at least 8 questions. The questions will be about certain aspects of your occupation. You need to compile a portfolio of evidence before the EPA gateway. You can use it to help answer the questions.
Long written test
You will complete a test requiring long written answers. It will be closed book, meaning you will not have access to any books or reference materials.
The test will have 2 long response written questions. You will have 120 minutes to complete it.
You should speak to your employer if you have a query that relates to your job.
You should speak to your training provider if you have any questions about your training or EPA before it starts.
You should receive detailed information and support from the EPAO before the EPA starts. You should speak to them if you have any questions about your EPA once it has started.Reasonable adjustments
If you have a disability, a physical or mental health condition or other special considerations, you may be able to have a reasonable adjustment that takes this into account. You should speak to your employer, training provider and EPAO and ask them what support you can get. The EPAO will decide if an adjustment is appropriate.
This apprenticeship aligns with Chartered Institute of Procurement and Supply for Membership
Please contact the professional body for more details.
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.
This occupation is 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 to provide specialist procurement and supply knowledge to drive and set the procurement and supply chain strategy. Typically, this involves the strategic and tactical procurement of goods and services, ensuring compliance with national/international legislation and corporate governance. This occupation requires ethical leadership, driving an ethical approach through policy and sustainable supply chains. Increasingly this occupation requires a thorough understanding of the sustainability impacts of procurement and supply decisions on both upstream supply chain and the use of materials, products, or applications over their lifetime. For example, procurement and supply decisions concerning energy sources need to include the direct and indirect impacts of an occupation’s energy demand and the implementation of measures for reducing greenhouse gas emissions. Procurement and supply decisions about raw material and waste generation will consider the implementation of measures toward sustainable resource consumption, whole-life and circular economy thinking.
Senior procurement and supply chain professionals set and review procurement and supply chain strategies in line with competitive and external organisational environments, developing strategies, analysing, and managing the whole procurement life cycle. This includes the management of existing contracts; seeking opportunities to improve efficiencies; adding value by renegotiating costs; improvement of commercial benefits, driving social value, category management, price and cost analysis, management of procurement budgets, supplier performance management, setting key performance measures including contribution to Net Carbon Zero and sustainability criteria, procurement resource utilisation and conducting supplier due diligence to eliminate potential risks, supplier failure, supply disruption and changing markets. They will need to be mindful of the risks of greenwashing when tendering and engaging in contracts with suppliers where environmental, ethics, economy or sustainability claims for the business or organisation may be adversely impacted.
Senior procurement and supply chain professionals manage conflicting procurement and current political objectives such as net carbon zero, and risk management to influence successful outcomes. They work with multiple business stakeholders and committees to achieve operational, procurement and financial targets.
In their daily work, an employee in this occupation interacts with the senior leadership team, influencing and applying best practice in procurement and delivering strategic procurement plans in line with business goals and objectives.
Senior procurement and supply chain professionals engage with internal and external stakeholders on behalf of their organisations at both strategic and tactical levels including, a range of internal stakeholders such as members of their own team and other departments such as board members, category managers and other senior stakeholders, such as functional leads (e.g., Finance, Stores and Distribution, Logistics, Sales, Marketing, Production, Human Resources). They may also engage with organisational sustainability teams, audit departments and financial teams responsible for managing and mitigating an organisations carbon footprint to ensure accurate reporting and auditing.
They work in partnership with external stakeholders to negotiate at strategic planning levels to achieve common goals and set targets for future development within the procurement profession. These include pressure groups, government bodies, members of the public, service users, and non-government organisations (NGO's).
An employee in this occupation will be responsible for...
the Procurement functions. Senior procurement and supply chain professionals lead, mentor, coach, evaluate, anticipate, and share best practice within their teams and across the department.
A senior procurement and supply chain professional at this level will develop, manage, and deliver the procurement strategy delivering specific and complex procurement objectives to internal and external stakeholders across organisations/multiple sites and/or business units.
They will deliver specific and complex procurement objectives across multiple sites or business units to internal and external stakeholders, whilst managing and supporting multiple business stakeholders with operational and financial targets, whilst also utilising buying power with new and existing key market suppliers.
Working at this level this role will be responsible for reviewing and identifying potential risk and opportunities to change and improve whilst improving existing policies and procedures of the procurement function. This role will be required to analyse and reduce continuity supply risks that impact the organisation including those related to the challenges of climate change and meeting the challenges of net carbon zero by 2050 (or in line with Government policy).
Senior procurement and supply chain professionals engage with stakeholders to influence critical supplier relationships to maximise commercial leverage or added value. This involves responsibility for leading due diligence procurement activity for acquisition targets, working with stakeholders to maximise cost and optimise cost efficiency. Leading and growing collaborative supplier relationships to meet service levels is expected at this level. Lead reviews with key suppliers, and produce detailed reports on performance, spend, concerns or opportunities.
From an operational perspective this role will evaluate and measure key performance indicators to track procurement activity and develop continuous improvement plans. They will maintain and improve processes to develop procurement operations in line with organisation standards. They will be responsible for working with stock and logistics teams to manage inventory levels.
Senior procurement and supply chain professionals will manage procurement teams and within the Procurement function. They lead, mentor, coach, evaluate, anticipate resource requirements, and share best practice within their teams and across the department.
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.
An individual will have also gained successful completion of the CIPS Level 5 Advanced Diploma in Procurement and Supply before they can start this apprenticeship
Duty | KSBs |
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Duty 1 Manage the procurement and supply chain function so that it complies with corporate governance, carbon auditing, policy, legal and regulatory requirements. |
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Duty 2 Lead on procurement and supply organisational objectives and use key performance indicators to measure activities which drive and improve performance and sustainability objectives. |
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Duty 3 Identify the impact of climate change and environmental factors on procurement and supply functions whilst developing sourcing strategies and creating category management plans to take advantage of opportunities whilst mitigating risk and challenges throughout supply chains. |
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Duty 4 Lead and create responsible and sustainable procurement and social value initiatives throughout the procurement cycle and supply chains. |
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Duty 5 Lead and drive procurement and supply chain change and innovation to deliver commercial solutions and approaches to achieve competitive advantage. |
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Duty 6 Apply relevant legislation and contract management initiatives with the objective of delivering optimal value and meeting business needs and drive success throughout contract life. |
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Duty 7 Manage procurement and supply function to ensure it is compliant with internal governance, such as any procurement framework requirements, external governance, regulatory and statutory requirements, and meeting net carbon zero targets. |
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Duty 8 Identify emerging technologies such as material requirement planning (MRP), enterprise resource planning (ERP) and procurement systems or databases to drive procurement and supply chain capabilities, improve performance and control expenditure. |
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Duty 9 Inspire and collaborate with internal and external key stakeholders and relevant industry or sector bodies that influence procurement and supply chains. |
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Duty 10 Lead the professional development of the procurement and supply team and identify continuous improvement opportunities for individuals. |
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Duty 11 Embed quality management systems and improvement methodologies to optimise procurement spend and deliver procurement and supply chain objectives including improved sustainability outcomes. |
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Duty 12 Lead on risk management for the Procurement and Supply function to include supplier financial stability, market risk and other internal organisational risks, external environmental risks, and the impacts of climate change. |
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Duty 13 Contribute to the organisation budget based on procurement and supply chain requirements. |
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Duty 14 Manage conflicting objectives of stakeholders during sourcing activities and advise on commercial priorities. |
K1: Competitive advantage and how that adds value for their organisation and supply chain.
Back to Duty
K2: Strategic risk management techniques that drive appropriate due diligence and whole-life risk management.
Back to Duty
K3: Responsible procurement expertise covering ethical/social, environmental, and economic factors.
Back to Duty
K4: Procurement cycle and its role in delivering the organisation’s strategy.
Back to Duty
K5: Concepts of leadership and management in procurement.
Back to Duty
K6: How a business case is developed, and the roles of stakeholders involved.
Back to Duty
K7: Relevant regulatory and legislative requirements such as data protection, modern slavery and its application for procurement and supply chain management, competition, and employment.
Back to Duty
K8: Approaches to managing strategic stakeholder relationships.
Back to Duty
K9: The benefits, risks and implications of globalised supply chains and country-specific risks and challenges.
Back to Duty
K10: Change management concepts, and methods of implementing change within the organisation.
Back to Duty
K11: How to use horizon scanning to identify the current and future needs of the sector and procurement landscape.
Back to Duty
K12: Financial management techniques and implications for procurement.
Back to Duty
K13: Systems and technology used to support and improve procurement planning such as demand management, optimisation of inventory and supplier performance management.
Back to Duty
K14: Importance of data integrity and cyber security to protect commercial information.
Back to Duty
K15: The use of, and the continuing development, of Category Management.
Back to Duty
K16: The use of collaborative and competitive strategies to identify routes to market.
Back to Duty
K17: Contract and on-going supplier relationship management including exit strategies.
Back to Duty
K18: Sustainability and resilience of supply chain networks.
Back to Duty
K19: Project management tools and techniques.
Back to Duty
K20: Pricing and payment mechanisms in contracting.
Back to Duty
K21: Commercial negotiation approaches and techniques.
Back to Duty
K22: Conflict management and dispute resolution.
Back to Duty
K23: Contract development including legal considerations.
Back to Duty
K24: The continuous development requirements and training needs of their team.
Back to Duty
K25: Quality management systems and improvement methodologies.
Back to Duty
K26: Software tools used to analyse, interpret, and evaluate intelligence to inform judgements and enable decision making.
Back to Duty
S1: Identify and apply a consistent approach to risk assessment.
Back to Duty
S2: Use impact analysis to influence the decision making process.
Back to Duty
S3: Develop category strategies and implement them.
Back to Duty
S4: Apply project management skills in order to lead projects for procurement.
Back to Duty
S5: Negotiate and challenge external stakeholders in order to create innovative commercial solutions.
Back to Duty
S6: Influence and persuade internal clients and stakeholders.
Back to Duty
S7: Create and implement intervention strategies to correct a contractual failure.
Back to Duty
S8: Identify opportunities, and lead change to continually improve the procurement function.
Back to Duty
S9: Able to align the procurement or functional strategy with the business strategy.
Back to Duty
S10: Analyse, interpret and evaluate findings from qualitative and quantitative research and benchmarking methods to support the decision making process.
Back to Duty
S11: Deliver sustainable solutions which include corporate social responsibility factors.
Back to Duty
S12: Lead and be accountable for due diligence in supplier selection and contract award.
Back to Duty
S13: Use horizon scanning and conceptualisation to deliver high performance strategies focusing on value and sustainable outcomes.
Back to Duty
S14: Identify supply chain vulnerabilities and opportunities ensuring the delivery of supply chain improvements.
Back to Duty
S15: Prepare and provide commercial and procurement guidance for business cases for organisational approval.
Back to Duty
S16: Apply and work within guidelines relating to sustainability, Governance and Regulatory compliance.
Back to Duty
S17: Develop sustainable procurement practices which allows the organisation to future proof themselves against changes in social, economic, and environmental factors.
Back to Duty
S18: Contribute to projects and the transformation of procurement services across organisational boundaries such as those impacted by sustainability and the UK Net Carbon Zero target.
Back to Duty
S19: Identify emerging technology and software relevant to the procurement processes.
Back to Duty
S20: Lead and facilitate learning and continuous development for their stakeholders.
Back to Duty
S21: Use quality management systems or improvement methodologies to optimise procurement spend and deliver procurement and supply chain objectives.
Back to Duty
S22: Coach and mentor individuals within their business.
Back to Duty
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
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.
Level: 6 (non-degree qualification)
This standard aligns with the following professional recognition:
V1.0
This document explains the requirements for end-point assessment (EPA) for the senior procurement and supply chain professional apprenticeship. End-point assessment organisations (EPAOs) must follow this when designing and delivering the EPA.
Senior procurement and supply chain professional apprentices, their employers and training providers should read this document.
A full-time senior procurement and supply chain professional apprentice typically spends 30 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.
The EPA will assess occupational competence.
Apprentices must complete a Chartered Institute of Procurement and Supply (CIPS) Level 6 Professional 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 EPAO must confirm that all required gateway evidence has been provided and accepted as meeting the gateway requirements. CIPS must provide the certificates to the training provider as confirmation to the EPAO that the apprentice has achieved the required pre-requisites for gateway entry. The EPAO is responsible for confirming full gateway eligibility. Once this has been confirmed, the EPA period starts.
An approved EPAO must conduct the EPA for this apprenticeship. Employers must select an approved EPAO from the register of end-point assessment organisations (RoEPAO).
This EPA has 3 assessment methods.
The grades available for each assessment method are below.
Assessment method 1 - presentation with questions:
Assessment method 2 - professional discussion underpinned by a portfolio of evidence.:
Assessment method 3 - case study test:
The result from each assessment method is combined to decide the overall apprenticeship grade. The following grades are available for the apprenticeship:
On-programme - typically 30 months
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The apprentice must complete training to develop the knowledge, skills and behaviours (KSBs) of the occupational standard. The apprentice must complete training towards English and maths qualifications in line with the apprenticeship funding rules. The apprentice must complete training towards any other qualifications listed in the occupational standard. The qualification(s) required are: CIPS L6 Professional diploma in procurement and supply The apprentice must compile a portfolio of evidence. |
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End-point assessment gateway
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The employer must be content that the apprentice is working at or above the occupational standard. The apprentice’s employer must confirm that they think the apprentice:
The apprentice must have passed any other qualifications listed in the senior procurement and supply chain professional occupational standard ST0811. The qualification(s) required are:
The apprentice must have achieved English and maths qualifications in line with the apprenticeship funding rules. For the professional discussion underpinned by a portfolio of evidence. the apprentice must submit a portfolio of evidence. The apprentice must submit any policies and procedures as requested by the EPAO. |
End-point assessment - typically 4 months
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Grades available for each assessment method: Presentation with questions
Professional discussion underpinned by a portfolio of evidence.
Case study test
Overall EPA and apprenticeship can be graded:
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Professional recognition
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This apprenticeship aligns with Chartered Institute of Procurement and Supply for Membership The apprenticeship will either wholly or partially satisfy the requirements for registration at this level. The requirements for Membership are:
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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 the EPA should start as quickly as possible.
The apprentice’s employer must confirm that they think their apprentice is working at or above the occupational standard. The apprentice will then enter the gateway. The employer may take advice from the apprentice's training provider(s), but the employer must make the decision.
The apprentice must meet the gateway requirements before starting their EPA.
These are:
Unit L6M4 Future Strategic Challenges for the Profession, of the CIPS L6 Professional Diploma in Procurement and Supply is mapped to the apprenticeship EPA case study assessment method and corresponding KSBs.
An apprentice may not therefore take unit L6M4 from the CIPS L6 Professional diploma in procurement and supply before the gateway. In the unlikely event that an apprentice may have 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
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 by this assessment method. It will typically contain 18 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:
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 discussion. The independent assessor should review the portfolio of evidence to prepare questions for the discussion. They are not required to provide feedback after this review.
The apprentice must submit any policies and procedures as requested by the EPAO.
The EPA period starts when the EPAO confirms all gateway requirements have been met.
The expectation is they will do this as quickly as possible.
The assessment methods must be delivered in the following order:• presentation with questions• professional discussion underpinned by a portfolio of evidence• case study testThe result of one assessment method does not need to be known before starting the next.
The rationale is to ensure that the mandated CIPS qualification is completed at the same time as the end-point assessment.
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.
This assessment method is being used because:
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:
The purpose of the presentation is to allow the apprentice to demonstrate their competence against 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:
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 assess the level of competence against the grading descriptors.
The presentation and questions must last 60 minutes. This will typically include a presentation of 20 minutes and questioning lasting 40 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 6 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 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.
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:
The EPAO must ensure that the EPA materials are subject to quality assurance procedures including standardisation and moderation.
In the professional discussion, an independent assessor and apprentice have a formal two-way conversation. 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.
This assessment method is being used because:
The professional discussion 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 professional discussion.
The purpose is to assess the apprentice’s competence against the following themes:
The EPAO must give an apprentice 2 weeks' notice of the professional discussion.
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 professional discussion.
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 professional discussion must last for 90 minutes. The independent assessor can increase the time of the professional discussion 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 8 questions. The independent assessor must use the questions from the EPAO’s question bank.
The independent assessor must make the grading decision.
The independent assessor must keep accurate records of the assessment. They must record:
The professional discussion must take place in a suitable venue selected by the EPAO for example, the EPAO’s or employer’s premises.
The professional discussion 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 professional discussion should take place in a quiet room, free from distractions and influence.
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 professional discussion underpinned by a portfolio of evidence.:
The EPAO must ensure that the EPA materials are subject to quality assurance procedures including standardisation and moderation.
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 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 is different for each exam period, and currently there are four exam periods throughout a 12 month period. The case study involves the apprentice being presented with two essay style questions with each covering one learning objective (Learning objectives 1.0 and 2.0).
Details of these are as follows:
Learning objective 1.0 Understand the changing needs and requirements for procurement and supply 1.1 Assess what the future strategic procurement and supply function will look like 1.2 Contrast the future skills and expectations of strategic procurement and supply leaders 1.3 Contrast the influence of emerging business and markets on the procurement and supply function
Learning objective 2.0 Understand the future challenges for the procurement and supply profession 2.1 Evaluate the emerging role and influence of innovation and technology on the profession 2.2 Assess the changing boundaries and shape of the profession 2.3 Evaluate future challenges for the profession
Long answer questions (LAQs) are open-ended questions. LAQs are used to assess depth of knowledge in a test. LAQs need an extended written response or an evaluative answer.
This assessment method is being used because:
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 test must be computer based.
The apprentice must be given at least 2 weeks’ notice of the date and time of the test.
The test must consist of 2 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.
The apprentice must have 120 minutes to complete the test.
The test is closed book which means that the apprentice cannot refer to reference books or materials whilst taking the test.
The 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 test must be conducted. It must state the ratio of apprentices to invigilators for the setting and allow the 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 test including the arrangements for on-line testing. The EPAO must ensure that their security arrangements maintain the validity and reliability of the test.
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 type supports this.
CIPS have a marking scheme for this assessment method as follows:
CIPS is responsible for overseeing the marking of the case study test. CIPS must ensure standardisation and the moderation of the case study test. CIPS must notify the EPAO of the results of the case study test.
Any incorrect or missing answers get zero marks.
The apprentice must take the test in a suitably controlled and invigilated environment that is a quiet room, free from distractions and influence. CIPS must check the venue is suitable.
The test could take place remotely if the appropriate technology and systems are in place to prevent malpractice.
CIPS must develop a purpose-built assessment specification and question bank. It is recommended this is done in consultation with employers of this occupation. CIPS should 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. CIPS 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.
CIPS must ensure that the apprentice has a different set of questions in the case of re-sits or re-takes.
CIPS must produce the following materials to support the test:
CIPS must ensure that the EPA materials are subject to quality assurance procedures including standardisation and moderation.
Theme
KSBs
|
Pass
Apprentice has achieved
|
Distinction
Apprentice has achieved
|
---|---|---|
Procurement and supply chain outcomes
K18 K23 S10 S14 B3 |
Takes responsibility for delivering supply chain improvements based on their analysis of the resilience and vulnerabilities of their supply chain networks (K18, S14, B3). Explains their approach to contract development and decision-making with reference to their analysis and use of research findings and benchmarking methods (K23, S10).
|
Evidence how their recommendation for improvement has delivered positive outcomes for the organisation (S14). |
Stakeholder engagement
K8 K17 S6 B6 |
Explains how they have managed conflicting stakeholder objectives by working collaboratively with others to reach a positive outcome (K8, B6). Explains how they have used influencing and negotiating skills with internal clients or stakeholders to achieve a positive outcome with contract and on-going supplier management including exit strategies (K17, S6).
|
Justifies their approach to developing and maintaining collaborative stakeholder relationships including how this has contributed to effective exit strategies (K8, K17, B6). |
Financial management
K12 S16 |
Describes the implications of the financial management techniques they use for procurement, explaining how they meet regulatory requirements and sustainability guidelines (K12, S16). |
N/A |
Local, global, and sustainable sourcing strategies
K3 K16 S11 S17 B1 |
Describes the strategies they use to identify routes to market with reference to how they develop ethical and sustainable procurement practice and support the futureproofing of their organisation (K3, K16, S11, S17, B1). |
N/A |
Innovation tools and techniques
K19 K26 S4 S19 |
Identifies the extent to which software, quality systems, improvement methodologies, and project management tools, including emerging technology, support decision-making and project delivery (K19, K26, K27, K28, S4, S19). |
Demonstrates a strong understanding of a range of emergent technologies and how they can benefit their organisation (K26). |
Negotiation and risk management
S1 S5 B4 |
Negotiates innovative and creative commercial solutions with stakeholders while remaining focussed on details and managing any risks (S1, S5, B4). |
Justifies the approach they have taken when negotiating with stakeholders to create an innovative commercial solution (S1, S5, B4). |
Theme
KSBs
|
Pass
Apprentices must demonstrate all the pass descriptors
|
Distinction
Apprentices must demonstrate all the pass descriptors and all of the distinction descriptors
|
---|---|---|
Infrastructure and governance
K7 K10 K14 |
Interprets the regulatory and legislative practices and procedures that impact on procurement and supply chain management and the importance of data integrity and cyber security in the protection of commercial information (K7, K14). Describe the change management concepts and methods of implementing change used within the organisation (K10).
|
Evaluates the extent to which the methods used support change, suggesting improvements (K10). |
Financial management
K20 S21 |
Optimises procurement spend while meeting objectives and maintaining quality (K20, S21).
|
Critically evaluates their use of pricing and payment mechanisms and how this has improved procurement spend and delivery of objectives (K20, S21). |
Procurement and supply chain outcomes
K6 K13 K15 K21 S3 S7 S15 B5 |
Explains the effectiveness of the approaches and techniques they used in preparing commercial and procurement guidance for a business case. (K6, K21, S15). Explains how they have successfully developed and implemented a category strategy (K15, S3). Analyses their response to a contractual failure, explaining how they implemented and adapted intervention strategies and used systems and technology to support improvement. (K13, S7, B5).
|
Justifies the category strategy used and improvements made to the procurement planning process whilst making recommendations for further change (S3, S15). |
Leadership and management of procurement and the supply chain
K1 K4 K5 K22 K25 S2 S9 S12 |
Influences the decision-making process using impact analysis and resolving conflict and disputes, to maintain the competitiveness of their organisation (K1, K22, S2). Describe the role of the procurement cycle and how they use it to deliver and align with the organisation's strategy (K4, S9). Justifies their approach to leading on due diligence in supplier selection and contract award, including their use of quality management systems and improvement methodologies. (K5, K25, S12).
|
Critically analyses their use of the procurement and supply chain cycle and strategies and the longer-term impact of these on aligning with the overall organisational strategy (K4, S9). |
Sustainability
S13 S18 |
Delivers high performance strategies, underpinned by horizon scanning and conceptualisation, that transform procurement services and combine value and sustainability (S13, S18). |
Critically evaluates their use of horizon scanning in projects which have transformed the procurement services of their organisation (S13, S18). |
Development of the team and individual
K24 S8 S20 S22 B2 |
Identifies learning and development needs, and improvement opportunities, for themselves, stakeholders, and the team, to enable both personal and professional development (K24, S20, B2). Evaluates why they coach and mentor individuals and how they have used this to identify further development opportunities which lead to improvements in the procurement function (S8, S22).
|
Critically analyses stakeholder needs and expectations to predict and influence improvements in the procurement function (S8, S20). |
Theme
KSBs
|
Pass
Apprentices must demonstrate the following:
|
Merit
Apprentices must demonstrate the following:
|
Distinction
Apprentices must demonstrate the following:
|
---|---|---|---|
Case study test
K2 K9 K11 |
Apprentice has achieved 25 - 29 marks. |
Apprentice has achieved 30 – 37 marks. |
Apprentices has acheived 38 or more marks. |
Performance in the EPA determines the apprenticeship grade of:
An independent assessor must individually grade the: presentation with questions, professional discussion underpinned by a 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 or more assessment methods, 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 | Professional discussion underpinned by a portfolio of evidence. | Case study test | Overall Grading |
---|---|---|---|
Any grade | Fail | Fail | Fail |
Fail | Any grade | Fail | Fail |
Any grade | Any grade | Fail | Fail |
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 |
If the apprentice fails one or more assessment methods, (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 EPAO 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.
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 | Responsibilities |
---|---|
Apprentice |
As a minimum, the apprentice should:
|
Employer |
As a minimum, the apprentice's employer must:
Post-gateway, the employer must:
|
EPAO |
As a minimum, the EPAO must:
|
Independent assessor |
As a minimum, an independent assessor must:
|
Training provider |
As a minimum, the training provider must:
|
Marker |
As a minimum, the marker must:
|
Invigilator |
As a minimum, the invigilator must:
|
The EPAO must have reasonable adjustments arrangements for the EPA.
This should include:
Adjustments must maintain the validity, reliability and integrity of the EPA as outlined in this EPA plan.
Internal quality assurance refers to how the EPAO ensures valid, consistent and reliable EPA decisions. The EPAO must adhere to the requirements within the roles and responsibilities section:
The EPAO must also:
Affordability of the EPA will be aided by using at least some of the following:
This apprenticeship aligns with:
Chartered Institute of Procurement and Supply for Membership
The apprenticeship will either wholly or partially satisfy the requirements for registration at this level.
The requirements for Membership are:
Knowledge | Assessment methods |
---|---|
K1
Competitive advantage and how that adds value for their organisation and supply chain. Back to Grading |
Professional discussion underpinned by a portfolio of evidence. |
K2
Strategic risk management techniques that drive appropriate due diligence and whole-life risk management. Back to Grading |
Case study test |
K3
Responsible procurement expertise covering ethical/social, environmental, and economic factors. Back to Grading |
Presentation with questions |
K4
Procurement cycle and its role in delivering the organisation’s strategy. Back to Grading |
Professional discussion underpinned by a portfolio of evidence. |
K5
Concepts of leadership and management in procurement. Back to Grading |
Professional discussion underpinned by a portfolio of evidence. |
K6
How a business case is developed, and the roles of stakeholders involved. Back to Grading |
Professional discussion underpinned by a portfolio of evidence. |
K7
Relevant regulatory and legislative requirements such as data protection, modern slavery and its application for procurement and supply chain management, competition, and employment. Back to Grading |
Professional discussion underpinned by a portfolio of evidence. |
K8
Approaches to managing strategic stakeholder relationships. Back to Grading |
Presentation with questions |
K9
The benefits, risks and implications of globalised supply chains and country-specific risks and challenges. Back to Grading |
Case study test |
K10
Change management concepts, and methods of implementing change within the organisation. Back to Grading |
Professional discussion underpinned by a portfolio of evidence. |
K11
How to use horizon scanning to identify the current and future needs of the sector and procurement landscape. Back to Grading |
Case study test |
K12
Financial management techniques and implications for procurement. Back to Grading |
Presentation with questions |
K13
Systems and technology used to support and improve procurement planning such as demand management, optimisation of inventory and supplier performance management. Back to Grading |
Professional discussion underpinned by a portfolio of evidence. |
K14
Importance of data integrity and cyber security to protect commercial information. Back to Grading |
Professional discussion underpinned by a portfolio of evidence. |
K15
The use of, and the continuing development, of Category Management. Back to Grading |
Professional discussion underpinned by a portfolio of evidence. |
K16
The use of collaborative and competitive strategies to identify routes to market. Back to Grading |
Presentation with questions |
K17
Contract and on-going supplier relationship management including exit strategies. Back to Grading |
Presentation with questions |
K18
Sustainability and resilience of supply chain networks. Back to Grading |
Presentation with questions |
K19
Project management tools and techniques. Back to Grading |
Presentation with questions |
K20
Pricing and payment mechanisms in contracting. Back to Grading |
Professional discussion underpinned by a portfolio of evidence. |
K21
Commercial negotiation approaches and techniques. Back to Grading |
Professional discussion underpinned by a portfolio of evidence. |
K22
Conflict management and dispute resolution. Back to Grading |
Professional discussion underpinned by a portfolio of evidence. |
K23
Contract development including legal considerations. Back to Grading |
Presentation with questions |
K24
The continuous development requirements and training needs of their team. Back to Grading |
Professional discussion underpinned by a portfolio of evidence. |
K25
Quality management systems and improvement methodologies. Back to Grading |
Professional discussion underpinned by a portfolio of evidence. |
K26
Software tools used to analyse, interpret, and evaluate intelligence to inform judgements and enable decision making. Back to Grading |
Presentation with questions |
Skill | Assessment methods |
---|---|
S1
Identify and apply a consistent approach to risk assessment. Back to Grading |
Presentation with questions |
S2
Use impact analysis to influence the decision making process. Back to Grading |
Professional discussion underpinned by a portfolio of evidence. |
S3
Develop category strategies and implement them. Back to Grading |
Professional discussion underpinned by a portfolio of evidence. |
S4
Apply project management skills in order to lead projects for procurement. Back to Grading |
Presentation with questions |
S5
Negotiate and challenge external stakeholders in order to create innovative commercial solutions. Back to Grading |
Presentation with questions |
S6
Influence and persuade internal clients and stakeholders. Back to Grading |
Presentation with questions |
S7
Create and implement intervention strategies to correct a contractual failure. Back to Grading |
Professional discussion underpinned by a portfolio of evidence. |
S8
Identify opportunities, and lead change to continually improve the procurement function. Back to Grading |
Professional discussion underpinned by a portfolio of evidence. |
S9
Able to align the procurement or functional strategy with the business strategy. Back to Grading |
Professional discussion underpinned by a portfolio of evidence. |
S10
Analyse, interpret and evaluate findings from qualitative and quantitative research and benchmarking methods to support the decision making process. Back to Grading |
Presentation with questions |
S11
Deliver sustainable solutions which include corporate social responsibility factors. Back to Grading |
Presentation with questions |
S12
Lead and be accountable for due diligence in supplier selection and contract award. Back to Grading |
Professional discussion underpinned by a portfolio of evidence. |
S13
Use horizon scanning and conceptualisation to deliver high performance strategies focusing on value and sustainable outcomes. Back to Grading |
Professional discussion underpinned by a portfolio of evidence. |
S14
Identify supply chain vulnerabilities and opportunities ensuring the delivery of supply chain improvements. Back to Grading |
Presentation with questions |
S15
Prepare and provide commercial and procurement guidance for business cases for organisational approval. Back to Grading |
Professional discussion underpinned by a portfolio of evidence. |
S16
Apply and work within guidelines relating to sustainability, Governance and Regulatory compliance. Back to Grading |
Presentation with questions |
S17
Develop sustainable procurement practices which allows the organisation to future proof themselves against changes in social, economic, and environmental factors. Back to Grading |
Presentation with questions |
S18
Contribute to projects and the transformation of procurement services across organisational boundaries such as those impacted by sustainability and the UK Net Carbon Zero target. Back to Grading |
Professional discussion underpinned by a portfolio of evidence. |
S19
Identify emerging technology and software relevant to the procurement processes. Back to Grading |
Presentation with questions |
S20
Lead and facilitate learning and continuous development for their stakeholders. Back to Grading |
Professional discussion underpinned by a portfolio of evidence. |
S21
Use quality management systems or improvement methodologies to optimise procurement spend and deliver procurement and supply chain objectives. Back to Grading |
Professional discussion underpinned by a portfolio of evidence. |
S22
Coach and mentor individuals within their business. Back to Grading |
Professional discussion underpinned by a 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 |
Professional discussion underpinned by a 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 |
Professional discussion underpinned by a portfolio of evidence. |
B6
Works collaboratively with others across the organisation and external stakeholders. Back to Grading |
Presentation with questions |
KSBS GROUPED BY THEME | Knowledge | Skills | Behaviour |
---|---|---|---|
Procurement and supply chain outcomes
K18 K23 S10 S14 B3 |
Sustainability and resilience of supply chain networks. (K18) Contract development including legal considerations. (K23) |
Analyse, interpret and evaluate findings from qualitative and quantitative research and benchmarking methods to support the decision making process. (S10) Identify supply chain vulnerabilities and opportunities ensuring the delivery of supply chain improvements. (S14) |
Takes responsibility, shows initiative and is organised. (B3) |
Stakeholder engagement
K8 K17 S6 B6 |
Approaches to managing strategic stakeholder relationships. (K8) Contract and on-going supplier relationship management including exit strategies. (K17) |
Influence and persuade internal clients and stakeholders. (S6) |
Works collaboratively with others across the organisation and external stakeholders. (B6) |
Financial management
K12 S16 |
Financial management techniques and implications for procurement. (K12) |
Apply and work within guidelines relating to sustainability, Governance and Regulatory compliance. (S16) |
None |
Local, global, and sustainable sourcing strategies
K3 K16 S11 S17 B1 |
Responsible procurement expertise covering ethical/social, environmental, and economic factors. (K3) The use of collaborative and competitive strategies to identify routes to market. (K16) |
Deliver sustainable solutions which include corporate social responsibility factors. (S11) Develop sustainable procurement practices which allows the organisation to future proof themselves against changes in social, economic, and environmental factors. (S17) |
Role models ethical behaviour and practices. (B1) |
Innovation tools and techniques
K19 K26 S4 S19 |
Project management tools and techniques. (K19) Software tools used to analyse, interpret, and evaluate intelligence to inform judgements and enable decision making. (K26) |
Apply project management skills in order to lead projects for procurement. (S4) Identify emerging technology and software relevant to the procurement processes. (S19) |
None |
Negotiation and risk management
S1 S5 B4 |
None |
Identify and apply a consistent approach to risk assessment. (S1) Negotiate and challenge external stakeholders in order to create innovative commercial solutions. (S5) |
Considers the “big” picture and the detail together. (B4) |
KSBS GROUPED BY THEME | Knowledge | Skills | Behaviour |
---|---|---|---|
Infrastructure and governance
K7 K10 K14 |
Relevant regulatory and legislative requirements such as data protection, modern slavery and its application for procurement and supply chain management, competition, and employment. (K7) Change management concepts, and methods of implementing change within the organisation. (K10) Importance of data integrity and cyber security to protect commercial information. (K14) |
None |
None |
Financial management
K20 S21 |
Pricing and payment mechanisms in contracting. (K20) |
Use quality management systems or improvement methodologies to optimise procurement spend and deliver procurement and supply chain objectives. (S21) |
None |
Procurement and supply chain outcomes
K6 K13 K15 K21 S3 S7 S15 B5 |
How a business case is developed, and the roles of stakeholders involved. (K6) Systems and technology used to support and improve procurement planning such as demand management, optimisation of inventory and supplier performance management. (K13) The use of, and the continuing development, of Category Management. (K15) Commercial negotiation approaches and techniques. (K21) |
Develop category strategies and implement them. (S3) Create and implement intervention strategies to correct a contractual failure. (S7) Prepare and provide commercial and procurement guidance for business cases for organisational approval. (S15) |
Works flexibly and adapts to circumstances. (B5) |
Leadership and management of procurement and the supply chain
K1 K4 K5 K22 K25 S2 S9 S12 |
Competitive advantage and how that adds value for their organisation and supply chain. (K1) Procurement cycle and its role in delivering the organisation’s strategy. (K4) Concepts of leadership and management in procurement. (K5) Conflict management and dispute resolution. (K22) Quality management systems and improvement methodologies. (K25) |
Use impact analysis to influence the decision making process. (S2) Able to align the procurement or functional strategy with the business strategy. (S9) Lead and be accountable for due diligence in supplier selection and contract award. (S12) |
None |
Sustainability
S13 S18 |
None |
Use horizon scanning and conceptualisation to deliver high performance strategies focusing on value and sustainable outcomes. (S13) Contribute to projects and the transformation of procurement services across organisational boundaries such as those impacted by sustainability and the UK Net Carbon Zero target. (S18) |
None |
Development of the team and individual
K24 S8 S20 S22 B2 |
The continuous development requirements and training needs of their team. (K24) |
Identify opportunities, and lead change to continually improve the procurement function. (S8) Lead and facilitate learning and continuous development for their stakeholders. (S20) Coach and mentor individuals within their business. (S22) |
Seeks learning opportunities and continuous professional development. (B2) |
KSBS GROUPED BY THEME | Knowledge | Skills | Behaviour |
---|---|---|---|
Case study test
K2 K9 K11 |
Strategic risk management techniques that drive appropriate due diligence and whole-life risk management. (K2) The benefits, risks and implications of globalised supply chains and country-specific risks and challenges. (K9) How to use horizon scanning to identify the current and future needs of the sector and procurement landscape. (K11) |
None |
None |
Version | Change detail | Earliest start date | Latest start date | Latest end date |
---|---|---|---|---|
1.0 | Approved for delivery | 18/10/2023 | Not set | Not set |
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