The Procurement Academy | Procurement Apprenticeships | CIPS Qualifications | Procurement Training Yorkshire

Procurement and supply chain management are critical components of many businesses and organisations. The increasing demand for skilled professionals in these fields has led to the growth of procurement apprenticeships, which offer a unique opportunity for individuals to start a career in procurement. In this article, we will explore the benefits and suitability of procurement apprenticeships and why they are an excellent option for individuals looking to start a career in the field of procurement and supply chain management. What are Procurement Apprenticeships? Procurement apprenticeships are programs that offer on-the-job training and education in procurement and supply chain management. These programs typically include hands-on experience, mentorship from experienced professionals, and theoretical education. The goal is to provide individuals with the skills and…

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This time of year we hear lots about New Year's Resolutions. Many people look to have a few resolutions to achieve during the year, these range from fitness based goals, financial goals or professional goals. What many people don't think about is where did the concept of New Year's resolutions come from? New Year resolutions are said to have started with the ancient Babylonians some 4000 years ago and were the first to hold recorded celebrations to mark the new year. Although this was not in January but in mid-March when they planted crops. This practice continued in one form or another until during the ancient Roman period where emperor Julius Caesar introduced the Roman calendar in circa 46 B.C…

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Which route is best? For over 18 months now there have been two options available for procurement professionals who wish to develop their career further by studying of the CIPS Level 4 Diploma in Procurement & Supply. Basically, these are the two approaches. The Level 4 Apprentice Standard for Commercial Procurement and the existing route, which is for the stand alone Level 4 Diploma study which is generally to attend a CIPS approved study centre, carry out examination based assessments, with supported learning, or, if desired through distance learning. The Level 4 Standard for 4 Commercial Procurement encompasses the Level 4 Diploma and requires the learner to have 20% off the job learning, which ideally is structured to support the apprentice into a fully…

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Another successful exam period here at The Procurement Academy for our CIPS students. Nearly all of our students have achieved merits or distinctions, which is a huge credit to their hard work. The pass rate at our approved study centres was a fantastic 95%. A special congratulations is needed for our Diploma students at Sheffield who achieved not only a 100% pass rate like Nottingham but a 100% Distinction pass rate. This is down to the hard work of the students and our brilliant tutor, Reg Dyson. The 100% pass rate at Nottingham, is also down to the excellent efforts of the students but the knowledge passed on from our tutor Mike Donnelly certainly helped them on their way. Are…

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Is it about time we stopped dancing around our handbags? The operations expert is charged with writing a specification for an operational activity that is to be carried out by an external provider. This will be provided to procurement. Procurement will interpret the specification as part of a tender or RFQ, and provide a set of standard contract terms. Following bid submission, the process of bid evaluation will take place. The bid evaluation will result in a contract award that forming a legally building contract between the organisation and the provider. The contract will be handed to the operations expert to manage both operationally and contractually and commercially. Does this sound familiar? Now, according to CIPS, a specification is the means of defining the…

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Do you want to upskill your procurement function? In procurement and want to get yourself ready for the next role? Working outside procurement & supply and would like to progress you career in the procurement & supply chain field? • Materials Management • Finance • Stores & warehousing Want to know what 'good' procurement is in other organisations? Want a formal qualification leading to MCIPS? Applied 'best practice' learning in your work environment? Do you tick any of these boxes? If so, the Level 4 Standard in Commercial Procurement & Supply could be the perfect way to taking your next step in your career. The Standard describes the skills,…

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Many people still have a pre-existing idea of what an apprenticeship entails but in today's world, they are a completely reformed and exciting method of advancing one's career. No longer just for the 16-18-year-old school leavers but people of all ages looking to develop their skills and capability. This initiative has been produced to improve productivity in the UK by bridging skills gaps identified by British employers. This benefits employers and employees by developing their skills and their careers in Procurement and Supply. This is a new approach to a new syllabus which could land you a new career, how does that sound? For more information, visit the Institute for Apprenticeships website with the link below. https://www.instituteforapprenticeships.org/apprenticeship-standards/commercial-procurement-and-supply-formerly-public-sector-commercial-professional/ or speak to us about…

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According to the Hays Procurement Salary Guide and Insights report fourth edition 2018, "skills shortages remain prevalent". With 56% of responders facing challenges in finding the right talent, 21% saw a top challenge being competition from other employers. A further insight is that 30% of respondents were looking to change jobs within the next 12 months. With the challenges and opportunities facing UK supply chains following whatever Brexit will be in the end, the last thing we need is unfilled vacancies in procurement and supply chain functions. So where are we looking for soft skills such as communication and relationship management that we advertise as part of a skill set requirement but quite often even with higher salaries and increasing recruitment costs…

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The colonel is working on it was the humorous response from KFC recently when asked when and how they would resolve the supply issue of chicken as the shortages continue. The issue stems from KFC switching its deliveries from Bidvest Logistics to DHL in a deal struck last year. KFC's problem? - They're huge and the press loves a multimillion monumental screw-up. A similar situation happened at Burger King six years ago, so why aren't we learning? Apparently, the issue is software malfunction and a shortage of staff. Doesn't this remind us of the Olympics when there was a dramatic shortage of security staff, as the customer of G4S wouldn't pay for training and development ahead of schedule, thus…

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If your businesses outflows are far outweighing it's inflows it is easy to opt for cutbacks...and unfortunately one of the first areas to suffer cutbacks is the training budget, this is a crucial mistake and here's why: 1. The right training program will have a plethora of benefits for a company: it increases employee engagement, retention, and productivity; it decreases the need for supervision, reduces absenteeism, improves customer service, and boosts sales. 2. Well-trained employees make less mistakes and, because they feel appreciated the training will increase their loyalty and personal performance. It will improve their own and others perceptions of them. 3. Minimising staff turnaround has to be one of the biggest benefits. If you only have a small training budget utilise this effectively.…

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How can we invest in our existing talent? Investing in our existing talent often requires a cultural change - it can mean altering ingrained attitudes from long-standing members of senior staff. Keeping people in stalemate job situations because they have the monopoly of skills and knowledge to fulfil that role effectively is not acceptable. Having an individual who can fulfil a specific skill is an asset to a manager but keeping them in that role because the prospect of re-training someone to do something which no one else appears to be able to do or want to do - is not the answer. Give that individual a time frame i.e. three months to re-train the prospective candidate and write a…

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The move to succession planning must be one bought in from the CEO and cascaded down at every level. Potential leaders should be identified from junior level up. You will not retain junior procurement professionals who are often initially motivated and energetic, if you constantly recruit externally and pay the new candidate twice as much as the junior team member. This is un loyal and disrespectful. If that procurement member is a valued member of the team, invest in them. Invest in their training and up skill them. Try a performance related pay contract with your existing junior procurement individual. incremental pay increases dependent on key milestones achieved. There is no stronger measure of performance than working with someone full time…

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1) Organise your work space This seems a simple one but many times this is the most essential. Is there enough light? Are you warm enough? Too warm? Are all distractions out of sight? (TV, radio and mobile phone etc?) Your study space is important, make sure everyone knows you have an exam and you need time and space to revise in a suitable area. 2) Explain your answers to others Speaking out loud to friends, family, loved ones and even pets can help cermet the information firmly into your brain. If you can't explain it to them thoroughly then you know there are areas which you need to work on. 3) Take regular breaks Devise a revision schedule giving yourself plenty of breaks.…

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In today's world of procurement with its ever changing and fast paced nature some professionals are been left behind in an identified Skills Gap. The reasons for this skills gap are as follows: 1) Businesses are not aware there is a skill-gap and are not utilising the apprenticeship levy, educational/training budget effectively. This can be There are some key clues in determining if your organisation is failing to see a skills-gap. These are: • There is not an extensive history of training/qualification in the procurement team or even the business. • There is a victim-culture in the procurement team, (it's not my fault, it's the suppliers etc) • There continuous firefighting and seeing beyond the immediate tender and negotiation process doesn't happen. • Seen as primarily…

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We must reinforce to businesses the importance of apprenticeships, never mind apprenticeships in Procurement and Supply Chain, apprenticeships full stop. With today's University Fees skyrocketing, as demonstrated in the Guardian below "It's calculated the average student would leave university with a debt of more than £50,000 - rising to an average of £57,000 for the poorest, who borrow more for their living costs." (https://www.theguardian.com/education/2017/jul/11/student-debt-graduates-tuition-fees) In conjunction to this the government has introduced the apprenticeship levy, a compulsory tax on employers to help fund the development and delivery of apprenticeships, with the aim of improving the quality and quantity of those available. Employers fall into one of two groups: levy payers and non-levy payers. Employers with a paybill of more than £3 million…

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In today's transformational Procurement world, it isn't enough to be just a 'YES' person anymore. This will no longer impress stakeholders and if it does, you need to ask yourself; are you working for the right organisation? Are you questioning the status quo, considering risk mitigation/collaborative problem solving and looking beyond the confines of the tender process ' this is all part of the innovation movement within procurement. Certain rules must be adhered to and delegated authority must be respected but empowering your people is paramount in securing and cascading capability in procurement. Invest in your people, invest in your business - here are three ways to improve the capabilities of your Procurement team and a word of warning, it…

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"Poor contract management costs companies 9% loss- bottom line." Tim Cummins There are many weaknesses identified within contract and commercial management in today's world of Procurement. These are: • Third party power imbalance • Lack of soft skills • Lack of cooperation due to supplier relationship breakdown • Influence of corporate governance. • Weakness in change management • Price disputes "10 years ago the formation of IACCM was a leap of faith. Sally Hughes 21.09.17 " Join Mandy Chippindale FCIPS Chartered on our 2 day course on the 4th/5th October 9:30am-4:30 am @ Nottingham Conference Centre. The 2 day course will cover: • Negotiation techniques and styles. • Contract implementation and management. • Ensuring contracts are implemented to be mutually satisfying. • Tried and tested category management tools. • Managing risk. • Leverage and bargaining powers. • Strategic/ transactional contracts and negotiations. • Strategic/practical negotiating. Book…

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Providing a background and history to the Modern Day Slavery Act 2015, what it means to procurement & Supply Chain professionals. Where it exists, what are the risks and how to ensure that your organisation complies with the law using appropriate supply chain diligence. As a result of attending this talk you will • Understand what slavery is in the modern day context • Appreciate the scale and impact of modern day slavery • Understand the law on modern day slavery • Understand their responsibilities under the Modern Day Slavery Act 2015 • Understand the link between supply chain transparency and the Slavery Act • Update on progress in compliance Mandy Chippindale FCIPS Chartered, Director of The Procurement Academy. Mandy has worked as a Direct Associate for the Chartered Institute of…

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Mandy Chippindale FCIPS Chartered, Director The Procurement Academy A presentation by The Procurement Academy covering: guidance on exam revision; tips, tools and techniques to help optimise your revision time; an opportunity to interact with the speaker and others attending the event. Furthermore, this is an opportunity to contribute your thoughts regarding potential future events/workshops for students. Mandy has a passion for procurement and a passion for developing people. She now has her dream job working as a tutor with The Procurement Academy. She has worked at a senior level with a number of blue chip companies including Tata Steel and Unipart Group. She has spent the last five years working with clients of CIPS on a global basis delivering qualifications, corporate award,…

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CIPS (Chartered Institute of Procurement & Supply) state there is no official template but that the statement should contain: 1. An outline of an organisation's structure, business and supply chains. 2. Policies and due diligence in relation to slavery and human trafficking. 3. An identification of parts of its business and supply chains where there is a risk of slavery and human trafficking, and the steps it has taken to assess and manage that risk. 4. An assessment of its effectiveness in ensuring slavery and trafficking are not taking place in its business or supply chains measured against performance indicators it considers appropriate. 5. Information about training concerning slavery and human trafficking that's available to staff. Whilst this is now law, it should be common place practice anyway within procurement and…

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"Those who deny freedom to others, deserve it not for themselves; and, under a just God, cannot long retain it." The Collected Works of Abraham Lincoln edited by Roy P. Basler, Volume III, "Letter To Henry L. Pierce and Others" (April 6, 1858), p. 376. The Modern Day Slavery Act is primarily concerned with targeting slavery - particularly linked with the trafficking of human beings. The act was originally introduced to the House of Commons as a draft form in October 2013 by James Brokenshire. Finally on the 26th March 2015 it gained royal assent and became law. The law refers to current provisions in the following three areas: •Creating two new civil orders to prevent modern slavery. •Established an Anti-Slavery Commissioner. •Makes…

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Strategic procurement and logical thinking Individuals who possess strategic and logical thinking as part of their working procedure have the innate ability to plan effectively, aligning their own aspirations and goals with that of the organisation. They help give clear direction for managers, outline longer term planning, and identify risk and opportunities (supply chain and risk analysis). Effective communication The ability to communicate across all levels is key to a successful procurement professional. Effectiveness in communication also means trust. Do your stakeholders trust you can maintain and deliver? Individuals who remain calm in emotional situations earn trust and can be relied upon. Communication goes beyond speaking, it is essential the individual can listen and interpret these requirements before ultimately executing them. Understanding emotional and…

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In a recent Hays Survey, 51% of organisations faced challenges in finding the right staff over the last 12 months; 47% found recruiting challenges being a lack of sector skills and experience. Retaining talent is much easier and less costly than replacing talent, it is also less risky and time-consuming. If you even have a Procurement Department of around 20 people and you lose 10%, it will still cost you in the region of £8,000-£12,000 in recruitment agency fees to replace them. That is £12,000 out of a budget that probably doesn't actually exist, not to mention the time taken in: • Reviewing CVs. • 1st interviews, • 2nd interviews • …

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This is how you get your team to: Be aligned to the business; Start to create value for the customer Drive competitive advantage through supplier led innovation Tried & Tested. Strategy Deployment has been around in lean thinking organisations for a number of years as a way of getting employees aligned and delivering value for the business. However, what we are seeing today is the need for supplier resources to be engaged in this process in order enhance the alignment and capability of our Supply Chain and therefore be ahead of our competitors. So, how can I say this is tried and tested? Well because it is. In the past I have worked on numerous Strategy Deployment events in many organisations, they have driven change and improved…

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