Introduction to Best Procurement Procurement Practices
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Procurement Analysis

Portfolio Analysis
ABC/Pareto/Spend Analysis
Make or Buy Analysis
RONA Financial Ratio or Dupont Model
quiz 1
Strategic Sourcing

Process Overview - Sourcing (Upstream) & Operational Procurement (Downstream) Process
Intro to Sourcing Process 1 - Capturing the Need
Intro to Sourcing Process 2 - Market Analysis
Intro to Sourcing Process 3 - Portfolio Analysis - Kraljic Matrix
Intro to Sourcing Process Step 4 - Supplier Relationship Analysis
Intro to Sourcing Process Step 5 - Risk Management
Intro to Sourcing Process 6 - Supplier Selection
Tenders & RFXs

How to Develop Specifications.mp4
Challenge Specifications.mp4
Difference between RFQ and RFI.mp4
Request for Proposal - RFP.mp4
eSourcing

eSourcing - eAuction Types
eSourcing - Introduction
eSourcing - Building an eRFI
eSourcing - Building an eRFP
eSourcing - Managing an eAuction
Cost Management & TCO

Introduction to Cost Management
How is Price Different from Cost?
Intro to Cost Calculation & Cost Estimation
Six Cost Calculation Approaches
Cost Calculation and Pricing.mp4
Total Cost of Ownership TCO - Importance of Understanding Total Cost
Finance Concepts for Procurement

Finance Course - Understanding Profit and Loss for Buyers
Finance Course - Application of Profit
Finance Course - Balance Sheet - Structure and Analysis
Finance Course - Assets and Liabilities
Finance Course - Types of Ratios
Procurement Negotiations

Negotiation Preparation.mp4
Identifying ZOPA!
6 Difficult Questions from Suppliers
Negotiation Styles
Opening the Negotiation
The Wrong Way to Conduct a Negotiation Meeting
The Right Way to Conduct a Negotiation Meeting
Body Language During a Negotiation Meeting
How to Bargain - The Negotiation
Tips for Negotiation
Handling Questions - Negotiation Tips
Closing the Negotiations
Advanced Negotiations

NLP - The Process
NLP - Improve Yourself
NLP - Resolving Conflict
NLP - Build Rapport
NLP - Model Inner Experience
NLP - Influence Others
NLP - Read Other Party
Cognitive Bias in Negotiations - Definitions
Cognitive Bias in Negotiations - The Anchor Bias
Cognitive Bias in Negotiations - The Confirmation Bias
Cognitive Bias in Negotiations -The Framing Effect
Cognitive Bias in Negotiations - The Halo Effect
Contract Management & Service Level Agreements (SLAs)

The Right Approach to Contract Management
Assessing the Required Level of Contract Management
Risk Management
Issues in Contract Execution
Service Delivery Management
SLA - Defining KPI's.mp4
SLA - Needs Assessment.mp4
SLA - Plan and Do Steps.mp4
SLA - Quality Management.mp4
Fraud Prevention

Fraud Prevention - Definitions.mp4
Fraud Prevention - Preventive Actions.mp4
Fraud Scenario.mp4
Cressey's Triangle.mp4
Supplier Development (SD) & Relationship Management (SRM)

SD - Results of Supplier Development
SRM - Definition
SRM - The Process
SD - What is Supplier Development
SRM - Supplier Identification
SRM - Supplier Segmentation
Supplier Performance Management
SRM - Supplier Relationship Analysis
SRM - Supplier Relationship Analysis - The Tool
SRM - Supplier Preference Table: A Tool to Manage the Relationship with Suppliers
Contract Terms & Legal Concepts for Procurement

Contracts Issues in Procurement - An Overview
Is a Contract Necessary
Important Clauses of a Contract
Rejecting a Delivery
Incoterms Importance
Incoterms - Groups & Classes
Value Management

Value Management - Negotiation.mp4
Value Management - In & OutSourcing.mp4
Value Management - Supplier Development.mp4
Value Management - Value Improvement Lever Implementation.mp4
Value Management - Value Improvement Levers.mp4
Developing a Business Case

Business Case - Definitions.mp4
Business Case - Contents.mp4
Business Case - Estimating costs.mp4
Business Case - Recapitulation.mp4
Procurement Category Management (CM)

CM - The Key Principles
CM - The Category Manager
CM - The Process
CM - Definition
CM - Stage 1 - Initiation - The STP Tool
CM - Phase 1 - Initiation - Step 1 - Securing the Sponsor
CM - Phase 1 - Initiation - Step 2 - The Cross Functional Team
CM - Stage 1 - Initiation - Step 3 - Scoping the Category
CM - Phase 1 - Initiation - Step 4 - Defining the Business Requirements
CM - Phase 1 - Initiation - Step 4 - The RAQSCI Method
CM - Phase 1 - Initiation - Step 6 - Stakeholder Mapping
CM - Phase 1 - Initiation - Step 10 - Securing Quick Wins
CM - Phase 2 - Knowledge Handling
CM - Phase 2 - Analysis - Step 5 - Technology Mapping
CM - Phase 2 - Analysis - Step 6 - The Porter 5 Forces Model
CM - Phase 2 - The PESTLE Tool
CM - Phase 3 - Strategy - Step 1 - Generate Ideas Method
CM - Phase 3 - Strategy - Step 5 - The Category Plan
CM - Phase 3 - Strategy - SWOT
CM - Phase 4 - Implementation - The Change Curve
CM - Phase 5 - Improvement - 6 Sigma Part 1
CM - Phase 5 - 6 Sigma Part 2
Project Management & Project Time Planning

Project Management - Definition
Project Management - Process
Project Management - Principles
Project Time Planning - Process
Project Time Planning - Resources
Project Time Planning - Break down
Project Time Planning - Critical path

Is a Contract Necessary

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