(Solution) 5CO01 (AC3.1) Discuss the links between the employee lifecycle and different people practice roles

• This was established after the post-negotiation review which brought out fundamental lessons about the supplier and our company’s negotiation pattern.
• As for certain important aspects, we indeed secured favourable financing conditions; yet, problems arose in attempting to synchronize delivery schedules since such conditions are affected by external supply chain factors.
• The supplier had the better BATNA and acted in a cooperative but very assertive way, and elaborated why the correct approach to negotiations is more equal.
• Further, the experience showed how flexible one has to be, how innovative, and how it pays to be more interested in long-term partnership rather than quick profit. Therefore, it will be useful in the future to improve the techniques of negotiation, improve the knowledge about the actions of suppliers, and improve intercompany and supplier cooperation.
• This will ensure that in future procurement negotiations; better outcomes are achieved.

Recommendations

• ROSHN should ensure that all negotiations within the next 6 months include specific metrics for delivery timelines, quality standards, and service levels, aiming for a 90% satisfaction rate in supplier compliance with these criteria. This approach will help secure more balanced and sustainable agreements.
• Over the next 12 months, ROSHN should develop a supplier relationship management program with bi-annual assessments to track and improve partnership quality. Target at least a 15% increase in supplier engagement scores by the end of the year to gain favorable bargaining positions during market downturns.
• Within 1 month of each major negotiation, conduct debriefing sessions to analyze performance, identify strengths, and address weaknesses. The goal is to improve negotiation effectiveness by at least 10% in the subsequent quarter through targeted adjustments based on these evaluations.
• Within the next 4 months, involve at least 80% of key stakeholders in sourcing strategy meetings to ensure alignment and gather input on critical decisions. This engagement aims to reduce misalignment issues by 20% within the year, resulting in smoother implementation of sourcing strategies.

Solution Table of Contents Section One-Report. 2 1.1 Evidence-Based Practice. 2 1.2 Analysis Tool and Method in People Practice. 3

An organisation's Supply and Procurement Management (PS&M) department has a formal negotiation plan that was created for this integrated module assignment. The organization that will be discussed is Royal Commission of AlUla (RCU), which is a front-runner in Saudi Arabia when it comes to commissioning of infrastructure and visitors facilities which underpin AlUla future success while at the same time protecting natural beauty and historic sites. Within this study, the category of procurement for IT Systems has been recognized. Relevant insights into the negotiation strategy have been offered via reflection on information from the following areas: managing expenditures, negotiating in procurement and supply, sourcing necessities, developing contracts, and driving value through purchasing and supply. Various tools such as STEEPLE, SWOT analysis, Porter's 5 Forces, and the Mendelow Matrix are utilized. When formulating the strategy for the negotiations, stakeholders were considered. Since RCU is a procurement organization, the rationale for this is that they aim to improve tourism and archaeological sector services provided to government institutions while also achieving cost savings. Government funding in tourism has been decreased due to the worldwide economic downturn that followed the COVID-19 pandemic. Consequently, RCU has few options when it comes to available resources. Therefore, it is critical that they negotiate value for money with their stakeholders. In order to ensure a successful operation, it is necessary to work on a detailed negotiating plan. Their respective sourcing strategies, predetermined terms and conditions, and relationships with stakeholders are all part of the negotiation strategy. The necessity of creating the negotiation strategy is dictated by the results and conclusions of this integrated assessment. To do this, one must properly plan, test, propose, negotiate, agree, and conclude the process. Stakeholder relations are vital in different strategies and phases of the negotiation, according to the acquired findings. In addition, for RCU to maximise their competitive advantage in sourcing IT Systems, they would accomplish BATNA and MLA for the proper outcomes. Several gaps have been observed that are in accordance with the findings and recommendations in this research. These shortcomings highlight the need of implementing these suggestions to address them. One of them is making sure that all relevant parties are included in the planning process by incorporating current technology. Additionally, in order to prevent conflicts of interest, it is necessary to incorporate explicit documentation. That is in conjunction with process-specific, market-driven bargaining strategies.