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(Solution) 5CO03 working inclusively and building positive working relationships with others
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Description
Solution
| Reflect on your own approach to working inclusively and building positive working relationships with others. (AC2.3)
Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Word count: Approximately 200 words |
| In interacting with my colleagues in my organisation, I receive positive feedback in regard to my ability to engage all being critical in my practice, ensuring all considerations are balanced and a fair-based practice. I am in a position of understanding each individual characteristic, interacting and sharing ideas. The skills used in supporting my strategy in inclusivity include ability to listen, communicate and questioning skills. In implementation of group discussions, I share invitations to all people in sharing opinions, idea sharing and timely feedback offered. In my active practice working in my organisation, the Head of people practice is engaged in C-Suite for discussing main areas which impact individuals and organisations. The function of HR business partnering is working collaboratively with leadership and management for providing insights which are essential for improving sustainability (CIPD, 2023).
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| Explore how the role of a people professional is evolving and the implications this has for continuing professional development. (AC 3.1)
Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Word count: Approximately 250 words
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In this first project in Corporate Award Program, the focus has been on role of procurement supply and management (PS&M) responsibility in achieving value for money outcomes. This is through the focus on Saudi Aramco third party logistics spend category.
Also, a review on the current approaches to management of prices and costs for the third party logistics spend category has been identified.
This is by using different data and information from contracts management, procurement, commercial-driven development, strategic sourcing and PS&M practices.
Also, different models have been used including Mendelow, Kraljic matrix, Porter’s 5 forces, STEEPLED and Suppliers Preferencing model.
The key findings obtained in this project include the view that Saudi Aramco engage multiple stakeholders for successful practice.
Also, the key findings evidence their market environment as competitive hence success in achieving value for money outcomes.
The organisation strategy of achieving value for money outcomes has similarly been identified. This is with its pros and cons enhancing or limiting a successful implementation established.
From the findings and conclusions, various recommendations have been generated which include;
- An in-depth evaluation of positioning of all stakeholders for accommodating their interests in their operations
- In third party logistics, they can involve multiple sourcing to be competitive hence value for money
- To involve different specialists for gaining awareness on improving value for money
- Review of budget in sourcing third party logistics with technology involved in sourcing process.
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Executive Summary
For this second assessment in CIPS practitioner qualification, it evaluate role of contract terms and conditions. By using ADNOC Onshore organisation as the organisation of focus, the role of terms and conditions to enhance management of risks of quality, time extension, costs overruns and unethical issues which affect stakeholders. As part of this assessment, the performance measures and management in ADNOC Onshore practices have equally been put into consideration. For ADNOC Onshore which operates in United Arab Emirates onshore and offshore operations, the terms and conditions are identified as appropriate for enhancing the organisation competitiveness in this sector. This is since the terms and conditions influence on the risk level and power held to implement contracts.
In regard to the findings, they indicate that the terms and conditions are appropriate for ensuring that the organisation is well positioned to engage most qualified suppliers. The relevance of using the terms and conditions are essential for ensuring success in solving the different issues faced. Further, from the different findings, they evidence the terms and conditions as force majeure, performance, quality requirements, cost management, indemnity, insurance cover and risks. Also, the findings note that for ADNOC Onshore different departments working in synch, the terms and conditions are identified as essential to link them with all their departments. This is for ADNOC Onshore ensuring dominance of their oil and gas sector maintaining competitiveness in their practice.
Finally, battle of forms have been used with their importance guiding establishment of mutual agreement on best practice to implement contracts. The outcome of this is different terms and conditions existing with a mutual agreement attained.
At the end, from the different gaps and challenges identified in this report, the suggested recommendations are;
- Improve the awareness level amongst the PS&M teams for aligning their terms and conditions in different contracts
- Establishing various terms and conditions for their different spend categories
- Mutually agree on the different terms and conditions for solving battle of the forms issue
- To initiate technology and innovativeness for the overall PS&M operations
- Be able to implement various KPIs and SLAs on contract adoption