(Solution) CIPS ROSHN Negotiation Process
In this integrated assessment, a focus on a formal negotiation plan has been pursued. This is through the focus of Roshn organisation which is a Saudi Arabia’s largest real estate development company owned by the Public Investment Fund for KSA, has Vision 2030 supplier sourcing management strategies. The firm’s procurement department relies on a model outlined by Bailey et al that provides a rigorous approach to preparation and analysis in order to get better bargains. Hence, the Roshn internal supplier data collection and external market research to create accurate supplier risk and sourcing plans.
A variety of tools is applied, such as the Kraljic Matrix that is used to sort suppliers. The key findings note that different training activities include negotiation simulations and skills to prepare and help procurement officers for the journey. Another key finding ius that detailed planning and analytical structures accompany objectives and concession tracking. Another key finding note that supply relations are strategically classified on issues of risk and consequences as far as supply management is concerned. On a continuous basis, repetition and necessarily sequenced post negotiation reviews improve processes gradually for a successful negotiation plan.
From the findings and conclusions obtained, to maximise efficiency and optimise outcomes, it is recommended:
- Roshn standardise the Bailey et al procurement framework.
- Regular training will develop negotiation mastery, and the Kraljic Matrix will tailor strategies per supplier importance.
- Sourcing strategies should evolve through market reviews. Building long-term, trusting partnerships will foster competitiveness beyond transactions.
- Clear metrics measuring initiatives’ success will empower data-driven process adjustments.
- Adopting these practices will enhance Roshn’s sustainable sourcing in support of Vision 2030 goals.
New User Gifts
First Order Deal get Ksh 200 Off.
Original price was: £ 40.00.£ 10.00Current price is: £ 10.00.
Payment Methods:
Description
Solution
Negotiation
Negotiation is a mutual business interaction between or among people and organizations in an attempt to reach desired goals, resolve conflicts or avoid controversy. It encompasses collaboration, negotiation, and part of agreeing to reach agreeable terms that will benefit all persons of interest. In procurement and supply context, negotiation aims at acquiring resources at the best rate, at the same time maintaining and developing supplier relations.
The negotiation model developed by Bailey et al is a strategic model particularly in procurement and supply. The model outlines three key stages: Pre-negotiation Preparation, Negotiation/Interaction, and Post-negotiation Follow-up.
- Pre-negotiation Preparation: This stage is very important since it creates a platform that facilitates negotiations. It covers the collection and evaluation of inside and outside context data including things like suppliers’ capacities, estimate of future demand, historical price information, regulative requirements and the likes (OPR, 2021). There are also the analyses of stakeholders as well as the bargaining power which is done by applying some tools like Mendelow Matrix, Porter’s five forces model and Kraljic Matrix as far as the supplier market power is concerned. Key issues and/ or risks are as follows while strategies are planned as follows. Moreover, the roles in the team are assigned and the schedule for the meeting and its organization is developed.
- Negotiation/Interaction: This is phase involves bargaining such that different parties talk in order to come to the agreement. It entails getting the most out of a situation by controlling confrontation, finding solutions, and cobbling rapport (OPR,2021). The most important requirements are the possibility of continuous, open, and trustful communication in the inter-organizational relationship, market knowledge, and the systematic assessment of the counterparty.
- Post-negotiation Follow-up: This stage keeps the customers on the right track and look at how to resolve any issue that may be remaining after the contract has been signed. The follow-up phase is critical since it preserves the supplier relations, and at the same time deal with contractual issues.
The implementation of the Bailey et al. model in ROSHN itself highlights strong prospects for achieving advanced procurement sourcing strategies by mapping a significant investment in technology and infrastructure into Vision 2030 in Saudi Arabia. This structured approach is helpful to ROSHN of accomplishing its mission of delivering sustainable communities through the strategic positioning of suppliers and management of contracts.
Please click the following icon to access this assessment in full
Related Papers
(Solution) CIPS Supply Chain Analysis Methods
(Solution) CIPD Experience Assessment Behaviour Report MCIPD
(Solution) CIPS Advanced Level Contract & Category Management in P&S – APGM
- This business report has been used for evaluating the category and contract management in Eco2Solar Company.
- In particular, Eco2Solar operates to improve their project management (PM) and Cost Management (CM) as part of their category management has been evaluated.
- The areas of focus has included an evaluation of requirements for initiating and preparing category management, strategic and conventional sourcing process and role in contract management, tools and techniques for mapping categories of direct and indirect expenditure.
- From the findings obtained, innovative measures for improving the supply chain in light of categories and category management has been recommended.
- Further, in this business report, the contract administration and contract management in case of category management has similarly been evaluated in context of category management this is with assessment of risks and implementation of risk management techniques in contracts being reviewed in context of category management.
- In order to appreciate the best practice in category and contract management in the selected Eco2Solar construction spend area, use of quantitative and desk research has been pursued to obtain relevant data.
- Additionally, different tools have been applied such as Mendelow Stakeholders analysis, CIPS Category Management Cycle, CIPS Contract Management Cycle, Suppliers positioning, PESTLE analysis and SWOT analysis.
- Considering this business report findings, Eco2Solar need to improve their approach for risk management and efficiency and effectiveness of category and contract management.
- From these finding, the stakeholders collaboration in Eco2Solar need to be improved which can be done by embrace of blockchain technologies.
- Also, by identifying their PS&M teams training and capacity development, they would be able to improve on their category management. In the contemporary procurement environment, the training and capacity development has been noted as the best practice to manage gaps in their operations. Also, the findings indicate the need for Eco2Solar to improve their category management of their construction spend by coming up with appropriate SLA’s agreement and KPIs while ensuring they capitalise on innovativeness.
- For the project management and cost management, this being a long-term investment would require an improved auditing. This can entail embrace of analytics to analyse and present contract management data and appropriate management strategy.
- The importance of improved collaboration is ensuring stakeholders active involvement and awareness on core decisions made as this could harness their practice, contribution and suggestions noted.
- By successfully pursuing stakeholder analysis, it is important to maintain stakeholders relations which promote Eco2Solar organisation image and increase their market share.
(Solution) New CIPD 50S02: Advances in Digital Learning and Development
(Solution) CIPS ADNOC Cohort 15 Practitioner PSE Sourcing Essentials
- In summary, in this report, sourcing approaches have been evaluated.
- By focusing on ADNOC fuel main category of spend and other spend categories, the sourcing approaches have been identified to include multiple, single, dual, and sole.
- In ADNOC, the procurement process includes a detailed process that is defined by the transitioning of sourced products and services to the organisation.
- The identified spend categories are strategic, leverage, bottleneck, and non-critical items. Also, the products have been categorised into those with high-profit implications, risks incurred, and reliable.
- In the identified area of spend, multiple sourcing is preferred due to the critical nature of the identified spend category.