Executive Summary The significance of the set of terms and conditions chosen from XXX organisation has been assessed in relation to its impact on the organisation. This pertains to the domains of potential hazards related to subpar quality, time delays, escalated expenses, and unethical conduct in effective administration. In addition, the monitoring and administration of essential performance measures have been taken into consideration by utilising the selected terms and conditions. The terms and conditions can be found in appendix 1 of this report. Ultimately, the concept of "battle of the forms" has been chosen as the most effective approach to reaching a mutual agreement that aligns with an organisation's own terms and conditions. The terms and conditions selected in XXX are utilised in the General Conditions of Purchase, which are standardised T&Cs employed in procuring services for the organization. This applies regardless of the quantity of resources utilised in the order, the associated risks, and the specific requirements. The findings in this report demonstrate that their terms and conditions are successful in guaranteeing the provision of high-quality services to XXX. This involves improving the supply process in a timely manner while ensuring that ethical considerations are properly addressed. An optimal approach also includes utilising these terms and conditions to address performance concerns and assess progress. In order to address the issue of conflicting terms and conditions in the "battle of the forms," the terms and conditions of various suppliers are compared and analysed beforehand to ensure that they are aligned and consistent. In order to fulfill the desired objective of the report, many analytical methods such as the Mendelow Matrix, risk register, contract management cycle, and assessment of the value and impact of vulnerability and risks were employed, following the guidance provided by the CIPS Module Notes. Based on the results and conclusions, several recommendations might be derived. These include:

• Expand the terms and conditions by adding additional clauses to make them more comprehensive.
• Verify that the suppliers selected have prior experience in providing comparable services to prevent battle of the forms.
• Include provisions in the terms and conditions that align with relevant KSA legislations to enhance their applicability.
• Conduct a benchmark analysis on top-performing organisations in the oil and energy industry in the KSA to enhance their terms and conditions
• Enhance the expertise of the PS&M teams to effectively manage the terms and conditions without encountering significant difficulties.

 

Executive Summary This assessment focuses on evaluating the various sourcing approaches applicable in Procurement and Supply Management (PS&M) for modern organisations. The organisation of focus is Saudi Aramco in their Third Party Logistics (3PL) spend area. Evaluation of the various sourcing approaches has been informed by a review of the internal data/documentation available, models of CIPS and module contents. The key findings in this report is that the preference in Saudi Aramco in sourcing of the 3PL spend area is the multiple sourcing. The choice is identified in the key findings as being informed by immense competition in their market. Also, the sole and single sourcing approaches are also a preference in an event the supplier exist in solitary with their involvement informed by varying organisation demands. Additionally, the key findings evidence single sourcing as being preferred when despite of multiple suppliers in place, the preference is only for one. This is while the dual sourcing being adopted in an event the various methods/choices in sourcing are used and prioritised. Eventually, by embrace of supplier appraisal tool, the 3PL sourcing in Saudi Aramco has been generated. The overall outcome of the appraisal process by embrace of Carter’s 10C’s note successful organisation is guided by successful value for money outcomes and improving market growth in oil and gas sector. Considering the key findings and conclusions made in this assessment, a set of limitations and gaps have been generated which could be managed through a set of recommendations including;

• Pursue detailed internal and external analysis process for identifying best sourcing approach
• Introduction of a more detailed sourcing appraisal process by PS&M
• Focusing on management of success in sourcing approach defining the policy and operations of Saudi Aramco in 3PL sourcing
• Inclusion of all stakeholders in their practice for successful sourcing process
• Implement capacity development strategy for PS&M detailed appreciation of importance of various sourcing approaches