Solution Contingent Rewards Financial or non-financial awards given  upon meeting predetermined performance or outcome standards are known as contingent rewards.

In this report, the area of focus is on ROSHN’s procurement and vendor management strategies in alignment with Saudi Arabia’s Vision 2030. ROSHN, a leading real estate development company, is committed to building sustainable communities and increasing homeownership within the Kingdom. The company manages its entire development pipeline, from land acquisition to home construction and distribution, ensuring control over quality and costs. One of ROSHN’s key objectives is to achieve 70% homeownership by 2030, while promoting employment and economic growth in Saudi Arabia. The Procurement and Commercial functions at ROSHN play a critical role in achieving these goals. The Vendor Management Team (VMT) employs various strategic tools, such as Porter’s Five Forces and PESTLE Analysis, to evaluate suppliers and market conditions. These tools help ROSHN in negotiating better terms, securing reliable suppliers, and maintaining project timelines. Furthermore, ROSHN’s procurement cycle is structured to ensure compliance, cost efficiency, and project quality through a Pre-Qualification Questionnaire (PQQ) and supplier registration processes. ROSHN’s sourcing strategies, including sole, single, dual, and multiple sourcing, allow the company to manage supply risks while maintaining competitive pricing and consistent quality. The company also utilizes the Kraljic Matrix to categorize suppliers based on their strategic importance and supply risks, ensuring that critical infrastructure needs are met. The conclusions generated lead to development of the following recommendations;

• Streamline the PQQ process to reduce onboarding time and ensure suppliers meet compliance and quality standards more efficiently.
• Cultivate long-term relationships with key suppliers for critical infrastructure projects to ensure timely and high-quality delivery.
• Use data analytics to enhance supplier evaluation, improving decision-making accuracy and reducing supply chain risks.
• Increase the use of eSourcing tools to boost competition among suppliers, potentially reducing procurement costs.
• Regularly run mini-competitions to ensure competitive pricing and maintain high service quality.

This report evaluates and contrasts various sourcing strategies within the SWS (Sustainable Water Solution) organisation, focusing on the health and safety (HS&E) category of spend during the COVID-19 pandemic, which necessitated remote working. To assess the different sourcing strategies, tools such as the Kraljic analysis, Mendelow's stakeholder analysis, the business hierarchy of needs, and the SWOT analysis were employed. Additionally, the Peter Block Grid was used to categorise stakeholders based on their interests and positions related to the sourcing strategies. In the supplier evaluation for the HS&E category of spend within SWS, Carter's 10Cs methodology was applied to assess different sourcing strategies. The results indicate that SWS should adopt a strategic sourcing approach to sustain its leadership in the sustainability and water management industry while maximising efficiency. The sourcing strategies include multiple sourcing (engaging with multiple suppliers), single sourcing (working with one supplier), sole sourcing (working with a monopolistic supplier), and dual sourcing (working with two suppliers who might have conflicting demands). In conclusion, the recommendations for SWS's sourcing strategies in the HS&E category of spend are as follows:

• Determine the most suitable sourcing strategy based on the characteristics of the spend category.
• Ensure procurement policies are comprehensive and prioritize health and safety standards.
• Simplify the procurement process while considering the interests of all stakeholders.
• Upgrade the current Ariba/SAP system to enhance information flow and support various sourcing methods such as RFQ, RFP, negotiation, and e-auction throughout the product lifecycle

 

Solution Battle of the forms concept in contracts management is noted to “occur when organisations and a supplier having their