Certification Purchasing Managers

A challenging & rewarding experience

The EIPM Certification Programme Purchasing Managers enables purchasing professionals to keep their knowledge and skills relevant, applicable and competitive, whilst being an industry standard that is recognised worldwide.

The courses are flexible and structured around 2 weeks of face-to-face sessions combined with up-front preparation and project implementation.

REGISTRATION FORM

Programme Details

 

Week 1

Purchasing Management: Strategies & Organisations

LEARNING GOALS

Following this module, participants will be able to:

  • Align the purchasing strategies to business strategies.
  • Align the purchasing organization with business organization and constraints.
  • Help their team to define appropriate category strategy.
  • Manage the complex interaction between internal customers, purchasing teams and suppliers.
  • Define relevant objectives.
  • Control the delivery of results according to the plan.

TARGET GROUP

  • The module is dedicated to purchasing executives with solid purchasing background who are leading a team of buyers or to senior buyers accessing to executive position.
  • It is also suitable to experienced executives new to purchasing.

METHODS AND TOOLS

  • Workshops and discussions will be organised in order to exchange experience between participants and the EIPM experts.

DAY 1

Do we have the right Purchasing Strategy?

  • We will start by clarifying what is a company business strategy. This is the basis to set-up a Purchasing strategy which is aligned with the company strategy. We will discuss what purchasing strategy is adapted to each of these options.
  • Participants will work on their own company and purchasing strategy.

Do we have the right Purchasing Organisation?

  • Once the Purchasing Strategy is clear, the Purchasing Manager must set-up the right and adapted organisation.
  • Which organisation is required to facilitate early purchasing involvement in product and service definition (Upstream organisation)?
  • Which organisation is adapted to leveraging and coordinating the company needs (Downstream organisation)?
  • Shall the company have a centralised or decentralised purchasing organisation in order to get the best out of the market? We will discuss the different factors and tools to support the decision process.

DAY 2

Do we have the right Purchasing Organisation?

  • We will review the various methods and tools and analyse their relevance in relation to the participants’ own environments.

DAY 3

Do we have the right suppliers and management system?

  • We shall discuss SRM-Supplier Relationship Management approaches in order to segment the supplier base and adopt a specific type of relationship to each category. Best practices to handle strategic suppliers will be extensively discussed.

Do we have the right strategy implementation process?

  • We will, with the help of the EFQM self-assessment methodology, benchmark the participants’ purchasing organisation.

Purchasing Management: Skills & Performance Indicators

LEARNING GOALS

Following this module, participants will be able to:

  • Create a 3 year roadmap to develop the performance of their purchasing units.
  • Build a one page strategy that support effective communication to stakeholders.
  • Develop and implement a human resource plan to attract, retain and develop people.
  • Review and develop the performance of people reporting to them.
  • Design and use performance measures.
  • Lead effective performance review.
  • Assess and improve processes.

TARGET GROUP

  • The module is dedicated to purchasing executives with a solid purchasing background who are leading a team of buyers or to senior buyers accessing to an executive position.
  • It is also suitable for experienced executives new to purchasing.

METHODS AND TOOLS

  • Workshops and discussions will be organised in order to exchange experience between participants and the EIPM experts.
  • Participants will be encouraged to apply the methods to their own purchasing organisation.

DAY 1

Purchasing trends

  • Trends related to globalisation
  • Trends related to value chain
  • Building your strategy in one page

Do we have the right People skills?

  • Talent management
  • Current and future skills required in a Purchasing Organisation

DAY 2

Do we have the right Performance indicators?

  • Performance measures for purchasing
  • Evolving your performance measure as your maturity evolves
  • Using the Balanced Score card approach: exercise the set-up of aligned performance indicators

Week 2

Supply Chain Optimisation Management

LEARNING GOALS

Following this module, participants will be able to:

  • Turn supply chain management into a competitive advantage.
  • Create value for all actors across the chain.
  • Strategically manage all types of flows.
  • Achieve global efficiency by involving the supply chain from suppliers to customers.

TARGET GROUP

  • Purchasing managers who wish to leverage an integrated supply chain strategy.
  • Supply chain practitioners who would like to enhance their knowledge of purchasing execution and challenges.
  • Experts in fields such as Information Systems, Logistics & Warehousing, Finance, Production, Quality, that wish to develop a greater understanding of how Purchasing and Supply Chain should be integrated with their specific area and processes.
  • Sales development people who wish to improve their understanding of the impact of Customer related inputs in the overall efficiency of the Supply Chain and Purchasing.

METHODS AND TOOLS

  • Presentation of supply chain management concepts
  • Workshops around examples and cases
  • Plenary discussions
  • Simulation exercises to demonstrate supply chain dynamics

DAY 1

Supply Chain management

  • Definitions: Is Supply Chain more than Purchasing?
  • From Inputs, Conversion and Outputs to the virtual Supply Chain company.

Review of Inventory Management notions

  • Global environment, modelisation of flows, Business Processes, Stakeholders
  • The Forrester effect, the JIT of demand and players
  • The Iceberg of inventories: from price to cost, from cost to value
  • Ordering optimisation techniques and systems integrations (EOQ, ERP, VMI, Safety Stock, etc)
  • KPI’s, logistics flows, complex supply chains mapping and improvements

Implementing Supply Chain orientated negotiations with Suppliers

  • Terms & Conditions, advanced parameters of optimisation
  • Rights and duties of Supply Chain actors

Practical cases and workshops

DAY 2

Strategic impact of Supply Chain Management

  • The life cycle’s dynamics: from TTM to TTT, TTV, TTC, TTR?
  • Supply Chain maturity levels
  • Full process of Supply Chain implementation in the Purchasing environment

Tool Box of Supply Chain Optimisation management

  • Procurement and Planning Structure
  • Warehousing and Logistics organisation
  • Financial and company-wide targets
  • Purchasing impacts
  • Negotiation and functional processes
  • Communication and influence of internal customers
  • Final customers/markets constraints integration

Global logistics

  • International logistics
  • The role of 3PL & 4PL partners
  • Incoterms refresher

Supply chain excellence

  • From CRM and SRM to GRM: Global Relationship Management
  • The 6SCORE: tool of global performance measurement and coaching along the Supply Chain

Going further…

  • Time compression techniques
  • Lean and agile supply chains
  • Demand planning and forecasting techniques
  • Sales & Operations planning

Leadership & Change Management

LEARNING GOALS

Following this module, participants will be able to:

  • Know themselves better, and how these characteristics impact their leadership.
  • Appreciate differences and how they can draw value from them.
  • Develop and coach their team members.
  • Manage their stakeholder relationships better by understanding what is at stake for others, using different influence strategies, and having courageous conversations.
  • Manage change and transitions better, through an increased understanding of reactions to change and how to handle them, and of the complexity of organizational change.

TARGET GROUP

  • As this module is about leading others, it is targeted to Purchasing managers who have the responsibility of leading a team or to Senior buyers transitioning to a managerial position.

METHODS AND TOOLS

  • Presentation of models/methodologies followed by application exercises, role play or group work on real issues to allow for practice and opportunities to exchange experience with other participants, receiving individual feedback on strengths and development areas, personal reflexion.

DAY 1

Leadership

  • When leading others, it is important to begin by knowing oneself and one’s leadership style. The Myers-Briggs Type Indicator gives helpful insight into one’s personality and preferences, communication style, team behaviour and reaction to change. Participants will explore their own profile though exercises.
  • Transition is a key moment in a career, which needs to be carefully navigated. Here, the focus is on leadership transitions, and what needs to be done when transitioning from one role to another.
  • Emotional intelligence has an impact on leadership effectiveness. The different aspects of it are explored and applied to different leadership styles.

DAY 2

Key Skills for Leading Others

  • Influencing is one of the most important skills in organisations today. A methodology is presented and participants work on their current influencing challenges.
  • Coaching: One of a leader’s roles is to coach their employees and help them develop. Different skills required for coaching are explored and practiced through case studies. The participants also identify their own motivations and work on understanding those of others.
  • Managerial courage requires the ability to say things that are not easy to say. Participants practice having difficult conversations using a methodology.

DAY 3

Leading change

  • The final day looks at change from an individual and from an organisational perspective. From an individual perspective, understanding reactions to change, the change curve, why people resist change, and how the MBTI type impacts our preferred way of dealing with change. From an organisational perspective, what are the key factors for successful implementation of change in an organisation.