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(Solution) CIPS PIN Effective Negotiation ROSHN Syndicate Cohort 1

The purpose of this report was to develop a commercial negotiation plan. This plan is applicable by the organisation in the identified spend category.

In this context of the assessment, ROSHN, one of the leading Saudi Arabian real estate development companies in line with the Kingdom’s Vision 2030 has been used successfully.

The key findings in this report evidence that the mission of ROSHN is to meet housing needs and have made it their goal to build 70% homes for Saudi families within the year 2030.

Another key finding is that procurement division the Vendor Management Team (VMT) and Commercial Procurement Team provides timely delivery of resources for housing projects at HDB.

The major findings in this assessment also evidence that Mendelow’s Matrix, PESTLED analysis, and Kraljic Matrix are all components of Roshn’s main strategic procurement cycle, which also places a focus on Principled negotiations when it comes to procuring for necessary resources.

Another main finding is that, as it can be seen from the above discussion, most of the choices made by ROSHN in procurement positively influence its procuring activities regarding its strategy and Vision 2030 objectives.

Nonetheless, there are opportunities for improvement about supplier analysis, risk management, stakeholder management, and the tracking of concessions, which would provide greater negotiating power and procurement performance.

Based on these key findings and generated conclusions, a set of recommendations have been generated which are relevant in this report which entail;

Ensure that supplier evaluations reflect Vision 2030 by using innovation, sustainability, and sound supplier financials.
Prepare a detailed risk management plan on sourcing with special reference to using alternate sources as well as pre-screened backups to replace regular suppliers.
Improve contact with negative factors that affect company regulations.
Evaluate the factors prevailing in the market to get better negotiation power from the supplier.
Increase specific characteristics, for example, supplier reliability which contain qualitative elements.

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Description

Solution

Table of Contents

1.0 Introduction. 4

1.1 Background of Organisation. 4

1.1.1 Commercial / Procurement 5

2.0 Formal Commercial Negotiation Plan. 6

2.1 Definition of Negotiation. 6

2.2 Bailey et al. Negotiation Process. 6

3.0 Preparation Stages of the Bailey et al. Negotiation Model 7

3.1 Procurement Cycle and Sourcing Strategy. 8

3.2 Step 1 – Internal Data and Stakeholder Analysis 9

Internal Data Analysis. 9

Mendelow’s Matrix. 9

3.3 Step 2 – Market Analysis. 11

Supplier Pricing Strategy. 11

Supply Market Analysis. 11

PESTLED Analysis. 12

Kraljic Matrix. 13

Supplier Preferencing. 13

SWOT Analysis. 14

3.4 Step 3 – Risk Profile. 15

Team Members and Role Alignment 15

Draft Agenda. 16

3.4.1 Negotiation Type and Approach. 17

3.4.2 Objectives and Concessions 17

3.4.3 Location and Logistics. 17

0 Phases of Negotiation per CIPS Model (The Actual Conversation) 18

4.1 Stage 1: Preparation. 18

4.2 Stage 2: Open – Establishing Rapport and Setting the Tone. 18

Example Opening Statement: 18

4.3 Stage 3: Test – Probing and Gathering Information. 19

4.4 Stage 4: Propose – Presenting Offers and Testing Reactions 20

Tactics: 20

4.5 Stage 5: Bargain – Reaching Agreement through Give and Take. 20

Tactics: 20

Conflict Management: 23

4.6 Stage 6: Agree – Reaching a Final Agreement 24

4.7 Post-Negotiation: Review and Lessons Learned (Bailey et al.) 24

Team Debrief: 24

4.8 Key Learnings and Self-Reflection: 25

4.8.1 Adjustments for Future Negotiations: 25

4.8.2 Formal Communication and Approval Process: 25

5.0 Conclusion and Recommendations. 26

5.1 Conclusions. 26

5.2 Recommendations. 26

References. 28

Figure 1:ROSHN approaches. 5

Figure 2:Roles of Commercial Procure teams. 6

Figure 3:Procurement Cycle model 8

Figure 4:Framework Agreement model 9

Figure 5:Porter’s Five Forces framework. 11

Figure 6:Kraljic Matrix. 13

Figure 7:The Supplier Preferencing Matrix. 14

Figure 8:Five Forms of Power – French and Raven. 16

Figure 9:Concession Items. 23

Table 1:PESTLED Analysis. 12

Table 2:SWOT Analysis. 14

Table 3:Negotiation Agenda Meeting. 16

Table 4: Concession Tracker for ROSHN: 22

1.0 Introduction

1.1 Background of Organisation

Roshn was developed as one of the prominent independent real estate development companies in Saudi Arabia that focuses on achieving the objectives of the Saudi Arabia Vision 2030. Saudi Arabia Vision 2030 is an ambitious plan seeking to transform the country from an oil-dependent country to a hub for investment for the Middle East states to create more employment opportunities and improve the standard of the citizen of KSA (ROSHN, 2024). Another goal of Vision 2030 is thus to meet the housing demand and encourage homeownership besides developing efficient, compact neighborhoods. This effort is mainly spearheaded by Roshn which aims at developing contemporary advanced cities in Saudi Arabia. This company’s mission is in line with Vision 2030 as it aims to build and provide 70% homes to Saudi families by 2030, affordable homes of good quality (‌Vision2030.gov.sa, 2022). To this end and in response to the above-discussed need, ROSHN partnered with the Public Investment Fund (PIF) to solidify its foundation as it began with the aim of designing and delivering long-lasting housing projects all across KSA. Strategist includes developing closed and compact environments consisting of residential apartments along with places of commerce, education, health care facilities and leisure that enhances the wellbeing of the population (Figure 1).

Figure 1:ROSHN approaches

Source: Roshn.sa. (2024).

1.1.1 Commercial / Procurement

The size and type of projects being undertaken by ROSHN means that it requires an efficient and professional procurement department. Therefore, the Procurement and Commercial function as category of spend at ROSHN is directly charged with the responsibility of delivering obtainable dependable competitive resources on time to support the firm’s strategic housing development projects. This function is divided into two main areas: the Vendor Management Team (VMT) and the Commercial Procurement Team. The VMT is concentrated primarily on supplier sourcing, solicitation, and monitoring in order for ROSHN to work with only the vendors that have sound business ethics and good compliance records. In its turn, the Commercial Procurement Team oversees typical procurement activities, including contracting,resourcing, supplying, legal and regulatory standards compliance and synchronization of purchasing with the company’s goals and objectives ensuring that all resources contribute effectively to the organization’s mission within Vision 2030 (CIPS, 2022).

Figure 2:Roles of Commercial Procure teams

Source: Overvest (2021).