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.

Solution Module Practice Focus Your evaluative review must address the practice focus of 4 modules from your programme. In the

This final assignment is integrated and intend to develop a formal negotiation plan for an organisation Procurement and Supply Management (PS&M). The areas of focus include driving value through procurement and supply, managing expenditure, contracts development, sourcing essentials, and negotiation in PS&M. The organisation of focus is Red Sea Global (RSG) Organisation a luxury, sustainability and innovation convergence for redefining development process. This is by focusing on the Cost Estimation Service (CES) spend category which are instrumental for RSG active practices. In order to obtain appropriate findings in this negotiation plan, various tools including STEEPLE, Porter’s 5 Forces, SWOT analysis and Mendelow Matrix Stakeholders have been embrace for development of a negotiation plan. This is guided by the view that RSG as a development sector organisation has their priority on improving cost management efficiency and success in coming up with new developments and tourism  models. With the tourism  sector slowly recovering from POST-COVID pandemic negative  implication by economic slowdown, financial resources in RSG PS&M and negotiations have reduced. As such, the existing resources for RSG are not much. Therefore, the value for money outcomes in the negotiation strategy is supposed to be put into consideration. For RCG, this is the rationale of coming up with a detailed negotiation plan for success in PS&M operations. The negotiation plan is in alignment with various sourcing approaches, terms and conditions and varying  expectations. The key findings indicate the best practice include use of different content in development of a negotiation plan. The steps followed have been identified to include preparation, test, propose, bargain, agree and close. The key findings also highlight the essential of involving all organisation stakeholders as part of the negotiation. This is with stakeholders relationships being essential. Another key finding is that for success in the negotiation process, leverage on BATNA and MLA is essential to obtain relevant findings. From the findings and also conclusions obtained, various recommendations can be generated. The recommendations inclue nee to initiate sufficient planning to involve all the stakeholders while at the same time holistically investing in technologies and managing conflicts of interest. Another recommendation include need to customise negotiation strategy informed by market environment factors.