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Showing 577–588 of 604 results
(Solution) Oakwood Level 5 5HR01 Employment relationship management Assessment ID / CIPD_5HR01_22_01
(Solution) ROSHN CIPS PIN After the negotiation – debrief and reflection
(Solution) ROSHN CIPS PIN Market Analysis
(Solution) ROSHN CIPS PIN Mendelow Matrix Analysis
(Solution) ROSHN CIPS PIN Negotiation Type and Strategy
(Solution) ROSHN CIPS PIN Procurement Cycle and Sourcing Activity
Roshn is a national real estate developer owned by the Public Investment Fund of Saudi Arabia. Established in 2020, ROSHN’s mission is to deliver high-quality, affordable housing and develop thriving community destinations across the Kingdom.
As one of the largest real estate groups in the Middle East, ROSHN manages a portfolio of ambitious residential and mixed-use projects. With operations in major cities, ROSHN’s developments will contribute to Vision 2030 goals of increasing home ownership rates and improving quality of life for citizens.
To effectively manage its large-scale, nationwide portfolio, ROSHN relies extensively on advanced information technologies and robust cybersecurity protections to support all aspects of its business.
The scope of the organisation operations is as summarised in figure 1;
Figure 1:Summary of ROSHN Projects
Source: ROSHN (2023)
To evidence ROSHN’s success, several key investments have been made supporting their projects. The Public Investment Fund provided an initial $2 billion seed funding for Roshn's development, a historical area transforming ancient sites into vibrant destinations.
Additionally, over $3.2 billion has been committed through public-private partnerships for critical infrastructure development by 2023.
This success is informed by ROSHN’s strategic plans, which oversee approximately 25,000 square kilometers encompassing residential communities, natural assets like oasis valleys and mountains, and cultural heritage sites across Saudi Arabia (Argaam 2022).
The significant investments reflect confidence that ROSHN can successfully deliver on their mission of developing thriving regions nationwide.
(Solution) ROSHN CIPS PIN Risk Profile
(Solution) ROSHN CIPS PIN Stages of Negotiation in Procurement and Supply
(Solution) ROSHN CIPS PIN Team Members and Coordination
(Solution) Royal Commission for AIUla (RCU) PDV- Driving Value Through Procurement and Supply; Managing Expenditures with Suppliers
In modern-day commercial organizations, the procurement department and the supply management department are both essential components.
Procurement entails purchasing of goods and services required for the daily operations of an organization. It involves sourcing goods and services from external suppliers.
Strategic procurement is vital for a firm’s success because it helps firms to obtain the required goods and services in the required at the right time and amount hence preventing surpluses that may result in waste.
This paper provides an assessment of the Royal Commission for AIUla (RCU) procurement of Information Technology software as an area of spend.
Similarly, this paper offers an assessment of the role of RCU partners in the procurement process. Different models that are relevant to procurement and supply management have been analyzed in the context of procuring IT software as the area of spend.
This paper has recommended that RCU should establish relevant processes for the execution of procurement processes to effectively manage the resource and hence get value for money
(Solution) Sourcing essentials (PSE) Facilities management category
This report evaluates and compares four key sourcing approaches: sole, single, dual, and multiple sourcing, within ROSHN, focusing on facilities management as the primary category of spend.
Facilities management is chosen due to its critical role in maintaining ROSHN’s large-scale residential projects and ensuring operational efficiency.
Each sourcing approach is analysed for its advantages and disadvantages, and its applicability to specific procurement needs is explored using strategic tools like the Kraljic matrix and supplier preferencing models.
For instance, sole sourcing is applied to specialised maintenance services, while single sourcing is used for cleaning services due to quality control needs.
Dual sourcing is chosen for security services to mitigate risks, and multiple sourcing is recommended for office supplies within facilities management to foster competition and innovation.
A detailed supplier appraisal checklist for the facilities management category is developed using Carter’s 10 C’s model to ensure a thorough evaluation of supplier capabilities. This checklist ensures that ROSHN selects suppliers who meet stringent quality, reliability, and cost-effectiveness criteria.
The findings highlight the importance of strategic sourcing in maintaining ROSHN’s competitive advantage in the Saudi Arabian real estate market.
The following recommendations aim to optimise ROSHN’s procurement processes, ensuring efficiency, cost-effectiveness, and resilience in its supply chain:
- Conduct thorough market research using tools like Porter’s Five Forces and PESTLE analysis to understand the supplier landscape and market dynamics better.
- Integrate advanced eSourcing tools, including ERP systems and eAuctions, to streamline procurement processes and increase efficiency.
- Adopt dual and multiple sourcing strategies to mitigate risks, enhance competition, and ensure supply continuity for critical categories.
- Develop and maintain strong supplier relationships through continuous performance evaluations, clear communication, and strategic partnerships.
- Provide training and development opportunities focused on strategic sourcing, negotiation skills, and advanced procurement technologies.
(Solution) Sourcing essentials (PSE) Saudi Downtown Company (SDC) Information Technology (IT) systems
In this report, an evaluation of various sourcing approaches used in sourcing has been pursued. Through a focus on Saudi Downtown Company (SDC), sourcing of Information Technology (IT) systems post COVID due to popularity of remote working in the different departments has been identified as the spend area.
In the evaluation process, different tools including Mendelow Matrix, Kraljic Matrix, SWOT analysis, Hierarchy of need, and Peter Block Grid have been adopted in the analysis.
The different sourcing approaches have been identified and their influence for the organisation best practice noted. At the end, by using Cater’s 10C’s tool, supplier appraisal has been carried out for the identified spend area.
The findings in this assessment evidence that SDC adopts various sourcing approaches for their different spend categories.
There is nevertheless a challenge in embracing strategic sourcing in their operations. Further, the organisation use different sourcing approaches including multiple sourcing, single sourcing, sole sourcing and dual sourcing.
All these sourcing approaches are distinct and involved in engagement of different suppliers, only one supplier involved, monopolistic suppliers engaged and suppliers with demands which conflict respectively.
In line with the findings and conclusions obtained in this assessment, various recommendations have been suggested for SDC. They include;
- To select best sourcing approach informed by the characteristics of their spend categories
- Ensure various legislations and policies are initiated to aid use of technologies and innovation in their sourcing process
- Implement a fully streamlined PS&M strategy with entire stakeholders interests prioritised
- Improve information flow and supporting their sourcing strategy by leverage on different approaches (RFQ, RFP and e-Auction) integrated to product lifecycle