In this report, the focus is on evaluating role of procurement supply and management (PS&M) function to achieve value for money outcomes. Part of this report also entail evaluating approaches of management of costs for the catering services. The organisation of focus is Qatar Railways Company (QRC) in sourcing for catering services. The data used to generate the findings in this report has been sourced by use of internal documents in QRC, available research from reputable sources and suppliers analysis. Further, various theories and models have been used from CIPS Module notes and guidance (STEEPLED, Mendelow, Kraljic and Suppliers Preferencing and more ) to generate appropriate findings. It is evident that QRC works with many stakeholders for success in their PS&M and specifically sourcing for catering services. Further, with QRC operating in a competitive oligopolistic market environment, achieving value for money outcomes in their PS&M operations is essential. The major findings is that the organisation uses a strategic approach in achieving value for money outcomes.

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 Ethical principles and personal values Ethical Principles In the CIPD HR Professional Map, ethics are classified as the core

This report makes use of the case study of ROSHN — Saudi Arabia’s leading real estate developer having the responsibilities of delivering quality homes. ROSNH plays an important role in the organization of construction activity in KSA and currently owns more than sixty percent in the market of residence construction. The key findings evidence that procurement practices of the organization are orderly with keen emphasis on the relationship it has with the suppliers so as to deliver construction materials in the shortest times and most efficient costs possible. The key findings evidence that an effective sourcing approaches will work to strengthen ROSHN’s procurement systems, minimize supply-chain vulnerabilities, and centralize costs for the organisation while offering the organization compliance with burgeoning sustainability shifts in the constructions industry. The following paper assesses the current sourcing initiatives and provides several critical suggestions that can strengthen procurement and supply chain. The key recommendations arising from this analysis include:

• ROSHN should incorporate Porter’s Five Forces and PESTLE analysis into the organization’s Vendor Management Team (VMT)
• The expansion of the approved list of suppliers by not less than fifteen percent in the course of the next year is vital in eliminating reliance on a few suppliers.
• Improving eSourcing tools especially eAuctions to apply competitive pressures and lower costs of procurement. This will solve the problem of inefficiency in the tendering process and increase transparency while RHOSN already has efficient technology solutions for engaging suppliers.
• Obligatory implementation of a supplier sustainability program that identifies suppliers with high levels of CS

This procurement negotiation plan for the ROSHN organization focuses on the aspects of planning and executive negotiations in obtaining the IT consultancy services. It uses the Bailey et al. negotiation model with the mixed approaches of Porter’s 5 Forces and PESTLED frameworks to carry out the evaluation of the market competencies for enhancing the negotiation plans. The selected approach focuses with creating stable, win-win relationship with suppliers where most of the concentration is for quality suppliers who have efficient timeline delivery and risk control than just focusing on the price. Expert holistic planning is imperative to this plan, starting with internal need analysis and assessment of inherent risks and stakeholders. It must be noted that the information founded in this article would help ROSHN effectively strategise its course of action in face of organisational goals as well as market forces.. Key recommendations from this negotiation plan include:

• Establishing an Integrated Digital Procurement System within the next year to track project timelines and quality metrics, aiming for a 20% improvement in service reliability for IT consultancy services.
• Implementing a Comprehensive Supplier Training Program over the next year, with a goal of achieving at least 80% supplier participation to ensure alignment with ROSHN's operational standards and improve service quality by 25%.
• Conducting Quarterly Supplier Performance Evaluations, utilizing a performance scorecard for at least 90% of suppliers to assess compliance with agreed-upon targets, with the objective of increasing average performance metrics by 15% over the year.
• Developing an Enhanced Risk Assessment Protocol within six months to identify and mitigate key risks in the IT consultancy supply chain, targeting a 30% reduction in overall risk exposure through proactive measures.

These recommendations aim to enhance negotiation effectiveness, drive value for money, and cultivate long-term, strategic partnerships with IT consultancy suppliers. This approach not only addresses immediate procurement needs but also strengthens ROSHN's market position by integrating sustainable and proactive practices into its negotiation processes.