Procurement Directorate
Procurement Competence Frameworks
Procurement Competence Framework V7 (July 2012)
Page 1 of 28
Procurement Competence Frameworks
1
Purpose
1.1
This competence framework sets out the technical skills procurement practitioners are expected to have and the professional competence
profile for every procurement post in the organisation. It complements the Ministry of Justice Core Competence Framework and ensures that
each activity can be undertaken to a required level depending on the post.
1.2
The competence framework has a number of uses:
a) Job descriptions/roles
The competence Framework is intended to help align roles with business requirements. It can be used to identify skill and knowledge
requirements for different roles, at different levels of seniority. For example, a role may require the individual to have Basic knowledge of
some topics and to be Intermediate at Advanced level in others. It is not expected that any one role requires an individual to have the same
level of expertise in every skill area, or that every role will involve all the skill areas included in the framework. The skills and associated
skill levels defined in each job description should reflect the requirement of the job and not the skills and experience of the current
jobholder.
b) Staff development and Career planning
The competence framework will inform an individual’s Staff performance and Development Record (SPDR). It will also enable staff to
plan their future development by identifying what skills and knowledge they need to acquire to progress in their careers. Jobholders
should be assessed against the agreed skills requirement and competences for the role they have, and for their next career move, and any
gaps in skills or experience identified. The jobholder and their line manager can then draw up a learning and development plan to help
them to address those gaps.
c) Team building and Recruitment
The competence framework will assist leaders who are building or restructuring the procurement function. When a new job, team or
function is created to fulfil a defined purpose, this tool can be used to identify and articulate the new skills requirement, which can then be
used as part of the recruitment and selection process.
1.3
Competence levels have been set as follows.
Procurement Competence Framework V7 (July 2012)
Page 2 of 28
Basic (B)
Intermediate (I)
Advanced (A)
Leader (L)
1.4
-
have a basic understanding of the activity and be able to input into the activity
have a broad understanding of the activity and be able to produce the outputs
have an in-depth understanding of the activity and be able to produce and/or manage outputs
have an understanding of the activity and be able to define requirements and outputs
These skills are cumulative, with each level building on the previous one, and so a practitioner at Advanced level will have the skills and
knowledge identified in the Basic and Intermediate levels.
Attached is the complete list of the professional competencies. Subsequent sections hereunder state the relevant competence and level for
cross-reference to the list of professional competences.
Procurement Competence Framework V7 (July 2012)
Page 3 of 28
2.1
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Director of Procurement
SCS Band 2
2.2
Procurement Competency Area
Level
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory / Logistics Management
Information technology
Relationship Management
Project Planning / Management
Category management
Leader
Leader
Leader
Leader
Leader
Leader
Leader
Leader
Leader
Leader
Leader
Procurement Competence Framework V7 (July 2012)
Head of Procurement, Category Management
SCS Band 1
Procurement Competency Area
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory / Logistics Management
Information technology
Relationship Management
Project Planning Management
Category management
Level
Leader
Leader
Leader
Leader
Leader
Leader
Leader
Leader
Leader
Leader
Leader
Page 4 of 28
2.3
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Head of Procurement, ICT
SCS Band 1
2.4
Procurement Competency Area
Level
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory / Logistics Management
Information technology
Relationship Management
Project Planning / Management
Category management
Leader
Leader
Leader
Leader
Leader
Leader
Leader
Leader
Leader
Leader
Leader
Procurement Competence Framework V7 (July 2012)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Head of Procurement, Major Contracts
SCS Band 1
Procurement Competency Area
Level
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory / Logistics Management
Information technology
Relationship Management
Project Planning / Management
Category management
Leader
Leader
Leader
Leader
Leader
Leader
Leader
Leader
Leader
Leader
Leader
Page 5 of 28
2.5
Head of Procurement, Compliance
Senior Manager B
Procurement Competency Area
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory / Logistics Management
Information technology
Relationship Management
Project Planning / Management
Category management
Procurement Competence Framework V7 (July 2012)
2.6
Level
Leader
Leader
Intermediate
Leader
Leader
Leader
Advanced
Leader
Leader
Leader
Advanced
Procurement Unit Manager
Senior Manager C
Procurement Competency Area
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory / Logistics Management
Information technology
Relationship Management
Project Planning / Management
Category management
Level
Leader
Leader
Leader
Leader
Leader
Advanced
Intermediate
Advanced
Leader
Leader
Leader
Page 6 of 28
2.7
Procurement Unit Manager (Major Contracts)
Senior Manager B
Procurement Competency Area
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory / Logistics Management
Information technology
Relationship Management
Project Planning / Management
Category management
Procurement Competence Framework V7 (July 2012)
2.8
Level
Leader
Leader
Leader
Leader
Leader
Advanced
Advanced
Leader
Leader
Leader
Leader
Procurement Unit Manager (ICT)
Senior Manager C
Procurement Competency Area
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory / Logistics Management
Information technology
Relationship Management
Project Planning / Management
Category management
Level
Leader
Leader
Leader
Leader
Leader
Advanced
Intermediate
Advanced
Leader
Leader
Leader
Page 7 of 28
2.9
Procurement Systems Manager (Policy)
Senior Manager D
Procurement Competency Area
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory Management
Information technology
Relationship Management
Project Planning / Management
Category management
Procurement Competence Framework V7 (July 2012)
2.10
Level
Advanced
Advanced
Advanced
Advanced
Advanced
Advanced
Advanced
Advanced
Advanced
Advanced
Intermediate
Procurement Systems Manager (Technical)
Senior Manager D
Procurement Competency Area
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory Management
Information technology
Relationship Management
Project Planning / Management
Category Management
Level
Advanced
Advanced
Advanced
Advanced
Advanced
Advanced
Advanced
Advanced
Advanced
Advanced
Intermediate
Page 8 of 28
2.11
Senior Procurement Category Manager
Senior Manager D
Procurement Competency Area
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory Management
Information technology
Relationship Management
Project Planning / Management
Category management
Procurement Competence Framework V7 (July 2012)
2. 12 Senior Procurement Category Manager (ICT)
Senior Manager D
Level
Advanced
Advanced
Advanced
Advanced
Advanced
Advanced
Intermediate
Advanced
Leader
Leader
Leader
Procurement Competency Area
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory / Logistics Management
Information technology
Relationship Management
Project Planning / Management
Category management
Level
Advanced
Advanced
Advanced
Advanced
Advanced
Advanced
Intermediate
Advanced
Leader
Leader
Leader
Page 9 of 28
2. 13 Senior Contract Manager (Major Contracts)
Manager D
Procurement Competency Area
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory / Logistics Management
Information technology
Relationship Management
Project Planning / Management
Category management
Procurement Competence Framework V7 (July 2012)
2. 14 Senior Contract Manager (ICT)
Manager D
Level
Advanced
Advanced
Advanced
Advanced
Leader
Advanced
Intermediate
Advanced
Leader
Leader
Advanced
Procurement Competency Area
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory / Logistics Management
Information technology
Relationship Management
Project Planning / Management
Category management
Level
Advanced
Advanced
Advanced
Advanced
Leader
Advanced
Intermediate
Advanced
Leader
Leader
Advanced
Page 10 of 28
2.15
Senior Procurement Systems Executive (Policy)
Manager E
Procurement Competency Area
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory Management
Information technology
Relationship Management
Project Planning / Management
Category management
Procurement Competence Framework V7 (July 2012)
2.16
Level
Advanced
Intermediate
Advanced
Intermediate
Advanced
Advanced
Advanced
Advanced
Intermediate
Advanced
Advanced
Senior Procurement Systems Executive (Technical)
Manager E
Procurement Competency Area
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory Management
Information technology
Relationship Management
Project Planning / Management
Category management
Level
Advanced
Intermediate
Intermediate
Intermediate
Intermediate
Intermediate
Intermediate
Leader
Intermediate
Advanced
Intermediate
Page 11 of 28
2.17
Procurement Category Manager
Manager E
Procurement Competency Area
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory Management
Information technology
Relationship Management
Project Planning / Management
Category management
Procurement Competence Framework V7 (July 2012)
2.18
Level
Intermediate
Intermediate
Advanced
Advanced
Advanced
Advanced
Intermediate
Intermediate
Advanced
Advanced
Advanced
Contract Manager
Manager E
Procurement Competency Area
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory Management
Information technology
Relationship Management
Project Planning / Management
Category management
Level
Intermediate
Intermediate
Intermediate
Advanced
Advanced
Advanced
Intermediate
Intermediate
Advanced
Advanced
Intermediate
Page 12 of 28
2.19
Contract Manager (ICT)
Manager E
Procurement Competency Area
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory Management
Information technology
Relationship Management
Project Planning / Management
Category management
Procurement Competence Framework V7 (July 2012)
2.20 Contract manager (Major Contracts)
Manager E
Level
Intermediate
Intermediate
Intermediate
Advanced
Advanced
Advanced
Intermediate
Intermediate
Advanced
Advanced
Intermediate
Procurement Competency Area
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory Management
Information technology
Relationship Management
Project Planning / Management
Category management
Level
Intermediate
Intermediate
Intermediate
Advanced
Advanced
Advanced
Intermediate
Intermediate
Advanced
Advanced
Intermediate
Page 13 of 28
2.21
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Assistant Procurement Category Manager
Manager F
2.22
Procurement Competency Area
Level
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory / Logistics Management
Information technology
Relationship Management
Project Planning Management
Category management
Intermediate
Intermediate
Intermediate
Intermediate
Intermediate
Intermediate
Basic
Intermediate
Intermediate
Intermediate
Intermediate
Procurement Competence Framework V7 (July 2012)
Assistant Contract Manager
Manager F
Procurement Competency Area
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory Management
Information technology
Relationship Management
Project Planning / Management
Category management
Level
Intermediate
Intermediate
Intermediate
Intermediate
Intermediate
Intermediate
Basic
Intermediate
Advanced
Intermediate
Intermediate
Page 14 of 28
2.23
Procurement Systems Executive
Manager F
Procurement Competency Area
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory Management
Information technology
Relationship Management
Project Planning / Management
Category management
Procurement Competence Framework V7 (July 2012)
2.24
Level
Intermediate
Intermediate
Intermediate
Intermediate
Intermediate
Intermediate
Intermediate
Advanced
Intermediate
Intermediate
Intermediate
Procurement Category Officer
Executive Officer
Procurement Competency Area
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory Management
Information technology
Relationship Management
Project Planning / Management
Category management
Level
Intermediate
Basic
Intermediate
Intermediate
Intermediate
Basic
Basic
Intermediate
Intermediate
Basic
Basic
Page 15 of 28
2.25
Contract Officer
Executive Officer
Procurement Competency Area
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory Management
Information technology
Relationship Management
Project Planning / Management
Category management
Procurement Competence Framework V7 (July 2012)
2.26
Level
Intermediate
Basic
Basic
Intermediate
Intermediate
Basic
N/a
Intermediate
Intermediate
Basic
Basic
Procurement Systems Officer
Executive Officer
Procurement Competency Area
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory Management
Information technology
Relationship Management
Project Planning / Management
Category management
Level
Intermediate
Basic
Intermediate
Intermediate
Intermediate
Basic
N/a
Intermediate
Intermediate
Basic
Basic
Page 16 of 28
2.27
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Administrative Officer
AO
Procurement Competency Area
Level
Public Procurement Context
Strategic Awareness
Markets
Procurement Processes
Contract Management
Finance
Inventory Management
Information technology
Relationship Management
Project Planning / Management
Category management
Basic
Basic
Basic
Basic
Basic
Basic
N/a
Basic
Basic
N/a
Basic
Procurement Competence Framework V7 (July 2012)
Page 17 of 28
Procurement Competencies
PROCUREMENT
COMPETENCY AREAS
1.
Public Procurement
Context
 Government
Procurement Policy
 Government
Accounting Rules
 EU Procurement
Directives
 Diversity issues
 Role of OGC, OGD’s
 Policies/procedures
TECHNICAL COMPETENCE (Knowledge and
Skills)
TECHNICAL STANDARD (Able to do)
BASIC
Limited awareness of public procurement policy and
Apply the basic rules governing public sector procurement
associated implications and requirements. Compliance
with administrative and procedural needs through
adherence to pre-defined rules/procedures, under close
supervision.
INTERMEDIATE
Awareness of public procurement policy and associated
Ensure pragmatic application of the rules
implications. Compliance with pre-determined rules,
Seek further advice and support as required
accompanied by an understanding of the risk of noncompliance. Through experience has the knowledge and
understanding of when to seek advice.
ADVANCED
Understands public procurement policy, able to comply
Ensures those dealing with procurement fully understand the
with rules through knowledge and experience.
approved processes and their responsibilities, targets and
Understands risks of non-compliance. Review compliance limits of authority.
options, challenge, and recommend the preferred
Identify CSR issues and incorporate into the procurement
approach. Has the knowledge and ability to provide
process
sound advice.
Balance the risks of non-compliance with the those of
compliance
LEADER
In depth understanding of public procurement policy and Audit compliance with the rules
related legal frameworks. Totally familiar with
Ensure staff are fully briefed as to the rationale behind the
compliance rules, is seen as a valued source of advice on
rules and can apply them correctly and pragmatically.
compliance options/risk of non-compliance. Audit
Fosters an organisational culture that encourages best practice
compliance. In co-operation with OGC/ OGD’s, contribute public sector governance and consistently monitors
to the further development of policy in this area.
performance against objectives.
Procurement Competence Framework V7 (July 2012)
Page 18 of 28
PROCUREMENT
COMPETENCY AREAS
2. Strategic Awareness







Risk management
Benefits Analysis
Business cases
Contracting strategies
Cross Functional Teams
Supplier Management
Supply chain
management
 Quality management
 Risk management
TECHNICAL COMPETENCE (Knowledge and
Skills)
TECHNICAL STANDARD (Able to do)
BASIC
Understand how the organisations commercial strategy links
to the organisations objectives.
Limited awareness of strategic agenda and issues.
Involvement in supporting or administrative capacity
only, under close supervision.
INTERMEDIATE
Awareness of strategic issues, and identifies circumstances Contribute to the development of basic procurement
where value and risk require a strategic approach to be
strategies, including identifying risks, key outputs and
taken.
deliverables.
Enough experience of strategic procurement to know
when to seek advice.
ADVANCED
Experience of operating on strategic projects as part of
Able to identify and assess hard and soft benefits of a project.
cross-functional teams. Draw up business cases and
Able to identify and assess the impact of risks to a project.
project plans, able to manage risk. Identify differing
Understand and apply supply and value chain concepts.
contracting strategies and to recommend preferred
Able to identify a range of options and recommend the most
option. Some experience of supplier management.
appropriate.
Awareness of the components of a make or buy process.
Work with stakeholders to implement improvements to the
supply chain strategy.
LEADER
Through knowledge and skills play a leading role in cross- Encourages relationships with key suppliers and ensures they
functional teams handling strategic procurements.
are involved in new initiatives from the outset.
Manage all aspects of projects from business case through Ensures key stakeholders engage with procurement from the
to delivery. Identify and implement appropriate
outset of a project.
contracting strategies. Actively manages relationships
Establish quality standards and quality assurance procedures.
with key suppliers.
Develops and delivers a commercial strategy that supports the
organisation’s business objectives.
Procurement Competence Framework V7 (July 2012)
Page 19 of 28
PROCUREMENT
COMPETENCY AREAS
3. Markets




Market knowledge
Product knowledge
Commercial focus
Centralised
Procurement
TECHNICAL COMPETENCE (Knowledge and
Skills)
TECHNICAL STANDARD (Able to do)
BASIC
Awareness of markets as a source of supply, but no detailed
market/product knowledge, with limited commercial focus. Undertake market research and sourcing activities under close
Administrative/supporting involvement only under close
supervision.
supervision.
INTERMEDIATE
Basic knowledge of markets and products, apply basic
Keeps abreast of market developments through industry
procurement processes in search of best value. Some
magazines, trade exhibitions, discussions with current
commercial focus, with enough experience to know when
suppliers and other procurement professionals.
to seek advice.
Able to make recommendations on alternate sources of supply
to inform specifications.
ADVANCED
Thorough experience and knowledge of specific markets;
Understands where product or service sits in the supply chain
exploit them through application of well developed
and uses this to source suppliers.
procurement skills. Commercially aware and credible
Uses a range of market specific intelligence to inform decision
externally.
making.
Identifies supply options to meet the requirements of the
specification.
LEADER
Skilled and experienced in market exploitation. Identify
Actively seeks to develop markets where there is little
appropriate tactics dependent on supplier position in the
competition.
market. Very focussed commercially, very credible
Uses market knowledge to inform strategy making e.g. moving
externally.
up a supply chain (backwards integrating) to a more
competitive market.
Procurement Competence Framework V7 (July 2012)
Page 20 of 28
PROCUREMENT
COMPETENCY AREAS
4. Procurement
Processes
 Specifications
 Sourcing and Supplier
Appraisal
 Invitations to Tender
 Legal, T&Cs
 Bid evaluation
 Negotiation
 Award of Contracts
 De-briefing
 Contract administration
 E-procurement
 R2P
 Spend analysis
 Construction
 Claims
 Service pricing
mechanisms
 Benchmarking
techniques
TECHNICAL COMPETENCE (Knowledge and
Skills)
TECHNICAL STANDARD (Able to do)
BASIC
Limited awareness of procurement processes.
Able to place orders within the framework of nationally/locally
Involvement in supporting/administrative capacity, in line let agreements.
with pre-determined rules and under close supervision.
Obtains two to three written quotes for low value goods or
services where no contract exists.
INTERMEDIATE
Apply basic procurement processes to routine
Draft basic tender documentation, using E-procurement tools,
procurement situations. Some experience of negotiation,
ensuring appropriate terms and conditions and pricing
but requires support. Experienced enough to know when
requirements are included.
to seek help or advice.
Able to recommend most appropriate R2P process for
category.
Ensure tender queries are answered accurately and promptly.
Ensure tenders are evaluated confidentially and fairly and
recommendations are drafted.
ADVANCED
Familiar and comfortable with all aspects of procurement
Take the lead on project based procurement.
processes. Understands the components of an output
Chairs a team of key stakeholders responsible for making
based specification and take the lead on procurement
decisions on the procurement process.
aspects as part of a cross-functional team. Experienced in Able to analyse financial and commercial structure.
negotiating high value contracts, commanding credibility
Ensures correct terms and conditions are applied.
and respect externally.
LEADER
Expert on all aspects of procurement processes, through
Use judgement to determine how best to apply processes to
experience and knowledge. Apply judgement to
secure best value for money in any given set of circumstances.
determine how best to apply processes to secure best value Defines and advises the Board on what should be the targets,
in any particular set of circumstances. Direct and coach
responsibilities and limits of authority for all procurement
others, command credibility with OGC/OGD’s and
personnel within the department.
suppliers.
Determines most appropriate procurement strategy and
makes recommendations to senior stakeholders.
Ensures financial and commercial mechanisms are
appropriate to the transaction.
Leads the negotiation in this area.
Ensures all commercial risks are properly covered.
Procurement Competence Framework V7 (July 2012)
Page 21 of 28
PROCUREMENT
COMPETENCY AREAS
5.





Contract
Management
Performance indicators
Performance Review
Problem resolution
Change management
Contract development
TECHNICAL COMPETENCE (Knowledge and
Skills)
TECHNICAL STANDARD (Able to do)
BASIC
Limited awareness/appreciation of contract management
Able to resolve minor contract queries.
issues. Has a basic understanding of the role of key
Involvement in supporting/administrative capacity, under
performance indicators.
close supervision.
INTERMEDIATE
Monitor contractor performance against pre-determined
Monitor KPIs and undertake vendor rating and feedback using
milestones, and to identify when corrective action needed. Emptoris Supplier Performance Management and identify
Requires assistance to negotiate improvements.
required action.
Undertake audits and prescribe actions.
Escalate disputes where unable to resolve.
Identify where it is necessary to vary a contract to deliver
continuous improvement.
Drafts robust variations in a manner consistent with the
contract and ensures proper approvals are sought.
ADVANCED
Understands when contractor performance requires
Develop performance monitoring systems and ensure these
corrective action, and is able to identify the appropriate
encourage continuous improvement.
action to be taken. Experienced in negotiating to achieve
Identify issues leading to disputes.
and maintain the necessary level of improvement.
Anticipate and diagnose issues before they reach a problem
Identifies the implications of a change and facilitates the
point.
variation of the contract.
Escalate disputes where unable to resolve.
Manages complex variations to contracts in accordance with
the relevant procedures.
LEADER
Experienced in identifying and negotiating contractor
Assesses the impacts of terminating a contract in the event
performance milestones, and in monitoring performance. poor performance.
Resolve difficulties through negotiation, leading to
Enlists help of arbitration or legal support as required.
improvement. Knowledge of how to terminate contracts
Ensures legal compliance.
appropriately and legally where necessary. Detailed
Resolve issues between suppliers and procurement
appreciation of the change management process
practitioners.
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PROCUREMENT
COMPETENCY AREAS
6. Finance





Financial accounts
Financial appraisal
Supplier cost base
Life cycle costing
Cost pressures
TECHNICAL COMPETENCE (Knowledge and
Skills)
TECHNICAL STANDARD (Able to do)
BASIC
Limited understanding of financial management issues
Able to undertake basic cost comparison.
and suppliers’ accounts/cost bases.
INTERMEDIATE
An appreciation of financial accounts / appraisal and of
Understands how costs are constructed and uses this
supplier cost bases. Enough knowledge to know when
knowledge to analyse and evaluate simple costs.
further advice may be necessary.
Aware of importance of quality as well as price.
Understand and monitor cost pressures relating to category.
ADVANCED
Sufficient knowledge of financial accounts to identify
Able to assess the risk of contracting with an organisation
companies that are at risk. Sufficiently aware of cost bases based on a review of their company accounts.
to negotiate cost reductions. Identify when specialist
Able to model the impact of cost-pressures on potential
financial advice may be needed. Applies life cycle cost
savings within the category.
techniques.
LEADER
Understands profit and loss accounts and balance sheets.
Assesses risk of and makes balanced judgements.
Calculate key financial ratios, to provide evidence as to
Ensures rigorous application of life cycle and unit cost
companies that are at risk. Detailed understanding of
techniques.
suppliers cost bases and cost drivers.
Works in partnership with the finance function to achieve
Aware of boundaries of own knowledge, can judge when
procurement goals. Is able to interpret a wide range of
specialist financial advice is necessary.
financial data to make management decisions.
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PROCUREMENT
COMPETENCY AREAS
7.






TECHNICAL COMPETENCE (Knowledge and
Skills)
TECHNICAL STANDARD (Able to do)
BASIC
Inventory/ Logistics Awareness of the fact that stocks are held at local level, but Updates stock records.
Management
no detailed understanding of inventory management.
Undertakes basic stock replenishment within the framework
Involved in administrative/supporting capacity, under
of nationally/locally let agreements.
close supervision.
Receipts
INTERMEDIATE
Storage
Appreciation/familiarity with basic stock control. Operate Sets basic stock levels.
Stock Control
stock control systems in line with pre-determined criteria
Understands and applies re-order system such as EOQ, fixed
Distribution
e.g.
re-order
levels.
Recognise
where
advice
is
required.
re-order point and fixed re-order level.
Transportation
ADVANCED
Disposal
Basic skills and experience in all aspects of inventory
Determines what stock should be held and in what quantities
management. Manage the balance between the need to
Ensures that stock holding costs are minimised while at the
provide high levels of customer service, and the need to
same time maintaining ability to provide quality service to
minimise money tied up in stock.
customers. Recommend transportation and storage solutions
appropriate to the category of spend.
LEADER
Knowledge of design, implementation and management of Develop strategic supply chain solutions that optimise
inventory control systems. Detailed appreciation of
stockholding costs whilst providing appropriate service level
logistics, transportation and warehousing methodologies.
availability.
Develop and implement optimal transportation and logistics
strategies reconciling VFM with sustainability.
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PROCUREMENT
COMPETENCY AREAS
8. Information
Technology
 Management
Information, systems
 Tools – spreadsheets,
word processing, other
 E-commerce
 E-sourcing
TECHNICAL COMPETENCE (Knowledge and
Skills)
Operate basic IT tools, coupled with an appreciation of
how to exploit them to support procurement processes.
TECHNICAL STANDARD (Able to do)
BASIC
Interpret basic MI reports and use them to make basic
recommendations
Use of internet for research
INTERMEDIATE
Familiar and comfortable with basic IT tools. Working
Determine appropriate format for MI reports and level of
knowledge of E procurement systems and specifically the
information required.
ability to provide management information to assist eAct on the information provided by IT systems.
sourcing and contract management process.
Understands and uses e-sourcing tools in all aspects of the
procurement cycle.
ADVANCED
Full use and exploitation of existing IT tools and IT
Identify opportunities where IT systems can be developed to
procurement systems to extract procurement
further support Procurement Activity.
management information, manage and support
procurement.
LEADER
Experienced in design, implementation and management
Assess the value added by IT systems to resources employed.
of procurement systems that interface with financial
Assess benefits of new e-solutions such as e-sourcing, esystems reduce manual effort and facilitate provision of
auctions and e-tendering.
meaningful procurement management information.
Working to exploit opportunities offered by e-commerce.
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PROCUREMENT
COMPETENCY AREAS
9. Relationship
Management
 Supplier management
 Customer/ Stakeholder
management
 KPIs
TECHNICAL COMPETENCE (Knowledge and
Skills)
TECHNICAL STANDARD (Able to do)
BASIC
Limited awareness/understanding of supplier / customer
Interface with suppliers and customers in a professional
relations. Supportive/administrative involvement only,
manner on basic issues under guidance.
under close supervision.
INTERMEDIATE
Understands the principles of strategic and non strategic
Identifies resolves and records any issues in supplier
customer and supplier management. Knows when to seek performance and escalates where necessary.
support.
Provides a consistent, professional, and quality service to
customers.
Able to use and generate reports on supplier performance
using Emptoris Supplier Performance Management.
ADVANCED
Experienced and skilled in dealing with customers and
Manages strategic and non strategic supplier and customer
suppliers at all levels, so that they feel both valued and
relationships effectively. Ensures that benefits to the
satisfied. Commands customer respect and creates
organisation are fully realised.
confidence that excellent service will occur.
LEADER
Experienced and skilled in all aspects of pro-active
Develop and implement high level relationship management
supplier and customer management. Effective in
strategies that deliver benefits to the organisation. Measure
promoting procurement influence.
the value added service provided.
Develops strategic partnerships with key suppliers ensuring
that these are coordinated across government.
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PROCUREMENT
COMPETENCY AREAS
10. Project planning /
management




Project cycle
Project plan
Critical path analysis
Project evaluation
TECHNICAL COMPETENCE (Knowledge and
TECHNICAL STANDARD (Able to do)
Skills)
INTERMEDIATE
Basic understanding of the formulation, key components
Able to contribute to the development of a project plan,
and use of the project plan.
including identifying risks, key outputs and deliverables.
Able to use basic project planning tools e.g. Gant charts
ADVANCED
Competent to oversee all facets of the project cycle,
Able to develop and review a project plan.
ensuring proposals are realistic and manage processes to
Applies project management methodology such as PRINCE 2,
accomplish full completion of the project.
P3O .
Understand the formulation, key components and use of
Able to identify resource requirements.
the project plan.
Feeds back lessons learnt.
Establish the minimum time necessary to complete a
project by calculating the longest sequence of activities.
LEADER
Suitably qualified and experienced to act as a single focus
Encourages the application of the necessary project
point and manage the department’s interest in the project. management approach and puts necessary steps in place to
Assess performance costs and outputs independently
ensure staff are sufficiently trained
against project plan and take necessary measures to
improve future outcomes.
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PROCUREMENT
COMPETENCY AREAS
11. Category
management




Market analysis
Supply chains
Tools and techniques
Pan government
initiatives
 Demand management
TECHNICAL COMPETENCE (Knowledge and
TECHNICAL STANDARD (Able to do)
Skills)
INTERMEDIATE
Understands the principles and processes of category
Organise requirements into appropriate categories and
management and the benefits and constraints of taking a
undertake basic spend analysis.
category approach.
Assist in the preparation of category strategies
Industry specific knowledge within the category
ADVANCED
Understands the principles of market shaping and
Undertakes Strategic analysis including suppliers, supply
developing supplier capability. Is aware of the importance markets and category research to develop and inform category
of data analysis, stakeholder requirements, and category
management plans. Identifies risks and issues. Identifies and
management tools and techniques.
instigates collaborative opportunities.
Understands the relevance of legislation including health
Prepares detailed category strategies.
and safety, equality, and government policies to the
category.
LEADER
Experienced in all aspects of category management.
Implements pan government category management solutions
Effective in promoting the benefits of category.
and drive through benefit realisation plans.
management to senior stakeholders.
Strategically influences the requirement, challenging want
over need.
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