ADR International have joined forces in a partnership with United World Schools (UWS) to support the employment and continual training of community teachers.  Every purchase your organisation makes for OPRA eLearning now contributes towards UWS’s valuable work.

Student learning outcomes are heavily reliant on effective and relevant teaching. To achieve this, UWS recruit, train and develop teachers from within local communities to work alongside government teachers. This provides new job opportunities and ensures that the education they provide is relevant to local contexts. Training local community members to teach at the school helps to ensure that education is locally contextualized and anchored, offering an inclusive education to all children.

Robin Jackson, ADR CEO “Education is one of the most powerful and proven methods for breaking the poverty cycle and empowering communities for generations. Yet one in six children globally are not in education.  ADR are very pleased to be actively involved as a corporate partner of UWS in support of their valuable work.  With every sale of OPRA we will make a further donation to UWS; thereby our clients too are supporting the education of children all over the world and helping to shape their futures.”

More about ADR

As well as OPRA, our e-learning platform, ADR deliver procurement training through a number of alternative modes including instructor-led classroom workshops, instructor-led simulation events, instructor-led online webinars, e-tutorials and online coaching.  Whether you wish to adopt a more strategic procurement approach, strengthen value from supplier relationships or improve negotiation outcomes, each learning programme is blended and tailored to meet the needs of your team.

To learn more

Contact libby.terry@adr-international.com

 

More about United World Schools

United World Schools is an international education charity transforming lives in the world’s poorest communities by providing access to education for the first time.  Over the last 12 years, UWS has built 250 schools, trained 1,200 teachers and reached over 43,000 children in Cambodia, Nepal and Myanmar with a life-changing education. They are empowering children to reach their full potential and build a better life for their families.

To learn more

 

It is widely recognized that sustainability in procurement requires a high degree of collaboration between all parties in the supply chain.  This has to be built on a strong commitment from the organization of sustainability across, not only the procurement function, but all business requirements.  Successful sustainability therefore starts with Business Needs Analysis and, as so often is the case, effective communication with stakeholders is vital to maintaining sustainability.

We are all more than aware that the last year has given business unique and unplanned-for challenges.  For some it has meant swift adaption to the market place they operate in, with the opportunity for new products and services and the challenges these bring to sourcing and procurement.  Unless sustainability is baked-in to the sourcing process, when responding to market demand, there is the risk it will be compromised, or at worst overlooked.  Unpredicted challenges have also impacted supply chains, driving the need for inventive swift action.  Sustainability must always remain on the agenda.

We are all aware that the impact of poor or negative sustainability on a brand can be devastating.  With sustainability demanding its own section within Annual Reports, and senior executives heading up responsibility in this area, organizations are turning to the education of not only procurement, but also stakeholders on this topic.  Sustainability has to be embedded in all Business Needs Analysis to inform RFI, RFP, ITT and the entire supplier selection process, all contract content and ongoing Supplier Management.

The first step in a sourcing process is to analyze business needs and identify all impacted stakeholders.  If individuals in the organization are specifically responsible for sustainability, their involvement should be secured from this step forward.  To ensure clear communication to the business, stakeholder and supplier business needs should be categorized into a standard approach, covering Assurance, Quality, Service, Cost, Innovation, Regulatory and Sustainability (AQSCIRS).  The three pillars for consideration for sustainability are social, environmental and economic.

If you feel your procurement team would benefit from some specific focus on Business Needs Analysis, including sustainability considerations, please contact us to discuss your requirements and learn more about what other organizations are achieving.

It is often assumed that negotiation training is only relevant to the skills required in the final stage of procurement – the close!  Negotiation tactics should be a top priority for effective Category Management, from the launch of a sourcing project to every interaction with potential suppliers and internal stakeholders.  It goes without saying that business needs are always clearly defined and in line with the organisation’s overall strategy, but all messaging and actions with suppliers need to remain consistent to those end goals.

When people hear ‘negotiation’, they tend to interpret that as meaning ‘leveraging suppliers to reduce price’ but effective negotiation is a skill required throughout the sourcing process to make achieving the “most desirable outcome” MDO possible.   A procurement professionals negotiation skill is required within their own organisation, without a Supplier in sight!

Internally focused negotiation includes promoting ideas and influencing internal stakeholders to achieve the best outcome for not only their business needs, but that of the organisation.  Both supporting and being supported by colleagues to benefit everyone’s skills, wellbeing and input requires skilled negotiation with the different internal stakeholders involved.  Communication is vital across the organisation to ensure everyone is onboard with a specific approach to a supplier.

A procurement executive recently shared how a key Business Executive on bumping into a new potential supplier for a major project enthusiastically told that supplier how great their product was and how “we cannot wait to sign up and get on with the project” not so easy to achieve those cost reductions expected in negotiation after that!   ALL key stakeholders need to understand how they deal with a Supplier is part of the negotiation; effective conditioning produces results.

Whatever your negotiating style, externally focused negotiation should include understanding and mitigating risk within contracts; championing sustainability issues through category choices; exploring new contract relationship and payment models as well as tenaciously driving continuous improvement initiatives in supplier cost and performance.

Negotiation skills are not only about application but also coaching.  We need to enable our internal colleagues, who maybe the daily post-contract supplier managers, to be just as effective as commercial negotiators as our Procurement colleagues.

The value of targeted learning on negotiation across the organisation, not just for Procurement, will be realised with increased value from contracts, improved mitigation of risk and lower costs.  E-Learning is a cost-effective way of delivering relevant, practical training ensuring all team members including new hires and strategic stakeholders are on the same page for driving for those cost reductions at the close.

Accounts Payable Teams are important stakeholder’s for Procurement.

As finance professionals, Accounts Payable Managers are experts in problem solving, stakeholder engagement and conflict resolution with teams that span the entire organisation.

It is a smart choice to consult their wealth of experience to develop strategies that look at the total cost of buying, the customer experience and the supplier experience.

Accounts Payable colleagues help Procurement teams to honour the contractual commitments made to suppliers around payment terms. Suppliers are more likely to view us as a customer of choice when we:

  1. Pay on time.
  2. Protect them from exposure to fraud or unethical practices.
  3. Help them to resolve payment queries quickly.

As Procurement Professionals, we invest a lot of time in developing strategies for our categories, sourcing projects and supplier relationships. It is crucial that each of these strategy types give careful attention to the Source to Pay process. The cost of poor quality (COPQ) to the buying organisation in this area could include the consequences of contract breach, goods and services not being delivered and even reputational damage.

When Procurement professionals create strategies internal influencers should be part of that strategy and Accounts Payable are important stakeholders. Like budget holders, specification owners and supplier managers, they give us the parameters for what is desirable, practical and possible. They understand the implications of payment mechanisms in terms of the total cost to the business and the impact on customer and supplier relationship quality.

The payment mechanisms that we put in place may be very different depending on your strategy objectives. For example:

  • Strategies may reflect organisational working capital initiatives. E.g. lengthening payment terms.
  • Strategies may reflect a requirement to gain goods or services at short notice or with short lead times from niche SME vendors with low capacity. E.g. reducing payment terms.
  • Strategies may reflect a financial performance incentive negotiated with a supplier so that your business is prioritised to receive urgent goods or services first. E.g. adjusted payment values.

Given this range of outcomes, Accounts Payable Managers are the right experts to consult to ensure a joined-up experience for internal stakeholders and suppliers.  Stakeholder engagement is just one of the topics covered within our Procurement eLearning and can drive value and lower cost by ensuring cohesive strategies for supplier management.

Even before COVID-19, there was high growth and adoption in education technology, with global edtech investments reaching US$18.66 billion in 2019 and the overall market for online education projected to reach $350 Billion by 2025. There has been a significant surge in the use of language apps, virtual tutoring, video conferencing tools, and online learning software over the last year.  Procurement teams working lives have been radically changed, working from home is the new normal but what about procurement training from home?

When the majority of your team are in an office environment so much learning is achieved organically; overhearing someone discussing a new supplier, grabbing a coffee and chatting through an issue with an experienced member of the team.  Knowledge is exchanged without us even realising, without the office environment how do you ensure your procurement team remain cohesive and driven by the overall business strategies and goals?  How do you onboard new hires and bring them up to speed swiftly?  Hopefully as lockdown gradually lifts over the coming months offices will once again open, but many feel the shape of business will change forever with remote working a more viable option.

Imagine having a syllabus of online procurement training available 24×7 for your team to access covering Category Management, Strategic Sourcing, Supplier Management, Negotiation all relevant topics at the click of a button.  New hires can quickly be brought up to speed, teams can complete specific topics within a set time frame and then discuss and use within the “real-life” situation quickly achieving results.  Topics can be covered ahead of Stakeholder meetings, significant negotiations, or preparing a sourcing strategy proposal for senior executives.

Further value from online training is the elimination of travel and accommodation costs which can be as much as 50% reduction to the traditional classroom training and CO2 emissions per student are reduced by as much as 85%.

Whenever we are all “back to normal” and let’s hope that is very soon, the ease, immediacy and value of online learning will continue to shape personal development moving forward.  If you would like to learn more about receiving immediate value for your team via online procurement training contact us to discuss your specific requirements.

If you’re confused by the new terminology in procurement training – don’t worry you are not alone!

The terms e-learning and m-learning are often used interchangeably but in reality, they are two very different modes of  learning.

The “e” in e-learning stands for “electronic.” In other words, e-learning is learning that is delivered using electronic devices – think desktop or laptop. Whereas, the “m” in m-learning stands for “mobile.” So, m-learning is knowledge that is delivered using in-your-pocket or hand-held portable devices.

E-learning is the appropriate format for learning that’s structured, formal, highly interactive and in-depth where the learner is not as constrained by time.  For example, if you want to teach someone how to use a strategic sourcing process, choose e-Learning.

M-learning is for when your learner needs quick on-the-go easily accessible information in bite size pieces. Imagine, you have 2 minutes before a hugely important supplier negotiation, you wish you could quickly access a refresh to focus your mind on how to use a specific negotiation tactic? Choose m-learning! Powerful, targeted topics, delivered immediately straight to your mobile.

For m-learning the keywords are: on demand, on-the-go and just-in-time, with the learner experience being intuitive and fast.

For e-learning the keywords are: comprehensive, detailed and interactive, with the learner experience being complex and thorough.  Staged progress with knowledge confirmation via quiz’s and interaction – the classroom delivered to your desktop.

E -learning and m-learning are not competing against each other, both should feature in a blended learning program where m-Learning would supplement the knowledge gained from e-learning courses.  They both deliver the value of knowledge.

Contact us if you would like to learn more about the value of procurement m-learning & e-learning