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Strategic Planning of Sourcing Requirements

Identifying and planning for the acquisition of products and services in support of the organization's objectives.
Level 1 Demonstrates introductory understanding, directing people to the appropriate source for further information.

BEHAVIORS

  • Describes the organization’s sourcing strategy and how it links to the organization’s objectives.
  • Develops relevant acquisition schedules and adjusts these accordingly.
  • Monitors contract end dates, informing others about planning requirements.
  • Describes the need for non-discriminatory, competitive, and deliverable specifications encouraging innovative solutions.
  • Describes the concepts of supply and demand, make or buy, and of life-cycle management.
  • Identifies contracting, financial authorities and requirements in consultation with clients and stakeholders.
  • Recognizes the impact of asset decisions on those involved when planning requirements.

QUESTIONS

  • Tell me how you found information on the organization’s sourcing priorities.

Probing Questions

* What did you do with the information?

* How did you use the information?

* What information helped you in your work?

* What information do you think should have been included to make the strategic plan more beneficial?

* How did your colleagues view the strategic plan?

Level 2 Applies the competency in common situations that present limited difficulties, working with a moderate level of guidance.

BEHAVIORS

  • Explains the relationship between the business case deliverables and the procurement process.
  • Incorporates all aspects of the product life cycle when planning requirements.
  • Evaluates existing and new methods of meeting specific requirements.
  • Develops acquisition plans and individual evaluation frameworks.
  • Verifies the appropriateness of the requisition for operational requirements.
  • Advises on the development of the specification through consultation with the customer, challenging where necessary.
  • Evaluates existing, innovative and alternative methods of meeting asset requirements.
  • Forecasts use and priorities of sourcing requirements in consultation with clients and stakeholders.
  • Gathers information to make decisions about the most appropriate route of procurement e.g., competitive or collaborative framework.
  • Clarifies requirements and specifications in line with organizational procedures and directives, legislation, and policy.

QUESTIONS

  • Tell me about a time you helped plan for the organization’s sourcing priorities.

Probing Questions

* What criteria did you use for sorting priorities?

* What timeframe did you consider for the strategic plan?

* How did the strategic plan influence your work?

* What gaps (if any) in the strategic plan did you communicate to your supervisor?

* How successful were your suggestions regarding the strategic plan?

Level 3 Applies the competency in the full range of typical situations, requiring guidance in only the most complex or new situations.

BEHAVIORS

  • Applies the organization’s sourcing strategy in regular work activities.
  • Provides guidance in the development of the business case taking into account the commercial, legislative and regulatory factors in order to secure funding.
  • Recommends new acquisition plans and evaluation frameworks.
  • Determines the approach which would yield the optimal balance between price and other factors.
  • Analyzes sourcing priorities in consultation with clients and stakeholders.
  • Identifies innovative and alternative methods of meeting sourcing requirements.
  • Determines the procurement approach to maximize value to the organization.
  • Confirms the type of products and services that are required and identifies suitable suppliers and markets.
  • Advises on different procurement routes to acquire tangible and intangible products and services.

QUESTIONS

  • Tell me about a time you acquired all of the necessary products and services for a group/department within an organization.

Probing Questions

* How did you arrange the workload?

* What did you do to update the group/department?

* What challenges did you face?

* How did the end-users respond to your work?

* How did you keep meeting expectations on deliverables?

Level 4 Applies the competency in new or complex situations and advises others.

BEHAVIORS

  • Develops the organization’s sourcing strategy that supports the organization’s strategic business objectives.
  • Creates an organizational structure that aligns skills to the organization’s sourcing strategy.
  • Assesses acquisition plans and evaluation for specialized products and services.
  • Implements innovative solutions for unique procurement requirements.
  • Analyses information on the procurement of products and services.
  • Develops acquisition and/or disposal approaches that promote a sound understanding of use and application.
  • Aggregates organization-wide clients’ and stakeholders’ priorities.
  • Researches creative and innovative procurement approaches and methods.
  • Applies the global impact of social, environmental and sustainable development factors in the procurement life cycle.

QUESTIONS

  • Describe a time you helped shape your organization’s strategic plan of sourcing requirements.

Probing Questions

* How did you allocate the workload?

* What levels of authority were required to approve your plan?

* Are there any other factors you used in the past in determining a strategic plan?

* How often did you have to update the strategic plan?

* What was the biggest resistance to implementing the strategic plan?

Level 5 Develops new approaches and methods in the area. Is recognized as an expert within the organization.

BEHAVIORS

  • Provides strategic advice in the implementation of the organization’s sourcing strategy.
  • Ensures that all socioeconomic, political and legislative requirements are considered in the development and implementation of the organization’s sourcing strategy.
  • Approves business cases for unique acquisitions.
  • Provides strategic advice and direction on the integration of various aspects of the overall procurement requirements planning exercise.
  • Ensures that all socio-economic and political requirements are considered to generate as many contracting and sub-contracting opportunities as possible.

QUESTIONS

  • Tell me about a time you improved an organization’s strategic plan for sourcing requirements.

Probing Questions

* What did you base your suggestions on?

* What have you done to ensure the strategic plan meets the business objectives?

* How did you deal with resistance to the plan?

* What outside factors did you monitor in determining your suggestions strategic plans?

* What was the outcome?