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CIPS - MCG Centre Number - 005031578

 

 

 

Level 6 - Professional Diploma in procurement and supply

 

 

 

Qualification number: 600/7657/4

 

Leadership in procurement and supply [PD1]

Unit Purpose and Aim(s)

 

On completion of this unit, candidates will be able to critically appraise influencing, leadership skills and behaviours, to help achieve commitment from across the organisation including senior management, as well as customers and suppliers.


This unit emphasises the leadership skills and behaviours required for the achievement of the objectives and improvements sought by effective procurement and supply chain management.

 

LEARNING OUTCOMES

 

1.0 Understand the main leadership skills and behaviours that are appropriate for improving procurement and supply chain management


1.1 Critically evaluate the differences between leadership and management
• Defining leadership
• The role of a leader and the activity of leadership
• The importance of leadership
• The differences between management and leadership


1.2 Critically analyse the main approaches to leadership for improving procurement and supply chain management
• The qualities or traits approach to leadership
• The functional or group approach, including action- centred leadership
• Styles of leadership including the authoritarian or autocratic, democratic and laissez- faire styles
• Contingency theories for leadership such as path-goal theory


1.3 Evaluate the main skills and behaviours that contribute to effective leadership for improving procurement and supply chain management
• The continuum of leadership behaviour
• The main forces in deciding the type of leadership
• Situational leadership
• Transformational and inspirational leadership

 

2.0 Be able to create a communication plan to influence personnel involved in a supply chain


2.1 Evaluate the main influencing styles that can be used in the effective leadership of a supply chain
• Implementing a vision of improved procurement and supply chain management
• Models for managing in four different directions
• The relevance of managing upwards and across to achieve desired results for improved supply chain management
• The merits of escalation as a means of influencing
• A range of influencing styles for cross functional leadership both within and outside the bounds of formal teams
 

2.2 Evaluate the main leadership techniques that can be used to influence personnel involved in a supply chain
• Assessing the readiness of followers or groups
• Leaders attitudes to people
• Management by objectives and establishing KPIs
• Measures of effectiveness
• Leadership development


2.3 Create a communication plan to influence personnel in the supply chain that:
• Provides an analysis of stakeholders
• Indicates how stakeholder mapping influences the communication plan
• Details appropriate leadership/influencing styles to obtain stakeholder buy in
• Indicates how electronic systems can be used to support stakeholder communication
• Stakeholder analysis including primary, secondary and key stakeholder
• How to obtain buy in to supply chain strategies from stakeholders
• Perspectives on stakeholder mapping
• How to use the intranet and internet websites for publishing information


3.0 Understand how to overcome common challenges faced by procurement and supply chain managers


3.1 Critically analyse the sources of power and how they can be used to overcome common challenges faced by procurement and supply chain managers
• Perspectives on individual power
• Processual, institutional and organisational levels of power
• Perspectives on organisational power
• The balance between order and flexibility

 

3.2 Evaluate the main tactics that can be used to influence stakeholders within supply chains to overcome common challenges faced by procurement and supply chain managers
• Proactive influencing tactics
• The psychological principles of influence


3.3 Analyse how equality and diversity issues relating to the supply chain can be managed to improve the effectiveness of the supply chain
• Defining diversity, equality and inclusion
• The benefits of diversity in organisations
• The impact of discrimination, harassment and victimisation
• Developing and implementing policies to enhance diversity
 

4.0 Understand the main methods to lead change in the supply chain


4.1 Evaluate the main methods of change management that can be used to develop the supply chain
• The nature of organisational change
• Planned organisational change
• Dealing with resistance to change
• Effective change management


4.2 Critically assess the main methods for resolving conflict with internal and external stakeholders to support change in the supply chain
• Contingency models of organisations
• The functions of the informal organisation
• The positive and negative outcomes of organisational conflict
• Strategies for resolving conflict


4.3 Evaluate the importance of effective delegation to implement change successfully
• Authority, responsibility and accountability
• Benefits of delegation
• A systematic approach to delegation
• The concept of empowerment
 

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Corporate and business strategy [PD2]

 

Unit Purpose and Aim(s)

 

On completion of this unit, candidates will be able to critically appraise the development and implementation of strategies at business and corporate levels in organisations and how these strategies impact on supply chains.
 

This unit focuses on the development; configuration and implementation of strategy to help supply chain personnel achieve competitive advantage.

 

LEARNING OUTCOMES


1.0 Understand the concept of strategy in organisations in supply chains


1.1 Evaluate the main characteristics of strategic decisions in organisations in supply chains
• The characteristics of strategic decisions
• The vocabulary of strategy
• Strategic versus operational management
• The strategic position
• Strategic choices
• Strategy in action


1.2 Differentiate between corporate, business and functional levels of strategy in organisations in supply chains
• Levels of strategy: corporate, business unit and functional
• Identifying strategic business units
• Common corporate objectives


1.3 Evaluate the main models for the development of strategy in organisations in supply chains
• Strategy development through strategic leadership
• Strategic planning
• Emergent strategy development and logical incrementalism


1.4 Evaluate the relationship between the supply chain function and the achievement of corporate objectives
• Competitors and markets
• Strategic groups and supply chains
• Market segmentation
• Strategic gaps
• How the supply chain links to the achievement of corporate objectives
• Value added activities

 

2.0 Understand the main elements of strategy formulation and implementation that impact on supply chains


2.1 Critically compare the main sources of competitive advantage for organisations in supply chains
• Customer value and the voice of the customer
• The ‘strategy clock’: price based strategies and differentiation strategies
• Sustaining competitive advantage
• Competition and collaboration


2.2 Critically assess the main approaches to conducting analysis of the strategic position for organisations in supply chains
• The macro environment and the STEEPLE (social, technical, economic, environmental, legislative and ethical) framework
• Competitive forces- the five forces framework
• The industry and product life cycle
• Cycles of competition


2.3 Evaluate how corporate and business strategic decisions impact on supply chains
• Strategic directions: market penetration, consolidation, product development and market development
• Diversification: related and unrelated
• Portfolio matrices: growth/ share, directional policy and parenting matrix
• Drivers of internationalisation
• Global, regional and local dimensions to strategic choices


2.4 Evaluate how a designed strategy can be implemented by organisations in supply chains
• Methods of pursuing strategies: organic, mergers and acquisitions or strategic alliances
• Strategy evaluation: suitability, acceptability and feasibility
• Managing intended and realised strategy
• Strategy development in uncertain and complex conditions


3.0 Understand the implementation of strategies in supply chains


3.1 Analyse the relationship between strategy and corporate, business and functional structures in organisations in supply chains
• Structural types: simple, functional, multidivisional, matrix and transnational
• Aligning the supply chain to the organisational structure
• Centralised, devolved and hybrid structures
• Forming structures on lead buyers networks

 

3.2 Analyse how to manage resources to support the development and implementation of strategy in organisations in supply chains
• People as a resource
• Managing information
• The role of technology
• Managing finance: the financial aspects of value creation
• Funding strategy development and implementation


3.3 Assess methods of achieving the commitment to strategic change by achieving cultural acceptance of strategies in organisations in supply chains
• The use of vision in strategy
• Responding to competitive threats
• Organisational culture and sub-cultures
• The cultural web
• Types of strategic change
• Styles of managing strategic change


3.4 Evaluate how to use change management processes to address resistance to change and the causes of strategic drift in organisations in supply chains
• The tendency towards strategic drift
• Strategy in flux
• Path dependency
• Incremental and transformational change


4.0 Be able to develop a plan for the development of the supply chain functional strategy


4.1 Review the organisation’s corporate and business strategies to inform the development of the supply chain functional strategy
No additional indicative content as indicative content drawn from learning outcomes 1 - 3 are assessed in learning outcome


4.2 Develop a plan for the supply chain function that:
• Shows how the supply chain strategy supports/complements the corporate objectives
• Explains the potential impact of corporate and business strategic decisions on the supply chain
• Indicates the necessary resources and how they will be managed
• Evaluates how commitment to strategic change will be achieved
• Indicates how change management processes can be used to address any resistance to change

 

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Strategic supply chain management [PD3]

 

Unit Purpose and Aim(s)

 

On completion of this unit, candidates will be able to critically appraise strategies that can be adopted in the supply
chain.


This unit focuses on the development, configuration and roll out of strategy to help personnel appraise how strategy can be used to help achieve competitive advantage through improved supply chain management.

 

LEARNING OUTCOMES


1.0 Understand how strategic supply chain management can support and influence corporate and business levels of strategy


1.1 Critically assess the relationship between functional, business and corporate levels of strategy
• The relationship between the supply chain, business and corporate levels of strategy
• The impact of supply chain management on business and corporate performance
• The impact on profitability of the supply chain
• Supply chain risks and their impact on business and corporate performance


1.2 Evaluate the contribution of strategic supply chain management to corporate and business strategy
• Creating sources of competitive advantage such as cost, improved quality, time to market,
product and service differentiation
• Enterprise profit optimisation
• The use of outsourcing to achieve competitive advantage
• Offshoring and sourcing from low cost countries
• Quality improvement methodologies in the supply chain


1.3 Evaluate the impact of market change on strategic supply chain management to support and influence corporate and business levels of strategy
• STEEPLE (social, technical, economic, environmental, legislative and ethical) factors and
their impact and risks on supply chains
• Distinguishing between disruptive and incremental change
• Changing markets and market volatility
• The impact of globalisation on supply chains
• Assess the supply chain risks of achieving expected international minimum standards.

 

1.4 Critically compare the main approaches to the development and implementation of strategic relationship management in supply chains
• Models of strategic alignment
• Customer and supplier relationship management
• Methodologies for the implementation of strategic relationship management


2.0 Understand how different aspects of supply chain design can influence the supply chain strategy


2.1 Critically compare the main approaches to segmentation in designing supply chains
• Approaches to segmenting customers and suppliers
• Managing the product and service mix
• Creating strategies for the different tiers of a supply chain


2.2 Analyse the main approaches to developing networked supply chains
• Supply chain flows and the use of supply chain and value stream
• Tiering in supply chains and the use of network sourcing
• Identifying value added activities and the value chain in supply chain networks
• Network optimisation modelling
• The use of reverse logistics in supply chain networks


2.3 Analyse the role of distribution systems in supply chain management
• Channel design
• The impact of ecommerce on distribution networks
• Logistics flow path design
• Physical network configuration
• Challenges in transportation management
• Locations of distribution centres
• Positioning in local, regional and global chains


2.4 Evaluate the main ways of achieving lean and agile supply chains
• Comparing lean and agile supply chains by variety and volume
• Implementing lean supply and lean thinking
• Matching supply with demand
• The impact of promotions and causal events on demand
• Improving demand planning accuracy and the use of statistical forecasting
• The use of technology to communicate data in supply chains

 

3.0 Understand the main techniques to achieve effective strategic supply chain management


3.1 Review approaches to developing and implementing industry level collaboration to achieve effective strategic supply chain management
• Supply chain evolution from transactional information sharing to collaborative approaches in supply chain management
• Applying PADI (Pragmatic/ Performance, Administrative, Divergent/ Development and Integration) frameworks for collaboration
• Creating collaborative relationships with customers and suppliers
• The use of shared services in supply chains
• Data integration in supply chains


3.2 Evaluate the main approaches for the change management of stakeholders to achieve effective strategic supply chain management
• Communicating plans with customers, suppliers senior management and other organisational functions
• Gauging resources for strategic supply chain management
• The role of the change agent
• Gauging the acceptance of strategic change


3.3 Analyse the main approaches to measuring supply chain performance
• Measuring processes and the use of key performance indicators (KPIs) in supply chain management
• Measure of organisational, functional, team and individual performance
• The use of surveys to obtain feedback
• Applying balanced scorecards in the supply chain


3.4 Analyse how the development of knowledge and skills can help achieve effective strategic supply chain management
• The concept of knowledge management within the organisation and with suppliers
• Developing procurement and supply chain competences
• Training and development to improve knowledge and skills within the organisation and with suppliers
• Approaches to measurement, analysis, improvement and control to develop knowledge and skills

 

4.0 Be able to create a plan to achieve effective strategic supply chain management


4.1 Critically analyse the range of techniques that can be used to optimise the effectiveness of the supply chain
No additional indicative content as indicative content drawn from learning outcomes 1 - 3 are assessed in learning outcome 4


4.2 Develop/design a strategic supply chain plan that:
• Justifies how different aspects of supply chain design can influence the supply chain
• Demonstrates the importance of industry level collaboration as it impacts on the supply chain
• Distinguishes techniques to achieve effective supply chain management
• Indicates how performance of the supply chain can be measured

 

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Supply chain diligence [PD4]

 

Unit Purpose and Aim(s)

 

On completion of this unit, candidates will be able to understand the impact of globalisation on supply chains.


In addition they will have an appreciation of the financial aspects that impact on supply chains such as project finance, mergers and acquisitions, financial measures of organisations, corporate governance, legal issues such as competition law and workforce issues that impact on organisations.

 

LEARNING OUTCOMES


1.0 Understand the main implications of globalisation on supply chain management


1.1 Critically assess the effect that globalisation has on supply chains
• Applying STEEPLE analysis in globalised supply chains
• Trends in global trade
• Global logistics
• Supply chain vulnerability
• Ethical sourcing
• The local versus global dilemma


1.2 Critically assess the impact of corporate governance on globalised supply chains
• Separation of duties of the executive and senior management
• Ethical practices and standards in supply chains
• Detection of breaches of ethical practices and compliance
• Taking remedial actions for breaches of ethical practices


1.3 Critically appraise the integration of systems in globalised supply chains
• The use of systems to achieve control in organisations
• Capturing data on information systems
• Systems integration within globalised organisations
• Systems integration across supply chains

 

2.0 Understand the main aspects of the corporate environment and their impact on supply chains


2.1 Analyse the main regulations that impact on the employment of people in supply chains Implied and express legal regulations affecting:
• Discrimination, equality and diversity
• Employee redundancy and dismissal
• Working time and staff payment
• International labour codes
• Rights of agency workers
• Health and safety at the workplace
• Express contracts of employment
• Regulations affecting workers contracts of employment (such as Transfer of Undertakings and Protection of Employment Regulations)


2.2 Evaluate the impact of main types of legislation and regulations on supply chains
• The main aspects of competition law
• Regulatory requirements such as price and service controls exercised by industry regulators and international bodies
• The role of the International Organisation for Standardisation (ISO) and other bodies publishing standards
• Licensing of imports and exports
• Controls through tariffs and duties on imports
• Applicable law for international contracts and precedent of jurisdiction


2.3 Evaluate the impact of mergers and acquisitions on supply chains
• The reasons for mergers or acquisitions
• The impact of mergers or acquisitions on supply chains
• The function/role of management buy-outs and venture capitalists
• The operation of stock exchanges
• Valuations of companies
• The implications of regulation for mergers and acquisitions

 

3.0 Understand the main financial aspects that affect supply chains


3.1 Analyse how costs and finance can impact on supply chains
• The financial objectives of different organisations (e.g. value for money, maximising shareholder wealth and providing a surplus)
• The costs of materials, labour and overheads
• Funding working capital and credit insurance
• Project funding
• Medium and long term financing options
• Corporate financing decisions in investment, finance and dividends


3.2 Critically assess the main methods for managing the volatility of currencies in supply chains
• Fixed and floating exchange rates
• Demand and supply factors in foreign exchange and the reasons for exchange rate volatility
• Spot, forward and derivative instruments in foreign exchange
• Services provided by the banking sector in foreign exchange


3.3 Analyse the main methods for managing the volatility of commodities in supply chains
• Demand and supply factors in commodities
• The differentiation of commodities
• Soft and hard commodity markets
• Speculation in commodity markets
• The use of spot, forward, futures and hedging in the buying and selling of commodities
• The use of a Contract for Difference (CFD) in the buying and selling of commodities


4.0 Understand the main performance measures of the supply chain


4.1 Critically assess the main financial measures that can be applied to measuring the performance of the supply chain
• The measurement of costs, timescales, processing, quality and satisfaction
• Financial measures such as profitability, return on investment, sales growth, cash flow
• The use of balanced scorecard methodologies
Professional diploma in procurement and supply


4.2 Evaluate stakeholder feedback on the impact of supply chain strategy
• Articulating the supply chain strategy
• Determining measurable outcomes of success
• Devising metrics of performance including feedback from 3rd parties and suppliers, and other stakeholders
• Reporting structures and processes


4.3 Analyse approaches to benchmarking that can be applied to measuring the performance of the supply chain
• The use of benchmarking in supply chains
• Comparisons of business unit, competitors or other industry players
• Gap analysis and performance improvement

 

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Programme and project management [PD5]

 

Unit Purpose and Aim(s)

 

On completion of this unit candidates will be able to evaluate critical aspects of the development, financing,
implementation and delivery of major programmes and projects

 

1.0 Understand the main aspects of major programmes and projects


1.1 Explain the main aspects of major programmes and projects
• The relationship between programmes and projects
• Stakeholder identification, analysis and involvement
• Measures of safety, quality, cost and delivery
• Success and failure of programmes and projects
• Elements of programmes and projects
• Work breakdown structure


1.2 Evaluate the impact on supply chain relationships of undertaking major programmes and projects
• Supply chain networks for programmes and projects
• Relationships with sub-contractors
• Consortiums and joint ventures for programmes and projects
• Traditional and contemporary relationships
• Project partnering and strategic partnering


1.3 Analyse the main resources for major programmes and projects
• Resource loading and levelling
• Multi project scheduling and resource allocation
• Information Technology systems for project management
• Leading and managing projects
• Critical chain methodology
• Asset finance and the role of banks

 

1.4 Analyse the project life cycles of major programmes and projects
• Perspectives on project life cycles
• Project initiation
• Organising projects and project implementation
• Co-ordination in project management
• Project control
• Project closure
• Project review


2.0 Understand the main contracting issues for major programmes and projects


2.1 Analyse contract forms for major programmes and projects
• The role of institutes and professional bodies in developing contract forms:
• The New Engineering Contract (NEC) core and optional clauses
• International Federation of Consulting Engineers (FIDIC) contract forms
• Institution of Mechanical Engineers (IMechE) contract forms
• Joint Contracts Tribunal (JCT) contract forms
• CIPS model forms of contract
• Comparisons of main contractual terms and schedules


2.2 Evaluate the use of the main pricing mechanisms for major programmes and projects
• Fixed lump sum pricing
• Activity schedule pricing
• Bills of quantity
• Target costing methods and risk and reward pricing mechanisms
• Cost reimbursable contracts


2.3 Critically compare different contracting options for major programmes and projects
• Client co-ordinated approaches to major projects
• Engineering, procurement and construction (EPC)/ design and build forms of contract
• Management contracting and construction management
• Design, build, operate and ownership forms of contract
• Public and private sector partnerships

 

2.4 Recommend appropriate methods of investment appraisal techniques applied to developing contracts for major programmes and projects
• Purpose of investment appraisal
• Payback analysis
• Average rate of return
• Discounted cash flow
• The choice of discount factor
• Calculating net present values
• Calculating the internal rates of return
• The strengths and weaknesses of different methods of investment appraisal


3.0 Understand the main approaches to the planning of major programmes and projects


3.1 Critically assess the main aspects of structures for corporate governance
• Project boards/ executive
• Project responsibility charting
• The use of project initiation documents
• Structures of project management such as project, functional and matrix
• Project reporting


3.2 Critically appraise the common objectives for major programmes and projects
• Identifying goals and objectives of projects
• The balance between cost, quality and time in projects
• Technology project development
• Building sustainability into major projects
• Impact on the community for major projects
• Communicating project objectives to the supply chain


3.3 Analyse the main approaches to the management of risks for major programmes and projects
• Identifying assumptions and risks
• Risk simulation
• Risk registers
• Risk accountability
• The management of risk in supply chains

 

3.4 Critically compare the main methodologies for the planning of major programmes and projects
• Sequencing activities
• Network techniques including project evaluation and review techniques (PERT) and critical
path method (CPM)
• Gantt charts and baselines


4.0 Understand the main approaches to the control of major programmes and projects


4.1 Explain the main approaches to strategic cost management for major programmes and projects
• Fixed and variable pricing methods
• Budgetary control and variance analysis
• Value engineering
• Consortium based procurement
• The use of open book costing and cost transparency


4.2 Analyse the use of financial and management information on the performance of major programmes and projects
• Estimating budgets for projects
• Measurement, monitoring control and improvement
• Project tracking and control mechanisms
• Controlling variations, claims/ compensation events
• Implementing remedial actions


4.3 Analyse the impact on the supply chain that performance issues can have on major programmes and projects
• Consequential losses resulting from default
• Assessment of damages
• Contractual warranties and conditions
• Specific performance
• Termination clauses


4.4 Assess the implications on the supply chain of the closure of major programmes and projects
• Obtaining client acceptance
• Installing deliverables
• Conducting project audits
• Knowledge management
• Communicating the review, evaluation and learning

 

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Legal aspects in procurement and supply (UK) [PD6]
 

Unit Purpose and Aim(s)

 

On completion of this  unit, candidates will be able to understand legal issues surrounding contracts and relationships developed in their supply chains.
 

Candidates will gain an understanding of the legal aspects of contracts, competition and employment law that impact on procurement and supply.

 

1.0 Understand the main legal issues that relate to the formation of relationships in supply chains


1.1 Evaluate the contract formation process between suppliers and purchasers
• Legal issues relating to the formation of contract: invitations to treat/negotiate, offers, acceptance, consideration, intention and capacity to contract
• Precedence of legal terms that apply in contracts
• Econtracts
• The Vienna Convention on Contracts for the International Sales of Goods


1.2 Evaluate the impact of legal agreements on relationships between different parties in supply chains
• The creation of agency
• Rights and obligations of agents and principals
• Bailment in relationships
• Assignment and sub-contracting
• Novation in relationships
• Confidentiality/non-disclosure agreements
• Duress and undue influence
• Misrepresentation
• Mistake
• Negligence
• Bribery and corruption

 

1.3 Evaluate how the EU Procurement Directives affect the formation of legal relationships in supply chains
• Sectors affected by the Public Contracts Directive and the Utilities Directive
• Remedies in the public sector and the utilities sector
• Thresholds and aggregation
• Procedures for competition
• The impact of enotices and etendering systems
• Selection and award criteria
• Standstill regulations, feedback and award


2.0 Be able to interpret and apply implied and express contractual terms that impact on procurement and supply


2.1 Review and revise the main express terms that are commonly applied in contracts in procurement and supply
• Defining express terms
• Sources of express terms such as standard contracts of purchase or sale or model form contracts
• The main obligations of purchasers and suppliers/contractors
• Main express terms such as sub-contracting, indemnities and liabilities, defects liability, performance bonds or guarantees, risks and insurance, variations, claims and force majeure
• Exclusion clauses
• The impact of incoterms


2.2 Interpret the main implied terms that relate to contracts in the procurement and supply of goods
• Title
• Description
• Satisfactory quality
• Fitness for purpose
• Sale by sample
• Deliveries of goods
• Transfer of property and risk and retention of title
• Transfer of title

 

2.3 Interpret the main implied terms that relate to contracts in the procurement and supply of services
• Terms relating to hire contracts and for work and materials
• Main implied terms of title, description, satisfactory quality, fitness for purpose, sale by
sample
• Reasonable care and skill
• Reasonable time and price


3.0 Understand the main regulations that impact on procurement and supply


3.1 Critically assess intellectual property rights regulations in contracts in procurement and supply
• Types of intellectual property rights such as copyright, patents, trademarks, design rights
• Background and foreground intellectual property
• The law of passing off
• Protection of trade secrets
• Intellectual property crime
• Indemnities for intellectual property
• Contractual provisions for intellectual property


3.2 Analyse employment regulations that impact on procurement and supply
• Transfer of Undertakings and Protection of Employment (TUPE) regulations
• Relevant transfers
• Responsibilities on employers and purchasers
• Remedies for employees
• Redundancy and dismissal
• Discrimination in the workplace
• Restraint of trade
• Regulations affecting agency workers
• International Labour Organisation standards
• UN guiding principles on business and human rights


3.3 Interpret how competition law regulations impact on procurement and supply
• European Union Articles on anti- competitive practices
• Control of cartels, mergers and acquisitions, monopolies and state aid
• Enforcement of competition law
• Sector inquiries
• Free trade agreements
• Codes of practice on competition

 

4.0 Understand the legal implications of contractual non-performance in procurement and supply


4.1 Analyse the main remedies that apply to the non–performance of contracts in procurement and supply
• Contractual provisions on performance
• Clauses for default
• Penalties, liquidated damages and unliquidated damages
• Assessment of consequential loss
• Service credits
• Serving notices


4.2 Evaluate the legal consequences of terminating a relationship in procurement and supply
• Assessment of damages
• Contractual warranties and conditions
• Specific performance
• Termination clauses


4.3 Analyse the main mechanisms for dispute resolution for resolving conflicts in procurement and supply
• Mechanisms for dispute resolution: negotiation, alternative dispute resolution (ADR), adjudication, arbitration and litigation
• Involving lawyers

 

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CIPS - MCG Centre Number - 005031578