Guidance
Supplier Management - Commercial Practitioner
Published 8 July 2024
漏 Crown copyright 2024
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Job Pillar 搁辞濒别听颁辞尘辫辞苍别苍迟 |
CONTRACT AND SUPPLIER MANAGEMENT Supplier Management |
|---|---|
| Commercial Professional Level |
Commercial Practitioner (Higher Executive Officer equivalent) |
| Role Summary | In this role you will contribute to supplier management, the delivery of commercial excellence for your department and provide a customer-focused service. You will be expected to carry out analysis, collate feedback and use data to improve the department鈥檚 knowledge of the marketplace and suppliers as well as setting up ways of working and processes to support the business in improving delivery and gaining additional value through contracts. You will work as part of a larger team, but will be expected to work independently to prioritise and manage your own workload to deliver to deadlines and to respond to changing operational demands. |
| Key Responsibilities | Typically, the key responsibilities in this role will include (but are not limited to): 鈼徛燤anaging one or more suppliers, ensuring effective stakeholder management 鈼徛燛valuating the performance of suppliers against specifications, and reporting regularly 鈼徛燙ontributing to the development of a supplier relationship management (SRM) framework for the department, which enables effective SRM across the supplier-base 鈼徛燩erforming supply market analysis in order to recommend the most appropriate market engagement approaches to increase competition and improve 鈥榲alue for money鈥� in contracts 鈼徛燛ngaging with suppliers in the marketplace to ensure a competitive landscape and to manage the supply change 鈼徛燚eveloping effective working relationships with peers in supplier organisations 鈼徛燱orking with senior internal colleagues in establishing appropriate governance and review mechanisms along with expected behaviours for successful SRM 鈼徛燬etting up templates and supplier meetings (project management plans/ operations manuals/risk register/change control and filing structures) 鈼徛燱orking with suppliers regarding contract performance metrics, management information and any risk/reward mechanisms as part of an agreed measurement approach 鈼徛燱orking alongside other areas of the business (i.e. operational colleagues) to ensure that through auditing of records and reports regarding the suppliers鈥� performance is completed throughout the contract life 鈼徛燯pdating and maintaining processes relating to SRM, promoting performance, risk and data management and ensuring the department drives value through its commercial arrangements 鈼徛燤onitoring progress against business objectives 鈼徛燤aintaining quality and concurrency of systems, reporting and management information 鈼徛燬upporting others in maintaining good stakeholder relationships 鈼徛燬haring best practice relating to SRM with peers and colleagues |
| Essential Criteria |
Supplier Management: 鈼徛燞as proficient knowledge of all aspects of supplier management and understands how it fits in the commercial lifecycle 鈼徛燝ood understanding of relationship management, supplier innovation and supplier management principles, behaviours, plans and techniques Commercial Focus: 鈼徛燞as an understanding of elementary economics factors that may determine a market shape, dynamics and models, the changes in the business needs of an organisation and is familiar with key commercial tools Risk and Assurance Management: 鈼徛燚emonstrates the ability to identify and communicate cyber, personnel and physical risks and gain agreement on how they should be managed/mitigated Commercial Ethics: 鈼徛燚emonstrates the ability to apply standards to eliminate corruption, fraud and unethical behaviour in supply chains, taking appropriate actions in the event of any alleged breach of standards Team Focus: 鈼徛燚emonstrates the ability to work as part of a team to support their performance, manage setbacks and resolve issues internally Build Relationships: 鈼徛燚emonstrates the ability to communicate with stakeholders at all levels using different communication styles to articulate the benefits that have been achieved and to establish governance and relationship arrangements |
| Civil Service Behaviours | Ability to show examples across the following behaviours for level 3 of the : Seeing the Big Picture: 鈼徛燯nderstand the strategic drivers for your area of work. Align activities to contribute to wider organisational priorities. Remain alert to emerging issues and trends which might impact your work area. Seek out and share experiences to develop knowledge of the team鈥檚 business area. Understand how the strategies and activities of the team create value and meet the diverse needs of all stakeholders Changing and Improving: 鈼徛燱ork with others to identify areas for improvement and simplify processes to use fewer resources. Use technology where possible to increase efficiency. Encourage ideas for change from a wide range of sources. Clearly explain the reasons for change to colleagues and how to implement them, supporting individuals with different needs to adapt to change. Encourage an environment where colleagues know that they can challenge decisions and issues safely. Take managed risks by fully considering the varied impacts changes could have on the diverse range of end users Making Effective Decisions: 鈼徛燯nderstand own level of responsibility and empower others to make decisions where appropriate. Analyse and use a range of relevant, credible information from internal and external sources to support decisions. Invite challenge and where appropriate involve others in decision making. Display confidence when making difficult decisions, even if they prove to be unpopular. Consult with others to ensure the potential impacts on end users have been considered. Present strong recommendations in a timely manner outlining the consideration of other options, costs, benefits and risks Leadership: 鈼徛燛nsure colleagues and stakeholders have a clear understanding of objectives, activities and time-frames. Take into account different individual needs, views, and ideas, championing inclusion and equality of opportunity for all. Consider the impacts of own and team鈥檚 activities on stakeholders and end users. Role-model commitment and satisfaction with role. Recognise and praise the achievements of others to drive positivity within the team. Effectively manage conflict, misconduct and non-inclusive behaviour, raising with senior managers where appropriate Communicating and Influencing: 鈼徛燙ommunicate in a straightforward, honest and engaging manner, choosing appropriate styles to maximise understanding and impact. Encourage the use of different communication methods, including digital resources and highlight the benefits, including ensuring cost effectiveness. Ensure communication has a clear purpose and takes into account people鈥檚 individual needs. Share information as appropriate and check understanding. Show positivity and enthusiasm towards work, encouraging others to do the same. Ensure that important messages are communicated with colleagues and stakeholders respectfully, taking into consideration the diversity of interests Working Together: 鈼徛燛ncourage joined up team work within own team and across other groups. Establish professional relationships with a range of stakeholders. Collaborate with these to share information, resources and support. Invest time to develop a common focus and genuine positive team spirit where colleagues feel valued and respect one another. Put in place support for the wellbeing of individuals within the team, including consideration of your own needs. Make it clear to all team members that bullying, harassment and discrimination are unacceptable. Actively seek and consider input of people from diverse backgrounds and perspectives Developing Self and Others: 鈼徛營dentify capability gaps for self and team. Ensure development objectives are set and achieved to address any gaps and enable delivery of current and future work. Take time to coach, mentor and develop other colleagues to support succession planning. Promote inclusiveness by respecting different personal needs in the team and use these to develop others. Reflect on own work, continuously seek and act on feedback to improve own and team鈥檚 performance Managing a Quality Service: 鈼徛燚evelop, implement, maintain and review systems and services to ensure delivery of professional excellence. Work with stakeholders to set priorities, objectives and timescales. Successfully deliver high quality outcomes that meet the customers鈥� needs and gives 鈥榲alue for money鈥�. Identify risks and resolve issues efficiently. Involve a diverse range of colleagues, stakeholders and delivery partners in developing suggestions for improvements. Establish ways to find and respond to feedback from customers about the services provided Delivering at Pace: 鈼徛�Show a positive approach to keeping the whole team鈥檚 efforts focused on the top priorities. Promote a culture of following the appropriate procedures to ensure results are achieved on time whilst still enabling innovation. Ensure the most appropriate resources are available for colleagues to use to do their job effectively. Regularly monitor your own and team鈥檚 work against milestones ensuring individual needs are considered when setting tasks. Act promptly to reassess workloads and priorities when there are conflicting demands to maintain performance. Allow individuals the space and authority to meet objectives, providing additional support where necessary, whilst keeping overall responsibility |
| Department Context | To enhance the generic commercial role profile, additional information can be added by a department to outline the specific nature of the role. This may include: 鈼徛燗n additional short paragraph in the role summary 鈼徛燗dditional key responsibilities based on the department context 鈼徛燘espoke essential skills/experience required for the role |