Guidance
Commercial Intelligence - Commercial Lead
Published 8 July 2024
漏 Crown copyright 2024
This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. To view this licence, visit or write to the Information Policy Team, The National Archives, Kew, London TW9 4DU, or email: [email protected].
Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned.
This publication is available at /government/publications/understanding-needs-and-sourcing/commercial-intelligence-commercial-lead
|
Job Pillar Role Component |
UNDERSTANDING NEEDS AND SOURCING Commercial Intelligence |
|---|---|
| Commercial Professional Level |
Commercial Lead (Grade 7 equivalent) |
| Role Summary | In this role you will contribute to delivering commercial excellence for your department through analysing key supply markets to understand the characteristics of new markets, and inform whether market making or development is required. The role is varied, you will conduct assessments of the business need and recommend the most appropriate market engagement approach to increase competition, promote innovation and improve 鈥榲alue for money鈥� in contracts. You will lead a team, building their confidence to drive performance and manage setbacks. The role will also require you to use your commercial expertise to identify opportunities for improvement and implement these changes at a local level by working with affected parties to identify and overcome challenges. |
| Key Responsibilities | Typically, the key responsibilities in this role will include (but are not limited to): 鈼徛燱orking with key stakeholders to develop a clear and agreed view of business requirements 鈼徛燩erforming end-to-end strategic sourcing activities and serving as a subject matter expert, supporting business units in articulating their commercial requirements 鈼徛燗dvising and providing professional guidance throughout the sourcing process, considering and evaluating a range of sourcing models 鈼徛燣eading on market analysis, understanding market models and market shaping 鈼徛燩roviding sufficient detail to allow the market to respond to requirements whilst leaving room for innovation and challenging specifications to improve outcomes 鈼徛燚eveloping options for business cases, including articulating associated benefits and producing supporting arguments for the preferred option 鈼徛燱here appropriate, developing category strategies, product road maps and sourcing plans 鈼徛燯nderstanding demand by forecasting and planning requirements with internal stakeholders and suppliers 鈼徛燬electing appropriate project/programme management to underpin business requirements 鈼徛營dentifying opportunities to develop collaborative partnerships with suppliers 鈼徛燩roviding advice and guidance on sectors and suppliers as required and managing stakeholder expectations 鈼徛燬eeking early active involvement of internal stakeholders in the sourcing process. This includes seeking business buy in and understanding how the contract will be managed once the sourcing project is complete 鈼徛燯nderstanding and being accountable for sourcing compliance and frameworks |
| Essential Criteria |
Understanding Needs and Sourcing: 鈼徛燞as an excellent understanding of sourcing and procurement methodologies, as well as relevant processes, policy and governance 鈼徛燚emonstrates a good knowledge of regulatory compliance Commercial Focus: 鈼徛燞as strong commercial knowledge, understands the need for trade-offs in an area of responsibility, can apply the commercial principles within the boundaries of contract law 鈼徛燚emonstrates the ability to lead on securing 鈥榲alue for money鈥� through achieving good return on investment on commercial projects Risk and Assurance Management: 鈼徛燚emonstrates the ability to analyse risks and understand margins of error in developing recommendations and making effective decisions Commercial Ethics: 鈼徛燚emonstrates the ability to communicate 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 manage and build confidence in a team in order to deal with setbacks, resolve internal issues and can implement change at a local level by working with affected parties to identify and overcome challenges Build Relationships: 鈼徛燞as strong stakeholder engagement skills and can present technical advice successfully in order to influence internal and external decision making 鈼徛燚emonstrates the ability to articulate commercial motivations and expected behaviours of stakeholders, suppliers and networks |
| Civil Service Behaviours | Ability to show examples across all of the following behaviours for level 4 of the : Seeing the Big Picture: 鈼徛燚evelop and maintain an understanding of economic, social, political, environmental and technological developments to ensure activity is relevant. Ensure plans and activities in your area of work reflect wider strategic priorities and communicate effectively with senior leaders to influence future strategies. Adopt a governmentwide perspective to ensure alignment of activity and policy. Bring together views, perspectives and diverse needs of stakeholders to gain a broader understanding of the issues surrounding policies and activities Communicating and Influencing: 鈼徛燙ommunicate with others in a clear, honest and enthusiastic way in order to build trust. Explain complex issues in a way that is easy to understand. Take into account people鈥檚 individual needs. Deliver difficult messages with clarity and sensitivity, being persuasive when required. Consider the impact of the language used. Remain open-minded and impartial in discussions, whilst respecting the diverse interests and opinions of others. Introduce different methods for communication, including making the most of digital resources whilst getting 鈥榲alue for money鈥�. Monitor the effectiveness of own and team communications and take action to improve where necessary Developing Self and Others: 鈼徛燩rioritise and role-model continuous self-learning and development. Identify areas individuals and teams need to develop in order to achieve future objectives. Support colleagues to take responsibility for their own learning and development. Ensure that development opportunities are available for all individuals regardless of their background or desire to achieve promotion. Ensure individuals take full advantage of learning and development opportunities available to them, including workplace based learning. Encourage discussions within and between teams to learn from each other鈥檚 experiences and change organisational plans and processes accordingly. Leadership: 鈼徛燩romote diversity, inclusion and equality of opportunity, respecting difference and external experience. Welcome and respond to views and challenges from others, despite any conflicting pressures to ignore or give in to them. Stand by, promote or defend own and team鈥檚 actions and decisions where needed. Seek out shared interests beyond own area of responsibility, understanding the extent of the impact actions have on the organisation. Inspire and motivate teams to be fully engaged in their work and dedicated to their role |
| 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 |