TECHNICAL

PROCUREMENT PROCESSES

DEFINITION : Has the sufficient knowledge and understanding in Sourcing and Tendering methods to carry out duties associated with role.

Skill

Data Analysis

Project Management

Level 0

Not required to have knowledge

competence in data analysis.

Level 1

Aware of requirement for data analysis.

or Can undertake basic data download and
analysis. May require specific guidance
and support to achieve outcome.

Not required to have specific project

management skills or knowledge. May Recognises project techniques. May have a
project participation level qualification. Involved
complete tasks assigned to them within a in tactical planning.
project environment.

Level 2

Level 3

Level 4

Knowledgeable and competent in the

application of a range of analysis
Understands concepts and techniques for
techniques, whether numerical, contextual,
either numerical or contextual analysis.
empirical or subjective. Recognises and
Shows a tendency towards stronger
adapts information presentation style to
capability in particular analysis techniques.
reflect the target audience. May provide
guidance to other staff.

Strong analysis capability, providing

intuitive analysis of a wide range of
sources. Intuitively structures data and
drills down on findings to provide rich
reports which reflect the information
requirements of the target audience.

Understands project methods and will

adopt them in small projects. Likely to use
project methods in completing their own
tasks. Practical experience of working with
others on procurement projects in a
controlled project managed environment.

An established project manager who has

formal project management qualifications
and/or substantial practical experience.
Can lead cross functional / organisational
project teams.

A recognised project and programme

leader. May delegate project management
tasks. Defines organisational project
management strategy.

Understands fully the benefits and issues

of collaborative approaches.
Skilfully
acknowledges
when
partnering
or
collaboration should and should not be
utilised,
ensuring
the
attendant
commercial / procurement relationship is
established and maintained.

Understands completely policy and practice

and argues for and against specific
collaboration. Thorough knowledge and
practical
experience
of
successfully
enacting partnerships or collaborative
working, has proper understanding of the
range of partnering options, the associated
risks and benefits. Able to play a leading
role
developing
the
commercial
/
procurement aspects. Able to contribute to
continuous
improvement
across
organisations, while benefiting the ongoing
relationship.

Establishes collaborative
partnerships (e.g. Cross
functional / organisational)
teams, inter-government
collaborative working, or
commercial partnering
arrangements.

Basic
awareness
of
collaborative
Is not required to establish partnerships or
approaches and working. Undertakes an
collaborative working. Not required to have
administrative role in process under close
knowledge or understanding in this area.
supervision

Specification Development

Advises on and assists customer

development of technically demanding
specifications. Can articulate and specify
Supports
customer
development
of
requirements relating to contracts for the
Not
required
to
develop
specifications.
Works
Not required to develop specifications, but
Develops less complex specifications with complex specifications and can incorporate
procurement or stores function for which
within their job remit. May provide information
will work with predetermined specifications and clarify aspects of customer specifications for customers, or more complex specifications these into an appropriate EU tender.
they have responsibility.
Builds, or has
formed by others.
under direct guidance.
Readily builds their own technical
low value, low risk specifications.
already established, a very sound
knowledge.
understanding of technical subject.
Demonstrates creativity and innovation in
the development of complex specifications.

Basic understanding of collaborative

approaches. Able to follow pre-determined
procedures.
Understands issues and
benefits of collaboration.
Sufficiently
knowledgeable to recognise when to seek
advice and other support.

Sourcing and Tendering

Not required to have knowledge of strategic

sourcing tools or techniques. May be
involved in some low level sourcing
activities, e.g. phoning around for prices or
checking availability of supplies.

Is aware of sourcing and tendering

processes at an essentially tactical level.
May process low level quotes/tender etc
under supervision.

Understands that sourcing and tendering

are a part of a fuller strategic procurement
process. Responsible for sourcing and
tendering for commodities, services or
estate works, but usually below the EU
Threshold. May use e-tendering / reverse
auction under guidance. May exceed EU
Threshold under guidance.

Comprehensive knowledge of the role

sourcing and tendering play within the
wider strategic procurement process.
Routinely responsible for higher level
projects (commodities, services or estate
works) above EU thresholds.
Uses
innovative tools e.g. e-tenders, reverse
auctions appropriately.

Will be responsible for creating and amending

the sourcing and tendering process.
Will
recognise weaknesses in the process and
implement changes based on policy and
organisational needs.

Tender Evaluation

Understands & uses organisation specific

procurement procedures for low value awards of
business which are within the job remit. Not
required to undertake tender evaluation or
contracting processes, or understand the role
these play in ensuring value for money.

Is aware that tender evaluation and contracting

processes have a role to play in achieving VFM,
but would seek advice on how to carry this out.
Not required to prepare written contracts or
detailed tender evaluation documents.

Understands the concepts of contracting and

tender evaluation. May evaluate and let
contracts for less complex tactical purchases
(commodities, services or estate works)

Fully conversant with tender evaluation and

processes leading to contract award.
Has
extensive experience of undertaking more
complex, legally compliant, EU advertised
tender evaluation for a range of commodities,
services or estate works.

Responsible for directing strategy and tactics for

major contracting and tender evaluation work
ensuring compliance with policy, and EU Public
Procurement Directive Ensures organisational
procurement processes enable compliance with
the EU Public Procurement Directive and other
applicable legal obligations.

TECHNICAL

PROCUREMENT PROCESSES

DEFINITION : Has the sufficient knowledge and understanding in Sourcing and Tendering methods to carry out duties associated with role.

Skill

Level 0

Level 1

May undertake awards of business

following telephone quotations or low
level quotes. Aware of the need to
provide constructive feedback to
suppliers, but would only be involved with
support.

Level 2

Level 4

Responsible for ensuring the

organisation that all contracts are
awarded in compliance with all
appropriate legislation. Take
responsibility for the award of contract in
relation to major complex procurements.
Manages and resolves disputes arising
from supplier debrief, liases with legal
advisors where appropriate.

Contract Award and Supplier

Debrief

Is not required to award contracts, may

place orders with contracted suppliers
within delegated authority levels. Is not
involved in supplier debriefing.

Contract Management

Not required to manage contracts. Within

their remit, may monitor or report ad-hoc
contractor performance issues or problems
to others or a line manager.

Supplier Management

Is aware that ongoing supplier management is

Develops strategic relationships with key
Not required to have a knowledge of SM or its important beyond the contract award stage, but Understands the principles of SM, but has Experience of supplier management and how to
suppliers and able to mentor and advise others.
importance in ensuring continued value for does not routinely carry out any SM.
May limited commercial focus and awareness beyond ensure ongoing VFM throughout the lifetime of
Identifies latest thinking in SM and looks for
money.
provide tactical support to others undertaking the tender stage
the contract
ways to gain benefit from their implementation.
SM.

Supplier Development

Not required to have a knowledge of SD or important beyond the contract award stage, but
its importance in ensuring continued value does not routinely carry out any SD. May
provide tactical support to others undertaking
for money.

Not involved in post-contract activities. Within

their remit, may assist contract managers,
monitor or report contractor performance issues
or problems to others or a line manager.

Is aware that ongoing supplier development is

SD.

Benchmarking

Not required to understand

benchmarking techniques.

or

Demonstrates
an
awareness
of
apply benchmarking systems. Will use as and
when necessary at a basic level, seeking
advice where necessary.

Is involved in awarding less

complex/lower value contracts and
providing constructive feedback to
suppliers based on evidence.

Level 3

Understands
the
role
of
contract
management and works closely with
customers at an operational level to
monitor progress against contract.

Has extensive experience of the contract

award and debrief processes for
contracts in excess of EU thresholds.

Fully implements contract management

strategies and techniques on a project by
project basis, and within the procurement
function.
May
provide
contract
management advice or training to others.
Works with customers to ensure that
materials/services are delivered according
to contract.

Develops
contract
management
techniques, strategies and reporting to
meet functional, organisational or national
requirements.
Will monitor the overall
contract management strategy. Involved in
high risk / high value contract management
activities, and directs action to correct
deviation from contract.

Applies supplier development techniques

planned through the lifetime of a contract. Develops supplier development techniques

Understands the principles of SD, but has Develops

and
applies
aspects
of and manages the development of complex
limited commercial focus and awareness.
partnership
working
and
supplier supplier
relationships.
Creates
and
Supplier Development takes place, but without
development
with
specific
organisations
maintains strategic relationships with a core
adequate structure and rigour.

within the supply base, while maintaining set of suppliers.

suitable scrutiny and transparency.

Understands benchmarking systems for Clearly understands & uses benchmarking

price and processes.
Will use systems, presents and acts upon findings.
appropriately and can present findings in a Actively encourages staff to use effectively.
clear concise manner.
Suggests system improvements.

Expert knowledge and understanding of

benchmarking systems. Will seek to enhance
and develop further areas for comparing
performance.

TECHNICAL

NEGOTIATION

DEFINITION : Has the ability to negotiate within the scope of the role.

Skill

Level 0

Level 1

Level 2

Level 3

Level 4

No knowledge of negotiation techniques or when

negotiation is permissible or advisable. Within
remit, not required to undertake negotiation.
May obtain telephone or simple quotes and
clarify basic elements of a supplier proposal

Limited awareness of when and how to

negotiate, and limited direct experience of
conducting negotiations. May undertake limited
tactical negotiations on price, or be involved in a
limited sense in supporting others with larger
projects under supervision.

Understands the principles of when and how to

negotiate. Has some practical experience of
leading and conducting negotiations for nonbusiness critical projects, or against pre-agreed
objectives, or supporting negotiations on more
complex EU projects.

Fully understands when and how to negotiate.

Has good experience of successfully conducting
a range of negotiations across a variety of
commodities and market sectors to achieve
objectives. May lead on some strategic and
business critical negotiations. Can adapt/flex
tactics during a negotiation.

Substantial and recognised knowledge and

experience of when to negotiate. Extensive
experience
of
successfully
conducting
negotiations across a range of commodities,
services or estate work requirements. Leads on
complex
and
strategically
important
negotiations. Is excellent communicator and
uses body language and a variety of styles
during a negotiation to achieve objectives.

Planning and preparation

Not required to plan a negotiation.

Has a good working experience of planning and

Limited awareness of how to plan for a Understands the importance of planning and
preparation. May lead on some strategic and
negotiation. May be involved in supporting preparation, but with limited experience and only
business critical negotiations. Develops clear
preparations under close supervision.
on non-business critical projects.
plans and follows through.

Substantial experience of planning and

preparation. Leads on complex and strategically
important negotiations. Develops detailed
negotiation plans, and considers broad
commercial and non-commercial factors in
preparation. Provides negotiation advice and
direction to the procurement team and others
within the organisation.

Has a good working experience of setting

Substantial experience of setting objectives and

has a wide range of tactics at disposal. Leads on

Setting objectives and tactics

Not required to set objectives, plan or enact Will input to objective setting and tactics as and experience of negotiating. Will only set limited objectives and tactics. May lead on some complex
and
strategically
important
strategic and business critical negotiations.
when required.
Seeks approval before objectives and lead negotiations on nonnegotiations. Establishes key objectives, and
negotiation techniques.
Develops clear objectives and will agree tactics

Conducting the Negotiation

Is aware of need to set objectives and tactics. Understands basic tactics but with limited
undertaking a negotiation.

business critical projects.

to achieve them.

considers broad commercial and

commercial factors in setting tactics.

non-

TECHNICAL

STRATEGY DEVELOPMENT AND MARKET ANALYSIS

DEFINITION : Has the strategy development and market analysis skills necessary to carry out duties associated with role.

Skill

Level 0

Level 1

Level 2

Level 3

Level 4

Commodity Specific Knowledge

Understands the specific nature of the

Not required to have detailed and specific
Aware of specific commodity features. commodity, either technically or commercially
commodity knowledge. May have basic, limited
Completes market research (or an element of), within their job remit. Carries out relevant market
experiential tactical / operational knowledge of
although still applies generic solutions.
research. Adjusts strategy to relevant market
some specific commodities.
conditions.

Knowledgeable of the specific aspects of a

range of commodities / services / estate works,
both technically and commercially. Assesses
appropriate strategies and tailors actions
accordingly.
Understands
industry
cost
structures and pricing mechanisms.

Fully knowledgeable in a range of commodities /

services / estate works, with past experience
both technically and commercially. Develops
robust strategies based on this knowledge,
targeted to exploit market conditions. Fully
cognisant of industry cost model, funding
structure and corporate development, using
information pro-actively. Recognised internally or
externally as a source of market expertise.

Procurement Related Strategy

Development

Understands the importance and principles

of a strategic approach. May influence the
Not required to develop a procurement Does not develop strategies, but may development of strategies, for example
strategy, but may be involved in some provide some input to others developing may be a member of User Intelligence
tactical aspects.
such strategies.
Groups. Able to identify the aim and
objectives of lower value/less complex
contracts.

Fully understands, can articulate and enact

the principles of a strategic procurement Extensive knowledge and experience of the
approach. Can lead a User Intelligence processes relating to procurement strategy.
Group
in
the
development
and Able to mentor and manage others.
implementation of strategies.

Market Analysis

Knowledgeable about a range of markets and

how they affect price, availability, or supply chain
logistics. Within their remit, will use specific
Aware of specific types of markets. Will initiate Understands how types of market and market
Not required to understand markets or the
market analysis to predict behaviour and supply
analysis when aware of market activity or when activity affects supply and demand. Adjusts
concept of market analysis.
risks to the organisation. Will adjust strategy to
directed.
strategies according to market activity.
minimise effect of market change. May provide
market analysis to customers and advice to
others within procurement.

Fully knowledgeable regarding types of markets

and a range of market activity. Will monitor key
supply base to predict impact on organisation.
Regularly displays sound judgement and
minimises risk by prediction.
Recognised
internally or externally as a source of market
expertise.

TECHNICAL

FINANCIAL

DEFINITION : Has the financial knowledge and understanding needed to carry out duties associated with role - elements include appraisal of suppliers financial positions, total costing, and the compliance
frameworks that exist for public sector finance and procurement.

Skill

Level 0

Level 1

Level 2

Level 3

Level 4

Financial Appraisal

Can perform financial appraisals under

guidance, providing ratio analysis to enable
Not required to understand financial appraisal Aware of financial appraisal techniques. Will
others to identify where potential issues may
techniques, or how their output can affect seek guidance when directed toward their
arise. Alternatively identifies the need for
procurement decisions.
application.
financial appraisals, and seeks help from others
in their completion.

Can perform robust financial appraisals of

Can appraise the financial security of
commercial organisations through funding
commercial
organisations
through
structure,
balance sheet and P&L review.
straightforward ratio analysis. Can indicate
Highlights issues that could impact assurance of
where there may be general financial issues.
supply and suggests mitigation or avoidance.

Whole Life Costs

Understands the application of total life

Not required to understand or use the life
Aware of total life cycle costing as a cycle costing and will perform such
cycle costing.
Purchase decisions
concept, but still uses purchased price as calculations under guidance. Main focus is
recognise purchase price, and makes
main decision making point.
still
direct
monetary
commercial
suggestions based on that.
transactions.

Fully conversant in total life costing and will

take into account non direct commercial
implications, such as corporate social
responsibility, environmental, contract /
relationship management and quality.
Provides guidance to other staff.

Sets direction for total cost decisions.

Works to enhance current positions
through application and development of
new total lifecycle costing techniques.

Strong track record in the development of

Conversant with the techniques of business business cases. Able to lead business
Not required to be aware of business case Is aware of the importance of business case
development, but will tend not to contribute case development and able to contribute to case development for procurement activity,
development or to undertake this activity.
substantially.
business case development led by others. or contribute commercial aspects to
business cases developed by others.

Strong track record in the development of

successful business cases. Able to
recommend and advise on appropriate
approach for business case development.

Audit / Accounting Compliance

Awareness of the need for audit and

Not required to understand audit /
financial compliance.
Understands the Understands audit and compliance needs
compliance
processes.
Job
role
impact on the procurement process and the and acts accordingly to ensure processes
undertakes specific task or processes
need to ensure legal and policy compliance are used and adapted accordingly.
under supervision of others.
for procurement activity.

Clearly understands the role of audit and

financial compliance and works to enhance
and build benefit from it. Positively drives
staff to do likewise.

Complete understanding of the role of audit and

financial compliance. Clearly understands the
impact and actively encourages staff to embrace
positively. Drives process change organisation
wide, based on audit output.

Supply Chain Costing Methods

Understands principles of techniques such as Experienced in the use of multi-tiered

Aware of some supply chain costing Zero Based Pricing, Open Book Costing, Supply
Not required to understand or use supply
supply chain costing methods and applies
methods, but provides no practical Chain Operations Reference model (SCOR).
chain costing methods.
Can undertake limited application of these type them throughout the lifetime of the contract.
implementation.
Can provide guidance to other staff.
of techniques beyond the tender stage.

Identifies the latest thinking in multi-tiered

supply chain costing methods, looking for
ways to gain benefit from their
implementation. Advises staff on the
application and use of existing or new
methods.

Experienced in evaluating impact of foreign

exchange fluctuations and import /
Aware
of
foreign
exchange
and Understands principles of foreign exchange
Customs duties within contract price
international money markets, but provides rates and impact on price. Will seek advise
analysis. Will build in factors to manage
when necessary.
no practical implementation.
risk impact. Can advise staff but will seek
advice where required.

Fully understands international finance &

import / Customs duties in relation to
procurement activities. Will liaise with
finance to forward purchase foreign
exchange to seek VFM. Advises staff on
implications.

Business Case Development

Foreign Exchange / International Not required to understand

Finance
exchange or international finance.

foreign

TECHNICAL

LEGAL

DEFINITION : Has sufficient understanding of legislative frameworks relating specifically to procurement to carry out duties associated with role.

Skill

Legal boundaries (FOI, TUPE,

Monopolies etc)

Level 0

Level 1

Aware of legal implications of function. Not

Not required to have a specific knowledge of
required to articulate, or see consequential
legal positions. Awareness of legal boundaries
aspects, but capable of working within
existing but seeks advice where required. Work
boundaries, and of knowing when a boundary is
is internally focussed.
being approached. Will stop at boundaries.

Aware of the existence of EU procurement

EU Public Procurement
Legislation

Level 2

Level 3

Level 4

Understands the legal implication on the

function, Knows clearly where boundaries lie,
and actively seeks advice when activities
encroach on legal aspects. Will adapt work to
ensure developments stay within legal
framework.

Knowledgeable on many legal aspects and their

effect upon the procurement function or delivery
of projects. Can interpret these areas and
predict where encroachments may lie. Takes
mitigating actions well in advance. Able to
provide advice to procurement staff but knows
when to seek advice.

Has a thorough grasp of the legal issues that

impact the function. Is sought after for advice,
which is sound and robust. Will advise on policy
adjustment following legislative change.

Appreciates
procurement

the
impact
that
legislation has on

EU
Has a clear working knowledge of EU Is
the

experienced

and

competent

in

procurement legislation and case law and implementing EU procurement legislation.

Not required to have a specific knowledge of legislation and policy, no real in-depth
procurement processes of public bodies.
legal positions. Aware that legal boundaries understanding of how they apply in
operates within the boundaries when Able to provide leadership guidance and
Recognises the limitations of his/her
exist. Work is internally focussed.
practice, but knows when to seek further
managing contracts. Is able to offer advice recognised as the expert within the
advice.

knowledge, but knows where to seek

to others within the department.
further advice.

Awareness of internal equality & diversity policy

and that legal boundaries exist. Not required to
have a specific knowledge of the application of
Diversity and equal opportunities equality & diversity in a procurement context.
Seeks advice where required. Work is internally
focussed.

Aware of general equality legislation and

principles, able to recognise legal implications
within work and procurement projects. Knows
when to seek further advice.

Aware of the requirement to consider the

impact of procurement activity or contract
performance on groups in society. Able to
incorporate equality & diversity factors into
procurement activity. May seek further
advice from technical experts.

Can provide policy advice and guidance to

others regarding inclusion of equality &
diversity factors into procurement activity.
Able to conduct or contribute to the
procurement element of an impact
assessment so that projects achieve their
objectives.

Strategic view of equality and diversity

policies in terms of design of project scope,
and the effect upon the procurement
function. Can conduct impact assessment
of the procurement function.

Awareness of organisational policy relating to

corporate social responsibility issues, and that
legal boundaries exist. Not required to have a
specific knowledge of the application of
corporate social responsibility in a procurement
context. Seeks advice where required. Work is
internally focussed.

Aware of corporate social responsibility and

implications within work and procurement
projects. Knows when to seek further
advice.

Able to consider environmental factors as

part of whole life cost - conserving
resources, sustainability etc., and social
considerations
into
less
complex
specifications and/or tender evaluation
models.

Incorporates social and environmental

considerations into complex specifications
and/or tender evaluation models. May
provide policy advice and guidance to
others regarding inclusion of CSR into
procurement activity.

Fully understands procurement regulations with

respect
to
social
and
environmental
considerations. Ensures organisational CSR
policy or national guidelines are reflected within
procurement activity (as appropriate). Able to
recommend options to include new approaches
incorporating these considerations

Corporate Social Responsibility

Intellectual Property Rights (IPR) Is not required to have a knowledge of IPR.

Terms and Conditions

organisation.

Aware of the impact of intellectual property law Has a good working knowledge of Is able to develop a strategic plan for
Is aware of relevant intellectual property on some contracts. Recognises limitations of
intellectual property law and considers its managing the organisation's intellectual
his/her knowledge, but knows where to seek
issues.
relevance in decision making.
property assets.
advice.

Is able to use terms and conditions to drive

Reviews and influences the organisations
Is aware of the existence of standard terms Is aware of which terms and conditions are improved performance in contracts. Adapts Develops useable and effective terms and
terms and conditions with legal advisors to
and conditions and that they are referred standard in contracts and how they should terms and conditions to reflect the scale of conditions for specific contracts in
ensure effectiveness and compliance with
to/enclosed in standard documentation.
be applied.
the requirement and to encourage good consultation with legal advisors.
all UK and EU legislation.
performance.

TECHNICAL

RESULTS FOCUS

DEFINITION : Is aware of how personal and team objectives contribute to the success of the organisation and continually demonstrates commitment to achieving these.

Skill

Level 0

Level 1

Level 2

Level 3

Level 4

Clearly understands. Can identify when

corrective action is necessary and able to
identify the appropriate action to be taken
in relation to individual and departmental
BPI's. Will
monitor BPI's for higher
value/more complex projects.

Clearly understands. Can identify when

corrective action is necessary and able to
identify the appropriate action to be taken
in relation to individual and departmental
BPI's.Is able to demonstrate originality in
the development of BPI's in response to
contractual requirements.

Complete understanding.
Will be
instrumental in developing and setting
targets and indicators at an organisational
level.
Experienced in identifying and
negotiating milestones, and in monitoring
performance. Ability to resolve difficulties
through negotiation leading to improvement
of BPI's.

Tracks benefits and conducts

analysts

Understands procurement specific benefits

Not required to understand benefits
Aware of specific methods of recording tracking methodology and has used the
tracking, and does not use benefits tracking
benefits however does not actively approach in small projects. Likely to use
in current role. May buy goods or services,
participate in tracking benefits.
methodology
in
completing
own
but does not formally record benefits.
procurement projects / contracts.

Clear understanding of tracking and

benefits analysis and will support,
encourage and develop others in their
understanding.
Actively encourages
tracking and benefits analysis within their
own team.

A recognised expert in benefits tracking.

Defines procurement benefit tracking
strategy and develops methodology for the
function to ensure benefits are captured for
the organisation. Proactively disseminates
the process methodology in line with
corporate procurement strategy

Monitors quality and plans to

meet timescales for delivery

Understands the need to complete on time.

Is aware of the need to meet previously
Works to timescales as defined by line
Takes ownership and responsibility for
agreed quality standards and timescales, is
manager.
completing procurement tasks within the
monitored to ensure targets are met.
agreed timescale without affecting quality.

Demonstrates ongoing commitment to

achievement of personal and procurement
team goals within timescales and budgets.
Will recommend corrective action.

Strong focus on the quality and on-time

delivery of procurement activity.
Will
closely monitor plans and direct action to
corrective deviations from plan.

Agrees objectives in line with

wider organisational needs

Demonstrates clear understanding of how

Is aware that individual objectives are
Understands the impact own objectives has procurement objectives are linked to an
Only relates to own objectives. Does not cascaded down from other plans. Will seek
on departmental objectives. Can relate overall organisational plan.
Will be
understand how these are set.
clarification of how own objectives support
departmental objectives to strategy.
committed to delivering results in
departmental objectives.
accordance with objectives,

Will be responsible for setting overall

procurement strategy and cascading
procurement objectives. Will monitor plans
and objectives to ensure results are
achieved.

Measures performance against

objectives

Results will be measured by others. May

collate or provide specific raw data to the Will have results measured against
line manager to support reporting for objectives but will monitor own progress.
specific
contracts
or
departmental May need to be monitored closely.
reporting.

Will be appraised and may appraise

performance
against
objectives.
Anticipates factors that can have an impact
on achievements.

Will have significant role in measuring

Will
devise
/
encourage
results
results against objectives.
Anticipates
improvement and will evaluate throughout
factors that affect performance and takes
the business cycle when necessary.
corrective action.

Reports performance to key

stakeholders

Not required to prepare performance

Is aware of the role of performance
reports. May collate or provide specific raw
measurement and its impact on key
data to the line manager to support
stakeholders.
departmental reporting.

Understands the need to report individual

performance. Will contribute to, or draft,
reports to key stakeholders but will seek
the approval of others before release.

Will proactively endorse and encourage

Clearly understands the purpose of
use of performance reporting.
Will
performance reporting. Will stress need to
measure against strategic objectives and
achieve and will prepare reports to key
ensure achievements are communicated to
stakeholders.
key stakeholders.

Able to monitor performance against preNot required to have an understanding in determined milestones and understands
Sets key performance indicators
this area.
the concept. May report on BPI's against
lower value/less complex projects.

TECHNICAL

SYSTEMS CAPABILITY

DEFINITION : Has the knowledge and understanding of systems and processes utilised in the procurement of goods and services. Specific system competencies may be localised to specific systems.

Skill

Data Management and Control

Level 0

Level 1

Level 2

Level 3

Level 4

Not required to have a detailed understanding or

awareness of available data systems and
mechanisms.
May use or input data into
systems or processes developed by others
under supervision.

Aware of the various systems and mechanisms.

Will follow set processes and procedures,
relating to data management and control. May
seek help and advice on the most suitable for
purpose.

Understands the systems and mechanisms

associated with data management and control.
Uses them appropriately. Requires little
guidance.

Advocates the use of appropriate data

management and control systems. Is sought
after for advice both in current system use, and
future system development. Probably applies
similar techniques to own "uncontrolled" data
and information.

Reviews appropriate data management and

control systems, and provides the lead for
organisational adoption. Identifies where gaps
exists and develops plans to address. Applies
similar techniques to own "uncontrolled" data
and information.

Uses systems and technology following

predefined processes. Will highlight
Uses systems and technology following
Uses
and
develops
systems
and
localised system operational issues but
predefined processes. Seeks advice and
technology.
Provides
guidance
seek line manager support to address.
authority to deviate from process.
authorisation for deviation.
Suggests deviations and seeks authority in
their use.

Application of technology

Uses
organisational
systems
technology under supervision.

Procurement Systems (e.g. P2P,

eTendering, )

Not required to have a detailed

Understands procurement systems and the
understanding or awareness of other
Demonstrates an awareness of the available tools. Will use appropriately. Will
procurement systems or developing
systems available to procurement. Will use highlight localised system operational
technologies. May data input & use new
as and when necessary
issues but seek line manager support to
systems or processes developed by others
address.
following training and under supervision.

Awareness of other systems

impacting on procurement (e.g.
finance ledger, management
information systems,data
management systems, data
sharing)

Not required to have a detailed

understanding or awareness of other
systems that impact on procurement (e.g.
finance ledger). May use systems under
supervision or undertake data entry
processes which support related systems.

Defines
procurement
systems
and
and
technology strategy. Provides thought out
and
leadership and guidance on systems and
technology direction.

Clearly understands procurement systems,

uses appropriately. Actively encourages
staff to use effectively. Suggests system
improvements. May deliver staff training in
use of systems.

Expert knowledge and understanding. Will seek

to enhance and develop further. Will identify the
need and introduce new procurement systems
when required.

Demonstrates an awareness of other

Clearly understands other systems that
systems that impact on procurement Understands other systems and the affect procurement and uses appropriately.
operations. Will use as and when available tools. Will use appropriately.
Actively encourages staff to use effectively.
necessary.
Suggests system improvements.

Expert knowledge and understanding of other

systems. Will seek to enhance and develop
further. Provides leadership on the application
of existing and new systems.

TECHNICAL

INVENTORY, LOGISTICS AND SUPPLY CHAIN

DEFINITION : Has the knowledge and understanding of materials management solutions to carry out duties associated with role - elements include inventory, logistics, warehouse management etc,
specifically organisations which hold stock. Knowledge and understanding of supply chain management techniques - not restricted to organisations holding stock.

Skill

Inventory Management

Distribution

Transportation

Level 0

Level 1

Awareness that stocks are held at local level,

Not required to have a knowledge or detailed
but no detailed understanding of inventory
understanding in this area. If required uses
management systems or processes. Involved in
stock control systems as directed to perform job
administrative supporting capacity under close
role.
supervision.

Level 2

Evaluates the demand for supplies and decides

Appreciation/familiarity with basic stock control.
stock holdings and procurement policies.
Able to operate stock control systems in line with
Proposes improvements in the supply chain in
pre-determined criteria e.g. re-order levels. Able
consultation with all stakeholders. Applies
to recognise where advice is required.
inventory control techniques.

Selects distribution methods following

Not required to have a knowledge or detailed
evaluation of information on distribution of
understanding in this area. If required uses Understands the importance of, and operates,
supplies.
Schedules distribution of
distribution control, and point of use systems, point of use stock holding systems.
supplies, collates and analyses data from
as directed to perform job role
point of use systems.

Not required to have a knowledge or detailed

understanding in this area. If required uses
transport contract arrangements as directed to
perform job role.

Level 3

Plans the distribution of supplies following

review of current methods. Identifies and
resolves any problems or risks with the
distribution of supplies in consultation with
colleagues.

Level 4

Decides at a strategic level the use of suppliers

in the supply chain. Develops strategic supply
chains that optimise stockholding costs whilst
providing appropriate service level availability.
Ensures proper control and accounting for
stores and stocks within their control, where
applicable.

Develops and decides distribution methods

and policy. Aware of the legal implications
associated with transport and distribution
e.g. Customs duties, and handling of
hazardous materials, etc. Ensures risk
assessment, safe and appropriate systems
of work in their area of responsibility, where
applicable.

Decides and implements the optimal

Obtains, collates and evaluates data on the Plans and selects the transportation of transportation strategy considering VFM

Understands the significance of different progress of supplies being transported, supplies following review of current and sustainability.
Aware of the legal
transportation methods and associated costs.
high lighting problems and offering practices. Identifies and resolves any implications associated with transport and
Makes informed decisions to select specific
solutions.
Schedules
transportation
of
problems
or
risks
with
the
transportation
of
distribution
e.g.
international
freight, import
contracted suppliers for specific transport tasks.

supplies.

supplies in consultation with stakeholders.

& Customs duties,

hazardous materials.

and

handling

of

Agrees the strategy for central storage of goods.

Storage

Develops storage strategies that meet the

Understands the principles and systems
needs of the organisation and optimise supply
Not required to have a knowledge or detailed used for the physical storage of stock. Evaluates the requirements for the storage Develops storage strategies and plans.
chain costs.
Aware of the legal implications
understanding in this area. If required uses Obtains and collates data on the supplies
of supplies. Proposes improvements to Oversees
their
implementation
and associated with stores management e.g. Health
existing stores control systems as directed to being stored. Identifies problems with
& Safety, manual handling, handling of
storage
in
consultation
with
colleagues.
effectiveness.
perform job role.
facilities or supplies for resolution by
hazardous materials, etc.
Ensures risk
colleagues.
assessments completed. Maintains safe and
appropriate systems of work.

NON-TECHNICAL

ORGANISATIONAL AWARENESS

DEFINITION : Clearly understands roles and responsibilities, how procurement should be organised and where it should sit within the organisation

Skill

Identifies roles and

responsibilities

Positions procurement within

organisation

Can identify various

organisational structures

Implements policy

Level 0

Level 1

Level 2

Level 3

Level 4

Clearly understands different roles and

Not required to have knowledge of the functional
Aware of different roles, but cannot Understands the different roles, and knows responsibilities, not just within own role, but
roles within the overall procurement department.
articulate them without prompting. Needs to how they interact. Fully understands who is within other procurement functions and
May have basic awareness of the work roles &
clarify roles and responsibilities.
responsible for certain procurement tasks. organisations. Is able to direct information
responsibilities of immediate colleagues.
based on knowledge.

Able to establish and/or define the roles of

a
procurement
function within
an
organisation / project, even for non
standard issues. Can create job profiles
and establish role descriptions that are
clear and precise.

Clearly understands where procurement

Understands where procurement sits within
sits within own business structure and the
own business structure and the broader
wider public sector. Can articulate views
public sector. High level awareness of the
on where procurement should position
Procurement Reform Programme.
itself.

Able to promote procurement and enhance

the function's position within own business
structure and the wider public sector.
Skilled at marketing procurement activity
and the function.

Not required to understand different types of

Is aware of different types of structure but Understands different types of structure, Clearly understands when a structure
organisational
structure
(centralised,
does not understand how and when they their advantages / disadvantages and how needs changing and can suggest
decentralised, hybrid, lead buyer etc) and how it
can be implemented.
they can affect performance.
alternative structures for consideration.
affects performance.

Is able to look at any structure and

understand it's shortfall.
Knows how
structure is affecting performance and will
change to improve service delivery.

Understands policies. Can relate their

Not required to have a real awareness of policy,
Aware of policies. Would not be able to impact to their own role. May need to refer
beyond the existence of thresholds and standing
articulate them, but would know where to to policy documents for specific points.
orders etc. Would need to ask what threshold
go for, or whom to ask for details.
However does so without requiring
values are.
guidance.

Approves changes and development to

policy, recognising it's broader context. Is
recognised as a leading source for policy
development.

Awareness of where procurement sits

Not required to know where procurement sits within the broader organisation, but not
within the broader organisation.
confident enough to be sure or express
opinion.

Knowledgeable of policies. Advises on

policy changes and development. Has
specific knowledge of certain aspects of
policy, and provides guidance to others.

Recognises wider objectives

Sees the department as a function in it's own

right and follows internal instruction.
Not
required to consider external forces that shape
organisation direction.

Aware of issues entering the procurement

department and causing change of work
objectives or priorities. Takes steps to
respond or adapt accordingly, and readily
adopts new processes when requested or
instructed.

Understands how external decisions impact

the internal organisation. Will recognise the
changes required, but not be able to affect
them. Will make suggestions for process
changes but wait for permission to
implement them.

Predicts the internal implications of external

Knowledgeable in how external decisions
decisions and change. Anticipates these
impact the organisation. Will modify
implications and plans accordingly. Defines
process, policy and practice to adapt to
or cascades new organisational objectives
such changes.
based on these external forces.

Takes cognisance of Political,

Economic, Social & Technical
(PEST) factors affecting the
procurement function.

Has an awareness of influencing factors.

Not required to have an understanding in this Will generally wait for others to provide
area.
policy guidance or instruction before
responding to or enacting any change.

Understands the concept, able to recognise

the potential effect these factors may have
on the business or procurement function.
Will highlight issues relevant to their work
area but will wait for instruction before
enacting any change.

Good understanding of the implications and

how these factors may impact on the
business or procurement function. Will
plan, and take appropriate action to
address relevant issues.

Complete understanding and ability to

address PEST factors or the business
impact based on expert knowledge. Will
take action and lead as appropriate to the
environment.

NON-TECHNICAL

SELF MANAGEMENT

DEFINITION : Responds quickly and flexibly where required, supporting others whilst striving to improve skill application in line with organisational requirements.

Skill

Level 0

Level 1

Level 2

Level 3

Level 4

Proactively endorses and encourages use

Good understanding of the performance
Uses performance management
Understands performance management
of the performance management system.
Not required to have an understanding of Understands the concept and process. Will
management system. Clearly understands
as an aid to development of self
and its impact on the organisation. Will be
Will devise/encourage improvement and
the process.
be appraised within the system.
the various roles and will confidently offer
and others
appraised and may appraise staff.
will evaluate throughout the business cycle
advice to staff as and when necessary.
when necessary.
Clearly understands how and when to
Will plan, prioritise and implement own
Understands how and when to organise prioritise. Will use the appropriate tools
workload following a broad definition of
own workload and plans in line with the available to organise workload around
specific or key business needs by a line
individual and specific business needs.
individual priorities taking full cognisance of
manager.
business needs.

Able to predict peaks and troughs in the

business cycle and actively prioritises own
work accordingly.
Ensures business
priorities are met.

Prioritises and implement

departmental work

Aware of the need to support others in a

Not required to plan and prioritise the work helpful, flexible way. Recognises wider
of others.
Focuses on own workload priorities, can plan work (of a small team)
unless directed otherwise.
accordingly to meet team or departmental
objectives. May seek guidance.

Understands the need to support

colleagues in ensuring that team objectives
are delivered. Prioritises own, and any
team workload in line with the overall
management needs and priorities.
Monitors progress and adapts plans to
ensure objectives are met.

Good understanding. Able to plan use of

time, and to react to change in a flexible
way.
A good team player that can
effectively prioritise workload across a
department or number of procurement
teams.
Monitors progress and adapts
plans to ensure objectives are met.

An expert, complete understanding of the

business
priorities
and
needs.
identifies,prioritises and adapts strategic
plans to ensure objectives and targets are
met.

Learning & Development

Understands clearly the need for learning

Understands the need to update skills
Willing to undertake specific manager Is aware of learning and development
and development. Will plan programmes to
through learning and development. Will get
prompted training to maintain current job programmes but does not initiate
improve education and skill within the
involved as much as possible. Knows
role competency & knowledge.
participation.
procurement department. Will offer advice
when and where to seek advice.
and direction.

Will take the lead, plan, promote, and

direct the development of procurement
skills and education as and when
appropriate and necessary. Able to
recognise the skills required for a team
through recruitment and development
ensuring that an appropriate team is built to
meet the business objectives.

Standards of Business Conduct

Understands the concept and its impact on

Is aware of the organisation's standards of Works within the organisation's standards
Good
understanding,
demonstrates
stakeholders and the organisation.
business conduct and works within the of business conduct and understands their
professionalism clearly in everyday work
Ensures that they, and any staff they are
guidelines as instructed
importance to the organisation.
and encourages staff to do likewise.
responsible for, adhere to the standards.

Consummate, leads by example.

Thoroughly professional in execution of
work. An individual that others will take
their lead from.

Prioritises and implements own

work

Works to priorities defined by line manager.

NON-TECHNICAL

LEADERSHIP

DEFINITION : Contributes to the achievement of team goals by providing support, encouragement and clear direction when appropriate

Skill

Leads and supports team

Level 0

Level 1

Level 2

Is not required to motivate or support team

to develop / maintain skills and
Will demonstrate an awareness and
competencies to achieve their business
Understands
the
concept.
Will
understanding of the concept but unlikely to
objectives.
Is not required to support
demonstrate and contribute to the initiative.
apply in practical terms.
personal development aims of individual
staff members.

Level 3

Level 4

Clearly understands the concept of

leadership and support.
Will adopt
principles confidently and will encourage
staff to undertake the role. Seeks and
makes use of an understanding of staff's
individual strengths, development needs
and aspirations.

Expert knowledge. Will implement throughout

the business area and will encourage others to
follow this approach. Sound understanding
and demonstration of leadership principles.
Identifies and makes use of staff's individual
strengths,
whilst
acknowledging
their
development needs and aspirations.
Will
motivate staff to achieve their business
objectives and personal development aims.

Delegates duties and

responsibilities

Within remit, not required to understand the

concept or delegate works to others. Is not
required to undertake additional tasks to
meet the business priorities.

An expert who demonstrates and leads by

Has awareness and demonstrates an
Understands the concept and delegation Good understanding and plans delegation example. Positively embraces the concept
understanding of delegation. Will actively
process. Will use, and actively encourage, activities. Will delegate in order to develop and encourages others to follow his/her lead.
undertake to do so but may require
delegation as and when appropriate.
staff in line with business priorities.
Will delegate to enhance individuals
guidance.
experience and knowledge.

Initiates and manages change

Receives
change
management
communications and is guided through the
change process. Can provide input on the
'feelings' of change but is not a change
initiator.

Receives
change
management
communications and is guided through the
change process. Can provide input on the
general impact of change and potential
change opportunities.

Understands the change management

process and will contribute to the change
message.
Provides input on specific
nature and impact of change. Will provide
plans for change but will look to others to
initiate, lead or support.

Develops the change message and

communicates the impact and nature of
change. Encourages others to participate
in the process of change. Provides clear
plans for change, pushes for and ensures
implementation

A true change agent. Identifies the need for

change management, and actively develops
change strategies. Is seen at the forefront of
change, while maintaining an affinity with the
organisational impact of the process.
Identifies opportunities for change and leads
organisation
through
planning
and
implementation.

Awareness of the need to coach and

Generally no requirement to coach or
mentor others in a helpful, flexible way. Is
mentor. May coach or support colleagues
aware of coaching and mentoring
as directed for a short period and as
techniques. Regularly supports colleagues
appropriate to the job role.
as required.

Understands the need to coach and mentor

others. A good team player who can
effectively manage staff and will encourage
and support their development.
Understands range of techniques to use.

Clear understanding of the concept and will

support, encourage and develop others in
dynamic way. A team leader who will
actively support staff in their development,
offers positive support and encouragement.
Applies a range of coaching and mentoring
techniques.

An expert in this area. Demonstrates the

ability to provide direction and leadership.
Proactively enters into the process of coaching
and mentoring and leads by example.

Coaches and mentors staff

Training

Sound understanding, recognises training needs

Understands what is required. Does not have Understands what is required to deliver Can deliver clearly and confidently. Aware of the
Not required to have knowledge or competence
and requirements of the audience at all levels.
the requisite skills to deliver without help, or may effectively, may require assistance but knows audience, their understanding and differing
in the delivery of training.
Skilled communicator and trainer. Defines new
support others with delivery of training.
where to seek help.
needs
initiatives and proactively encourages staff.

Able to effectively manage a team, whilst

Is not required to manage conflict. May Has an awareness of when conflict arises Able to identify conflicts and will attempt to
being able to identify and effectively handle
highlight issues but would seek line but would have to seek help and support to remove or address conflict situations within
a range of conflict management situations
manager support to address.
address.
their remit, before referring to management
(e.g. UIG discussion or inter-team).

Understands completely. Ability to effectively

manage a team (s) as necessary, handling
conflict
and
resolving
effectively,
as
appropriate.

Leads and directs meetings

Understands what is involved. May get

involved on the periphery. A good team
Is not required to lead or direct meetings. Awareness of what is required of this role
player who will actively get involved in
Attends meetings and, within job remit, acts but unlikely to be required to apply directly.
meetings as and when necessary. May
upon instructions or guidance provided.
May contribute if prompted.
lead department meetings within their job
remit.

Understands clearly. Will lead and direct

meetings (internal, cross functional, or with
external organisations such as supplier's) in
order to achieve business objectives.

An expert in this area. Demonstrates the

ability to provide direction and leadership.
Proactively directs cross functional or multi
organisation meetings and leads by example.

Decision making

Considers broad tactical issues, and takes

Decision making is based only on day to Can make tactical decisions that impact on
input from others in the development of
day activities, limited to own work area and their own work directly, while not deviating
tactical decisions that impact a work group.
job role remit.
from agreed procedures.
May influence procedural change.

Can resolve more complex issues that

cross a number of work groups. Consults
with stakeholders and generally makes
sound judgements that may influence
policy. Applies analytical techniques in
decision making process.

Key decision maker for a department or

organisation, or public sector Centre.
Recognises the value of others inputs, and
seeks broad consultation. Displays sound
judgement. Will make internal or external
policy decisions within scope of legislation.

Leads the development of risk analyses,

Provides input to complex risk analyses
Does not perform risk management . Tends Provides input to risk analyses and may
assessments and management plans for
and uses concepts in own work, by
to react to issues and risks or follow line take actions relating to mitigation,
complex projects. Conversant in the
considering appropriate mitigating and
manager direction.
monitoring and contingency.
terminology of risk and provides guidance
contingency actions proactively.
to other staff.

Leads organisational risk management.

Provides input and leadership in risk
management techniques, skilfully assessing
and addressing risks, issues, and risk
management techniques.

Manages conflict

Manages risks

NON-TECHNICAL

COMMUNICATION

DEFINITION : Openly shares relevant information and communicates in an effective and timely manner using a variety of means.

Skill

Presents to an audience

Level 0

Level 1

Level 2

Level 3

Can present clearly and confidently using a

Understands how to present to an
Within remit, not required to present to an Awareness of how to present but would
variety of techniques.
Knows the
audience and what is required to deliver an
audience.
need training if required to deliver.
composition of the audience, their
effective presentation
understanding and differing needs

Level 4
An expert in delivering effectively,
confidently and comfortably to stakeholders
at all levels. Sound awareness of how the
presentation impacts on objectives.

Consummate communicator who adapts to

Recognises the need to communicate but Understands the impact of style and will Good understanding of the various means
Communicates effectively to an Does not engage or interact with the
the audience as and when necessary. Will
hesitant. Will take steps to adapt / develop use appropriate means to deliver the and styles of delivery available. Will adapt
audience or range of customers audience.
continually foster / encourage
new /
style as appropriate
message.
accordingly to the audience
positive ways to communicate effectively.
Clear understanding of the need to
participate. Will participate actively and
positively and encourage others to engage.
Ensures agreed outcomes or actions are
recorded, will ensure relevant points are
addressed, seeking support of others
(where necessary).

An expert who will foster, lead, encourage

and facilitate the discussion as and when
appropriate.
Engages well with all
participants and across all organisational
levels.
Ensures agreed outcomes or
actions are recorded, addressed or
enacted as appropriate.

Listens effectively

Listens to discussion and asks questions to

Listens intently and recognises issues.
Within remit, listens effectively and acts Actively listens to what others have to say clarify understanding. Demonstrates the
Clarifies understanding by encouraging
upon instruction.
and responds directly.
ability to persuade and influence others
others to ask questions.
based on effective listening.

Listens to arguments and instantly

recognises flaws and issues.
Can
communicate effectively by listening and
use of body language

Issues effective written

communications

Communicates clearly and effectively in a

Demonstrates
awareness
of
the
well-organised manner. Understands the
Within remit, undertakes effective & clear importance
of
effective
written
importance
of
a
well
written
routine written communications.
communications. Needs work checked by
communication.
Requires limited
others.
verification of work.

Presents well structured, concise and clear

written communications.
Work is
presented to senior management for
signature.
Will
write
important
communications.

Expert use of language in written

communications to all levels within the
organisation, across the public sector or to
other bodies.
Will issue written
communications that impact on the
strategic operations of the organisation or
influence
the
direction
of
public
procurement activity.

Shares information with others

Shares
appropriate
work
related
Within remit, shares work related
information. Ensures that anyone who
information as necessary and appropriate
relies upon the provision of information
to the job role.
receives a correct & timeous response.

Identifies and maintains information flows

and contact with customers and colleagues
who depend on or who influence their work.
Clarifies information requirements (as
necessary) to ensure the response meets
the customer requirements.

Provides timely & relevant information to

customers or stakeholders who require to
use it in their own process. Recognises
different information requirements and
tailors the message accordingly.

Uses a variety of different methods to

gather
and
distribute
appropriate
information to all levels within the
organisation, across the public sector or to
other bodies. Will filter information and
direct who should receive what information.

Actively participates in meetings Does not engage or interact at meetings.

Understands and interacts positively and

effectively at meetings. Ensures agreed
Will engage and interact but may require
outcomes or actions are recorded but may
encouragement. Will input when required
need to seek support or approval of others
to ensure these are enacted.

NON-TECHNICAL

RELATIONSHIP MANAGEMENT
DEFINITION : Identifies different types of customers and stakeholders and formulates strategy for managing relationships

Skill

Manages customer relations

Level 0

Level 1

Level 2

Level 3

Level 4

Understands the external customer. Can be

trusted to deal with most customer
Recognises who external customers are.
Limited contact with external customers.
interactions, and takes ownership for most
Capable of taking input from them and
Work is highly internally focussed.
day to day issues. Recognises when
internalising specific issues.
customer trends are forming, but needs
guidance to act.

Knowledgeable of customer issues. Can

handle complex customer issues, providing
a real sense of ownership. Owns the issue
to resolution and provides support to other
staff.

An expert in customer relationship

management. Builds implicit trust with the
customer base. Can handle complex multicustomer issues that encroach on a
number of areas.

No requirement to differentiate between

Differentiates between internal & internal and external customers. Takes
external customers needs
instruction from line manager / senior staff
members.

Aware of who internal and external

customers are. Takes direct input from
them and suggests to manager / senior
staff member how to fulfil their needs.

Understands
internal
and
external
customer needs. Recognises trends and
patterns. Advises manager / senior staff
member of what needs done. Will adopt
different approach based on assessment of
internal / external customer perception.

Is able to interpret customer needs. Will

start to pre-empt customer issues based on
assessment of customer type.
Heads
things off at the pass.

An expert in customer management, who

utilises
relationship
management
techniques. Customers recognise the value
of the relationship that this person brings,
and there is evidence of partnership
between internal and external customers.

Not required to set strategies for

relationship
management.
Follows
instruction from line manager / senior staff
members.

Recognises the need to change strategy.

Will take steps to respond or adapt a
strategy accordingly following internal
agreement with a line manager.

Understands that strategy has to change

Knows when to change customer strategy
and will suggest alternative customer
and flexes strategy according to customer
strategies. Will discuss & seek internal
priorities.
approval for significant change.

An expert who adapts strategies as and

when necessary.
Will continually
foster/encourage
new/positive ways to
manage relationships.

Understands how internal departmental

actions impact the wider organisation. Will
recognise the changes required, but not be
able to affect them. Will make suggestions
for process changes but wait for permission
to implement them.

Predicts the internal and external

implications of decisions and change.
Anticipates these implications and plans
accordingly. Sought after to handle
implications of complex multi-organisational
programmes.

Flexes strategy according to

customer focus

Aware
of
impact
on
relationships
Sees the department as a function in it's
Recognises wider implications of
emanating from the department. Takes
own right. Follows internal instruction with
actions
steps to adapt accordingly, by readily
no exposure to external dependencies.
adopting new processes.

Markets procurement

Engages with key stakeholders

Not required to understand the concept.

Not required
stakeholders.

to

identify

or

Understands
the
impact
on
the
organisation. Ensures that the message
Aware of the concept and the impact. Will conveyed is appropriate. Will recognise
explain in simple terms but may seek help when marketing is required. Will make
in the explanation.
suggestions on delivering positive changes
but will wait for permission to implement
them.

Knowledgeable of internal and external

implications of decisions. Will modify
process, policy and practice to adapt to
such changes. Will be sought after for
advice.

An expert in positively marketing the

Good understanding of the process and the
function. Clearly understands value and
concept of marketing procurement.
Is
the impact when used correctly.
Will
aware of the impact on internal and
develop and implement initiatives to raise
external stakeholders.
the profile.

Has an in-depth knowledge of key

Is aware who key stakeholders are, and Understands who key stakeholders are, stakeholders. Skilfully manages their
manage
takes limited action in their proactive and takes actions to proactively manage expectations through the application of
management.
their inputs, and expectations.
identifiable
stakeholder
management
techniques such as stakeholder maps.

Not required to influence customers /

Influencing internal and external stakeholders. Operates at a tactical level
customers / stakeholders
using basic communications to achieve job
role remit.

Is aware of the need to use basic

influencing skills and may provide others
with information for use in influencing
situations.

Clearly stands out with a strength in

stakeholder management. Coaches others
in
effective
use
of
stakeholder
management techniques. Looks to build
and enhance relationships based on a
strategic understanding of stakeholder
requirements.

Extremely proficient in using complex

Understands that there are a variety of
Has in-depth knowledge of how to use influencing strategies. Is sought after to
methods of influencing others and these
influencing skills. Will use these to lead handle complex relationships/situations
should be adopted and adapted according
others to a decision or action.
where the ability to influence the outcome
to the environment.
may have strategic impact.