Procurement and Supply Chain Management Training Course

Duration 10 days 18 modules · 65 contact hours
Level Intermediate Certificate on completion
Who attends Procurement Managers, Supply Chain Managers and others
Fee from USD 2,200 KSh 190,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 16 Nov 2026 Course code SD-SCM-044

Before you join: Participants should have basic experience in procurement, supply chain, logistics, inventory, operations or supplier-facing roles.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Procurement and supply chain teams must secure supply, reduce total cost, manage supplier exposure and deliver reliable service while demand, freight capacity, commodity prices and regulations change. Weak category plans, unmanaged inventory parameters, poorly specified tenders and fragmented supplier data lead to expediting, stockouts, excess working capital and avoidable contract risk. Managers need an operating model that connects demand planning, sourcing decisions, contracts, order execution, logistics and performance control.

This course develops the practical methods used to plan, source, buy, move, store and control goods and services. Participants apply SCOR process thinking, ABC-XYZ segmentation, Kraljic Matrix analysis, total cost of ownership, supplier evaluation scorecards, negotiation planning, contract controls, inventory policy, logistics analysis and supply chain risk management. They learn how procurement decisions affect demand, inventory, customer service, cash and operational resilience.

Teaching combines focused instructor briefings with cases drawn from manufacturing, banking, public procurement, humanitarian operations, energy and consumer goods. Participants work with realistic spend data, demand patterns, supplier bids, contracts, freight scenarios and performance reports. Throughout the programme, they build an applied procurement and supply chain improvement dossier for a live or representative business issue. The final capstone brings together the category strategy, sourcing plan, supplier controls, inventory and logistics actions, implementation roadmap and business case.

The course suits professionals who already work with purchasing, suppliers, planning, logistics, inventory or operations and now need stronger cross-functional control of the end-to-end supply chain. It is also appropriate for managers accountable for procurement performance, service delivery, cost reduction or supply continuity.

What you will be able to do

  • Map end-to-end supply chain processes using the SCOR framework
  • Build demand, inventory and replenishment controls using service-level targets
  • Develop category strategies using spend analysis and the Kraljic Matrix
  • Conduct supplier evaluation using weighted scorecards and total cost of ownership
  • Prepare negotiation plans using BATNA, target price and concession strategies
  • Draft contract and procure-to-pay controls that reduce commercial and process risk
  • Measure supplier, logistics and supply chain performance through defined KPIs
  • Present an integrated procurement and supply chain improvement business case

Benefits of attending

For you

  • Produce defensible category strategies supported by spend, market and risk evidence
  • Lead supplier evaluations and award recommendations with documented commercial logic
  • Set inventory and replenishment parameters that balance service and working capital
  • Handle supplier negotiations using structured targets, concessions and objective criteria
  • Present supply chain improvement proposals with clear metrics, ownership and financial rationale

For your organisation

  • Reduced unmanaged spend through stronger sourcing, catalogue and purchase-order controls
  • Improved supply continuity through supplier segmentation, risk registers and contingency planning
  • Lower inventory exposure through demand, safety-stock and replenishment discipline
  • Better supplier performance through scorecards, corrective actions and business reviews
  • Stronger procurement governance through documented evaluations, contracts and approval controls

Course modules

18 modules over 10 days

Participants can map supply chain processes and define the operating choices that shape cost, service and responsiveness.

  • End-to-end SCOR processes mapped from plan through return activities
  • Customer service objectives translated into supply chain design requirements
  • Push, pull and postponement strategies matched to demand characteristics
  • Functional, efficient and responsive supply chain models compared
  • Material, information and cash flows traced through operating processes
  • Procurement's role defined within integrated planning and fulfilment decisions

Participants can assess demand quality and set replenishment controls based on variability, lead time and service targets.

  • ABC-XYZ segmentation combines value, variability and planning control requirements
  • Statistical forecast error measured using bias, MAD and MAPE
  • Demand assumptions challenged through sales, operations and finance reconciliation
  • Safety stock calculated from lead-time variability and target service levels
  • Reorder points set using demand rate, lead time and buffers
  • Supply constraints escalated through an exception-based planning cadence

Participants can diagnose inventory problems and select policies that improve availability while controlling stock investment.

  • EOQ assumptions tested against ordering cost, holding cost and demand
  • Cycle, safety, pipeline and obsolete inventory separated for action
  • Service-level policies linked to stock targets and replenishment rules
  • Inventory turns, days cover and fill rate interpreted together
  • Slow-moving stock disposition options assessed using lifecycle and demand evidence
  • MRP exceptions prioritised by customer impact, supply risk and value

Participants can create a category strategy from spend data, stakeholder requirements, market conditions and supply risk.

  • Spend cube cleans supplier, category, business-unit and transaction data
  • Pareto analysis identifies high-value categories requiring differentiated sourcing
  • Kraljic Matrix positions categories by profit impact and supply risk
  • Stakeholder requirements converted into category demand and specification baselines
  • Make-buy analysis compares capability, capacity, cost and strategic control
  • Category strategies define sourcing routes, milestones, risks and benefits

Participants can select an appropriate sourcing route and prepare market-informed procurement documentation.

  • Market analysis examines supplier capacity, competition, cost drivers and barriers
  • Should-cost models separate materials, labour, overhead, margin and logistics
  • RFI, RFP and RFQ selection matched to market uncertainty
  • Specifications distinguish functional requirements, standards, tolerances and acceptance criteria
  • Evaluation criteria weight quality, delivery, cost, risk and sustainability
  • Sourcing plans sequence approval gates, tender events and negotiation preparation

Participants can evaluate supplier proposals, document due diligence and make defensible award recommendations.

  • Prequalification screens financial health, capacity, certifications and sanctions exposure
  • Weighted scorecards combine technical, commercial, risk and sustainability evidence
  • Total cost of ownership compares acquisition, operation, failure and exit costs
  • Bid normalisation exposes scope gaps, assumptions, exclusions and pricing anomalies
  • Due diligence records evidence, ownership, review dates and approval status
  • Award recommendations document trade-offs, governance decisions and negotiation priorities

Participants can prepare and conduct structured supplier negotiations within defined commercial boundaries.

  • BATNA, reservation price and target price establish negotiation boundaries
  • Supplier interests diagnosed before proposing concessions and value trades
  • Concession plans link movement to reciprocal supplier commitments
  • Negotiation agendas sequence issues, decision rights and escalation routes
  • Objective criteria use benchmarks, indices and should-cost evidence
  • Closing records capture agreements, open points, owners and deadlines

Participants can identify contract clauses and administration controls needed to manage supplier obligations and risk.

  • Contract scope aligns specifications, deliverables, milestones and acceptance procedures
  • Incoterms 2020 allocate transport obligations, risk transfer and customs responsibilities
  • Service-level agreements define metrics, reporting, remedies and review frequency
  • Price adjustment clauses address indices, currencies, thresholds and evidence
  • Liability, indemnity and insurance provisions allocated with legal review
  • Contract administration calendars track obligations, renewals, notices and approvals

Participants can improve procure-to-pay controls while maintaining efficient purchasing and invoice processing.

  • Requisition-to-order controls separate requester, approver, buyer and receiver duties
  • Purchase order terms prevent maverick spend and unauthorised commitments
  • Three-way matching resolves quantity, price and receipt discrepancies
  • Catalogue management standardises approved items, descriptions, prices and suppliers
  • Tail-spend controls apply guided buying, cards and delegated thresholds
  • Invoice exception analysis identifies root causes and process ownership

Participants can segment suppliers and run performance governance that drives corrective action and supplier development.

  • Supplier segmentation differentiates strategic, preferred, approved and transactional relationships
  • Supplier performance scorecards balance quality, delivery, cost, service and innovation
  • Quarterly business reviews address trends, actions, risks and commitments
  • Corrective action requests apply root-cause analysis and verified closure
  • Supplier development plans target capability gaps, milestones and accountable owners
  • Relationship governance distinguishes operational reviews from executive escalation forums

Participants can assess transport decisions, freight cost drivers and trade controls against service and risk requirements.

  • Transport mode selection compares cost, speed, reliability, capacity and emissions
  • Freight cost drivers analysed by lane, weight, volume and accessorials
  • Carrier scorecards measure on-time delivery, damage, claims and responsiveness
  • Route and load consolidation opportunities tested against service requirements
  • Customs documentation controls classification, origin, valuation and broker instructions
  • Incoterm choices align cost responsibility, insurance and delivery control

Participants can identify warehouse process constraints and establish controls for inventory accuracy, productivity and order fulfilment.

  • Warehouse process maps identify receiving, put-away, picking and dispatch constraints
  • Slotting rules position fast movers, hazardous goods and bulky inventory
  • Cycle-count programmes set frequencies from ABC classes and transaction accuracy
  • Picking methods compare discrete, batch, zone and wave approaches
  • Dock scheduling balances inbound appointments, labour availability and storage capacity
  • Warehouse KPIs connect accuracy, productivity, utilisation, safety and order cycle

Participants can assess supply chain risk and define practical preventive, contingency and escalation controls.

  • Supply chain risk registers score likelihood, impact, velocity and control maturity
  • Single-source exposure quantified using spend, lead time and substitutability
  • Failure mode and effects analysis prioritises prevention and contingency actions
  • Business continuity plans define triggers, alternate sources and recovery ownership
  • Supplier financial monitoring identifies distress signals and intervention thresholds
  • Risk heat maps inform sourcing decisions and executive escalation

Participants can include environmental, social and ethical requirements in sourcing and supplier management decisions.

  • ISO 20400 principles inform sustainable procurement policy and sourcing criteria
  • Supplier codes address labour, safety, environmental and anti-bribery requirements
  • Life-cycle costing incorporates energy, maintenance, disposal and carbon impacts
  • Modern slavery indicators guide supplier questionnaires, audits and remediation
  • Scope 3 supplier data requests establish boundaries, evidence and reporting cycles
  • Ethical sourcing controls document conflicts, gifts, sanctions and reporting channels

Participants can define performance measures, test data quality and report operational results for management decisions.

  • SCOR metrics link reliability, responsiveness, agility, cost and asset efficiency
  • Procurement savings classified as hard, cost avoidance, cash and value
  • Spend dashboards distinguish contracted, addressable, compliant and unmanaged expenditure
  • Data quality checks reconcile supplier names, units, currencies and dates
  • Balanced scorecards assign metric definitions, targets, owners and cadence
  • Executive reports translate operational variance into decisions and actions

Participants can identify improvement opportunities and prepare quantified business cases for supply chain change.

  • Value-stream mapping exposes queues, handoffs, rework and information delays
  • Process capability measures variation against required service and quality limits
  • Network scenarios compare facility location, capacity, transport and inventory trade-offs
  • Total landed cost models combine purchase, freight, duty and handling
  • Improvement charters define problem statements, baselines, owners and benefits
  • Business cases calculate investment, payback, risks and implementation dependencies

Participants can convert procurement and supply chain recommendations into governed implementation plans with measurable benefits.

  • RACI matrices allocate decision rights, actions, consultation and accountability
  • Implementation roadmaps sequence quick wins, systems changes and governance gates
  • Stakeholder maps identify influence, concerns, engagement messages and resistance
  • Training needs analysis assigns process roles, competencies and learning support
  • Control plans specify checks, thresholds, escalation and corrective actions
  • Benefits tracking validates savings, service outcomes, risks and adoption

Participants can build, review and present a complete procurement and supply chain improvement dossier for a defined business case.

  • Capstone scope selects a live procurement or supply chain improvement case
  • Baseline analysis quantifies spend, demand, inventory, service and supplier performance
  • Category and supply strategies integrate market, risk, cost and sustainability evidence
  • Commercial plan specifies sourcing route, evaluation, negotiation and contract controls
  • Implementation roadmap assigns milestones, governance, resources, metrics and contingencies
  • Executive presentation defends recommendations, business case, risks and next actions

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. Category strategy template
  2. Supplier evaluation scorecard
  3. Negotiation planning worksheet
  4. Procure-to-pay control checklist
  5. Supply chain risk register
  6. Procurement and supply chain improvement dossier

Who should attend

  • Procurement Managers — need stronger category, sourcing and supplier management methods
  • Supply Chain Managers — need integrated control of planning, inventory, logistics and service
  • Buyers and Senior Buyers — need structured tendering, negotiation and contract administration skills
  • Operations Managers — need to connect supply decisions with capacity, service and working capital
  • Logistics and Warehouse Managers — need better transport, stock and fulfilment performance controls
  • Contract and Vendor Managers — need practical supplier governance and performance review methods

Skills and tools covered

Category strategy developmentSupplier evaluationInventory planningCommercial negotiationSupply chain riskPerformance management

Tools and standards

SCOR, Kraljic Matrix, ISO 20400, Incoterms 2020

How the course runs

Training methodology

The course uses short instructor briefings to introduce methods, followed by case work, group analysis, negotiation simulations and structured application planning. Participants interpret spend cubes, supplier bids, demand data, inventory reports, freight scenarios and performance scorecards. Cases require commercial judgement rather than formula memorisation. Facilitated discussions compare decisions, assumptions and trade-offs. Participants progressively develop an applied procurement and supply chain improvement dossier, receiving instructor feedback before presenting their final recommendation during the capstone.

Requirements and prerequisites

Participants should have basic experience in procurement, supply chain, logistics, inventory, operations or supplier-facing roles. They should understand common commercial documents such as purchase orders, quotations, invoices or contracts, and be comfortable working with simple spreadsheet data. Prior exposure to supplier selection, stock control, demand planning or freight management is useful but not essential. The course does not require an engineering, finance, legal or statistics qualification. Participants do not need prior knowledge of SCOR, ISO 20400, Incoterms 2020, formal negotiation models or specialist procurement systems.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

The course assumes basic exposure to procurement, supply chain, logistics, inventory, operations or supplier-facing work. You do not need formal procurement qualifications or previous experience with SCOR, Incoterms 2020 or ISO 20400.

Bring a laptop for working with templates, case data and planning documents. If permitted by your employer, bring a current category, supplier, inventory or process issue to use as the basis for your application work.

It is designed for procurement, supply chain, logistics, warehouse, operations, contract and vendor management professionals with some workplace experience. It is particularly useful for people moving from a specialist role into wider supply chain responsibility.

The course connects sourcing, contracting and supplier management with demand planning, inventory, transport, warehousing and supply risk. Participants examine how one decision affects cost, service, working capital and operational continuity elsewhere in the chain.

Participants leave with reusable templates for category strategy, supplier evaluation, negotiation planning, risk management and implementation control. The capstone dossier can be adapted into a current sourcing initiative or supply chain improvement proposal.

Each training day runs from 08:30 to 16:30 and provides about 6.5 contact hours. The programme progresses from operating models, planning and sourcing through contracts, logistics, risk, performance management and a final integrated capstone presentation.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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