Purchasing Management Training Course

Duration 10 days 20 modules · 65 contact hours
Level Intermediate Certificate on completion
Who attends Purchasing Managers, Senior Buyers 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-P-111

Before you join: Participants should have practical experience raising requisitions, obtaining quotations, placing orders, managing suppliers or supporting procurement projects.

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

Purchasing managers are expected to secure supply, control total cost, manage supplier risk and support business priorities while working within policy, budget and market constraints. The role extends beyond issuing purchase orders: it requires category insight, clear specifications, credible negotiation positions, disciplined sourcing decisions and supplier performance management. Poorly structured requirements, weak cost analysis and unmanaged contracts can lead to supply disruption, price escalation, quality failures and avoidable commercial disputes.

This course develops the methods used to manage purchasing portfolios and strategic sourcing activity. Participants assess spend and supply markets, segment categories with the Kraljic Matrix, define sourcing strategies, prepare specifications, evaluate suppliers and build total-cost models. They also practise should-cost analysis, competitive tendering, negotiation planning, contract handover, supplier relationship management and performance review. Attention is given to ethical purchasing, risk controls, sustainability requirements and the interaction between procurement, finance, operations, quality and legal teams.

Teaching combines short instructor briefings with procurement cases, group analysis, negotiation simulations and structured application planning. Participants progressively build a purchasing strategy and sourcing case using their own category or a realistic organisational scenario. They leave with a documented category strategy, supplier evaluation model, negotiation plan, contract management controls and supplier scorecard that can be adapted for immediate workplace use.

The course suits professionals who already purchase goods or services and need stronger commercial, analytical and management capability. It is relevant to private-sector, public-sector, banking, infrastructure, manufacturing, energy, healthcare, NGO and development-project purchasing environments.

What you will be able to do

  • Analyse spend, demand and supply-market data to prioritise purchasing categories
  • Apply the Kraljic Matrix to select category-specific purchasing strategies
  • Develop specifications, sourcing plans and evaluation criteria for competitive procurement
  • Build total-cost-of-ownership and should-cost models for supplier pricing decisions
  • Conduct supplier due diligence using financial, operational, ethical and risk criteria
  • Prepare and execute negotiation plans using BATNA, ZOPA and concession strategies
  • Establish supplier performance scorecards, review routines and corrective-action controls
  • Produce and present an end-to-end category strategy and sourcing recommendation

Benefits of attending

For you

  • Greater confidence defending sourcing recommendations with cost and market evidence
  • A repeatable approach for planning high-value or high-risk purchasing decisions
  • Stronger supplier negotiation preparation and concession-control discipline
  • Practical models for progressing into senior buyer or category manager roles
  • Clearer ability to identify contract, supply and supplier-performance risks

For your organisation

  • Better purchasing decisions based on total cost rather than quoted price alone
  • More consistent supplier selection through documented criteria and due diligence
  • Reduced exposure to supply interruption, uncontrolled spend and weak contract handover
  • Improved savings capture through should-cost analysis and structured negotiation
  • Stronger supplier accountability through scorecards, reviews and corrective actions

Course modules

20 modules over 10 days

Participants can define the purchasing function's contribution to cost, supply assurance and organisational performance.

  • Purchasing roles, authority levels and interfaces with operations, finance and legal
  • Value drivers: cost, quality, delivery, innovation, risk and working capital
  • Purchase-to-pay process controls from requisition approval through invoice matching
  • Maverick-spend causes, consequences and controls within delegated purchasing authority
  • Procurement policy hierarchy, approval thresholds and documented decision accountability
  • Stakeholder requirement capture using RACI and responsibility assignment principles

Participants can convert purchasing data into category priorities and demand-management actions.

  • Spend cube analysis by category, supplier, business unit and location
  • Clean supplier master data using duplicate, parent-company and coding checks
  • Pareto analysis identifies high-value categories requiring management attention first
  • Demand forecasting separates recurring consumption from project-based purchasing requirements
  • Specification standardisation reduces unnecessary variety, complexity and supplier pricing premiums
  • Tail-spend analysis identifies aggregation, catalogue and purchasing-card control opportunities

Participants can assess supply-market conditions and translate findings into purchasing implications.

  • Porter's Five Forces assesses supplier power, rivalry and substitution risk
  • PESTLE analysis identifies regulatory, economic and geopolitical supply-market pressures
  • Market mapping distinguishes manufacturers, distributors, agents and service providers
  • Commodity price indices inform escalation clauses and budget assumptions
  • Supplier capacity analysis tests production constraints, lead times and allocation risk
  • Benchmarking compares price, service and commercial terms across available sources

Participants can segment purchasing categories and select proportionate management strategies.

  • Kraljic Matrix plots profit impact against supply-risk exposure
  • Strategic categories require executive sponsorship, supplier development and continuity planning
  • Leverage categories support competitive bidding, demand aggregation and price benchmarking
  • Bottleneck categories need risk mitigation, inventory buffers and alternative qualification
  • Routine categories suit catalogues, automation and simplified ordering controls
  • Category strategy documents objectives, stakeholders, risks, routes and savings targets

Participants can create clear requirements that support fair competition and contract performance.

  • Functional specifications describe required outcomes without prescribing supplier design
  • Technical specifications define measurable materials, dimensions, standards and tolerances
  • Statement of work structures deliverables, milestones, acceptance and responsibilities
  • Service-level agreements set response times, availability measures and remedy mechanisms
  • Output specifications encourage supplier innovation while retaining measurable accountability
  • Change-control procedures protect scope, budget, schedule and contractual obligations

Participants can select sourcing routes and prepare controlled procurement plans.

  • Make-buy analysis compares internal capability, cost, capacity and strategic control
  • Single sourcing decisions require documented justification and contingency controls
  • Framework agreements establish call-off terms for recurring purchasing requirements
  • Request for information tests market capability before formal competition
  • Sourcing plans sequence approvals, market engagement, tendering and contract award
  • Procurement timetables include lead times, evaluation gates and mobilisation activities

Participants can assess supplier suitability before invitation, award or onboarding.

  • Prequalification questionnaires test capability, capacity, references and compliance evidence
  • Financial ratio analysis reviews liquidity, profitability, debt and solvency indicators
  • Sanctions, beneficial ownership and adverse-media screening support supplier integrity checks
  • Quality-system evidence examines certifications, inspection controls and nonconformance records
  • Business continuity assessments test recovery arrangements, dependencies and crisis communication
  • Site visits verify facilities, workforce capability, controls and stated production capacity

Participants can prepare tender documentation that produces comparable, auditable supplier bids.

  • Invitation-to-tender packs combine instructions, scope, terms and evaluation methodology
  • Bidder instructions define submission format, deadlines, clarifications and validity periods
  • Mandatory requirements distinguish pass-fail conditions from weighted evaluation criteria
  • Evaluation matrices align questions, evidence requirements, scoring scales and weighting
  • Draft contract terms expose unacceptable supplier qualifications before award decisions
  • Clarification protocols preserve equal treatment and documented bidder communication

Participants can evaluate bids objectively and produce defensible award recommendations.

  • Weighted scoring converts evaluation criteria into transparent comparative supplier ratings
  • Consensus evaluation reconciles assessor evidence without averaging unsupported individual judgments
  • Price-normalisation methods compare bids with differing quantities, currencies and assumptions
  • Abnormally low bids require clarification of scope, costing and delivery feasibility
  • Evaluation reports record scores, rationale, risks and approval recommendations
  • Supplier debriefings communicate outcomes without disclosing protected competitor information

Participants can analyse supplier pricing using total-cost and should-cost methods.

  • Total cost of ownership includes acquisition, operation, maintenance and disposal costs
  • Cost-breakdown analysis separates labour, materials, overhead, margin and logistics components
  • Should-cost models estimate reasonable prices from inputs, productivity and margins
  • Learning-curve analysis estimates unit-cost reduction from cumulative production experience
  • Currency exposure analysis separates supplier pricing movements from exchange-rate effects
  • Cost drivers identify specifications, volumes and service levels affecting supplier economics

Participants can prepare evidence-based negotiation strategies for supplier discussions.

  • BATNA defines the strongest practical alternative to negotiated agreement
  • ZOPA analysis identifies likely settlement range between buyer and supplier
  • Negotiation planning records objectives, priorities, authority limits and walk-away points
  • Issue-trading matrices exchange lower-value concessions for higher-value commercial gains
  • Supplier motivation analysis identifies interests, pressures and potential mutual value
  • Negotiation teams assign lead, observer, analyst and decision-maker responsibilities

Participants can conduct structured supplier negotiations and document agreed commitments.

  • Opening statements establish agenda, authority, objectives and meeting ground rules
  • Questioning techniques test supplier assumptions, constraints, costs and proposed commitments
  • Anchoring strategies frame discussions using credible data and planned opening positions
  • Conditional proposals link concessions to reciprocal supplier commitments and measurable outcomes
  • Deadlock management uses adjournment, reframing and escalation without damaging relationships
  • Negotiation minutes distinguish agreed terms, open issues, owners and deadlines

Participants can identify key commercial terms and manage contract-risk allocation.

  • Contract formation requires clear offer, acceptance, authority and consideration evidence
  • Payment terms address invoicing, milestones, retention, taxes and disputed amounts
  • Incoterms 2020 allocates delivery, transport, insurance and customs responsibilities
  • Limitation-of-liability clauses allocate exposure for direct and consequential losses
  • Warranties, indemnities and insurance requirements address performance and third-party claims
  • Termination provisions define default, convenience, notice and transition obligations

Participants can convert awarded contracts into controlled supplier mobilisation plans.

  • Contract handover transfers commitments, assumptions, risks and obligations to operational owners
  • Kick-off meetings confirm governance, contacts, reporting and escalation arrangements
  • Mobilisation plans schedule resources, approvals, training, systems access and readiness checks
  • Baseline documents capture scope, pricing, service levels and implementation milestones
  • Obligation registers assign owners and due dates for contractual commitments
  • Early-warning indicators identify delivery slippage, unresolved dependencies and acceptance risks

Participants can establish supplier relationship approaches appropriate to category importance and risk.

  • Supplier segmentation differentiates transactional, preferred, strategic and development relationships
  • Governance structures define operational, tactical and executive review responsibilities
  • Joint business plans align supplier initiatives with category objectives and performance targets
  • Supplier development plans address capability gaps through milestones and evidence reviews
  • Relationship risk assessments identify dependency, information asymmetry and conflict indicators
  • Escalation paths resolve recurring issues before they threaten supply continuity

Participants can measure supplier performance and manage corrective improvement actions.

  • Supplier scorecards track quality, delivery, cost, service and compliance measures
  • Key performance indicators require definitions, data sources, targets and owners
  • Root-cause analysis uses five whys and fishbone diagrams for recurring failures
  • Corrective-action requests specify containment, cause, remedy, verification and closure dates
  • Quarterly business reviews assess trends, risks, initiatives and commercial commitments
  • Performance improvement plans link missed targets to accountable recovery actions

Participants can incorporate risk, ethical conduct and sustainability into purchasing decisions.

  • Supply risk registers record likelihood, impact, controls, owners and review dates
  • Business continuity planning addresses dual sourcing, safety stock and recovery capability
  • Conflict-of-interest declarations protect impartiality during supplier selection and negotiation
  • Supplier codes of conduct define labour, anti-bribery and environmental expectations
  • ISO 20400 principles support sustainable procurement policy and supplier engagement
  • Lifecycle assessment considers environmental impacts from sourcing through end-of-life disposal

Participants can use purchasing data and system controls to improve compliance and visibility.

  • ERP approval workflows enforce delegation limits and documented purchasing authority
  • Three-way matching compares purchase orders, goods receipts and supplier invoices
  • Catalogue management controls approved items, prices, descriptions and supplier content
  • Dashboards report spend compliance, savings, supplier performance and contract utilisation
  • Exception reporting identifies split orders, off-contract purchases and overdue actions
  • Data-quality controls maintain accurate supplier records, category codes and contract dates

Participants can lead purchasing priorities and gain stakeholder commitment to sourcing decisions.

  • Stakeholder mapping identifies influence, interests, concerns and engagement approaches
  • Procurement business cases quantify cost, risk, service and implementation implications
  • Decision-rights matrices clarify approvals between users, procurement, finance and executives
  • Cross-functional meetings resolve specification disputes and evaluate commercial trade-offs
  • Savings-tracking governance validates baselines, ownership, timing and financial recognition
  • Purchasing team objectives connect category plans with organisational performance measures

Participants can build, review and present a complete category strategy and sourcing recommendation.

  • Category profile consolidates spend, demand, stakeholders, suppliers and market conditions
  • Kraljic positioning determines the selected sourcing and supplier-management approach
  • Sourcing strategy defines requirements, route, timetable, governance and evaluation criteria
  • Total-cost model supports pricing assumptions, savings estimates and negotiation targets
  • Risk register integrates supply continuity, contract, ethical and implementation controls
  • Executive presentation defends recommendation, decisions, benefits, dependencies 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 prequalification checklist
  3. Weighted tender evaluation matrix
  4. Total-cost and should-cost model
  5. Supplier negotiation planning sheet
  6. Supplier performance scorecard

Who should attend

  • Purchasing Managers — need structured methods for leading categories, suppliers and buying teams
  • Senior Buyers — need stronger sourcing, cost-analysis and negotiation capability
  • Procurement Officers — need practical tools for controlled competitive procurement
  • Category Managers — need evidence-based strategies for complex spend portfolios
  • Supply Chain Managers — need closer control of supplier risk and service performance
  • Project Procurement Specialists — need disciplined sourcing plans for time-bound requirements

Skills and tools covered

Category strategy developmentSupplier cost analysisCommercial negotiation planningTender evaluation managementSupplier performance controlContract risk management

Tools and standards

Kraljic Matrix, Porter's Five Forces, Incoterms 2020, ISO 20400

How the course runs

Training methodology

The course uses short briefings to introduce purchasing methods, followed by cases, data analysis, group work and facilitated discussion. Participants interpret spend data, assess supplier markets, compare tender responses and prepare negotiation positions. Simulations focus on supplier meetings, commercial trade-offs and difficult performance conversations. Instructor feedback tests the quality of assumptions, evidence and decision logic. Application planning connects each method to participants' own categories, supplier relationships or planned sourcing activity.

Requirements and prerequisites

Participants should have practical experience raising requisitions, obtaining quotations, placing orders, managing suppliers or supporting procurement projects. They should understand basic purchasing terminology such as purchase order, specification, quotation, contract, lead time and supplier performance. Experience with spreadsheets is useful because the course uses spend, pricing and evaluation data. Prior negotiation experience is helpful but not essential. The course does not require a degree in procurement, legal training, accounting qualifications, advanced statistics or prior use of a specific ERP system.

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

Participants should already understand routine purchasing work, such as requesting quotations, placing orders or working with suppliers. The course builds from that foundation into category strategy, sourcing, negotiation and supplier management.

Participants may bring a non-confidential purchasing category, supplier issue or planned tender to use during application planning. A laptop is useful for working with templates and data, but it is not mandatory for classroom delivery.

It is designed for purchasing managers, senior buyers, procurement officers, category managers and supply chain professionals with purchasing responsibility. It also suits project procurement staff managing complex goods, services or capital requirements.

An introductory course usually explains the purchase-to-pay process and basic purchasing controls. This course focuses on higher-responsibility work: category strategy, supply markets, tender design, cost modelling, negotiation, contracts and supplier performance.

Participants build reusable documents for a current or realistic category, including a category strategy, evaluation matrix, cost model and supplier scorecard. These can be adapted to internal policy, approval rules and supplier arrangements after the course.

Each training day runs from 08:30 to 16:30 and provides about 6.5 contact hours. The first week establishes analysis, sourcing and commercial tools; the second week focuses on negotiation, contracts, supplier management, risk and the final integrated capstone.

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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