MODULE

HANDBOOK
Global Procurement and Supply Strategy

LOG9705M

2021-22

Version 1.0 – January 2022

Lincoln International Business School (LIBS)

LIBS Vision:

To provide an innovative, scholarly learning environment based on a commitment to

responsible management practices and a global community mind-set.

LIBS Mission:

To develop socially responsible leaders ready to meet the challenges of 21st century
business.

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Global Procurement and Supply Strategy LOG9705M

Contents
Module Details .................................................................................................................. 4

Contact Details.................................................................................................................. 4

Introduction ....................................................................................................................... 5

Learning Outcomes........................................................................................................... 5

Transferable Skills ............................................................................................................ 5

Principles of Responsible Management Education ........................................................... 8

Module Delivery ................................................................................................................ 9

Contact Time ................................................................................................................. 9
Directed Study ............................................................................................................... 9
Independent Study ........................................................................................................ 9

Learning and Teaching Strategy and Methods ................................................................. 9

Assessment Summary .................................................................................................... 10

Weighted Assessments ............................................................................................... 10
Assessment Criteria .................................................................................................... 10
Assessment Submission…………………………………………………………………….10
Dishonesty and Plagiarism .......................................................................................... 10

Learning Resources ........................................................................................................ 12

Reading ....................................................................................................................... 12

Referencing..................................................................................................................... 14
Subject librarians ......................................................................................................... 14

Appendix One: Schedule of Activity ................................................................................ 16

Appendix Two: Assessment . ........................................................................................... 19

Appendix Three: Assessment Criteria ............................................................................ 22

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Global Procurement and Supply Strategy LOG9705M

Module Details
Module Code: LOG9705M
Credit Rating: 15
Level: M
Subject: Global Procurement and Supply Strategy
Pre-requisites: None
Co-requisites: None
Barred Combinations: None
Department: Management
External Examiner: Dr Arijit Bhattacharya (University of East Anglia)

Contact Details
Module Co-ordinator: Gary Ramsden [email protected]
DCB3103 01522 835568

Admin Support: [email protected]

Rebecca Hill 01522 835517
LIBS Reception
David Chiddick Building
01522 83 5509
Open: 9am – 4pm Monday – Friday

Credits and acknowledgements © University of Lincoln

First Edition 2020 (initial version of this document produced by Dr Gary Ramsden
(gramsden))

Lincoln International Business School

University of Lincoln
Lincoln LN5 7AT

All rights reserved. No part of this publication may be reproduced, stored in a

retrieval system or transmitted in any form, or by any means, without prior
permission of the publisher.

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Global Procurement and Supply Strategy LOG9705M

Introduction
Procurement and Supply Chain Strategy as a discipline has changed considerably in many
companies and organisations in the recent past. Considering the amount of money
generally involved in the preparation and execution of procurement and supply decisions,
this is not a surprise and it has been argued that an effective and efficient operating
purchasing and supply function can make an important contribution to company results
and also add significant value. Traditionally, the procurement department has acted as the
intermediary which negotiates the agreements and contracts with suppliers and
subsequently monitors their compliance to those agreements. However, this ‘traditional’
role is changing rapidly and procurement and supply chain managers are assuming more
strategic roles within organizations, focused on achieving better performance from
suppliers though approaches such as more active management of supplier relationships.

This module takes a prominent position within the postgraduate programme as it

introduces you students to fundamental concepts and techniques associated with the
discipline of global procurement and supply chain strategy. The approach taken to this
module is interactive, with a focus on industry case studies and insights from experienced
global procurement and supply leaders and managers. In accordance with the University’s
focus on “Student as Producer”, you will be challenged to apply your learning to an
organisation of your choice and analyse current procurement and supply strategies,
providing recommendations for improvement based on relevant academic thought and
industry best practice. Successful global procurement and supply strategies are those that
can balance the opportunities and risks, without undermining the organisation’s ability to
be a responsible global citizen; hence, the module also incorporates aspects of the Lincoln
International Business School’s Responsible Management Research Group’s work by
focussing on ethical and environmental aspects of global procurement and supply chain
management.

Learning Outcomes
On completion of the module you will be able to:

LO1 Explain the relationship between trends in globalization and strategic supply chain
management.

LO2 Critically evaluate both the macro and micro concerns, which affect the overall
operational performance of an organisation’s procurement, as well as supply
chain performance.

LO3 Apply appropriate theoretical frameworks to critically evaluate global supply chain
strategies, in terms of their contribution to ensure the continued viability and
enhanced overall strategic contribution of its procurement and supply chain
management.

LO4 Apply the principles of sustainable and ethical procurement and supply chain
management for organisations in various areas of both the public and the private
sector.

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Global Procurement and Supply Strategy LOG9705M

Transferable Skills
The module enhances your employability by developing the following transferable work
ready skills:

Organisation

• Defining work objectives, outcomes and performance standards

• Proposing alternative routes for achieving an objective
• Structuring and managing time and priorities – short, medium and long-term
• Planning or coordinating with a range of stakeholders/colleagues
• Identifying, assessing and weighing risks
• Working globally, managing tasks across time zones
• Working to a budget and allocating resources to tasks

Communication

• Speaking clearly and confidently

• Communicating with sensitivity
• Resolving differences of opinion
• Appreciating people with different languages and cultures
• Expressing things clearly in writing
• Asking questions
• Presenting ideas or proposals to technical and non-technical audiences
• Asking questions and making suggestions
• Influencing and convincing others
• Negotiating, reaching acceptable agreement

Teamwork

• Performing agreed tasks and contributing to team results

• Confidence to share information or make suggestions
• Openness to the ideas of colleagues
• Identifying the strengths and weaknesses of colleagues
• Understanding and working effectively within the dynamics of a group
• Working with individuals of different backgrounds/views (personalities, ages,
genders, races, religions, educational backgrounds and political persuasions)
• Building trusting relationships between colleagues
• Coaching, mentoring and giving constructive feedback to colleagues
• Managing disagreements or conflicts
• Establishing and using networks

Learning & Adaptability

• Setting personal goals and objectives, balancing work and personal life
• Evaluating and monitoring own performance
• Meeting deadlines
• Working to high personal standards
• Working honestly, with integrity, ethically, in a fair and balanced way and
maintaining confidentiality

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Global Procurement and Supply Strategy LOG9705M

• Adhering to formal standards and procedures

• Demonstrating dependability and reliability
• Demonstrating a high level of dedication, a strong work ethic
• Working with little or no supervision, self‐ motivation
• Knowing own strengths, limitations and values
• Investing time and effort in acquiring new skills
• Understanding preferred learning style
• Using peers to develop

Leadership

• Taking responsibility
• Defining the purpose and objectives of a work group
• Building confidence and buy-in from others
• Directing, delegating and co‐ordinating the activities of others
• Resolving others’ concerns in relation to a plan
• Recognising the efforts of others
• Creating a shared vision
• Motivating others to achieve high performance

Perseverance & Initiative

• Maintaining performance under pressure

• Demonstrating flexibility and adaptability in response to changing situations
• Making things happen/taking action, demonstrating determination
• Handling conflict effectively
• Coping with uncertainty or ambiguity
• Displaying a desire to meet new challenges
• Demonstrating energy, drive, enthusiasm, passion
• Making things happen, demonstrating determination
• Acting on own initiative
• Dealing positively and pro-actively with set-backs and criticism, psychological
resilience – 'bouncing back'

Commercial Awareness

• Uses word processing packages to produce, format and present written work
professionally
• Optimises use of presentation packages to support the development and delivery
of presentations
• Manages personal online identity
• Uses a range of tele-communication technologies
• Uses technology to support collaborative working
• Manipulates images

Problem Solving

• Identifying need or opportunity e.g. customer, client requirement, research need

• Gathering intelligence
• Clarifying root cause of a problem/defining opportunity

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Global Procurement and Supply Strategy LOG9705M

• Generating solutions
• Proposing imaginative/creative solutions to new problems
• Evaluating a range of solution/options
• Translating ideas into practical actions
• Making decisions without the need to refer to others
• Looking to make processes more efficient and effective
• Demonstrating cultural, political, commercial and environmental sensitivity in
solution creation
• Making decisions where there is no perfect option
• Taking controlled risks
• Accountability

Principles of Responsible Management Education

The Lincoln International Business School is committed to the Principles of Responsible
Management Education to develop future leaders that are socially responsible who will
create sustainable environmental and economic value. LIBS has been a member of PRME
since 2010. PRME is the largest voluntary engagement platform for academic institutions
to transform their teaching, research, and thought leadership in support of universal values
of sustainability, responsibility, and ethics. PRME is framed around 6 principles which
place sustainable development at the core of responsible management education and is
based on the premise that graduates with sustainability skills are in high demand.

This module contributes to the PRME agenda by:

Developing you to be a future generator of sustainable value for business and society.
Supply Chain Strategy has at its heart issues such as sustainability and corporate ethics
and social values.

Giving you the opportunity to incorporate the values of global social responsibility into your
strategic thinking and approaches. Corporate social responsibility should be a key
consideration as you develop global supply strategies.

Provide you with effective learning experiences and opportunities to develop and apply
responsible leadership. All supply chain managers and leaders must be socially
responsible and accountable for the impact of their decisions on the global environment.

Advance your understanding about the role, dynamics and impact of organisations in the
creation of sustainable social, environmental and economic value. You will consider and
discuss the global impact of supply chain strategies and associated decisions.

Extend your knowledge of challenges business managers face in meeting social and
environmental responsibilities. An everyday consideration for supply chain managers and
decision makers.

Engage with stakeholders on critical issues related to global social responsibility and
sustainability. Through discussions with guest practitioners on the realities and challenges
for today’s global supply chains.

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Module Delivery
The module will be delivered by a series of 12 x 2 hourly lectures which will be
supplemented by a series of weekly one hourly seminar sessions. The lectures will also
include a series of guest lectures from professional members of the Procurement and
Supply community. The schedule of activity is available in Appendix 1.

Contact Time

The contact time will be very interactive with the opportunity for numerous break out
groups and case study work. You are also expected to take part in discussions and
discourse around the subject areas, bringing to bear your experiences and opinions.
Remember that everyone has something to contribute to the debate and the more that
do the more learning value will be gained.

Directed Study

You will be analysing a series of case studies which will help to put concepts and ideas
into practice and will also be completing your own research during the module, with
guidance forthcoming on relevant texts and sources to help facilitate this work. Be
prepared for at least 2 hours of directed reading post each lecture and guest lecture

Independent Study

The module is designed for you to engage in significant amounts of independent study.
This study is key to performing well on the module and in the final assignment.

Module Delivery Total Hours

Lectures 14
Seminars 12
Guest Lectures 15
Directed Study 24
Independent Study 85
Nominal Total (15 CATS) 150

Learning and Teaching Strategy and Methods

This module is designed to respond to the core QAA benchmark expectation in that you
be introduced to the issues surrounding the management of procurement and supply
activity. Core content is presented through lectures and supplemented with required
reading each week. The focus in this module is on the application of each concept or
technique in an industry context, leading to the extensive use of case studies and
examples from organisations. Furthermore, every effort is made to invite guest speakers
from industry and academia to expand upon certain aspects of the syllabus based on their
relevant experience. You are required to analyse case studies and apply your learning to
a wide range of realistic management challenges. In addition, debate, optimisation
exercises and simulation are used to enhance your understanding of the ideas presented
through lectures and reading. As your familiarity with the language and concepts of
procurement and supply chain management grows the focus is increasingly on conducting

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individual research in preparation for the assessment. Formative assessment takes place
through regular in-class presentations on various aspects of the final assignment, thus
giving you the opportunity to gain early and constructive feedback on your work from your
peers and tutors.

Assessment Summary
The module is assessed through an individual report of 4,000-4,500 words that carries a
100% weighting.

In accordance with the University’s focus on “Student as Producer”, you are challenged
to apply your learning to an organisation of your choice where you will analyse current
procurement and supply strategy and provide recommendations for improvement based
on relevant academic thought and industry best practice.

The Task

Think of yourself as a consultant invited into the organisation of your choice to analyse
and critique an element of the current procurement and supply practice and/or process,
suggesting ways to improve and add more value to the overall organisation. Remember
to include perspectives on the Principles of Responsible Management Education (PRME)
and to consider the organisation’s attitudes and approaches to sustainability and
corporate social responsibility.

You are required to submit your findings in a report format, demonstrating your ability to
use professional layout and structure, not forgetting the importance of underpinning
citation and references to relevant and topical academic discourse, concepts and ideas.

Full assessment details are available in Appendix 2.

Weighted Assessments

The final report carries a 100% weighting.

Assessment Criteria

Assessment Criteria Grids will be used to provide feedback on Blackboard and indicate
how marks will be allocated, they are included in Appendix 3.

LO’s
Assessed
Assessment Method Weighting (%) Week Due
1 2 3 4
Final Report 100 35 x x x x

Assessment Submission

Submission Date : 7 June 2022 at 12 noon UK time

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Global Procurement and Supply Strategy LOG9705M

The assignment MUST be submitted via Turnitin.

Dishonesty and Plagiarism

The University Regulations define plagiarism as ‘the passing off of another person’s
thoughts, ideas, writings or images as one’s own. Examples of plagiarism include the
unacknowledged use of another person’s material whether in original or summary form.
Plagiarism also includes the copying of another student’s work.

Plagiarism is a serious offence and is treated by the University as a form of dishonest

means in assessment. Students are directed to the University Regulations for details of
the procedures and penalties involved. Plagiarism is, however, easily avoided by the full
and correct use of referencing.

When available, always check your ‘similarity’ rating index on Turnitin submissions to
ensure you percentage rating is in the ‘green’. Please note however, that such a rating is
indicative only and tutors will consider other evidence in assessing the academic integrity
of your work. Where there are doubts about your work you may be called in for an
interview.

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Learning Resources
Reading (not an exhaustive list)

The core text(s) for this module are:

Bailey, P, Farmer, D, Crocker, B, Jessop, D and Jones, D. (2015). Procurement

Principles and Management, 11th edition, London, Pearson
Chopra, S. and Meindl, P. (2017) Supply Chain Management: Strategy, Planning, and
Operation, 7th edition, Global edition. Boston: Pearson.
Christopher M (2016). Logistics & Supply Chain Management, 5th ed. Harlow: Pearson.

Lysons, K., Farrington, B. (2016) Procurement and Supply Chain Management, 9th
edition. Harlow: Pearson.
Other key text(s) for this module are (not an exhaustive list):

Booth, C (2014) Strategic Procurement: Organizing Suppliers and Supply Chains for
Competitive Advantage, London, Kogan Page
Bruel, O. (2017) Strategic Sourcing Management: Structural and Operational Decision-
Making. London, Kogan Page
Carter, C.R., Rogers, D.S. and Choi, T.Y., 2015. Toward the theory of the supply chain.
Journal of Supply Chain Management, 51(2), pp.89-97.

Gibbs, R and Humphries, A. (2009). Strategic alliances & marketing partnerships:

gaining competitive advantage through collaboration and partnering, London, Kogan
Page.
Grant, DB, Trautrims, A and Wong, CY. (2017). Sustainable Logistics and Supply Chain
Management: Principles and Practices for Sustainable Operations and Management. 2nd
edition, London, Kogan Page
Harrison, A, Skipworth, H; van Hoek, RI and Aitken, J. (2014). Logistics management
and strategy: competing through the supply chain, London, Pearson.

Hofmann, E and Rüsch, M. (2017). Industry 4.0 and the current status as well as future
prospects on logistics, Computers in Industry, 89, pp. 23-34.

Johnsen, T,E, Howard, M and Miemczyk, J. (2017). Purchasing and Supply Chain
Management: A Sustainability Perspective, 2nd edition, Abingdon, Routledge.
Larsson P.D and Halldorsson A. (2004) Logistics vs Supply Chain Management: An
International Survey, International Journal of Logistics: Research and Applications, 7(1),
March, pp.18-31.

Mangan J, Chandra Lalwani, Butcher T and Javadpour, R (2012). Global Logistics and
Supply Chain Management, 2nd edition, Chichester, Wiley

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Global Procurement and Supply Strategy LOG9705M

Matthews, L., Power, D., Touboulic, A. and Marques, L., 2016. Building bridges: toward
alternative theory of sustainable supply chain management. Journal of supply chain
management, 52(1), pp.82-94.

Mena, C, van Hoek R and Christopher, M. (2021) Leading Procurement Strategy: Driving
Value through the Supply Chain, 3rd ed. London, Kogan Page.

Mentzer, JT. (2004). Fundamentals of supply chain management: twelve drivers of

competitive advantage, London, Sage

Naim, M M and Gosling J (2011) On leanness, agility and leagile supply chains,
International Journal of Production Economics, 131 (1), pp.342-354

O’Brien, J. (2014). Supplier Relationship Management: Unlocking the Hidden Value in

your Supply Base, London, Kogan Page.
O'Sullivan, S. (2019). Supply chain disruption: aligning business strategy and supply
chain tactics, London, Kogan Page.
Pagell, M., Wu, Z. and Wasserman, M.E., 2010. Thinking differently about purchasing
portfolios: an assessment of sustainable sourcing. Journal of supply chain management,
46(1), pp.57-73.
Saunders M. (2012). Strategic Purchasing and Supply Chain Management, 3rd edition,
London, Prentice Hall
Soni G and Kodali R (2012) Evaluating reliability and validity of lean, agile and leagile
supply chain constructs in Indian manufacturing industry, Production Planning & Control,
23(10-110, pp.864-884
Sheffi, Y., 2005. The resilient enterprise. MIT Sloan Management Review, 47(1), pp.40-
49.
Slack, N, Chambers, S and Johnston, R. (2016). Operations Management, 8th ed.
Harlow, Pearson
van Welle, A J. (2014). Purchasing and Supply Chain Management, 6th edition,
Andover, CENGAGE
Walters, D. (2011). Supply Chain Risk Management: Vulnerability and Resilience in
Logistics, London, Kogan Page,
Other more specific references are provided on the Module Blackboard site and will be
signposted in class. You are also expected to read independently for this module and may
wish to consider journals such as (not an exhaustive list):

Computers in Industry
International Journal of Physical Distribution & Logistics Management
International Journal of Logistics: Research and Applications

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Journal of Purchasing and Supply management

Supply Chain Management: An International Journal
Supply Chain Management: A European Perspective
The International Journal of Logistics Management
The Journal of Supply Chain Management

And associated professional websites:

The Chartered Institute of Logistics and Transport (CILT): available from:

https://ciltuk.org.uk/

The Chartered Institute of Procurement and Supply (CIPS): available from:

https://www.cips.org/

Referencing

This module requires that you follow the Harvard System of referencing.

The Library (www.library.lincoln.ac.uk )

Subject librarians

Our Subject Librarians are Martin Osborne and Daren Mansfield. They can assist you
to use the catalogue, do subject searches and so on. Contact details are:

Martin Osborne’s contact details:

Work telephone: (01522) 886316
Email: [email protected]
Room: University Library

Daren Mansfield’s contact details:

Work telephone: (01522) 886094
Email: [email protected]
Room: University Library

If you cannot find Martin Osborne or Daren Mansfield, any of the subject librarians will help
you.

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Digital Learning Resources (https://digitaleducation.lincoln.ac.uk/resources-hub/ )

In addition to the above it is recommended you make use of the digital learning
resources to support your learning on this module:

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Appendix One: Schedule of Activity

Teaching Date Venue Lecture/Seminar Topic Notes: Reading
Week (w/c)
20 21/2/22 DCB1101 Introduction to LOG9705M: The scope Understanding Global Procurement and Van Welle, (2014) Chap 1 and 2
and influence of Global Procurement Supply Case studies:
and Supply Chain Management on Definitions, roles and responsibilities p.4 (Managing Purchasing Expenditure at a
organisational success and value add Decision making and the procurement European University)
cycle p.22 (Buying computer systems in a car
leasing company)
Chopra & Meindl, (2017) Chap 1
21 28/2/22 DCB1101 Strategy and Planning: Procurement Supply Chain Performance: Achieving Chopra & Meindl, (2017) Chap 2 and 3
and business strategy strategic fit Van Weele, (2014) Chap 7
Supply Chain Drivers & Metrics Case study:
p.150 (Harnessing the Power of the Network
to Deliver Results
Ferdows et al, (2004) Rapid-Fire Fulfilment,
Harvard Business Review, November
22 7/3/22 DCB1101 The sourcing decision: outsourcing Rationales for outsourcing Van Welle, (2014) Chap 8
and risk management Definitions and concepts Case study:
Insourcing vs outsourcing p.174 (Outsourcing of IT)
Managing Supply Chain Risk and Lysons and Farrington (2016) Chap 10
Vulnerability Christopher, (2016) Chap 12
Supply Chain Resilience Case study:
p.218: Mattel Toys
23 14/3/22 DCB1101 Supplier selection process and Pre procurement / market test and Van Welle, (2014), Chap 2
procedures market engagement Lysons and Farrington (2016), Chap 6
Developing documentation, detailed
specification writing.
Supplier selection and due diligence

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 Global Procurement and Supply Strategy LOG9705M
24 21/3/22 DCB1101 Supplier Relationship Management Why build supplier relationships? O’Brien, (2014), Chaps 2,4,5,9,11,13
(SRM) and SC development and The concept of the supplier base Gibbs and Humphries, (2009), Introduction
Continuous Improvement What do we want from our suppliers? (Fig 0.1 Partnership Types)
Strategic collaborative partnerships Lysons and Farrington (2016), Chap 6
Supplier performance management and
continuous improvement

25 28/3/22 DCB1101 Guest Lecture: The influence of power in supply chain O’Brien, (2014), Chaps 2,4,5,9,11,13
Professor Martin Hingley management and relationships Gibbs and Humphries, (2009), Introduction
(Fig 0.1 Partnership Types)
Supply Chain Relationships and the Lysons and Farrington (2016), Chap 6
Influence of Power

26 4/4/22
27 11/4/22 VACATION
28 18/4/22 DCB1101 Guest Lecture: Supplier Management including O’Brien, (2014), Chaps 2,4,5,9,11,13
Kerren Ratcliffe sourcing strategy, contract award and Gibbs and Humphries, (2009), Introduction
Coca Cola Partners extension and settlement of supplier (Fig 0.1 Partnership Types)
GB Customer Logistics disputes Lysons and Farrington (2016), Chap 6

The Practical Challenges of Supplier

Management
29 25/4/22 DCB1101 Guest Lecture: A quick overview of contract law, Lysons and Farrington (2016), Chap 7
Ian Schollar FCIPS Chartered Defining contract management, Van Welle, (2014), Chap 5
Professional Responsibilities of a contract manager,
Head of Teaching and Learning, Contract management tools and
CIPS techniques,
Managing stakeholders,
Contract Management The link between contract management
and supplier relationship management,
30 2/5/22 DCB1101 Sustainability through the Ethical The application of the principles of Lysons and Farrington (2020), Chap 13
Supply Chain sustainable and ethical procurement Grant et al, (2017), Chaps 2, 6 and 8.
and supply chain management for Christopher (2016), Chap 15
organisations. Sustainable Sweeney and Waters (2021) Chapter 16

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 Global Procurement and Supply Strategy LOG9705M
Development in Communities ISO 26000:2010
Sustainability and science, Risk and CSR: ISO 37101
the role of the Global Citizen,
Sustainable sourcing and Environmental
Management
31 9/5/22 DCB1101 Guest Lecture: Negotiation and its importance to Lysons and Farrington (2016), Chap 14
Alan Iddenden MCIPS Chartered: effective procurement and supply chain
management and the associated tools
An Introduction to Negotiation Tools and techniques to develop negotiation
and Techniques strategies

32 16/5/22 DCB1101 Guest Lecture: A discussion on the strategic challenges Bruel, (2017), Chap 13
Peter James FCIPS Chartered of managing supply chain activity in the Van Welle, (2014), Chap 17
Professional public sector, contrasting ideas with the
Deputy Director Commercial private sector.
Assurance and Supply Chain
Management
UK Department for Transport
Public sector procurement
33 23/5/22 DCB1101 Assignment Discussions and Support Assignment plans and approaches Independent Reading and Research
Possible topic areas
Keys to success
34 30/5/22
Self Study – Assignment Writing & Research

35 6/6/22 DCB1101 Assignment submission deadline 7 June 2022 @ 12:00

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Appendix Two: Assessment 1

Module Code & Title: LOG9705M Procurement and Supply Chains
Contribution to Final Module Mark: 100%
Description of Assessment Task and Purpose:

Select an organisation of your choice and acting as a procurement and supply

consultant apply your learning to analyse an element of their current procurement and
supply strategy. Provide recommendations for improvement in strategy and approach
based on relevant academic thought and industry best practice. Do not forget the
PRME agenda and discuss the organisation’s attitudes and approaches to
sustainability and corporate social responsibility.

Learning Outcomes Assessed:

LO1 Explain the relationship between trends in globalization and strategic supply
chain management.

LO2 Critically evaluate both the macro and micro concerns, which affect the overall
operational performance of an organisation’s procurement, as well as supply chain
performance.

LO3 Apply appropriate theoretical frameworks to critically evaluate global supply

chain strategies, in terms of their contribution to ensure the continued viability and
enhanced overall strategic contribution of its procurement and supply chain
management.

LO4 Apply the principles of sustainable and ethical procurement and supply chain
management for organisations in various areas of both the public and the private
sector.
Knowledge & Skills Assessed:

Organisation: eg: Defining work objectives, outcomes and performance standards,

Proposing alternative routes for achieving an objective, Structuring and managing time
and priorities, Planning or coordinating with a range of stakeholders/colleagues,
Identifying, assessing and weighing risks, Working globally, managing tasks across
time zones, Working to a budget and allocating resources to tasks

Learning & Adaptability: eg: Setting personal goals and objectives, balancing work
and personal life, Evaluating and monitoring own performance, Meeting deadlines,
Working to high personal standards, Working honestly, with integrity, ethically, in a fair
and balanced way and maintaining confidentiality, Adhering to formal standards and
procedures, Demonstrating dependability and reliability, Demonstrating a high level of
dedication, a strong work ethic, Working with little or no supervision, self‐ motivation,

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Global Procurement and Supply Strategy LOG9705M

Knowing own strengths, limitations and values, Investing time and effort in acquiring
new skills, Understanding preferred learning style, Using peers to develop

Perseverance & Initiative: eg: Maintaining performance under pressure,

Demonstrating flexibility and adaptability in response to changing situations, Making
things happen/taking action, demonstrating determination, Handling conflict effectively,
Coping with uncertainty or ambiguity, Displaying a desire to meet new challenges,
Demonstrating energy, drive, enthusiasm, passion, Making things happen,
demonstrating determination, Acting on own initiative, Dealing positively and pro-
actively with set-backs and criticism, psychological resilience – 'bouncing back'

Commercial Awareness: eg: Uses word processing packages to produce, format and
present written work professionally,

Problem Solving: eg: Identifying need or opportunity e.g. customer, client

requirement, research need, Gathering intelligence, Clarifying root cause of a
problem/defining opportunity, Generating solutions, Proposing imaginative/creative
solutions to new problems, Evaluating a range of solution/options, Translating ideas
into practical actions, Making decisions without the need to refer to others, Looking to
make processes more efficient and effective, Demonstrating cultural, political,
commercial and environmental sensitivity in solution creation, Making decisions where
there is no perfect option, Taking controlled risks

See Module Handbook for a further breakdown of the associated Knowledge and Skills

Assessment Submission Instructions:

Submission Date : 7 June 2022 at 12 noon UK time

The assignment MUST be submitted via Turnitin.

Date for Return of Feedback:

Grades and feedback will be provided via Turnitin within 15 working days ie: by 28
June 2022

Format for Assessment:

The evaluation must be written in the format of a report. The report is limited to 4,000 -
4500 words.

Please follow to the formatting guidelines:

- Font / Size: Arial / 12

- Spacing : Double
- Pagination required? Yes

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- Margins: At least 2.54 to left and right and text ‘justified’

- Referencing: Full compliance with Harvard protocols

Note usual practice is to allow +/-10%. If you submit an assignment which exceeds the
prescribed word limit, marking will cease at the point at which the limit has been
exceeded and the mark will be awarded on the basis of the extent to which the criteria
for assessment have been met up to that point.
Marking Criteria for Assessment:

See criteria grid at Appendix 3.

Please note that all work is assessed according to the University of Lincoln Management of
Assessment Policy and that marks awarded are provisional on Examination Board decisions
(which take place at the end of the Academic Year.
Feedback Format:

Feedback & grades will be available electronically on blackboard. If you have any
specific questions relating to the feedback comments email the module co-ordinator to
discuss.

Additional Information for Completion of Assessment:

Your report must have the following four sections:

1. Introduction (10%)
2. Analysis of procurement and supply strategy (50%)
3. Recommendations for improvement (30%)
4. Final Conclusions (10%)

The percentages above indicate how much of the report should be dedicated to
each section.

Introduction
This section should be 10% of the report (~400 words).
This must present the following:
• Brief background to your selected organisation
• Brief overview of your selected organisation’s approach to procurement and
supply chain management
• Brief discussion on your analysis and underpinning academic ideas/concepts
used
• Set the scene for the reader

Analysis of procurement and supply strategy

This section should be 50% of the report (~2,000 words).

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Global Procurement and Supply Strategy LOG9705M

In this section, you need to critically evaluate your chosen organisation’s procurement
and supply strategy. You should underpin your analysis with relevant and topical
academic ideas/concepts, thereby demonstrating understanding and application of
theory to the practical environment. The analysis should consider the limits of the
strategy as well as its strengths. This section needs to conclude with an overall
evaluation of the effectiveness of the current procurement and supply strategy leading
into the final section of your report. Be sure to discuss attitudes and approaches to
sustainability and corporate social responsibility in this section.

Recommendations for improvement

This section should be 30% of the report (~1200 words).
You will present recommendations for how your chosen organisation can improve the
efficiency and effectiveness of its procurement and supply strategy. Your
recommendations should be consistent with the evaluation presented in section 2 and
be justified and underpinned by relevant and topical citation and evidence.

Conclusion
This section should be 10% of the report (~400 words).
Present a final discussion on the overall outcomes of the paper and your work. No
new material here but be sure that you have answered and addressed the content of
your introduction and have met all of the promises that you made in your initial section.

Assessment Support Information:

Formative assessment takes place through regular in-class discussions on various

aspects of the final assignment, thus giving you an opportunity to gain early and
constructive feedback from peers and tutors on your work. You will be able to discuss
your preliminary findings with the lecturer and your peers who then give feedback on
the work conducted so far, and provide indications of further directions of research to
enable you to compile and present a comprehensive analysis in your final submission.

Important Information on Dishonesty & Plagiarism:

University of Lincoln Regulations define plagiarism as 'the passing off of another
person's thoughts, ideas, writings or images as one's own...Examples of plagiarism
include the unacknowledged use of another person's material whether in original or
summary form. Plagiarism also includes the copying of another student's work'.
Plagiarism is a serious offence and is treated by the University as a form of academic
dishonesty. Students are directed to the University Regulations for details of the
procedures and penalties involved.

For further information, see www.plagiarism.org

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Appendix Three: Assessment Criteria

Learning Outcome 0-29 30-39 40-49 50-59 60-69 70+

LO1: Explain the relationship A deeply flawed A very poor A poor understanding A basic understanding of A coherent An excellent
between trends in globalization and understanding of the understanding of of the relationship the relationship between understanding of the understanding of the
strategic supply chain management. relationship between the relationship between trends in trends in globalization relationship between relationship between
trends in globalization between trends in globalization and and strategic supply chain trends in globalization trends in globalization
and strategic supply globalization and strategic supply chain management. and strategic supply chain and strategic supply
chain management. strategic supply management. management. chain management.
chain management. Highly original and
innovative.
LO2: Critically evaluate both the A deeply flawed A very poor A poor evaluation of Basic evaluation of the Coherent evaluation of Evaluation of the macro
macro and micro concerns, which evaluation of the evaluation of the the macro and micro macro and micro the macro and micro and micro concerns,
affect the overall operational macro and micro macro and micro concerns, which concerns, which affect concerns, which affect which affect the overall
performance of an organisation’s concerns, which concerns, which affect the overall the overall operational the overall operational operational
procurement, as well as supply chain affect the overall affect the overall operational performance of an performance of an performance of an
performance. operational operational performance of an organisation’s organisation’s organisation’s
performance of an performance of an organisation’s procurement, as well as procurement, as well as procurement, as well as
organisation’s organisation’s procurement, as well supply chain supply chain supply chain
procurement, as well procurement, as as supply chain performance. performance. performance. Shows
as supply chain well as supply chain performance. innovative insight and
performance. performance. potential for
publication with some
revisions.
LO3: Apply appropriate theoretical The appropriate The appropriate The appropriate The appropriate The appropriate The appropriate
frameworks to critically evaluate theoretical theoretical theoretical theoretical frameworks theoretical frameworks theoretical frameworks
global supply chain strategies, in frameworks are used frameworks are frameworks are used are used to produce a are used to produce a are used to produce a
terms of their contribution to ensure to produce a deeply used to produce a to produce a poor basic evaluation of the coherent evaluation of critical evaluation of
the continued viability and enhanced flawed evaluation of very poor evaluation of the organisation’s continued the organisation’s the organisation’s
overall strategic contribution of its the organisation’s evaluation of the organisation’s viability and enhanced continued viability and continued viability and
procurement and supply chain continued viability organisation’s continued viability overall strategic enhanced overall enhanced overall
management. and enhanced overall continued viability and enhanced overall contribution of its strategic contribution of strategic contribution
strategic contribution and enhanced strategic contribution procurement and supply its procurement and of its procurement and
of its procurement overall strategic of its procurement chain management. supply chain supply chain
and supply chain contribution of its and supply chain management. management that
management. procurement and management. shows innovative
supply chain insight and potential for
management publication with some
revisions.

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LO4: Apply the principles of The appropriate The appropriate The appropriate The appropriate The appropriate The appropriate
sustainable and ethical procurement theoretical theoretical theoretical theoretical frameworks theoretical frameworks theoretical frameworks
and supply chain management for frameworks and tools frameworks and frameworks and tools and tools are used to and tools are used to and tools are used to
organisations in various areas of both are used to develop tools are used to are used to develop develop basic develop coherent develop
the public and the private sector. deeply flawed develop very poor poor recommendations for recommendations for recommendations for
recommendations for recommendations recommendations for sustainable and ethical sustainable and ethical sustainable and ethical
sustainable and for sustainable and sustainable and approaches to approaches to approaches to
ethical approaches to ethical approaches ethical approaches to procurement and supply procurement and supply procurement and
procurement and to procurement and procurement and chain management chain management supply chain
supply chain supply chain supply chain management that show
management management management innovative insight and
potential for
publication with some
revisions.

AoL CC1 Sustainability Application Selects inappropriate Frameworks are Frameworks are Selects well-chosen Selects well-chosen Selects well-chosen
or irrelevant recognised but not recognised but not frameworks with strong frameworks with strong frameworks with strong
Combine frameworks associated with frameworks; weak or combined or used combined or used justification. Combines justification. Combines justification. Combines
sustainability to formulate innovative no justification of appropriately to appropriately to frameworks effectively frameworks effectively frameworks effectively
strategies and policies framework selection. formulate formulate and with originality in the and with originality in the and with originality in
Frameworks are not appropriate appropriate strategies formulation of strategies formulation of strategies the formulation of
combined/incorrectly strategies or or policies. and polices. Strategies and polices. Strategies strategies and polices.
applied in the policies. Formulated strategies and policies are original, and policies are original, Strategies and policies
formulation of Formulated lack originality or are innovative, likely to be innovative, likely to be are original, innovative,
strategies and polices. strategies lack not based on critical effective and are well effective and are well likely to be effective
Strategies and originality or are evaluation. justified. justified. and are well justified.
policies are not based on critical
inappropriate or likely evaluation.
to be ineffective;
weak or no
justification.
Ethical issues are not Identifies some Ethical issues are Ethical issues are Ethical issues are Ethical issues are
AoL CC3 Critical Assessment of assessed or assessed relevant ethical assessed adequately assessed in depth. assessed in depth. assessed in depth.
Ethical Issues with little depth. issues but does not Findings are used to Findings are used to Findings are used to Findings are used to
Findings are not used. assess these determine determine creative, determine creative, determine creative,
Assess ethical issues and determine Suggestions provided sufficiently. Some appropriate and well practical and well practical and well practical and well
ways in which resources can be for ways in which suggestions are justified suggestions justified suggestions in justified suggestions in justified suggestions in
managed in a socially responsible resources can be made but not in which resources which resources can be which resources can be which resources can be
manner managed in a socially justified sufficiently can be managed in a managed in a socially managed in a socially managed in a socially
responsible manner or framed in socially socially responsible responsible manner. responsible manner. responsible manner.
are inappropriate or responsible manner.
poorly justified. management.

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