7/30/2019 Seminar Leading Managing for Purchasing Procurement
1/131Purchasing & Procurement Center +603 7665 2035 +603 7665 2038 [email protected]
Other Trainings: Tender Management
IT Contract Management
Supplier Qualification andPerformance Measurement
Cost Reduction in Purchasing
Strategic Negotiations in Procurement
& Purchasing Strategic Contract Management For
Oil & Gas
Global Procurement Best Practices
Materials & Demand Planning
IT Contract Negotiation
COURSE SUMMARY COURSE OUTLINE
upply management is becoming morehallenging every day with mostrganizations demanding and expectingurchasing and procurement personnel torovide leadership abilities and
management skills directed at bringingheir performance to World-Class status.
World-Class Procurement Operations bringgnificant annual total cost improvement,gnificant strategic value added, andtrong recognition to the function andhose in it. Yet according to many studies,
most organizations must significantlymprove their supply managementperations in order to provide theontinuous improvements needed to winnd earn profits in todays veryompetitive market place.
his fast paced seminar is designed toxplore areas of leading and managing therocurement organization towardrocurement best practices so thatarticipants can successfully implementhe strategies necessary to makeurchasing a recognized core competencyf their organization.
eminar Objectives:pon completion of this seminar,articipants will know:
Essentials for Leadership Success
Difference between Managing andLeading
Setting the Direction for World-ClassSupply Management
How Minding the Gap Results in aStrategic Plan
Best Practices Categories inStrategically Focused SourcingOperations
Professional Standards of Ethics
Key Performance Measurements
How To Develop A Strategic SourcingPlan
A Process for Developing
This Course is Conducted By:Robi Bendorf
Organizational Impact:
The organization will benefit by Higher productivity of personnel involved
in procurement activities Reduced total cost of ownership for
purchased materials, equipment, andservices thru better leadership andmanagement
Improved productivity of the entireorganization by better on time deliveryof high quality goods and services
Improved supplier performance andrelations
Greater strategic focus of those involvedin supply management
Personal Impact:
Attendees will gain by participation in thisprogram as a result of: Better leadership and management skills Increased skill sets in supply
management A greater sense of professionalism Knowledge of world-class purchasing
practices Greater ability to lead continuous
improvement programs Increased recognition by the
organization due to improvedperformance
Course Outline- Leading & Managing forPurchasing & Procurementcontd:
Leading and Managing
Skilled leaders and managers are essentialif procurement is to bring to theorganization the vast benefits ofWorld-class supply management.Management and Leadership--What is thedifference?What helps or Interferes with becoming aTrue LeaderDeveloping Leadership CompetenciesSetting the Direction for World ClassPurchasingIt is critical to establish the importance ofthe function and the need for it to emergeas a core competency of the organization. Winning And Procurement As A Core
Competency Leadership is About ResultsGetting To
World Class Leading Change to Become More
Strategic Showing Purchasings Impact On The
Bottom Line The Procurement Mission & Vision
Statement Determining and Managing the Gap Developing the Procurement
Organizations Strategic Plan
Purchasing Skill Sets
Good managers know that PurchasingDepartments cannot perform better than
their people and that world classperformance in procurement activitiesrequires highly trained competentprofessionals with high ethicalstandards.
Purchasing Personnel Required SkillSets
Job Descriptions
Skill Set Assessment Training Programs Professionalism Purchasing Ethics
Strategic Sourcing
Purchasing personnel must move from thetactical focus of most purchasing operationsto a much more strategic focus that bringscontinuous improvement to the bottom line ofthe organization.
Time Spent On Various Tasks Commodity Coding
Developing Spend Profiles ABC Analysis Risk Analysis Strategic Sourcing Plans
Relations with Other Functions
Integrating with other functions and providingthe organization with clear high value addedactivities is essential for supply managementto reach its strategic potential.
How Do Other Functions View Purchasing Developing And Maintaining A Customer
Focus Internal Customer Survey How Does Senior Management Measure
Purchasing Purchasing Accountability Measuring Purchasing Performance With
Key Performance Indicators
Process Improvement
World-class organization are not asking if theyneed to improve their process but only howfast can they improve them.
Supplier Relationship Management (SRM) Process Mapping To Eliminate Low Value
Activities Reengineering Processes Total Cost of Ownership
Making Sure We Obtained Lowest Cost
High performing procurement departmentscan proudly point to the fact that the bestpractices being applied are resulting in thelowest Total Cost of Ownership for their
organization. Developing A Company Purchase Price
Index Cost Reduction Initiatives Savings Reporting Supply Chain Management
o Should Attend:
terials, Contracts, or Purchasing Managers,
yers, Contract Administrators, any othernagers or Professionals involved in
plementing cost reduction initiatives orking for savings relating to the purchase of
ds, equipment, supplies, and services.
7/30/2019 Seminar Leading Managing for Purchasing Procurement
2/132Purchasing & Procurement Center +603 7665 2035 +603 7665 2038 [email protected]
COURSE SUMMARY COURSE OUTLINE
ood endings usually require good
eginnings. This is particularly true forrocurement activities where best
ractices in tender management, the
eginning of the contracting process, aressential for a successful project outcome
nd minimization of total cost.
his program is designed to take the
articipant from the time the requirement
defined and a contract is desired thru
he major steps of the tendering processhat conclude with successful negotiations.he critical issues of the tendering
rocess, risk mitigation thru contract
ypes, contractor selection, evaluating therice, and finally planning for successful
egotiations all receive coverage in this
aluable program that is certain to reduceosts and add to the organizations
bjective for improved performance in all
ctivities.
eminar Objectives:
pon completion of this seminar,articipants will know:
The Tendering Process And The MajorSteps That Should Be Followed
Mitigation Of Risk By Selection OfContract Type
Methods Of Selection And QualifyingContractor
Applying Technology To TheTendering Process
The Criticality Of The Statement OfWork
Terms & Conditions For EconomicPrice Adjustments
Essential Elements of a Valid Contract Avoiding Disputes Payment Types
Organizational Outcomes:
he organization will benefit by:
Reduced Cost Of Contracts ForMaterials & Services
Reduced Risks In Contracting Higher Productivity Of Contracting
Personnel Greater Strategic Focus Of Those
Involved In Contracting
ersonal Outcomes:
ttendees will gain by participation inhis program as a result of:
Increased Skill Sets In The TenderingProcess
A Greater Sense Of Professionalism Knowledge Of World-Class Tendering
Practices Greater Ability To Lead Successful
Negotiations Increased Recognition By The
Organization Due To ImprovedPerformance
This Course is Conducted By:Robi Bendorf
The Tendering Process
What Should Be TenderedThe ABCAnalysis
Major Steps And Flow Of The
Tendering Process
Elements Of A Good Procurement &
Competitive Bidding Process
Principals And Standards Of Ethical
Supply Management Conduct
Small Group Exercise: What is fair andreasonable pricing and what is a fare profit
for the supplier?presents an overview of the steps in the
tendering process and looks at the
objectives of both parties which must beconsidered in developing the tender and
contract strategy.
Defining the Scope & Total Cost Of
Ownership
Total Cost Of Ownership
The All Critical Statement Of Work
Types Of Statement Of Work
Statement Of Work Check List
Small Group Exercise: Develop a check
list for writing an effective statement ofwork
introduces the point that all
participants in the tendering process mustclearly have knowledge of what they are
buying and the marketplace if the outcome
is to meet the organizationsobjectives.
Types of Contracts & Risks
Contract Types
Mitigating Risk By Contract Type
Market Price Indexes
Economic Price Adjustments ContractsIndividual Exercise: Apply the EconomicPrice Adjustment formula to an actual case
to determine the results.develops the awareness that there are
more than just lump sum
contracts in the procurement tool box andthat in many cases other types of
contracts types will be to the benefit of the
buyer.
Structuring the Contract
Commercial Terms & Conditions
Acceptance Clause
Example Of Contract Check Lists
Methods Of Payment
Progress Payments
Small Group Exercise: Defining
Acceptance Clause issues
Segment 4 focuses of the importance of
having tendering personnel carefully designthe terms and conditions for the contract
which must be part of the tenderdocuments.
Qualifying Suppliers & Price Evaluation
Best Practices In Supplier Qualification
Reverse Auctions In The Tender
Process And Evaluation Requesting Suppliers Cost Or Pricing
Data
Small Group Exercise: Applying Bidders
past performance measurements to adjustBidders Price
involves the critical steps of supplier
qualification, presents the use of technologyin obtaining bids and then
discusses issues related to competitive bid
evaluations.
Negotiation Planning and Strategies
When Does The Negotiation Start
Types of Negotiations
Identifying Negotiation Issues And
Objectives
Group Exercise: Discuss best strategy for a
specific case involving an attendee.In Segment 6 we acknowledge that the side
that prepares the best usually wins thenegotiation and therefore focus on
negotiation planning strategies.
WHO SHOULD ATTEND:
Contracts Officers and Managers, Procurement/Purchasing Managers Engineering Project Managers,Construction Managers, Tenders Managers, Buyers,
Contract Administrators, Project Coordinators,Maintenance Mangers and Systems Managers and all
others in organizations whose leadership want world-class skills sets in those involved in tender and
contract management activities. The program is agreat way to develop those new to the function,
prepare for a major project, or useful as a refresherfor veterans.
7/30/2019 Seminar Leading Managing for Purchasing Procurement
3/133Purchasing & Procurement Center +603 7665 2035 +603 7665 2038 [email protected]
COURSE SUMMARY COURSE OUTLINE
Once the commercial transaction is
negotiated and signed, most contracting
teams in the IT/Outsourcing sector arepulled from the process at the same
time that the parties are escalating their
focus on the transaction. Both parties arencented to maximize their financial yield
on the transaction and minimize their risk,
yet some do not treat ContractManagement as a key to their overall
success. This interactive session thatncludes 5 exercises related to the IT
sector, will help you discover:
Attend and Discover:
How to dedicate the necessary tools,
techniques and talent to managingcommercial relationships?
What is the difference between
Contract Administration, ContractManagement and Relationship
Management in the IT/Outsourcing
sector?
What is needed for you to succeed at
all three levels?
How to drive greater value andinnovation into subsequent
contracting cycles with yourcommercial partners?
Learn cost effective contract
administration and managementtechniques
Identify opportunities to reformulate
your commercial IT contractingStrategies
Develop specific and realistic
commercial relationship performancemetrics
Achieve excellence in your commercial
relationships
Identify opportunities to automateyour contract management processes
through software and other tools
Resolve contractual disputes without
destroying the relationship
Overcoming the challenges in contract
implementation
Developing a implementation project
plan
Keeping the roles and responsibilitiesclearly understood
How to overcome resistance points and
barriers in the implementation
Exercise 1 Maintaining separation
between a System Design and SystemMaintenance contract
Addressing the differences in contract
administration and management
What is contract Administration
What is contract management?
Keeping focused on the rights andresponsibilities throughout the
fulfillment phase
Exercise 2 Performing contract
administration and management on an
outsourcing services contract
Selecting Contract Management
Software that is a best fit to purpose
What is your electronic contracting
strategy?
Which options are the best fit for your
strategy?
Managing the contract change order
process
What is a change order and why does ithappen?
Understanding the relationship
dynamics behind a change order
Documenting the change order and
preventing excessive changes
Embracing Supplier Relationship
Management tenets in contracting
What is Supplier Relationship
Management?
Understanding the benefits of a wellmanaged supplier relationship
Exercise 3 Managing a hardwaremaintenance services agreement
Applying Customer Relationship
Management principles in contracting
What is Customer Relationship
Management?
Understanding the benefits of a wellmanaged customer relationship
Keys to success in Customer
Relationship Management
Exercise 4 Managing a software
maintenance services agreement
Utilizing Alternative DisputeResolution options
What is arbitration?
What is mediation?
Exploring negotiation options before
taking the litigation path
Exercise 4 Resolving a dispute over a
Cloud computing services agreement
Managing key contracts in the IT/
Outsourcing sector
Hardware equipment sales
agreements Hardware and software maintenance
agreements
Software licensing agreements
Telecom and cloud services
agreements
Managing contract close-out
Why do contracts terminate?
Understanding the rights andresponsibilities that survive
termination
Closing out the contract -communication and change
management considerations
Exercise 5 Managing the software
license contract into perpetuity
This Course is Conducted By:Jim Bergman
WHO SHOULD ATTEND:
Purchasing, sourcing and supply managementprofessionals, Sales contracting professionals,
Contract lawyers and attorneys, Contract
management professionals, Contract
managers and administrators, End-users whoimpact, or are impacted by, the contracting
process, Finance professionals involved incontracting, Contract negotiators, Operational
managers, Commercial relationship managers.
One of the best courses Ive been toand a great help to my work
Practical, Easy to Understand andExtremely Useful. What more can Iask.
7/30/2019 Seminar Leading Managing for Purchasing Procurement
4/134Purchasing & Procurement Center +603 7665 2035 +603 7665 2038 [email protected]
COURSE SUMMARY COURSE OUTLINE
Most organizations recognize that theycannot perform any better than theirsuppliers perform and thereforecontinuous improvement of supplierperformance is critical to the success ofany organization. As a result supplierassessment, selection, and performancemeasurement are being recognized ascritical processes where high managementand professional competencies arerequired. This fast paced seminar providesboth strategic and practical insights into:
Achieving Supplier Total Quality
What can Measurements Accomplish
Developing the Qualification Process
Supplier Performance -What toMeasure
Collecting, Rating, and ReportingSupplier Performance
How To Use PerformanceMeasurements
Seminar Objectives
Benefit from hearing the practices andexperiences of others
Cover the many steps in a propersupplier evaluation
Develop performance weightings
Learn how to use performance results
for continuous improvement Explore various rating systems
Discuss methods of collection andreporting data.
Training Methodology
Participants will increase competenciesthrough a variety of instructional methodsncluding lecture by an experiencedpractitioner and consultant, individual andteam cases, and group discussionscovering the many topics presented in theseminar.
Program Summary
Supplier qualification and performancemeasurement are the processes of
evaluating, measuring, analyzing, andmanaging supplier selection andperformance with the objective ofmproving quality, reducing Total Cost ofOwnership, reducing risk, and providingcontinuous improvements in supplier andcontractor performance. This programprovides methods and competenciesdirected at improving these processeswithin the buying/contracting organization.
This Course is Conducted By:Robi Bendorf
Achieving Supplier Total Quality
World Class organizations understand thattheir success will be determined by theirabilities to select, manage, andcontinuously improve a complex networkof suppliers.
How Are We Doing In SupplierAssessment & PerformanceMeasurement?
Steps In Achieving Total Quality FromSuppliers
Achieving Total Quality From
Suppliers--What Will Not Work!
Case: How Does Your SupplierPerformance Compare.
What can Measurements Accomplish
Determining the best approach for supplierperformance measurement requires thatyou first clearly define the objectives ofsuch a system as it relates specifically toyour organization.
Objectives of Supplier PerformanceMeasurement
Best Practices In Supplier Qualification
Best Practices in Supplier
Performance System Best Practices in Supplier Relations
Case: Supplier PerformanceMeasurement Objectives
Developing the Qualification Process
Selecting the best supplier through theimplementation of a world class supplierqualification procedure is one of the mostimportant parts of the Supply ManagementProcess.
Developing The Qualification Process
The Preliminary Supplier Assessment
The Supplier Site Assessment
Who Participates In SupplierQualification
The Supplier Evaluation Forms
Qualified Supplier List
Case: Developing Supplier QualificationProcedure
Supplier Performance -What toMeasure
In our efforts to increase margins, it iscritical to understand the areas in whichsupplier performance most significantlydrives Total Cost of Ownership.
Key Elements Of Supplier
Performance Measurement Common Performance Categories
Category Weighting
Deciding Which Suppliers To Measure
The Difficulties Of Measuring SupplierPerformance
Quantitative Vs. Qualitative Data
Cases-What to Measure for the SupplierScorecard and Determining CriteriaWeightings
Collecting, Rating, and ReportingSupplier Performance
Only about of the organizationsmeasure supplier performance and onlyabout 5% of them do it well.
Collecting the Data
Rating Methods - Basic Points
Rating Systems Options
Developing Performance Standards
Applying Supplier Performance InTotal Cost Of Ownership (TCO)
Performance Indexing as a KPI
Cases: Selecting Suppliers usingSupplier Performance in a TCO model anddeveloping supplier performance indexes.
How to Use PerformanceMeasurements
In addition to mitigating risks of supplydisruption and lowering total costs, thereare a number of other benefits from
measuring and analyzing supplierperformance.
Benefits From Measuring AndAnalyzing Supplier Performance
Establishing Expectations
Sharing The Information
Holding Supplier Recognition Events
Motivate Supplier With PerformanceMeasurements
Expectations From The SuppliersPoint Of View
Case: Letting the Supplier Measure YourOrganization as a Customer
HO SHOULD ATTEND:ntracts, Procurement, Purchasing, and
ject personnel, Engineering, Operational,ality, and Maintenance personnel, and all
ers who are involved in interfacing withtractors or suppliers in the acquisition of
terials, equipment, parts, and services or
yone who wants to improve supplierformance and gain successful outcomes.
7/30/2019 Seminar Leading Managing for Purchasing Procurement
5/135Purchasing & Procurement Center +603 7665 2035 +603 7665 2038 [email protected]
ho Should Attend:
terials, Contracts, or Purchasing Managers,
yers, Contract Administrators, any othernagers or Professionals involved in
plementing cost reduction initiatives or
king for savings relating to the purchase ofods, equipment, supplies, and services.
COURSE SUMMARY COURSE OUTLINE
id you know that as a purchaser you
ould be responsible for spending over
0% or your organizations revenue? Thisould be spent on goods and services like
aw material or even overnight mail. Yet,
y contrast, labour costs seldom exceed0 to 15 percent of sales. So when the
oal is to increase earnings by lowering
osts, you have to look very closely athat and how you buy. Cost Reduction
rograms and Cost Price Analysis andools, when properly implemented, will
esult in dramatic reductions in cost andring significant improvements in
roductivity across your organization.
ey benefits of attending this
workshop:
Explore 20 cost reduction methods
and gain substantial savings
Learn proper Cost Reduction
Reporting Procedures
Streamline and improve your supplier
performance
Master data mining and learn the artof strategic plans
Accurately monitor your cost
improvements
Learn how to get control of your time
with the all important ABC analysis
Develop your skill in handling
Purchase Price Indexes
This Course is Conducted By:Robi Bendorf
Purchasing Savings Impact on the
Bottom Line
See the purchasing savings go right to the
bottom line whereas a small percentage of
sales hit the bottom line
The need for change
Purchasing savings model
Essential Issues in Cost Reduction
Initiatives
A check List resulting for experiences
Cost Reduction Reporting Procedures
A formal reporting process is essential for
you to have a successful initiative and to
motivate people to search for savings
Difference between cost reduction and
avoidance
Types of reduction
Sample reporting form
Continuous Improvement Skills SetThis will give you an essential skill set and
training
A comprehensive list of crucial skill
sets
Data Mining
The 1st critical step for you to perform
world class purchasing is to have a spend
profile
Sources of date to develop the spend
profile
Developing the spend profile
Commodity Codes
Developing the ABC analysis
Opportunity Assessment
After the spend profile is developed, you
need to show how to analyze data.
Included are some essential tools used by
very few purchasers
Analyzing the spend profile
A demonstration of how to use Pivot
Tables, Filters in Excel Course outline
Develop Opportunity Hypotheses
This will enable you to identify specific
opportunities and how to rank them
User group brainstorming sessions
The Improvement Opportunity form
Purchase Price Index
This will show you how to develop a KPI toshow positive savings performance even
when prices are increasing
Developing company purchase price
index and comparing to external
Indexes
Cost Reduction Methods
This will clarify typical savings methodsand enable you to implement improvedperformance
Benchmarking
Early Purchasing
Supplier Involvement
Supplier reduction
Advancing supplier relationships
Supplier qualification methods
Supplier performance measurement
Strategic alliances
Understanding of supply marketplace
Developing commodity plans
Resisting price increases
Reengineering processes
Negotiations
Inventory reduction
Improving terms & conditions
Long term agreements
Information Systems
Value analysis
Reducing Waste in the supply chain
Defining Price/ Cost Analysis
Robi is a true Guru of Purchasing. Casetudy exercises were excellent! The Cost
Reduction Strategies content/programme isractical & relevant to promote effectiveuying. Robi has changed my perspectivef procurement buyers. He has lifted the
rofessional profile of buyers.
GM ProcurementCelcom Axiata Group Berhad
7/30/2019 Seminar Leading Managing for Purchasing Procurement
6/136Purchasing & Procurement Center +603 7665 2035 +603 7665 2038 [email protected]
COURSE SUMMARY COURSE OUTLINE
his course will provide tools andechniques to enable participants to
etermine the need to negotiate, pursue a
actical or a strategic approach to theegotiation and how to separate the key
egotiation drivers of the individual parties.
urther learn how to examine themportance of the negotiation strategy and
ow it is fully integrated into the corporate
rocurement strategy.
ttend & Discover:
Plan in multi-disciplinary teams
Create the right negotiation strategy
Understand key tactics and ploys
Understand the impact of legislation on
the outcome
Select the right type of supplier
relationships - recognise theirapplicability and the best means of
measurement.
Identify key behavioural aspects within
the negotiation
Know what makes a skilled negotiator
Integrate negotiation into the totalpurchasing cycle
Apply the key tasks for the preparationand planning needed for successful
negotiation
Manage the key phases of negotiation
This Course is Conducted By:Rob Thompson
The Evolution of Negotiation within
the Procurement Environment
Strategy Preparation and Determination
Implications for the Buyer and Seller
Negotiation Research
The Ideal Negotiation
Preparation and Planning Key Phases
Key Issues
Key behavioural aspects
Tactics and Ploys
The Negotiation
Structure
Conflict Management
Persuasion Techniques
Review and Analysis
Control
Agreement
Implementation
Personal Negotiation Profiling
Characteristics of a skilled Negotiator Individual Improvement Programmes
What are they?
How are they created?
How can they be used?
What will they tell me?
Skills Assessment Profiling
Analysis and Creation of Individualnegotiation profiles
Style
Power Attitude
Flexible v positional
Handling the Negotiation
A Business scenario to provide base data to
form part of the individual Improvementprogramme and re-affirm theappropriateness of the profile created
Develop the right information base
Understand the Business methods
Understand the social and politicalorganisation
Understand the Financial and legal modus
operandi Understand the Infrastructure and logistical
systems
MAJOR PROCUREMENT NEGOTIATION
EXERCISE:
A negotiation Exercise testing the skills and
profiles of the participants will run for the rest
of the day.
We want the supplier to say yes
The business problem will incorporate all the
key factors of the programme.
Evaluating and re-assessing the Individual
Improvement Programmes and setting targets
for the future.
Who Should Attend:
Materials, Contracts, or Purchasing Managers,Buyers, Contract Administrators, any other
Managers or Professionals involved in
Implementing cost reduction initiatives orlooking for savings relating to the purchase of
goods, equipment, supplies, and services.
Robs interactive approach & in-depthexplanations and examples added immensevalue.He added new dimensions to the ContractManagement, Contracts Creation &
relationship with strategic information andapplication.
Contracts ManagerBT APPLIED TECHNOLOGY
7/30/2019 Seminar Leading Managing for Purchasing Procurement
7/137Purchasing & Procurement Center +603 7665 2035 +603 7665 2038 [email protected]
COURSE SUMMARY COURSE OUTLINE
his programme is designed to improveelegates awareness of techniques and
est practices associated with the
management of oil and gas contracts let tohird party suppliers. This is a fully
articipative programme that will update
elegates on key advances in contractmanagement and developments in the oil
nd Gas sector best contracting practices.
t will incorporate a number of case studiess well as group working throughout.
fter attending you will be able to:
Compose objectives for a procurement of
the provision of products or services fromexternal suppliers
Recognise the skills of a contract
managerDifferentiate the factors that lead to poor
performance versus the achievement of
sound value for moneyIdentify the key stages of the tendering
process and evaluate how these stages
can impact on the success of the contract
Interpret and formulate key performanceindicators and specifications
Employ techniques that will help motivatesupplier performance and buildcontinuous improvement
This Course is Conducted By:Rob Thompson
Common problems associated withcontracts with suppliers in the oil &
gas
Internally Driven Externally Driven
Proactive Strategies to effect problemmanagement
Actions to mitigate the impact
Setting objectives for procurement
projects
The special skills required for
effective oil & gas contractmanagement
Relationship management
strategic planning and implementation
Identification of the key risk
determinants
Development and promulgation of policyand guidance
Standard setting across the organisation
Policing/enforcement responsibility toensure the organisations Policy/
guidance/ standards are being adhered
to
Competitive tendering and how each
stage impacts on the contract
Procurement Cycle Analysis
Supplier management
Total cost approach
VA/VE
Supply Market Development
Developing robust oil & gas contracts
Mapping Demand
Defining appropriate specifications
Writing Control Documents
Risk Management in Oil & Gas Contracts
Undertaking risk assessments Developing risk management strategies
Analysis of Key Provisions inInternational Oil & Gas Contracts
Competitive bidding and Reimbursables
Leverage and Horizontal Integration Standardisation v Innovation v Competitive
Differentiation
Strategic Supplier and Market Development
Bidder Selection MMO Demand Management
E-Procurement opportunities and crossfunctional competency management
Supplier capacity relocation and quality
control
Risk Gain share and Reward
Asset Whole life Cost Management
Principal Standard Form Contracts Used
in the Oil and Gas Sector
EPIC/EPC(I) v Discrete Demand andAssembly
EC, EP, BOT, GC, MC, PSC, TSA, PSAC,
Concession and service contracts
Managing Agent
Consortia/Joint Venture
Ensuring compliance with the contract
Understanding contractual remedies for
poor performance
Key Contract Clauses
Applying effective contract monitoring
Key Measures of Supplier Performance
Improving Performance
Change control mechanisms
Handling Claims and Variations
Partnering & Negotiations
Creating partnering style relationships withsuppliers Negotiating improvements to current
service delivery
Management and Negotiation Techniques
Managing the Legal Issues
Dispute Resolution Process
Key Legal Contractual Risk Management
Issues
Managing force majeure and liabilityclauses
Motivational factors that enhance
performance and create continuousimprovement
Joint Performance Systems
Performance Reviews
Incentives
Review and evaluation
Who Should Attend:
Contract Administrators, Project Coordinators,
Contracts Officers and Managers, EngineeringProject Managers, Construction Managers,Tenders Managers, Buyers, Procurement/Purchasing Managers, Project Managers,Maintenance Mangers and Systems Managersand all others in organizations whoseleadership want world-class skills sets in thoseinvolved in contract management activities.The program is a great way to develop thosenew to the function, prepare for a majorproject, or useful as a refresher for veterans
Rob is exceptionally skillful and excellenttrainer. he successfully managed totransmit excellent and well composed
information to us.I have gained more knowledge (new) withimprovement of existing ones.
Contracts ManagerALDAR PROPERTIES
This course has added to me morenformation and gave me a guideline andules to be implemented in my work. I reallyhank you[for the] quality training thatour company had provided.
Contracts SpecialistMAADEN PHOSPHATE COMPANY
7/30/2019 Seminar Leading Managing for Purchasing Procurement
8/138Purchasing & Procurement Center +603 7665 2035 +603 7665 2038 [email protected]
COURSE SUMMARY COURSE OUTLINE
n todays economic environment, doinghat youve always done-even if you do itery well-is no longer acceptable. Underressure to contain costs and produceesults despite challenging circumstances,ou need to transform rather than simplymprove operations. That means adoptinghe philosophies, methods, and processeshat will make your organization best inass
What makes an organization best in class?he answer can vary with each company,ut there are practices that many leadingompanies are adopting. We will presentey practices that have been employed invariety of industries and locations.
he sequence of these best practices doesot indicate any priority or suggest aigher or lower importance ranking.owever, the presentation does offer aystematic approach for measuring theffectiveness in building a best in classrocurement group.
hese practices include the following:
Enterprise alignment in conjunction with
strategic directionUtilizing certain technologies to enhance
capabilities and proficiency
Establishing relationships with keysuppliers
Engaging in g in strategic sourcing
Application of total cost of ownership
(TCO) and not priceUsing a structural application to fit multi
national supply requirementInitiating the appropriate level of control
to ensure accomplishment of results
Minimizing risk via a systematic andcollaborative approach
Optimization of inventory
ven if you have implemented some ofhese practices, the insights and examples
resented will serve to validate yoururrent strategy. Understanding more
bout these practices will aid you inelecting the additional ones to move you
oser to a best in class enterprise!
This Course is Conducted By:Michael Gozzo
What you will learn:
How to initiate an assessment of yourposture relative to best practices
How to employ effective tactics that will
win stakeholder engagement
The best technology tools to employ in
various situations
Spend Analysis capability
Supplier Relationship Management
Collaborative Forecasting Planning
and Replenishment How to establish alliances for critical
relationships
How to create a platform for problem
resolution What are the steps involved in
employing strategic sourcing
What is Total Cost of Ownership (TCO)
How to employ TCO
What is optimization of inventory
How to achieve an inventory level that
will reduce inventory
How to determine procurement/supplyorganization to fit most situations
I. Introduction
a. Todays competitive issues
b. The role and impact of procurement
c. Studies identifying the best practices
II. Enterprise Alignment
a. Leaderships Role
b. Structural considerations necessary for
best results
c. Stakeholders who, why and how toinvolve
d. Exercise - enlightenment
III. Collaboration - A Major Results Tool
a. Supplier relationship maturity model
b. Transforming the relationship
i. Developing Trust
c. How to increase supplier involvement
IV. Strategic Sourcing as a Major Tool
a. What is it and why do it?
b. Defining the process steps to
accomplish itc. Developing and managing the supply
base
i. How many suppliers are needed?
ii. Selection and evaluation
techniques
d. Exercise Supplier Selection/
evaluation
V. Procurement s and Cost (TCO)
a. Traditional financial impact
b. Procurement process cost factors
c. Operational performance costs
d. Total Cost of ownership (TCO) vs.
Traditional Accounting
i. How to reduce the TCO
e. Process Improvement Model
VI. Leveraging Technology
a. Supplier Relationship Management
(SRM)
b. Supply Chain integration
c. Definition of e-tools and their
application
i. Spend Analysis
ii. E-sourcing
d. Pitfalls to avoid but learn from
VII. Risk and Procurements Role
a. Where are the risks?
b. Risk Analysis Tools for mitigation
VIII. Case Study Application of Best
Practices
HO SHOULD ATTEND:
chasing, Procurement, and Supply Chain
nagers and professionals, Materials,ntracts, Projects, Maintenance, Operations,
Financial Managers and, All othernagers and Professionals interested in
ering total cost and increasing productivity
profit contributions from betterchasing operations.
7/30/2019 Seminar Leading Managing for Purchasing Procurement
9/139Purchasing & Procurement Center +603 7665 2035 +603 7665 2038 [email protected]
COURSE SUMMARY COURSE OUTLINETodays economics in business has broughtmany companies to address majornvestments like inventory with a limitedresults solution outsource the functionand/or activity. Procurement services andContract manufacturing activities aretypically what have been employed. Somereduction of inventory occurs BUT it isminimal as to what it could be.
In order to achieve a level ofsignificantreduction (more than 20% improvementper a research agency) throughout thesupply chain, a deeper awareness of whatcreates inventory needs to be understood.WHY? Certain actions taken will onlyprovide a short term impact/result. Thebasic problems havent been addressed(actions to reduce order quantities &revert to Lean Practices for delivery havedownstream impacts: 1) increasedequipment downtime; 2) increasedtransportation and handling costs. Theseeffects could have been avoided byaddressing core operating issues/problems.
The presentation will provide the basicfoundation to the principles drivingnventory decisions. Instruction will dealwith premises and practices thatnecessitate some inventory but end upbecoming drivers of day to day activities.The result being excessive levels buildingduring good times and reduction efforts
n bad times. The focus of the enterpriseneeds to be a balance and minimization ofthe inventory level all the time.
Learning Outcomes
How to control inventory physically andvirtually via computer systems andplanning techniques.
What are the advantages of the variousvaluation techniques (LIFO, FIFO,Average Cost)
How to determine which is theappropriate replenishment technique toemploy
What are the various order quantityapproaches and when they should beused
How to calculate the Cost of CarryingInventory and its application What are the different measurements
and what they mean How to define what is the appropriate
inventory level? What are the requirements and practices
for improving your posture?(competitive advantages of anenterprise).
How do you arrive at a projection ofyour business revenue?
What is the frequency of theadjustments to the projection and whatprecipitates it?
What level of inventory investment isrequired to ensure 99.9% customerservice?
How are your business planning andoperational policiesadjusted regarding forecast revision?
How to incorporate operating practicesthat promotecross-functional relationships to resolveand improvecustomer service and satisfactionperformance?
Todays business environment
Impact of the Supply Chain
Lean thinking principles
Customer satisfaction andcollaborative relationships
Global posturing
Information technology and its
influence
Overview of concepts application
What is forecasting?
The four (4) factors affecting a
forecast Demand Management and its
correlation with forecasting
Statistical inventory management &control
Inventory investment versus service
levels How lead time and various inventory
replenishment systems affectcustomer satisfaction and investment
Database Development
Terminology
Database map and editing
Why merge databases
Forecasting
Its impact on a business....pro and
con
What is the complexity of your
environment?
Forecast process strategies
Various approaches/methods offorecasting
Affects of product life cycle position
Demand Management
Reasons for inaccuracy
Monitoring the forecast for variation
Techniques used Bias, trend signals,demand filters and others
Customer Relation Management
(CRM)
Collaborative Planning Forecastingand Replenishment (CPFR)
Sales and Operations Planning (S&OP)
What is it and its role in a
company?
Identifying the product/service
hierarchy
The five (5) process stepsinvolved in creating a S&OP
Developing a S&OP grid
Outputs from the S&OP
Assessing your S&OP
process What then?
The benefits of the S&OP
Inventory Management and Control
Why carry inventory?
Ten (10) critical inventory issues The relationship of inventory to
forecast revision, demandconsolidation and succession
Inventory management versus
control
Three (3) steps to inventory
control
Safety stock, why and how much?
Service policy a realistic necessity
Average inventory
Measurements
Turns versus days of supply
Other performance indicators
Inventory and forecast variability
Ordering rules/policy
Replenishment alternatives
Kanban, ROP, MRP, VMI &
others
Conclusion
This Course is Conducted By:Michael Gozzo
WHO SHOULD ATTEND:
This program is targeted at people who are
responsible for planning and forecastingespecially: Forecasters / Forecasting
Supervisors or Managers / Master Schedulers
or Planners / Master Scheduling Managers,Directors, GMs / Inventory Planners or
Analysts / Inventory Managers, Directors or
GMs / Supply Chain Analysts, Managers orDirectors / Warehouse Managers / Material
Management Managers & Directors /
Distribution Managers or Directors / Product
Planners or Analysts / Financial Analysts orControllers / Operations Managers /Product
Analysts, Planners, Managers or Directors /
Marketing Managers or Directors / CustomerService Analysts
7/30/2019 Seminar Leading Managing for Purchasing Procurement
10/1310Purchasing & Procurement Center +603 7665 2035 +603 7665 2038 [email protected]
COURSE SUMMARY COURSE OUTLINE
Many negotiation courses address the
topic in a general light or focus on
negotiation as a sales tool without muchfocus on contracts & procurement.
This workshop however, is specificallyfocused upon the IT and Outsourcing
commercial relationship negotiation
nterface. You will learn how to becomean effective negotiator in the context of a
commercial contract you will realize thatnegotiation is not merely an event, but
rather an inter-related phase in a largerprocess.
Attend and Discover:
When should you negotiate?
How can you best prepare for
negotiations with IT/Outsourcingcommercial partners?
Why are internal negotiations withstakeholders sometimes tougher than
negotiating with external commercialpartners?
Develop effective negotiation
strategies for your contracts in the IT/Outsourcing sector!
Assign effective roles to negotiationteam members!
How to create negotiation strategies
that enable greater value and riskpositions?
Identify negotiation tools that are
needed for negotiation success in theIT/Outsourcing sector!
Defining viable and effective
negotiation tactics
Knowing the tactics and when to usethem anticipating the tactics of the
other side - and planning how to reactand respond
Assigning certain tactics and roles tothe appropriate team members - and
preparing for the implementation
Exercise 1 - Addressing twenty potentialtactics, and selecting the right ones, for
negotiating a IT/Outsourcing contract
Developing a robust negotiation
strategy document
Defining the overall strategic outcome
of a negotiation
Key elements of a negotiation
strategy document
Socializing the negotiation strategythroughout the enterprise before the
negotiation formally commences
Exercise 2 Creating useful
multipurpose negotiation strategydocuments - from data modeling
contracts to hardware maintenancecontracts
Pursuing a positional negotiationapproach
What is positional negotiation?
Knowing when to use positional
negotiation approaches
Creating a principle-based negotiation
strategy
What is principle-based negotiation?
Knowing when to use principle-basednegotiation approaches
Understanding the risks and benefits
of principle-based negotiations
Exercise 3 - Role play: Negotiating amaintenance services agreement, using a
principal-based approach
Mastering the challenges of internal
negotiations
The differences between internal and
external negotiations
Tactics and strategies for internal
negotiation success Understanding the stakeholder -negotiation adversary or enabler?
Exercise 4- Negotiating a servicescontract to support stakeholders across
the entire integrated, multi-national
enterprise
Populating the negotiation tool box
The proliferation of electronicnegotiation platforms
The need for negotiation strategy
documents Capturing lessons learned and driving
continuous improvement across other
negotiations
Calculating financial equivalents in awinning negotiation
How to measure financial equivalents
in a negotiation
What to do when negotiating theimmeasurable. Keeping score - even
when the financial equivalents change
Exercise 5 Negotiating a IT maintenance
services contract - and knowing the valueof what was gained and given
This Course is Conducted By:Jim Bergman
HO SHOULD ATTEND:
rchasing, sourcing and supply managementfessionals Sales contracting professionals
ntract lawyers and attorneys Finance
fessionals involved in contracting Contractnagement professionals Contract managers
d administrators, End-users who impact, or
impacted by, the contracting processntract Negotiators Commercial,
ationships Manager Purchasing, sourcingd supply management professionals Sales
ntracting professionals Contract lawyers andorneys Finance professionals involved in
ntracting
Really happy that I signed up forthis course. Full marks!
Jim is one of the best instructors forcontracts and procurement around!
I like to thank Jim for this greatcourse
7/30/2019 Seminar Leading Managing for Purchasing Procurement
11/1311Purchasing & Procurement Center +603 7665 2035 +603 7665 2038 [email protected]
Robi BendorfCPM, CSPM, MCIPS has more than 35years of diversified, has over 30 years of diversifiedindustrial purchasing and sales experience involving
both domestic and international activities for a broadrange of manufacturing and service businesses. Hisvast practical experience combined with an excellenttheoretical understanding, strategic focus, and ability to
quickly implement concepts makes him a much sought afternternational authority in procurement.
HERE ARE A FEW HIGHLIGHTS OF HIS ILLUSTRIOUS CAREER:
Westinghouse Distribution and Control Business Unit:
$14 million in cost reductions by developing procurementstrategies for key commodities that took advantage of multi-plantvolumes and resources
Increased value from 17 to 30% of materials controlled bycentral purchasing by managing commodity specialists inimplementation of strategies
Westinghouse Trading Company:
Doubled sales income by promoting benefits of overseasprocurement to Westinghouse corporate and division levelexecutives
Achieved cost savings opportunities of over $3 million by on-site analysis of products and components purchased or made inhouse.
Tripled supplier base by determining potential sourcing countriesand locating new suppliers
Westinghouse Commercial & Industrial Air Conditioning Division:
Improved productivity of department by 76%
with excellenceguidelines
Increased cost reduction by 200% with cost reduction strategiesMedical Instrument Manufacturing Division of Fortune Top 100Corporation with Annual Sales $700 million:
Achieved 20 to 35% savings from overseas suppliers bydeveloping formal Global Sourcing Process and implementingactions
Non-Profit Health Insurance Association Annual Sales: Over $2Billion:
Accomplished $1.5 million in savings in less than 6 monthsby re-organizing spend profile
Large non-profit Professional Society Annual Revenues $70million:
$ 1 Million in savings opportunities identified Reduced 1500 suppliers by 25% per year by implementing cost
reduction program
Trainers Profile
Michael has over 30 years experience in SupplyChain, Demand Flow Technology, Just-In-Time,Total Quality Control, Inventory Control and
Production/Operations Management. Hisexperience as a practitioner concluded aftercompleting seven years as Director ofOperations at a division of Allied-Signal. He
subsequently became a consultant and guided manufacturersand computer OEMs (Apple) in the planning and interface withtheir suppliers. He has traveled and worked extensively inCanada, England, Hong Kong, Ireland, Scotland, Germany,Japan, Korea, Mexico, Indonesia, etc.
Michael has been selected to Who's Who in AmericanManufacturing and is one of the best in his field as can beseen from his Certifications, Memberships, Publications,Clients and Testimonials outlined below:
Certifications & Memberships Certified in Production and Inventory
Management (CPIM) & Certified Supply ChainProfessional (CSCP) by the Association forOperations Management (APICS),
Member of the American Society for Quality (ASQ), Member of the Institute for Supply Management (ISM
formerly NAPM), Member of Society for Manufacturing Engineers
(SME), Member of International Service Quality
Association (ISQA).
Books Published: Michael is a successful and
established author of many books. He is the co-author of "MadeIn America - The Total Business Concept", "Just-In-TimePurchasing", "Supplier Certification", "Behind Bars: Bar CodingPrinciples and Applications", and his latest "PeopleEmpowermentSuccess Through Involvement".
CONTACT US if you would like to have anIN-HOUSE TRAINING
08.30am Registration & Morning Coffee09.00am Training Starts10.45am Morning Coffee Break11.00am Training Resumes01.00pm Lunch02.00pm Training Resumes03.40pm Afternoon Coffee Break04.00pm Q & A05.00pm End of Training
TRAINING SCHEDULE
To Register, please see the last page
mailto:mailto:[email protected]:mailto:[email protected]7/30/2019 Seminar Leading Managing for Purchasing Procurement
12/1312Purchasing & Procurement Center +603 7665 2035 +603 7665 2038 [email protected]
Jim Bergman VP - IACCM With extensivecontracting and negotiation experience in IT,outsourcing and various other types of commercial
contracting, Jim serves as Vice President for AsiaPacific and Middle East for IACCM a globalassociation focused on the effective development,creation and implementation of leading contractingpractices. Prior to joining IACCM, Jim was a
contracts attorney for a Fortune 500 petrochemical corporation,Amoco Corporation, and was responsible for legal and negotiationssupport to the IT procurement staff. He supported multiple locationsglobally, where he addressed strategic sourcing, IT/outsourcing andegal issues concerning services valued at more than $1 billionannually.
Jims experience encompasses developing, drafting, negotiating andmanaging IT, Telecom and outsourcing contracts for a wide array of
projects with multiple clients. He has extensive background in thenegotiation of outsourcing of hardware acquisition, hardwaremaintenance, software development and maintenance, systemntegration, ERP, telecommunication equipment, services andnetworks and various other outsourcing projects.Across his wide array of experiences, he has been extensivelynvolved in establishing many customer-provider relationshipsfounded on IT contracting and outsourcing best practices. He hasalso led in developing and delivering both public and internal trainingprograms related to IT/outsourcing.
As a strategic management consultant, Jim has assisted numerousclients through all phases and steps of contracting, negotiation,outsourcing, overall sourcing and bidding processes, and contractmanagement processes, demonstrating savings well in excess of
$100 million. Jim has also served as a workshop instructor in manytopics regarding sourcing, contracting, law and negotiations. Hisaudiences and clients have included attorneys, plus financial,operational and contracting professionals from multinationalcorporations and the public sector, including BP, Delphi Automotive,DuPont, FedEx, General Motors, Intuit, Johnson & Johnson, LamResearch, Makro, Maxis, Merck, Monsanto, Petronas, Shell, theState of California, the State of Florida, the State of Texas, Sun Lifeof Canada, Warburg Dillon Read/Union Bank of Switzerland,WalMart, Wellpoint, and the Workers Comp Board of BritishColumbia.
Jim holds a Law Degree, an MBA, a Bachelor of Arts and a Masterof Arts degree. In addition, he is licensed to practice law in Illinois,
Texas and Oklahoma, as well as various US federal courts.
Testimonials:
Trainers Profile
One of the best courses Ive been to and a great help to mywork
Practical, Easy to Understand and Extremely Useful. What more can I ask.
Really happy that I signed up for this course. Full marks!
Jim is one of the best instructors for contracts and procurement around!
I like to thankJim for this great course
Rob Thompson is an outstanding procurement &contracts professionals with 30 years internationalexperience in strategic & operational procurement and
contracts. He has a natural passion for trainingprocurement & contracts people seen in the facts thathe has delivered over1,000 specialist trainingprograms with CIPS and over 400 other trainingprograms with other organisations worldwide.
His specialist areas include purchasing and contract management,the development and implementation of major business strategicinitiatives, negotiation, contract law and market and supplierdevelopment across a broad spectrum of business organisationsand commodity areas including oil & gas, facilities management,construction, financial services, manufacturing, food processing andIT. Hes an expert at developing and organising the interface withinternal and external suppliers, customers, and sub-contractors.
Rob has the ability to merge theory with practice and make lively andinteractive sessions.
Rob has a unique style of training, he has theability to combine theory with practical applicationto create workable solutions for the organisation.
Sarah Sediqa
Strategic Business Development, LKPP Indonesia
Rob is not just a procurement & contracts consultant and trainer, butalso as a practitioner where he has many achievements on costsavings, contract utilisation, supplier base reduction and commoditynegotiations & development.
As a Regional Director of Purchasing Rob achieved:
Over $15 Million in Savings;
15% reduction in supplier base;
Increased contract utilisation by 15%; and
Increased purchasing efficiency by 18%.
As a Regional Purchasing Manager earlier in his career Robachieved a 5% savings when developing and negotiatingcontracts for 5 new commodity areas.
Heres what others say about Rob.
We wish we had many more like Rob he hasinspired us to develop procurement to a higherlevel of credability within our organisation.
Samir Taghiyev
Contracts Engineering Specialist, BP Azerbaijan
Rob has a great enthusiasm for procurement andhis style and personality is infectious.
Raul Aliyev
Contracts Engineering Specialist, Ras Gas
Rob has generated a greater interest in
procurement across the collective organisationswe work with than any other procurement trainer.
Valerie Roberts
Legal Adviser Public Procurement , IDLOCONTACT US if you would like to have an
IN-HOUSE TRAINING
mailto:mailto:[email protected]:mailto:[email protected]7/30/2019 Seminar Leading Managing for Purchasing Procurement
13/13
REGISTRATION FORMREGISTRATION FORM
PAYMENT OPTIONS: Please tick your method of paymentPAYMENT POLICY: Payment is required within 5 days uponreceipt of the invoice.
BANK TRANSFERBank Name: STANDARD CHARTERED BANK MALAYSIA BERHADBank Address: Lot 10, Jalan Sultan Ismail,
50250 Kuala Lumpur, MalaysiaBank Account Name:
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CHEQUEPlease make your cheque crossed payable to KAVAQ BUSINESSINTELLIGENCE (M) SDN BHD in Malaysia Ringgit (MYR).
REGULAR FEE RM 5,995.00 / USD 1,995.00per participant
Group of 3 to 5 RM 5,635.00 / USD 1,875.00(6% off) per participant
Group of 6 or more RM 5,096.00 / USD 1,696.00(15% off) per participant
Supplier Qualification and Performance Measurement14 - 15 January 2013, Kuala Lumpur - Malaysia
Cost Reduction in Purchasing16 - 17 January 2013, Kuala Lumpur - Malaysia
Strategic Negotiations in Procurement & Purchasing25 - 26 February 2013, Kuala Lumpur - Malaysia
Strategic Contract Management For Oil & Gas27 - 28 February 2013, Kuala Lumpur - Malaysia
Leading & Managing for Procurement & Purchasing16 - 17 April 2013, Kuala Lumpur - Malaysia
Tender Management18 - 19 April 2013, Kuala Lumpur - Malaysia
IT Contract Management18 - 19 April 2013, Kuala Lumpur - Malaysia
Global Procurement Best Practices27 - 28 May 2013, Kuala Lumpur - Malaysia
Materials & Demand Planning29 - 30 May 2013, Kuala Lumpur - Malaysia
IT Contract Negotiation1 - 2 July 2013, Kuala Lumpur - Malaysia
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