
Managing the Acquisition Process
Overview
Get answers and reliable negotiating insights.
Learn a proven process for managing acquisitions so you get
the best and safest deal possible. Understand the issues
beyond technical considerations: vendor management, the intricacies
of contracting, vendor ploys, negotiation strategies and tactics,
procurement tools and more. This workshop has saved ICN clients
billions of dollars. Whats more, weve helped clients
ensure their rights, remedies and deal flexibilities.
Click
here for a print friendly course outline
Benefits
- Master
negotiation strategies
- Understand
successful procurement methodology
- Maximize
your protection
- Gain
significant bottom-line dollars
- Counter
vendor ploys
- Use
RFPs to negotiate with power
- Obtain meaningful warranties and remedies for vendor noncompliance
Register Now — Save Your Seat! |
Washington, D.C. • April 24-26, 2012
Pricing:
Your price is $1,795
If you are a Caucus member pay only $1,695
Multi-registration discounts are available.
Find out your level of discount.
Call us now for a live voice! Phone: 407.740.0700 |
3 Ways to Register |
Online: Click here now.
Call us Monday–Friday between 8:30 am and 5:00 pm ET
Phone: 407.740.0700
Fax us anytime at 407.740.0368 using our
Fax Registration Form.

|
| Also available at your site.
Click for more information |
| CTPE |
ICN
courses qualify for CTPE credits. Caucus awards up to
18 continuing education hours to attendees of this
workshop toward their Certified Technology Procurement
Executive certification. |
| C.P.M. |
Those
successfully completing this workshop can receive up
to 18 C.P.M. points. ISM's consent to award points
is not an endorsement of this program or its contents. |
|
Workshop Outline
Click here for a print friendly course outline
Your Challenge
Customer Environment
- Less experience
- Urgency
- Less incentive
- Relationship
- Tradition
- No formal process
Our Worthy Opponent
- Full-time
- Highly trained
- Information
advantage
- Very motivated
- Team advantage
- Superior product
knowledge
Relationship Dynamics
- Customer
objectives
- Vendor objectives
Risk Allocation
- Customer
- Vendor
Defective Process — What’s
Wrong?
- Evaluation
- Selection
- Negotiations
The Solution — The Managed Acquisition
Process
- Form Team
- Why?— Five reasons,
including:
- Gains
power
- Represents total organization
- Who? — Just
the people impacted, including representatives
from:
- Finance
- End users
- Legal/contracts
- Senior management
- Purchasing/procurement
- Product/service expertise
- Operational management
- Others impacted by
the deal
- Structure — Two-tiered:
- Roles — Seven key
roles, including:
- Establish Decision Criteria
- Determine
results or resources
- Who will be responsible for
the outcome?
- Who will be responsible for the
project management?
- Determine requirements
- Resources
- Results
- Service levels
- Desired outcomes
- Collect objectives
- Gain consensus
- Get comprehensive understanding
- Develop
performance measurement criteria
- Issue Request
for Information — Five advantages,
including:
- Gain RFP input
- Negotiate representation
reliance agreement
- Determine
Relationship Architecture
- Strategic partnership — Seven essential
characteristics, including:
- Shared risks
- Mutual commitment
- Continuous improvement
- Tactical alliance — Four main
components, including:
- Mutually beneficial
- Recognize differing objectives
- Managed competition — Four key
benefits, including:
- Maintain
vendors’ attention
- Maximize
customer’s
negotiation position
- Gain Management
Approval
- Prioritize
objectives
- Why? — Six critical reasons,
including:
- Gain support
- Resolve internal differences
- Who?
- How?
- Rate individually
- Rank as a team
- Prepare Position Paper
- Four primary benefits,
including:
- Gain authority
- Use as game plan
- Seven major content areas,
including:
- Negotiation
considerations
- Potential
vendors’ strengths
and weaknesses
|
- Develop Contract
- Benefits — Six advantages
to using your contract, including:
- Improve quality
- Qualify vendors
- Objectives — Five major
goals, including:
- Fit the transaction
- Facilitate monitoring and enforcement
- Enforceability — Converting “vendorspeak” into
meaningful language
- Contract hierarchy
- Philosophy
- Concepts
- Details
- Issue Request for Proposal
- Objectives — Seven important
things, including:
- Increase control
- Maximize competition
- Content — Seven sections,
including:
- General procedures
- Your contract
- Conduct Bidders’ Conference
- Objectives — Six keys,
including:
- Obtaining best offers
- Promoting competition
- Benefits — Five advantages,
including:
- Puts you in control
- Reduces incumbent’s overconfidence
- Evaluate Potential Vendors
- Quality of response
- Operational
- Technical
- Contractual
- Financial
- Decision model
- Team analysis
- Prioritized objectives
- Weighting factors
- Update Position Paper
- Qualify at least two potential vendors
- Identify conceptual
- Ensure authority
- Implement the Zone of Consideration
- Overview
- Multiple vendors in the zone
- Power shifts over time
- Select vendor(s) after negotiations
- Maintaining power — Eight ways,
including:
- No last chance
- Decision at any time
- Control logistics
- Negotiation tactics — Sixteen to
consider, including:
- Silence
- Surprise
- Calling a caucus
- Vendor selection
- Responsiveness
- Competitive negotiations
- Bargaining process
- Offers
- Counteroffers
- Aspiration levels
- Manage the Contract
- Benefits
- Enforcing your rights
- Ensuring vendor performance
- Record of performance
- Input into future decisions
- Responsibilities
- Delegate authority
- Senior project executive
- Quality review committee
- Methodology
- Maintain a log
- Review events and progress
- Conduct regular meetings
- Take action immediately
Keys to Success
Thirteen critical factors, including:
- Information
- Attitude
- Alternatives
The Truths of Contracting
Ten important principles to remember,
including:
- If it’s not in the contract, it’s not
in the deal.
- Contract and relationship management are critical.
- It is NOT a relationship of trust; it is NOT a partnership.
Supplier Ploys
Eighteen common ploys, including:
- “Divide and Conquer”
- “Try It, You’ll Like It”
- “Who Has the Keys to the Company Store?”
- “Price Protection Contract/Price Increase Coming”
|
Click
here for a print friendly course outline |
|