Building the Modern Procurement Manager! People ask us why? What’s so different about the AICP that you feel you can take on the established organisations in the UK and in the US?
Here is why we are different;
There are two strings to our bow; Professional Certification in Internal Control, Risk Management, Governance, and Procurement & Supply Chain Management. Both programmes complement each other. We apply Internal Control and Risk Management to Procurement practice. This has the effect of expanding the procurement manager’s knowledge and skills in key business processes.
With more than 60 years’ experience in procurement and business management at senior levels in large and medium size organisations and the public sector we have found that the design, application and monitoring of internal controls and risk management in the procurement process is often a serious management challenge. Not to do it, or not to know how to do it, is a weakness in a procurement manager that should be resolved.
This is why our ‘learning programmes’ encompass the key issues and responsibilities of a procurement professional with those of an internal control and risk management professional. There is no doubt a business could survive without professional procurement, but it would not last long without effective internal controls.
We take an entirely different view of the role of the modern procurement professional, which is why we are transforming the traditional and conventional procurement role (such as CIPS has promoted for 80+ years) into an increasingly and more important business role, with procurement recognised as a core organisational process, integrated into operational strategy and designed to maximise stakeholder value.
If you think about it; a ‘professional’ who has to market his or her services to internal customers, who happen to be work colleagues, and a ‘profession’ that continually promotes its members as being capable of taking a seat at the boardroom table, for which most do not have the capacity in terms of business acumen, is not an attractive option. We are remedying this defect.
We see the procurement role in a more strategic sense with responsibility for;
- Producing all-embracing procurement policies, i.e. policies agreed by the CEO and which would apply to all personnel permitted to spend money;
- Building and maintaining a systematic process for identifying and evaluating procurement risks;
- Creating awareness and understanding of risks, supply market distortions and plans to counteract them;
- Ensuring that operational managers and others with responsibility to buy goods, materials and services understand the fundamental drivers of procurement;
- Putting measures in place which would reflect awareness of the possibility of fraud and unprincipled supplier (or staff) behaviour;
- Advising buyers and project managers of effective strategies for obtaining key product sourcing requirements and which influence supply markets and market responses;
- Training operational managers, project managers and buyers in good procurement management practices;
- Regularly measuring and reporting at board level the strategic and financial benefits derived by professional procurement practice enterprise-wide;
- Identifying cross-business procurement opportunities and facilitating appropriate cross-business initiatives;
- Leading negotiations and negotiating teams; and
- Ensuring compliance with legislation… to name a few.
Taking a seat at the top table then becomes a reasonable objective for the head of procurement. All our courses are focused on this objective.
Incidentally, CIPS’s qualification (MCIPS) takes a candidate 4 – 6 years to achieve as part time courses and up to three years full time. With our online learning courses (or via the classroom) we have no ‘padding’. This enables a candidate to achieve certification in less than two years, perhaps a year if they work hard, and at a fraction of what CIPS charge for their study materials.
This is our vision. Join us on the journey to change.
Chief Executive Officer