This seminar is designed for procurement managers and executives who operate in complex markets to complete large value deals.
Strategic negotiators need to be able use the marketplace in order to obtain the value that will contribute to their corporate need. Either as buyers or sellers, effective operators know what they want and have the tools to scope the opportunity and then implement it.
This is a workshop-style seminar and delegates will be expected to bring live issues which they will be able to work on during the two days. Delegates will be expected to participate fully in the workshop: sharing, debating and applying the techniques and methodologies.
By the end of this seminar we expect that delegates will be able to:
- Understand better how to structure negotiations to their advantage
- Know how to apply the theoretical analysis tools in live situations
- Formulate negotiation strategies leveraging best opportunities available in the marketplace
- Apply a rigorous understanding of companies' financial information to enhancing their negotiation outcomes
Duration and Scope
This is a two-day seminar. It is a highly intensive practical workshop concentrating on both case study and live delegate-centred issues.
Session One
- Negotiation strategy
- Creating a differentiated approach to negotiation
Session Two
- Introducing the case
- The 4 5 6 of negotiation
- Making strategy work
Session Three
- Market analysis
- Financial analysis
Session Four
- Creating a strategic negotiation plan
- Collecting market information
- Contingency planning and scenarios
Session Five
- Case study work in groups
Session Six
- Creating a strategic business relationship model
- Implementing a market relationship plan
- Managing a market-driven portfolio of relationships
It is planned that the case study will continue throughout both days.
With over 18 years’ experience, Bill Mayville has held executive positions in procurement, finance and operations within the manufacturing, retail, distribution and consulting industries. He has extensive experience and end-to-end knowledge in global sourcing, negotiation, supply chain and marketing initiatives, as well as significant knowledge and expertise in collaborative sourcing. Mayville is skilled at bringing internal and external players to the table and ensuring a unified buying process. Mayville has significant restructuring experience, leading initiatives for many clients in growth, reorganization and downsizing stages. He is a driving force for identification and implementation of savings opportunities and internal controls. He has led hundreds of cross-functional teams through systematic processes for complex strategic initiatives throughout his career and has an innate ability to convey complex concepts in a simple and structured manner.
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Procurement Law and Contract Management: Recent Developments, Tools, Tips and Traps
Judy L. Wilson
Partner, Blake, Cassels & Graydon LLP |
Keeping up with developments in procurement law can be a time-consuming but extremely important part of any purchasing function: it is the only way that purchasing managers can ensure that their documents are protecting their organizations from procurement rules that they may not even be aware of. There are three steps to dealing with procurement law developments: first, a purchasing manager needs to be aware of new legal developments. Second, he or she needs to understand what the impact of those legal developments are likely to be on the organization's approach to procurement or procurement practices and, finally, practical solutions need to be incorporated into procurement documents to take into account or to mitigate the impact of new developments. The first part of this seminar is aimed at getting purchasing managers through this three-step process. This first part of the seminar will:
- Review recent cases including Tercon Contractors Ltd. v. British Columbia and Bot Construction Limited v. Ontario (Transportation)
- Identify and explain new developments in procurement law
- Describe the impact that these developments will, or could, have on procurement processes and practices
- Set out practical solutions to mitigating the impact of any new developments
The second part of the seminar will focus on the transition from the procurement process to contract management. This is often a period that determines whether the rights and obligations of the bidders are fully exercised (the return of bid security at the proper time, the proper replacement of bid security with security under the contract, parental guarantees, etc.) And whether the obligations of the successful bidder are properly triggered (proper schedules and timing of deliverables, identification of any "start-up" issues, transition from an incumbent provider). This second part of the seminar will:
- Identify key issues that arise during transition
- Discuss how to get a good start
- Address issues that are commonly missed or are problems
- Help you overcome obvious traps or pitfalls
Judy Wilson is a commercial lawyer with over 20 years of experience dealing with commercial issues related to infrastructure and public procurement of goods and services, as well as outsourcing. She has advised both domestic and international clients. Some of her recent projects include: Ontario’s nuclear new-build project, various projects with Infrastructure Ontario with respect to alternative financing for hospitals and other public facilities, and legal services related to management contracts, operating contracts and leases in the water and wastewater sector in Canada, South Africa, the West Bank, Jordan, Gaza, Armenia, Uzbekistan, the Philippines, Zambia, India, Ukraine and Mozambique. She is recognized in Chambers Global: The World's Leading Lawyers for Business 2009 in the Projects: PPP & Infrastructure category.
Wilson was admitted to the Ontario Bar in 1985, and received her LL.B., M.P.A. and B.A. (Hon.) from Queen’s University.
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