Graduate diploma - The Chartered Institute of Purchasing and Supply

3.4 Determine and justify
ways of developing
organisational
competencies so that
purchasing can increase
its productivity and
effectiveness
• Why it is important to
develop people in the
workplace
• Role of organisational
competencies and the
need to align purchasing
competencies with
functional and corporate
strategies
• The range of skills and
competencies for
purchasing and supply that
can be reliably assessed
and measured
• The purpose of training
needs analysis (TNA) and
skills assessment
• The processes of TNA and
the merits of independent
assessment
• Contrast between training
and development
• A range of training and
development solutions for
purchasing, including the
merits of blended learning
and action-learning.
4.0 LEADING CHANGE IN THE
SUPPLY CHAIN
(Weighting 35%)
4.1 Propose how to develop
compelling and innovative
vision, values and culture
for a purchasing function
• The meaning of the term
‘vision’ and its need to be
compelling
• How vision can be created
and the actions required to
gain buy-in
• How vision should be
communicated and
reinforced
• The meaning of the term
‘culture’ in the context of
the purchasing function
• Role of the leader in
promoting cultural change
• An appropriate range of
values and organisational
behaviours for the
purchasing function and
the benefits of having
explicit value statements
• The importance of
corporate social
responsibility (CSR) and
ethics in building
sustainable values within
the purchasing function.
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4.2 Critically evaluate
different models of change
management in the
purchasing function and
the wider organisation as
a whole
• Factors driving change and
their impact
• The relative merits of
evolutionary versus
revolutionary change
(Balogun & Hope Hailey)
and the respective
implementation strategies
these require in the
purchasing context
• Lewin’s models for
planned change and
behavioural modification
• The merits of employing
external resources to lead
organisational change.