Graduate diploma - The Chartered Institute of Purchasing and Supply

LEARNING OBJECTIVES AND
INDICATIVE CONTENT
1.0 THE CONCEPT OF
STRATEGY AND THE
PROCESS OF DEVELOPING
CORPORATE STRATEGY
(Weighting 25%)
1.1 Evaluate the concepts of
strategy, strategic
planning, deliberate and
emergent strategies and
strategic management
• Definitions of strategy
(Grant, Ohmae, Johnson
and Scholes, Mintzberg)
• Strategic planning models
(Ansoff, Bryson, Mintzberg)
• Rational and incremental
approaches to formulating
strategy
• Deliberate and emergent
strategies (Quinn,
Mintzberg)
• Levels and components of
strategic management.
1.2 Assess and evaluate
models of the strategy
process
• Models of the strategy
process
• The position, choice, action
(PCA) model of strategic
management (Johnson and
Scholes)
• Rational planning models
and strategic management
• The logical incremental
model (Quinn) and
strategic management
• Strategic management and
deliberate and emergent
strategies
• Strategic management in
small businesses,
multinational corporations,
manufacturing, services,
and the public sector.
1.3 Conduct a strategic
analysis of the supply
chain
• Techniques for analysing
the external environment:
PESTLE analysis, Porter’s 5
forces analysis.
• Techniques for analysing
the internal environment:
SWOT analysis, resource
audit, skills audit,
knowledge audit, portfolio
analysis
• Stakeholder mapping
(internal and external).
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1.4 Assess the importance of
organisational structures,
cultures, and power to the
development and
implementation of
corporate strategy
• Characteristics of
organisational structures:
simple, functional, matrix,
network, machine and
professional bureaucracy
• Centralisation and
decentralisation
• Nature of power in the
organisations: overt, covert
and structural
• Sources and indicators of
power in organisations
• Organisational culture and
the cultural web
• The role and influence of
stakeholders
• The importance of ethics
and corporate social
responsibility.