Who should attend?

  • Category managers
  • Direct, indirect and materials buyers
  • Procurement leaders and their teams
  • Budget holders wanting to buy better

After the course you'll be able to....

  • Make and explain fact-based sourcing decisions
  • Select the right tools to use in the right situations
  • Quickly move through a sourcing decision-making process
  • See the impact of good and bad decisions on revenue and profit
  • Refer to real-life sourcing experience, not just set texts
  • Articulate your own learnings and development opportunities


Norton Folgate Bishopsgate Court 
4-12 Norton Folgate
London E1 6DQ

Driving Directions 


Guy Allen 
Active Learning in Procurement and Supply 

Active Learning in Procurement and Supply 

In Strategic Sourcing you'll be part of a small team, looking to maximise the profit of your company through the sourcing decisions you make. You will be in competition with 3 other teams as you make up to 20 sourcing decisions several times over the 2 days of the course.

5th-6th March 2014 Register Now! 

14th -15th May 2014  Register Now!

Can you beat your competitors making strategic procurement decisions, sourcing critical components AND placing indirect contracts?

But you will not be making those decisions alone. We will cover some key Procurement decisions tools to help you with your decision making
  • Stakeholder Analysis
  • Spend Categorisation
  • Supply Market Analysis
  • Reverse eAuctions
  • Supplier Relationship Management
  • Quality Development

We will cover the theory of these tools but more importantly we will back it up with the real world experience we have had in more than 60 years of procurement roles. You can then immediately put your new knowledge into practice in the next rounds of decisions.


Overview of the game

 4 teams act as competing companies in one large room, each with networked PCs

  • The companies operate in the mobile phones market 
  • The teams make decisions about the sourcing of production items for the manufacture of the phones and place contracts for non-production items
  • The teams take over a sourcing situation with incumbent suppliers; each company has a different sourcing pattern
  • Companies then set out to progress and improve
  • Success of the virtual company depends totally upon the quality of the purchasing decisions