Procurement and Contract Management Short Courses

To show you how much we appreciate your continued courage, this summer`s SDSU Global Campus is offering all first responders a free virtual spot in one of our online courses. Find out more. Professional Certificates in Contract Management are designed to provide students with a broad understanding of the key concepts associated with contract tracking and management. Several elective courses offered as part of the certificate program allow students to explore a number of these important contract management concepts at a deeper level. The Contract Management Certificate Programme of the UCI Continuing Education Division focuses on core competencies recognized by the National Contract Management Association. The course deals with the most up-to-date information available in the areas of procurement and procurement – whether commercial, governmental or international. Students develop a solid understanding of the contracting process and the key elements of procurement and acquisition, including contract closing, negotiation, financial analysis, and risk management. Students will also explore new areas of activity such as global outsourcing, international contracts, business with the federal government, and the creation of strategic alliances. Rights and duties of parties and the role of the contract administrator and project manager in a construction contract Those who manage contracts but have little training in the industry will gain a new sense of knowledge and authority. Supervisors, managers and administrators learn about the contracting process and expand their skills. And everyone will benefit from the comprehensive course, which covers the cutting-edge details around commercial, state and international contracts. Contract Management Certificate Requirements To obtain the Professional Certificate in Contract Management, students must complete six core courses and four elective courses. The attached Advanced Certificate is obtained by participating in four additional elective courses.

Course offerings and curriculum are regularly reviewed and updated to ensure that information remains current and relevant. This course is designed for anyone who wants to deepen their understanding of contract management and contract design in English law. Entering into a contract in English law and the impact of terms and representations on the construction professional Learn how to properly manage and manage the end-to-end project procurement framework and contract lifecycle, as well as effective strategies for dealing successfully with suppliers and suppliers. For 5 days, you will gradually master the process of transforming needs into outsourced goods and services. You will gain knowledge on how to develop evaluation criteria to select the most appropriate procurement partner and how to create an effective statement of work and service level agreements. “As a current procurement expert at a private non-profit college, I would highly recommend the contract management program of the UCI Continuing Education Division, as it has given me more knowledge and skills related to private and government contracts. In addition, it prepared me to pass the National Contract Management Association `NCMA) Certified Professional Contracts Manager (CPCM) exam. This program was definitely worth the investment! Daniel Vest, CPCM Ok graduate, week 3, contract management. Now that you have selected a supplier, you need to establish a contract to issue it. And you could say, well, all the contracts are the same. Well, they are not and we are going to show you different types of contracts here. So what I want to do first is just guide you through the two main types, and then we`ll cover them in a little more detail for each.

So a firm contract is exactly what it says. It is said to be a fixed price. There are other types of contracts. We have one with climbing and the other with incentives. I will go through each of them. And then cost-based contracts have a similar type of contract and you don`t use them as often as fixed base contracts. But again, we`ll talk about the cost base with incentive, time, and hardware, and then cost plus fixed costs. And I`ll try to give you some examples as we go through it. The fixed fixed price is that you`ll probably use something like this probably 85.90% of the time. That`s probably what most procurement officials do.

Basically, you have received an award, you have selected a supplier and you have determined that you will only issue one contract. This is the simplest and simplest type of contract, the majority of orders that are issued by supply as said, probably 85.90% are in this particular area. And I think what you need to know about fixed-price contracts is that the provider bears the risk. When the underlying raw material increases, it is fixed. And you say it`s great because I don`t have to pay for it. But knock it down. If the underlying raw material fundamentally decreases, you will not benefit. That`s why you have an alternative to the pure fixed price contract. And more importantly, if a supplier knows that if it`s a rising market, they could put an emergency price on it. What you might want because the market isn`t going up, you`re going to pay for it. So before you choose something like this, be sure to think about what the underlying commodity is? For example, if it is a direct MRO element, repairing and operating the maintenance would be very simple.

A fixed price is probably fine. If it is an underlying product such as transformers containing copper, you should think about what you want to do in this case, because copper is a very valuable product. And we`re going to show you other alternatives you can use other than having a fixed-price contract. So one of them is the fixed price with an escalator. So let`s take an example so you can understand it. In general, this is a longer-term contract, you have a relationship with a supplier. And let`s say corrugated cardboard boxes. Corrugated cardboard boxes, the paper from which corrugated cardboard boxes are made, are called liners. And there is a market for LinerBoard, you can search for it. There is a London market, you can even look for it.

And it`s very volatile, it goes up and down. So what a supplier would do in this case, and you would say, look, I`m going to give you a contract for the year and then if the underlying product goes up or down, we`re going to check that and adjust the prices to a given formula. All right, so it`s very simple. There are no negotiations. They say if the price in this particular example is about 65% of a corrugated cardboard box. You know this, and if the price goes up 10%, 65% of the price would go up if you follow my logic. So, in any case, it is a way to do it, and if the price does not move, it simply remains fixed. At least the other part of the non-goods is securely fixed. So that`s a plus to this type of arrangement. You can have a fixed price with incentives. So that would be something you say, listen, we need to have a fixed price, but let`s work together and have some kind of cost-sharing plan that we develop with ideas, we can cut costs together. And that`s pretty good for a very large volume of parts, where you might both be able to work together to reduce costs over time.

The question that always arises with these types of profit-sharing or cost-sharing is who gets the price on the next pass. So that`s something to think about. But either way, it`s a good way to do it. If it`s a very high volume and they can both work together to reduce costs. We mentioned cost-based contracts, you will use them much less often than the fixed base contract. But if there is a very high risk, the vendor success fee is very high and you really don`t know a lot of details, and you want to try to reduce that risk for the provider. You could have a cost-based contract, which would be especially useful if you have an open-book calculation. And what we can then do together is that you can get a lower price in the long run. You must have very good conditions for what you will or will not monitor.

People will have to agree on what is allowed, what is not. But it`s especially good when goods and services are quite expensive and complex, and there`s a high level of uncertainty when both sides don`t know what`s going on. So it`s a different way, especially if you trust the supplier, it`s another way to work on it and work together so that you understand how high their cost is. Especially if you don`t know what goes into the original contract. Similar to the fixed-price contract, you may have incentives. You could say, let`s have a cost incentive plus where, in turn, you can work together on cost savings and share those cost savings. So it`s the same idea. Time and materials, so it`s a place where you really don`t know what you`re buying, and I`ll try to give you an example.

So you go to the supplier, and that`s true when I was working at Mars Tennessee. It`s a brand new one, it`s an old plant, people really don`t have good drawings. You don`t know what`s behind the wall, you tell the supplier to dismantle the wall. He has no idea what`s behind that wall. And you don`t have drawings to help him. So he says I`m going to do it. But let`s do it according to the season, because if I`ve had problems, I have to understand it. Well, what I can do for you is give you a price that you should not exceed. So I can say that I will do this work for $20,000. I know it won`t be more than that.

But we, along with engineering, are monitoring this whole process while you demolish the wall. .