What is a Learning Ladder?
A series of webinars which focus on a specific topic, with additional interactive case studies that enable the learner to apply lessons to real-life scenarios.
What does a Learning Ladder include?
- Four webinars, approximately one hour each
- Three case studies, each requiring 75-90 minutes to complete, to be scored by the instructor
- Certificate of completion for eight hours of training
How does it work?
- Session1
- Content on Topic 1
- Case study 1 distributed
- Session 2
- Case study 1 reviewed
- Content on Topic 2
- Case study 2 distributed
- Session 3
- Case study 2 reviewed
- Content on Topic 3
- Case study 3 distributed
- Session 4
- Case study 3 reviewed
- Content and summary
Why use a Learning Ladder? The benefits:
- Targeted, timely and relevant content
- Interaction with other learners in completing case study exercises
- Remote/distant learning approach requires no travel
- Cost effective
- Recordings can be used for subsequent viewing
- Access to Commercial Officers Group’s Library and portal
- Blended learning model of live on-line delivery, asynchronous recordings and interaction
Who should participate?
- Commercial Officers
- Contract Managers
- Procurement and Supply Chain Management
- Strategic Sourcing and Category Management
- Sales and Business Development
- Contract Attorneys and Legal
- Negotiators
- Supplier Relationship Managers
- Customer Relationship Managers
When?
- In-house, company-wide Learning Ladders may be arranged
- The next public, open enrollment sessions:
- SOW/SLA Learning Ladder – June 4, 11, 18, 25 2024
- Risk Management in the Supply Chain – July 2, 9, 16, 23 2024
- Start times for webinars – 8pm Chicago, 7pm Denver, 9am Singapore/KL, 12pm Sydney
How much is the investment?
- US$225/person
- US$200/person – with teams of four or more
Is there a more detailed outline?
Yes! Please see the below outlines.
SOW/SLA Learning Ladder – June 4, 11, 18, 25 2024
Commercial contracts and relationships are repeatedly under-performing across the globe. This has led to lost profits, unmitigated risks and unfulfilled business objectives. Research shows that the leading symptoms all point to a pervasive root cause – ineffective Scopes of Work and Service Level Agreements.
Organizations frequently cite flawed processes, broken tools and insufficient skills as contributing factors in why they have not effectively addressed this challenge. Join us as we explore how to improve processes, tools and skills – with the objective of making your SOW’s and SLA’s a competitive advantage.
June 4 – Defining Requirements by Defining Value and Success
- Identifying the Key Stakeholders and Integrating Their Input
- Ensuring the Five C’s – Clear, Complete, Concise, Cohesive and Compelling
- Prioritizing the Requirements for Maximum Value and Minimum Risk
June 11 – Setting Expectations by Drafting Effective SOW’s and SLA’s
- Aligning the Request and Offer – Tender Document Integration
- Translating the SOW/SLA into the Deal – Contract Document Integration
- Elevating from Good to Great – Top Ten Tips for Drafting Effective SOW’s and SLA’s
June 18 – Aligning Expectations through Negotiating the SOW/SLA
- Defining the Finish Line – Strategic Factors in Negotiation
- Charting the Path to Success – Tactical Factors in Negotiation
- Understanding Why Internal Negotiation Is the Greater Challenge – Internal versus External Negotiation
June 25 – Optimizing Value by Proactively Managing the SOW/SLA
- Learning Why KPI’s are “Key” – The Importance of Key Performance Indicators (KPI’s)
- Balancing Flexibility and Agility Against Governance and Compliance – The Threat of Scope Creep
- Preventing Trouble and Optimizing Value – Leading Practices in Dispute Prevention and Management
Risk Management in the Supply Chain – July 2, 9, 16, 23 2024
The globe, on both an economic and personal health basis, is facing the greatest challenge of our times. COVID-19 has taught us that Supply Chain Risk can be significant and sudden, leaving all members of the supply chain in jeopardy. While most organizations will withstand this threat, not all of them will learn perhaps the most important lesson – that strategy and planning for the next “Black Swan Event” will reap significant benefit and generate value, while avoiding significant cost and perhaps fatal risks.
Leading practice organizations and enterprises in both the private and public sectors are already taking steps to prepare. Join us as we explore how you too can ensure the optimal processes, tools and skills will be in place when the next “Black Swan Event” is upon us.
July 2 – Assessing Supply Chain Risk in 2024
- Learning the Key Lessons from the COVID-19 Crisis
- Identifying the Recurring – as Well as Unique – Risks
- Maintaining the Call for Action Once the Current Crisis Subsides
July 9 – Using a Mirror to Find Risks: Finding and Mitigating Internal Risk:
- Assessing Whether You Will Be the Weak Link in Your Supply Chain?
- Transforming Your Weaknesses into Strengths through Leading Change Management Practices
- Managing Stakeholders throughout the Program
July 16 – Transforming External Risks and Threats into Competitive Advantages
- Developing Joint Risk Registers across the Supply Chain Enterprise
- Ensuring Your Collaborative Relationships Will Be A Key Differentiator
- Drafting Contract Language and Fortifying Relationship Which Will Withstand the Next Crisis
July 23 – Forming a “Black Swan” Strategy for 2025
- Establishing the Strategy, Process and Program Now to Ensure Risks Are Effectively Managed in the Future
- Determining Which Individual Skills and Organizational Capabilities Will Be Needed
- Embarking upon the Path to Success
