Task 3

docx

School

St. John's University *

*We aren’t endorsed by this school

Course

2001

Subject

Management

Date

Nov 24, 2024

Type

docx

Pages

Uploaded by shahwarrsr

Task 3: Role play: Below is the role play with a legal advisor and suppliers regarding the changes to the marketing methods are being implemented. Supplier 1: how can we conduct negotiations that are without any biasedness and decimation? Legal advisor: Developing a relationship built on trust, understanding, respect, and friendship could make future discussions easier. Accurate perspectives, excellent communication, acceptable emotions, and a forward-thinking mindset should be the foundation of the relationship. "Winning" or "losing," while important, is not always the most effective way to achieve a desired outcome. It is possible to come up with solutions that both sides will benefit from and speed up the discussion by keeping an open mind and being well-prepared. Supplier 2: It is possible for suppliers to learn more about the company's acceptance policy? Legal advisor: Employees may receive gifts, benefits, or hospitality in connection with their work during their employment. To avoid the perception that an employee is biased in favor of a certain person or organization, it is necessary to recognize that accepting gifts, benefits or hospitality can convey such impression. This practice was created to ensure that the impartiality of the company and its employees is not compromised by the acceptance of a gift, benefit, or hospitality from a third party during the course of employment. Supplier 1: what are different negotiation issues with the suppliers. LA: Problem-solving negotiations with suppliers: Your negotiating team should be acquainted with the supplier's operations. Find out what the supplier's objectives are. Determine who is on the vendor's negotiating team. Examine the supplier's past performance records and scorecards to determine how they compare. Prepare your negotiation team by recruiting and training the best people for the job. At the very least, the buyer's team must understand when to stop talking, when to change the subject, and when to take a pause to caucus with one another. Both parties should carry out an organized strategy formulation process prior to their meeting in order to come up with a precise plan. False information is offered by negotiators, resulting in the drawing of incorrect conclusions. "False threat/false promise" negotiation is the term used to describe when negotiators use false threats or promises to deceive the opposite party during a negotiation. Supplier 2: what is Importance of carrying out negotiations and reaching mutual agreements with suppliers in accordance with the plans. LA: Negotiations are frequently used to determine the most advantageous price and payment arrangements, as well as delivery and production periods, quality standards, and other criteria. The trick is to establish what you want to accomplish. However, be realistic: discussions will fail if you are unwilling to compromise. Additionally, you should consider the supplier's anticipated offer and your response.

Supplier 1: In order to satisfy both the suppliers and the organization, examine all contract and documentation requirements in detail. LA: You should do supplier evaluations for two primary reasons: As a way to find and eliminate waste and expenses from current suppliers, it can help you acquire sustainably; it can also serve as a benchmark for new suppliers to assist them deliver higher-quality results. Competency, Capacity, Commitment, Control, Cash, Cost and Consistency. Supplier 2: Draughts of the contract will be given to the necessary parties. LA: It sets off high-level contract management planning. An evaluation of outcomes is part of the procurement process that begins with contract management planning strategy. Contract planning secures procurement outcomes. Performance management, risk reduction, role clarity, and the importance of supplier relationships are just a few examples. QA (Quality Contract management differs from contract planning in that it ensures that a contract delivers what was defined, within agreed-upon timeframes, performance criteria, and at agreed-upon price/costs. The contract planning and management process is influenced by the contract's complexity, importance to the organization's core operations, and risk profile. Contract planning is more critical at the strategic than transactional end of the procurement complexity scale. In order to construct a contract and provide a deliverable to the contracting party, contract planning and management are required. Supplier 1: Clarify any potential ambiguities and highlight any weaknesses in order to satisfy the needs of all parties involved. LA: Keep in mind that people come from all around the world, it’s essential to keep in touch, As soon as possible, set the tone, know who your vendors are, ensure that everyone in your company is on the same page, meet your suppliers face to face. Maintain as much candor as feasible. Supplier 2: The exchange of contracts and the approval of final contracts are essential between the organization and its service suppliers. LA: It can be used to assist in the formulation of a purchasing strategy for a specific category of goods or services, as well as to provide the background information necessary to design your specification. Understanding the supplier market can also have an impact on the way contracts are written and managed, as previously stated. Supplier 1: what are Contractual legalities and commercial factors. LA: The parties to the transaction should be identified in your business contracts. Make sure to use their full legal names. The transaction information, date, goods or services sold, price, payment details, and how to terminate the agreement should be described in simple words. Real or personal property, a return promise, an act, or a forbearance are all examples of frequent sorts of consideration. A contract requires consideration or a suitable substitute.

Supplier 2: Recommendations to appropriate staff regarding contract requirements and bid rejection. LA: Term of agreement - agreement commences on the Commencement Date and ends on the Completion Date, unless extended in accordance with clause 1.2 or terminated early in line with these terms. If no Completion Date is indicated, the Agreement ends when all Goods and/or Services are delivered and accepted, and all payments are made. A party may request in writing that the Agreement be extended past the Completion Date. No extension of the Agreement is permitted unless both parties agree in writing. Supplier must furnish Goods to the Organization in line with this Agreement and reasonable directives from the Organization. The Supplier must deliver and unload the Goods at the Delivery Point by the Purchase Order's Delivery Time. If the Goods contain chemicals, the Supplier must include a material safety data sheet with each delivery. Provide all relevant health and safety information about the Goods that is available from the Supplier or the manufacturer or importer of the Goods. Goods accepted or rejected: If the Goods are accepted, the Organization will instantly give written notification of acceptance. If the Organization does not notify acceptance or rejection of the Goods in writing within 30 days of delivery, acceptance is presumed. If the Goods are damaged, unsuitable for purpose, or not of merchantable quality, the Organization may reject them by notifying the Supplier in writing within 30 days after delivery. Rejected Goods are not refunded by the Organization. The Supplier must promptly collect and remove any rejected Goods at its expense. If the Supplier fails to collect and remove the rejected Goods within a reasonable period, the Organization may return them to the Supplier at their expense, or destroy or otherwise dispose of them. Supplier 1: can you just answer one last question and then we are going to wind up? LA: sure!! Go ahead Supplier 1: how to Inform unsuccessful suppliers of the offer's rejection. LA: It's never fun to deliver bad news, and no one likes to be rejected. Procurement professionals, on the other hand, must deal with this on a regular basis. In the end, only one individual will triumph. As a result of this development, everyone else will receive the dreaded proposal rejection letter. A rejection letter for a proposal request, as painful as it is to receive, is virtually always a chore to write. In any case, it is a necessary component of the RFP and vendor management processes. Following a few proposal rejection best practices may be beneficial to both procurement professionals and their rejected vendors. A formal rejection of a proposal indicates that a request for proposals (RFP) opportunity has been granted to another bidder. This email is sent to a vendor following an unsuccessful RFP response. The notice of rejection, which is usually in the form of a letter, is also referred to as a vendor rejection letter, a notification of unsuccessful bidder, or a notice of non-award. It makes no difference what you call it, as long as you perform it correctly. LA: Anybody having any other questions for clarification?

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

Supplier 2: NO. Thank you for your valuable time.

Task 3

Related Documents