Scottish procurement and commercial competency framework

Infrastructure Foundations (Why)

Competencies through planning, implementation and delivery

Corporate Strategy [back to list]

Theme:

Contributing to the development and implementation of the corporate strategies that guide an organisation’s procurement functions in meeting government, sector and/or organisational objectives and outcomes. A corporate strategy needs to include measures that ensure maximum added value through engaging stakeholders in the process, evaluating internal and external opportunities, and consider challenges to achieving public value and commercially competitive outcomes.

Why it matters:

An effective corporate strategy ensures that an organisation’s procurement function contributes to the furtherance of national objectives for public value in Scotland. Knowing how a procurement professional’s role or project relates to a corporate strategy can assist with effective planning, prioritisation and increase motivation.

Level 1 - Foundation:

• Aware of the political and policy context at national and local levels and the role procurement plays in enabling or delivering policy outcomes.
• Participates in feedback to support the corporate strategy when required.

Global Standards: None

Level 2 - Working Knowledge:

• Aware of the political and policy context at national and local level and able to support the corporate strategy’s strategic procurement and supply elements.
• Able to identify circumstances affecting risk and value and able to adopt approaches and a commercial focus to meet the organisation’s objectives.

Global Standards: CIPS: 12 Delivery, Communication: Delivering

Level 3 - Practitioner:

• Provides commercial or market analysis and insight to underpin and influence the corporate strategy and wider policy development processes.
• Able to analyse work into process steps or work schedules linked to the corporate strategy and, where appropriate, assigning tasks to other team members.
• Able to promote procurement as an enabler of delivering the corporate strategy and outcomes for Scotland.

Global Standards: CIPS: 12 Managing, Communication: Managing

Level 4 - Expert:

• Contribute to the development of corporate strategies through commercial, market and commodity expertise, and added value supply chain management.
• Advise stakeholders on the impact of market or environmental change issues affecting the supply chain and risk mitigation opportunities on the corporate strategy.
• Effectively champion and promote the role of procurement delivering policies and outcomes for Scotland.

Global Standards: CIPS: 12 Leading, 15 Leading, Communication: Leading

Level 5 - Leader:

• Actively contributing to the creation of corporate strategy, applying forecasting of future trends as part of strategic decision making.
• Championing, enabling, and promoting the role of procurement as a strategic enabler of corporate strategy, policy, and National Outcomes.

Global Standards: CIPS: 12 Influencing, 15 Influencing, Communication: Influencing

Procurement Strategy and Policy [back to list]

Theme:

Professionals in procurement and supply interpret and implement procurement strategy at a national, organisational, and functional level. They consider policy requirements and contribute to the development and effective implementation in delivering on wider priorities.

Why it matters:

Procurement and supply strategy is a corporate enabler and relevant to all organisations. Public bodies are required to publish a procurement strategy, or to review an existing one, to set out how they plan to carry out their regulated procurements for a set period. A procurement strategy allows a contracting authority to set out how it will ensure that its procurement activity delivers value for money and contributes to the achievement of the public body’s broader policies and objectives. It exists to underpin good, fair, and ethical practice. National and local policy sets out the fundamental rules, behaviours, and standards applicable to the procurement function. Understanding and knowing how to effectively and innovatively implement policy to remain compliant and to ensure delivery of the best public and commercial value nationally is a crucial skill set for any procurement professional. The application of the procurement strategy and policy is critical to the successful achievement of a public body’s broader policies and objectives.

Level 1 – Foundation:

• Develop understanding of the organisational procurement strategy and policies, with support and guidance from colleagues.

Global Standards: None

Level 2 – Working Knowledge :

• Applies a good and developing knowledge of wider government, sector, and organisational procurement strategies and policies to all activities.

Global Standards: CIPS: 12 Delivering

Level 3 – Practitioner:

• Able to apply an excellent understanding of wider government, sector, and organisational procurement strategies and policies.
• Able to form and influence government procurement policy and challenge it by anticipating future consequences of policies, offering alternative solutions with objective and justifiable approaches.

Global Standards: CIPS: 12 Managing

Level 4 – Expert:

• Engages key stakeholders to gain an understanding of the role of procurement in the delivery of national or organisational objectives and outcomes.
• Can apply expertise in forming and influencing departmental and organisational cultures, Procurement Strategy and policy development cycles.
• Develops resource plans including staff, systems, and infrastructure to achieve effective and desired outcomes.
• Develops and implements commercial strategies for projects.

Global Standards: CIPS: 12 Leading, 15 Leading

Level 5 – Expert:

• Capable of setting the vision and strategy, from a commercial perspective, for the function.
• Has a deep understanding of the whole commercial life cycle, innovations, and new commercial models, to maximise the commercial benefits for Scotland.
• Utilises strong networks to gather political, organisational, economic, social, environmental, and technological insights.
• Has an up-to-date understanding of the global context and markets within which public bodies, suppliers, and businesses operate.

Global Standards: CIPS: 12 Influencing, 15 Influencing

Legislation [back to list]

Theme:

Understanding and adhering to legislation is critical. It is the responsibility of public procurers (or those responsible for key aspects of the procurement process) to have sufficient understanding of the relevant Procurement Regulations, Primary, and Secondary legislation. In addition, Climate Change and Equality legislation place duties on public procurement.

Why it matters:

Legislation governs how Scottish public bodies buy their goods, services, or works. Being able to understand, interpret, and work within regulatory and legislative frameworks effectively as key enablers – rather than barriers – for delivering best public and commercial value is an essential skill set for any procurement professional.

Level 1 – Foundation:

• Has an awareness of procurement-related legislation and its practical application.

Global Standards: None

Level 2 – Working Knowledge:

• Has a working knowledge of the applications of contract law and procurement-related legislation and their implications for the procurement function and the wider supply chain.
• Able to contribute to the procurement element of risk and impact assessments on contracts and to ensure that sourcing of goods and services is within the law.

Global Standards: CIPS: 8 Delivering, 12 Delivering, 15 Delivering

Level 3 – Practitioner:

• Competent practitioner who can interpret procurement activity and contract law to ensure that the relevant and applicable legislation is being adhered to and considered.
• Can identify key risks and offer mitigation approaches and remedies, managing and applying contract dispute resolutions in line with Scottish Procurement scope, standards, and practices.
• Can draft reviews and sign-off contracts, working with specialist legal advisors and is able to negotiate non-standard terms.

Global Standards: CIPS: 8 Managing, 12 Managing, 15 Managing

Level 4 – Expert:

• Able to actively participate on review boards and interest groups to address, review, and influence forthcoming legislation requirements.
• Secure the required legal advice, support, and knowledge about the impact of the legislation on procurement and supply chain compliance.
• Creates linkages to wider risk assessments relating to legislation, identifies and directs mitigation activity for cross-cutting risks.

Global Standards: CIPS: 8 Leading, 12 Leading, 15 Leading

Level 5 – Leader:

• Uses knowledge of legislative frameworks to interpret legislation and assess the impact upon the procurement and supply chain activities.
• Considers the implications of legislation to shape future requirements, policy, governance, and compliance and applies this to the effective communication and management of implementation.
• Provides leadership and direction on cross-cutting and/or escalated issues and risks.

Global Standards: CIPS: 8 Influencing, 12 Influencing, 15 Influencing

Governance and Compliance [back to list]

Theme:

Governance and compliance of public procurement in Scotland shapes, controls, and audits the application of policies, processes, tools, and behaviour to business and project activities at organisation, project, and programme team levels.

Why it matters:

Governance and compliance provides the basis for operating procedures for the business/project on a day-to-day basis. It shapes, controls, and audits the application of policies, processes, tools, and behaviour to business and project activities. It is applied at organisation, project, and programme team levels.

Level 1 – Foundation:

• Complies with policies, and procedures.
• Monitors compliance with standards, when required.

Global Standards: APM: Governance arrangements (1 Aware)

Level 2 – Working Knowledge:

• Understands the impact, on the organisation, of compliance with policy.
• Takes responsibility for ensuring they adhere to compliance requirements.

Global Standards: CIPS: Behaviours: Delivering, APM: Governance arrangements (2 Practised)

Level 3 – Practitioner:

• Actively monitors compliance (within span of control) to organisational policy, programmes, and relevant governance requirements.
• Able to make recommendations for improvement in the way compliance is achieved.

Global Standards: CIPS: Behaviours: Managing, 9 Managing, APM: Governance arrangements (3 Competent)

Level 4 – Expert:

• Leads compliance analysis review to: assess and monitor opportunities and risks associated with the standards on current procurement, supply chain practices, processes, and system configurations.

Global Standards: CIPS: Behaviours: Leading, 12 Leading, APM: Governance arrangements (4 Proficient)

Level 5 – Leader:

• Leads development of a governance and compliance approach in the procurement function to shape programmes, projects, and functional activity through the culture of procurement and supply chain practice within the organisation.
• Ensures that the procurement function’s approach aligns with wider organisational governance and compliance requirements.

Global Standards: CIPS: Behaviours: Influencing, 12 Leading, APM: Governance arrangements (5 Expert)

Procurement Tools and Systems [back to list]

Theme:

Procurement tools and systems are a key enabler of national procurement initiatives, utilising technology, systems, and processes to control, measure, monitor, and review procurement (Purchase to Pay) activity and support the management of information for decision making.

Why it matters:

Procurement tools and systems are critical to public procurement at a national level and is an enabler of efficiency and effectiveness in procurement and supply chain management. Enables the provision of effective data to identify opportunities, manage risks, and support decision making. It underpins transparency in information, reduces the potential for inconsistent practices, and creates a standardised framework of operation.

Level 1 – Foundation:

• Has an awareness of how the role of technology supports effective procurement and eProcurement strategies.
• Able to identify and input data to fully update systems, to assist demand management of the function.
• Can make use of systems for data analysis, as guided by senior managers.

Global Standards: None

Level 2 – Working Knowledge:

• Understands eProcurement strategy and able to use technology to support effective procurements.
• Can operate and promote the use of systems Purchase to Pay activities, including e-invoicing.
• Able to provide guidance to stakeholders and promotes the use of e-sourcing and e-tendering software.

Global Standards: CIPS: 7 Delivering, Technology: Delivering

Level 3 – Practitioner:

• Understands and can use technology solutions, and procurement systems, whilst actively encourages other staff to use systems effectively, including delivering staff training on systems development and implementation.
• Can investigate and analyse the use and performance of systems and makes recommendations for improvements.

Global Standards: CIPS: 7 Managing, Technology: Managing

Level 4 – Expert:

• Capable of participating and/or leading the scoping of the technological requirements of the function, including consideration of wider cross-functional implications at local or national level.
• Able to identify where the strengths and weaknesses of existing systems lie, identify gaps in capability, and understand future technology/digital visions and roadmaps.
• Can contribute and/or lead on the development of the specifications for selected procurement tools and E-Systems, implementation plans, and their roll-out.

Global Standards: CIPS: 7 Leading, Technology: Leading

Level 5 – Leader:

• Championing procurement tools and systems to enable a wider technological vision for 'procurement related' digital strategy and associated technologies, including development/innovation at organisational, sectoral, and national level as appropriate.
• Can contribute and/or lead on the development of the specifications for selected procurement tools and E-Systems, implementation plans, and their roll-out.

Global Standards: CIPS: 7 Influencing, Technology: Influencing

Ethical Standards and Conduct [back to list]

Theme:

Ethical standards and conduct define the way that procurement and supply professionals act when undertaking procurement and supply activities on behalf of Scotland. Standards and conduct include key aspects of policy, rules, and regulations that guide the way in which procurement and supply chain management professionals work and defines behaviours expected of them.

Why it matters:

Ethical standards and conduct are essential when working in the public sector and using taxpayers’ funds. Stakeholders wish to see clearly defined values, standards, and overall transparency in practice and know that those people who buy public services operate within the confines of standards and codes of conduct.

Level 1 – Foundation:

• Is aware of, and adheres to, the organisational standards, conduct, and values relevant to the level of responsibility, knows when to declare “conflicts of interest", and how to report any discrepancy.

Global Standards: APM: Ethics, compliance and professionalism (1 Aware)

Level 2 – Working Knowledge:

• Understands the impact of non-compliance on organisational behaviours, standards, and values, and exemplifies compliance in their day-to-day conduct, promoting it in all tasks.
• Can apply personal code of conduct compatible with the Scottish Procurement Ethical Standards, CIPS Code of Ethics or the Civil Service Code.

Global Standards: CIPS: Ethics: Delivering, Behaviours: Delivering, APM: Ethics, compliance and professionalism (2 Practised), CMI: Personal Effectiveness; Being an Ethical and Inclusive Leader (1)

Level 3 – Practitioner:

• Understands ethical issues at a global and local level, knowledge of organisational standards and business conduct and takes personal and, where appropriate, team responsibility for ensuring adherence.
• Able to maintain internal reports and guidance documents on standards and business conduct, updating these regularly to ensure compliance.

Global Standards: CIPS: Ethics: Managing, Behaviours: Managing, 12 Managing, APM: Ethics, compliance and professionalism (3 Competent), CMI: Personal Effectiveness; Being an Ethical and Inclusive Leader (2)

Level 4 – Expert:

• Applies standards of business conduct and leads on the identification of key issues and breaches across the function.
• Able to lead by example, while ensuring that other staff members take personal responsibility for adhering to those standards.
• Considers issues such as integrity, anti-corruption, ethics, third party due diligence, trade compliance, and administration.

Global Standards: CIPS: Ethics: Leading, Behaviours: Leading, 12 Leading, 13 Leading, APM: Ethics, compliance and professionalism (4 Proficient), CMI: Personal Effectiveness; Being an Ethical and Inclusive Leader (3)

Level 5 – Leader:

• Capable of managing the development of business conduct standards, specifically on procurement, ensuring the application and organisational alignment with these standards.
• Able to assess and manage the impact of the standards on the business and the wider public sector, reducing the risk to Scottish public bodies.
• Championing an ethical culture in procurement where all staff take personal responsibility for adhering to those standards in their role and tasks.

Global Standards: CIPS: Ethics: Influencing, Behaviours: Influencing, 13 Influencing, APM: Ethics, compliance and professionalism (5 Expert), CMI: Personal Effectiveness; Being an Ethical and Inclusive Leader (4)