Procuropedia

Procurement Terms

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A
Acquisition Cost
Total Cost of Ownership (TCO), sometimes Cost Driver Analysis, Acquisition Cost or Value for Money (VfM), is an estimate of the true cost of buying a product or service. It is the sum of all costs incurred during acquisition, possession, utilization and disposition of a product or service. TCO is important because it represents a bigger picture beyond the basic purchase price and reflects the costs that aren’t necessarily included in the upfront pricing.
Specialism:
Category Management Sourcing Spend Analysis
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B
Best Alternative to a Negotiated Agreement (BATNA)

Best Alternative to a Negotiated Agreement (BATNA) is a term used in negotiation theory to describe a party's course of action if a negotiation fails to produce an agreement. In other words, BATNA is the next best option available to a party if a negotiation does not result in a satisfactory outcome.

BATNA is important in negotiations because it provides a standard against which the proposed agreement can be evaluated. If the proposed agreement is better than a party's BATNA, it may be in that party's interest to accept it. If the proposed agreement is worse than a party's BATNA, then it may be in that party's interest to reject the agreement and pursue their BATNA instead.

A strong BATNA is considered an important negotiation skill, as it gives a party more leverage in negotiations and improves their chances of achieving a favorable outcome. Therefore, it is recommended that parties identify and evaluate their BATNAs before entering into a negotiation.

Specialism:
Negotiation Sourcing Supplier Management
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Best and Final Offer (BAFO)
The BAFO is normally the final step of most negotiations. It represents the final position of either the Supplier or Buyer. If that offer is not accepted the negotiations are concluded and potential other options are considered.
Specialism:
Negotiation
Bill of Material (BOM)

A Bill of Materials (BOM) is a comprehensive list of all the components, raw materials, sub-assemblies, and parts needed to manufacture a finished product. It is an essential document used in manufacturing and production planning, outlining the quantities required to produce a single product unit.

The BOM includes detailed information about each item, including part numbers, descriptions, quantities, and unit costs. It also includes information on how the components are assembled, including the order of assembly and any special instructions or processes that are required.

BOMs help manufacturers plan and manage inventory, purchase materials, and schedule production activities. They also serve as a reference for quality control, allowing manufacturers to verify that all components are present and accounted for before assembly and to ensure that finished products meet their design specifications.

BOMs can be used for many products, from simple assemblies to complex products with thousands of components. They are an essential tool for manufacturers and are used in various industries, including automotive, electronics, aerospace, and consumer goods.

Specialism:
Sourcing
Business Requirements Analysis

Business Requirement Analysis involves the systematic identification, evaluation, and documentation of a company's fundamental needs. These needs may pertain to a customer-oriented product or service, known as Direct Procurement, or to the operational necessities of the business itself, referred to as Indirect Procurement. A well-executed analysis outlines the essential business criteria, leading to quantifiable outcomes and guiding the specifications for suppliers to streamline the procurement process.

Specialism:
Category Management Sourcing Sustainability
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C
Cost Driver Analysis
Total Cost of Ownership (TCO), sometimes Cost Driver Analysis, Acquisition Cost or Value for Money (VfM), is an estimate of the true cost of buying a product or service. It is the sum of all costs incurred during acquisition, possession, utilization and disposition of a product or service. TCO is important because it represents a bigger picture beyond the basic purchase price and reflects the costs that aren’t necessarily included in the upfront pricing.
Specialism:
Sourcing Spend Analysis
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D
Dispute Resolution
Dispute resolution in procurement refers to the process of resolving disputes or conflicts that arise between a company and its suppliers. The disputes can arise from a variety of issues, such as pricing disagreements, delivery delays, quality issues, and contract disputes.
Specialism:
Contract Management Negotiation Supplier Management
E
Ethical Procurement
Sustainable Procurement is the commitment to considering environmental, social, and governance factors (ESG) in procurement decisions. These factors should be applied across all aspects of the procurement cycle. It means that the procurement processes comply with environmental laws, fair labor practices, resource consumption targets, and other core principles of ESG. These factors are becoming more important to overall business performance due to increased consumer requirements for sustainable goods and services. Due to this, sustainable factors are now a key pillar of the business requirements gathering activities.
Specialism:
Category Management Risk Management Sourcing Supplier Management Sustainability
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G
Gap Analysis
Gap analysis is a systematic process of comparing the current state of an organization or project against a desired future state. It involves identifying gaps or discrepancies between the current performance or capabilities and the desired goals or benchmarks. A gap analysis helps organizations understand where they currently stand and what steps are needed to bridge the gap and reach the desired state.

It typically involves assessing factors such as skills, processes, resources, performance metrics, or compliance requirements. By identifying gaps, organizations can prioritize areas for improvement, develop action plans, allocate resources effectively, and track progress towards achieving their desired objectives.

In a procurement setting, the analysis can be used to assess the current and future business requirements against the current goods, services and capabilities available from the current supply base. The resulting gaps can then prioritized to close the most important gaps first.
Specialism:
Category Management Sourcing Supplier Management
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Greenhouse Gases

Greenhouse gas monitoring, sometimes described as Scope 1, Scope 2 or Scope 3, refers to the practice of tracking and measuring the emissions of greenhouse gases that are generated by a company's operations, including its supply chain, production processes, and transportation. This involves gathering data on the consumption of energy and raw materials, as well as emissions generated during production and transportation activities. The purpose of greenhouse gas monitoring as a business is to identify areas of high emissions and develop strategies to reduce them, with the ultimate goal of mitigating the impact of climate change. This practice is becoming increasingly important for businesses as governments and consumers demand greater accountability and action on climate change.

The emissions are split into 3 ‘scopes’:

Scope 1 – Are direct greenhouse gas emissions from company-owned or controlled sources, such as emissions from combustion in boilers or vehicles.

Scope 2 – Are indirect greenhouse gas emissions from the generation of purchased electricity, heat, or steam consumed by the organization.

Scope 3 - Are indirect emissions from activities outside of the organization's control, such as emissions from the production of purchased materials, employee commuting, or waste disposal.

Specialism:
Category Management Procurement Strategy Sourcing Sustainability
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