Bendorf & Associates Purchasing Consultants provide Purchasing Seminars and Strategic Procurement Training leading to World Class Performance in Procurement for Manufacturing and Service Organizations

The following are summaries of seminars developed and taught by Bendorf & Associates.

Seminars can be open enrollment as have been done for ISM (formerly NAPM) affiliates and University Continuing Education Programs or in-house programs for manufacturing, service, and nonprofit organizations.

Each seminar can be customized to fit the needs of the sponsor. Although many of the seminar outlines shown are for three day programs, they can be reduced to 1 or 2 day programs.

An instructor Bio is at the end of the seminar listing.

Creating Value through the Basics of Purchasing. 2

Cost/Price Analysis and Total Cost Concepts in Supply Management 5

Supply Management Gap Analysis-Best Practices Overview.. 8

Negotiations Planning and Strategies. 11

Implementing Cost Improvement Initiatives. 14

Capital Equipment Procurement 17

Implementing Global Sourcing. 20

RFQ/Tender Management 22

Purchasing for Non Purchasing Professionals. 24

Applying Technology to Supply Management 27

Contract Administration: From Award to Completion. 30

Fraud Prevention in Contracts and Purchasing. 32

Supplier Relationship Management:. 34

Analytical Techniques for Enhancing Supply Management Performance-. 37

Seminar Leader 39

Bio - Robi Bendorf, CPSM, C.P.M., M.ED.. 39

Creating Value through the Basics of Purchasing

Introduction:

There are many exciting things happening in the Purchasing Profession today--new philosophies, new techniques, new paradigms, and increased recognition. With this recognition have also come new demands as purchasing activities and our suppliers are being recognized as a strategic source for the continuous improvements that are needed to stay competitive. Yet repeatedly we see that to provide the vast contributions available from a world-class purchasing organization requires a continuing emphasis on the basic fundamental concepts of good purchasing practices.

This seminar is designed to provide basic principles and concepts of purchasing practices to those new to purchasing or other professionals involved in the procurement process.

Included in what participants will learn:

The importance of good purchasing on the bottom line.
Do�s and Don�ts in dealing with suppliers
How to reduce costs.
How to best protect the organizations interest.
How to reduce risk and get what you paid for.
Methods of obtaining and evaluating supplier proposals.
Methods of Price and Cost analysis
How to negotiate with suppliers
How to use a series of model agreements and check lists to assist in buying capital equipment, services, and expense items.
How to get the most out of the supplier relationship

Organizational Impact:

The organization will benefit by:

Higher productivity of all functions involved in purchasing and contracts activities
Reduced cost of Purchased material
Reduced cost of Purchased services
Improved Supplier Performance
Improved cross-functional cooperation

Personal Impact:

Attendees will gain by participation in this program as a result of:

Greater ability to lead in the acquisition process
Increased skill sets in supply management
A greater understanding of the purchasing and contracting process
Knowledge of World-Class purchasing practices
Increased recognition by the organization due to improved performance

Who Should Attend:

All those new to the Purchasing function or those wanting a refresher in basic purchasing concepts. Other business and technical professionals and managers involved in the procurement process who have the objective of reducing total cost in manufacturing and service organizations.

Program Outline (For 3 day)

Introduction

Are you a �Getter� or a �Buyer� when committing company funds?
Your fiduciary duties
Purchasing activities impact on the bottom-line

Define the nature of the Buy

� The different categories of purchases

� The ABC analysis

� Developing specifications and bid requirement

� For services,

� For capital equipment,

� For MRO & expense

Basic Legal Considerations

� Contract formation

� Terms & Conditions

� Transportation terms

Sources of Supply

� Locating suppliers

� Sales people and their strategies

� Do�s and Don�ts in dealing with suppliers

Proposals and Quotes

� When, where, and how to obtain proposals or quotes

� When to use competitive bidding

� Checklist of the important information to obtain from the supplier in verbal quotes

� Proprietary information

Evaluating Proposals

� Competitive and responsive determination

� Responding to questions and changes

Price and Cost Analysis

� Methods of price analysis

� Methods of cost analysis

� Elements of supplier cost that make up price

Suppliers Qualification

� Methods of supplier qualification and selection

� Supplier reduction methods

Payment methods

� Payment terms and discounts

� Considerations for various payment methods

Formalizing an agreement

� Documentation required to formalize

� Acknowledgement

� Payment process

Reducing Cost

� Total Cost of Ownership concepts

� Methods of reducing cost

Developing good supplier relations

� Administering the agreement

� Expediting

� Standards of purchasing practice

Basic negotiation concepts

� The importance of preparation

� Skill sets required for successful negotiators

� Negotiations objective diagram

� Negotiation Planning Form

Getting prepared for Negotiations

� Determining the issues

� Rating and valuing the issues,

� Analyzing your supplier

� How to handle the issue of authority

� Common negotiating strategies and tactics

On the Road to World Class

Cost/Price Analysis and Total Cost Concepts
in Supply Management

Introduction

Managing and reducing cost continues to be one of the primary focal points of business and governments today. In many organizations, more than half of the total revenue is spent on goods and services�everything from raw material to overnight mail. Maintaining a competitive position and even survival will depend on the organizations ability to use all of the continuous improvement strategies which have been developed to reduce cost across the entire supply chain for the life of the product or service. Fundamental to developing and implementing these strategies is knowledge of Cost/Price Analysis, Value Analysis and Total Cost of Ownership concepts.

This seminar provides the concepts of Cost/Price/Value Analysis and Total Cost of Ownership that are essential skill sets in developing and implementing the strategies required to achieve the high levels of cost reductions possible from the supply chain.

Course Objectives:

Upon completion of this seminar, participants will know:

� The Importance Of Price/Cost Analysis In Continuous Improvement Programs

� Types Of Continuous Improvement Programs

� The Difference Between Price And Cost Analysis

� Criteria For Selecting The Analysis Type

� Methods Of Price Analysis

� Knowledge of Supplier Strategic Alliances

� Analytical Tools for Cost Drivers

� Methods Of Cost Analysis

� Development Of "Should Cost"

� Types Of TCO Models

Training Methodology

This seminar will combine a variety of instructional methods including lecture by an experienced practitioner and consultant, exercises, and group discussions covering current practices and their relationship to the implementation of new concepts.

Organizational Impact:

The organization will benefit by:

� Reduced Cost Of Purchased Material, Equipment, And Services

� The Benefits Of Continuous Improvement

� Higher Productivity Of Purchasing And Contract Personnel

� Greater Strategic Focus Of Those Involved In Supply Management

Personal Impact:

Attendees will gain by participation in this program as a result of:

� Increased Skill Sets In Finding Savings Opportunities

� A Greater Sense Of Professionalism

� The Ability To Analyze Supplier Cost Structures

� Greater Ability To Lead Continuous Improvement Programs

� Increased Recognition By The Organization Due To Improved Performance

Competencies Emphasized

Attendees will gain in the following competencies as a result of the program:

Use of Price Indexes
Negotiation
Terms & Conditions
Cost/Price Analysis
Resisting Price Increases
Supplier Qualification
Currency and Progress Payments
Total Cost of Ownership
Tenders

Who Should Attend:

Managers and professionals in:

Purchasing, Procurement, and Contracts and
Those involved in operations, engineering, maintenance, quality, projects, and other company activities that expose them to suppliers and buying activities for production, maintenance, equipment, MRO, services, and other outside purchased requirements.

Seminar Outline (For a 3 day program)

Cost Savings Opportunities

� Purchasing Savings Impact On The Bottom Line

� Developing The Spend Profile

� How To Perform The ABC Analysis

� Examples Of Using Pivot Tables, Filters, And Sorts In Excel

� Continuous Improvement Skill Sets

Performing Price Analysis

� Supplier Pricing Models

� Difference Between Cost And Price Analysis

� Selection Tool

� Methods Of Price Analysis

� Historical Analysis

� Using Price Indexes

� Developing Company Purchase Price Index

Performing Cost Analysis

� Methods Of Cost Analysis

� Major Elements Of Cost

� Determining Cost Drivers

� Requesting Supplier Cost Info

� Sources Of Cost Information

� What And How Important Are Supplier Overheads

� Developing �Should Costs�

� How much Profit should the Supplier make

� Reviewing the Weighed Guidelines

Other Important Valuation Criteria

� Economic Price Adjustment Clauses

� Industry Analysis

� Global Industrial Labor Rates

� Working With Currency Exchange Rates

� Total Costs Of Ownership Models

� Cost Volume Profit Analysis

� Defining Value Analysis?

� The Test For Value List

� The Supplier Value Check List

Analysis with a Strategic Continuous Improvement Focus

� What is Activity Based Costing

� Defining Strategic Alliances

� Characteristics Of Successful Alliances

� Strategic Supplier Continuous Improvement Focus

� Early Supplier Involvement

� Reducing Waste In The Supply Chain

Supply Management Gap Analysis-Best Practices Overview

Introduction

Most Purchasing Operations have the objective of becoming or maintaining World-Class status. World-Class Purchasing operations target significant annual cost improvement, bringing significant strategic value to their organizations and strong recognition to the function and those in it. Yet according to many studies most organizations must significantly improve their purchasing operations in order to provide the continuous improvements needed to win and earn profits in today�s very competitive market place. This seminar is designed to explore the practices generally viewed as leading to World-Class performance in supply management so that participants can determine where they are now and begin immediate implementation of the steps needed to create maximum total value for their organization.

Seminar Objectives:

Upon completion of this seminar, participants will know:

� The importance of performing purchasing gap analysis.

� Best practices in organization and procurement process,

� Performance measurements

� How to develop a purchasing strategic plan

� The Global sourcing process

� Best practices in supplier relations and obtaining supplier performance,

� Best practices in strategic planning

Organizational Impact:

The organization will benefit by:

Higher productivity of personnel involved in procurement activities
Reduced total cost of ownership for purchased materials, equipment, and services
Improved productivity of the entire organization by better on time delivery of high quality goods and services
Improved supplier performance and relations
Greater strategic focus of those involved in supply management

Personal Impact:

Attendees will gain by participation in this program as a result of:

Increased skill sets in purchasing
A greater sense of professionalism
Knowledge of world-class purchasing practices
Greater ability to lead continuous improvement programs
Increased recognition by the organization due to improved performance

Who Should Attend:

� Purchasing, Procurement, and Supply Chain Managers,

� Materials, Contracts, Maintenance, Operations, and Financial Managers and,

� All other Managers and Professionals interested in lowering total cost and increasing productivity and profit contributions from better purchasing operations.

Seminar Outline (For 3 day program)

Introduction

� Introduction

� Winning and Purchasing as a core competency

� Change and becoming more strategic

� Purchasing Gap Analysis

Relations with other functions

� How do other functions view Purchasing

� Purchasing impact on the bottom line

� How does Senior Management measure Purchasing

� Purchasing accountability

� Measuring purchasing performance

Purchasing Skill Sets

Purchasing personnel required skill sets
Skill Set assessment process
Training programs
Professionalism

Strategic Sourcing

Commodity Coding
Developing Spend Profiles
ABC analysis
Using Excel in Spend Analysis

Strategic Planning for Repetitive Purchases

Tools for understanding commodity markets
Commodity/Service Planning

Global sourcing

The Global sourcing process
International labor rates comparison

Advancing Supplier Relationships

Supplier categories
Strategic alliances
Supplier performance measurement
Supplier qualification and supplier recognition

Price Indexes

� Using published Commodity Price Indexes

� Developing a company Purchase Price Index

Purchasing Ethics

Standards of ethics in Purchasing and contracting conduct
Sharp Practices
Model Relations with Supplier Statement

Advanced Practices in Planning & Specifying

Time Spent on Various Tasks
Benchmarking
Mission statement
RFQs/RFPs/Tenders

Degree of automation

Developing an effective Electronic Procurement Strategy
Process mapping to eliminate low value activities

Best Practices for:

Resisting Price Increases
Long-term agreements

Price Justification

Price and Cost Analysis
Model for selecting analysis methods

Methods of Cost Analysis

Breaking down the elements of cost
Direct Material and Labor
Other Costs that make up Price
Developing �Should Cost�

Best Practices in Procurement Process

Outsourcing
Supplier reduction programs
Inventory reduction programs
Cost Reduction Initiatives

Total Cost of Ownership concepts

Cost Based TCO
Value Based TCO

Waste in the Supply Chain

Factors of Effective SCM

World Class Purchasing

4 Stages to World Class
Implement now

Negotiations Planning and Strategies

Introduction

The ability to negotiate successfully is one of the most basic of the businessperson�s skill sets. Significant positive or negative impacts are made to every organization�s bottom line from the results of the negotiations conducted by their employees with outside firms. It is therefore essential for the continued success of any organization that employees are well trained and experienced in the planning, strategies, and conducting of negotiations. This seminar is designed to provide strong competencies in the methods and strategies that will result in successful negotiations with suppliers and contractors.

Course Objectives:

Upon completion of this seminar, participants will know:

� The importance of planning in successful negotiations

� Approaches in negotiations

� Single and sole source approaches

� The importance of determining, rating, and valuing the issues in a negotiation

� Evaluating strengths and weaknesses

� Important issues in various contract clauses

� Important elements of final preparation

� Common negotiation tactics & countermeasures

� Gain experience & confidence through the actual negotiation of sample cases

Training Methodology

Participants will gain from a combination of instructional methods including lecture by an experienced practitioner and consultant, exercises, negotiation of model cases, and group discussions covering current practices and their relationship to the implementation of concepts and techniques discussed.

Organizational Impact:

The organization will benefit by:

Reduced total cost of purchased material, equipment and services
Better outcomes in disputes and claims with suppliers and contractors
Improved supplier performance
Having the advantage in negotiations as a result of their employees being better prepared and trained than the employees of the other side.
Greater likelihood that the organizations objectives in dealing with outside firms will be met.

Personal Impact:

Attendees will gain by participation in this program as a result of:

Increased skill sets in negotiations
A greater sense of confidence and professionalism
Applying increased negotiation skills to personnel situations
Greater ability to obtain desired outcomes in negotiations
Increased recognition by the organization due to improved performance

Competencies emphasized

Negotiation planning
Negotiation styles & techniques
Dealing with tactics
Understanding the other side
Buyer/seller positioning on key contract issues
Developing negotiating skill sets

Who Should Attend:

Managers and professionals involved in:

projects, contracts, purchasing, contract administration
operations, maintenance, engineering, quality,
and other company activities that expose them or their staff�s to negotiations with contractors and suppliers and who want to improve their competency in this critical area of performance.

Course Summary: (For a 3 day program)

The Criticality Of Successful Negotiations

� Why are we here?

� Our responsibilities as agents

� Negotiation skill sets

� Who wins negotiations

Steps In Negotiation Preparation

� When does the negotiation start

� The most important thing to remember in negotiations

� Comparing approaches in negotiations

� Reducing the impact of back door selling

What Gets Negotiated?

� Defining the issues

� Issues in important terms and conditions

� Timing as an issue

Valuing Issues For Both Sides

� Valuing the issues

� Rating & issue types

� Total cost of ownership considerations

� Negotiating contractor contingencies

� Economic price adjustment clauses

Assess Strengths & Weaknesses

� Standards of ethics in purchasing and contracting conduct

� Sharp practices

� Pressure Points

� Understanding the other side�s power

� Evaluating your position

� Single and sole source negotiations

Defining The Negotiation Objectives

� Determining initial positions

� Negotiation objectives diagram

� Negotiations planning forms

� Impact of other influences

� Team Negotiations

� Pre-negotiation exchanges

� Final preparation

� Determine strategies

Negotiation Tactics & Countermeasures

� Negotiation with others in your organization

� Secrets the seller are taught

� Common tactics & countermeasures

� Ending deadlocks in negotiations

� Post review and analysis

� 18 important negotiation points to remember

Model Negotiations

� Participants will negotiate model cases and discussing the results

Implementing Cost Improvement Initiatives

Introduction:

In the world today it is not unusual for more than 50% of an organization�s revenue to be spent on goods and services � everything from raw materials to overnight mail. Yet, by contrast, labor costs seldom exceed 10 to 15 percent of sales. So, when the goal is to increase earnings by lowering costs, World-class organizations look closely at what and how they buy. Cost Improvements Initiatives, when properly implemented, have resulted in dramatic reductions in cost and significant improvements in productivity across the entire organization.

As in all initiatives, success is dependent not only on an awareness of the potential opportunities, but more importantly the knowledgeable implementation of the ideas, processes, and techniques that should be utilized. This seminar focuses on the Cost Improvement Initiative and the many savings methods that have been developed to reduce cost over the life of the product or service and across the entire supply chain.

Included in what participants will learn:

� How to be on the road to world-class in cost reductions.

� Cost Reduction Reporting Procedure

� Processes for data mining and developing strategic plans.

� Over 20 methods of cost improvement

� Methods of price and cost analysis

� The importance of and proper methods of preparing for critical negotiations

� Procedure for reporting cost improvements and developing purchase price index.

Organizational Impact:

The organization will benefit by:

� Reduced cost of Purchased material

� Reduced cost of Purchased services

� Improved Supplier Performance

� Higher Productivity of Purchasing & Contract Personnel

� Greater strategic focus of those involved in Supply Management

Personal Impact:

Attendees will gain by participation in this program as a result of:

� Increased skill sets in finding savings opportunities

� A greater sense of Professionalism

� Learning more methods cost improvement

� Greater ability to lead continuous improvement programs

� Increased recognition by the organization due to improved performance

Who Should Attend:

Materials, Contracts, or Purchasing Managers, Buyers, Contract Administrators, or any other Managers or Professionals in involved in implementing cost reduction initiatives or looking for savings relating to the purchase of goods, equipment, supplies, and services.

Program Outline (For 3 day program)

Purchasing Impact on The Bottom Line.

� The need for change

� Purchasing savings model

Essential Steps in Cost Reduction Initiatives

� A checklist resulting from experiences

A Cost Reduction Reporting Procedure Model

� Difference between cost reduction and avoidance

� Examples of each type

� Types of each

� A sample reporting form

Continuous Improvement Skill Sets

� The skill sets that are required to be successful in cost improvement initiatives

Data Mining

� Sources of data to develop the spend profile,

� Developing the spend profile

� Commodity codes

� Developing the ABC analysis

Opportunity Assessment

� Analyzing the spend profile

� examples of using Pivot Tables

� Filters, and Sorts in Excel;

Develop Opportunity Hypotheses

� User group brainstorming sessions

� the Improvement Opportunity form

Purchase Price Index

� Producer price indexes

� Developing company purchase price index

Cost Improvement Methods Group 1

� Benchmarking

� Training

� Information Systems

Cost and Price Analysis

� Selection tool

� Methods of price analysis,

Methods of Cost Analysis

� Elements of cost

� Developing �should costs�

� Issues in analyzing supplier cost breakdown

� Sources of cost information

Total Costs of Ownership

� Cost model

� Value model

Cost Improvement Methods Group 2

� Forecast Process

� Early Purchasing and Supplier Involvement

Global Sourcing

� The Global Sourcing Process

� World labor rates

Cost Improvement Methods Group 3

� Supplier reduction

� Advancing supplier relationships

� Supplier qualification methods

� Supplier performance measurement

� Strategic alliances

Cost Improvement Methods Group 4

� Make or buy

� Understanding of supply marketplace

Developing Commodity Plans

� Important elements of Commodity Plan

� Commodity Plan Model

Cost Improvement Methods Group 5

� Improving terms & conditions

� Long term agreements

� Value analysis

� Standardization

� Target costing

Cost Improvement Methods Group 6

� Resisting price increases

� Reengineering processes

� Inventory reduction

Cost Improvement by Negotiations

� The importance of preparation

� Skill sets required for successful negotiators

� Defining the Issues for Negotiations

� Set the Stage for Negotiations

� Tips for the actual negotiation

Supply Chain

� Reducing Waste in the supply chain

Capital Equipment Procurement

Introduction:

With everyone working very hard to make money, it is surprising how many organizations allow much of this money to be wasted by poor purchasing practices in obtaining capital equipment. This seminar is designed to stop the waste by providing the basic principles and concepts of good purchasing practices to all those involved in the specifying, selection, and contracting of capital equipment.

We see how indirect spending impacts the bottom line, look at total cost concepts, discuss sales people and their strategies, developing the request for quote, evaluating the proposals, negotiations, and writing the equipment contract. We also discuss progress payments, warranties, spare parts, training, methods of equipment acceptance, and other important issues that are important to both technical and procurement professionals.

Seminar Objectives:

Upon completion of this seminar, participants will know:

� Contract terms & conditions.

� Check lists for the tender

� Methods of evaluating the price.

� Planning the negotiation and the elements to be negotiated.

� The types of statement of work

� The many issues related to warranty

� How not to get ripped off on progress payments

� Major issues in acceptance clauses

� Economic price adjustments

� A model agreement for equipment

Organizational Impact:

The organization will benefit by:

Reduced cost of capital equipment procurements
Greater strategic focus of those involved in equipment acquisition
Better outcomes in negotiations
Greater respect from the equipment market
Improved supplier performance

Personal Impact:

Attendees will gain by participation in this program as a result of:

Increased skill sets in contracting process
A greater sense of professionalism
Knowledge of evaluating prices
Greater ability to lead successful negotiations
Increased recognition by the organization due to improved performance

Who Should Attend:

The program is designed for Engineering, Operational, Maintenance, Purchasing, and Contracts personnel at all levels who are involved in the capital equipment procurement process and who are in organizations whose leadership want world-class skills sets in those involved in this major spend category.

Seminar Outline (For 3 day Program)

A Critical Spend Category

Our fiduciary duties to the Owner
Procurement process impact on the bottom-line

Capital Equipment Procurement Process

Business Case Analysis
Total Cost of Ownership
Statement of Work and Specifications
Focusing on needs and wants
Work Breakdown Structure
Equipment Project Team

Principles and Standards of Ethical Conduct

Sharp Practices
Do�s and Don�ts in dealing with suppliers
Sales people

The Tender

Supplier Selection and Qualification
Performance evaluation
RFQ/RFP/Tender Tender Check List

Supplier Pricing Strategies

Cost Elements that make up Supplier Price
Analysis of Supplier Cost Breakdown

Basics of Contracts

Convention on Contracts for the International Sale of Goods
Different Contract Forms to Share Risks

Contract Terms & Conditions

Model Capital Equipment Agreement
Performance and Acceptance Clause
Liquidated Damages
Progress Payments
Equipment Warranties
Spare Parts & Consumable requirements
Training Requirements
Work on Owners property
Changes
Source Code Escrow Provisions

Economic Price Adjustments

Producer Price Index
Case on Using Economic Price Adjustments

Fair and Reasonable Price Determination

Methods of Price Analysis
Competitive Bidding
Reverse Auctions
Adjusting Historical Prices

International Procurement

World Labor Rates Comparisons
Currency Issues

Negotiations Planning & Strategies

Identifying negotiation Issues and objectives
Obtaining Win/Win outcomes
Valuing the issues
Assessing bargaining strengths & weaknesses
Preparing a negotiation plan
Bargaining techniques
Important Points for conducting the negations

Contract Administration

Final Contract Review
Status Checking and Expediting
Contract Administration

Implementing Global Sourcing

Introduction:

Getting the greatest value for every dollar spent has become a common business imperative that has resulted in a dramatic increase in global sourcing. Today�s Purchasing Expert must know the answer to the question, �Are you getting the best value in the world?� With major competitors from all over the world and potential customers in every part of the globe, the answer is critical to the strategies of your organization.

Those who know the answer have added an exciting and challenging aspect to their career and created profits for their company. They also understand that experience and specialized expertise are required to explore global buying opportunities. This seminar is designed to provide the participants with a proven process with which to implement global sourcing initiatives that is based on the experience of others involved in international buying.

Seminar Objectives:

Upon completion of this seminar, participants will know:

� International Labor rates

� A global sourcing process.

� How to select items for Global Sourcing.

� How to avoid the most common problems in changing suppliers

� Different approaches to global sourcing and the benefits and disadvantages of each.

� Methods of finding suppliers

� Final price determination

� Common Payment Methods in International transactions.

Organizational Impact:

The organization will benefit by:

Reduced total cost of purchased material, equipment, and services
Better outcomes in international transactions
Greater productivity resulting from quality goods arriving on time.
Improved supplier performance
Competitive advantage by getting the best values in the world.

Personal Impact:

Attendees will gain by participation in this program as a result of:

Increased skill sets in global sourcing
Broadening of knowledge base as a result of international dealings
A greater sense of confidence and professionalism
Greater ability to obtain desired outcomes in global sourcing initiatives
Increased recognition by the organization due to improved performance

Who Should Attend:

Managers and professionals involved in purchasing, projects, contracts, supply management, operations, maintenance, engineering, quality, and other activities that involve them or their staff�s in locating and dealing with suppliers around the world.

Program Outline: (For 1 day program)

Why are we here?

Why we outsource
Using global sourcing to penetrate existing markets
The global sourcing process

The Preliminary Phase

Reasons for going Global
International labor rates,
Currency Issues
The importance of getting the internal �buy-in�,
Process for selecting items, �Come to Know� check list

Global Sourcing Approaches

Sales offices of global suppliers
In country based 3^rd parties
Overseas sourcing agents,
International purchasing offices,
Going direct

The RFQ Phase

Identifying potential suppliers,
The preliminary interest request.
Sample of formal rfq,
International terms & conditions

Developing the landed Price

Import duties,
Transportation,
Incoterms,
Brokers & forwarders
Payment terms

The Placement Phase

� Qualifying suppliers

� Visit to suppliers,

� International negotiations,.

� Order administration

The Shipping Phase

Prior to shipment checklist
Export checklist
Shipping and import checklist

RFQ/Tender Management

Introduction

Good endings usually require good beginnings. This is particularly true for contracting where best practices in RFQ/Tender management are essential for a successful project outcome and minimization of total cost. This program is designed to take the participant from the time the requirement is defined and a contract is desired thru the major steps of the tendering/RFQ process that conclude with contract placement. The critical issues of understanding owner and contractor objectives, developing the tender team, risk mitigation thru contract types, structuring the tender, contractor selection, evaluating proposals with price and cost analysis, and finally planning and conducting successful negotiations all receive thorough focus in this valuable program that is certain to add to the organization�s bottom line.

Seminar Objectives:

Upon completion of this seminar, participants will know:

� The tendering process and the major steps that should be followed

� Pre-tender checklist

Mitigation of risk by selection of contract type
Methods of selection and qualifying contractors
The criticality of the statement of work
How to evaluate the proposals using price analysis and/or cost analysis
Terms & conditions for economic price adjustments
Basic negotiation planning and strategies

Organizational Impact:

The organization will benefit by:

Reduced cost of contracts for materials & services
Reduced risks in contracting
Improved supplier performance
Higher productivity of contracting personnel
Greater strategic focus of those involved in contracting

Personal Impact:

Attendees will gain by participation in this program as a result of:

Increased skill sets in the RFQ/tendering process
A greater sense of professionalism
Knowledge of World-Class RFQ/tendering practices
Greater ability to lead successful negotiations
Increased recognition by the organization due to improved performance

Who Should Attend:

The program is designed for Engineering Project Managers, Construction Managers, Tenders Managers, Contract Managers, Buyers, Purchasing Managers, and financial personnel in organizations whose leadership wants advanced skills sets in those involved in major contracting activities. The program is a great way to develop those new to the function, or to prepare for a major project, or useful as a refresher for veteran owner managers.

Seminar Outline (For 3 day program)

Contract Management -When does the Process Start?

Typical contracting process flow
What you need to know to be competent at contract management

Elements of a good procurement & competitive bidding process
Standards of ethical practice

The critical scope/statement of work

Selecting The Right Contracting Strategy and Contract Type

The importance of the contract
Risk analysis
Basic contract types
Economic price adjustments
Methods of payment
Progress payments
Service contracts

Important Elements of the Contract

Force majeure clauses
Contract changes clauses
The important integration or entire agreement clause
Inspection, testing, acceptance, rejection
Clauses for defects in material and workmanship
Liquidated damages clause
Choice of law and dispute resolution clauses

Developing the Tender and Bidder Qualification

Tender and contract check lists
Contractor pre-qualifications and final qualification process
Bidder exceptions, questions, tender modifications and clarifications
Requesting cost breakdowns
Foreign currency issues

Tender Evaluation and Award

Evaluations of cost breakdowns
Total cost of ownership
Selecting the best bidder
How do you know you got a good price?
Some basics of negotiations
Letters of intent, award, comfort, and side agreements
Finalize the contract
Offer and acceptance

Purchasing for Non Purchasing Professionals

Introduction

It is generally acknowledged that �renegade purchasing�, purchasing by those outside the formal purchasing function who lack purchasing training, cost organizations 15 to 25 % per year. With such a significant amount of every organization�s gross revenues being spent on outside goods, equipment and services, World-class companies make sure that all those that are involved in dealing with suppliers have the appropriate training.

This seminar is directed at the expense, MRO, and capital equipment buying activities of mangers and professionals that are not in the purchasing function. The seminar�s theme is that with everyone working so hard to make money for the company, why waste it because of the lack of basic purchasing skill sets?

Although properly focused in their own functional activities, those in non-purchasing positions can make significant additional contributions to the bottom line through a greater awareness of the basics of purchasing. This seminar is the same as �Creating Value through the Basics of Purchasing and Contracts� but directed to professionals and managers not in formal procurement departments.

Included in what participants will learn:

� How to avoid �giving away the store thru back-door techniques of salesman

� How to reduce costs.

� How to best protect the organizations interest.

� How to reduce risk and get what you paid for.

� Methods of obtaining and evaluating supplier proposals.

� Methods of Price and Cost analysis

� How to negotiate with suppliers

� How to use a series of model agreements and check lists to assist in buying capital equipment, services, and expense items.

Organizational Impact:

The organization will benefit by:

Higher productivity of all functions involved in purchasing and contracts activities
Reduced cost of Purchased material
Reduced cost of Purchased services
Improved Supplier Performance
Improved cross-functional cooperation

Personal Impact:

Attendees will gain by participation in this program as a result of:

Greater ability to lead in the acquisition process
Increased skill sets in supply management
A greater understanding of the purchasing and contracting process
Knowledge of World-Class purchasing practices
Increased recognition by the organization due to improved performance

Who Should Attend:

Managers and professionals involved in operations, engineering, projects, quality, personnel, maintenance, sales, and other company activities that expose them to contractors or suppliers for production, equipment, maintenance, MRO, services, and other expense related requirements.

Program Outline (For 3 day)

Introduction

� Are you a �Getter� or a �Buyer� when committing company funds?

� Your fiduciary duties

� Purchasing activities impact on the bottom-line

Define the nature of the Buy

� The different categories of purchases

� The ABC analysis

� Developing specifications and bid requirement

� For services,

� For capital equipment,

� For MRO & expense

Basic Legal Considerations

� Contract formation

� Terms & Conditions

� Transportation terms

Sources of Supply

� Locating suppliers

� Sales people and their strategies

� Do�s and Don�ts in dealing with suppliers

Proposals and Quotes

� When, where, and how to obtain proposals or quotes

� When to use competitive bidding

� Checklist of the important information to obtain from the supplier in verbal quotes

� Proprietary information

Evaluating Proposals

� Competitive and responsive determination

� Responding to questions and changes

Price and Cost Analysis

� Methods of price analysis

� Methods of cost analysis

� Elements of supplier cost that make up price

Suppliers Qualification

� Methods of supplier qualification and selection

� Supplier reduction methods

Payment methods

� Payment terms and discounts

� Considerations for various payment methods

Formalizing an agreement

� Documentation required to formalize

� Acknowledgement

� Payment process

Reducing Cost

� Total Cost of Ownership concepts

� Methods of reducing cost

Developing good supplier relations

� Administering the agreement

� Expediting

� Standards of purchasing practice

Basic negotiation concepts

� Don�t give away the store-Avoiding Back Door Selling

� The importance of preparation

� Skill sets required for successful negotiators

� Negotiations objective diagram

� Negotiation Planning Form

Getting prepared for Negotiations

� Determining the issues

� Rating and valuing the issues,

� Analyzing your supplier

� How to handle the issue of authority

� Common negotiating strategies and tactics

Applying Technology to Supply Management

Introduction

The rapid rate of changes in all aspects of business are driving organizations to demand that the purchasing and contract functions respond rapidly to the changes in the market place. The good news is that technology is an �enabler� that is helping procurement activities respond to these new demands.

This seminar will explore the Internet�s development and associated terminology; the changing world and how purchasing is expected to change with it, how organizations have increase efficiencies of typical purchasing processes and the new business models that offer the potential to increase Purchasing and Contract�s strategic role.

Additionally we will discuss how technology can improve the supply chain, reverse auctions, expressive bidding, sourcing optimization, supplier relationship management, and other technology tools as well as the required people skills needed to implement the transformation to technologies that have only recently appeared.

At the option of the seminar sponsor attendees can be provided, along with the handouts of the slides presented at the seminar, a copy of ePurchasingPlus, a 580 page hardbound text covering many of topics covered in the seminar and with �here�s how� experiences from major companies who are blazing the supply management technological trail. (Price of the text is not included in the seminar fee and will the responsibility of the sponsor).

Seminar Objectives:

Upon completion of this seminar, participants will know:

� Technological impact on supply chain, strategic sourcing & supplier relationships

� Questions to ask to decide if eProcurement makes sense for your organization

� How other companies have successfully transformed supply management

� Technology tools for Contracts and Purchasing

� Steps and lessons learned in implementation technological based solutions

� How to develop and implement the eProcurement Strategy

� Resources to increase their Knowledge and skill sets

� The future of the purchasing function

Organizational Impact:

The organization will benefit by:

Reduced cost of Purchased materials & services
Developing an eProcurement strategy
Improved Supplier Performance
Higher Productivity of Purchasing & Contract Personnel
Greater strategic focus of those involved in Supply Management

Personal Impact:

Attendees will gain by participation in this program as a result of:

Increased skill sets in supply management
A greater sense of Professionalism
Knowledge of World-Class purchasing practices
Greater ability to lead in developing e-procurement
Increased recognition by the organization due to improved performance

Who Should Attend:

Managers and professionals involved in projects, contracts, purchasing, operations, maintenance, engineering, quality, and other company activities that expose them to suppliers and procurement activities for equipment, construction, services, maintenance, repair parts and operating expense related requirements.

Program Outline (For 3 day)

Comparing the Traditional and New Business Models:

The brave new world of eProcurement
Contracts and purchasing is changing forever
Are you ready for these changes?

Putting Technological Zip into Supply Management

Evolving ecommerce technologies
Evolution of the internet & web terminology
Electronic-based systems

Electronic Procurement Business Models

Sell-side systems
Buy-side systems
Third-party intermediaries, portals, marketplaces and e-hubs
Questions to ask yourself before starting ePurchasing

Defining eProcurement

The major components of eProcurement
Major benefits
Keys to �e� success

The Need for Process Change

Reengineering is a must
The basics of reengineering

Technology and Supply Chains

Understanding supply chain management
E-business supply chains

Technology Tools

Internet
Popular uses of the internet
Open buying on the internet

Portals and other Collaboration Tools

Types of portals
Industry specific portals
Internal portals
Email
eLearning
Collaborative planning, forecasting and replenishment

Technology Tools for Supplier Relationship Management (SRM)

Components of supplier relationship management
Impact of online SRM
Features to look for in SRM system

Strategic Sourcing Software

The components of strategic sourcing software
Benefits of strategic e-sourcing

Bids & Sourcing Optimization

Sourcing optimization software
Traditional bidding vs reverse auctions
The reverse auction process
Expressive bidding

Electronic Signatures

Defining electronic signatures
Tips for using electronic signatures

Data and Integration

Enterprise resource planning (ERP)
The challenges of integration

Developing the eProcurement Strategy

Element to be considered
Contractor/supplier relationships
Commodity strategies
Insourcing or outsourcing
Skills and knowledge

Implementing eProcurement

Establishing the management environment
Steps in defining and implementing the strategy
Lesson learned in implementing eProcurement

Contract Administration: From Award to Completion

Introduction:

With the ever-increasing quantity of outsourcing by organizations, Contract Administration is emerging as a critical competency for professionals and mangers in most functional activities. Every organization has experienced that the best tendering and contract writing is of limited value if the contract is not carefully administered from award to completion. Among the many areas coved in this seminar that brings increased enthusiasm to this important function are:

� Effective Contract Administration

� Interpretation of Contracts

� Maintaining Contract Schedules

� Controlling Contract Changes

Seminar Objectives:

Upon completion of this seminar, participants will know:

Contract administration techniques
How to analyze contracts
Contract monitoring techniques
Contract termination issues
Getting fair treatment in contract changes
Preparing for claims and disputes
Contract close out issues
Inputs and outputs in contract administration
Creating reporting relationship with contractors

Organizational Impact:

The organization will benefit by:

Better outcomes from contracts for all outsourced activities
Greater strategic focus of those involved in contracting administration
Higher productivity of contract administration personnel
Reduced total cost of ownership resulting from better contract management
Improved contractor performance

Personal Impact:

Attendees will gain by participation in this program as a result of:

Increased skill sets in contract administration
A greater sense of professionalism
Increased confidence in dealing with contract issues
Greater ability to lead contracts to successful conclusions
Increased recognition by the organization due to improved performance

Who Should Attend:

The program is designed for Contract Administrators, Project Coordinators, Contracts Officers and Managers, Engineering Project Managers, Construction Managers, Tenders Managers, Buyers, Purchasing Managers, Project Managers, Maintenance Mangers, and Systems Managers in organizations whose leadership wants world-class skills sets in those involved in contract administration activities. The program is a great way to develop those new to the function, prepare for a major project, or useful as a refresher for veterans.

Seminar Outline (For 3 day program)

Objectives of Contract Administration

Effective contract administration
The most critical elements
Key players in contract administration
Post award conference
Analysis of the contract
Establishing major deliverables
What needs to be measured?

Outputs and Contract Types

Typical outputs of contract administration
Monitoring techniques
Identify the risk
Responses to risk
Contract types
Economic price adjustments

Maintaining Schedules & Contract Changes

Maintaining contract schedules
Expediting techniques
Major causes of changes
Contract price changes
Evaluating price changes
Practical considerations for bonds & guarantees

Issues in Contract Performance

Contract terminations
Service level termination event
What constitutes breach?
Responding to a breach
Right to cover
Manuals and drawings
Supplier/contractor relations
Subcontractor issues

Acceptance and Close Out

Warranties
Source code escrows
Forms of payment
Progress payments
Claims and disputes
Negotiation of claims and disputes
Final acceptance
Close out procedures
Post contract review meeting

Fraud Prevention in Contracts and Purchasing

Introduction

The old saying �An ounce of prevention is worth a pound of cure� is particularly applicable to procurement activities where fraud and corruption can raise not only the costs and risks of doing business but also jeopardizes the reputation of the organization and even the safety of employees and the general public. This seminar is intended to focus on the extremely important issues of the prevention of fraud and corruption in contracting and purchasing activities. Discussions will address many issues that include those related to:

� Types of internal fraud related to contracts and purchasing

� Types of external fraud by Supplier and Contractors

� Steps in corruption prevention

� Anti-corruption policy statements & contract clauses

Seminar Objectives:

Upon completion of this seminar, participants will know:

� Common Business Ethics

� Types of Internal Fraud Related to Contracts and Purchasing

� Types of External Fraud to Contracts and Purchasing

� Steps in Corruption Prevention

� Anti-Corruption Policy Statements & Contract Clauses

� Stages in the Procurement Process where Fraud can occur

� Elements of a Good Procurement System to combat Fraud

� Expectations for Continuous Improvement as anti-corruption tool

� Standards of Ethical and Professional Conduct

� Fair and reasonable price determination to prevent corruption

� Basic Methods of Fraud Detection

� Resources to increase their Knowledge and skill sets

Organizational Impact:

The organization will benefit by:

Reduced cost of Purchased material & services
Improved Supplier Performance
Employees with greater knowledge on fraud prevention
An improved reputation for ethical conduct

Personal Impact:

Attendees will gain by participation in this program as a result of:

Increased skill sets in fraud prevention
A greater sense of Professionalism
Knowledge of World-Class purchasing practices to reduce fraud
Increased knowledge of standards of ethical and Professional Conduct
Increased recognition by the organization due to improved performance

Who Should Attend:

Managers involved in projects, contracts, purchasing, operations, maintenance, engineering, quality, finance, and other company activities that expose them or their staff�s to contractors and suppliers where there is a potential for fraud to occur.

Seminar Outline (For 3 day)

Setting the Stage

Business ethics
Defining fraud
Impact of fraud and corruption
Corruption perception index
Influences that cause corruption
Rewards and risks for participating in corrupt activities
Duties of employees acting as agents

Where is Internal Fraud most Likely to Occur

Stages of the contracting & purchasing process where fraud is most likely to occur
Statement of work
Types of employee fraud related to the procurement process
Types of collusion
Elements of a good procurement & competitive bidding process
Authority levels
Determining fair and reasonable pricing
Main elements in a competitive bidding process

Types of External Fraud

Types of external fraud & overcharging
Fraud prevention process for engaging consultants
Reverse auctions
Supplier qualification
Major steps for effective prevention
Checklist for compliance policies
Model code of conduct
Management responsibilities in corruption prevention
Due diligence in hiring & promoting personnel
Contract and purchasing professionalism

Ethics Clauses and Contract Clauses to Assist in Prevention

Disciplinary action
Standards of ethical and professional conduct
Gratuities & gifts
International efforts to fight corruption
Corrupt practices act
Blow the whistle procedures
Contract clauses that assist in prevention

� The Integrity Pact

The Warning signs of Fraud

Methods of fraud concealment
Potential warning indicators of fraud by personnel
Basic methods of fraud detection
Expectations for continuous improvement
Continuous improvement programs
The use of strategic purchasing plans to reduce fraud

Supplier Relationship Management:

Keys to Greater Profitability and Competitive Advantage

Introduction

Continuous improvement in all aspects of the supply chain is necessary to remain competitive in today's global economy. The traditional adversarial relationship and transactional focus of buyers and suppliers cannot meet this demand for continuous improvement. As a result, significant changes are occurring in the philosophies and approaches that define the relationship between buyers and sellers in world-class organizations.

Simply put, Supplier Relationship Management (SRM) provides an organizational focus on communicating and collaborating with suppliers on the many steps of the Supply Management process. This focus reduces the total cost of acquisition, transportation, and possession of goods and services for the benefit of both the buyer and seller while improving final product quality, value to the customer, and profitability to the organization.

Seminar Objectives:

Upon completion of this seminar, participants will know:

� How to obtain shorter lead-times

� How to measure supplier performance

� The importance of SRM in continuous improvement

� Supply Chain Management

� Benefits to early supplier involvement

� The move to Strategic Sourcing

� Classification system for supplier base

� Process for Strategic Alliances

� Key elements in improving the supplier relationship

� Best Practices in supplier qualification, measurement and recognition

� The basics of reengineering

Organizational Impact:

The organization will benefit by:

Reduced total cost of purchased material, equipment and services
On time deliveries of high quality parts and service
Increased competitive advantage
Overall Improved supplier performance
Greater Customer satisfaction
Greater likelihood that the organizations objectives in dealing with outside firms will be met.

Personal Impact:

Attendees will gain by participation in this program as a result of:

Increased skill sets in supply management
Better ability to communicate with suppliers
A greater sense of confidence and professionalism
Greater ability to obtain desired outcomes in acquisitions
Increased recognition by the organization due to improved performance

Who Should Attend:

Managers and professionals involved in purchasing, projects, contracts, supply management, operations, maintenance, engineering, quality, and other activities that expose them to dealings with important contractors and suppliers and who want to improve the supplier relationship for the benefit of the enterprise.

Seminar Outline (For 2 day program)

The need for Change in Vendor Selection and Management.

Creating a competitive advantage by obtaining significantly lower costs,. shorter leadtimes, better quality, and overall imporved performance from our suppliers is a critical strategy for world-class organizations .

� Comparing the traditional and new business models

� Defining supplier relationship management (SRM)

� SRM and customer relationship management (CRM)

Improvement=SRM=Integration =Supply Chain Management

SRM requires us to modify the way we think about suppliers--from the �we-they� transactional focus to the integrated relationship focus.

� The demand for organizational renewal

� Defining supply chain management

� Changes in supply chain responsibilities

� Benefits and barriers to integration

� Stages of integration

� Early supplier involvement is a key

Where to Start the Integration Process

The concepts of SRM take a great deal of resources and are therefore applied selectively

� Strategic sourcing

� Developing the spend profile

� Defining commodity/service groupings

Strategic Alliances

The leaders in supply management have moved beyond the traditional transactional mindset to work closely in mutually trusting relationships with select suppliers to gain continuous improvements in lead-times, cost, and performance.

� Defining the alliance

� The alliance process

� Success factors and barriers to alliances

The Need for Process Change

For SRM to work Supply Management personnel must spend their time only on high value added activities.

� Reengineering is a must

� Common errors in reengineering

� The basics of reengineering

Transforming the Supplier Relationship

Advancing supplier relationships is both an art and a science requiring changes in both individuals and the organization.

� Developing the skills required for good relationships

� Defining the organization�s mission in building supplier relationship

� Communication, trust, and credibility as key elements

Best Practices in Vendor Selection and Measuring Vendor Performance

The previous segment dealt with the art, this segment focus more on the science of selecting, and maintaining good supplier performance.

� Vendor selection and qualification,

� Monitoring supplier performance

� Supplier recognition

Analytical Techniques for Enhancing Supply Management Performance-

Essential Skills for Today�s Knowledge Worker

Introduction:

Supply Management is about buying the right thing, at the right time, at the right quality, at the right price, from the right supplier, in the right way. In order to do these steps �right� requires skill sets in many analytical techniques. This fast paced program covers many of the basic analytics that purchasing and contract personnel use to obtain maximum value for their organizations.

Course Objectives:

Upon completion of this seminar, participants will know:

How to perform a SWOT analysis for purchasing
KPIs for purchasing operations
Analytics for supplier segmentation
The analytics of strategic purchasing
Price hedging methods and alternatives
Cost estimating relationships
Simple regression and measures of central tendency
The analytics of evaluating supplier costs
Supplier qualification analytics and enhancing supplier performance

Training Methodology

Participants will increase competencies through a variety of instructional methods including lecture by an experienced practitioner and consultant, exercises, and group discussions covering current practices and their relationship to the implementation of new concepts.

Organizational Impact:

The organization will benefit by:

Reduced total cost for purchased goods and services
Greater focus on strategic sourcing issues
Better analytics to support procurement decisions and strategies
Improved supplier selection and performance criteria
Greater level of professionalism and skills in those involved in the purchasing and contracting process

Personal Impact:

Attendees will gain by participation in this program as a result of:

Increased skill sets in analytical processes
A greater sense of confidence and professionalism
Applying increased skills in all phases of the procurement process
Greater ability to develop best practices supply management strategies
Increased recognition by the organization due to improved performance

Who Should Attend:

Contracts, Purchasing, and Procurement personnel,
Engineering, Operational, and Maintenance personnel,
And all others who are involved in the planning, evaluation, preparation and management of purchasing, tenders, and contracts that cover the acquisition of materials, equipment, and services, and who are in organizations whose leadership want high levels of competency in those involved in these activities.

Course Summary (For 3 day Program)

Analytics related to Purchasing Operations

Components of Purchasing Function
Developing the Spend Profile
Transaction analysis
Exception reporting and the Pareto analysis
The Power of Spreadsheets
Internal and External Surveys
Activity Based Costing

The Analytics of Strategic Purchasing

Benchmarking
SWOT Analysis
KPIs for Purchasing
Analytics for Supplier Segmentation
Price Indexes
Obtaining Global Statistics
Economic Price Adjustments

The Analytics of Pricing

Developing the Organizations Purchase Price Index
Supplier Pricing Methods
Target Costing
Hedging
The Currency of Time
Calculating Economic Order Quantities
Cost Estimating Relationships

The Analytics of Cost

Simple Regression Calculations
Components of Cost
Evaluating Costs
Breakeven Analysis
Cost-Volume Relationships
Value Analysis

Supplier Selection Analytics and Enhancing Supplier Performance

Measures of Central Tendency
KPIs for Suppliers
Supplier Qualification Analytics
Supplier Selection Analytics

Seminar Leader

Bio - Robi Bendorf, CPSM, C.P.M., M.ED

He has over 30 years of purchasing and sales experience, involving international activities, for a broad range of manufacturing and service businesses. He has extensive experience in consulting & training in purchasing, contracts, reengineering the supply management process, the management of procurement functions, global sourcing of materials and components, reducing cost of purchased materials and services, and negotiation of complex transactions and contracts. He has held purchasing and contracts management positions in high volume manufacturing, subcontract, job shop, and service operations, involving gas turbine manufacturing, power generation, nuclear and fossil power plants, electrical distribution and control, air conditioning equipment and global sourcing services.

He has been involved in the construction of new manufacturing facilities and the contracts management of turn-key nuclear and fossil power plants built all over the world. Prior to becoming a full-time consultant in 1994, he served as Manager of Customer and Supplier Development for the Westinghouse Trading Company. He has given presentations on numerous purchasing and contract management topics to the Institute of Supply Management (ISM/NAPM), major universities, and numerous in-house seminars for industrial & services clients both in the US and internationally including over 150 weeks of seminars to the oil and gas industry in the Middle East. He was selected to present seminars at the last 13 Institute of Supply Management International Conventions and is the contributor of numerous articles published in Purchasing Today and Inside Supply Management. Robi was selected as ISM�s National Person of the Year in both Global Resources and in Education/Learning.

Clients include Ethicon Endo Surgery (Division of J&J), Knoll Furniture, Florida State University, Duquesne University, American Air Filter, Tippins Steel, Dormont Manufacturing, Medrad Medical, Westinghouse Electric Corporation, The Elliot Company, IDEX, the University of Pittsburgh, Blue Cross Blue Shield of Minnesota, SAE International, Bettis Atomic Power, Industrial Scientific, C-COR Electronics, Allegheny Teledyne, Duquesne Power & Light, Ferno-Washington, Johnson & Johnson Medical, Human-I-Tees, Sony, American Video Glass, Stanley Furniture, Mannesmann Rexroth, Atlantic Packaging Company, First Energy Corp., Corning, The Walt Disney Company, Total Safety Inc, Calgon Carbon, Argo-Tech, , Piper Aircraft, Vistakon (Div of J&J), NCS Pearson, Ohio Wholesale Company, Schering-Plough, Curtiss-Wright Electro Mechanical Corp., DePuy Orthopaedics , Alcon Labs, Graco, Cordis (Div of J&J), Chevron Texaco, the Institute of Supply Management, U.S. Fuel Division of Westinghouse Electric Company, the Russell Corporation, JCPenney Company, Centocor (Div. of J & J), GKN Aerospace, IDL Merchandising Solutions, Creative Technology, Allegheny Energy, Bre Properties the American Society of Materials, A T&T, Sunoco, Exxon Mobile, and TJ Maxx.

Robi is a lifetime C.P.M., and has received ISM�s new certification, the CPSM. He has an undergraduate degree from the University of Texas, and a Masters Degree from Penn State University.

His energetic and enthusiastic style, combined with extensive functional experience, makes him an excellent consultant, trainer, and facilitator of change.