This is not the latest approved version of this apprenticeship. View the latest version
This revised version of this apprenticeship has been agreed and is available for information.
This apprenticeship is in revision
This occupation is found in small, medium, large, and multinational organisations in private, public and third sectors such as the Local Authorities, Central Government, Education, Finance, Construction, Facilities, Automotive, Manufacturing, Engineering, Health, Retail, Food, Hospitality, IT.
The procurement and supply chain practitioner are found in organisations where there is a requirement to source and procure goods and/or services in line with national or international procurement laws, or internal governance processes.
The broad purpose of the occupation is the process of procurement or buying of goods and services. Procurement and supply chain practitioners are vital for the smooth functioning of the procurement and supply department in any organisation. They are often responsible for ensuring contracts are correctly administered and maintained in accordance with legislation or the organisation’s own procedures. They will use their knowledge of procurement regulations and internal policies to support the wider procurement team in tasks such as market and supplier analysis, bid, quotation or tender construction and response evaluation, supplier database maintenance, purchase order review and conversion, spend analysis, and stakeholder liaison.
Procurement and supply chain practitioners will also often have purchasing requests and contracts for which they will personally develop requests, invitations to quote, or obtain prices, delivery, and other details from potential suppliers. They will contribute to procurement to enable supplier selection, onboarding, management, and closure and undertake a role in the management of supply delivery and quality assurance. Increasingly this occupation requires an awareness of the sustainability impacts of procurement and supply decisions on both upstream supply chain and use of materials, products, or applications over their lifetime. For example, for procurement and supply decisions they may need to understand how to assess the Scope 3 emissions associated with the purchases that are being made. Procurement and supply decisions about raw materials may consider measures related to sustainable resource consumption, whole-life and circular economy thinking.
In their daily work, an employee in this occupation interacts with their own procurement team as well as colleagues from other internal departments such as operational functions, finance, legal, IT, sales, and marketing. This role also includes interaction with external stakeholders such as suppliers. This role may involve off site and supplier visits, where they will represent their organisation, and hybrid working.
Procurement and supply chain practitioners engage with internal and external stakeholders on behalf of their organisations. They may also engage with organisational sustainability teams, audit departments, the company secretary, or financial teams responsible for statutory and general reporting, including issues around managing and mitigating an organisations carbon footprint.
An employee in this occupation will be responsible for the work of procurement and supply chain professionals which include the process of procurement, or buying goods and services; however, these roles can be much broader than just procurement. These roles cover a range of related commercial activity such as influencing policy, financial analysis, engaging in contract law, and developing strategy to deliver services. The variety of goods and services that procurement professionals are responsible for is vast. Goods could range from buying a plane to negotiating new stationery supply. Securing services could include finding new and innovative IT systems, outsourcing translation services or closing a deal on a construction project for a new building.
Procurement and supply chain practitioners will work on their own and in a range of team settings. They work within agreed budgets and available resources, and report to senior managers. They may occasionally be responsible for decision making, but more often will guide or influence the decisions of others including collecting and interpreting data to find trends, updating databases, analysing spending and supplier performance, and identifying ways to save money and improve efficiency.
Whilst any entry requirements will be a matter for individual employers, typically an apprentice might be expected to have already achieved GCSE Maths and English on entry.
Duty | KSBs |
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Duty 1 Contribute to the formulation of the procurement category strategy with recommendations generated for their assigned portfolio of work. |
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Duty 2 Contribute to, and where appropriate manage, all stages of the procurement process, within their portfolio of work, collaborating with stakeholders. |
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Duty 3 Manage, advise and coach stakeholders on procurement processes, techniques and policies, procedures to ensure compliance with legal requirements, and to drive the best possible outcomes for the organisation. |
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Duty 4 Maintain a business or operational risk and opportunity register, for their own portfolio, in collaboration with stakeholders. |
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Duty 5 Undertake supply market and supplier analysis to identify procurement opportunities and risks to inform the sourcing strategies within the assigned portfolio. |
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Duty 6 Identify and mitigate compliance risks to procurement processes, within their portfolio of work. |
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Duty 7 Deliver targeted management information to their stakeholder groups. |
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Duty 8 Manage suppliers and stakeholders to ensure successful contractual delivery of purchased goods and services and take appropriate actions to address any shortfalls or excess in the assigned portfolio. |
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Duty 9 Within their portfolio of work, undertake a total cost ownership analysis to ensure overall value is delivered over the contract term. |
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Duty 10 Contribute to the negotiation of the terms and conditions of the 3rd party supply. |
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Duty 11 Undertake analysis of spend and review contracts and supplier performance, within their assigned portfolio of work, to ensure objectives are being achieved and maintained now and in the future. |
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Duty 12 Ensure accurate and up to date contractual information is maintained within the organisation's guidelines. |
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Duty 13 Monitor supplier performance and escalate if required. |
K1: Procurement life cycles and how they fit into the organisation’s structure and budgets.
Back to Duty
K2: Relevant regulations and legislation such as procurement, data protection, environmental, social and governance, and how they impact on the procurement process.
Back to Duty
K3: How to collect and utilise market, supplier, and product intelligence to inform business strategies and optimise the procurement process.
Back to Duty
K4: Market and product intelligence and supplier innovation support the development of business cases.
Back to Duty
K5: How commercial models are applied to generate the best value for the organisation, and how they influence customer and supplier behaviour.
Back to Duty
K6: The principles of achieving efficiencies and continuous improvement.
Back to Duty
K7: The importance of collaboration between the Procurement, Finance, and other business functions.
Back to Duty
K8: Incorporate business objectives and needs into procurement specifications by utilising tools and techniques to create solutions.
Back to Duty
K9: The principles and purpose of commercial contracting.
Back to Duty
K10: How contract terms, conditions and obligations affect delivery, supplier performance and outcomes for the organisation.
Back to Duty
K11: Ethical and sustainability risks and opportunities related to sourcing decisions.
Back to Duty
K12: The use of procurement to drive “social value” and sustainability, such as emissions reduction, use of diverse suppliers (SMEs, BAME owned firms), addressing human rights in the supply chain, and combatting environmental harm.
Back to Duty
K13: The documentation and terminology that form part of the commercial contract process such as the contract and its appendices.
Back to Duty
K14: The procurement negotiation techniques required to reach a mutually beneficial agreement.
Back to Duty
K15: The organisation’s commercial strategy and policies, procedures, and governance processes.
Back to Duty
K16: Principles and purpose of the organisations contract governance, risk management, and internal controls.
Back to Duty
K17: Supplier performance monitoring, management, and reporting techniques which impact on, service, quality, and sustainability objectives.
Back to Duty
K18: Category specific knowledge of contracts, market, and legislative requirements to ensure goods or services are procured in a compliant and sustainable way.
Back to Duty
K19: How to conduct planning and forecasting which support the business decisions and the delivery of procurement.
Back to Duty
K20: Analyse spend data and generate recommendations to feed into business and commercial strategies.
Back to Duty
K21: The components, benefits, and constraints of taking a category management approach throughout the procurement life cycle.
Back to Duty
K22: The digital and software tools used in procurement and supply chain management, such as “source to contract” platforms, supply chain finance tools, complex sourcing, and auctions, spend analytics, AI, risk tools and guided buying.
Back to Duty
K23: The organisation's contract award process.
Back to Duty
K24: The principles of continuous improvement and how to identify and implement opportunities for improvement within the procurement and contract management process.
Back to Duty
K25: The use of horizon scanning to identify the current and future needs of the sector and procurement landscape.
Back to Duty
K26: Project management tools and techniques.
Back to Duty
S1: Manage relationships with stakeholders.
Back to Duty
S2: Interpret business requirements by assessing the demand for the product or service.
Back to Duty
S3: Undertake market analysis to establish potential routes to market.
Back to Duty
S4: Conduct benchmarking to evaluate costs against industry standards.
Back to Duty
S5: Prepare or contribute to the drafting of a sourcing plan which meets business needs, including corporate social responsibility factors.
Back to Duty
S6: Use the organisation's documentation designed for commercial procurement processes for the supply of goods and services.
Back to Duty
S7: Notify potential suppliers of proposal requirements.
Back to Duty
S8: Use selection and award criteria to source requirements from external suppliers evidencing how supplier bids are evaluated against them.
Back to Duty
S9: Analyse the financial implications of decisions and identify cost-saving opportunities.
Back to Duty
S10: Liaise and negotiate with suppliers and stakeholders to ensure the timely delivery of purchased goods and services.
Back to Duty
S11: Support contract award and briefing of suppliers in line with the organisations processes and governance.
Back to Duty
S12: Monitor and manage contract performance to meet time, costs, service, and quality objectives.
Back to Duty
S13: Manage contract performance and advise suppliers on any areas for improvement.
Back to Duty
S14: Maintain contract documentation such as change control, version control.
Back to Duty
S15: Use IT and software to produce spreadsheets and presentation packages to communicate information.
Back to Duty
S16: Identify, raise, and facilitate discussions with stakeholders to resolve any issues or risks.
Back to Duty
S17: Analyses sustainability challenges and risks at each stage of the product or contract life cycle.
Back to Duty
S18: Manage information in accordance with policy and processes.
Back to Duty
S19: Continuously review work processes to identify and eliminate inefficiencies and simplify workflow.
Back to Duty
S20: Use available systems and tools to identify relevant data.
Back to Duty
S21: Interpret, analyse, and evaluate data through questioning to drive actionable intelligence and support decision making.
Back to Duty
S22: Use horizon scanning to identify future changes in procurement and contracting.
Back to Duty
B1: Role models ethical behaviour and practices.
Back to Duty
B2: Seeks learning opportunities and continuous professional development.
Back to Duty
B3: Takes responsibility, shows initiative, and is organised.
Back to Duty
B4: Considers the “big” picture and the detail together.
Back to Duty
B5: Works flexibly and adapts to circumstances.
Back to Duty
B6: Works collaboratively with others across the organisation and external stakeholders.
Back to Duty
Apprentices without level 2 English and maths will need to achieve this level prior to taking the End-Point Assessment. For those with an education, health and care plan or a legacy statement, the apprenticeship’s English and maths minimum requirement is Entry Level 3. A British Sign Language (BSL) qualification is an alternative to the English qualification for those whose primary language is BSL.
Level: 4
This standard aligns with the following professional recognition:
This document explains the requirements for end-point assessment (EPA) for the procurement and supply chain practitioner apprenticeship. End-point assessment organisations (EPAOs) must follow this when designing and delivering the EPA.
Procurement and supply chain practitioner apprentices, their employers and training providers should read this document.
A full-time procurement and supply chain practitioner apprentice typically spends 18 months on-programme. The apprentice must spend at least 12 months on-programme and complete the required amount of off-the-job training in line with the apprenticeship funding rules.
Apprentices must complete a Chartered Institute of Procurement and Supply (CIPS) Level 4 Diploma in Procurement and Supply as part of their apprenticeship.
Before starting EPA, an apprentice must meet the gateway requirements. For this apprenticeship they are:
CIPS L4 – 7 units towards the CIPS L4 Diploma in Procurement and Supply:
o L4M1 Scope and influence of procurement and supply.
o L4M2 Defining business need.
o L4M3 Commercial contracting.
o L4M4 Ethical and responsible sourcing.
o L4M5 Commercial negotiation.
o L4M6 Supplier relationships.
o L4M7 Whole life asset management.
The EPA will assess occupational competence.
An approved EPAO must conduct the EPA for this apprenticeship. Employers must select an approved EPAO from the apprenticeship provider and assessment register (APAR).
This EPA has 3 assessment methods.
The grades available for each assessment method are below.
Assessment method 1 - presentation with questions:
Assessment method 2 - interview underpinned by portfolio of evidence:
Assessment method 3 - case study test:
The result from each assessment method is combined to decide the overall apprenticeship grade. The following grades are available for the apprenticeship:
On-programme - typically 18 months
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The apprentice must:
The qualification required is: CIPS L4 Diploma in Procurement and Supply
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End-point assessment gateway
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The apprentice’s employer must be content that the apprentice has attained sufficient KSBs to complete the apprenticeship. The apprentice’s employer must confirm that they think the apprentice:
The apprentice must:
For the interview underpinned by portfolio of evidence, the apprentice must submit a portfolio of evidence.
Gateway evidence must be submitted to the EPAO along with any organisation specific policies and procedures requested by the EPAO. |
End-point assessment - typically 4 months
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The grades available for each assessment method are below
Presentation with questions:
Interview underpinned by portfolio of evidence:
Case study test:
Overall EPA and apprenticeship can be graded:
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Professional recognition
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This apprenticeship aligns with:
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Re-sits and re-takes
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The EPA is taken in the EPA period. The EPA period starts when the EPAO confirms the gateway requirements have been met and is typically 4 months.
The EPAO should confirm the gateway requirements have been met and start the EPA as quickly as possible.
Gateway should only start once the employer is confident that the apprentice is occupationally competent. That is, they are deemed to be working at or above the level set out in the occupational standard and ready to undertake an EPA. The employer may take advice from the apprentice's training provider, but the employer must make the decision. The apprentice will then enter the gateway.
The apprentice must meet the gateway requirements before starting their EPA.
The apprentice’s employer must confirm that they think the apprentice:
The apprentice must:
Unit L4M8 Procurement and supply in practice, of the CIPS Level 4 Diploma in Procurement and Supply is mapped to the apprenticeship EPA case study test assessment method and corresponding KSBs.
An apprentice may not therefore take unit L4M8 from the CIPS Level 4 Diploma in Procurement and Supply before the gateway. In the unlikely event that an apprentice has achieved this unit prior to starting the apprenticeship, this would exclude them from undertaking the apprenticeship.
Any person who believes they have prior learning is advised to check their eligibility for the apprenticeship via guidance found here: https://www.gov.uk/government/publications/apprenticeships-recognition-of-priorlearning/apprenticeships-initial-assessment-to-recognise-prior-learning
Portfolio of evidence requirements:
The apprentice must compile a portfolio of evidence during the on-programme period of the apprenticeship. It should only contain evidence related to the KSBs that will be assessed the interview. It will typically contain 16 discrete pieces of evidence. Evidence must be mapped against the KSBs. Evidence may be used to demonstrate more than one KSB; a qualitative as opposed to quantitative approach is suggested.
Evidence sources may include:
This is not a definitive list; other evidence sources can be included.
The portfolio of evidence should not include reflective accounts or any methods of self-assessment. Any employer contributions should focus on direct observation of performance, for example, witness statements, rather than opinions. The evidence provided should be valid and attributable to the apprentice; the portfolio of evidence should contain a statement from the employer and apprentice confirming this.
The EPAO should not assess the portfolio of evidence directly as it underpins the interview. The independent assessor should review the portfolio of evidence to prepare questions for the interview. They are not required to provide feedback after this review.
The apprentice must submit the gateway evidence to their EPAO, including any organisation specific policies and procedures requested by the EPAO.
The assessment methods must be delivered in the following order:
• presentation with questions • interview underpinned by a portfolio of evidence • case study test
The rationale is to ensure that the mandated CIPS qualification is completed at the same time as the end-point assessment and an individual cannot complete the mandated qualification and withdraw from completing end-point assessment.
In the presentation with questions, the apprentice delivers a presentation to an independent assessor on a set subject. The independent assessor must ask questions after the presentation. It gives the apprentice the opportunity to demonstrate the KSBs mapped to this assessment method.
This assessment method is being used because:
The presentation with questions must be structured to give the apprentice the opportunity to demonstrate the KSBs mapped to this assessment method to the highest available grade.
An independent assessor must conduct and assess the presentation with questions.
The presentation must cover:
as well as the above topics, the epao can add further topic areas, provided they cover the relevant ksbs and give adequate opportunity for the apprentice to meet grading descriptors.
The purpose of the presentation is to allow the apprentice to demonstrate their competence against the grading descriptors.
The apprentice must submit any presentation materials to the EPAO by the end of week 4 of the EPA period. The apprentice must notify the EPAO, at that point, of any technical requirements for the presentation.
During the presentation, the apprentice must have access to:
The independent assessor must have at least 2 weeks to review any presentation materials, before the presentation is delivered by the apprentice, to allow them to prepare questions. The EPAO must give the apprentice at least 1 weeks' notice of the presentation assessment.
The independent assessor must ask questions after the presentation.
The purpose of the questions is to confirm the apprentice’s understanding of the presentation and how it demonstrates the relevant knowledge, skills, and behaviours.
The presentation and questions must last 45 minutes. This will typically include a presentation of 20 minutes and questioning lasting 25 minutes. The independent assessor must use the full time available for questioning. The independent assessor can increase the total time of the presentation and questioning by up to 10%. This time is to allow the apprentice to complete their last point or respond to a question if necessary.
The independent assessor must ask at least 5 questions. They must use the questions from the EPAO’s question bank or create their own questions in line with the EPAO’s training. Follow up questions are allowed where clarification is required.
The independent assessor must make the grading decision. The independent assessor must assess the presentation and answers to questions holistically when deciding the grade.
The independent assessor must keep accurate records of the assessment. They must record:
The apprentice may choose to end this assessment method early. The apprentice must be confident they have demonstrated competence against the assessment requirements for the assessment method. The independent assessor or EPAO must ensure the apprentice is fully aware of all assessment requirements. The independent assessor or EPAO cannot suggest or choose to end any assessment methods early (unless in an emergency). The EPAO is responsible for ensuring the apprentice understands the implications of ending an assessment early if they choose to do so. The independent assessor may suggest the assessment continues. The independent assessor must document the apprentice’s request to end any assessment early.
The presentation with questions must take place in a suitable venue selected by the EPAO for example, the EPAO’s or employer’s premises. The presentation with questions should take place in a quiet room, free from distractions and influence.
The presentation with questions can be conducted by video conferencing. The EPAO must have processes in place to verify the identity of the apprentice and ensure the apprentice is not being aided.
The EPAO must develop a purpose-built assessment specification and question bank. It is recommended this is done in consultation with employers of this occupation. The EPAO must maintain the security and confidentiality of EPA materials when consulting with employers. The assessment specification and question bank must be reviewed at least once a year to ensure they remain fit-for-purpose.
The assessment specification must be relevant to the occupation and demonstrate how to assess the KSBs mapped to this assessment method. The EPAO must ensure that questions are refined and developed to a high standard. The questions must be unpredictable. A question bank of sufficient size will support this.
The EPAO must ensure that the apprentice has a different set of questions in the case of re-sits or re-takes.
The EPAO must produce the following materials to support the presentation with questions:
The EPAO must ensure that the EPA materials are subject to quality assurance procedures including standardisation and moderation.
In the interview, an independent assessor asks the apprentice questions. It gives the apprentice the opportunity to demonstrate the KSBs mapped to this assessment method.
The apprentice can refer to and illustrate their answers with evidence from their portfolio of evidence.
This assessment method is being used because:
The interview must be structured to give the apprentice the opportunity to demonstrate the KSBs mapped to this assessment method to the highest available grade.
An independent assessor must conduct and assess the interview.
The purpose is to assess the apprentice's competence against the following themes:
The EPAO must give an apprentice 2 weeks' notice of the interview.
The independent assessor must have at least 2 weeks to review the supporting documentation.
The apprentice must have access to their portfolio of evidence during the interview.
The apprentice can refer to and illustrate their answers with evidence from their portfolio of evidence however, the portfolio of evidence is not directly assessed.
The interview must last for 60 minutes. The independent assessor can increase the time of the interview by up to 10%. This time is to allow the apprentice to respond to a question if necessary.
The independent assessor must ask at least 6 questions. The independent assessor must use the questions from the EPAO’s question bank or create their own questions in line with the EPAO’s training. Follow-up questions are allowed where clarification is required.
The independent assessor must make the grading decision.
The independent assessor must keep accurate records of the assessment. They must record:
The apprentice may choose to end this assessment method early. The apprentice must be confident they have demonstrated competence against the assessment requirements for the assessment method. The independent assessor or EPAO must ensure the apprentice is fully aware of all assessment requirements. The independent assessor or EPAO cannot suggest or choose to end any assessment methods early (unless in an emergency). The EPAO is responsible for ensuring the apprentice understands the implications of ending an assessment early if they choose to do so. The independent assessor may suggest the assessment continues. The independent assessor must document the apprentice’s request to end any assessment early.
The interview must take place in a suitable venue selected by the EPAO for example, the EPAO’s or employer’s premises.
The interview can be conducted by video conferencing. The EPAO must have processes in place to verify the identity of the apprentice and ensure the apprentice is not being aided.
The interview should take place in a quiet room, free from distractions and influence.
The EPAO must develop a purpose-built assessment specification and question bank. It is recommended this is done in consultation with employers of this occupation. The EPAO must maintain the security and confidentiality of EPA materials when consulting with employers. The assessment specification and question bank must be reviewed at least once a year to ensure they remain fit-for-purpose.
The assessment specification must be relevant to the occupation and demonstrate how to assess the KSBs mapped to this assessment method. The EPAO must ensure that questions are refined and developed to a high standard. The questions must be unpredictable. A question bank of sufficient size will support this.
The EPAO must ensure that the apprentice has a different set of questions in the case of re-sits or re-takes.
The EPAO must produce the following materials to support the interview underpinned by portfolio of evidence:
The EPAO must ensure that the EPA materials are subject to quality assurance procedures including standardisation and moderation.
In the case study test, the apprentice answers questions in a controlled and invigilated environment. It gives the apprentice the opportunity to demonstrate the knowledge mapped to this assessment method.
The case study test can be delivered at Study Centres, Exam Venues (internal invigilation) or via Remote Invigilation (external invigilation) at home or at a place of work. The subject of the case study test is different for each exam period, and currently there are four exam periods throughout a 12 month period (March, May, July and November). The case study test involves the apprentice being presented with four essay style questions with each covering one learning objective (Learning objectives 1.0, 2.0, 3.0 and 4.0). Details of these are as follows:
Learning objective 1.0 Demonstrate the application of the procurement cycle. 1.1 Apply the stages of the procurement cycle to the practical procurement and supply contexts. (The practical application of the CIPS procurement cycle)
Learning objective 2.0 Demonstrate the application of the key stages of the sourcing process. 2.1 Apply the pre-contract stages (stages 1-8) of the CIPS Procurement Cycle to the practical procurement and supply environment. 2.2 Apply the post-contract stages (stages 9-13) of the CIPS Procurement Cycle to the practical procurement and supply environment. 2.3 Calculation and assessment of performance indicators. (Stages of the sourcing process)
Learning objective 3.0 Demonstrate the application of whole life asset management. 3.1 Apply whole-life asset management principles in a range of sectors and industries
Learning objective 4.0 Demonstrate the application of ethical and responsible sourcing within an organisation. 4.1 Apply environmental, social and governance principles.
Long answer questions (LAQs) are open-ended questions used to assess depth of knowledge in an examination. LAQs require an extended factual interpretive (application of concepts or knowledge) and or evaluative answer.
This assessment method is being used because:
The case study test must be structured to give the apprentice the opportunity to demonstrate the knowledge mapped to this assessment method to the highest available grade.
The case study test must be computer or paper based.
The apprentice must be given at least 2 weeks’ notice of the date and time of the case study test.
The case study test must consist of 4 long answer questions. Long answer questions need a written response. Responses to LAQs may be multiple lines, an approximate word count (such as 100 words), multiple paragraphs. This should be an extended writing opportunity for higher marked questions.
The apprentice must have 180 minutes to complete the case study test.
The case study test is closed book which means that the apprentice cannot refer to reference books or materials whilst taking the case study test.
The case study test must be taken in the presence of an invigilator who is the responsibility of the EPAO. The EPAO must have an invigilation policy setting out how the case study test must be conducted. It must state the ratio of apprentices to invigilators for the setting and allow the case study test to take place in a secure way.
The EPAO must verify the apprentice’s identity and ensure invigilation of the apprentice for example, with 360-degree cameras and screen sharing facilities.
The EPAO is responsible for the security of the case study test including the arrangements for on-line testing. The EPAO must ensure that their security arrangements maintain the validity and reliability of the case study test.
The case study test must be marked by an independent assessor or marker employed by CIPS. They must follow a marking scheme produced by CIPS. Marking by computer is allowed where question types support this.
CIPS have a marking scheme for this assessment method as follows:
CIPS is responsible for overseeing the marking of the case study test.
Fail - does not meet pass criteria
Theme
KSBs
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Pass
Apprentices must demonstrate all of the pass descriptors
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Distinction
Apprentices must demonstrate all of the pass descriptors and all of the distinction descriptors
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Procurement and supply chain outcomes
K18 K19 K26 S2 S12 S21 |
Explians how they procure goods or services to meet business requirements and demand in a compliant and sustainable way, drawing on their category specific knowledge and their analysis and evaluation of data and intelligence (K18, S2, S21). Explains how they monitor and manage contract performance to ensure time, costs, service, and quality objectives are met, with reference to their use of project management tools to conduct planning and forecasting activities (K19, K26, S12).
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Evidences how they monitor and manage contracts to meet objectives and analyses and evaluates data to identify issues and support decision making (S12, S21). |
Stakeholder engagement
S1 B1 B3 |
Explains how they take responsibility for managing stakeholder relationships in an ethical way to reach a positive outcome (S1, B1, B3).
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Justifies how their ethical approach to developing and maintaining collaborative stakeholder relationships benefits their organisation (S1, B1, B3). |
Financial management
K5 S4 S9 |
Justifies the financial and commercial models they apply to influence customer and supplier behaviour, explaining how they conduct benchmarking to evaluate costs and identify cost saving opportunities when analysing the financial implications of their decisions (K5, S4, S9). |
N/A |
Local, global, and sustainable sourcing strategies
K3 K4 K11 S5 B4 |
Describes the strategies they use to collect and utilises intelligence to support the development of business cases that optimise the procurement process (K3, K4). Explains how ethical and sustainable risks and opportunities are related to sourcing decisions and how they prepare or contribute to the drafting of a sourcing plan which meets both business needs and considers the "big" picture together (K11, S5, B4).
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N/A |
Innovation tools and techniques
K24 S15 S20 |
Explains how they use systems and tools to identify relevant data and implement improvements to procurement and contract management processes (K24, S20). Uses spreadsheets and presentation software to communicate information to internal and external stakeholders, explaining how they tailor their approach to meet the needs of different audiences (S15).
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Evaluates a range of technologies explaining how they can benefit their organisation (K24, S20). |
Negotiation and risk management
S16 S17 |
Facilitates discussions with stakeholders to resolve any issues or risks while analysing sustainability challenges and risks at each stage of the process (S16, S17). |
Justifies the approach they have taken with stakeholders to resolve any issues or risks identified at each stage of the process (S16, S17). |
Fail - does not meet pass criteria
Theme
KSBs
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Pass
Apprentices must demonstrate all of the pass descriptors
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Distinction
Apprentices must demonstrate all of the pass descriptors and all of the distinction descriptors
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Infrastructure and governance
K15 S11 |
Explains the actions they take to support contract award and supplier briefing in line with the organisation's commercial strategy, policies, and processes (K15, S11).
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Evaluates the extent to which the methods used to support contract award meet the organisation’s processes and policies (K15, S11). |
Financial management
K1 K7 B5 |
Describes how they work flexibly and collaboratively with other functions in the organisation to ensure procurement processes fit into the organisation's structure and budgets (K1, K7, B5). |
Critically evaluates how collaboration between functions improves outcomes during the procurement lifecycle (K1, K7). |
Procurement and supply chain outcomes
K8 S6 S8 S10 |
Uses tools and techniques to ensure that procurement specifications incorporate selection and award criteria to evaluate how well suppliers meet business objectives and needs (K8, S8). Secures the timely delivery of purchased goods and services through communication and negotiation with suppliers, ensuring all relevant contractual documentation is completed in line with their organisation’s policies, procedures, and processes (S6, S10).
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Evaluates their approaches to developing selection and award criteria and explains how they have instigated improvements to better meet business needs (K8, S8). |
Management of procurement and the supply chain
K6 K9 K13 K14 K21 K22 K23 S3 S7 S13 S14 S18 S19 |
Influences the contract award process using negotiation techniques to reach agreement and notify suppliers of proposal requirements (K14, K23, S7). Monitors, reviews, and manages work processes and contract performance to identify inefficiencies and advise on areas for improvement and ways of achieving efficiencies, ensuring contract documentation is maintained and updated (K6, K21, S13, S14, S19). Describes the principles and purpose of commercial contracting, and documentation and terminology that form part of the commercial contract process such as the contract and its appendices and how they work collaboratively and flexibly to meet these (K9, K13,). Explains how they use digital and software tools to undertake market analysis to establish potential routes to market and manage information in accordance with company policy and process (K22, S3, S18).
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Critically analyses their use of the procurement and supply chain cycle s and the longer-term impact of these on aligning with the overall commercial contract process (K21, K23). |
Sustainability
K12 K25 S22 B6 |
Describes how they work collaboratively with others to drive "social value" and sustainability when managing contracts and diverse suppliers (K12, B6). Identifies current and future needs of the sector and procurement landscape and makes suggestions for future change, underpinned by horizon scanning (K25, S22).
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Critically evaluates their use of horizon scanning in identifying change which has transformed the procurement services of their organisation (K25, S22). |
Development of the team and individual
B2 |
Identifies learning and development needs, and improvement opportunities, for themselves, to enable both personal and professional development (B2). |
N/A |
Fail - does not meet pass criteria
Theme
KSBs
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Pass
Apprentices must demonstrate the following
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Merit
Apprentices must demonstrate the following
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Distinction
Apprentices must demonstrate the following
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---|---|---|---|
Case study test
K2 K10 K16 K17 K20 |
Apprentice has achieved 50 - 59 marks. |
Apprentice has achieved 60 – 74 marks. |
Apprentices has achieved 75 or more marks. |
Performance in the EPA determines the overall grade of:
An independent assessor must individually grade the presentation with questions, interview underpinned by portfolio of evidence and case study test in line with this EPA plan.
The EPAO must combine the individual assessment method grades to determine the overall EPA grade.
If the apprentice fails one assessment method or more, they will be awarded an overall fail.
To achieve an overall pass, the apprentice must achieve at least a pass in all the assessment methods, or a merit in the case study test. To achieve an overall EPA distinction, the apprentice must achieve a distinction in both assessment methods.
Grades from individual assessment methods must be combined in the following way to determine the grade of the EPA overall.
Presentation with questions | Interview underpinned by portfolio of evidence | Case study test | Overall Grading |
---|---|---|---|
Any grade | Fail | Fail | Fail |
Fail | Any grade | Fail | Fail |
Pass | Pass | Merit | Pass |
Pass | Pass | Pass | Pass |
Distinction | Pass | Pass | Pass |
Pass | Distinction | Pass | Pass |
Pass | Pass | Distinction | Pass |
Pass | Pass | Merit | Pass |
Distinction | Distinction | Merit | Pass |
Distinction | Distinction | Distinction | Distinction |
If the apprentice fails one assessment method or more, (including the CIPS case study test) they can take a re-sit or a re-take at their employer’s discretion. The apprentice’s employer needs to agree that a re-sit or re-take is appropriate. A re-sit does not need further learning, whereas a re-take does. The apprentice should have a supportive action plan to prepare for a re-sit or a re-take.
The employer and the EPAO should agree the timescale for a re-sit or re-take. A re-sit is typically taken within 2 months of the EPA outcome notification. The timescale for a re-take is dependent on how much re-training is required and is typically taken within 3 months of the EPA outcome notification.
If the apprentice fails the presentation with questions assessment method, they will be given a new subject to deliver a presentation on. Failed assessment methods must be re-sat or re-taken within a 6-month period from the EPA outcome notification, otherwise the entire EPA will need to be re-sat or re-taken in full.
Re-sits and re-takes are not offered to an apprentice wishing to move from pass to a higher grade.
The apprentice will get a maximum EPA grade of pass for a re-sit or re-take, unless the EPAO determines there are exceptional circumstances.
Roles | Responsibilities |
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Apprentice |
As a minimum, the apprentice should:
|
Employer |
As a minimum, the apprentice's employer must:
|
EPAO |
As a minimum, the EPAO must:
|
Independent assessor |
As a minimum, an independent assessor must:
|
Training provider |
As a minimum, the training provider must:
|
Marker |
As a minimum, the marker must:
|
Invigilator |
As a minimum, the invigilator must:
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The EPAO must have reasonable adjustments arrangements for the EPA.
This should include:
Adjustments must maintain the validity, reliability and integrity of the EPA as outlined in this EPA plan.
Internal quality assurance refers to the strategies, policies and procedures that an EPAO must have in place to ensure valid, consistent and reliable EPA decisions.
EPAOs for this EPA must adhere to the requirements within the roles and responsibilities table.
They must also appoint independent assessors who:
Affordability of the EPA will be aided by using at least some of the following:
This apprenticeship aligns with:
Knowledge | Assessment methods |
---|---|
K1
Procurement life cycles and how they fit into the organisation’s structure and budgets. Back to Grading |
Interview underpinned by portfolio of evidence |
K2
Relevant regulations and legislation such as procurement, data protection, environmental, social and governance, and how they impact on the procurement process. Back to Grading |
Case study test |
K3
How to collect and utilise market, supplier, and product intelligence to inform business strategies and optimise the procurement process. Back to Grading |
Presentation with questions |
K4
Market and product intelligence and supplier innovation support the development of business cases. Back to Grading |
Presentation with questions |
K5
How commercial models are applied to generate the best value for the organisation, and how they influence customer and supplier behaviour. Back to Grading |
Presentation with questions |
K6
The principles of achieving efficiencies and continuous improvement. Back to Grading |
Interview underpinned by portfolio of evidence |
K7
The importance of collaboration between the Procurement, Finance, and other business functions. Back to Grading |
Interview underpinned by portfolio of evidence |
K8
Incorporate business objectives and needs into procurement specifications by utilising tools and techniques to create solutions. Back to Grading |
Interview underpinned by portfolio of evidence |
K9
The principles and purpose of commercial contracting. Back to Grading |
Interview underpinned by portfolio of evidence |
K10
How contract terms, conditions and obligations affect delivery, supplier performance and outcomes for the organisation. Back to Grading |
Case study test |
K11
Ethical and sustainability risks and opportunities related to sourcing decisions. Back to Grading |
Presentation with questions |
K12
The use of procurement to drive “social value” and sustainability, such as emissions reduction, use of diverse suppliers (SMEs, BAME owned firms), addressing human rights in the supply chain, and combatting environmental harm. Back to Grading |
Interview underpinned by portfolio of evidence |
K13
The documentation and terminology that form part of the commercial contract process such as the contract and its appendices. Back to Grading |
Interview underpinned by portfolio of evidence |
K14
The procurement negotiation techniques required to reach a mutually beneficial agreement. Back to Grading |
Interview underpinned by portfolio of evidence |
K15
The organisation’s commercial strategy and policies, procedures, and governance processes. Back to Grading |
Interview underpinned by portfolio of evidence |
K16
Principles and purpose of the organisations contract governance, risk management, and internal controls. Back to Grading |
Case study test |
K17
Supplier performance monitoring, management, and reporting techniques which impact on, service, quality, and sustainability objectives. Back to Grading |
Case study test |
K18
Category specific knowledge of contracts, market, and legislative requirements to ensure goods or services are procured in a compliant and sustainable way. Back to Grading |
Presentation with questions |
K19
How to conduct planning and forecasting which support the business decisions and the delivery of procurement. Back to Grading |
Presentation with questions |
K20
Analyse spend data and generate recommendations to feed into business and commercial strategies. Back to Grading |
Case study test |
K21
The components, benefits, and constraints of taking a category management approach throughout the procurement life cycle. Back to Grading |
Interview underpinned by portfolio of evidence |
K22
The digital and software tools used in procurement and supply chain management, such as “source to contract” platforms, supply chain finance tools, complex sourcing, and auctions, spend analytics, AI, risk tools and guided buying. Back to Grading |
Interview underpinned by portfolio of evidence |
K23
The organisation's contract award process. Back to Grading |
Interview underpinned by portfolio of evidence |
K24
The principles of continuous improvement and how to identify and implement opportunities for improvement within the procurement and contract management process. Back to Grading |
Presentation with questions |
K25
The use of horizon scanning to identify the current and future needs of the sector and procurement landscape. Back to Grading |
Interview underpinned by portfolio of evidence |
K26
Project management tools and techniques. Back to Grading |
Presentation with questions |
Skill | Assessment methods |
---|---|
S1
Manage relationships with stakeholders. Back to Grading |
Presentation with questions |
S2
Interpret business requirements by assessing the demand for the product or service. Back to Grading |
Presentation with questions |
S3
Undertake market analysis to establish potential routes to market. Back to Grading |
Interview underpinned by portfolio of evidence |
S4
Conduct benchmarking to evaluate costs against industry standards. Back to Grading |
Presentation with questions |
S5
Prepare or contribute to the drafting of a sourcing plan which meets business needs, including corporate social responsibility factors. Back to Grading |
Presentation with questions |
S6
Use the organisation's documentation designed for commercial procurement processes for the supply of goods and services. Back to Grading |
Interview underpinned by portfolio of evidence |
S7
Notify potential suppliers of proposal requirements. Back to Grading |
Interview underpinned by portfolio of evidence |
S8
Use selection and award criteria to source requirements from external suppliers evidencing how supplier bids are evaluated against them. Back to Grading |
Interview underpinned by portfolio of evidence |
S9
Analyse the financial implications of decisions and identify cost-saving opportunities. Back to Grading |
Presentation with questions |
S10
Liaise and negotiate with suppliers and stakeholders to ensure the timely delivery of purchased goods and services. Back to Grading |
Interview underpinned by portfolio of evidence |
S11
Support contract award and briefing of suppliers in line with the organisations processes and governance. Back to Grading |
Interview underpinned by portfolio of evidence |
S12
Monitor and manage contract performance to meet time, costs, service, and quality objectives. Back to Grading |
Presentation with questions |
S13
Manage contract performance and advise suppliers on any areas for improvement. Back to Grading |
Interview underpinned by portfolio of evidence |
S14
Maintain contract documentation such as change control, version control. Back to Grading |
Interview underpinned by portfolio of evidence |
S15
Use IT and software to produce spreadsheets and presentation packages to communicate information. Back to Grading |
Presentation with questions |
S16
Identify, raise, and facilitate discussions with stakeholders to resolve any issues or risks. Back to Grading |
Presentation with questions |
S17
Analyses sustainability challenges and risks at each stage of the product or contract life cycle. Back to Grading |
Presentation with questions |
S18
Manage information in accordance with policy and processes. Back to Grading |
Interview underpinned by portfolio of evidence |
S19
Continuously review work processes to identify and eliminate inefficiencies and simplify workflow. Back to Grading |
Interview underpinned by portfolio of evidence |
S20
Use available systems and tools to identify relevant data. Back to Grading |
Presentation with questions |
S21
Interpret, analyse, and evaluate data through questioning to drive actionable intelligence and support decision making. Back to Grading |
Presentation with questions |
S22
Use horizon scanning to identify future changes in procurement and contracting. Back to Grading |
Interview underpinned by portfolio of evidence |
Behaviour | Assessment methods |
---|---|
B1
Role models ethical behaviour and practices. Back to Grading |
Presentation with questions |
B2
Seeks learning opportunities and continuous professional development. Back to Grading |
Interview underpinned by portfolio of evidence |
B3
Takes responsibility, shows initiative, and is organised. Back to Grading |
Presentation with questions |
B4
Considers the “big” picture and the detail together. Back to Grading |
Presentation with questions |
B5
Works flexibly and adapts to circumstances. Back to Grading |
Interview underpinned by portfolio of evidence |
B6
Works collaboratively with others across the organisation and external stakeholders. Back to Grading |
Interview underpinned by portfolio of evidence |
KSBS GROUPED BY THEME | Knowledge | Skills | Behaviour |
---|---|---|---|
Procurement and supply chain outcomes
K18 K19 K26 S2 S12 S21 |
Category specific knowledge of contracts, market, and legislative requirements to ensure goods or services are procured in a compliant and sustainable way. (K18) How to conduct planning and forecasting which support the business decisions and the delivery of procurement. (K19) Project management tools and techniques. (K26) |
Interpret business requirements by assessing the demand for the product or service. (S2) Monitor and manage contract performance to meet time, costs, service, and quality objectives. (S12) Interpret, analyse, and evaluate data through questioning to drive actionable intelligence and support decision making. (S21) |
None |
Stakeholder engagement
S1 B1 B3 |
None |
Manage relationships with stakeholders. (S1) |
Role models ethical behaviour and practices. (B1) Takes responsibility, shows initiative, and is organised. (B3) |
Financial management
K5 S4 S9 |
How commercial models are applied to generate the best value for the organisation, and how they influence customer and supplier behaviour. (K5) |
Conduct benchmarking to evaluate costs against industry standards. (S4) Analyse the financial implications of decisions and identify cost-saving opportunities. (S9) |
None |
Local, global, and sustainable sourcing strategies
K3 K4 K11 S5 B4 |
How to collect and utilise market, supplier, and product intelligence to inform business strategies and optimise the procurement process. (K3) Market and product intelligence and supplier innovation support the development of business cases. (K4) Ethical and sustainability risks and opportunities related to sourcing decisions. (K11) |
Prepare or contribute to the drafting of a sourcing plan which meets business needs, including corporate social responsibility factors. (S5) |
Considers the “big” picture and the detail together. (B4) |
Innovation tools and techniques
K24 S15 S20 |
The principles of continuous improvement and how to identify and implement opportunities for improvement within the procurement and contract management process. (K24) |
Use IT and software to produce spreadsheets and presentation packages to communicate information. (S15) Use available systems and tools to identify relevant data. (S20) |
None |
Negotiation and risk management
S16 S17 |
None |
Identify, raise, and facilitate discussions with stakeholders to resolve any issues or risks. (S16) Analyses sustainability challenges and risks at each stage of the product or contract life cycle. (S17) |
None |
KSBS GROUPED BY THEME | Knowledge | Skills | Behaviour |
---|---|---|---|
Infrastructure and governance
K15 S11 |
The organisation’s commercial strategy and policies, procedures, and governance processes. (K15) |
Support contract award and briefing of suppliers in line with the organisations processes and governance. (S11) |
None |
Financial management
K1 K7 B5 |
Procurement life cycles and how they fit into the organisation’s structure and budgets. (K1) The importance of collaboration between the Procurement, Finance, and other business functions. (K7) |
None |
Works flexibly and adapts to circumstances. (B5) |
Procurement and supply chain outcomes
K8 S6 S8 S10 |
Incorporate business objectives and needs into procurement specifications by utilising tools and techniques to create solutions. (K8) |
Use the organisation's documentation designed for commercial procurement processes for the supply of goods and services. (S6) Use selection and award criteria to source requirements from external suppliers evidencing how supplier bids are evaluated against them. (S8) Liaise and negotiate with suppliers and stakeholders to ensure the timely delivery of purchased goods and services. (S10) |
None |
Management of procurement and the supply chain
K6 K9 K13 K14 K21 K22 K23 S3 S7 S13 S14 S18 S19 |
The principles of achieving efficiencies and continuous improvement. (K6) The principles and purpose of commercial contracting. (K9) The documentation and terminology that form part of the commercial contract process such as the contract and its appendices. (K13) The procurement negotiation techniques required to reach a mutually beneficial agreement. (K14) The components, benefits, and constraints of taking a category management approach throughout the procurement life cycle. (K21) The digital and software tools used in procurement and supply chain management, such as “source to contract” platforms, supply chain finance tools, complex sourcing, and auctions, spend analytics, AI, risk tools and guided buying. (K22) The organisation's contract award process. (K23) |
Undertake market analysis to establish potential routes to market. (S3) Notify potential suppliers of proposal requirements. (S7) Manage contract performance and advise suppliers on any areas for improvement. (S13) Maintain contract documentation such as change control, version control. (S14) Manage information in accordance with policy and processes. (S18) Continuously review work processes to identify and eliminate inefficiencies and simplify workflow. (S19) |
None |
Sustainability
K12 K25 S22 B6 |
The use of procurement to drive “social value” and sustainability, such as emissions reduction, use of diverse suppliers (SMEs, BAME owned firms), addressing human rights in the supply chain, and combatting environmental harm. (K12) The use of horizon scanning to identify the current and future needs of the sector and procurement landscape. (K25) |
Use horizon scanning to identify future changes in procurement and contracting. (S22) |
Works collaboratively with others across the organisation and external stakeholders. (B6) |
Development of the team and individual
B2 |
None |
None |
Seeks learning opportunities and continuous professional development. (B2) |
KSBS GROUPED BY THEME | Knowledge | Skills | Behaviour |
---|---|---|---|
Case study test
K2 K10 K16 K17 K20 |
Relevant regulations and legislation such as procurement, data protection, environmental, social and governance, and how they impact on the procurement process. (K2) How contract terms, conditions and obligations affect delivery, supplier performance and outcomes for the organisation. (K10) Principles and purpose of the organisations contract governance, risk management, and internal controls. (K16) Supplier performance monitoring, management, and reporting techniques which impact on, service, quality, and sustainability objectives. (K17) Analyse spend data and generate recommendations to feed into business and commercial strategies. (K20) |
None |
None |
Contact us about this apprenticeship
Version | Change detail | Earliest start date | Latest start date | Latest end date |
---|---|---|---|---|
Revised version awaiting implementation | In revision | Not set | Not set | Not set |
2.1 | End-point assessment plan revised | 13/04/2023 | Not set | Not set |
2.0 | Standard and End-point assessment plan revised. | 09/09/2017 | 12/04/2023 | Not set |
1.0 | Approved for delivery | 03/02/2016 | 08/09/2017 | Not set |
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