As part of the plans to regenerate the area close to the Highcross Shopping Centre, the Leicester City ?Council has granted planning permission in principle to pave way for new student housing

 

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Coursework Specification

1 Module Information

1.1 Module Title Procurement and Supply Chain Management

 

1.2 Module Code Number KB7035

 

1.3 Module Level and Credit Points Level 7, 20 credits

 

1.4 Module Leader Dr. Victor Samwinga

 

1.5 Coursework Title Procurement Report

 

1.6 Coursework Specification Author Dr. Victor Samwinga

 

1.7 Academic Year and Semester(s)

SEM1 2022-23

2 Coursework Submission and Feedback

2.1 Release Date of Coursework Specification to Students

09:00 am BST on 29 September 2022

2.2 Mechanism Used to Disseminate Coursework Specification to Students

Assessment and Submission folder on Blackboard module

2.3 Date and Time of Submission of Coursework by Students

11:59 PM on 09 January 2023

2.4 The mechanism for Submission of Coursework by Students

Turnitin digital submission portal in Assessment and Submission folder on Blackboard module

2.5 Return Date of Unconfirmed Internally Moderated Mark(s) and Feedback to Students

11:59 PM on 06 February 2023

 

2.6 The mechanism for Return of Unconfirmed Internally Moderated Mark(s) and Feedback to Students

Turnitin digital submission portal and/or My Grades on Blackboard module

 

 

 

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3 Assessment Details

3.1 Module Learning Outcomes (MLOs) Assessed by Coursework

1. MLO 1 – Establish a conceptual understanding of procurement and supply chain strategies within

the built environment projects. 2. MLO 2 – Implement and critically evaluate appropriate procurement processes by which

construction projects and services are acquired from internal and/or external sources. 3. MLO 3 – Identify and critically evaluate appropriate client requirements to develop respective

procurement and supply chain strategies that enable project success, business benefits and overall sustainable operations.

4. MLO 4 – Embrace professionalism, demonstrate multi-disciplinary skills and apply expert and specialised knowledge in the field of construction project management.

5. MLO 5 – Embrace intercultural cooperation through consciousness, responsible and professional ethical conduct in a reflexive way.

3.2 Coursework Overview

Context Statement: The construction sector continues to face many project delivery challenges such as time and cost predictability. The need to identify and critically evaluate client requirements to develop appropriate procurement processes has never been more important for project managers, clients and the industry at large. This assessment requires the submission of an individual piece of coursework in form of a procurement report that engages with both the knowledge base as well as the project and client-specific characteristics. It is to be written from the perspective of an external consultant procurement specialist who is making a theoretically-, and evidence-, informed project-delivery strategy report. This task is worth 100% of the module and addresses all Module Learning Outcomes.

3.3 Coursework Tasks to be Completed by Students

 

CLIENT PROJECT BRIEF

As part of the plans to regenerate the area close to the Highcross Shopping Centre, the Leicester City

Council has granted planning permission in principle to pave way for new student housing buildings. The

area earmarked for the development, which is currently a traffic island in Leicester’s Waterside

regeneration area will be home to the latest block of flats consisting of 205 bedrooms.

 

The proposed eight-storey student accommodation includes a management suite, providing 24-hour on-

site supervision and security, and has the following proposed mix of accommodation:

1. Studios (four accessible) – 12

2. Two bedroom apartments – 15

3. Three bedroom apartments – 8

4. Four bedroom accessible apartments – 1

5. Five bedroom apartments – 15

6. Six Bedroom apartments – 10

 

Communal space are included to promote sociability and active citizenship; these will be spread over two

floors, and are anticipated to include:

1. Student Hub;

2. Gym;

3. Dining Room;

4. Games Room; and

5. Cinema Room.

 

 

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The Woodgate Residents initially unanimously objected to the development citing concerns around

insufficient incorporation of sustainability features. Although the majority of residents seem to have been

pacified following concessions by the developers to review the project and make it more sustainable,

there are still objectors to the development who have since formed the Residents Against Waterside

Development (RAWD) with the sole purpose of ensuring the project is greener or dead (cancelled)! The

scale of the development, potential increase in traffic from residents’ cars, limited economic benefits, the

potential loss of trees and biodiversity and its overall limited green credentials are currently some of the

key sticking points for RAWD.

 

Following planning approval in principle being granted to the agent, the Developer Urbanite Ltd., are

keen to get the project off the ground to ensure fully rented student residences when the premises open

in September 2024.

 

Key Programme Features are described below:

1. The developers have secured an 18-months finance facility of £8.8 million from Paragon

Development Finance, approved for disbursement from March 2023,

2. The site is located in close proximity to Leicester’s Highcross Shopping Centre and the two

Universities in the City,

3. Although planning approval for the scheme has not yet been granted, planners are confident that

this will be secured.

4. The developer has a small but experienced internal team of professionals with technical

construction expertise typically providing oversight role and outsourcing design as well as the

construction functions,

5. Construction contractor(s) and such other specialists as are necessary to carry out the various

elements of construction work,

6. The scheme design, while sufficiently complete to obtain the necessary approvals, is not fully

complete and some detailed design work remains outstanding. The client is undecided as to

whether it should retain the local Architectural firm, WALTERS ARCHITECTS, to complete the

outstanding design or whether this work would be better carried out under a different

arrangement.

7. The client is eager to maximise return on investment by keeping construction costs down but

without compromising the high spec that has now come to be expected in student

accommodation.

8. The client also wants to ensure the scheme opens on time to avoid a tarnished reputation and

loss of profit experienced on a similar student residence scheme in Manchester, where they had

to postpone opening by one academic year.

9. Subject to successful completion of the Waterside Development, the developer recently received

approval for funding in principle, for the following student accommodation projects:

a. Sugarwell Court Development, Leeds, 130 bed scheme, £6.8 million; and

b. Exeter Heavitree Road Development, Exeter, 450 bed scheme, £15.2 million.

10. The developer is desperate for some innovation in the procurement process to ensure their

outcomes are not compromised. When briefing your company, the Urbanite Ltd presented the

consultants with the following requirements (in order of priority; most important, first):

a. Collaborative working by integrated team: greater innovation and improved

relationships across Client and Contractor teams and the rest of the supply chain.

b. Cost Certainty: The Client needed to know as early as possible, the most reliably

accurate estimation of the final outturn cost before deciding to “commit to construction”.

c. A short procurement duration: The client was very concerned about an early start and

an early finish. In addition, the client felt that once the decision to “commit to construct” is

reached the building must be completed to exacting standards in the shortest possible

time.

d. A high quality of finish is important: Apart from technical complexity, the facilities are expected to be completed to exacting standards.

 

 

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e. Flexibility to alter design or specification: while the client wishes to have a project

delivered within budget, they have expressed the need for flexibility to make limited

design changes. The client requires the flexibility to be able alter design detail and/or

specification to avoid obsolescence in the technologies proposed for the high-tech

operating theatres.

 

TASKS TO BE COMPLETED BY STUDENTS

 

As a Procurement Consultant assigned to the proposed project, you have been asked to produce a

high level but comprehensive Procurement and Stakeholder Engagement strategy report for your

client, the developer. Your report should critically discuss the following in the context of the above

project brief:

 

1. A procurement ‘road map’ for the client, demonstrating how they should procure each of the

works and services, how the client can ensure that the scheme meets the needs and project

requirements, and other key consultants and project participants you propose they should procure and

their primary roles in the process. Due consideration should be given to provide guidance on:

a) Identifying the client and stakeholder needs based on this brief and associated documentation,

b) the most suitable procurement arrangement, bearing in mind the variety of options and the project

features and client’s requirements,

c) the most suitable main standard form of contract to support the overall procurement strategy,

d) The most suitable tendering strategy for obtaining the most economically advantageous tender,

e) the mechanism for agreeing the price for the project with the main contractor(s),

(Approximately 1500 words)

 

2. The relevance of supply chain management and the extent to which the client should consider

collaborative approaches for the proposed project in view of their overall business needs and future

projects. (Approximately 750 words)

 

3. The importance of developing and maintaining relationships between the client and

stakeholders in the procurement process, paying attention to the significant issues on the project

and how they can be mitigated. (approximately 750 words)

 

4. Be sure to allow for an executive summary, an introduction, and a conclusion, including a set

of recommendations. (Approximately 600 words, split equally).

 

5. You are to make use of and appropriately cite at least 15 quality and unique sources to produce

your report. (Approximately 400 words, split equally).

 

 

Additional instructions to students: Your report should be well presented, with a one-page executive summary (no more than 250 words) at the beginning of the report, followed by contents page, an introduction, main body and overall conclusion/recommendation(s) at the end of your report. All the above should be submitted under a suitable front cover, stating ONLY your student registration number, assignment title, this module’s code and tutor name. Your report must be well structured and formatted including a contents page, page numbers, suitable headings and sub-headings within the main body, and a declaration of your word count. Please note there is a maximum file size limit (20MB) on submissions to Turnitin and students must be aware of this when preparing their report. Reports submitted by the due date and time due to their file size will be treated as late submissions.

 

 

 

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3.4 Expected Size of Submission

▪ The upper maximum limit for this work is 4,000 words. This word count includes:

▪ Any executive summary. ▪ The main body of text. ▪ In text citations [e.g. (Smith, 2011)]. ▪ Direct quotations from primary or secondary source material. ▪ Title & Contents page. ▪ Words within tables, figures, and illustrations. ▪ Reference list. ▪ Bibliography (if also provided). ▪ Appendices. ▪ Glossary. ▪ Footnotes.

▪ Figures (diagrams, illustrations, photographs etc.) and tables are welcome to support the text, but must be fully incorporated into the submission and include some text that fully explains why they are exhibited and what the reader ought to draw from them. 200 words will be counted for each separate figure/table used, if the text in the diagram cannot be picked up by the word processor (e.g. images).

▪ The work must form a structured and coherent whole. ▪ A contents page is required, including a basic front sheet for the submission, that identifies the

student number (not name), the total number of words used (including references section), and the number of figures/tables used. All headings must be numbered and presented in a clear hierarchical order.

▪ ‘Footnotes’/’Endnotes’ will be permitted, as they can offer sufficient value, providing, their use is minimal, sufficiently concise, and appropriate – they offer only ‘clarifying’ information, or add ‘adjacent’ value to the sentences already written. In other words, they are not to be used to ‘hide’ words that would otherwise normally be expected to be contained within the main body of the text, and their use will be considered in accordance with the University policy regarding word limits.

 

3.5 Referencing

References must be cited and referenced in the coursework using the Cite Them Right version of the Harvard referencing system. An online guide to Cite Them Right is freely available to Northumbria University students at: https://www.citethemrightonline.com/ Other referencing systems may not be accepted in this module.

3.6 Assessment Criteria

 

Marks will be awarded based on the marking matrix attached to this coursework (refer to Appendix A).

 

4 Referral

The Referral Attempt opportunity will generally take place after the end-of-level Progression and Awards Board (PAB). If you become eligible to complete a Referral Attempt but are subsequently unable to undertake the opportunity when required, you will be permitted to re-sit the module at the next scheduled sitting of the module assessment. This will typically entail the suspension of your progression on your programme of study until such time that you have completed the level and become eligible to proceed.

5 Guidance for Students on Policies for Assessment

The University has several policies for assessment. The following information, which is available to you from the link below, provides guidance on these policies, including relevant procedures and forms.

(1) Assessment Regulations and Policies

 

 

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(a) Assessment Regulations for Taught Awards (b) Group Work Assessments Policy (c) Moderation Policy (d) Retention of Assessed Work Policy (e) Word Limits Policy

(2) Assessment Feedback (a) Anonymous Marking Policy

(3) Late Submission of Work and Extension Requests (4) Personal Extenuating Circumstances (5) Technical Extenuating Circumstances (6) Student Complaints and Appeals (7) Academic Misconduct (8) Student Disability and Unforeseen Medical Circumstances

https://www.northumbria.ac.uk/about-us/university-services/academic-registry/quality-and-teaching- excellence/assessment/guidance-for-students/

 

 

 

 

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APPENDIX A: Assessment criteria / marking scheme

 

HIGHER

DISTINCTION (>79%)

DISTINCTION (70-

79%)

COMMENDATION

(60-69%)

PASS (50-59%) FAIL (40-49%) POOR FAIL (0-39%)

PRESENTATION (7.5%)

 

Presentation

(structure/style,

logic/rigour, grammar

and spelling, references)

DEMONSTRATES

OUTSTANDING

ABILITY TO:

Present the work

paying attention to

structure/style,

logic/rigour, grammar

and spelling,

references

 

DEMONSTRATES

EXCELLENT ABILITY

TO:

Present the work

paying attention to

structure/style,

logic/rigour, grammar

and spelling,

references

DEMONSTRATES

GOOD ABILITY TO:

Present the work

paying attention to

structure/style,

logic/rigour, grammar

and spelling,

references

DEMONSTRATES

ADEQUATE ABILITY

TO:

Present the work

paying attention to

structure/style,

logic/rigour, grammar

and spelling,

references

DEMONSTRATES

INADEQUATE

ABILITY TO:

Present the work

paying attention to

structure/style,

logic/rigour, grammar

and spelling,

references

DEMONSTRATES

LITTLE OR NO

ABILITY TO:

Present the work

paying attention to

structure/style,

logic/rigour, grammar

and spelling,

references

EXECUTIVE SUMMARY

AND INTRODUCTION

(5%)

Write an introduction

section and

comprehensive executive

summary that includes

are the key elements

including purpose or

report, background,

proposals and key

conclusions

 

DEMONSTRATES

OUTSTANDING

ABILITY TO:

Write an introduction

section and

comprehensive

executive summary

that includes are the

key elements including

purpose or report,

background, proposals

and key conclusions

 

DEMONSTRATES EXCELLENT ABILITY TO: Write an introduction

section and

comprehensive

executive summary

that includes are the

key elements including

purpose or report,

background, proposals

and key conclusions

 

DEMONSTRATES GOOD ABILITY TO: Write an introduction

section and

comprehensive

executive summary

that includes are the

key elements including

purpose or report,

background, proposals

and key conclusions

 

DEMONSTRATES ADEQUATE ABILITY TO: Write an introduction

section and

comprehensive

executive summary

that includes are the

key elements including

purpose or report,

background, proposals

and key conclusions

 

DEMONSTRATES INADEQUATE ABILITY TO: Write an introduction

section and

comprehensive

executive summary

that includes are the

key elements including

purpose or report,

background, proposals

and key conclusions

 

DEMONSTRATES LITTLE OR NO ABILITY TO: Write an introduction

section and

comprehensive

executive summary

that includes are the

key elements including

purpose or report,

background, proposals

and key conclusions

 

DETAILED

PROCUREMENT PLAN

FOR THE CLIENT (40%)

 

A detailed procurement

plan providing a ‘road

map’ for the client,

demonstrating how you

propose they should

procure each of the

works and services, how

the client can ensure that

the scheme is completed

within budget and on

time, how the client will

be involved at each

stage of the process, and

other specific consultants

and project participants

you propose they should

procure and their primary

roles in the process,

giving due consideration

should be given to the

most suitable

procurement

arrangement, the main

contract, tendering

arrangements and the

mechanism for pricing

and payment for the

project.

 

DEMONSTRATES

OUTSTANDING

ABILITY TO:

A detailed procurement

plan providing a ‘road

map’ for the client,

demonstrating how you

propose they should

procure each of the

works and services,

how the client can

ensure that the

scheme is completed

within budget and on

time, how the client will

be involved at each

stage of the process,

and other specific

consultants and project

participants you

propose they should

procure and their

primary roles in the

process, giving due

consideration should

be given to the most

suitable procurement

arrangement, the main

contract, tendering

arrangements and the

mechanism for pricing

and payment for the

project.

 

DEMONSTRATES EXCELLENT ABILITY TO: A detailed procurement

plan providing a ‘road

map’ for the client,

demonstrating how you

propose they should

procure each of the

works and services,

how the client can

ensure that the

scheme is completed

within budget and on

time, how the client will

be involved at each

stage of the process,

and other specific

consultants and project

participants you

propose they should

procure and their

primary roles in the

process, giving due

consideration should

be given to the most

suitable procurement

arrangement, the main

contract, tendering

arrangements and the

mechanism for pricing

and payment for the

project.

 

DEMONSTRATES GOOD ABILITY TO: Develop a detailed

procurement plan

providing a ‘road map’

for the client,

demonstrating how you

propose they should

procure each of the

works and services,

how the client can

ensure that the

scheme is completed

within budget and on

time, how the client will

be involved at each

stage of the process,

and other specific

consultants and project

participants you

propose they should

procure and their

primary roles in the

process, giving due

consideration should

be given to the most

suitable procurement

arrangement, the main

contract, tendering

arrangements and the

mechanism for pricing

and payment for the

project.

 

DEMONSTRATES ADEQUATE ABILITY TO: Develop a detailed

procurement plan

providing a ‘road map’

for the client,

USEFUL NOTES FOR:

Procurement and Supply Chain Management

Introduction

The procurement and supply chain management (PSCM) functions have been emerging as important functions in companies. These functions are usually performed by the same people and have direct impacts on customers, employees, suppliers, and shareholders. The main objective of PSCM is to use resources efficiently by developing a strategy based on management information, benchmarking against competitors, forecasting future demand trends and overall financial situation of the organization.

Procurement

Procurement is the process of acquiring products, services or technology to meet a business need. It’s one of the three main processes in supply chain management (SCM). The other two are production and distribution.

Procurement differs from supply chain management because it focuses on how you get your products or services from suppliers to you as an end user; whereas SCM looks at where your products come from, who makes them and when they’re delivered.

Supply Chain Management

Supply chain management is the process of coordinating supply chain activities. The term refers to the coordination and synchronization of all aspects of a company’s operations, including information flow and planning, purchasing, production and distribution.

It’s important for organizations to have a good understanding of their own supply chains because they can help make better decisions about how you want your company to operate in order to produce more efficiently or simply save money.

Goals of procurement and supply chain management

In a nutshell, procurement is the process of acquiring goods and services, while supply chain management is the process of coordinating those activities. Both are important to the success of an organization because they help ensure that all necessary resources are available at a time when they’re needed most—and that means making sure your business keeps up with demand.

Procure-to-pay process (P2P)

The Procure-to-Pay (P2P) process is a step in the procurement cycle that involves purchasing goods and services. This process involves procurement, accounts payable and accounts receivable departments. It’s managed by the procurement department which is responsible for managing all parts of this process including:

Procurement – purchasing goods or services from suppliers through open bids or negotiated agreements

Accounts Payable – paying suppliers on time by issuing invoices; making payments authorized by management; monitoring performance against targets agreed with vendors

Accounts Receivable – collecting payment from customers

ERP systems in P2P

ERP systems are a good fit for P2P. ERP systems are used for all P2P processes, from procurement to supply chain management and more. They also provide the tools needed to integrate multiple companies into one integrated supply chain system, allowing you to manage your entire business more efficiently and effectively. In fact, many organizations that have implemented an ERP solution have reported significant savings on their purchasing costs as well as increased profit margins because they can reduce their inventories by using just-in-time manufacturing techniques instead of traditional warehousing methods (which can be costly).

P2P integration

P2P integration is the process of integrating two or more systems.

ERP systems are used to manage an organization’s supply chain and procurement, which can be done manually or through automation.

A P2P system is a software application that allows users to connect directly with suppliers in order to get competitive pricing and better availability from them.

e-Procurement

e-Procurement is the process of buying goods and services from suppliers through a computer network. This includes everything from buying tickets to purchasing new cars, but it also includes other activities such as signing up for health insurance, making charitable donations and paying bills online.

e-Procurement has been around since the early 1990s when companies began using it for procurement purposes. However, in recent years there has been more focus on this area because of its potential benefits for businesses:

It can help with time management by eliminating paperwork during the purchasing process;

It helps improve accuracy by allowing users to view information about product specifications before making an order; * It reduces costs by reducing errors made during ordering processes;

Sourcing and sourcing strategies

Sourcing is the process of identifying, selecting, and contracting with suppliers. There are three main types of sourcing strategies: strategic sourcing; tactical/supply chain management; and direct procurement.

Strategic sourcing involves using a variety of methods to find the best possible product or service at the lowest possible price. For example, a company may use market research reports to determine that its competitors are offering similar products for less than it does and then decide to source those items through an intermediary who will provide better prices on behalf of their buyer. The buyer would then pay all costs associated with these purchases since they have already been negotiated by someone else (i..e., another company).

Tactical/supply chain management involves identifying suppliers who offer products or services that meet specific criteria required by your business unit while avoiding further exposure to unnecessary risk factors such as high costs or poor quality control procedures due diligence efforts done prior purchasing decisions made based upon preliminary research results obtained from questionnaire responses provided during interviews conducted over telephone calls conducted face-to-face meetings held online video conference sessions hosted over other available options available at this time.”

Sourcing categories

The sourcing categories are product, service and location.

Product – This is the item or service that you’re looking to purchase. You may be able to use this data as part of your negotiation process in order to get the best price on an item or service. For example: “If I buy this product from you for $10/unit instead of $20/unit, will you give me 10% off?”

Service – This category includes all kinds of goods and services from which one can choose when buying something else (such as shipping). In this case we are talking about purchasing specific products because they’re not available locally but instead require some form of transport which requires time and money investment upfront before they go into production phase itself.”

Sourcing decision matrix

The sourcing decision matrix is a tool that can help you make better sourcing decisions. It’s used to evaluate the quality and cost of potential suppliers, so it helps you identify those that are best suited to meet your needs. The matrix can be used by both buyers and suppliers, but it’s especially helpful for buyers who want to focus on evaluating their suppliers based on factors such as price, quality and delivery time.

To use the matrix effectively:

Draw up an inventory of all your needs (including raw materials)

List your preferred suppliers according to each requirement or attribute (such as location)

Spend analysis and consolidation techniques

Spend analysis is a tool for analyzing the current spending, identifying potential savings and improvements, and planning for future spending.

The spend analysis process helps to identify areas of potential cost reduction.

It allows you to compare current costs with those that could be achieved through improved management practices or new services or products.

Total Cost of Ownership (TCO) as procurement model

The Total Cost of Ownership (TCO) is the total cost of ownership over the life cycle of an asset. It includes all costs associated with using and maintaining that asset, including maintenance and repair costs, replacement costs and fuel consumption.

The TCO can be used to compare different procurement options such as whether it’s more economical to buy online or in store; whether you should hire a consultant or use your own staff; how much time will be saved by using self-service technology instead of human interaction at checkouts at supermarkets etc…

TCO also helps us compare different suppliers based on their supply chain management practices when they deliver goods from overseas factories into local markets around the world.

Product or service delivery cycle and strategic sourcing models (buyer side)

The product or service delivery cycle is a continuous journey that starts with the design of the product, continues through development, testing and validation, and ends with manufacturing. This can be broken down into four phases:

Conceptualization – this phase begins when requirements are identified by your customer or end user (the buyer). It ends when you have an idea for a solution that satisfies their needs without requiring too much exploration on your part; once you’ve nailed down what they want (and how), then it’s time to start building!

Design – here we create mockups of our proposed solution using basic tools like Photoshop or Illustrator; these mockups allow us to see how our ideas look in 3D space before moving forward into production mode where we’ll actually build prototypes based off these designs!

Supply chain participants’ procurement functions and models (supplier side)

Supply chain participants’ procurement functions and models (supplier side)

Supplier relationship management

Supplier development

Supplier performance management

Supplier risk management and credit control In order to achieve success in the supply chain, it is necessary for the supplier to have good relationships with customers. The following are some methods for building and maintaining these relationships: * Providing accurate information about products and services; * Giving feedback on customer satisfaction levels; * Providing training for employees in all departments involved in delivering quality products, including production managers, purchasing agents/managers, warehouse personnel and others involved in managing shipments from suppliers’ facilities; etc…

Procurement is the function of acquiring goods and services, whereas supply chain management is the process of coordinating supply chain activities.

Procurement is the function of acquiring goods and services, whereas supply chain management is the process of coordinating supply chain activities. The two are closely related, but they are not exactly the same thing.

Procurement can be thought of as a subset of supply chain management because it focuses on acquiring products or services in order to meet customer needs; however, procurement also involves purchasing or leasing equipment that will be used within an enterprise’s production processes (e.g., manufacturing). In contrast to procurement operations, which focus on acquiring goods from suppliers through bidding processes or negotiation with suppliers and ordering them accordingly, supply chain management operations involve identifying what products should be purchased at any given time based on current demand levels for those items—and then planning how those items will get from point A (where they were made) into point B (where we want them). This can involve several steps: first determining where all parts/items come from; second finding out what facilities are needed so these parts/items get assembled correctly before being shipped out again; third checking whether there’s enough inventory available before shipping starts so no delays occur during production runs; fourth monitoring progress throughout each step along way by tracking things such as labor costs per unit produced etc..

Conclusion

At this point, you should have a good grasp of the basic differences between procurement and supply chain management. If there’s still some confusion about how these functions overlap and what each one does best, don’t worry! It can be helpful to think of procurement as the process of buying goods while supply chain management is more concerned with managing those goods once they’re acquired.