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# The Procurement School

The Procurement School

## Sitemaps

- [XML Sitemap](https://learning.theprocurementschool.com/sitemap.xml): Contains all public & indexable URLs for this website.

## Pages

- [Homepage](https://learning.theprocurementschool.com/) - Canada’s leading procurement training organization Your learning journey begins here… Your destination for intelligently crafted learning to advance your public sector procurement career. Learn from anywhere on any device. mini-modules access with your Free Membership Self-assessment for Procurement Professionals As a procurement professional, do you wonder what your strengths and hidden gaps might be? If
- [managing collaborative shared procurement projects](https://learning.theprocurementschool.com/managing-collaborative-shared-procurement-projects/)
- [exploring a procurement career spanning 3 continents](https://learning.theprocurementschool.com/exploring-a-procurement-career-spanning-3-continents/)
- [a career and education journey spanning three continents](https://learning.theprocurementschool.com/a-career-and-education-journey-spanning-three-continents/)
- [best practices in procure commodities](https://learning.theprocurementschool.com/best-practices-in-procure-commodities/)
- [explore how supply chain can play an intrinsic role](https://learning.theprocurementschool.com/explore-how-supply-chain-can-play-an-intrinsic-role/)
- [exploring a career in procurement](https://learning.theprocurementschool.com/exploring-a-career-in-procurement/)
- [procurement services - regulators or trusted advisors?](https://learning.theprocurementschool.com/procurement-services-regulators-or-trusted-advisors/)
- [building scope alongside the evaluation methodology](https://learning.theprocurementschool.com/building-scope-alongside-the-evaluation-methodology/)
- [securing contract efficiencies and savings for publicly-funded colleges and Universities in atlantic canada](https://learning.theprocurementschool.com/securing-contract-efficiencies-and-savings-for-publicly-funded-colleges-and-universities-in-atlantic-canada/)
- [the journey to our first nations procurement policies](https://learning.theprocurementschool.com/the-journey-to-our-first-nations-procurement-policies/)
- [building the debriefing practice](https://learning.theprocurementschool.com/building-the-debriefing-practice/)
- [Log In](https://learning.theprocurementschool.com/login/)
- [my courses](https://learning.theprocurementschool.com/my-courses/)
- [certificate verification](https://learning.theprocurementschool.com/certificate-verification/)
- [FAQ](https://learning.theprocurementschool.com/faq/)
- [resource library form](https://learning.theprocurementschool.com/resource-library-form/)
- [reset password](https://learning.theprocurementschool.com/reset-password/)

## Forums

- [Cohort B Week 3](https://learning.theprocurementschool.com/forums/forum/cohort-b-week-3/)
- [Cohort B Assignment 2](https://learning.theprocurementschool.com/forums/forum/cohort-b-assignment-2/)
- [Cohort B Assignment 1](https://learning.theprocurementschool.com/forums/forum/cohort-b-assignment-1/)
- [Cohort B Week 4](https://learning.theprocurementschool.com/forums/forum/cohort-b-week-4/)
- [Cohort B Week 2](https://learning.theprocurementschool.com/forums/forum/cohort-b-week-2/)
- [Cohort B Week 1](https://learning.theprocurementschool.com/forums/forum/cohort-b-week-1/)
- [Cohort A Assignment 2](https://learning.theprocurementschool.com/forums/forum/cohort-a-assignment-2/)
- [Cohort A Assignment 1](https://learning.theprocurementschool.com/forums/forum/cohort-a-assignment-1/)
- [Cohort A Week 4](https://learning.theprocurementschool.com/forums/forum/cohort-a-week-4/)
- [Cohort A Week 2](https://learning.theprocurementschool.com/forums/forum/cohort-a-week-2/)
- [Cohort A Week 3](https://learning.theprocurementschool.com/forums/forum/cohort-a-week-3/)
- [Cohort A Week 1](https://learning.theprocurementschool.com/forums/forum/cohort-a-week-1/)
- [Welcome](https://learning.theprocurementschool.com/forums/forum/welcome/)
- [Cohort B Assignment 1 - PSPP 301](https://learning.theprocurementschool.com/forums/forum/cohort-b-assignment-1-1/)
- [Cohort B Week 4 - PSPP 301](https://learning.theprocurementschool.com/forums/forum/cohort-b-week-4-1/)
- [Cohort B Week 3 - PSPP 301](https://learning.theprocurementschool.com/forums/forum/cohort-b-week-3-1/)
- [Cohort B Week 2 - PSPP 301](https://learning.theprocurementschool.com/forums/forum/cohort-b-week-2-1/)
- [Cohort B Assignment 2 - PSPP 301](https://learning.theprocurementschool.com/forums/forum/cohort-b-assignment-2-1/)
- [Cohort B Week 1 - PSPP 301](https://learning.theprocurementschool.com/forums/forum/cohort-b-week-1-1/)
- [Cohort A Assignment 2 - PSPP 301](https://learning.theprocurementschool.com/forums/forum/cohort-a-assignment-2-1/)
- [Cohort A Week 1 - PSPP 301](https://learning.theprocurementschool.com/forums/forum/cohort-a-week-1-1/)
- [Cohort A Week 2 - PSPP 301](https://learning.theprocurementschool.com/forums/forum/cohort-a-week-2-1/)
- [Cohort A Week 3 - PSPP 301](https://learning.theprocurementschool.com/forums/forum/cohort-a-week-3-1/)
- [Cohort A Week 4 - PSPP 301](https://learning.theprocurementschool.com/forums/forum/cohort-a-week-4-1/)
- [Cohort A Assignment 1 - PSPP 301](https://learning.theprocurementschool.com/forums/forum/cohort-a-assignment-1-1/)
- [Welcome - PSPP 301](https://learning.theprocurementschool.com/forums/forum/welcome1/)
- [Test Forum](https://learning.theprocurementschool.com/forums/forum/test-forum/)
- [Community - Links and Resources](https://learning.theprocurementschool.com/forums/forum/community-links-and-resources/)
- [Community - Job Leads and Needs](https://learning.theprocurementschool.com/forums/forum/community-job-leads-and-needs/)
- [Community - Q&A](https://learning.theprocurementschool.com/forums/forum/community-qa/)
- [Community - Procurement Brainstorming](https://learning.theprocurementschool.com/forums/forum/community-procurement-brainstorming/)
- [Community - Introductions](https://learning.theprocurementschool.com/forums/forum/community-introductions/)

## Topics

- [2 (B). Challenges?](https://learning.theprocurementschool.com/forums/topic/which-challenges-will-most-affect-public-sector-procurement-in-the-next-5-years-2/) - Which Challenges will most affect Public Sector Procurement in the next 5-years? What do you think?
- [2. (A) Challenges?](https://learning.theprocurementschool.com/forums/topic/which-challenges-will-most-affect-public-sector-procurement-in-the-next-5-years/) - Which challenges will most affect Public Sector Procurement in the next 5-years? What do you think?
- [Cohort (B) Assignment 1 Details](https://learning.theprocurementschool.com/forums/topic/assignment-1-details-2/) - Purpose The purpose of this assignment is to confirm your ability to develop key elements of a Request for Proposals (RFP). Time to Complete Approximately 2 Hours Instructions Download the attached assignment and complete as per the included instructions. Submit your completed assignment on the main course content page titled 'PSPP 301 - Assignment 1
- [Cohort (A) Assignment 1 Details](https://learning.theprocurementschool.com/forums/topic/assignment-1-details/) - Purpose The purpose of this assignment is to confirm your ability to develop key elements of a Request for Proposals (RFP). Time to Complete Approximately 2 Hours Instructions Download the attached assignment and complete as per the included instructions. Submit your completed assignment on the main course content page titled 'PSPP 301 - Assignment 1
- [4 (B). Assignment #1](https://learning.theprocurementschool.com/forums/topic/assignment-1-2/) - This is just a reminder that your 1st assignment is due this Friday at 5:00 pm Pacific time. The assignment is worth 30% of your overall mark so please give it the attention it deserves. You can find details here. Some easy marks come from following instructions which I will repeat here: 1. Your 1000
- [4 (A). Assignment #1](https://learning.theprocurementschool.com/forums/topic/assignment-1/) - This is just a reminder that your 1st assignment is due Friday at 5:00 pm Pacific time. The assignment is worth 30% of your overall mark so please give it the attention it deserves. You can find the details here. Some easy marks come from following instructions which I will repeat here: 1. Your 1000 word
- [1 (B). Clarification on Discussion Forum Topics and Assignments](https://learning.theprocurementschool.com/forums/topic/clarification-on-discussion-forum-topics-and-assignments-2/) - In Week 1, we have the subject of Fair Trade and What is Outcomes-based Commissioning as our main topics in the Discussion Forum. Your Assignment #1 in Week 2 is the Meals for Miles Assignment (No Attachments). You won't discuss Meals for Miles in the Discussion Forum. You will have the opportunity to post your
- [1 (A). Clarification on Discussion Forum Topics and Assignments](https://learning.theprocurementschool.com/forums/topic/clarification-on-discussion-forum-topics-and-assignments/) - In Week 1, we have the subject of Fair Trade and What is Outcomes-based Commissioning as our main topics in the Discussion Forum. Your Assignment #1 in Week 2 is the Meals for Miles Assignment (No Attachments). You won't discuss Meals for Miles in the Discussion Forum. You will have the opportunity to post your
- [Find Your Cohort](https://learning.theprocurementschool.com/forums/topic/find-your-cohort/) - Step 1: Find Your Cohort: Find the Cohort you are assigned to and then move to Step 2. Cohort A Cohort B Manal B Imane B Samar S Michael T Dona T Tolu O Colisha S Laura A Linza W Leo O Diana C Anny G Step 2: Navigating Your Cohort Once you locate your
- [Cohort (A) Assignment 2 - Peer Review](https://learning.theprocurementschool.com/forums/topic/assignment-2-peer-review/) - As you have learned throughout the program, there is tremendous value in networking with other procurement professionals: sharing ideas, passing on knowledge, and helping each other work through solutions to complex issues. As part of your assignment completion, we strongly encourage you to take part in this peer review activity. We have set up this
- [Introductions](https://learning.theprocurementschool.com/forums/topic/introductions/) - Go ahead and introduce yourself. Include your procurement role and responsibilities and perhaps anything that might be of interest to your cohort.
- [3 (B). Who Bears the Risk of Known Dangers?](https://learning.theprocurementschool.com/forums/topic/who-bears-the-risk-of-known-dangers-2/) - When both a general contractor and a subcontractor are aware of dangers, who is ultimately liable when the worst happens? Test your knowledge with this recent case from Ontario. On October 21, 2000, a fire broke out at the site of an apartment restoration project in Toronto. It turns out that the fire was caused
- [3 (A). Who Bears the Risk of Known Dangers?](https://learning.theprocurementschool.com/forums/topic/who-bears-the-risk-of-known-dangers/) - When both a general contractor and a subcontractor are aware of dangers, who is ultimately liable when the worst happens? Test your knowledge with this recent case from Ontario. On October 21, 2000, a fire broke out at the site of an apartment restoration project in Toronto. It turns out that the fire was caused
- [2 (B). What Comes Out in the Wash?](https://learning.theprocurementschool.com/forums/topic/contracting-for-public-sector-services-2/) - If an owner fails to evaluate a proposal in accordance with the terms of its solicitation, even if the results would have been the same had it been evaluated correctly, what should be the consequences? Test your understanding with the following scenario. What Comes Out of the Wash
- [1 (B). Sweeping Over-billing under the Rug 2](https://learning.theprocurementschool.com/forums/topic/sweeping-over-billing-under-the-rug-2-2/) - Your readings this week included a discussion of an Ontario case involving fraudulent billing practices for carpet installation work. What are three specific recommendations you would make to an owner who wishes to avoid this type of situation? Sweeping Under the Rug Article
- [1 (A). Sweeping Over-billing under the Rug 2](https://learning.theprocurementschool.com/forums/topic/sweeping-over-billing-under-the-rug-2/) - Your readings this week included a discussion of an Ontario case involving fraudulent billing practices for carpet installation work. What are three specific recommendations you would make to an owner who wishes to avoid this type of situation? Sweeping Under the Rug Article
- [4 (B). Final Assignments](https://learning.theprocurementschool.com/forums/topic/final-assignments-2/) - We want you all to do well on this final assignment due by 5:00pm (PST) on Friday - so please read the instructions carefully. The 1st part requires (3) Mandatories - remember, phrase these as 'the proponent must provide/have, etc.' Mandatories work like a pass/fail switch and should be able to be answered by the
- [4 (A). Final Assignments](https://learning.theprocurementschool.com/forums/topic/final-assignments/) - We want you all to do well on this final assignment due by 5:00pm (PST) on Friday - so please read the instructions carefully. The 1st part requires (3) Mandatories - remember, phrase these as 'the proponent must provide/have, etc.' Mandatories work like a pass/fail switch and should be able to be answered by the
- [1 (B). Incumbent Bidders and Long-Term Contracts](https://learning.theprocurementschool.com/forums/topic/incumbent-bidders-and-long-term-contracts-2/) - In preparation for your final Assignment, this article will refresh your learning on the difference between mandatory performance requirements and mandatory response requirements. Incumbent Bidders Article
- [1 (A). Incumbent Bidders and Long-Term Contracts](https://learning.theprocurementschool.com/forums/topic/incumbent-bidders-and-long-term-contracts/) - In preparation for your final Assignment, this article will refresh your learning on the difference between mandatory performance requirements and mandatory response requirements. Incumbent Bidders Article
- [Cohort (B) Assignment 1 - Peer Review](https://learning.theprocurementschool.com/forums/topic/assignment-1-peer-review-2/) - As you have learned throughout the program, there is tremendous value in networking with other procurement professionals: sharing ideas, passing on knowledge, and helping each other work through solutions to complex issues. As part of your assignment completion, we strongly encourage you to take part in this peer review activity. We have set up this
- [Cohort (A) Assignment 1 - Peer Review](https://learning.theprocurementschool.com/forums/topic/assignment-1-peer-review/) - As you have learned throughout the program, there is tremendous value in networking with other procurement professionals: sharing ideas, passing on knowledge, and helping each other work through solutions to complex issues. As part of your assignment completion, we strongly encourage you to take part in this peer review activity. We have set up this
- [Cohort (B) Assignment 2 - Peer Review](https://learning.theprocurementschool.com/forums/topic/assignment-2-peer-review-2/) - As you have learned throughout the program, there is tremendous value in networking with other procurement professionals: sharing ideas, passing on knowledge, and helping each other work through solutions to complex issues. As part of your assignment completion, we strongly encourage you to take part in this peer review activity. We have set up this
- [Cohort (A) Assignment 2 Details](https://learning.theprocurementschool.com/forums/topic/assignment-2-details/) - Purpose The purpose of this assignment is to confirm your ability to develop key mandatory requirements for a specific Request for Proposals (RFP), and to link the assignment example back to your own procurement activities. Time to Complete Approximately 2 Hours Instructions Download the attached assignment and complete as per the included instructions. Submit your
- [Cohort (B) Assignment 2 Details](https://learning.theprocurementschool.com/forums/topic/assignment-2-details-2/) - Purpose The purpose of this assignment is to confirm your ability to develop key mandatory requirements for a specific Request for Proposals (RFP), and to link the assignment example back to your own procurement activities. Time to Complete Approximately 2 Hours Instructions Download the attached assignment and complete as per the included instructions. Submit your
- [3 (A). What is Outcomes-based Commissioning?](https://learning.theprocurementschool.com/forums/topic/what-is-outcomes-based-commissioning/) - After reviewing the article What is Outcomes-based Commissioning? describe any services being delivered by government that you think might lend itself to this approach? Why or why not? Article
- [3 (B). What is Outcomes-based Commissioning?](https://learning.theprocurementschool.com/forums/topic/what-is-outcomes-based-commissioning-2/) - Article After reviewing the article What is Outcomes-based Commissioning? describe any services being delivered by government that you think might lend itself to this approach? Why or why not?
- [2 (B). Fair Trade Towns in Canada](https://learning.theprocurementschool.com/forums/topic/fair-trade-towns-in-canada-2/) - Fair Trade Article As discussed in your readings this week, Fair Trade policies have emerged over the past few years. There are many Fair Trade Towns in Canada and hundreds in the world. While the policy has not been without some controversy, how would you assess the cost and benefits of a fair trade policy?
- [2 (A). Fair Trade Towns in Canada](https://learning.theprocurementschool.com/forums/topic/fair-trade-towns-in-canada/) - Fair Trade policies have gained prominence in recent years, with many Fair Trade Towns established across Canada and hundreds more around the world. Although these policies have faced some controversy, review the attached document and evaluate the costs and benefits of implementing Fair Trade policies. You may want to search the following site for further
- [3 (B). Vested Outsourcing](https://learning.theprocurementschool.com/forums/topic/vested-outsourcing-2/) - Please review the attached article: Vested Outsourcing. How might vested outsourcing be used by your organization when contracting for services? Vested Outsourcing
- [3 (A). Vested Outsourcing](https://learning.theprocurementschool.com/forums/topic/vested-outsourcing/) - Vested Outsourcing Article Please review the attached article: Vested Outsourcing. How might vested outsourcing be used by your organization when contracting for services?
- [2 (A). E-COMM 911 Multi-Stage Procurement Process](https://learning.theprocurementschool.com/forums/topic/ecomm-911-multi-stage-procurement-process/) - One of your readings this week was the project overview for E-COMM 911 that we touched on in PSPP 202. What did you find the most interesting aspect of this procurement process? This complex process was conducted entirely within the Contract A paradigm. Would you approach this kind of project the same way? Why or
- [2 (B). E-COMM 911 Multi-Stage Procurement Process](https://learning.theprocurementschool.com/forums/topic/ecomm-911-multi-stage-procurement-process-2/) - One of your readings this week was the project overview for E-COMM 911 that we touched on in PSPP 202. What did you find the most interesting aspect of this procurement process? This complex process was conducted entirely within the Contract A paradigm. Would you approach this kind of project the same way? Why or
- [1 (A). Preparing for Week 2](https://learning.theprocurementschool.com/forums/topic/preparing-for-week-2/) - We have a busy week ahead. One interesting discussion on E-COMM 911 Process and a look at Vested Outsourcing and of course Assignment #1. The participation marks are the easier marks to attain. Log on and make comments in the discussion forums during the week. Each week is worth 10% of your marks. Participation is
- [1 (B). Preparing for Week 2](https://learning.theprocurementschool.com/forums/topic/preparing-for-week-2-2/) - We have a busy week ahead. One interesting discussion on E-COMM 911 Process and a look at Vested Outsourcing and of course Assignment #1. The participation marks are the easier marks to attain. Log on and make comments in the discussion forums during the week. Each week is worth 10% of your marks. Participation is the essential ingredient in online courses
- [2 (A). What Comes Out in the Wash?](https://learning.theprocurementschool.com/forums/topic/2a-what-comes-out-in-the-wash/) - If an owner fails to evaluate a proposal in accordance with the terms of its solicitation, even if the results would have been the same had it been evaluated correctly, what should be the consequences? Test your understanding with the following scenario. What Comes Out of the Wash
- [5. (A) Post-Course Evaluation Survey](https://learning.theprocurementschool.com/forums/topic/6-a-post-course-evaluation-survey/) - We hope that you have enjoyed your journey through PSPP 301. Please take a moment now to complete our short survey. We appreciate your feedback. Survey: https://survey.zohopublic.ca/zs/bnCh8L
- [5 (B). Post-course Evaluation Survey](https://learning.theprocurementschool.com/forums/topic/6-b-post-course-evaluation-survey/) - We hope that you have enjoyed your journey through PSPP 301. Please take a moment to complete our short survey. We appreciate your feedback. Survey: https://survey.zohopublic.ca/zs/bnCh8L
- [Assignment 1 Details](https://learning.theprocurementschool.com/forums/topic/assignment-1-details-4/) - Purpose The purpose of this assignment is to confirm your ability to develop key elements of a Request for Proposals (RFP). Time to Complete Approximately 2 Hours Instructions Download the attached assignment and complete as per the included instructions. Submit your completed assignment on the main course content page titled 'PSPP 301 - Assignment 1
- [Assignment 1 Details](https://learning.theprocurementschool.com/forums/topic/assignment-1-details-3/) - Purpose The purpose of this assignment is to confirm your ability to develop key elements of a Request for Proposals (RFP). Time to Complete Approximately 2 Hours Instructions Download the attached assignment and complete as per the included instructions. Submit your completed assignment on the main course content page titled 'PSPP 301 - Assignment 1
- [Assignment 2 Details](https://learning.theprocurementschool.com/forums/topic/assignment-2-details-4/) - Purpose The purpose of this assignment is to confirm your ability to develop key mandatory requirements for a specific Request for Proposals (RFP), and to link the assignment example back to your own procurement activities. Time to Complete Approximately 2 Hours Instructions Download the attached assignment and complete as per the included instructions. Submit your
- [Assignment 2 Details](https://learning.theprocurementschool.com/forums/topic/assignment-2-details-3/) - Purpose The purpose of this assignment is to confirm your ability to develop key mandatory requirements for a specific Request for Proposals (RFP), and to link the assignment example back to your own procurement activities. Time to Complete Approximately 2 Hours Instructions Download the attached assignment and complete as per the included instructions. Submit your
- [A new Legal Summary add to the Library](https://learning.theprocurementschool.com/forums/topic/a-new-legal-summary-add-to-the-library/) - Be sure to check out the new Legal Summary just published to the Resource Library: Thumbs Up South West v Achter Land
- [Find Your Cohort](https://learning.theprocurementschool.com/forums/topic/find-your-cohort-2/) - Step 1: Find Your Cohort: Find the Cohort you are assigned to and then move to Step 2. Cohort A Cohort B Anise Arsenault Erin Seymour Kimberley Gaudet Joseph Boushel Amelie Caissie Kim Cameron Anick Cormier Melissa Groundwater Don Hatfield Nicole LeBlanc Bethany MacFarlene Tera McKinley Bob Cann Veronica Richard Colin Martin Adrienne Avery
- [6 (A). Post-course Evaluation Survey](https://learning.theprocurementschool.com/forums/topic/6-post-course-evaluation-survey/) - We hope that you have enjoyed your journey through PSPP 301. Please take a moment now to complete our short 3-question survey. We appreciate your feedback. Survey: https://survey.zohopublic.com/zs/bnCh8L
- [6 (B). Post-course Evaluation Survey](https://learning.theprocurementschool.com/forums/topic/6-post-course-evaluation-survey-2/) - We hope that your enjoyed your journey through PSPP 301. Please take a moment now to complete our short 3-question survey. We appreciate your feedback. Survey: https://survey.zohopublic.com/zs/bnCh8L
- [5 (A). Final Assignments](https://learning.theprocurementschool.com/forums/topic/final-assignments-3/) - We want you all to do well on this final assignment due by 5:00pm (PST) on Friday - so please read the instructions carefully. The 1st part requires (3) Mandatories - remember, phrase these as 'the proponent must provide/have, etc.' Mandatories work like a pass/fail switch and should be able to be answered by the
- [5 (B). Final Assignments](https://learning.theprocurementschool.com/forums/topic/final-assignments-4/) - We want you all to do well on this final assignment due by 5:00pm (PST) on Friday - so please read the instructions carefully. The 1st part requires (3) Mandatories - remember, phrase these as 'the proponent must provide/have, etc.' Mandatories work like a pass/fail switch and should be able to be answered by the
- [4 (A). Exploring the Living Wage Policies Affecting Your Procurement Strategies](https://learning.theprocurementschool.com/forums/topic/exploring-the-living-wage-policies-affecting-your-procurement-strategies-3/) - One of your readings this week was about Living Wage Policies, being implemented by many public sector organizations. How do you see Living Wage policies affecting your procurement strategies? You may want to search the following site for further information: http://www.livingwageforfamilies.ca
- [4 (B). Exploring the Living Wage Policies Affecting Your Procurement Strategies](https://learning.theprocurementschool.com/forums/topic/exploring-the-living-wage-policies-affecting-your-procurement-strategies-4/) - One of your readings this week was about Living Wage Policies, being implemented by many public sector organizations. How do you see Living Wage policies affecting your procurement strategies? You may want to search the following site for further information: http://www.livingwageforfamilies.ca
- [2 (B). Incumbent Bidders and Long-Term Contracts](https://learning.theprocurementschool.com/forums/topic/incumbent-bidders-and-long-term-contracts-4/) - In preparation for your final Assignment, this article will refresh your learning on the difference between mandatory performance requirements and mandatory response requirements.
- [2 (B). Incumbent Bidders and Long-Term Contracts](https://learning.theprocurementschool.com/forums/topic/incumbent-bidders-and-long-term-contracts-3/) - In preparation for your final Assignment, this article will refresh your learning on the difference between mandatory performance requirements and mandatory response requirements.
- [1 (B). Preparing for Week 4](https://learning.theprocurementschool.com/forums/topic/preparing-for-week-4-4/) - Welcome to your final week of PSPP 301! This week we still have some interesting discussions to explore and of course your final Assignment is due Friday 5:00pm PST. Keep up your energy level for a few more days.
- [1 (A). Preparing for Week 4](https://learning.theprocurementschool.com/forums/topic/preparing-for-week-4-3/) - Welcome to your final week of PSPP 301! This week we still have some interesting discussions to explore and of course your final Assignment is due Friday 5:00pm PST. Keep up your energy level for a few more days.
- [4 (B). Excellent Resource Link](https://learning.theprocurementschool.com/forums/topic/excellent-resource-link-4/) - I encourage everyone to explore this excellent resource link. https://www2.gov.bc.ca/gov/content/g...ates-and-tools
- [4 (A). Excellent Resource Link](https://learning.theprocurementschool.com/forums/topic/excellent-resource-link-3/) - I encourage everyone to explore this excellent resource link. https://www2.gov.bc.ca/gov/content/g...ates-and-tools
- [3 (B). What is Outcomes-based Commissioning?](https://learning.theprocurementschool.com/forums/topic/what-is-outcomes-based-commissioning-4/) - After reviewing the article What is Outcomes-based Commissioning? describe any services being delivered by government that you think might lend itself to this approach? Why or why not?
- [3 (A). What is Outcomes-based Commissioning?](https://learning.theprocurementschool.com/forums/topic/what-is-outcomes-based-commissioning-3/) - After reviewing the article What is Outcomes-based Commissioning? describe any services being delivered by government that you think might lend itself to this approach? Why or why not?
- [2 (B). Fair Trade Towns in Canada](https://learning.theprocurementschool.com/forums/topic/fair-trade-towns-in-canada-4/) - As discussed in your readings this week, Fair Trade policies have emerged over the past few years. There are many Fair Trade Towns in Canada and hundreds in the world. While the policy has not been without some controversy, how would you assess the cost and benefits of a fair trade policy? You may want
- [1 (A). Clarification on Discussion Forum Topics and Assignments](https://learning.theprocurementschool.com/forums/topic/clarification-on-discussion-forum-topics-and-assignments-3/) - In Week 1 we have the subject of Fair Trade and What is Outcomes-based Commissioning as our main topics in the Discussion Forum. You are also invited to share your thoughts on procurement tips and time management. You can get 10% of your marks for your participation. Your Assignment #1 in Week 2 is the
- [1 (B). Clarification on Discussion Forum Topics and Assignments](https://learning.theprocurementschool.com/forums/topic/clarification-on-discussion-forum-topics-and-assignments-4/) - In Week 1 we have the subject of Fair Trade and What is Outcomes-based Commissioning as our main topics in the Discussion Forum. You are also invited to share your thoughts on procurement tips and time management. You can get 10% of your marks for your participation. Your Assignment #1 in Week 2 is the
- [2 (B). What Comes Out in the Wash?](https://learning.theprocurementschool.com/forums/topic/contracting-for-public-sector-services-4/) - If an owner fails to evaluate a proposal in accordance with the terms of its solicitation, even if the results would have been the same had it been evaluated correctly, what should be the consequences? Test your understanding with the following scenario.
- [3 (B). Who Bears the Risk of Known Dangers?](https://learning.theprocurementschool.com/forums/topic/who-bears-the-risk-of-known-dangers-4/) - When both a general contractor and a subcontractor are aware of dangers, who is ultimately liable when the worst happens? Test your knowledge with this recent case from Ontario. On October 21, 2000, a fire broke out at the site of an apartment restoration project in Toronto. It turns out that the fire was caused
- [1 (B). Sweeping Over-billing under the Rug 2](https://learning.theprocurementschool.com/forums/topic/sweeping-over-billing-under-the-rug-2-4/) - Your readings this week included a discussion of an Ontario case involving fraudulent billing practices for carpet installation work. What are three specific recommendations you would make to an owner who wishes to avoid this type of situation?
- [3 (A). Who Bears the Risk of Known Dangers?](https://learning.theprocurementschool.com/forums/topic/who-bears-the-risk-of-known-dangers-3/) - When both a general contractor and a subcontractor are aware of dangers, who is ultimately liable when the worst happens? Test your knowledge with this recent case from Ontario. On October 21, 2000, a fire broke out at the site of an apartment restoration project in Toronto. It turns out that the fire was caused
- [1 (A). Sweeping Over-billing under the Rug 2](https://learning.theprocurementschool.com/forums/topic/sweeping-over-billing-under-the-rug-2-3/) - Your readings this week included a discussion of an Ontario case involving fraudulent billing practices for carpet installation work. What are three specific recommendations you would make to an owner who wishes to avoid this type of situation?
- [2 (A). What Comes Out in the Wash?](https://learning.theprocurementschool.com/forums/topic/contracting-for-public-sector-services-3/) - If an owner fails to evaluate a proposal in accordance with the terms of its solicitation, even if the results would have been the same had it been evaluated correctly, what should be the consequences? Test your understanding with the following scenario.
- [3 (A). Vested Outsourcing](https://learning.theprocurementschool.com/forums/topic/vested-outsourcing-3/) - Please review the attached article: Vested Outsourcing. How might vested outsourcing be used by your organization when contracting for services?
- [4 (B). Assignment #1](https://learning.theprocurementschool.com/forums/topic/assignment-1-4/) - This is just a reminder that your 1st assignment is due this Friday at 5:00 pm Pacific time. The assignment is worth 30% of your overall mark so please give it the attention it deserves. Some easy marks come from following instructions which I will repeat here: 1. Your assignment should be written in Times New
- [3 (B). Vested Outsourcing](https://learning.theprocurementschool.com/forums/topic/vested-outsourcing-4/) - Please review the attached article: Vested Outsourcing. How might vested outsourcing be used by your organization when contracting for services?
- [2 (B). E-COMM 911 Multi-Stage Procurement Process](https://learning.theprocurementschool.com/forums/topic/ecomm-911-multi-stage-procurement-process-4/) - One of your readings this week was the project overview for E-COMM 911 that we touched on in PSPP 202. What did you find the most interesting aspect of this procurement process? This complex process was conducted entirely within the Contract A paradigm. Would you approach this kind of project the same way? Why or
- [1 (B). Preparing for Week 2](https://learning.theprocurementschool.com/forums/topic/preparing-for-week-2-4/) - We have a busy week ahead. One interesting discussion on E-COMM 911 Process and a look at Vested Outsourcing and of course Assignment #1. The participation marks are the easier marks to attain. Log on and make comments in the discussion forums during the week. Each week is worth 10% of your marks. Participation is the
- [1 (A). Preparing for Week 2](https://learning.theprocurementschool.com/forums/topic/preparing-for-week-2-3/) - We have a busy week ahead. One interesting discussion on E-COMM 911 Process and a look at Vested Outsourcing and of course Assignment #1. The participation marks are the easier marks to attain. Log on and make comments in the discussion forums during the week. Each week is worth 10% of your marks. Participation is the
- [4 (A). Assignment #1](https://learning.theprocurementschool.com/forums/topic/assignment-1-3/) - This is just a reminder that your 1st assignment is due this Friday at 5:00 pm Pacific time. The assignment is worth 30% of your overall mark so please give it the attention it deserves. Some easy marks come from following instructions which I will repeat here: 1. Your assignment should be written in Times
- [2 (A). E-COMM 911 Multi-Stage Procurement Process](https://learning.theprocurementschool.com/forums/topic/ecomm-911-multi-stage-procurement-process-3/) - One of your readings this week was the project overview for E-COMM 911 that we touched on in PSPP 202. What did you find the most interesting aspect of this procurement process? This complex process was conducted entirely within the Contract A paradigm. Would you approach this kind of project the same way? Why or
- [2 (A). Fair Trade Towns in Canada](https://learning.theprocurementschool.com/forums/topic/fair-trade-towns-in-canada-3/) - As discussed in your readings this week, Fair Trade policies have emerged over the past few years. There are many Fair Trade Towns in Canada and hundreds in the world. While the policy has not been without some controversy, how would you assess the cost and benefits of a fair trade policy? You may want
- [Test Topic](https://learning.theprocurementschool.com/forums/topic/test-topic/)
- [Assignment 2 - Peer Review](https://learning.theprocurementschool.com/forums/topic/assignment-2-peer-review-4/) - As you have learned throughout the program, there is tremendous value in networking with other procurement professionals: sharing ideas, passing on knowledge, and helping each other work through solutions to complex issues. As part of your assignment completion, we strongly encourage you to take part in this peer review activity. We have set up this
- [Assignment 1 - Peer Review](https://learning.theprocurementschool.com/forums/topic/assignment-1-peer-review-4/) - As you have learned throughout the program, there is tremendous value in networking with other procurement professionals: sharing ideas, passing on knowledge, and helping each other work through solutions to complex issues. As part of your assignment completion, we strongly encourage you to take part in this peer review activity. We have set up this
- [Assignment 2 - Peer Review](https://learning.theprocurementschool.com/forums/topic/assignment-2-peer-review-3/) - As you have learned throughout the program, there is tremendous value in networking with other procurement professionals: sharing ideas, passing on knowledge, and helping each other work through solutions to complex issues. As part of your assignment completion, we strongly encourage you to take part in this peer review activity. We have set up this
- [Assignment 1 - Peer Review](https://learning.theprocurementschool.com/forums/topic/assignment-1-peer-review-3/) - As you have learned throughout the program, there is tremendous value in networking with other procurement professionals: sharing ideas, passing on knowledge, and helping each other work through solutions to complex issues. As part of your assignment completion, we strongly encourage you to take part in this peer review activity. We have set up this
- [All Questions Welcomed!](https://learning.theprocurementschool.com/forums/topic/all-questions-welcomed/) - We encourage you to ask your procurement questions here. We will be gathering your questions and responding here.
- [Latest Interview with Procurement Leader - Hot off the press](https://learning.theprocurementschool.com/forums/topic/latest-interview-with-procurement-leader-hot-off-the-press/) - If you happened to miss our recent interview with Wende Kinch, you can catch it here. Her topic is Building Scope Alongside the Evaluation Methodology. Wende is the Senior Manager, Contract Services and Material Management at UBC. Video: https://vimeo.com/670366585 Password: 9292990 Do let us know how you enjoyed her topic!
- [Leadership Interviews](https://learning.theprocurementschool.com/forums/topic/leadership-interviews/) - I hope you will join us tomorrow for our discussion with Wende Kinch from UBC about drafting evaluation criteria alongside scope. Learn some practical tips for maximizing the results of your RFx processes.
- [3. Which Challenges Will most Affect Public Sector Procurement in the next 5-years?](https://learning.theprocurementschool.com/forums/topic/which-challenges-will-most-affect-public-sector-procurement-in-the-next-5-years-4/) - What do you think?
- [3. Which Challenges Will most Affect Public Sector Procurement in the next 5-years?](https://learning.theprocurementschool.com/forums/topic/which-challenges-will-most-affect-public-sector-procurement-in-the-next-5-years-3/) - What do you think?
- [Questions for the Instructor](https://learning.theprocurementschool.com/forums/topic/questions-for-the-instructor-2/) - Please use this area to post questions you may have, we'll try to respond as soon as possible.
- [Important Notices and Information](https://learning.theprocurementschool.com/forums/topic/important-notices-and-information-2/) - Here, you will find important notices and information.
- [Introductions](https://learning.theprocurementschool.com/forums/topic/introductions-2/) - Go ahead and introduce yourself. Include your procurement role and responsibilities and perhaps anything that might be of interest to your cohort.
- [Welcome and Practice Posting](https://learning.theprocurementschool.com/forums/topic/welcome-and-practice-posting-2/) - Welcome to PSPP 301 Discussion Forum. We have a lot to cover in this final course. Remember that 40% of your mark is based on your participation in the Discussion Forum. So jump right in. The instructor is looking for quality over quantity and thoughtful inquiry. Refer to your Before You Get Started for details.
- [Community - Introductions](https://learning.theprocurementschool.com/forums/topic/community-introductions/) - Please introduce yourself here. Provide as much or little detail as you are comfortable with and consider including one ‘little known fact’ about yourself that is not work related.
- [Community - Q&A](https://learning.theprocurementschool.com/forums/topic/community-qa/) - Questions, comments, procurement musings.
- [Community - Job Leads and Needs](https://learning.theprocurementschool.com/forums/topic/community-job-leads-and-needs/) - For those looking for work or looking to hire.
- [Community - Procurement Brainstorming](https://learning.theprocurementschool.com/forums/topic/community-procurement-brainstorming/) - Are you looking for ideas on an upcoming project or procurement? Ask your question here.
- [Community - Links and Resources](https://learning.theprocurementschool.com/forums/topic/community-links-and-resources/) - Post any useful links and resources you’d like to share to this thread. Videos? Templates? Ideas?

## Replies

- [](https://learning.theprocurementschool.com/forums/reply/34972/) - My organization has strongly discouraged the purchase of American products whenever possible. Several direct awards have been questioned because it was with a non Canadian company. I don't think it would be unreasonable for Canada to implement a similar policy as Buy American to help boost and protect the Canadian economy. But in the meantime
- [](https://learning.theprocurementschool.com/forums/reply/34969/) - Chris, you raise several important points. In my practice, I consistently conduct additional market research and jurisdictional scans to determine whether the provided specifications or scope of work are adequate and to verify the accuracy of the information. Supporting clients in developing high-quality tenders begins with strategic planning, rather than issuing multiple addenda to correct
- [](https://learning.theprocurementschool.com/forums/reply/34967/) - Completed. Thank you.
- [](https://learning.theprocurementschool.com/forums/reply/34966/) - I agree that procurement is increasingly moving into a space where economic policy, risk management, and operational realities are becoming closely interconnected. The challenge for public sector procurement will be maintaining the foundational principles of fairness, openness, and transparency while governments place greater emphasis on domestic resilience and supply chain security. From a practical standpoint,
- [](https://learning.theprocurementschool.com/forums/reply/34965/) - This case highlights the importance of clearly distinguishing between mandatory bid requirements and contract performance obligations. Requirements that are intended to be fulfilled during contract performance should not automatically be treated as bid compliance requirements, particularly where doing so could unnecessarily restrict competition. Another key takeaway is the importance of drafting procurement documents with fairness
- [](https://learning.theprocurementschool.com/forums/reply/34963/) - Hello Chris, Please find attached my assignment #2, I’m Looking forward to your feedback. Thanks, Imane Bey zekkoub
- [](https://learning.theprocurementschool.com/forums/reply/34960/) - You provide a strong analysis of the direction public procurement is heading and clearly explain why the role is becoming more strategic. I agree with your point that balancing resilience, technology adoption, and ESG goals will be difficult because each priority can sometimes conflict with cost efficiency and accessibility for suppliers. Your concern about SMEs
- [](https://learning.theprocurementschool.com/forums/reply/34959/) - Your analysis of the specific ripple effects from the Middle East highlights just how vulnerable public contracts are to fuel and freight volatility. I particularly appreciate that you connected these external geopolitical risks with the internal challenge of the 'skills gap.' It won't matter how much data we have if the workforce isn't trained to
- [](https://learning.theprocurementschool.com/forums/reply/34958/) - You’ve made an excellent point about how the 'traditions' of procurement are being forced to change. The shift you mentioned from global reliance to strategic alliances is a critical observation; we are seeing a move toward 'friend-shoring' to mitigate the risks of international unrest. It’s a tough balance to strike—maintaining the transparency required in the
- [](https://learning.theprocurementschool.com/forums/reply/34957/) - I completely agree with your point of budget pressures. It is becoming increasingly difficult to pursue ambitious social value and sustainability goals when the primary fiscal directive is cost-containment. I believe the real challenge will be moving away from the 'lowest price' model toward a 'TCO' approach, which allows us to justify these necessary innovations
- [](https://learning.theprocurementschool.com/forums/reply/34956/) - Public procurement is moving beyond simple compliance toward strategic value. Over the next five years, I believe these three challenges will be the most significant: 1. Supply Chain Resilience vs. Cost Efficiency The shift from "Just-in-Time" to "Just-in-Case" is becoming a permanent fixture. Balancing the need for local sourcing and diverse supplier bases to ensure
- [](https://learning.theprocurementschool.com/forums/reply/34952/) - Procurement staff will generally ( hopefully) receive a Scope of Work and perhaps some Evaluation Criteria from an internal client group. They are often in the position of realizing that the Specification or Requirements are customized to fit one company or manufacturer. What their next steps or conversations are is very important. Flushing out the
- [](https://learning.theprocurementschool.com/forums/reply/34940/) - This case study describes circumstances that are unfortunately common. With long term incumbents performing services, often there is a lack of understanding by the "Owner" when it comes time to develop Scope of Work. The procurement was not strategic from the start and it showed in the final results. Think things out and look at
- [](https://learning.theprocurementschool.com/forums/reply/34948/) - We want you all to do well on this final assignment due by 5:00pm (PST) THIS Friday – so please read the instructions carefully. You are working on the Assignment already but I am sending this note to provide additional guidance. The 1st part requires (3) Mandatories – remember, phrase these as ‘the proponent must
- [](https://learning.theprocurementschool.com/forums/reply/34929/) - Good dialogue on challenges happening here with an emphasis on cost challenges and market volatility. All true and very disruptive to the economy and planning. Let's diversify and broaden responses if possible. I have not seen much about how public sector deals with the rise of Nationalism ( Buy Canadian) or Economic Protectionism ( Targeted
- [](https://learning.theprocurementschool.com/forums/reply/34946/) - While those of us working under trade agreements continue to follow them, the bigger question is whether these agreements still work when major trading partners choose to ignore or reinterpret them. Canada is still bound by its trade obligations unless agreements are formally changed or suspended, but procurement professionals are increasingly working in an environment
- [](https://learning.theprocurementschool.com/forums/reply/34945/) - From a public sector procurement perspective, these are very relevant concerns because they challenge some of the core principles procurement has operated under for years, particularly open competition, non-discrimination, and best value. The increasing shift toward “Buy Canadian” and regional preference policies suggests that governments are placing greater weight on supply chain resilience, economic security,
- [](https://learning.theprocurementschool.com/forums/reply/34931/) - Good dialogue on challenges happening here with an emphasis on cost challenges and market volatility. All true and very disruptive to the economy and planning.Let's diversify and broaden responses if possible. I have not seen much about how public sector deals with the rise of Nationalism ( Buy Canadian) or Economic Protectionism ( Targeted Tariffs)
- [](https://learning.theprocurementschool.com/forums/reply/34943/) - This article highlights the importance of drafting tender documents carefully, distinguishing between what must exist at bid submission and what must be delivered during contract performance. Poorly drafted mandatory requirements can create unnecessary disputes, especially with incumbents who have more to loss. Another critical consideration is ensuring that tender requirements support fair competition. Mandatory criteria
- [](https://learning.theprocurementschool.com/forums/reply/34942/) - Good commentary on this unfortunate topic and I am glad you have differentiated between "Mandatory what". Mandatory Response Requirements at bidding time are really intended to be a filter or screen that properly qualifies Bidders. At the heart of this case is the failure of the Town to know and articulate its own requirements. This
- [](https://learning.theprocurementschool.com/forums/reply/34938/) - Very true! Just like planning stage in RFP, planning in procurement policy and procurement strategy plays a critical role. If the procurement content or the context keep changing every couple of weeks, it becomes difficult to plan and even harder to execute. This constant shift leads to rework, inefficiencies, and a more reactive approach instead
- [](https://learning.theprocurementschool.com/forums/reply/34939/) - I believe the rise of “Buy Canadian” and similar policies isn’t changing the legal framework we operate in. While we remain legally bound by agreements like the (CUSMA), (CETA), and the (CFTA), but it is changing the expectations placed on procurement to contribute to economic resilience and domestic capacity. This is especially visible in clinical
- [](https://learning.theprocurementschool.com/forums/reply/34937/) - This underscores that poorly drafted mandatory response and performance requirements can create legal exposure. The specifications may have excluded qualified bidders or in this case created uncertainty that led to post-award litigation because it was framed as mandatory performance. It should have been written as “Must have transfer station established by X date after award”
- [](https://learning.theprocurementschool.com/forums/reply/34935/) - From my view of this, I believe Canada will continue to be bound by trade agreements such as the Canadian Free Trade Agreement, CUSMA, and other international trade obligations unless governments formally renegotiate or suspend aspects of those arrangements. However, growing tension exists between the open-market principles embedded within trade treaties and the increasingly sovereignty-focused
- [](https://learning.theprocurementschool.com/forums/reply/34934/) - I am a strong advocate for removing interprovincial trade barriers. It is difficult to justify efforts to protect the Canadian economy from external disruptions while we continue to maintain barriers within our own country. Factors such as regulatory differences, local preferences, administrative constraints, and even cultural variations continue to limit true competition across provinces. These
- [](https://learning.theprocurementschool.com/forums/reply/34932/) - This article was a helpful reminder of why it’s important to distinguish between mandatory response requirements and mandatory performance requirements when drafting a solicitation. A mandatory response requirement is something bidders must provide at the time of bidding to be considered compliant. A mandatory performance requirement, on the other hand, is something the successful contractor
- [](https://learning.theprocurementschool.com/forums/reply/34927/) - Procurement is now on the front line of global risk as supply chain disruptions, cyber threats, and geopolitical tensions keep increasing. Companies are trying to balance keeping costs low with building more resilient supply chains, while also responding to pressure for more local sourcing. Because of this, procurement has become much more strategic and political,
- [](https://learning.theprocurementschool.com/forums/reply/34926/) - You all are bringing up such valid points, in particular introducing the AI aspect. AI systems trained on historical data can learn patterns that favor larger, more established suppliers, because they’ve historically won more bids. This can disadvantage smaller or underrepresented vendors, particularly those who may lack access to advanced tools to prepare competitive proposals,
- [](https://learning.theprocurementschool.com/forums/reply/34925/) - Manal you are very right about the constant war in the middle east driving up fuel cost. I usually do a lot of Air Charter tenders but with the rising fuel prices I noticed operators are not bidding on certain charters because if we are looking for the lowest cost, some operators find it a
- [](https://learning.theprocurementschool.com/forums/reply/34924/) - I believe the use of Artificial Intelligence (AI) in procurement have its challenges currently and years to come. While it is a transforming tool from a manual, administrative process into a highly data-driven and strategic function. The consideration of fairness and accountability is critical. To reduce biases organization must ensure AI systems do not disadvantage
- [](https://learning.theprocurementschool.com/forums/reply/34923/) - You’ve covered this really well, especially how all four areas connect. On economic volatility and geopolitics, I agree the key shift will be toward more flexible and risk-aware contracting. Things like shorter pricing validity, escalation clauses, and deeper market analysis will likely become standard. Your point on AI is important. It’s not just adopting it,
- [](https://learning.theprocurementschool.com/forums/reply/34922/) - You make a good point, especially on tariffs. Even when we’re not directly affected, the impact flows through vendors, and that price volatility makes planning and contract stability a real challenge. I also agree on the social side. Balancing local sourcing with getting the best value won’t be easy, and it’ll likely require clearer policies
- [](https://learning.theprocurementschool.com/forums/reply/34921/) - You’ve covered the key issues well. I’d just add that it’s not only about having backup suppliers, but building more resilient supply chains through diversification and stronger vendor relationships. On inflation and budgets, it’ll go beyond tough negotiations. Teams will need to focus more on total cost of ownership and smarter contract strategies. And on
- [](https://learning.theprocurementschool.com/forums/reply/34920/) - Over the next five years, public sector procurement will be shaped by supply chain disruptions, rising costs, and growing demands for transparency. At the same time, the introduction of AI will change how procurement is done, speeding up bid evaluations, improving market analysis, and helping manage contracts more efficiently. The challenge will be balancing these
- [](https://learning.theprocurementschool.com/forums/reply/34919/) - You make a very interesting point regarding AI. I anticipate this will be a significant challenge within the education sector, where the use and storage of student data are strictly regulated. Procurement processes involving sensitive information, including student records and data, are already highly regulated; however, the integration of AI adds an entirely new dimension
- [](https://learning.theprocurementschool.com/forums/reply/34918/) - You’ve provided an excellent summary of the future procurement challenges. One point you mentioned briefly that I believe will become a significant issue is time. Whether it is the time required to source qualified suppliers or the time for receiving goods, the schedule is becoming harder to manage. As resources like fuel and raw materials
- [](https://learning.theprocurementschool.com/forums/reply/34917/) - You offer a lot of insight into the complexity of the future of procurement. Like many fields, this on is transforming significantly as well. I think your suggests to fortify procurement processes with risk assessments and diversity of supply sources is a good strategy and its building off something that is already being done more
- [](https://learning.theprocurementschool.com/forums/reply/34916/) - You’re right in pointing out that the last few years have fundamentally reshaped how procurement needs to think about risk and resilience. COVID-19 was really a stress test for global supply chains, and it exposed how quickly “efficient” systems can become vulnerable when disruption hits at scale. What’s different now is that these pressures aren’t
- [](https://learning.theprocurementschool.com/forums/reply/34915/) - I agree, the next five years will require procurement teams to do more with less while operating in a far more complex environment. Beyond managing rising costs and tighter budgets, teams will also need to strengthen supply chain resilience, improve data use for better decision making, and adapt to evolving expectations around sustainability, social value,
- [](https://learning.theprocurementschool.com/forums/reply/34914/) - Over the next five years, Public Sector Procurement will be shaped by a combination of external pressures and internal transformation needs. - The ongoing war in the Middle East is creating significant ripple effects for public sector procurement by increasing global supply chain volatility, transportation costs, and pricing uncertainty. Tensions affecting key trade routes such
- [](https://learning.theprocurementschool.com/forums/reply/34913/) - Your observation on how tariff-related volatility is indirectly impacting pricing and supplier reliability is both strong and highly relevant. One area that could be further developed is how organizations might respond to this uncertainty. For example, approaches such as shorter pricing validity periods, indexed pricing, or stronger supplier engagement could help manage volatility more effectively.
- [](https://learning.theprocurementschool.com/forums/reply/34912/) - That’s a strong, well-rounded take. One angle you might consider adding is how these pressures don’t just increase complexity, they fundamentally shift the skillset and operating model required for procurement teams. You’ve highlighted geopolitical risk, inflation, and AI well, but together they’re also accelerating the move from transactional procurement toward strategic supply management. For example,
- [](https://learning.theprocurementschool.com/forums/reply/34910/) - This is a thoughtful and well-rounded perspective, particularly your focus on market volatility, cost pressures, and growing stakeholder expectations. These are evident challenges shaping public sector procurement. However, you might also want to consider the role of data and digital tools in enabling procurement teams to better forecast demand, track supplier performance, and make more
- [](https://learning.theprocurementschool.com/forums/reply/34909/) - This is a strong overview of key challenges, particularly your points on supply chain volatility, inflation, and increasing expectations for transparency—they are highly relevant to current public sector procurement trends. One area to further consider is how organizations can proactively respond to these challenges. For example, beyond having backup plans, procurement teams could explore supplier
- [](https://learning.theprocurementschool.com/forums/reply/34908/) - I believe public sector procurement over the next five years will be shaped by both internal demands and external pressures, including geopolitical instability, oil price volatility, inflation, and the increasing adoption of AI. Together, these factors will add significant complexity to an already highly regulated environment. Geopolitical tensions, particularly in regions such as the Middle
- [](https://learning.theprocurementschool.com/forums/reply/34907/) - Hi Anny, you have raised a very good point. AI‑related risks such as transparency, data protection, and governance are becoming increasingly important, especially as more vendors integrate AI into their core service delivery, and as government organizations begin exploring its use in public service execution. I have not considered the importance of specific auditability and
- [](https://learning.theprocurementschool.com/forums/reply/34906/) - Imane you have captured the increasing complexity of public sector procurement especially on the combination of market volatility and stakeholder expectations, because managing both at the same time is becoming more challenging. What makes this particularly challenging is that these two pressures often pull in different directions. On one hand, market volatility requires flexibility, contingency
- [](https://learning.theprocurementschool.com/forums/reply/34903/) - Welcome to your final week of PSPP 301! This week we still have some interesting discussions to explore and of course your final Assignment is due Friday 5:00pm PST. Keep up your energy level for a few more days.
- [](https://learning.theprocurementschool.com/forums/reply/34902/) - Welcome to your final week of PSPP 301! This week we still have some interesting discussions to explore and of course your final Assignment is due Friday 5:00pm PST. Keep up your energy level for a few more days.
- [](https://learning.theprocurementschool.com/forums/reply/34815/) - This situation goes beyond a simple calculation error; it speaks of the integrity of the procurement process. Suppliers depend on the RFP’s stated rules when preparing their bids, and the owner has a legal obligation to apply those rules exactly as outlined. Any deviation from the prescribed evaluation method; even if unintentional, compromises fairness and
- [](https://learning.theprocurementschool.com/forums/reply/34753/) - Under Canadian procurement law, and particularly within the Contract A framework, owner is legally obligated to evaluate bids strictly in accordance with the terms of its solicitation. This duty is rooted in fairness, transparency, and equal treatment, and it applies regardless of whether the same supplier would ultimately have been selected. In the Mantario Housing
- [](https://learning.theprocurementschool.com/forums/reply/34899/) - I agree with Imane about market volatility driving rising costs and creating real challenges for procurement planning. I also recognize how difficult it is to support local suppliers while still maintaining fairness and transparency, and that balance will continue to be a major focus moving forward.
- [](https://learning.theprocurementschool.com/forums/reply/34898/) - Laura, you rise an important point about the impact of American tariffs on pricing and supply availability. The volatility you describe, where vendors are unable to hold prices for more than a few days, is already having a clear impact on procurement planning and will likely remain a significant challenge as market conditions continue to
- [](https://learning.theprocurementschool.com/forums/reply/34897/) - Michael, your post clearly identifies several key pressures that will shape public sector procurement, particularly the current instability in the Middle East and its impact on supply chain reliability. While this conflict is the immediate concern, similar geopolitical disruptions may emerge over the next five years, creating ongoing uncertainty for procurement planning. Your emphasis on
- [](https://learning.theprocurementschool.com/forums/reply/34896/) - In my view, public sector procurement will face several significant challenges over the next five years, driven by economic uncertainty, geopolitical pressures, technological change, and evolving policy expectations. Four areas stand out as particularly impactful: economic volatility, international relationships and conflict, the rise of artificial intelligence and the need to secure vendor performance, and the
- [](https://learning.theprocurementschool.com/forums/reply/34895/) - Issues exactly like this are what prompted us to shore up our procurement policy to include group procurement to give ourselves just one more tool in the tool kit. Not always the better option budget wise but other times it does given the cost savings of time and effort to put together an RFP. Being
- [](https://learning.theprocurementschool.com/forums/reply/34894/) - I think you’re absolutely right, especially in the Canadian context where trade relationships are shifting. From a procurement perspective, the challenge will be how quickly Canada can realistically adjust its supply chains, particularly when so many sectors are still closely tied to North American trade patterns. Even with efforts to diversify, there are still long-standing
- [](https://learning.theprocurementschool.com/forums/reply/34893/) - Budget pressure is a huge issue and is going to continue being one for sure. Hopefully public sector procurement is going to be able to adjust to these challenges. I think we have already started seeing a rise in mitigative methods. When procurement professionals start adopting out-come based procurements, it is allowing the vendor to
- [](https://learning.theprocurementschool.com/forums/reply/34892/) - Good observation. I also wonder if this will push more regional sourcing strategies over time, even if it comes at a higher cost, just to reduce dependency on unstable global shipping routes. It might become more about resilience than pure price.
- [](https://learning.theprocurementschool.com/forums/reply/34891/) - In the next five years, I think public sector procurement will be increasingly challenged by market volatility, rising costs, and growing expectations from stakeholders. We’re already seeing how unstable supply chains are affecting pricing, timelines, and supplier reliability, and that’s likely to continue. It means we’ll need to plan more proactively and rely more on
- [](https://learning.theprocurementschool.com/forums/reply/34890/) - If the past half decade has taught me anything, it is that the future challenges of procurement are going to be supply chain issues due to international political unrest and disasters that have an impact on the whole economic world. Covid caused major disruptions in the supply chain of essential products and inflated the cost
- [](https://learning.theprocurementschool.com/forums/reply/34888/) - Your point is very valid. As Canada is restructuring its economy due to shifting preferences from our long-term partner, Canada will have to both boost-up its domestic inter-provincial economy and at the same time strategically diversifying its international markets beyond the US to reduce economic dependence. Unfortunately, rapidly rising oil prices, coupled with significantly greater
- [](https://learning.theprocurementschool.com/forums/reply/34887/) - I think that your comment around the oil supply is a current issue and will continue to be an even greater issue in procurement. It will be difficult for vendors to be able to provide prices for materials and shipping when they can't be sure of the costs from one day to the next. And
- [](https://learning.theprocurementschool.com/forums/reply/34886/) - I think that one of the biggest challenges will continue to be the effect that the American tariffs are having on the cost and access to supplies. It may not be something we are directly purchasing, but the access that vendors we do business with are and will continue to struggle with. We are already
- [](https://learning.theprocurementschool.com/forums/reply/34885/) - Over the next five years, procurement teams will likely face growing budget pressure along with higher expectations. Rising costs and tighter budgets will make it harder to deliver real savings while still driving innovation and social value. At the same time, there will be a need to keep on top of risk, sustainability goals, and
- [](https://learning.theprocurementschool.com/forums/reply/34883/) - In the next five years, several challenges will significantly shape public sector procurement. Firstly, affected by the oil supply and the conflicts in Middle East, sharp changes in supply chain might happen suddenly to affect the availability and reliability of goods and services. Procurement teams will then need to plan with greater flexibility and always
- [](https://learning.theprocurementschool.com/forums/reply/34749/) - After reviewing the details of the Sweeping Over-billing Under the Rug article, I would make the following three recommendations to prevent a similar situation: 1. Implement Formalized Progress Reviews and Site Inspections: Establish a schedule of regular meetings between the vendor and the contract management team to review performance feedback. These check-ins must include physical
- [](https://learning.theprocurementschool.com/forums/reply/34796/) - I agree with this perspective because it focuses on strengthening both contract controls and accountability from the beginning of the procurement process through to contract completion. The recommendation for mandatory pre-approval before any work begins is especially important because it ensures that contractors cannot proceed without proper authorization, verified measurements, and clear scope confirmation. This
- [](https://learning.theprocurementschool.com/forums/reply/34747/) - From my perspective, the tender document should clearly include the following requirements to prevent issues similar to those identified in the OCHC–Argos Carpets case: 1. Mandatory Pre Approval Before Any Work Begins: Contractors must not begin work on any unit without written pre approval from the owner. As part of the approval request, the contractor
- [](https://learning.theprocurementschool.com/forums/reply/34763/) - There 3 recommendations will be: 1. Verify before paying Always check quantities, quality, and details on invoices before approving payment. 2. Follow the contract strictly Make sure all agreed requirements (like clear work orders and documentation) are actually used. 3. Stay actively involved Do regular checks, site visits, and audits instead of assuming everything is
- [](https://learning.theprocurementschool.com/forums/reply/34781/) - In addition to strong operational controls, I would focus on three broader measures to prevent situations like the OCHC–Argos case. First, establish clear audit and data retention rights in the contract. The owner should have the right to request supporting documentation (e.g., measurements, internal worksheets, or supplier records) at any time. This creates a deterrent
- [](https://learning.theprocurementschool.com/forums/reply/34827/) - 1. In my opinion, liability should be shared between both parties. The GC was in charge and ignored the warnings, but the subcontractor also knew the work was dangerous and decided to continue anyway. 2. Even if the GC told him to continue, a professional has a "duty of care". Being an expert, Vasco knew
- [](https://learning.theprocurementschool.com/forums/reply/34717/) - 2. Should the subcontractor, Vasco, have been held responsible for the fire damage, when he had performed in accordance with the general contractor’s instructions? Vasco had a "duty of care" to the property and the public. In the eyes of the law, a warning is not an exoneration. If a professional knows a method is
- [](https://learning.theprocurementschool.com/forums/reply/34746/) - I agree, the sub-contractor had the option to refuse to do the work if the risks were so high, and the general contractor is supremely negligent not taking the advice of an expert in that particular field as well as putting his entire work site at risk. Instructor Note Company culture regarding Safety and how
- [](https://learning.theprocurementschool.com/forums/reply/34716/) - I agree that both General Contractor and the subcontractor is liable for the outcome. However, I believe the General Contractor should be at least 80% liable. Hence, while the GC was the primary driver of the negligent, Vasco’s hands-on involvement made him partially responsible for the physical outcome. Instructor Note You may have a future
- [](https://learning.theprocurementschool.com/forums/reply/34715/) - You make a valid point that, it feels like both parties share responsibility since both knew the risks and failed to prevent the hazard. The general contractor ignored safer options while the subcontractor proceeded despite understanding the danger. Instructor Note Yes, this is a valid assessment, see below for INITIAL court ruling. A decision by
- [](https://learning.theprocurementschool.com/forums/reply/34823/) - Based on the Ontario case, here are three recommendations: 1. Follow the contract rules: The owner (OCHC) did not provide floor plans as promised in the contract. An owner must follow their own obligations to prevent giving contractors excuses for poor behavior. 2. Verify invoices before payment: Managers should not approve invoices just by looking
- [](https://learning.theprocurementschool.com/forums/reply/34744/) - This disconnect is what we experience even with the detail written into the contract of the scope to be performed or of the invoice detail to be submitted when we don't have the bodies available to verify the work being done things will go under the radar. For larger projects we can bring on a
- [](https://learning.theprocurementschool.com/forums/reply/34740/) - I definitely agree that a contract manager should be closely involved from beginning to end on a project of this size to make sure everything is following the specifications laid out in the RFP. I would consider this whole case to be a cautionary tale about there being too many different groups involved in the
- [](https://learning.theprocurementschool.com/forums/reply/34730/) - I had the same thoughts about either cancelation and retender or re-evaluate. I wonder how E.G. Spence will behave if the results of the re-evaluation are the same. Will it even be worth it for them to go to court? Other than Mantario looking very untrustworthy, as long as they redo the evaluations with the
- [](https://learning.theprocurementschool.com/forums/reply/34731/) - Mantario Housing breached the Canadian Free Trade Agreement by not evaluating bids exactly as the RFP described. Public procurement is judged on process integrity. Using quantities that were not stated in the RFP made the evaluation non-compliant, which justified consequences such as paying the complainant’s costs and formally acknowledging the breach. Instructor Note Yes, this
- [](https://learning.theprocurementschool.com/forums/reply/34713/) - I agree that ignoring the evaluation process outlined in the RFP does not protect the integrity of the procurement process and that Mantario Housing should re-evaluated the proposals using the correct formula. Apart of me wonders how soon they realized they use a wrong formula. Mantario Housing should have extended the tender and posted an
- [](https://learning.theprocurementschool.com/forums/reply/34712/) - This type of error negatively impacts the trust in public procurement processes and it is pertinent to make corrections quickly and transparently. In this case, they must re-evaluate the submissions using the criteria set out in the tender and provide the applicable results to any interested parties. Since the results will not change the outcome
- [](https://learning.theprocurementschool.com/forums/reply/34724/) - Agree with your point to mitigate the damage too Mantario Housing should as the error was realized correct the issue via addendum, or when the tender is closed they should have conducted a debriefing and admitted to the error. If the winner changes they could negotiate a settlement or conduct a reevaluation. Instructor Note I
- [](https://learning.theprocurementschool.com/forums/reply/34709/) - Procurement law exists to protect the integrity of the process and to ensure the process is fair and transparent and consistent with what was written in the RFP documents. In this case they are not evaluating what was written in the RFP of 475 inspections and should reevaluate the proposals based on the correct formula
- [](https://learning.theprocurementschool.com/forums/reply/34720/) - Good point Canadian procurement law, procurement rules are designed to protect the integrity of the marketplace. Failure to evaluate proposals according to the disclosed terms is a breach of "Contract A". The consequences should be of great significance. Instructor Note The procurement was a RFP- Contract B not a Tender - Contract A circumstance. With
- [](https://learning.theprocurementschool.com/forums/reply/34857/) - Great point, Toluwase. I am wondering if, once reviewed by the organization, one of the outcomes is that additional review and guidance on RFP documentation and evaluation is implemented. If the RFP documentation had been clearer to everyone, including the evaluation committee, then this wouldn't have happened. I also think that the oversight/review should apply
- [](https://learning.theprocurementschool.com/forums/reply/34856/) - It's important to note that checks on invoice amounts should be done before they are passed along to accounts payable. There needs to be a sign-off before they reach that point. AP is not responsible for understanding the terms of a contract. These should be previously approved by someone on the contract management team.
- [](https://learning.theprocurementschool.com/forums/reply/34855/) - I think these are good points. Contract management isn't just an administrative task. It’s an important risk-mitigation strategy. Failing to confirm install details or product quality is essentially leaving room for errors. Proactive audits and clear documentation are the best defense against the kind of risks OCHC faced. And bringing all those involved on the
- [](https://learning.theprocurementschool.com/forums/reply/34854/) - (finally figured out how the reply function works) Agreed that cancelling the whole tender is overkill. The procurement owner may need to add a layer of review before releasing any future communication to external parties.
- [](https://learning.theprocurementschool.com/forums/reply/34853/) - (reply to Diana's comment #34823 and Donalyn's comment #34844) Your points make a lot of sense and highlight a missing layer of contract management in many organizations. From my experience, there has always been lack of prioritization for Contract Management activities post award. Organizations must invest in contract management to ensure adherence and compliance at
- [](https://learning.theprocurementschool.com/forums/reply/34852/) - (reply to Diana's comment #34827 and Donalyn's comment #34845) Your point about shared liability and the possible power dynamic between GC and SC is interesting and go together really well. This could be a significant aspect for the court to consider and if the SC can prove they were pushed to ignore safety hazards, the
- [](https://learning.theprocurementschool.com/forums/reply/34851/) - Toluwase, you raise an important point. Even when both parties are aware of the risk, the general contractor’s position of authority places them in a distinct role. Once they elect to proceed despite clear warnings, they assume a heightened degree of responsibility for the outcome. At the same time, the subcontractor’s professional obligations remain relevant.
- [](https://learning.theprocurementschool.com/forums/reply/34850/) - Toluwase, you raise an important point. Even when both parties are aware of the risk, the general contractor’s position of authority places them in a distinct role. Once they elect to proceed despite clear warnings, they assume a heightened degree of responsibility for the outcome. At the same time, the subcontractor’s professional obligations remain relevant.
- [](https://learning.theprocurementschool.com/forums/reply/34849/) - I agree with Michael. Even in circumstances where the contract stipulates that the subcontractor must comply with the general contractor’s instructions and places liability on the GC, such provisions do not fully absolve the subcontractor. Courts consistently recognize that subcontractors, as skilled professionals, owe an independent duty of care that cannot be displaced by contractual
- [](https://learning.theprocurementschool.com/forums/reply/34848/) - Michael, you raise an excellent point. From a project management standpoint, incorporating formal escalation procedures into the contract would significantly strengthen overall risk governance. When a subcontractor encounters an unsafe instructions, a defined escalation pathway to senior management or designated safety officers within the general contractor's organization ensures that concerns are reviewed by individuals with
- [](https://learning.theprocurementschool.com/forums/reply/34847/) - Laura, thank you for sharing your thoughtful input. A breach of the evaluation process cannot be dismissed simply because the final outcome may not have changed. To maintain the integrity of future procurements, Mantario Housing should conduct a formal lessons‑learned review to understand how the discrepancy arose and to reinforce accountability. In my organization, every
- [](https://learning.theprocurementschool.com/forums/reply/34846/) - Toluwase, I agree that this issue goes well beyond a simple miscalculation. As you note, bidders rely on the evaluation rules set out in the RFP, and any deviation the fairness and transparency that Contract A is meant to protect. Using 900 units instead of the 475 specified in both the RFP and the site
- [](https://learning.theprocurementschool.com/forums/reply/34845/) - You are correct, ignoring the warning on the part of the general contractor shows great leadership failure and continuing to work on the part of the subcontractor shows accountability but we there also is a power dynamic and Vasco may not have felt full freedom to refuse the job in order to keep his job
- [](https://learning.theprocurementschool.com/forums/reply/34844/) - I have been advocating for years that we have a dedicated contract manager as the individual department managers don't have the capacity to follow up every project contract and unfortunately problems like this do arise when you are not able to be as 'hands-on' every project. At the very least being proactive from the beginning
- [](https://learning.theprocurementschool.com/forums/reply/34843/) - Michael, thank you for your insightful perspective. I agree with you that fairness, transparency, and internal consistency are essential to a defensible procurement process, and that contradictions within an RFP can create confusion for bidders. In this case, however, the issue extends beyond procedural irregularity. When an owner fails to apply the evaluation methodology expressly
- [](https://learning.theprocurementschool.com/forums/reply/34842/) - Ogbeide, your three recommendations capture the essential lessons from the OCHC-Argos case in a clear and practical way. Verifying before paying directly addresses how inflated invoices went unchecked. Emphasizing strict adherence to contract requirements is important, given how missing documentation contributed to confusion and later disputes. Your point about staying actively involved through regular checks
- [](https://learning.theprocurementschool.com/forums/reply/34841/) - Toluwase, your recommendations are well-aligned with the core failures in the OCHC-Argos case. Strengthening invoice verification directly addresses how inflated quantities went unnoticed, and emphasizing the owner's responsibility for complete documentation is important given how missing floor plans contributed to the dispute. Your point on proactive contract management and regular audits is also highly relevant.
- [](https://learning.theprocurementschool.com/forums/reply/34840/) - Imane, your recommendations are strong and directly address the weaknesses shown in the OCHC-Argos case. The audit and documentation rights would have exposed the inflated invoices earlier. The segregation of duties would have prevented unchecked approvals. Lastly, stronger supplier accountability would have created real consequences for inaccurate billing. Overall, your points are relevant, practical, and
- [](https://learning.theprocurementschool.com/forums/reply/34839/) - Additional information will be needed for consideration. For example is this kind of risky action forbidden by the code (Thanks Liz for the idea). This extra supporting information could reinforce the ground or could totally shifted the responsibility. Say for example, if this risky action is clearly written in the code as something shall not
- [](https://learning.theprocurementschool.com/forums/reply/34838/) - I get that, but I’d push back a bit. Walking away does have consequences, but so does proceeding with a known, uncontrolled hazard. I don’t think it’s an immediate “walk off the job” threshold. There’s a middle ground: clearly document the concern, escalate it, and refuse to proceed with that method unless the risk is
- [](https://learning.theprocurementschool.com/forums/reply/34837/) - Great points from both of you. I agree that once the stated methodology isn’t followed, the risk shifts from outcome to defensibility, especially under trade agreement scrutiny, where process is often the primary test. On the supplier side, that erosion of trust is real. Even isolated errors can influence future participation or pricing behaviour, which
- [](https://learning.theprocurementschool.com/forums/reply/34836/) - I agree with your conclusion that the general contractor should bear primary responsibility, particularly given their control over the work and decision-making on site. However, regarding the subcontractor, while the subcontractor was engaged for a specific scope and did not control the overall site, they were still the technical expert and understood the risks associated
- [](https://learning.theprocurementschool.com/forums/reply/34835/) - I completely agree. When the evaluation criteria is abandoned, even by mistake, the owner breaks the transparency of a fair process. Beyond the legal risks, this type of error damages the supplier’s trust. If vendors believe the rules won't be followed, they may stop participating or increase their pricing to account for the perceived risk.
- [](https://learning.theprocurementschool.com/forums/reply/34834/) - I agree with your assessment that liability should be shared. I think It reflects the balance between site control and professional responsibility, while reinforcing that safety obligations cannot be delegated or ignored by either party. Also, your emphasis on the duty to refuse unsafe work by Vasco is well placed.
- [](https://learning.theprocurementschool.com/forums/reply/34833/) - I agree with the group’s consensus: a breach in the evaluation process is unacceptable, regardless of whether it altered the final outcome. The integrity of the competitive process depends on following the format of the evaluation criteria. At a minimum, Mantario Housing Corporation should conduct a formal review to identify where the mistake between the
- [](https://learning.theprocurementschool.com/forums/reply/34832/) - I agree with your overall position that liability should be shared. I would say your analysis effectively captures the distinction between causation and control, and why both parties can be liable, but not equally in this situation.
- [](https://learning.theprocurementschool.com/forums/reply/34831/) - a. This is a situation where the party that caused the harm and the party that is legally responsible are not necessarily the same and recognizing that distinction is key to this analysis. Both parties had knowledge of the risk, but I think the one with control and decision-making authority, i.e. the general contractor typically
- [](https://learning.theprocurementschool.com/forums/reply/34830/) - Your connection to WorkSafe BC is excellent. Even though this is a GC-SC relationship, the logic of 'refusing unsafe work' applies perfectly here. It shows that as professionals, we always have the legal right—and duty—to stop if things are not safe.
- [](https://learning.theprocurementschool.com/forums/reply/34829/) - I like how you mentioned that 'just following instructions' is not a valid defense. Since Vasco was the expert, he should have used his ability to stop the unsafe work. It’s a very good lesson about independent duty of care in our industry
- [](https://learning.theprocurementschool.com/forums/reply/34828/) - I agree that liability should be shared. You made a great point about the GC's verbal responsibility. A contractor cannot just ignore a risk because they have a subcontractor doing the job. Both were aware of the danger, so both are responsible for the result.
- [](https://learning.theprocurementschool.com/forums/reply/34826/) - I really like your recommendation about doing an audit in 'month two' instead of waiting years. It is a lot easier to fix a small mistake early. Also, your point about the 'issue escalation log' is very smart. Argos used the missing floor plans as an excuse, so documenting everything in writing is a great
- [](https://learning.theprocurementschool.com/forums/reply/34825/) - It is true that both parties need to be accountable. I also like your idea of a 'good faith' attestation. If OCHC had a better review plan, the over-billing would not have lasted so long. Very practical suggestions
- [](https://learning.theprocurementschool.com/forums/reply/34824/) - I agree with your points, especially about having a 'mandatory requirement' for documents. In the case of Argos, the problem was that everyone ignored the rules in the contract. If there is no documentation, there should be no payment.
- [](https://learning.theprocurementschool.com/forums/reply/34822/) - I agree with your analysis. Since the RFP rules are like a contract, Mantario made a mistake by using 900 units instead of 475. A re-evaluation would be good to fix the breach and follow the CFTA standards.
- [](https://learning.theprocurementschool.com/forums/reply/34821/) - You make a great point about trust in public procurement. I agree that canceling the whole tender might be 'overkill,' but we must be transparent. Doing the math again with the correct numbers from the RFP is necessary to show E.G. Spence that the process was honest, even if they didn't win
- [](https://learning.theprocurementschool.com/forums/reply/34820/) - I really like your point about this being a 'learning experience'. Even if the winner is the same, following the correct formula is the only way to protect the integrity of the process and avoid future court costs.
- [](https://learning.theprocurementschool.com/forums/reply/34819/) - First of all, what went wrong? Instead of using RFP rules during the evaluation, Mantario Housing multiplied the prices by the total number of machines. The Result: They didn't follow their own rules. Even if Parkway was still the cheapest, the way they calculated the numbers was wrong. What should be the consequences? Even if
- [](https://learning.theprocurementschool.com/forums/reply/34818/) - I agree with your position, particularly your focus on process integrity over outcome. You’ve clearly articulated that the core issue is not who won the contract, but the fact that the evaluation did not follow the methodology set out in the solicitation. One area I would build on is the potential impact on suppliers. Even
- [](https://learning.theprocurementschool.com/forums/reply/34817/) - I agree with your analysis, particularly your emphasis on the Contract A obligations and the requirement to strictly follow the evaluation criteria as stated in the solicitation. You’ve clearly highlighted that the issue is not the outcome, but the integrity of the process itself. One area I might expand on is the practical application of
- [](https://learning.theprocurementschool.com/forums/reply/34816/) - I agree that monetary penalties may not always apply in this scenario, but I think limiting the response to procedural suggestions alone may not be sufficient. Some level of accountability is necessary to reinforce that evaluation rules must be followed exactly as stated, regardless of whether the final outcome changes. These could include a requirement
- [](https://learning.theprocurementschool.com/forums/reply/34814/) - (unable to figure out how the reply function works. Responding to Manal's comment #34731 and Donalyn's comment #34761). Agree that CAFTA was breached by not evaluating bids as described in the RFP. It highlights how even human error in calculation could cost the integrity of an entire process. With public procurement involving significant administration and
- [](https://learning.theprocurementschool.com/forums/reply/34813/) - I agree with Donalyn's response about Finance picking up on contract discrepancies. A lot of these challenges stem from the lack of resources assigned to contract management post contract award. Having a Contract Management function (with KPIs such as Contract Compliance) would have definitely helped avoid fraudulent occurrences including over-billing.
- [](https://learning.theprocurementschool.com/forums/reply/34812/) - This is an insightful case of workplace safety and liability that construction worksites may experience. This worksite may not have followed several requirements laid out in the permitting and licensing process for construction which includes on-site Occupational Health and Safety Officers/Personnel, endangering people and property for the sake of profit.
- [](https://learning.theprocurementschool.com/forums/reply/34811/) - Michael, That’s a solid idea. Adding an independent review checkpoint before the RFP is issued and again before contract award would help catch inconsistencies early, especially around key details like quantities, pricing formulas, and evaluation steps. Having a fresh set of eyes who was not involved in the original setup or evaluation reduces the chance
- [](https://learning.theprocurementschool.com/forums/reply/34721/) - Both the bidder and Mantario must follow the RFP rules, by using 900 units for evaluation instead of the 475 units dictated by the inspection frequency, Mantario was in breached the duty of fairness. The likely consequence Since E.G. Spence filed a complaint under the Canadian Free Trade Agreement (CFTA) could be to: 1. Cancellation
- [](https://learning.theprocurementschool.com/forums/reply/34808/) - I think you make an interesting point about the general labourer who was tasked to watch what was going on as a way to mitigate the risk of sparks. If the subcontractor is to be held liable, then they are seemingly just as liable. This is a very interesting scenario but I can see very
- [](https://learning.theprocurementschool.com/forums/reply/34807/) - I believe that the subcontractor had every right to just walk away from the job and make the general contractor find a replacement. This would then need to be approved by the contracting company (replacing a subcontractor), and maybe by threatening this, the general contractor would have listened. But I would assume they have the
- [](https://learning.theprocurementschool.com/forums/reply/34806/) - What I keep returning to is that in this situation, the General Contractor is suing the subcontractor for liability. It isn't the contracting company suing both parties. Therefore, I believe the general contractor is solely at fault. They are the company that controls the contract, and if they want the work completed a certain way,
- [](https://learning.theprocurementschool.com/forums/reply/34805/) - Your additional angle on foreseeability of harm clearly explains why GC should bear primary responsibility. There is really "something" has been done as preventive measures by the GC, like hiring a labourer to watch for sparks, like extra shielding with plywood. To view from the SC, he just know there could be risks, but he
- [](https://learning.theprocurementschool.com/forums/reply/34804/) - I agree liability should be shared since both the GC and SC were aware of the hazard but continued work without properly addressing it. The WorkSafe BC principles on refusing unsafe work reinforce the expectation to stop, report, and fix risks before proceeding. Even if primarily designed for employer-employee settings, the same safety logic applies
- [](https://learning.theprocurementschool.com/forums/reply/34803/) - I like your suggestion of an independent review checkpoint. I think that’s especially valuable because it separates “doing the evaluation” from “validating the evaluation”, which is often where errors slip through. It could also be useful to define exactly what gets validated (inputs, formulas, and alignment with the RFP) so it’s not just a formality
- [](https://learning.theprocurementschool.com/forums/reply/34802/) - I agree liability should be shared. The GC failed to act on known safety concerns and is responsible for site safety overall. However, Vasco also had a duty to refuse unsafe work or apply proper safety measures as the welding expert. Both parties were aware of the risk and contributed to the outcome.
- [](https://learning.theprocurementschool.com/forums/reply/34801/) - I agree with your recommendations. They are very practical and necessary. However, I think verification should not rely solely on paperwork. Physical site inspections and confirmation of substantial performance should accompany invoice review to ensure that the work was not only billed correctly but also completed to the required quality standard.
- [](https://learning.theprocurementschool.com/forums/reply/34800/) - I like your clear position. It raises an interesting question about risk allocation and contractual responsibility. What if the contract clearly states that the SC must follow all instructions from the GC, and that the GC will assume full responsibility for any resulting damages? In theory, this suggests that liability rests entirely with the GC.
- [](https://learning.theprocurementschool.com/forums/reply/34799/) - Building on the discussion, I think this case also highlights the importance of having a controlled evaluation process (for example, standardized templates or pre-verified inputs). Even when evaluators act in good faith, using incorrect assumptions like the 900 vs 475 units shows how quickly the process can drift from the original solicitation terms without proper
- [](https://learning.theprocurementschool.com/forums/reply/34798/) - I agree with your point on learning records. It also highlights that procurement mistakes are often not just individual errors, but system design issues. Capturing them formally helps shift improvements from reactive fixes to proactive prevention.
- [](https://learning.theprocurementschool.com/forums/reply/34797/) - The contract renewal review is an important recommendation because renewal should be based on proven performance rather than treated as an automatic extension. However, I believe contract management should not rely too heavily on the renewal stage to address problems. I think issues such as overbilling and substandard work should be identified and escalated during
- [](https://learning.theprocurementschool.com/forums/reply/34795/) - It is not normally happen in contracts, but what if we built in procedures in the contract to deal with similar situations to allow a formal escalation of inappropriate task requests so that the senior management or safety officers could be involved in earlier stage and in their positions it will be more likely to
- [](https://learning.theprocurementschool.com/forums/reply/34793/) - 1. Enforce strong contract monitoring and invoice verification from day one i.e. The owner should ensure that every invoice is reviewed against the contract terms before payment is approved. In this case, OCHC staff accepted invoices without confirming actual square yardage, product quality, or substantial performance. I think a formal verification process like site inspections,
- [](https://learning.theprocurementschool.com/forums/reply/34792/) - I like how you tie the GC’s actions to the creation of the hazardous condition, especially through the choice of mitigation measures despite clear warnings. One interesting aspect your post raises is how indemnity assurances can influence decision-making on site and potentially shift behaviour in a way that increases overall risk exposure. It also highlights
- [](https://learning.theprocurementschool.com/forums/reply/34791/) - One thing I’m curious about after reading everyone’s posts, where do you think the line should be for a subcontractor to stop work? At what point does following instructions stop being reasonable from a legal and professional standpoint?
- [](https://learning.theprocurementschool.com/forums/reply/34790/) - I like the clarity of your argument, especially how you emphasize the repeated warnings and the decision to proceed despite them. The distinction you make between primary and secondary responsibility is clear and easy to follow. It also highlights an important point: even when instructions are given, professionals still have limits on what they should
- [](https://learning.theprocurementschool.com/forums/reply/34789/) - In this situation, liability should be viewed less as a simple split of fault and more as an issue of who had the authority to control and override safety decisions on site. The general contractor ultimately made the key decisions that created the risk exposure. They were explicitly warned multiple times, rejected a safer method,
- [](https://learning.theprocurementschool.com/forums/reply/34788/) - Even if the final result would have been the same, there should still be consequences when an evaluation is not conducted according to the solicitation. In this scenario, using incorrect quantities (900 instead of 475) means the evaluation did not follow the clearly defined methodology. The issue is less about who won, and more about
- [](https://learning.theprocurementschool.com/forums/reply/34787/) - I really like how you connected operational controls with longer-term contract decisions, especially your point on renewal reviews. That’s often where organizations miss an opportunity to correct course. Your emphasis on formalizing workflow and sign-off also stands out, it not only supports invoice accuracy but creates a clear audit trail if issues arise later. One
- [](https://learning.theprocurementschool.com/forums/reply/34786/) - To be creative, I think something like mandatory independent review checkpoints before RFP posting and before contract award. For example, a second reviewer who is not involved in the original evaluation could validate that the evaluation methodology was applied exactly as stated in the RFP, including verifying quantities and calculations. This extra layer of oversight
- [](https://learning.theprocurementschool.com/forums/reply/34785/) - I agree that it is hard to determine what a consequence should be given that it resulted in the same vendor. But in the future, the Housing Corporation should ensure that there is more clarity in their RFP around what the scope of work entails, as well as clarity in the evaluation, and stick to
- [](https://learning.theprocurementschool.com/forums/reply/34784/) - You have raised a very valid point. Formal documentation of procedural review is equally important. By clearly recording what went wrong in the procurement process, e.g. incorrect quantities used in evaluation, and how it was corrected, the organization creates a valuable learning record. This post‑award review can help identify root causes such as inconsistencies in
- [](https://learning.theprocurementschool.com/forums/reply/34783/) - You’ve taken a very structured approach by focusing on strengthening the tender upfront, which is key. What stands out to me is how your requirements create clear accountability at each stage, from pre-approval to invoicing and ongoing performance. That end-to-end alignment really reduces the likelihood of gaps being exploited. One aspect I find particularly valuable
- [](https://learning.theprocurementschool.com/forums/reply/34782/) - You did a great job highlighting the importance of invoice verification and tying it back to work orders. One thing I’d add is that even with strong documentation, there should also be some level of independent validation (like spot checks or audits) to ensure the data itself is reliable. Your point really reinforces how critical
- [](https://learning.theprocurementschool.com/forums/reply/34780/) - Anny, I agree with your analysis. Under the Contract A framework, procurement teams are required to follow the evaluation criteria exactly as stated in the RFP. Any deviation from those terms undermines fairness, transparency, and equal treatment of bidders, even if the final outcome would not have changed. In the Mantario Housing case, using 900
- [](https://learning.theprocurementschool.com/forums/reply/34779/) - I agree with your point. In procurement, the RFP sets the rules, and bidders rely on those rules when preparing their pricing. When the procurement team does not follow the stated evaluation method, it undermines fairness and the credibility of the process, even if the final ranking of bidders would not change. That said, the
- [](https://learning.theprocurementschool.com/forums/reply/34775/) - If the procurement team does not follow the evaluation method set out in the RFP, the process is already compromised, even if the final ranking of bidders would not change. In this case, the procurement team used incorrect quantities when calculating the evaluated price, which means the proposals were not assessed in line with what
- [](https://learning.theprocurementschool.com/forums/reply/34776/) - OCHC failed at oversight but Argo committed fraud so you are correct in that unless we are conducting oversight on our contracts and billings then we are open to some vendors taking advantage of a lack system or policies.
- [](https://learning.theprocurementschool.com/forums/reply/34774/) - Yup, those you recommended are very fundamental. and in additional to this, plan and draft the contract well to include adequate coherent requirements is necessary. If those requirements were not requested in contract, or not correctly requested, we will have weal contractual ground to stand for our requests.
- [](https://learning.theprocurementschool.com/forums/reply/34773/) - I am not sure if this is a breach of Contract A or it is a kind of procedural breach under Trade Agreements, but what you described for the owners duties on fairness, transparency, and equal treatment are true. Many times, and as in this case, a coherence throughout the RFP is critical. Contradictions in
- [](https://learning.theprocurementschool.com/forums/reply/34772/) - I understand your reasoning, and it makes sense given the level of control the general contractor had over the project. They weren’t just coordinating the work, they were actively making the key decisions on how it should be done, even after being warned about the fire risks. Once those concerns were raised and still overridden
- [](https://learning.theprocurementschool.com/forums/reply/34771/) - I see your point, and I think you’re right to frame it that way. The GC had overall control of the site and ultimately decided to proceed despite safer alternatives being raised, so their share of responsibility is clearly heavier. At the same time, the subcontractor isn’t completely off the hook either. Once they were
- [](https://learning.theprocurementschool.com/forums/reply/34770/) - I think you explained the balance really well. I agree that both parties share responsibility, but the GC carries more since they ignored clear warnings and directed the work. Your point about not fully excusing the SC is important too. Even under pressure, there’s still a duty to refuse unsafe work, so some level of
- [](https://learning.theprocurementschool.com/forums/reply/34769/) - I think the general contractor carries most of the liability because they were clearly warned about the risks more than once and still chose to proceed. They even rejected a safer method and assured they would take responsibility, which shows they knowingly accepted the risk. That said, Vasco isn’t completely free of responsibility. As the
- [](https://learning.theprocurementschool.com/forums/reply/34768/) - Ultimately, I believe the general contractor is responsible. As the 'owner' of the project contract, they are responsible for directing the work and managing resources. While the subcontractor is an expert in their specific field, they are hired for a narrow purpose and do not oversee the entire site. In this case, the subcontractor clearly
- [](https://learning.theprocurementschool.com/forums/reply/34767/) - You highlighted the key controls well, especially linking work orders, invoices, and verification. I agree that without consistent review before payment, even strong contract terms won’t prevent issues.
- [](https://learning.theprocurementschool.com/forums/reply/34766/) - You laid this out really well. I like the focus on pre-approval and detailed invoices, those controls would go a long way in preventing overbilling. The clear process for handling discrepancies is also a strong point. It makes accountability much easier on both sides. The performance review piece ties it all together. Having consequences for
- [](https://learning.theprocurementschool.com/forums/reply/34765/) - Yup, I really like your point about ambiguity creating space for fraud—your emphasis on transparency and alignment at the startup meeting is spot on. I think segregation of duties is another key control that strengthens the accountability you are describing. By separating responsibilities for ordering work, verifying completion, and approving payments, organizations reduce the risk
- [](https://learning.theprocurementschool.com/forums/reply/34764/) - You made some strong recommendations, especially around regular inspections and tying payment to verified work. That kind of oversight would have caught the issue much earlier. I also like your point on standardizing workflow and requiring proper sign-off, it adds a clear control before invoices are approved. The renewal review is a good addition too.
- [](https://learning.theprocurementschool.com/forums/reply/34762/) - You bring up excellent points regarding pre-approvals, work orders, and the specific requirements for invoicing. I believe it is critical that both the contracting authority (OCHC) and the successful vendor are fully aligned on the established process from the beginning - this should be discussed at a startup meeting. It is within the 'gray areas'
- [](https://learning.theprocurementschool.com/forums/reply/34761/) - I agree, it doesn't appear that E.G Spence has suffered any loss of profit so other that court expenses the repercussions would fall on Mantario to correct their RFP process and re-evaluate or re-issue the tender.
- [](https://learning.theprocurementschool.com/forums/reply/34760/) - Think you are correct and this would come down to contributory negligence, they were both a party to the accident and would have to plead their case as to what degree they each played in the fire happening and taking any measures to prevent it from happening.
- [](https://learning.theprocurementschool.com/forums/reply/34759/) - That’s a great point. Finance Department often catch issues others miss, especially simple math or entry errors. Finance is an important safety net, while contract oversight is the first line of defense to make sure the work and the billing both match the contract.
- [](https://learning.theprocurementschool.com/forums/reply/34758/) - These are practical steps that emphasize active oversight. Verifying invoices and doing early compliance checks, and keeping an issue log help catch problems early and ensure both parties follow the contract, reducing the risk of overbilling ..
- [](https://learning.theprocurementschool.com/forums/reply/34757/) - It is true, Contract owners can’t control what vendors do, but they can absolutely control how well they manage the contract. Your recommendations are simple, realistic steps that add transparency, make overbilling harder, and help prevent problems before they turn into disputes.
- [](https://learning.theprocurementschool.com/forums/reply/34756/) - Yes, I think physical inspections to verify the quality is important. Well at the same time, the physical inspections can further verify the consumption on the documentation at the real site. This could give a good insight of the accuracy of the invoice, and provide grounds for preciseness of future work orders (estimations). Although 100%
- [](https://learning.theprocurementschool.com/forums/reply/34755/) - I really like how your approach focuses on front-end control and clarity, especially the pre‑approval requirement. It enforces detailed work orders and creates a strong baseline before any work starts. Your emphasis on invoice detail and a structured discrepancy process is critical for transparency and auditability. The inclusion of performance reviews and termination rights reflects
- [](https://learning.theprocurementschool.com/forums/reply/34754/) - In my perspective, both the general contractor and the subcontractor are responsible for the liability arising from the accident. The general contractor should bear the primary burden of responsibility due to its overarching authority and control over the worksite. By expressly rejecting the safer alternative proposed by the subcontractor (i.e., cutting from the ground) and
- [](https://learning.theprocurementschool.com/forums/reply/34748/) - Our Finance Department are champions, they are the ones that pick up on the discrepancies most time before Managers and even Project Managers notice that something does not look quite right. Something as small as re-adding an invoice can go along way but independent verification should still be required as even with technology numbers can
- [](https://learning.theprocurementschool.com/forums/reply/34745/) - • Who do you think was liable? They are both liable, because while the general contractor chose to ignore the advice/concerns from Vasco, Vasco still chose to proceed with the work as directed to do it by the GC. • Should the subcontractor, Vasco, have been held responsible for the fire damage, when he had
- [](https://learning.theprocurementschool.com/forums/reply/34743/) - I would agree, CFTA remedies are corrective and not putative so they would require the bids be re-evaluated based on the 475 inspections to redetermine the winning bid or cancel the contract for re-tender as it doesn't appear work has began. This would likely keep them out of court and risk higher court costs and
- [](https://learning.theprocurementschool.com/forums/reply/34742/) - Incorporating KPIs into the contract for management purposes is smart. Perhaps each room/unit is numbered/labeled and requires a specific amount of carpet which is estimated from the beginning of the contract and then that estimation is compared directly to the invoices for that room or something similar.
- [](https://learning.theprocurementschool.com/forums/reply/34741/) - When we layout recommendations like this, it all seems so easy to prevent these kinds of mistakes. I cannot say I would think of the importance of the format of an invoice when I am writing a tender, but I am sure thinking about it now. These are very good recommendations.
- [](https://learning.theprocurementschool.com/forums/reply/34739/) - Contract owners have no control over the actions of outside parties like vendors, but they do have control over how they conduct themselves and their business. It is the contract managers responsibility to keep in the know about the progress of the contracts they are managing. Below are my three recommendations for an owner who
- [](https://learning.theprocurementschool.com/forums/reply/34738/) - In this scenario, I believe that both the general contractor (GC) and the subcontractor (SC) should be held legally liable, although to different degrees. The SC physically performed the torch‑cutting, which was the immediate cause of the fire, and professionals are generally expected to exercise independent judgment and comply with safety obligations. From that perspective,
- [](https://learning.theprocurementschool.com/forums/reply/34737/) - If an owner fails to evaluate proposals in accordance with the express terms of its solicitation, there should still be consequences, even if the outcome would have been the same using the correct methodology. Suppliers price and structure their proposals based on the evaluation rules stated in the RFP, and any deviation undermines confidence in
- [](https://learning.theprocurementschool.com/forums/reply/34736/) - Recommendation 1 – Enforce Detailed Work Orders is critical because work orders are the foundation of quantity‑based pricing. Requiring precise measurements, drawings, or floor plans ensures that both the owner and contractor are aligned on the scope before work begins. This can provide clear expectation to the supplier, favour internal budgeting, and create a baseline
- [](https://learning.theprocurementschool.com/forums/reply/34735/) - Three recommendations I would make to an owner who wishes to avoid this type of situation: 1. Verify quantities before paying : Do not rely on invoices alone. Independently measure and confirm actual work installed before approving payment. 2. Actively manage the contract: Follow contract procedures, assign a responsible contract manager, and address non-compliance in
- [](https://learning.theprocurementschool.com/forums/reply/34734/) - I believe Mantario could avoid court by committing to a transparent re-evaluation using the correct criteria and offering reasonable reimbursement of costs, showing good faith and restoring confidence without litigation.
- [](https://learning.theprocurementschool.com/forums/reply/34733/) - I agree! Errors of this nature undermine confidence in the procurement process and should be addressed promptly and transparently..
- [](https://learning.theprocurementschool.com/forums/reply/34732/) - I agree, this issue could likely have been avoided by issuing an addendum. Proceeding without formally correcting the error in the solicitation created avoidable risks. The fact that they continued without addressing the issue increases the repercussions of their actions...
- [](https://learning.theprocurementschool.com/forums/reply/34729/) - I also question when they discovered the error as this could have been avoided prior to closing with a clarification addendum or before awarding and avoiding a complaint being filed. They have caused themselves potential monetary and reputational damage for not have procedures in place.
- [](https://learning.theprocurementschool.com/forums/reply/34728/) - Three recommendations I would make to an owner who wishes to prevent over-billing: 1. Verification Controls: Instead of blindly approving invoices managers should check the math and ensure every invoice be accompanied by substantiating data (e.g., specific room measurements, sketches, or photos) before it hits the accounts payable desk. 2. Conduct Random Compliance Audit: Due
- [](https://learning.theprocurementschool.com/forums/reply/34727/) - I agree that if this complaint is taken to court that at the very least E.G. Spence should be compensated for their legal costs, but I wonder what should be done to prevent court action and still make E.G. Spence feel like justice was had. The case did say that they wanted to keep it
- [](https://learning.theprocurementschool.com/forums/reply/34726/) - To avoid a situation like the OCHC v. Argos case, an owner needs to focus on closing the gap between what is written in the contract and what happens on the job site.
- [](https://learning.theprocurementschool.com/forums/reply/34725/) - 1. Build a performance review plan/schedule into the contract. Regular and timely communication of contract progress. This keeps both parties accountable ensuring minimal contract non-compliance. 2. Allocate resources and KPIs for contract management responsibilities to the owner. 3. Add invoice signatory authorities to attach responsibility and accountability to the owner. 4. Get attestation from the
- [](https://learning.theprocurementschool.com/forums/reply/34723/) - If the general contractor was the principal contractor then you are responsible for the management and control of the workplace and the risks associated with carryout the construction work and are required to prepare and maintain a health and safety plan. Every person that is to carry out construction is to be made aware of
- [](https://learning.theprocurementschool.com/forums/reply/34722/) - Mantario Housing failed to follow the evaluation process they created. Agree with you that such errors negatively impacts trust in public procurement processes. Mantario Housing must admit to the error in court and seek direction from the court for corrective action. E.G. Spence ought to be reasonably compensated for legal costs pertaining to their complaint
- [](https://learning.theprocurementschool.com/forums/reply/34719/) - Both the General Contractor (GC) and Sub Contractor (SC) are liable since the hazards were brought to light and both carried on working without taking steps to fully mitigate the hazard. Worksafe BC (and other Health & Safety organizations) have highlighted steps for employers and workers to navigate unsafe working conditions: https://www.worksafebc.com/en/health-safety/create-manage/rights-responsibilities/refusing-unsafe-work. 1. The worker
- [](https://learning.theprocurementschool.com/forums/reply/34718/) - 3. Should the general contractor have been liable, when Vasco was the expert in welding, and Vasco’s actions were the actual cause of the fire? Yes, I believe the majority of the blame should rests on the GC as he GC explicitly ignored the expert’s safety advice. By declining to remove the shelf angles and
- [](https://learning.theprocurementschool.com/forums/reply/34714/) - 1.In theory, the liability should be shared since both parties were aware of the fire hazard. 2.I believe both parties carry some responsibility. The general contractor ignored a safer option and provided inadequate controls, while the subcontractor had an independent duty of care and should not have relied on the general contractor’s assurances when the
- [](https://learning.theprocurementschool.com/forums/reply/34711/) - In this case I believe liability should be shared as, even though Vasco has warned the general contractor of the danger and proposed an alternative he still proceeded ahead, knowing of the risks. The general contractor should be held liable as he was warned of the risk multiple times and the work site was under
- [](https://learning.theprocurementschool.com/forums/reply/34710/) - Three recommendations I would make to avoid fraudulent billing practices for carpet installation work would be the following. 1. Contract documentation is a mandatory requirement. If the contract requires that documentation is attached to the invoice, then invoices will not be paid without that documentation and an audit trail for the documents must be in
- [](https://learning.theprocurementschool.com/forums/reply/34704/) - Hello This is my assignment 1. Thank you. Leo.
- [](https://learning.theprocurementschool.com/forums/reply/34701/) - Hi Samar, It looks like you are hitting all the points but under on the word count, the assignment stated it should be 1000 words and I'm showing you're at 768.
- [](https://learning.theprocurementschool.com/forums/reply/34700/) - Hi Manal, Your paper was extremely well formatted and organized and I really appreciated how much you went into detail on the evaluation criteria. Very well done!
- [](https://learning.theprocurementschool.com/forums/reply/34698/) - An incredibly fun assignment. Gave it my best. Would really love your feedback.
- [](https://learning.theprocurementschool.com/forums/reply/34696/) - I agree that consulting is a good use of the vested outsourcing principle. My organization did a tender for consulting services and the deliverables were too vague and we kept needing extensions because the board that was supposed to be the contact for the vendor were rarely available to meet. I can't help but feel
- [](https://learning.theprocurementschool.com/forums/reply/34691/) - Hello, looking forward to your helpful feedback. thanks,
- [](https://learning.theprocurementschool.com/forums/reply/34690/) - What stands out in your post is the idea of "shaping rather than setting" requirements through the early stages. In the E-COMM case, the RFQ vendor discussions basically functioned as a structured feedback loop, allowing requirements to be refined without breaking fairness under Contract A. Your mention of competitive dialogue is also interesting, because it
- [](https://learning.theprocurementschool.com/forums/reply/34689/) - Your discussion of reducing Contract A risks through early engagement is key. I’d add that E-COMM didn’t really eliminate Contract A risks, they shifted where those risks were managed. Instead of dealing with ambiguity during evaluation or contract award, they pushed it into structured market engagement phases, which is arguably where it can be managed
- [](https://learning.theprocurementschool.com/forums/reply/34687/) - Hello Chris, Please find attached my assignment #1, I'm Looking forward to your feedback. Thanks, Imane Bey zekkoub
- [](https://learning.theprocurementschool.com/forums/reply/34685/) - One thing I’d add is that in repair and maintenance contracts, the shift to outcome-based delivery also changes how risk is allocated between the organization and the vendor. While it creates space for innovation and preventative strategies, it also requires careful definition of what falls under "routine maintenance" versus larger capital-type repairs, so expectations stay
- [](https://learning.theprocurementschool.com/forums/reply/34684/) - I agree that conducting the procurement within Contract A paradigm was a good decision given the political and public scrutiny for such a large procurement and complex procurement, the evolving nature of technology and the involvement of public safety.
- [](https://learning.theprocurementschool.com/forums/reply/34683/) - Cleaning in healthcare is a strong fit for this model, especially because it links directly to infection control rather than just task completion. One thing I’d add is that the success of this approach would really depend on how clearly those "cleanliness standards" are defined and measured in practice. In healthcare environments, outcomes can be
- [](https://learning.theprocurementschool.com/forums/reply/34682/) - Tech procurement can be challenging given the complexity of the product/service and the speed of innovation. I found that securing user buy-in early in the process before the procurement was approved to be one of the most interesting aspects of this procurement given how difficult it is for users to provide their buy-in early in
- [](https://learning.theprocurementschool.com/forums/reply/34680/) - Hi Chris, The attached assignment is submitted for your review. Looking forward for your feedback. Thank you and have a good weekend, Huici Guan
- [](https://learning.theprocurementschool.com/forums/reply/34679/) - 1. By defining outcomes, wherein, an RFP can be drafted to list out outcomes/results instead of tasks. For example, maintaining a facility with customer satisfaction scores of xx % or more throughout the term of the contract. 2. Allowing the service provider to decide/design how the outcomes can be achieved. This would enable the service
- [](https://learning.theprocurementschool.com/forums/reply/34678/) - What stands out here is how this model changes the role of procurement from price negotiation to performance design. Instead of managing transactions, the focus shifts to defining outcomes and governance structures that support continuous improvement over time.
- [](https://learning.theprocurementschool.com/forums/reply/34677/) - Thanks for your comments Colisha, appreciate them!
- [](https://learning.theprocurementschool.com/forums/reply/34676/) - I like your point about freeing up internal resources. One thing I’d add is that in practice, the "win-win" depends a lot on how well demand is defined and monitored. If the outcome metrics aren’t carefully designed, you can end up shifting inefficiencies to the supplier rather than actually eliminating them. So the structure of
- [](https://learning.theprocurementschool.com/forums/reply/34675/) - Good observation on the "slow down to speed up" idea! what stands out to me in the E-COMM case is that they didn’t just slow down informally, they actually built a structured mechanism (working groups, PoC, RFQ feedback loops) to ensure that the time invested in planning translated into actionable, converged requirements rather than open-ended
- [](https://learning.theprocurementschool.com/forums/reply/34671/) - I find your writing style very persuasive and precise, easy to read and understand. Love your evaluation on what Mantario should consider for the RFP. This is a strong paper.
- [](https://learning.theprocurementschool.com/forums/reply/34670/) - What you both highlighted about flexibility at the end stage is interesting, especially in the context of Contract A. One thing I’d add is that in Canadian public procurement, the risk isn’t just the lack of flexibility, but the point at which flexibility starts to create unequal treatment between bidders. Even small post-closing negotiations can
- [](https://learning.theprocurementschool.com/forums/reply/34669/) - Thank you for the positive feedback Donalyn
- [](https://learning.theprocurementschool.com/forums/reply/34668/) - Hi Colisha, The formatting and structure of your paper is precise, and you have effectively balanced cost control, performance accountability and innovation particularly with CPI indexed pricing and performance-based adjustments. Your evaluation criteria are detailed and practical, especially in addressing the challenges of remote service delivery. I think you have written a strong paper.
- [](https://learning.theprocurementschool.com/forums/reply/34667/) - Thanks Colisha
- [](https://learning.theprocurementschool.com/forums/reply/34666/) - Thanks Dona
- [](https://learning.theprocurementschool.com/forums/reply/34664/) - Looking forward to your feedback. Thanks, Dona
- [](https://learning.theprocurementschool.com/forums/reply/34662/) - Looking forward to your feedback Thanks Colisha
- [](https://learning.theprocurementschool.com/forums/reply/34661/) - Hi Anny , You have done a great job to be the first one submitted here! The extension strategies with the use of indexed escalation, structured rate reviews, and performance-linked renewals are very practical and balanced. The evaluation criteria in Part Two are clearly listed and emphasized on verifiable evidence. Overall, your assignment fulfills the
- [](https://learning.theprocurementschool.com/forums/reply/34659/) - Hi , This is my assignment. Look forward to your feedback. Thanks, Michael
- [](https://learning.theprocurementschool.com/forums/reply/34657/) - Please find attached my assignment - Look forward to your feedback, Thanks, Tolu
- [](https://learning.theprocurementschool.com/forums/reply/34654/) - Look forward to your feedback. Thanks, Tolu
- [](https://learning.theprocurementschool.com/forums/reply/34651/) - You make a great point about the trade-off. Taking time upfront can definitely lead to better outcomes, but it can also slow things down if not managed well. I agree that keeping stakeholders engaged over a long process is a real challenge. If momentum is lost, the benefits of that early effort can fade. So
- [](https://learning.theprocurementschool.com/forums/reply/34650/) - Michael, you make a strong point about shifting focus from cost to patient outcomes. Linking vendor rewards to results like infection rates or accuracy really aligns both sides. I also like the share-in-savings idea, it encourages true partnership instead of just transactions. The key challenge is setting clear and fair KPIs. If not done right,
- [](https://learning.theprocurementschool.com/forums/reply/34648/) - Hi all, I look forward to your feedback. Your time and any suggestions are much appreciated. Thank you, Huici Guan
- [](https://learning.theprocurementschool.com/forums/reply/34647/) - Janitorial contracts have always been a difficult case and get a redraft every tender but need a rethink as we experience the same issues. Time to get away from the task list and move towards cleanliness scores, occupant satisfaction, response time and availability and award based on those criteria and for the vendor to be
- [](https://learning.theprocurementschool.com/forums/reply/34572/) - I totally agree with the approach to get the end users involved to get a better understanding of what is required, is the most important things to focus on. I believe that the people who are out in the field responding to these calls and operation would provide invaluable expertise and would definitely encourage the
- [](https://learning.theprocurementschool.com/forums/reply/34645/) - I had the same thoughts about how thorough they were with their planning and multi-levels of involvement. All my experience tells me is that the best planning results in much better end results. My work had an issue where not enough planning and research was done and none of the people involved were subject matter
- [](https://learning.theprocurementschool.com/forums/reply/34644/) - This could be a great solution to the high stakes of a large all in one project. One thing to keep in mind is to make sure all the proceeding components are compatible with each other as some developers prefer different software or computer development processes. I am not quite sure the term but I
- [](https://learning.theprocurementschool.com/forums/reply/34643/) - This is so true! Before I started in procurement, I was a finance clerk in another program area and I had the opportunity to work with a vendor directly to create a new financial system for one of the programs we ran out of our area and it was amazing to be apart of the
- [](https://learning.theprocurementschool.com/forums/reply/34642/) - Laura, you make a strong point about how thorough upfront work help reduce costly change orders later in the process. I also agree that an intensive, stakeholder-driven approach can place significant demands on vendors, and that only the successful Proponent ultimately benefits from that participation. However, finding the right balance between meaningful engagement and a
- [](https://learning.theprocurementschool.com/forums/reply/34641/) - Ogbeide, you make an excellent point regarding the value of the early Proof of Concept and RFI work. Those efforts clearly helped validate the technology, engage end users, and reduce risk before entering the formal procurement phase. Where my perspective differs slightly is on the use of Contract A. Given that the requirements were already
- [](https://learning.theprocurementschool.com/forums/reply/34640/) - We have moved over to the NRFP model in order to be able to find the right solution and the right team rather than locking bidders into a price, although price still factors heavily in the decision. It seems to be working well but even that is not a perfect model when you have limited
- [](https://learning.theprocurementschool.com/forums/reply/34639/) - Very true about the baseline still has to be very clear and precise especially in healthcare. as we don't want the focus to be on getting the incentives while there is a breakdown with the outcome and deliverables.
- [](https://learning.theprocurementschool.com/forums/reply/34638/) - I find that Janitorial contracts are not properly drafted. I believe these contracts mainly focus on getting the cheapest labour cost and not the best vendor performance. We see this on a day to day. These contractors cannot be found if you have an emergency situation during the working day. Even though we pay these
- [](https://learning.theprocurementschool.com/forums/reply/34637/) - Laura, this is a great observation. While broad privilege clauses can discourage participation, presenting them clearly in the tender document gives Proponents a fair understanding of the potential outcomes. Even if the terms are stringent, upfront transparency helps preserve confidence in the process. Transparency doesn't eliminate the risk, but it does help set expectations.
- [](https://learning.theprocurementschool.com/forums/reply/34636/) - One of most interesting aspects of this procurement is how deliberately E-COMM didn’t just issue an RFP and hope for the best, they invested heavily in early market engagement, proof of concept testing, and iterative refinement of technical specifications with user input. That level of upfront work, especially in such a high-stakes public safety environment,
- [](https://learning.theprocurementschool.com/forums/reply/34635/) - Great insights, Michael. Moving toward a Vested Outsourcing model not only drives accountability but also encourages innovation and higher‑quality clinical support. When vendors are rewarded for outcomes rather than volume, the entire system becomes more efficient and patient‑centered.
- [](https://learning.theprocurementschool.com/forums/reply/34634/) - I agree that this model could work in this situation. Especially around the maintenance aspect of a building. This may also lead to innovation within the building as the vendor (the expert) is not just in for a 'quick-fix' but on an ongoing basis. They may be able to understand the inner workings and provide
- [](https://learning.theprocurementschool.com/forums/reply/34633/) - I also find it interesting that the RFP included such broad 'Privilege Clauses.' One clause, in particular, allows the organization to terminate negotiations with a proponent and negotiate directly with a non-participating vendor. Combined with the right to cancel or suspend the RFP at any time, these provisions could certainly discourage potential bidders. After investing
- [](https://learning.theprocurementschool.com/forums/reply/34632/) - This is a perfect example, and I agree with your approach to having a clear, task-based scope that provides structure and makes it easier to track whether the contractor is meeting basic requirements. At the same time, if you pair those tasks with defined outcomes then the contractor has the freedom to confirm that basic
- [](https://learning.theprocurementschool.com/forums/reply/34629/) - I also agree with your view on Contract A; while it provides fairness and legal defensibility, introducing some flexibility at the final stage could help address complex technical issues more effectively. For me, i think the real challenge lies in striking the right balance between maintaining fairness and legal defensibility while still allowing enough room
- [](https://learning.theprocurementschool.com/forums/reply/34630/) - I also agree with your view on Contract A; while it provides fairness and legal defensibility, introducing some flexibility at the final stage could help address complex technical issues more effectively. For me, i think the real challenge lies in striking the right balance between maintaining fairness and legal defensibility while still allowing enough room
- [](https://learning.theprocurementschool.com/forums/reply/34628/) - This is a very insightful point, particularly the concept of “slowing down to speed up.” I agree that E-COMM’s emphasis on stakeholder-driven requirement identification was a major strength of the process. That said, such a detailed front-end approach can lead to longer timelines and greater resource demands. Sustaining stakeholder interest and engagement over an extended
- [](https://learning.theprocurementschool.com/forums/reply/34627/) - I agree, early and ongoing involvement of end users is key. They bring practical insight that IT and procurement alone can miss, and it also helps build trust and buy-in. For a project this complex, a step-by-step approach is definitely safer than relying on a single RFP.
- [](https://learning.theprocurementschool.com/forums/reply/34626/) - I agree, stress-testing the specifications early is a smart way to avoid ending up with requirements that don’t reflect what the market can actually deliver. It also helps ensure the final RFP is both realistic and defensible.
- [](https://learning.theprocurementschool.com/forums/reply/34625/) - Breaking the project into smaller modules would definitely add flexibility and reduce risk in a fast-changing tech environment. It also allows the organization to adapt as technology evolves, rather than being locked into a single long-term solution that may quickly become outdated.
- [](https://learning.theprocurementschool.com/forums/reply/34624/) - The other side of that this is that the contract managers are currently putting a lot of time in with monitoring the performance of the contractors and that is taking a significant amount of time and effort into bringing contract standards up to par in some cases when if we put more effort into the
- [](https://learning.theprocurementschool.com/forums/reply/34623/) - Vested outsourcing can be very effective in a clinical procurement setting. It shifts the focus from meeting the minimum for a fixed price to delivering better results where both parties benefit. In this model, suppliers become partners in improving services rather than vendors who are simply monitored for compliance. An example that could benefit from
- [](https://learning.theprocurementschool.com/forums/reply/34622/) - That’s a great point. A “win-win” pricing model really changes the dynamic compared to traditional contracts. Instead of focusing on avoiding penalties or just staying within budget, the provider is motivated to actually improve how the service is delivered. Sharing savings when efficiencies are found is a smart way to encourage continuous improvement and innovation,
- [](https://learning.theprocurementschool.com/forums/reply/34621/) - Good point. This approach could definitely improve the value we get from consultants by focusing more on outcomes than just deliverables. That said, the baseline still has to be very clear and strong, especially in healthcare, so patient safety and data integrity are always protected, regardless of any incentives.
- [](https://learning.theprocurementschool.com/forums/reply/34620/) - That’s a good example of the issue. When contracts focus only on task checklists, it becomes more about “what was done” than “how the space actually looks and feels.” Shifting to outcomes would make more sense in this case, because it lets the contractor respond to real needs in the moment instead of sticking to
- [](https://learning.theprocurementschool.com/forums/reply/34619/) - Good point. Shifting toward shared accountability and clear outcomes would be a big change, but it could improve results overall. It is true, in service contracts, organisations end up monitoring tasks instead of focusing on outcomes, which adds workload for staff and limits supplier initiative. A Vested approach could help better align incentives on both
- [](https://learning.theprocurementschool.com/forums/reply/34618/) - That is a great point regarding how upfront work reduces expensive change orders post-award. The extra time and effort invested during the early stages of the process clearly is beneficial for the long-term. However, a potential concern with such an intensive, stakeholder-led process is the significant commitment required from the vendors. While this approach offers
- [](https://learning.theprocurementschool.com/forums/reply/34617/) - That is a very forward-thinking alternative. Breaking a massive project into smaller modules is an effective way to combat 'technology obsolescence,' which is a real risk in a project that took nearly five years to fully realize. It’s a great example of how procurement strategies must be weighed: total system integration vs. the flexibility of
- [](https://learning.theprocurementschool.com/forums/reply/34616/) - The transition from 'IT-led' to 'User-led' procurement is such a critical shift, and you described the benefits perfectly. By forming the NGRP Working Group, E-Comm didn't just get technical expertise; they secured the 'buy-in' necessary for the system to be accepted once it went live. Relinquishing control to those with 'boots on the ground' experience
- [](https://learning.theprocurementschool.com/forums/reply/34615/) - Your point about the resource burden on vendors is very valid to me. A lengthy and complex process can discourage smaller or less-resourced suppliers from participating, potentially reducing competition. I would say finding ways to streamline parts of the process while still maintaining fairness and technical accuracy would definitely improve accessibility for more bidders.
- [](https://learning.theprocurementschool.com/forums/reply/34614/) - You make a very compelling point about the 'cost of speed.' It is often tempting for organizations to skip the RFI or RFQ stages to save time, but as you experienced, that often leads to unfavorable results or cancellations. This case proves that front-loading the effort into planning and hiring external subject matter experts pays
- [](https://learning.theprocurementschool.com/forums/reply/34613/) - I agree with your assessment of the upfront work E-COMM invested in this process. I also liked how they refined their specifications at every step before the RFP. By learning and adapting throughout the RFI and RFQ phases, they ensured that the final RFP accurately reflected their needs. This clarity is vital because it encourages
- [](https://learning.theprocurementschool.com/forums/reply/34612/) - Using a multi-stage process to 'stress-test' technical specs before the final RFP is brilliant—it prevents the common trap of being legally bound to a Contract A that no vendor can actually fulfill. It’s a great reminder that in public safety, your specifications aren't just a wish list; they are the legal backbone of the entire
- [](https://learning.theprocurementschool.com/forums/reply/34611/) - You’ve touched on one of the most honest challenges of this model: the difficulty of measurement. You’re right that it's easy to envision a 'clean and tidy space,' but as the article notes, Vested Outsourcing only works if those outcomes are clearly defined and measurable. While it’s harder to draft those metrics upfront than a
- [](https://learning.theprocurementschool.com/forums/reply/34610/) - I agree with your point about the 'rigid checklist.' Your cleaning example perfectly illustrates the difference between a transaction and an outcome. A service provider shouldn't need a supervisor to tell them a floor is dirty; they should have the flexibility to prioritize based on real-time needs.
- [](https://learning.theprocurementschool.com/forums/reply/34609/) - That is a great observation regarding the shift from control to accountability. I liked that you highlighted Parks and Waterworks, as these are areas where 'visibility' of the outcome is so high, yet we often get jam in monitoring the minutiae of tasks. You hit on a key point from the article: when vendors are
- [](https://learning.theprocurementschool.com/forums/reply/34608/) - In Nova Scotia Health's context, particularly when contracting for consultants, this 'transactional' approach can be limiting. If we pay a consultant solely for a report (the transaction), we often get the bare minimum. I believe we should apply the 'Insight vs. Oversight' principle. By treating consultants as an extension of our own organization and rewarding
- [](https://learning.theprocurementschool.com/forums/reply/34607/) - I completely agree regarding the need for a thorough governance framework. A significant risk in these models is that a vendor might seek to maximize profit by under-investing in the service and essentially cutting corners rather than innovating. We need clear method to ensure that cost reductions don't impact the outcomes. I also agree that
- [](https://learning.theprocurementschool.com/forums/reply/34606/) - I think using cleaning service is a perfect example for this model. In hospitals, cleaning isn’t just about aesthetics—it's a critical component of infection control. By shifting the focus from 'number of hours spent cleaning' to 'measurable hygiene standards,' you create a direct link between the vendor’s performance and patient safety. It turns a support
- [](https://learning.theprocurementschool.com/forums/reply/34605/) - Absolutely! Repair and maintenance services for government facilities is a very good example for vested outsourcing. Traditional pay-per-task model often leads to temporary fixes rather than long-term reliability. The logic for the vendor is to maintain as many works as possible while still achieving the contract requirements. By allowing the flexibility to implement their own
- [](https://learning.theprocurementschool.com/forums/reply/34604/) - I found your point about the volume-based revenue trap very compelling. In healthcare, the goal should be 'better system performance,' yet traditional contracts often reward the opposite. A vested model encourages vendors to be proactive rather than reactive. When a vendor’s compensation is linked to inventory reliability, they have a genuine 'vested interest' in using
- [](https://learning.theprocurementschool.com/forums/reply/34603/) - I really like your point about how incentives in a vested contract can filter down to individual employees. High turnover in school cafeterias often leads to inconsistent service, but as you mentioned, when workers have a vested interest in the program's success, it creates a much more stable environment. This stability is crucial for students
- [](https://learning.theprocurementschool.com/forums/reply/34602/) - Applying Vested Outsourcing to clinical procurement shifts the focus from unit costs to patient outcomes. By adopting a "share-in-savings" model, hospitals and vendors become partners with a vested interest in mutual success. Instead of paying for individual transactions, the contract rewards providers for meeting measurable KPIs like reduced infection rates or accurate test results. This
- [](https://learning.theprocurementschool.com/forums/reply/34601/) - I particularly agree with your focus on early market engagement. By using multi-stages to “shape” rather than “set” requirements, they avoided the common trap of issuing an RFP that no vendor could realistically fulfill or the system eventually cannot completely match their needs. Your suggestion of a competitive dialogue is an interesting alternative that could
- [](https://learning.theprocurementschool.com/forums/reply/34600/) - I really appreciate your point about how the RFI and RFQ stages helped refine technical specifications before moving to the RFP. In many large-scale projects, incomplete specifications are the primary reason the Contract A paradigm fails, as they lead to rigid contracts that don't fit operational reality. By using an iterative process to validate technology
- [](https://learning.theprocurementschool.com/forums/reply/34599/) - I completely agree with your point on using the RFI and Proof of Concept stages to manage uncertainty. It’s impressive how they setup a real test site to validate the technology before the final commitment. Your suggestion about adding a negotiated approach at the final stage is a great catch—while Contract A provides defensibility, a
- [](https://learning.theprocurementschool.com/forums/reply/34598/) - Great point about resource commitment. It’s easy to overlook how much it costs. It’s not always feasible to drive so many resources to support a single project. In a project of this scale, the massive resource commitment is risky, but having that external fairness advisors oversight ensures the contract is bulletproof against challenges.
- [](https://learning.theprocurementschool.com/forums/reply/34597/) - The most impressive aspect of E-COMM’s procurement is its intensive stakeholder-led requirement identification. By prioritizing "deep discovery" with frontline responders across multiple agencies, they ensured the technology matched high-stress workflows while fostering early user buy-in. This user-centric design effectively mitigated poor project planning and unified standards across diverse jurisdictions before the RFP launch. This "slow
- [](https://learning.theprocurementschool.com/forums/reply/34596/) - I agree that getting the buy in from program areas to participate in vested outsourcing when we the procurement people are not the ones required to monitor the work and/or work closely with the vendor to verify their performance and make sure they are meeting their key performance indicators. This method could result in a
- [](https://learning.theprocurementschool.com/forums/reply/34595/) - Using incentives is a very good idea. By rewarding innovation, timeliness, and good results, it encourages more vendors to want to continue contracting with our organizations and continuing to perform to the highest standard. I suppose this method would require some hands on contract management so that the vendors' performances are properly documented and rewarded
- [](https://learning.theprocurementschool.com/forums/reply/34594/) - When considering where and how vested outsourcing can be used in my job, I consider the janitorial tenders and contracts. We usually have a checklist of tasks that need to be done and they offer a price that they can do those tasks for, but in the past we have had performance issues. This could
- [](https://learning.theprocurementschool.com/forums/reply/34593/) - Toluwase, you raise an important point about the need for clearly defined metrics, especially for outcomes such as quality and client satisfaction, which can be subjective without proper structure. Establishing transparent indicators and consistent monitoring is essential to ensure fairness and accountability. A stronger governance framework is also critical in a partnership-based model. This can
- [](https://learning.theprocurementschool.com/forums/reply/34592/) - This provides a clear demonstration of how a vested outsourcing model can strengthen service delivery. By defining measurable outcomes and adopting performance‑based pricing supported by insight‑driven governance, NSH can encourage innovation, reinforce accountability, and achieve more consistent and higher‑quality service standards across its facilities.
- [](https://learning.theprocurementschool.com/forums/reply/34591/) - You capture one of the key strengths of vested outsourcing, which is aligning the goals of the buyer and the vendor which seems to contrast with our traditional contracts. It’s ingrained in us to pay for low cost that unfortunately we sometimes get that low standard out of the contract. It will take a major
- [](https://learning.theprocurementschool.com/forums/reply/34590/) - Your correct in that BVP assumes vendors know more than the buyer about how to deliver the solution and that it can simplify proposals but the buyer still needs to be able to define the problem, the constraints of the project, in this case, regulatory and safety, and the outcomes for the vendor to be
- [](https://learning.theprocurementschool.com/forums/reply/34585/) - This is a well-articulated approach, particularly in shifting the focus from lowest cost to meaningful outcomes like quality and reliability. I also agree that linking compensation to performance and allowing vendor flexibility can drive innovation and continuous improvement. However, I think outcomes such as quality and client satisfaction can be subjective and may require clearly
- [](https://learning.theprocurementschool.com/forums/reply/34584/) - Another way vested outsourcing can be used by my organization when contracting for services is by implementing a "Win-Win" Incentive Pricing Model While traditional contracts often penalize providers or force them to cut corners to stay profitable. Vested outsourcing uses an incentive-based structure where the provider is financially rewarded for exceeding standards or creating cost
- [](https://learning.theprocurementschool.com/forums/reply/34583/) - You pointed out that early planning and stakeholder involvement made the Contract A approach more effective. By refining requirements upfront, they reduced risks and made the final stage more about fairness and structure. The process worked well because flexibility came early, and the formal RFP stage was clear and well-defined.
- [](https://learning.theprocurementschool.com/forums/reply/34582/) - You captured this really well, especially the value of the iterative approach. The way E-COMM used each stage to refine the requirements instead of locking everything in upfront is what really stands out. It shows a clear understanding that for complex projects, you don’t always have the full picture at the beginning. I agree with
- [](https://learning.theprocurementschool.com/forums/reply/34580/) - This is a strong example of how vested outsourcing can shift the focus from volume-driven transactions to system-wide performance and reliability. Tying compensation to outcomes such as reduced stockouts and improved inventory management could encourage more proactive vendor behaviour and enhance overall efficiency. However, measuring and attributing these outcomes can be complex, particularly in a
- [](https://learning.theprocurementschool.com/forums/reply/34579/) - The most interesting part for me was how much effort went into the early stages, especially the Proof of Concept and the RFI. Instead of rushing to market, they took time to test the technology, involve end users, and refine the requirements. That upfront work clearly reduced risk and helped avoid major issues later in
- [](https://learning.theprocurementschool.com/forums/reply/34578/) - I like your focus on shifting toward system-level outcomes like fewer stockouts and better availability. That’s where the real value is in healthcare, since delays or shortages can have serious consequences. Tying incentives to those outcomes makes the vendor part of the solution rather than just a supplier filling orders. The idea of encouraging vendors
- [](https://learning.theprocurementschool.com/forums/reply/34577/) - You made a really strong point, especially around vendors doing just the minimum under traditional contracts. That’s something a lot of organizations struggle with, and cafeterias are a great example of where that mindset shows up clearly. I like how you connected incentives to better outcomes like healthier options and reduced food waste. When vendors
- [](https://learning.theprocurementschool.com/forums/reply/34576/) - While working as a Contract Administrator I reviewed a Office Cleaning contract and in the scope was all the tasks that was required to be completed. There were no mandatory requirement for unsuccessful outcomes. I believe if the contract instead of providing a rigid checklist of tasks (e.g., mop floors every evening, clean washroom once
- [](https://learning.theprocurementschool.com/forums/reply/34575/) - Vested outsourcing could be used by my organization by shifting away from choosing vendors mainly based on the lowest cost, and instead focusing on the results we actually want to achieve. For example, when contracting for services like prepared meal delivery or facilities support, we would clearly define performance outcomes such as quality, reliability, and
- [](https://learning.theprocurementschool.com/forums/reply/34574/) - Negotiated Contract Request for Proposals is commonly used in the Government of the Northwest Territories that I work, Unlike the strict "Contract A" paradigm used by E-COMM an negotiated contract RFP allows for extensive negotiations after the right proponent is selected. The organization evaluates proposals to find the best partner, then enters into negotiation phase
- [](https://learning.theprocurementschool.com/forums/reply/34573/) - This is a solid example with clear advantages, particularly in enhancing quality, reducing waste, and strengthening vendor engagement. However, I would think introducing performance-based incentives may increase overall costs in the short term, which could be a concern in tightly constrained public-sector budgets. There is also a risk that vendors may focus on incentivized metrics
- [](https://learning.theprocurementschool.com/forums/reply/34571/) - I was also reading up on other procurement types that could be an approach in the E-COMM 911 Procurement and came across this: Best Value Procurement (BVP) BVP shifts the focus away from technical specifications and places it almost entirely on the expertise of the vendor. The Process: Vendors are asked to submit a short
- [](https://learning.theprocurementschool.com/forums/reply/34570/) - A different approach to this type of procurement could be instead of procuring a big "all-in-one" system over five years, the project could be broken down into smaller, manageable or modules. This could be done by The organization issues smaller RFPs for specific components (e.g., just the core network software first, then regional hardware towers
- [](https://learning.theprocurementschool.com/forums/reply/34569/) - Using cleaning services as an example, vested outsourcing can enhance service delivery in NS clinics and hospitals by shifting from a cost-focused approach to an outcome-based model. Rather than prescribing specific tasks, NSH would define measurable outcomes such as cleanliness standards, infection control compliance, and user satisfaction. This would give vendors the required flexibility in
- [](https://learning.theprocurementschool.com/forums/reply/34568/) - The most interesting aspect of this process is its multi-stage, iterative approach to refining technical specifications through market engagement and user input. E-COMM did not rely on a fixed RFP from the outset; instead, it used an RFI, Proof of Concept, and RFQ to progressively shape requirements. The Proof of Concept was particularly valuable, as
- [](https://learning.theprocurementschool.com/forums/reply/34567/) - This sounds like a very good example of how Vested Outsourcing could benefit your organization. It would free up internal resources by shifting the responsibility for supply availability directly to the supplier. This ensures that stock items aren't sitting for extended periods, but are instead used and replaced efficiently—committing resources only when and where they
- [](https://learning.theprocurementschool.com/forums/reply/34566/) - This complex and high‑stakes procurement impressed me with its strong emphasis on transparency, accountability, and stakeholder alignment. These outcomes were supported by early market engagement, robust governance, meaningful stakeholder buy‑in, and a process that remained both flexible and fair. This approach ensured that the final solution met the organization’s complex operational requirements while maintaining transparency
- [](https://learning.theprocurementschool.com/forums/reply/34565/) - Vested outsourcing could be used by my organization as a way to shift service contracts from a focus on cost control to a focus on achieving meaningful outcomes and improving client satisfaction. In practice, this would begin at the procurement stage by redefining scopes of work around outcomes rather than tasks. In my perspective, vested
- [](https://learning.theprocurementschool.com/forums/reply/34564/) - What you’re describing highlights two things that often make or break complex procurements. First, bringing actual end users into the picture isn’t just a “nice to have” but it directly improves requirement quality and second the front-end investment in RFI or RFQ’s can act to clarify what you need and screen the market to simply
- [](https://learning.theprocurementschool.com/forums/reply/34563/) - One area where vested outsourcing could be particularly useful in a healthcare procurement context is the management of critical clinical supply availability across healthcare facilities. In traditional supply contracts, vendors are often paid based on transaction volume, meaning revenue increases with more orders and deliveries. As a result, there is limited incentive to reduce demand
- [](https://learning.theprocurementschool.com/forums/reply/34562/) - One of the aspects I found most interesting in the "E-COMM Emergency Communications for BC" procurement was how much emphasis they placed on refining their requirements before issuing the final RFP. Instead of assuming they knew exactly what they needed, they used the Proof of Concept, RFI, and RFQ stages to test the market, validate
- [](https://learning.theprocurementschool.com/forums/reply/34561/) - One clear example of where vested outsourcing could benefit the education sector is in school cafeterias. While we have historically contracted this service out, a vested contract would likely secure much greater 'buy-in' from the vendor. Currently, many providers do the bare minimum; however, if there were incentives to exceed the minimum, we would see
- [](https://learning.theprocurementschool.com/forums/reply/34560/) - One thing that stood out to me most about this process is the number of resources, both on the part of potential vendors and the company itself (E-COMM), committed to this undertaking. The process started in 2013, and the first installation went live in 2017. Another interesting thing was E-COMMs use of additional resources to
- [](https://learning.theprocurementschool.com/forums/reply/34559/) - In our Regional District this would involve a willingness to shift from having control over the scope and lowest bid to having shared accountability and clear outcomes, but it would work for several aspects of our organization. Three that primarily come to mind are Parks Maintenance, Solid Waste and Recycling and Waterworks. In several of
- [](https://learning.theprocurementschool.com/forums/reply/34558/) - While there were numerous interesting aspects of this project from building the test site, the broad and many privilege clauses and one-on-one vendor meetings, for me having dealt with volunteer fire departments my whole local government career and the challenges they face with dispatch, the most interesting aspect of the process was the focus on
- [](https://learning.theprocurementschool.com/forums/reply/34557/) - I found the Governance Structure for the Project team including external users of the system was the most interesting aspect of this procurement. Its daily users of this type of software that are usually the most aware of what features they like and areas where they would make changes. I would absolutely approach a similar
- [](https://learning.theprocurementschool.com/forums/reply/34556/) - A comparison to this discussion might be if a Canadian City is a "Living Wage" employer. Social Values is a critical factor is deciding to adopt that Policy. Regarding, outsourcing labor, some organizations consciously choose to be part of the solution instead of the problem. In other locales, that Policy comes with a cost unacceptable
- [](https://learning.theprocurementschool.com/forums/reply/34555/) - Linza you have provided constructive suggestions about Vendor Performance in the form of questions. For a future post try to rephrase that type of information as suggestions or as a proposed approach. Its good thinking so utilize it. Having said that, each of those items ARE procedural options for penalizing but they are all adversarial
- [](https://learning.theprocurementschool.com/forums/reply/34554/) - You are correct in that we are seeing results with the EPR program here in BC particularly with things like packaging and paper, but we need to get away from contracts that award volume as they undermine some of these programs. As everyone has commented, the contracts have to be designed with clear baselines, transparent
- [](https://learning.theprocurementschool.com/forums/reply/34550/) - Costs associated with Fair Trade policies Financial costs Fair Trade products are often higher in price thereby, increasing procurement or program costs for governments, institutions, and consumers. Increased Administrative Costs Municipalities and governments may face increased administrative workload (tracking compliance, reporting, certification, verification).
- [](https://learning.theprocurementschool.com/forums/reply/34552/) - The Approach to Implementation of Fair Trade Policies There are a number of issues involved in implementing Fair Trade Practices in government the highest of which relate to cost, supply chain constraints, and administrative burden. Most of which can be addressed through setting realistic expectations, phased implementation, clear communication, and implementation of mechanisms for continuously
- [](https://learning.theprocurementschool.com/forums/reply/34551/) - Key Consideration in implementing Fair Trade Policies: Supply Chain constraints The Fair trade certified products are still limited in availability in some categories the limited availability restricts the ability of purchasers to implement fair trade policies on a wide scale as well as cause delay in meeting procurement timelines. Organization/Government considering implementing Fair Trade Policies
- [](https://learning.theprocurementschool.com/forums/reply/34549/) - Fairtrade is a better way of shopping and doing business uniting farmers, shoppers, businesses and governments to co-create a world that is fair to people this means all local business/ producers have greater bargaining power and control over their businesses and cost associated with their produce.
- [](https://learning.theprocurementschool.com/forums/reply/34548/) - Agree with the need for Fair Trade. Trade should, without an option, be fair for all players in a supply chain. Fair Trade policies allow more of the benefits when supplying to a stronger/wealthier market to reach those upstream (supply markets) in the value chain. The ones who we can't see while consuming an expensive
- [](https://learning.theprocurementschool.com/forums/reply/34547/) - You do a great job acknowledging both the ethical strengths and the practical limitations of Fair Trade, especially from a procurement perspective. The policies translate into real world behavior when you highlight how we need to move ethical sourcing from theory into everyday practice. I think we can push further the idea of ‘trade-offs’ with
- [](https://learning.theprocurementschool.com/forums/reply/34546/) - Thanks for that reply Anny. No RFT's means avoiding Contract A implications which is advisable for the majority of time.
- [](https://learning.theprocurementschool.com/forums/reply/34544/) - You mentioned that limited provider options make outcome-based commissioning difficult. Would one way around this is to narrow the scope of the contract? For example, when dealing with mental health, could the scope be made to be a small part rather than a large encompassing scope This would assist with making sure more players offer
- [](https://learning.theprocurementschool.com/forums/reply/34543/) - Excellent discussion. Incredible points. Fully agree with everyone's approach to outcomes based commissioning (OBC). From waste management to jobs placement, business funding and long-term care, OBC ties the service provider to measurable/quantifiable outcomes for maximum impact and value. With growing deficits and many categories of spending being unavoidable, OBC could set a foundation on how
- [](https://learning.theprocurementschool.com/forums/reply/34541/) - In the community where I live in the North, I see a lot of young people not interested in attending school, I believe that a great business opportunity for a small business could be to have a Specialized Vocational Training & Employment business. Where the focus is not only on theory but learning skills that
- [](https://learning.theprocurementschool.com/forums/reply/34540/) - Having that first hand experience in Peru must have been incredible seeing the direct benefits of Fair Trade on a community. It is those direct impacts that need to be shared to get the support of governments and communities. Spending another dollar on a chocolate bar barely affects your life, but the effect it can
- [](https://learning.theprocurementschool.com/forums/reply/34539/) - I never would have thought of waste management as something that could be outcome-based commissioned. As an outsider it's wild to think that the more garbage the more profit for the vendor. Using outcome-based commissioning as a way to clean the community as well as lower the negative impacts on the environment by forcing companies
- [](https://learning.theprocurementschool.com/forums/reply/34538/) - Interesting points. I agree that job training programs and small business innovation grants are a good option for outcome-based commissioning, but I wonder if sales and number of employees is the right measure to show whether a business is more successful now than before they get the grant. I suppose that while outcome-based commissioning is
- [](https://learning.theprocurementschool.com/forums/reply/34537/) - Interesting point. Do these economic development programs require a business proposal? Business proposals can show whether a community can support a business like whether the population your business is targeting is large enough to support your business as well as marketing strategies to reach your perfect customers. I feel like it would be very reasonable
- [](https://learning.theprocurementschool.com/forums/reply/34536/) - In Terms of Homelessness and supportive housing this can be done on Evidence-Based Funding where funding is tied to success, allowing the government to invest in programs that demonstrate real, measurable improvements in clients' lives, such as housing retention, improved well-being, and greater independence.
- [](https://learning.theprocurementschool.com/forums/reply/34535/) - Totally agree with you on this, at times we tend to be very reactive and wait until the situation gets to a point where is harder to fix or controlled. Especially as it relates to Long - Term care services. This would be a better out come for some people if they are not at
- [](https://learning.theprocurementschool.com/forums/reply/34534/) - Toluwase, thank you for your insightful contribution. You raise an important point regarding the definition and monitoring of outcomes. The complexity of this sector requires a carefully structured set of indicators that are both meaningful and feasible to track. Clear definitions, consistent monitoring, and transparent reporting are essential to ensuring accountability while giving providers the
- [](https://learning.theprocurementschool.com/forums/reply/34533/) - Michael, thank you for your thoughtful comment. Your example of “procuring tents” versus improving “quality of living” clearly illustrates the distinction between outputs and outcomes. In my view, increases in homelessness driven by broader economic conditions fall outside a shelter provider’s control, and it would be inappropriate to evaluate their performance solely on those external
- [](https://learning.theprocurementschool.com/forums/reply/34532/) - I think these are fantastic options! In a way, this is encouraging preventative measures to peoples' treatments rather than reactionary. Less hospitalizations because the residents/citizens are getting the care they need before it becomes critical. This type of procuring would likely save money in the long run as well as greatly improve the lives of
- [](https://learning.theprocurementschool.com/forums/reply/34531/) - I work for Health and Social Services department of my local government and we already do some outcome based procuring. While for goods its easy to tender for goods since the requirements are so much more clear, it is more challenging to have measurable outcomes with services. Most of our RFPs we do ask for
- [](https://learning.theprocurementschool.com/forums/reply/34530/) - I agree with Toluwase. Reducing wait times is a clear and measurable outcome, but it should not be the only measure. A well-designed outcomes-based contract would combine timeliness with quality-of-care metrics, such as surgical outcomes, complication rates, and patient-reported recovery. This way, providers are incentivized to improve the entire care pathway, rather than just focusing
- [](https://learning.theprocurementschool.com/forums/reply/34529/) - Michael, you raise a great question. I believe a competitive market definitely supports outcomes-based commissioning, but it's not the only condition for success. Even in monopolized or limited markets, outcomes-based models can drive improvement as long as commissioners set clear expectations, monitor performance, and tie payment to meaningful results. The real issue is governance and
- [](https://learning.theprocurementschool.com/forums/reply/34528/) - Thanks for this information. Found the different funds and bonds to be especially interesting. Shouldn’t be a novel concept that the taxpayer ‘Pay for Success’ but when the focus becomes on just getting the job done we lose sight on how to do the job better. Even if we are unable to shift over to
- [](https://learning.theprocurementschool.com/forums/reply/34527/) - Does it make more sense to define a very narrow scope and specific outcomes for this? If the service is specialized and doesn't require massive resources, it's easier for new competitors to step in. This prevents a 'strong incumbent advantage' and makes it much simpler to maintain contestability once the contract expires.
- [](https://learning.theprocurementschool.com/forums/reply/34526/) - You make a strong point that waste management fits well with outcomes-based commissioning because the results are measurable and there is real competition between providers. I also agree that it can drive innovation and efficiency when providers are given flexibility. However, it’s important that contracts are well designed so quality and environmental standards are not
- [](https://learning.theprocurementschool.com/forums/reply/34525/) - You made a strong point about Fair Trade shifting procurement away from just chasing the lowest price toward considering broader value. I also agree that the ethical and reputational benefits are becoming more important, especially for public organizations. At the same time, the added costs and reduced competition are real concerns, and they can make
- [](https://learning.theprocurementschool.com/forums/reply/34524/) - A primary benefit of becoming a Fair-Trade Town is the cultivation of a “community with a conscience.” When a town promotes equitable products, it encourages a shared mission that drives local pride. For the ethically-conscious consumer, such a town becomes a haven—a place where they can shop with confidence. This, in turn, can serve as
- [](https://learning.theprocurementschool.com/forums/reply/34523/) - This is a really good example, and OPOR actually fits the idea of outcomes-based commissioning quite well. I like how you pointed out that the goal is clear, which is connecting fragmented health records. That kind of system-wide outcome is exactly what this approach is trying to focus on. Your point about measuring progress through
- [](https://learning.theprocurementschool.com/forums/reply/34522/) - I like your example of home care and long-term care. It makes sense because outcomes like readmission rates and patient wellbeing are things governments can actually track, not just assume. I also agree with your point about flexibility for providers. That could improve care delivery since different organizations might find better or more efficient ways
- [](https://learning.theprocurementschool.com/forums/reply/34521/) - Outcomes-based commissioning works best for services where results are clear and there are multiple providers to encourage competition. For example, employment programs are a good fit because success can be measured by how many people get and keep jobs, while different providers can use their own methods to achieve those results. Waste management is another
- [](https://learning.theprocurementschool.com/forums/reply/34519/) - Your emphasis on the role of time-bound contracts in maintaining competitive tension adds a strong practical dimension to your suggestion. I also think it would be valuable to further explore how patient outcomes and quality of care can be measured and balanced alongside reduced wait times, ensuring that improvements in efficiency do not come at
- [](https://learning.theprocurementschool.com/forums/reply/34518/) - I like how you pointed out that Fair Trade can create a different kind of imbalance by focusing on a small group of certified producers. That’s something people don’t always consider. At the same time, I think its value still comes from giving those producers some level of stability and better working conditions, even if
- [](https://learning.theprocurementschool.com/forums/reply/34517/) - That's right! It is depending on the Town to determine what will their "value" be. They could limit their focus on a narrow definition of "Dollar Value spent", or they could adopt similar concept as TCO (Total Cost of Ownership) - to have a comprehensive and balanced Total Value of Social Value + Economic Value
- [](https://learning.theprocurementschool.com/forums/reply/34516/) - Your point about increased flexibility leading to more integrated and patient-centered care is very compelling. It is the recognition of how contestability can drive continuous improvement. I also find your consideration of the implementation challenges very insightful especially around defining appropriate metrics, ensuring reliable data, and avoiding an overreliance on easily measurable outcomes at the
- [](https://learning.theprocurementschool.com/forums/reply/34515/) - I strongly agree with your point about enabling service providers to address underlying issues such as mental health, substance use, and unemployment. This approach has strong potential to drive innovation and enhance collaboration among community organizations. One area that could be further explored is how these outcomes would be clearly defined, measured, and monitored to
- [](https://learning.theprocurementschool.com/forums/reply/34514/) - One conflict that immediately comes to mind is indeed the ‘best value’ approach to procurement. There are many people who associate ‘best value’ with the most cost effective or bottom-line cost of the product. Many of the Fair-Trade products come at a premium when compared to their non-Fair-Trade equivalents. While I don’t believe that it
- [](https://learning.theprocurementschool.com/forums/reply/34513/) - You made a very good point about the need to be selective when applying Fair Trade, especially from a procurement perspective. I think it’s important to balance ethical sourcing with maintaining flexibility and competitiveness in the market. At the same time, even if it’s not perfect, Fair Trade still creates a real impact in communities
- [](https://learning.theprocurementschool.com/forums/reply/34512/) - I agree that Fair Trade in Canada is great, but making Fair Trade fit into public procurement rules as well as best value when spending tax payer dollars is the true challenge. I guess that is why getting the support of the local governments and the community is how to make a town Fair Trade.
- [](https://learning.theprocurementschool.com/forums/reply/34511/) - I like how you pointed out that Fair Trade can create a different kind of imbalance by focusing on a small group of certified producers. That’s something people don’t always consider. At the same time, I think its value still comes from giving those producers some level of stability and better working conditions, even if
- [](https://learning.theprocurementschool.com/forums/reply/34510/) - Fair Trade policies offer clear benefits, especially when it comes to improving income stability, working conditions, and supporting community development for producers in developing countries. From a social and ethical perspective, they play an important role in promoting fairness in global trade. For example, in Canada, communities like Wolfville, the first designated Fair Trade Town,
- [](https://learning.theprocurementschool.com/forums/reply/34509/) - I would be so interested in doing case studies of how other towns in Canada have managed to become Fair Trade towns to see what strategies were used to get the community on board. I feel the response in my community would be a very mixed bag. Locals in my area care very strongly about
- [](https://learning.theprocurementschool.com/forums/reply/34508/) - I think you’ve touched on the biggest hurdle we face in procurement: redefining 'best value.' It’s easy to measure the lowest price, but it’s much harder to quantify the value of 'responsible' sourcing to a taxpayer who is struggling with their own bills. It’s encouraging that you already have two Fair Trade Towns in your
- [](https://learning.theprocurementschool.com/forums/reply/34507/) - I think you’ve made an excellent point regarding the 'financial versus ethical' tension we face today. You're right that in the current economic climate—with the rising costs of housing and groceries—local governments have to be very careful about how they spend public money. However, I think it's interesting that becoming a Fair Trade Town isn't
- [](https://learning.theprocurementschool.com/forums/reply/34506/) - I agree! The shift from lowest cost to more responsible procurement really does require a lot of convincing, especially with tighter budgets and competition requirements. It’s encouraging that larger cities in your region are already Fair Trade Towns, as that can help build momentum and make those internal conversations about sustainable procurement much easier.
- [](https://learning.theprocurementschool.com/forums/reply/34505/) - I agree with your point about visibility's importance, without Fair Trade Town initiatives, it really does rely on individual choice. The cost concern you raise is also valid, especially in today’s economic climate where affordability is a major issue for many households and municipalities.
- [](https://learning.theprocurementschool.com/forums/reply/34504/) - I think you’ve hit on two of the most critical areas where the 'status quo' really needs to change. Your point about Long-Term Care is particularly interesting. Currently, we often fund the number of beds available, but as you noted, the real goal should be 'healthy days at home.' This is a very compelling breakdown
- [](https://learning.theprocurementschool.com/forums/reply/34503/) - Great points! especially on the balance between costs and ethical benefits. I also like your experience from Peru! It clearly shows how Fair Trade and sustainable procurement can go beyond ethics and actually improve supply chain resilience and reliability.
- [](https://learning.theprocurementschool.com/forums/reply/34502/) - A poorly developed Fair Trade Policy will create a lot of risks, e.g. it could harm the trust in the society, deter open competitions, and might even conflict with international Trade Agreements. As Anny mentioned, balancing is the key too success. Your cost-benefit analysis recommendation provided a practical way to evaluate how well-balanced the policy
- [](https://learning.theprocurementschool.com/forums/reply/34501/) - The main benefit of the Fair-Trade policy is its ethical impact. It helps improve incomes and working conditions for producers, while also encouraging Canadian consumers and institutions to think more carefully about sustainability and responsible sourcing. This is especially visible in Fair Trade Towns across Canada, where municipalities, schools, and community organizations commit to offering
- [](https://learning.theprocurementschool.com/forums/reply/34500/) - I completely agree! Using outcomes-based commissioning for Small Business Support Services is a fantastic idea. Right now, most of these contracts focus on how many workshops were held or how many people attended a meeting, but that doesn't necessarily mean a business was actually launched or survived. I Google this to see if I could
- [](https://learning.theprocurementschool.com/forums/reply/34499/) - I cannot agree more. As you suggested, Fair Trade policy can further drive local pride and, in turn, attract ethically conscious consumers, potentially generating additional volume that offsets the Fair Trade premium. The extra paid as Fair Trade premiums could reinvest back to the community that still ensuring overall value for money.
- [](https://learning.theprocurementschool.com/forums/reply/34498/) - I really like your take on Waste Management. It’s a perfect example because the current 'per tonne' model actually rewards more waste, which is the opposite of what we want. Shifting the focus to 'diversion rates' or 'waste reduction' as the primary outcome would force providers to be more innovative with community incentives. Like you
- [](https://learning.theprocurementschool.com/forums/reply/34497/) - I strongly agree with you Imane. What stands out is the emphasis on proportionality. Fair Trade policies tend to work best when applied selectively—where the ethical impact is meaningful and the market can sustain it, rather than as generic requirements. That kind of impact‑and‑feasibility lens is what makes value‑based procurement practical rather than aspirational.
- [](https://learning.theprocurementschool.com/forums/reply/34496/) - It is so ture that scalability is one of the most critical considerations for a Fair Trade policy. I like the idea that balancing values of vast stakeholders will help to formulate a right size of Fair Trade Policy in the best targeted area, without the need to sacrifice major efficient and competitive procurement. We
- [](https://learning.theprocurementschool.com/forums/reply/34495/) - You brought up a very good point ! Indeed the communities who treasure the value of labour and support Fair-Trade policy will likely to have decent labour standards themselves. The Fair Trade Policy will not only serves the purposes of environmental sustainability and supporting producers in developing world, but also an educational tools to the
- [](https://learning.theprocurementschool.com/forums/reply/34494/) - I think that another benefit that goes along with the ‘social welfare’ aspect of the Fair-Trade products and organizations is that, while there is more equity throughout the supply chain, they are also more aware of how they treat their employees. Often, they provide above the minimum requirements for pay and benefits. Therefore, in a
- [](https://learning.theprocurementschool.com/forums/reply/34493/) - Exactly ! The healthcare wait time is precarious. You would like the contractor to be big enough to have the best resources to provide services with exceptional quality. But you do not want the provider to be too big that there are no comparative competitors available in the market which then you will have minimum
- [](https://learning.theprocurementschool.com/forums/reply/34492/) - Outsourcing a social welfare program is one of the examples that the Outcome is significantly important to be addressed. Procurement of 1000 tents means a little to those homeless people in need. The improvement in their quality of living and the opportunity to re-engage into other basic services like healthcare, unemployment can serve a better
- [](https://learning.theprocurementschool.com/forums/reply/34491/) - I am totally with you regarding the challenges to well "translating" values and needs into measurable metrics. Especially for services that are so personal, feeling based, possibly emotional driven but at the same time requires professional knowledge, compassionate hearts, and sound communication skills. Quantifying values might sometimes distracted supplier to focus on generating the KPI
- [](https://learning.theprocurementschool.com/forums/reply/34490/) - Great insight! Programs that support new entrepreneurs are a perfect fit for Outcomes-based Commissioning. You make a real point about the lack of outcome measurement and incentives for contractors, and how this approach could lead to better accountability and more meaningful results.
- [](https://learning.theprocurementschool.com/forums/reply/34489/) - Interesting point, waste management is a strong example of where Outcomes-based Commissioning could shift the focus from volume handled to actual waste reduction and recycling results. While unfortunately, our practical experience is still limited, it’s encouraging to see this approach gaining traction and opening the door for meaningful improvements in service delivery.
- [](https://learning.theprocurementschool.com/forums/reply/34488/) - Excellent points, your examples clearly show how Outcomes-based Commissioning shifts funding from activity to real results. Referencing practical initiatives like Reaching Home and Impact Canada strengthens your argument, showing that this approach is already gaining traction. Thank you for adding links !
- [](https://learning.theprocurementschool.com/forums/reply/34487/) - Several government services are strong candidates for Outcomes-based Commissioning because the government’s objective is not simply to operate programs, but to achieve measurable improvements in outcomes for citizens. Below are examples where this approach could be particularly effective: 1) Long-Term Care and Home Care Services: The key outcome in this area would be supporting seniors
- [](https://learning.theprocurementschool.com/forums/reply/34486/) - This is a very good example for the Outcomes-based Commissioning. Your response makes me think of a question: Does Outcomes-based Commissioning fit only for a vigorously competing market ? In other words, will Outcomes-based Commissioning still have its value when the market is limited or highly monopolized ? Any thoughts ?
- [](https://learning.theprocurementschool.com/forums/reply/34485/) - A policy happening in Nova Scotia here is the OPOR (One Person One Record) digital health transformation. It has a clear purpose to connect all disconnected clinical and administrative records from fragmented individual systems across the province. Measurable outcomes can be developed say for example the degree of integration provincial-wide, milestones of integration progress, system
- [](https://learning.theprocurementschool.com/forums/reply/34484/) - The idea of introducing outcome-based commissioning in economic development programs, particularly in areas like business start-ups, would provide much needed support. Being in a small town it’s disheartening to see so many small businesses fail and seeing them have meaningful support and incentives can only improve the prosperity of your area. Would be interesting to
- [](https://learning.theprocurementschool.com/forums/reply/34483/) - I agree with the financial cost of being a Fair Trade Town, in our area we see a huge influx in population for part of the year, as we are a destination area, that may support the Fair Trade movement but I’m sure how the year-round population would accept what has already been the increasing
- [](https://learning.theprocurementschool.com/forums/reply/34482/) - You make a great case for ‘short term pain, for long term gain’ that while there are financial and political cost upfront the ethical impact to communities will outweigh that. Your personal experience in Peru gives further weight to your argument!
- [](https://learning.theprocurementschool.com/forums/reply/34481/) - While this is not a practice in any of the Government with which I have worked to date. Outcome-based Commission would be an interesting experiment particularly in these government programs that are designed to foster economic development. For example our contracts with service providers to assist persons wishing to set up their own business would
- [](https://learning.theprocurementschool.com/forums/reply/34480/) - Thank you for raising the risk‑management dimension. The link between Fair Trade and reduced supply‑chain and reputational risk is increasingly relevant for public sector procurement. Ethical sourcing requirements can help strengthen due‑diligence practices, particularly in areas where labour or environmental risks are more prevalent. Ensuring these considerations are integrated into procurement planning allows contracting authorities
- [](https://learning.theprocurementschool.com/forums/reply/34479/) - Thank you for highlighting this point. It is true that the primary economic benefits of Fair Trade are provided at the production source, with limited direct impact on local economic development. Supporting local businesses is also a key part of our mandate in my organization, and balancing these objectives requires deeply consideration. Assessing Fair Trade
- [](https://learning.theprocurementschool.com/forums/reply/34478/) - Thank you for your considered response. I agree that scalability is an important factor when determining the suitability of Fair Trade requirements in public procurement. While Fair Trade can deliver meaningful social outcomes in certain categories, it is not always proportionate or commercially feasible to apply it broadly. A targeted, evidence‑based approach allows contracting authorities
- [](https://learning.theprocurementschool.com/forums/reply/34477/) - I think this is a very strong example of how outcomes-based commissioning could be applied in a meaningful way. I especially like the focus on long-term outcomes like housing stability and addressing root causes, rather than just measuring service usage. This is particularly relevant in contexts like Nova Scotia, where housing insecurity and pressure on
- [](https://learning.theprocurementschool.com/forums/reply/34476/) - Your example of surgical wait times is very relevant, especially in the Nova Scotia context where access to timely care remains an ongoing pressure point. I agree that shifting the focus from volume to outcomes could drive meaningful improvements in system performance. One challenge, however, is ensuring there is enough provider capacity to maintain genuine
- [](https://learning.theprocurementschool.com/forums/reply/34475/) - You make a strong case for waste management as a good fit, particularly given the clarity and measurability of outcomes. I agree that the presence of an established supplier market supports effective contestability. One additional consideration is how performance metrics are structured, ensuring they capture not just cost and efficiency, but also long-term environmental outcomes,
- [](https://learning.theprocurementschool.com/forums/reply/34474/) - Thank you for this thoughtful perspective. I appreciate how you’ve framed Fair Trade as a social welfare policy and highlighted its role in supporting income stability, improved working conditions, and sustainable sourcing. The observation about its sensitivity to broader global economic conditions also adds important depth to the discussion.
- [](https://learning.theprocurementschool.com/forums/reply/34473/) - One service I think lends itself well to outcomes-based commissioning is home care and long-term care support. In this area, outcomes like reduced hospital readmissions, improved patient well-being, and timely access to care can be clearly defined and measured. Giving providers more flexibility in how they deliver services could lead to more integrated and patient-centered
- [](https://learning.theprocurementschool.com/forums/reply/34472/) - I appreciate how you’ve thoughtfully outlined both the social value and economic trade-offs of becoming a Fair-Trade Town. Your point about fostering a “community with a conscience” and its ability to build local pride while attracting ethically-minded consumers is particularly compelling. At the same time, your consideration of higher costs, accessibility challenges, and the ongoing
- [](https://learning.theprocurementschool.com/forums/reply/34471/) - Your observation on the shift from lowest-cost sourcing to value-based decision-making stands out, as does the focus on long-term value through risk mitigation and social responsibility. The suggested balanced approach is practical and aligns well with current procurement practices. This is very insightful. Thank you for sharing.
- [](https://learning.theprocurementschool.com/forums/reply/34470/) - Hi Chris, Generally, we conduct the following types of tenders in my organization: • Request for Bids (RFB) — used for price‑driven procurement. • Request for Proposal (RFP) — used for value‑driven procurement. • Request for Qualification (RFQ) — used as the first stage of procurement. A second stage is required if the value exceeds
- [](https://learning.theprocurementschool.com/forums/reply/34469/) - This sounds like a good example of a service that this could apply to. Similarly to the Sydney Ferry example, the province could lease out equipment/facilities if available to maintain future contestability at the end of the contract. The output of the new organization would be able to be measured in several ways. That would
- [](https://learning.theprocurementschool.com/forums/reply/34468/) - When we discuss the benefits of Fair Trade, this includes more equitable compensation for producers, environmental sustainability, and improved labor standards as has been highlighted. However, there is something we often overlook in our local communities. While the ethical impact is significant, the primary financial benefits of Fair Trade are mainly felt at the source
- [](https://learning.theprocurementschool.com/forums/reply/34467/) - The Whitehorse Emergency Shelter (WES), which was transferred from the Government of Yukon to a non-profit organization in 2022, is a strong example of a service that could benefit from an outcomes-based commissioning approach. While the methodology used to select the current operator is unclear, in my opinion, success in this context should be measured
- [](https://learning.theprocurementschool.com/forums/reply/34466/) - While we haven’t ventured into the world of Outcome based Commissioning, an area of interest that I would like to know what the benefits would be is Waste Management and Recycling as that is one of the largest budget items but seems to clearly fit within the outcome-based model. While traditionally contracts are done on
- [](https://learning.theprocurementschool.com/forums/reply/34463/) - Hello Laura, Thanks for the introductory post, it was good to meet you yesterday. Its great that you experience the entire spectrum of the procurement cycle. Schools typically have a very tight time window for maintenance or construction during school breaks. Do you coordinate with the Facilities staff and customize RFX scoring to emphasize Schedule?
- [](https://learning.theprocurementschool.com/forums/reply/34462/) - Your point about balancing social value with cost efficiency really stands out. I also think scalability is an important consideration, while Fair Trade works well in certain categories, it may not always be practical to apply it across all procurement activities. In that sense, integrating it strategically rather than broadly can help organizations achieve impact
- [](https://learning.theprocurementschool.com/forums/reply/34461/) - I like how you framed this using a cost-benefit approach and brought in real-world outcomes like community development and environmental impact. One point I would add is that beyond the social benefits, Fair Trade can also play a role in reducing supply chain and reputational risks. That aspect is becoming increasingly relevant, especially for public
- [](https://learning.theprocurementschool.com/forums/reply/34460/) - You raise a really interesting point about Fair Trade acting as a market intervention and potentially creating new forms of imbalance. I agree that targeting a specific group of producers can introduce limitations, especially for those who are not certified. From a procurement perspective, this highlights the importance of being selective in applying Fair Trade,
- [](https://learning.theprocurementschool.com/forums/reply/34459/) - From a procurement perspective, Fair Trade policies reflect a shift from lowest-cost sourcing to value-based decision-making. On the cost side, Fair Trade products typically carry a price premium and may reduce competition due to certification requirements. There are also administrative and compliance costs, which can make the procurement process more complex and less efficient. On
- [](https://learning.theprocurementschool.com/forums/reply/34458/) - A significant service issue in Nova Scotia (and many other regions) is the lengthy medical wait time for common surgeries, such as hip and knee replacements. Outcomes-based commissioning is a strong candidate for this situation because the desired result is easily measured: a reduction in wait times for specific procedures. This model allows for creative
- [](https://learning.theprocurementschool.com/forums/reply/34457/) - The ultimate goal of Fair Trade is immeasurable in what it achieves with higher income for producers and improved labour standards as just a start but translating the social and economic benefits to our local government organization can be a harder sell. As a procurement professional our job is to obtain ‘best value’ for our
- [](https://learning.theprocurementschool.com/forums/reply/34456/) - A primary benefit of becoming a Fair-Trade Town is the cultivation of a "community with a conscience." When a town promotes equitable products, it encourages a shared mission that drives local pride. For the ethically-conscious consumer, such a town becomes a haven—a place where they can shop with confidence. This, in turn, can serve as
- [](https://learning.theprocurementschool.com/forums/reply/34455/) - Another example of a service that could lend itself to outcomes-based commissioning is waste management and recycling. These services are well suited to this approach because the desired outcomes are clear and measurable, such as recycling rates, waste diversion from landfills, cost per household, environmental impact, and service reliability. Rather than prescribing how the service
- [](https://learning.theprocurementschool.com/forums/reply/34454/) - Hello, My name is Laura and I work for the Annapolis Valley Regional Centre for Education in NS. I have been with the AVRCE for over 15 years, but only in this position for over a year and a half. I work in a team of two, and we provide support for everything from large
- [](https://learning.theprocurementschool.com/forums/reply/34453/) - A fair trade policy can enhance income stability for producers, improve labour and environmental standards, and contribute to community development through social premiums. However, these benefits come with higher production and certification costs, which are often passed on to consumers, and may introduce market inefficiencies such as price distortions or limited scalability. From my perspective,
- [](https://learning.theprocurementschool.com/forums/reply/34452/) - The benefits of supporting Fair Trade can be felt across the world, by producers, vendors, and community members. The economic and social benefits in the communities where Fair Trade producers are located is quantifiable in all measures of overall wellbeing. The benefits to consumers is knowing you are making ethical purchasing decisions, especially in the
- [](https://learning.theprocurementschool.com/forums/reply/34451/) - A fair trade policy can be evaluated using cost-benefit analysis, which compares the overall gains to society against the associated trade-offs. On the benefit side, fair trade provides higher and more stable incomes for producers, improves working conditions, and supports community development. Testimonies from Fairtrade impact stories highlight tangible outcomes such as farmers adopting climate-resilient
- [](https://learning.theprocurementschool.com/forums/reply/34450/) - The nature of a Fair Trade Policy is primarily a social welfare policy rather than a simple procurement policy. It serves the benefits of community voluntary redistribution of wealth. Benefits including higher income for specific producers, improving their living standards and working environment, meeting the demand for sustainable sourcing, recognizing the value of their labour/efforts.
- [](https://learning.theprocurementschool.com/forums/reply/34449/) - Hello Dona, Thanks for the introductory post, it was good to meet you today. Two years of procurement experience with increasing complexity and building on an Operations background makes you very valuable to CSRD. "Layering" knowledge and building expertise with confidential informed advice to guide is the best and safest way to learn public procurement.
- [](https://learning.theprocurementschool.com/forums/reply/34448/) - Hello Linza Thanks for the introductory post, it was good to meet you today. Your comment about unpredictability is interesting and it speaks to the importance of WHO is involved in Planning. Procurement has a role in guiding users about outcomes and how early those conversations start is critical. Last minute launches.....rarely end well! I
- [](https://learning.theprocurementschool.com/forums/reply/34447/) - Hello Colisha, Thanks for the introductory post, it was good to meet you today. Your work appears more specialized than perhaps other Procurement positions. Do you separate Contract Amendments from Change Orders or are they treated the same? Regards, Chris
- [](https://learning.theprocurementschool.com/forums/reply/34446/) - Here are a few specific areas where this approach could really change things for the better. 1. Job Training Programs: Right now, most job training are still paid for using a "Fee for service" where the government gives a lump sum and hopes for the best. Many job programs get funded based on how many
- [](https://learning.theprocurementschool.com/forums/reply/34445/) - Hello Diana, Thanks for the introductory post, it was good to meet you today. Your role sounds dynamic with lots of relationships building required. In your work, do you have a Procurement Intake Form document or electronic process developed to organize and standardize? Regards, Chris
- [](https://learning.theprocurementschool.com/forums/reply/34444/) - Hello Anny, Thanks for the introductory post, it was good to meet you today. RFB's (Request for Bid) documents are rare in my experience and I curious about your organizations use of them. do RFB's replace RFQ's and/ or Request for Tenders in the Yukon environment? Regards, Chris
- [](https://learning.theprocurementschool.com/forums/reply/34443/) - Hello everyone, My name is Huici (Anny) Guan, and I am currently working as a Purchasing Officer with the Government of Yukon. In my role, I am responsible for managing procurement processes from planning through to contract award. This includes developing solicitation documents such as RFBs, RFPs and RSOs, advising client departments on appropriate procurement
- [](https://learning.theprocurementschool.com/forums/reply/34442/) - Good Morning, I am Dona and I work as the Procurement Coordinator at the Columbia Shuswap Regional District in beautiful British Columbia. I am one of two individuals in the Procurement Department and I deal with the whole procurement process in addition to other internal agreements such as leases while my co-worker deals with grants
- [](https://learning.theprocurementschool.com/forums/reply/34441/) - The evolution of public procurement and community consumption in the World has taken a significant turn toward social responsibility. In the Canadian context this is not only a consumer trend but a structured policy that tries to balance local economy with global social justice. For the communities to be formally recognized represents a cost, the
- [](https://learning.theprocurementschool.com/forums/reply/34440/) - Hello, My name is Colisha, A Procurement Specialist with the Government of the Northwest Territories in the Procurement Shared Services Department. I have been promoted to this role since February 2026, my job focuses on preparing change orders, preparing air charter contracts, sole source service contracts as well as RFTs My hope is after completing
- [](https://learning.theprocurementschool.com/forums/reply/34439/) - Hello, My name is Linza and I am a procurement officer for Yukon Government's Department of Health and Social Services. I am apart of a team who helps government program areas select the correct procurement type and help draft contracts and tenders for Health and Social related procurements. I have only been in procurement for
- [](https://learning.theprocurementschool.com/forums/reply/34431/) - Hello everyone, My name is Diana (Deana), and I work as Sourcing Manager with Nova Scotia Health. My role focuses on acting as a strategic intermediary between internal stakeholders and the procurement process. I support clinical and operational teams, ensuring that projects move forward in a compliant and efficient way. This includes guiding teams through
- [](https://learning.theprocurementschool.com/forums/reply/13391/) - Cambridge Hospital - Manager, Purchasing & Supply Chain https://encareers-cmh.icims.com/jobs/4859/manager%2c-purchasing-%26-supply-chain/job
- [](https://learning.theprocurementschool.com/forums/reply/13360/) - Check out our latest article: https://theprocurementschool.com/top-10-foundational-steps-to-building-a-strong-procurement-strategy/
- [](https://learning.theprocurementschool.com/forums/reply/13352/) - Manager - Capital Projects Procurement - Interior Health https://jobs.interiorhealth.ca/ViewJobPosting/1814517?ReturnUrl=%2fJobSearch%2fs-1814517%2f0-0-0-10-0-false
- [](https://learning.theprocurementschool.com/forums/reply/13335/) - Halifax Water - https://jobs.careerbeacon.com/details/procurement-officer/1873411?utm_source=sharepage-friends&utm_medium=in-app&utm_campaign=refer
- [](https://learning.theprocurementschool.com/forums/reply/13264/) - Manager - Purchasing & Logistics - School District No. 35 (Langley, BC) https://bit.ly/3OEbuqT
- [](https://learning.theprocurementschool.com/forums/reply/13263/) - https://theprocurementschool.com/doing-deals-challenges-in-negotiations/
- [](https://learning.theprocurementschool.com/forums/reply/12185/) - Supply Chain Analyst https://www.oilandgasjobsearch.com/job/J3R41Y6JHZHT7RYWFPG?utm_source=adzuna&utm_medium=cpc&campaign=prioritycompanies&utm_content=42330039745-16980
- [](https://learning.theprocurementschool.com/forums/reply/12057/) - Check out our newest article: https://theprocurementschool.com/challenges-for-the-chain-gang-key-challenges-for-public-sector-procurement/?utm_source=newsletter&utm_medium=email&utm_campaign=sept
- [](https://learning.theprocurementschool.com/forums/reply/12056/) - Logistics Procurement Specialist https://careers-solenis.icims.com/jobs/8208/logistics-procurement-specialist/job?_ccid=16649073258225sd1560r7&mobile=false&width=1110&height=500&bga=true&needsRedirect=false&jan1offset=-480&jun1offset=-420
- [](https://learning.theprocurementschool.com/forums/reply/11976/) - Senior Buyer - Surrey School District https://legacy.surreyschools.ca/careers/classspecifications/pages/seniorbuyer.aspx
- [](https://learning.theprocurementschool.com/forums/reply/11964/) - Check out our latest article: https://theprocurementschool.com/procurement-and-planning-how-to-manage-scope-of-work-effectively/
- [](https://learning.theprocurementschool.com/forums/reply/11939/) - Fortis BC - Procurement Specialist - Surrey BC https://careers.fortisbc.com/job/Surrey-Procurement-Specialist-BC/561914617/
- [](https://learning.theprocurementschool.com/forums/reply/11911/) - Langara College - Buyer https://langara.wd10.myworkdayjobs.com/en-US/External_Employment_Opportunities/details/Buyer_JR-1662?q=buyer
- [](https://learning.theprocurementschool.com/forums/reply/11881/) - Here is our latest article... "Trade Agreement Bid Protest Strikes Down Community Benefits Criterion"
- [](https://learning.theprocurementschool.com/forums/reply/11878/) - Buyer - University of the Fraser Valley https://bit.ly/3aCMwsu
- [](https://learning.theprocurementschool.com/forums/reply/11854/) - eHealth Saskatchewan - Intermediate Procurement Specialist https://govskpsc.taleo.net/careersection/52000/jobdetail.ftl
- [](https://learning.theprocurementschool.com/forums/reply/11849/) - Senior Buyer - School District 43 - Coquitlam https://bit.ly/3QIS9p1
- [](https://learning.theprocurementschool.com/forums/reply/11845/) - Check out our latest article: https://theprocurementschool.com/how-social-procurement-changed-shrek/?utm_source=newsletter&utm_medium=email&utm_campaign=June
- [](https://learning.theprocurementschool.com/forums/reply/11773/) - Procurement Specialist - SaskBuilds https://govskpsc.taleo.net/careersection/10180/jobdetail.ftl
- [](https://learning.theprocurementschool.com/forums/reply/11758/) - City of Campbell River - Buyer https://www.campbellriver.ca/docs/default-source/employment/buyer-employment-advertisement-w-jd---2022-may-24.pdf?sfvrsn=10d06f08_0
- [](https://learning.theprocurementschool.com/forums/reply/11757/) - Reaching out to see if anyone has any burning questions this month? Feel free to post here. :)
- [](https://learning.theprocurementschool.com/forums/reply/11650/) - Another new article hot off the press! Check it out and post any thoughts or questions. :) https://theprocurementschool.com/7-key-negotiation-strategies-for-contract-renewal/
- [](https://learning.theprocurementschool.com/forums/reply/11649/) - City of Kelowna - Purchasing Supervisor https://careeropportunities.kelowna.ca/postings/9221
- [](https://learning.theprocurementschool.com/forums/reply/11632/) - Procurement Officer - Government of Canada https://bit.ly/3wojoNr
- [](https://learning.theprocurementschool.com/forums/reply/11615/) - Strategy Group - Procurement Manager Location - Brampton, Ontario https://strategy-group.ca/job-postings/19-01201/
- [](https://learning.theprocurementschool.com/forums/reply/11599/) - Feel free to ask any questions here. :)
- [](https://learning.theprocurementschool.com/forums/reply/11581/) - Buyer - Langara College Link - https://bit.ly/3xTjy0A
- [](https://learning.theprocurementschool.com/forums/reply/11566/) - Senior Buyer Company: Township of Langley Location: Langley, BC Posted: April 14, 2022 https://bit.ly/3OsGHNm
- [](https://learning.theprocurementschool.com/forums/reply/11565/) - Another new article to check out. https://theprocurementschool.com/improve-vendor-performance-management-tips/?utm_source=newsletter&utm_medium=email&utm_campaign=april
- [](https://learning.theprocurementschool.com/forums/reply/11549/) - Buyer - Selkirk College: https://careers.selkirk.ca/vacancy/buyer-358703.html
- [](https://learning.theprocurementschool.com/forums/reply/10846/) - Procurement Category Management - Division Manager Company: MetroVancouver Location: Burnaby, BC Closing Date: April 19, 2022 https://careers.metrovancouver.org/psc/CAREERS/EMPLOYEE/HRMS/c/HRS_HRAM_FL.HRS_CG_SEARCH_FL.GBL?Page=HRS_APP_SCHJOB_FL&Action=U&FOCUS=Applicant&SiteId=1
- [](https://learning.theprocurementschool.com/forums/reply/10655/) - Feel free to ask any burning questions here. :)
- [](https://learning.theprocurementschool.com/forums/reply/10462/) - City Of Nanaimo - Buyer Posting Date: March 21, 2022 Application Deadline: April 8, 2022 https://www.nanaimo.ca/your-government/careers/job-postings
- [](https://learning.theprocurementschool.com/forums/reply/10247/) - West Coast Reduction - Saskatoon - Purchasing Agent https://can61e2.dayforcehcm.com/CandidatePortal/en-US/westcoastreduction/Posting/View/472
- [](https://learning.theprocurementschool.com/forums/reply/10246/) - Check out our latest article: https://theprocurementschool.com/6-best-practices-for-procurement-in-it-within-canada/?utm_source=newsletter&utm_medium=email&utm_campaign=march
- [](https://learning.theprocurementschool.com/forums/reply/9951/) - School District No. 73 (Kamloops - Thompson) - BUYER Closing Date: Wednesday, April 6, 2022 Visit: https://bit.ly/3wiqZhf
- [](https://learning.theprocurementschool.com/forums/reply/9810/) - Director, Supply Management Company: Vancouver Airport Authority Location: Richmond, BC Posted: March 8, 2022 Application Deadline: April 8, 2022 Follow the link below: https://www.yvr.ca/en/passengers/careers/current-opportunities
- [](https://learning.theprocurementschool.com/forums/reply/9386/) - Check out our newest article. https://theprocurementschool.com/why-a-statement-of-work-is-essential-in-public-procurement/?utm_source=newsletter&utm_medium=email&utm_campaign=FEB
- [](https://learning.theprocurementschool.com/forums/reply/9317/) - Thanks Maureen! This has been a tricky one for sure. Really appreciate your thoughts on this.
- [](https://learning.theprocurementschool.com/forums/reply/9316/) - Thanks Michelle, the purpose of this forum is for community members to be able to network, ask questions and brainstorm solutions together. To tap into the collective wisdom, if you will. Having said that, the terms of Contract A are dictated by the language in the solicitation document. Language to the effect that, 'in the
- [](https://learning.theprocurementschool.com/forums/reply/9314/) - Hi Maureen, thank you so much for responding. This has been very helpful! I hope I'm not taking advantage of your generosity by asking another question. I understand if you are unable to provide further advice. I have a client (public sector) who wants to include a negotiation process in their invitation to tender.
- [](https://learning.theprocurementschool.com/forums/reply/9313/) - Hi Michelle, sorry for the delayed response. There really is no best practice around this - it would depend on the contract wording. The contractor(s) may not be willing to hold their resources (and perhaps pricing) for too long without some assurance of a renewed timeline. First step might be to find out how long
- [](https://learning.theprocurementschool.com/forums/reply/9257/) - I have a client (public sector) who is considering putting their project on hold. A couple of the vendors were procured under a public RFP that included the option to extend services through each stage of the project. I'm wondering how long the contracts with these vendors would be considered valid and fair to the
- [](https://learning.theprocurementschool.com/forums/reply/9060/) - Q&A zoom session tomorrow at 10 am PST - hope you can join us!
- [](https://learning.theprocurementschool.com/forums/reply/7219/) - Question re evaluations - how do you handle it when the proposals come in and it appears clear that several respondents have misunderstood the scope? Clarify scope and allow all to resubmit just that portion? Cancel the process and start again, bearing the brunt of project delays? Let's discuss this one at our Community Discussion
- [](https://learning.theprocurementschool.com/forums/reply/7180/) - Here is an interesting video on the Unsolicited Proposals process at Government of New Brunswick. How does your organization deal with those good ideas submitted as unsolicited proposals? How do you mitigate the risks related to supplier proprietary ideas? https://www.youtube.com/watch?v=r5qrfxax9m8
- [](https://learning.theprocurementschool.com/forums/reply/6535/) - Community Discussion is open now - link is on community homepage, come join us!
- [](https://learning.theprocurementschool.com/forums/reply/5096/) - Greeting Community Members! Please check out the new articles that are continually being added to the Resource Library. Here is a link to the most recent, Raising the Bar on Debriefing at the City of Abbotsford. https://bit.ly/3nSIRdR How similar are your debriefing practices?
- [](https://learning.theprocurementschool.com/forums/reply/6342/) - Greeting Community Members! Please check out the new articles that are continually being added to the Resource Library. Here is a link to the most recent, Innovations in Vendor Performance Management. https://theprocurementschool.com/innovations-in-vendor-performance-management/
- [](https://learning.theprocurementschool.com/forums/reply/6183/) - Ask your questions here! Next week, December 1 we will host a Community Q&A session so come prepared with everything procurement that you wanted to know but were afraid to ask :)
- [](https://learning.theprocurementschool.com/forums/reply/5241/) - Some information on forum posting. There will be class discussions posted throughout the 4 weeks which you are expected to participate in. You will be able to see the discussion topic, your classmates’ responses, and post your own thoughts. A significant part of your mark for this course will be based on your participation in
- [](https://learning.theprocurementschool.com/forums/reply/4078/) - If you are referring to exemption under the Trade Agreements, Jaimie, I'm not aware of any case law or tribunal rulings that fully define 'healthcare services'. If the contract you are contemplating is above the trade agreement thresholds, then you are best to seek some legal advice before taking a decision. My suspicion is that
- [](https://learning.theprocurementschool.com/forums/reply/3726/) - Welcome to the Community Jaimie!
- [](https://learning.theprocurementschool.com/forums/reply/3724/) - Hi My name is Jaimie Riksen, and I am the Procurement Manager for March of Dimes Canada. Excited to join the community!
- [](https://learning.theprocurementschool.com/forums/reply/3710/) - Feel free to pose a question or answer one! Once per month I will host a Zoom call where we can discuss some of the common themes from this forum, as well as any other burning procurement question (or solutions) you may have.
- [](https://learning.theprocurementschool.com/forums/reply/3691/) - Welcome to our Community! As Director of Education and long time procurement geek, we may have crossed paths at conferences, training events or social gatherings. Please let me know where we may have met. We are thrilled that you are joining us in the Community, and look forward to your insights, questions and brainstorming ideas.
- [](https://learning.theprocurementschool.com/forums/reply/3664/) - Hi Everyone This is Kim Holl, the program manager for The Procurement School. I am excited to be assisting in the launch of our new Procurement Community, designed to engage procurement professionals from across the country. I look forward to seeing you all here and building this vibrant community, full of valuable resources and a

## Recipes

- [Registration to the PSPP 101 Blended Learning Group](https://learning.theprocurementschool.com/blog/uo-recipe/registration-to-the-pspp-101-blended-learning-group/)
- [Registration to the CMP 101 Group](https://learning.theprocurementschool.com/blog/uo-recipe/registration-to-the-cmp-101-group/)
- [PSPP 203 Post-Course Knowledge Assessment](https://learning.theprocurementschool.com/blog/uo-recipe/pspp-203-post-course-knowledge-assessment/)
- [PSPP 202 Post-Course Knowledge Assessment](https://learning.theprocurementschool.com/blog/uo-recipe/pspp-202-post-course-knowledge-assessment/)
- [PSPP 201 Post-Course Knowledge Assessment](https://learning.theprocurementschool.com/blog/uo-recipe/13393/)
- [Free Member Signup](https://learning.theprocurementschool.com/blog/uo-recipe/free-member-signup/)
- [Registration to the PSPP 101 - Nova Scotia Group](https://learning.theprocurementschool.com/blog/uo-recipe/registration-to-the-pspp-101-nova-scotia-group/)
- [Registration to the PSPP 101 Group](https://learning.theprocurementschool.com/blog/uo-recipe/pspp-101/)

## Views

- [Resource Library for Paid Members](https://learning.theprocurementschool.com/blog/frm_display/resources-paid-members/) - [6] [7] [if 16 not_equal=""]Open[/if 16] [if 54 not_equal=""]Open[/if 54]
- [On-Demand Courses for Free Members](https://learning.theprocurementschool.com/blog/frm_display/resources-free-members/) - [6] [7] [if 56 not_equal=""]Open Course[/if 56]
- [On-Demand Courses for Paid Members](https://learning.theprocurementschool.com/blog/frm_display/resources-paid-members-2/) - [6] [7] [if 56 not_equal=""]Open Course[/if 56]

## Courses

- [PSPP 101: Public Sector Procurement Essentials - Blended Learning](https://learning.theprocurementschool.com/courses/pspp-101-blended-learning/) - In this interactive course, you will learn the fundamental principles that govern public sector procurement in Canada. The course explores procurement processes, relevant laws, and key nuances that can affect procurement activities. You will also examine the legal differences between traditional contract law and competitive contracting law, as well as the duties and obligations of
- [PSPP 101: Public Sector Procurement Essentials (Nova Scotia)](https://learning.theprocurementschool.com/courses/pspp-101-ns-v2/) - In this interactive course, you will learn the fundamental principles that govern public sector procurement in Canada. The course explores procurement processes, relevant laws, and key nuances that can affect procurement activities. You will also examine the legal differences between traditional contract law and competitive contracting law, as well as the duties and obligations of
- [PSPP 101: Public Sector Procurement Essentials](https://learning.theprocurementschool.com/courses/pspp-101-v2/) - In this interactive course, you will learn the fundamental principles that govern public sector procurement in Canada. The course explores procurement processes, relevant laws, and key nuances that can affect procurement activities. You will also examine the legal differences between traditional contract law and competitive contracting law, as well as the duties and obligations of
- [PSPP 203: Managing and Evaluation](https://learning.theprocurementschool.com/courses/pspp-203/) - Welcome to PSPP 203: Managing and Evaluation This interactive 4-week course will provide you with the skills and knowledge to manage contracts effectively and handle any performance or other issues that arise. You'll learn how to invoke contract remedies with minimal disruption to the contract deliverables and outcomes and handle potential contract extensions, modifications, and
- [PSPP 201: Planning](https://learning.theprocurementschool.com/courses/pspp-201/) - Welcome to PSPP 201: Planning This interactive 4-week course provides you with a detailed understanding of the steps, considerations, and documentation needed to ensure that adequate planning is done for procurement and contracting processes. The course covers the importance of a thorough market assessment when preparing a procurement plan, and how to select the most
- [CMP 101: Contract Management Essentials](https://learning.theprocurementschool.com/courses/cmp-101-v2/) - This comprehensive program is designed for individuals at any experience level who wish to deepen their understanding of contracts of purchase and sale for various commodities including goods, services, software and construction. This course consists of six modules and takes approximately 8 hours to complete. Getting Started: Begin with the Pre-Course Knowledge Assessment, which is
- [CMP 201: Planning](https://learning.theprocurementschool.com/courses/cmp-201-planning/) - This course consists of four weekly PowerPoints and live sessions and takes approximately 20 hours to complete. Course Instructions Complete the Pre-Course Knowledge Assessment Open the current weekly module. Download and open the weekly PowerPoint (PPT). The PPT includes audio narration on most slides. Do not view in preview mode. View all slides and listen
- [PSPP 202: Solicitation and Award](https://learning.theprocurementschool.com/courses/pspp-202/) - Welcome to PSPP 202: Solicitation and Award This interactive 4-week course focuses on how to conduct a challenge-free and successful competitive solicitation process. Learners practice creating critical contract components such as Key Performance Indicators and other monitoring and measuring tools to ensure the organization receives what it expects. This course explores the intricacies of meeting
- [PSPP 301: Procurement Practice – Putting it all Together](https://learning.theprocurementschool.com/courses/pspp-301/) - Welcome to PSPP 301: Procurement Practice - Putting It All Together This is the final course in the PSPP Certificate Program and provides an opportunity to consolidate and apply the knowledge and skills gained through Levels 1 and 2. Learners often find PSPP 301 to differ significantly in structure and learning expectations from the 200-level
- [PSPP 301: Procurement Practice – Putting it all Together (Alternate)](https://learning.theprocurementschool.com/courses/pspp-301-v2/) - Welcome to PSPP 301: Procurement Practice – Putting it all Together! This is the final course in the PSPP certificate program and will provide you with an opportunity to deepen the knowledge and skills you have gained through completing Levels 1 and 2. Most learners are surprised by the structure of PSPP 301, along with
- [Contract Drafting - Risk Management](https://learning.theprocurementschool.com/courses/contract-drafting-risk-management/)
- [Contract Drafting Program](https://learning.theprocurementschool.com/courses/contract-drafting-program/)
- [RFP and Tender Drafting Program](https://learning.theprocurementschool.com/courses/rfp-and-tender-drafting-program/)
- [RFP and Tender Drafting - Interrogating Contract Indemnities](https://learning.theprocurementschool.com/courses/rfp-and-tender-drafting-interrogating-contract-indemnities/)
- [RFP and Tender Drafting - Managing Mandatory Requirements](https://learning.theprocurementschool.com/courses/rfp-and-tender-drafting-managing-mandatory-requirements/)
- [RFP and Tender Drafting - Managing the Price Matrix](https://learning.theprocurementschool.com/courses/rfp-and-tender-drafting-managing-the-price-matrix/)
- [RFP and Tender Drafting - Nailing Down Negotiations](https://learning.theprocurementschool.com/courses/rfp-and-tender-drafting-nailing-down-negotiations/)
- [RFP and Tender Drafting - Navigating Non-Compliance](https://learning.theprocurementschool.com/courses/rfp-and-tender-drafting-navigating-non-compliance/)
- [RFP and Tender Drafting - Rethinking Contract Renewals](https://learning.theprocurementschool.com/courses/rfp-and-tender-drafting-rethinking-contract-renewals/)
- [RFP and Tender Drafting - Selecting Your Process](https://learning.theprocurementschool.com/courses/rfp-and-tender-drafting-selecting-your-process/)
- [Contract Drafting - Contract Structure](https://learning.theprocurementschool.com/courses/contract-drafting-contract-structure/)
- [Contract Drafting - Intellectual Property, Security and Confidentiality](https://learning.theprocurementschool.com/courses/contract-drafting-intellectual-property-security-and-confidentiality/)
- [Contract Drafting - Performance Management](https://learning.theprocurementschool.com/courses/contract-drafting-performance-management/)
- [Contract Drafting - Practical Drafting Tips](https://learning.theprocurementschool.com/courses/contract-drafting-practical-drafting-tips/)
- [Contract Drafting - Relationship Management](https://learning.theprocurementschool.com/courses/contract-drafting-relationship-management/)
- [Contract Drafting - Scope Statements](https://learning.theprocurementschool.com/courses/contract-drafting-scope-statements/)

## Modules

- [CMP 201 Week 2](https://learning.theprocurementschool.com/courses/cmp-201-planning/lessons/cmp-201-week-2/) - Week 2 Resources CMP 201 Planning Week 2 eCourse Appendix 1 - Glossary Purchase Terms and Conditions (Example) RFQ Template (Example) NDA Mutual Template (Example) Project Procurement Foundations - A Primer Vendor Consultations Add Value Week 2 Group Exercise St Agathas University Burgeoning Bunny Project Begin Week 2 Click on the Week 2 button to
- [CMP 201 Week 1](https://learning.theprocurementschool.com/courses/cmp-201-planning/lessons/cmp-201-module-1/) - Week 1 Resources CMP 201 Planning Week 1 eCourse Appendix 1 - Glossary Answer Key - Global Contract Sink or Swim Delegation of Signing Authority Matrix Example Model Procurement Policy Supplier Code of Conduct (Example) Bridging the Gap Answer Key Animals to the Rescue Begin Week 1 Click on the Week 1 button to begin
- [CMP 201 Week 4](https://learning.theprocurementschool.com/courses/cmp-201-planning/lessons/cmp-201-week-4/) - Week 4 Resources CMP 201 Planning Week 4 eCourse Appendix 1 - Glossary Primer on Canadian Procurement Laws Lessons from Tercon Avoiding Drive-By Legal Advice Refreshed But Not Relaxed Volume Estimates Can Lead to Litigation Binding v Nonbinding, that IS the Question! RFx Selection Guidelines (Sample) Procurement Strategy Approval Document (Example) RFP1 Model Big Process
- [CMP 201 Week 3](https://learning.theprocurementschool.com/courses/cmp-201-planning/lessons/cmp-201-week-3/) - Week 3 Resources CMP 201 Planning Week 3 eCourse Appendix 1 - Glossary Model Scope of Work Template (Example) Setting the Contract Term Move Aside Constructors Bid Deposits and Performance Securities SOW Tangible Goods (Example) SOW Ongoing Services (Example) SOW Capital Equipment (Example) OHS Contractual Provisions (Example) Considerations for IT Solution SOW SOW IT Solution
- [CMP 201 Post-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/cmp-201-planning/lessons/cmp-201-post-course-knowledge-assessment/) - Congratulations on completing your course. You can now move on to your post-course knowledge assessment. You have 3 tries to achieve a passing grade of 75%.
- [CMP 201 Pre-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/cmp-201-planning/lessons/cmp-201-pre-course-knowledge-assessment/)
- [Module](https://learning.theprocurementschool.com/lessons/module/)
- [PSPP 101 Post-course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-101-blended-learning/lessons/pspp-101-post-course-knowledge-assessment-blended-learning/) - Congratulations on completing your course. You can now move on to your post-course knowledge assessment. You have 3 tries to achieve a passing grade of 75%.
- [PSPP 101 Pre-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-101-blended-learning/lessons/pspp-101-pre-course-knowledge-assessment-blended-learning/)
- [PSPP 101 Modules](https://learning.theprocurementschool.com/courses/pspp-101-blended-learning/lessons/pspp-101-modules-blended-learning/) - PSPP 101: Public Sector Procurement Procurement Essentials Click on the Open Module button to begin your journey exploring the foundations of public sector procurement in Canada. Upon completion of the course, you can complete the post-course assessment. You will also receive a link to the course evaluation, a quick 3-question survey. Your feedback is greatly
- [PSPP 101 Introduction](https://learning.theprocurementschool.com/courses/pspp-101-blended-learning/lessons/pspp-101-introduction-blended-learning/) - Open the module for the PSPP 101 Introduction to become familiar with the course process, learning objectives, and expectations for this course. It also provides an overview of the PSPP Certificate program. Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page. At
- [PSPP 301 Assignment 2 - Upload](https://learning.theprocurementschool.com/courses/pspp-301/lessons/pspp-301-assignment-2/) - Before submitting your final Assignment here, be sure to participate in the peer review over on the Forum. Not only is it a great opportunity to learn from your peers, it also builds comfort and normalcy around receiving constructive feedback. Providing peer feedback can also strengthen your own work.
- [PSPP 301 - Assignment 1 - Upload](https://learning.theprocurementschool.com/courses/pspp-301/lessons/pspp-301-assignment-1/) - Before submitting your Assignment here, be sure to participate in the peer review over on the Forum. Not only is it a great opportunity to learn from your peers, it also builds comfort and normalcy around receiving constructive feedback. Providing peer feedback can also strengthen your own work.
- [PSPP 301 Week 1](https://learning.theprocurementschool.com/courses/pspp-301/lessons/pspp-301-week-1/) - Welcome to Week 1 of PSPP 301: Procurement Practice – Putting it all Together. Complete the online module, then navigate to the Discussion Forum. The Discussion Forum is self-explanatory and intuitive to navigate through. Begin with the Welcome tab and it will guide you through everything you need to know, including which Cohort you have
- [CMP 101 Module 6 - Summary](https://learning.theprocurementschool.com/courses/cmp-101-v2/lessons/cmp-101-module-6-summary/) - Click on the Open Module button to begin your journey exploring summary of contract management. Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page. Please note that you will not be able to achieve the certificate if you do not complete all
- [CMP 101 Module 5 - Contract Management](https://learning.theprocurementschool.com/courses/cmp-101-v2/lessons/cmp101-module5-v2/) - Click on the Open Module button to begin your journey exploring contract management. Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page. At that time, if you do not see the ‘Next Module’ link, please refresh the page. Please note that you
- [CMP 101 Module 4 - Procurement Contracts by Commodity](https://learning.theprocurementschool.com/courses/cmp-101-v2/lessons/cmp101-module4-v2/) - Click on the Open Module button to begin your journey exploring the procurement contracts by commodity. Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page. At that time, if you do not see the ‘Next Module’ link, please refresh the page. Please
- [CMP 101 Module 3 - The Procurement Contract](https://learning.theprocurementschool.com/courses/cmp-101-v2/lessons/cmp101-module3-v2/) - Click on the Open Module button to begin Module 3. Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page. At that time, if you do not see the ‘Next Module’ link, please refresh the page. Please note that you will not be
- [CMP 101 Module 2 - Contract Foundations](https://learning.theprocurementschool.com/courses/cmp-101-v2/lessons/cmp101-module2-v2/) - Click on the Open Module button to begin your journey exploring the contract foundations. Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page. At that time, if you do not see the ‘Next Module’ link, please refresh the page. Please note that
- [CMP 101 Module 1 - Contract Management Essentials](https://learning.theprocurementschool.com/courses/cmp-101-v2/lessons/cmp101-module1-v2/) - Click on the Open Module button to begin your journey exploring the essentials of contract management. Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page. At that time, if you do not see the ‘Next Module’ link, please refresh the page. Please
- [CMP 101 Post-course Knowledge Assessment](https://learning.theprocurementschool.com/courses/cmp-101-v2/lessons/cmp-101-post-course-knowledge-assessment/) - Congratulations on completing your course. You can now move on to your post-course knowledge assessment. You have 3 tries to achieve a passing grade of 75%.
- [CMP 101 Pre-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/cmp-101-v2/lessons/cmp-101-pre-course-knowledge-assessment/)
- [Module 3](https://learning.theprocurementschool.com/courses/ai-for-public-sector-program-essentials/lessons/module-3/) - Click on the Open Module button to begin Module 3. Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page. Please note that you will not be able to achieve the certificate if you do not complete all modules of this course.
- [Module 2](https://learning.theprocurementschool.com/courses/ai-for-public-sector-program-essentials/lessons/module-2/) - Click on the Open Module button to begin Module 2. Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page. At that time, if you do not see the ‘Next Module’ link, please refresh the page. Please note that you will not be
- [Module 1](https://learning.theprocurementschool.com/courses/ai-for-public-sector-program-essentials/lessons/module-1/) - Click on the Open Module button to begin your journey exploring artificial intelligence journey for public sector. Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page. At that time, if you do not see the ‘Next Module’ link, please refresh the page.
- [PSPP 203 Post-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-203/lessons/pspp-203-post-course-knowledge-assessment/)
- [PSPP 203 Pre-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-203/lessons/pspp-203-pre-course-knowledge-assessment/)
- [PSPP 202 Post-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-202/lessons/pspp-202-post-course-knowledge-assessment/)
- [PSPP 202 Pre-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-202/lessons/pspp-202-pre-course-knowledge-assessment/)
- [PSPP 201 Post-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-201/lessons/pspp-201-post-course-knowledge-assessment/)
- [PSPP 201 Pre-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-201/lessons/pspp-201-pre-course-knowledge-assessment/)
- [PSPP 101 Post-course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-101-v2/lessons/pspp-101-post-course-knowledge-assessment-v2/) - Congratulations on completing your course. You can now move on to your post-course knowledge assessment. You have 3 tries to achieve a passing grade of 75%.
- [PSPP 101 Pre-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-101-v2/lessons/pspp-101-pre-course-knowledge-assessment-v2/)
- [PSPP 101 Post-course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-101-ns-2022/lessons/pspp-101-post-course-knowledge-assessment-ns-2022/) - Congratulations on completing your course. You can now move on to your post-course knowledge assessment. You have 3 tries to achieve a passing grade of 75% and you will receive a Letter of Completion with your final mark.
- [PSPP 101 Pre-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-101-ns-2022/lessons/pspp-101-pre-course-knowledge-assessment-ns-2022/)
- [PSPP 101 Post-course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-101-2022/lessons/pspp-101-post-course-knowledge-assessment-2022/) - Congratulations on completing your course. You can now move on to your post-course knowledge assessment. You have 3 tries to achieve a passing grade of 75%.
- [PSPP 101 Pre-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-101-2022/lessons/pspp-101-pre-course-knowledge-assessment-2022/)
- [PSPP 101 Post-course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-101-ns-v2/lessons/pspp-101-post-course-knowledge-assessment-ns-v2/) - Congratulations on completing your course. You can now move on to your post-course knowledge assessment. You have 3 tries to achieve a passing grade of 75% and you will receive a Letter of Completion with your final mark.
- [PSPP 101 Pre-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-101-ns-v2/lessons/pspp-101-pre-course-knowledge-assessment-ns-v2/)
- [PSPP 101 Modules](https://learning.theprocurementschool.com/courses/pspp-101-ns-v2/lessons/pspp-101-modules-ns-v2/) - PSPP 101: Public Sector Procurement Procurement Essentials Click on the Open Module button to begin your journey exploring the foundations of public sector procurement in Canada. Upon completion of the course, you can complete the post-course knowledge assessment. You will also receive a link to the course evaluation, a quick 3-question survey. Your feedback is
- [PSPP 101 Introduction](https://learning.theprocurementschool.com/courses/pspp-101-ns-v2/lessons/pspp-101-introduction-ns-v2/) - Open the module for the PSPP 101 Introduction to become familiar with the course process, learning objectives, and expectations for this course. It also provides an overview of the PSPP Certificate program. Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page. At
- [PSPP 101 Modules](https://learning.theprocurementschool.com/courses/pspp-101-v2/lessons/pspp-101-modules-v2/) - PSPP 101: Public Sector Procurement Procurement Essentials Click on the Open Module button to begin your journey exploring the foundations of public sector procurement in Canada. Upon completion of the course, you can complete the post-course assessment. You will also receive a link to the course evaluation, a quick 3-question survey. Your feedback is greatly
- [PSPP 101 Introduction](https://learning.theprocurementschool.com/courses/pspp-101-v2/lessons/pspp-101-introduction-v2/) - Open the module for the PSPP 101 Introduction to become familiar with the course process, learning objectives, and expectations for this course. It also provides an overview of the PSPP Certificate program. Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page. At
- [PSPP 203 Introduction](https://learning.theprocurementschool.com/lessons/pspp-203-introduction/) - Welcome to PSPP 203: Managing and Evaluation This introduction provides a quick overview for completing your pre-course assessment and introduces an interesting case study that demonstrates the impact of how you and your organization manage contracts and contractors. Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab
- [PSPP 201 Introduction](https://learning.theprocurementschool.com/lessons/pspp-201-introduction/) - Welcome to PSPP 201: Planning This short introduction provides an overview of the pre-course knowledge assessment that you will begin next, along with a success story from one of our PSPP graduates. Let's get started! Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to
- [PSPP 203 Live Sessions Attendance](https://learning.theprocurementschool.com/lessons/pspp-203-live-sessions-attendance/)
- [PSPP 202 Live Sessions Attendance](https://learning.theprocurementschool.com/lessons/pspp-202-live-sessions-attendance/)
- [PSPP 201 Live Sessions Attendance](https://learning.theprocurementschool.com/lessons/pspp-201-live-sessions-attendance/)
- [PSPP 301 Assignment 2 - Upload](https://learning.theprocurementschool.com/courses/pspp-301-v2/lessons/pspp-301-assignment-2-upload/) - Before submitting your final Assignment here, be sure to participate in the peer review over on the Forum. Not only is it a great opportunity to learn from your peers, it also builds comfort and normalcy around receiving constructive feedback. Providing peer feedback can also strengthen your own work. PSPP 301 Forums Welcome Cohort A
- [PSPP 301 - Assignment 1 - Upload](https://learning.theprocurementschool.com/courses/pspp-301-v2/lessons/pspp-301-assignment-1-upload/) - Before submitting your Assignment here, be sure to participate in the peer review over on the Forum. Not only is it a great opportunity to learn from your peers, it also builds comfort and normalcy around receiving constructive feedback. Providing peer feedback can also strengthen your own work. PSPP 301 Forums Welcome Cohort A Week
- [Contract Drafting - Relationship Management](https://learning.theprocurementschool.com/courses/contract-drafting-relationship-management/lessons/contract-drafting-relationship-management/) - Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page.
- [PSPP 301 Week 4](https://learning.theprocurementschool.com/courses/pspp-301-v2/lessons/pspp-301-week-4-2/) - Welcome to Week 4 - the final week of PSPP 301: Procurement Practice – Putting it all Together. After completing your online module, navigate to the Discussion Forum. You will be completing your second assignment this week. Be sure to participate in the Peer Review before submitting your final Assignment. Upon completion of the course,
- [PSPP 301 Week 3](https://learning.theprocurementschool.com/courses/pspp-301-v2/lessons/pspp-301-week-3-2/) - Welcome to Week 3 of PSPP 301: Procurement Practice – Putting it all Together. Please complete your online module for Week 3 and then navigate to the Discussion Forum for Week 3. Click on the ‘Open Module’ button below to begin. Once you have completed the module, close the tab to return to this page.
- [PSPP 301 Week 2](https://learning.theprocurementschool.com/courses/pspp-301-v2/lessons/pspp-301-week-2-2/) - Welcome to Week 2 of PSPP 301: Procurement Practice – Putting it all Together. Complete the online modules and then navigate to the Discussion Forum for Week 2. You will also be completing your first assignment this week. Be sure to participate in the Peer Review before submitting your assignment. Click on the ‘Open Module’
- [PSPP 101 Introduction](https://learning.theprocurementschool.com/courses/pspp-101-ns-2022/lessons/pspp-101-introduction-ns-2022/) - Open the module for the PSPP 101 Introduction to become familiar with the course process, learning objectives, and expectations for this course. It also provides an overview of the PSPP Certificate program. Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page. At
- [PSPP 101 Modules](https://learning.theprocurementschool.com/courses/pspp-101-ns-2022/lessons/pspp-101-modules-ns-2022/) - PSPP 101: Public Sector Procurement Procurement Essentials Click on the Open Module button to begin your journey exploring the foundations of public sector procurement in Canada. Upon completion of the course, you can complete the post-course knowledge assessment. You will also receive a link to the course evaluation, a quick 3-question survey. Your feedback is
- [PSPP 101 Introduction](https://learning.theprocurementschool.com/courses/pspp-101-2022/lessons/pspp-101-introduction-2022/) - Open the module for the PSPP 101 Introduction to become familiar with the course process, learning objectives, and expectations for this course. It also provides an overview of the PSPP Certificate program. Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page. At
- [PSPP 101 Modules](https://learning.theprocurementschool.com/courses/pspp-101-2022/lessons/pspp-101-modules-2022/) - PSPP 101: Public Sector Procurement Procurement Essentials Click on the Open Module button to begin your journey exploring the foundations of public sector procurement in Canada. Upon completion of the course, you can complete the post-course assessment. You will also receive a link to the course evaluation, a quick 3-question survey. Your feedback is greatly
- [PSPP 301 Week 1](https://learning.theprocurementschool.com/courses/pspp-301-v2/lessons/pspp-301-week-1-2/) - Welcome to Week 1 of PSPP 301: Procurement Practice – Putting it all Together. Complete the online module, then navigate to the Discussion Forum. The Discussion Forum is self-explanatory and intuitive to navigate through. Begin with Welcome and it will guide you through everything you need to know, including which Cohort you have been assigned
- [PSPP 301 Week 4](https://learning.theprocurementschool.com/courses/pspp-301/lessons/pspp-301-week-4/) - Welcome to Week 4 - the final week of PSPP 301: Procurement Practice – Putting it all Together. After completing your online module, navigate to the Discussion Forum. You will be completing your second assignment this week. Be sure to participate in the Peer Review before submitting your final Assignment. Upon completion of the course,
- [PSPP 301 Week 3](https://learning.theprocurementschool.com/courses/pspp-301/lessons/pspp-301-week-3/) - Welcome to Week 3 of PSPP 301: Procurement Practice – Putting it all Together. Please complete your online module for Week 3 and then navigate to the Discussion Forum for Week 3. Click on the ‘Open Module’ button below to begin. Once you have completed the module, close the tab to return to this page.
- [PSPP 301 Week 2](https://learning.theprocurementschool.com/courses/pspp-301/lessons/pspp-301-week-2/) - Welcome to Week 2 of PSPP 301: Procurement Practice – Putting it all Together. Complete the online modules and then navigate to the Discussion Forum for Week 2. You will also be completing your first assignment this week. Be sure to participate in the Peer Review before submitting your assignment. Click on the ‘Open Module’
- [PSPP 203 Module 4](https://learning.theprocurementschool.com/courses/pspp-203/lessons/pspp-203-module-4/) - Welcome to Module 4 In this module, we'll explore performance issues and how to move toward termination. We will also explore how to avoid performance issues in the future and the vital need for documentation and file retention. Open your Module now to see the full list of topics you will explore. Click on the
- [PSPP 203 Module 3](https://learning.theprocurementschool.com/courses/pspp-203/lessons/pspp-203-module-3/) - Welcome to Module 3 In this module, we will cover dispute resolution provisions, strategies for successful negotiations, and developing a BATNA. Open your Module now to see the full list of topics you will explore. Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to
- [PSPP 203 Module 2](https://learning.theprocurementschool.com/courses/pspp-203/lessons/pspp-203-module-2/) - Welcome to Module 2 In this module, we'll cover communication skills and strategies to assist you when working through disputes. We'll also cover strategies for when you encounter performance issues and conducting a root cause analysis. Open your Module now to see the full list of topics you will explore. Click on the ‘Open Module’
- [PSPP 203 Module 1](https://learning.theprocurementschool.com/courses/pspp-203/lessons/pspp-203-module-1/) - Welcome to Module 1 In this module, we will cover communication and negotiation skills, contract management and relationship management, events that lead to litigation and building an effective performance management framework. Open your Module now to see the full list of topics you will explore. Click on the ‘Open Module’ button to begin. Once you
- [PSPP 202 Module 4](https://learning.theprocurementschool.com/courses/pspp-202/lessons/pspp-202-module-4/) - Welcome to Module 4 In this module, we'll cover service levels agreements (SLAs), finalizing good contracts for goods and services, procurements without Contract A obligations, negotiating outside of Contract A, the debriefing and vendor complaint process, and documentation and file retention. Open your Module now to see the full list of topics you will explore.
- [PSPP 202 Module 3](https://learning.theprocurementschool.com/courses/pspp-202/lessons/pspp-202-module-3/) - Welcome to Module 3 In this module, we'll explore mandatory requirements, high-risk areas for tender evaluations, strategies to detect and prevent bid-rigging, and common evaluation issues that arise for RFPs. We'll also explore sustainable procurement and the three sub-categories: green, social, and ethical. Open your Module now to see the full list of topics you
- [PSPP 202 Module 2](https://learning.theprocurementschool.com/courses/pspp-202/lessons/pspp-202-module-2/) - Welcome to Module 2 In this module, we will explore the evaluation process. We'll examine a number of common issues that arise during bidding proposal evaluations and look at some best practices that can help you ensure the process is conducted in a fair and transparent manner. Open your Module now to see the full
- [PSPP 202 Module 1](https://learning.theprocurementschool.com/courses/pspp-202/lessons/pspp-202-module-1/) - Welcome to Module 1 In this module, we'll cover best practices in solicitation and award that are being used in the industry and explore some specific examples of how organizations have used these strategies to achieve spectacular results in the procurement process. We will explore the process of Issuing the Solicitation and running a fair
- [PSPP 202 Introduction](https://learning.theprocurementschool.com/courses/pspp-202/lessons/pspp-202-introduction/) - Welcome to PSPP 202: Solicitation and Award. This short introduction provides an overview of the pre-course knowledge assessment that you will begin next, along with a success story from one of our PSPP graduates. Let's get started! Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to
- [PSPP 201 Module 4](https://learning.theprocurementschool.com/courses/pspp-201/lessons/pspp-201-module-4/) - In this module, we'll cover whether you want respondents to propose costs base on time and materials, and/or fixed price. We'll discuss the terms of the Agreement, intellectual property, monitoring provisions, performance evaluation methodology, dispute resolution, and the approval of the contract and release of funds. Open your Module now to see the full list
- [PSPP 201 Module 3](https://learning.theprocurementschool.com/courses/pspp-201/lessons/pspp-201-module-3/) - In this module, we'll discuss whether you should disclose your budget in the solicitation document, balancing the need to provide respondents with enough information to prepare sound bids and proposals with providing so much information that your organization loses the advantage of the competitive process. We'll cover a variety of procurement strategy considerations, administrative requirements,
- [PSPP 201 Module 2](https://learning.theprocurementschool.com/courses/pspp-201/lessons/pspp-201-module-2/) - In this module, we will explore risk management, obtaining approvals, substantial compliance, and procurement process decisions you will need to consider, including the impact of Trade Agreements. Open your Module now to see the full list of topics you will explore. Open your Module now to see the full list of topics you will explore.
- [PSPP 201 Module 1](https://learning.theprocurementschool.com/courses/pspp-201/lessons/pspp-201-module-1/) - In this module, we'll cover some of the key resources that are available to help you with your procurement and contracting activities. In particular, we'll look at procurement policies and standards of conduct and how these documents offer you valuable guidance. Open your Module now to see the full list of topics you will explore.
- [PSPP 101 Pre-Course Knowledge Assessment](https://learning.theprocurementschool.com/lessons/pspp-101-pre-course-knowledge-assessment-2/)
- [PSPP 101 Pre-Course Knowledge Assessment](https://learning.theprocurementschool.com/lessons/pspp-101-intro-and-pre-course-knowledge-assessment/)
- [PSPP 101 Post-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-101-public-sector-procurement-essentials-exam-only/lessons/pspp-101-post-course-knowledge-assessment-3/)
- [Test Module 2](https://learning.theprocurementschool.com/lessons/test-module-2/)
- [Test Module 1](https://learning.theprocurementschool.com/lessons/test-module-1/)
- [PSPP Graduation Certificate](https://learning.theprocurementschool.com/lessons/pspp-graduation-certificate/) - Congratulations you have now completed all the PSPP courses! Click on the MARK COMPLETE button below to generate your PSPP certificate. All your certificates are accessible on your dashboard.
- [RFP and Tender Drafting - Interrogating Contract Indemnities](https://learning.theprocurementschool.com/courses/rfp-and-tender-drafting-interrogating-contract-indemnities/lessons/rfp-and-tender-drafting-interrogating-contract-indemnities/) - Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page.
- [RFP and Tender Drafting - Managing Mandatory Requirements](https://learning.theprocurementschool.com/courses/rfp-and-tender-drafting-managing-mandatory-requirements/lessons/rfp-and-tender-drafting-managing-mandatory-requirements/) - Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page.
- [RFP and Tender Drafting - Managing the Price Matrix](https://learning.theprocurementschool.com/courses/rfp-and-tender-drafting-managing-the-price-matrix/lessons/rfp-and-tender-drafting-managing-the-price-matrix/) - Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page.
- [RFP and Tender Drafting - Nailing Down Negotiations](https://learning.theprocurementschool.com/courses/rfp-and-tender-drafting-nailing-down-negotiations/lessons/rfp-and-tender-drafting-nailing-down-negotiations/) - Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page.
- [RFP and Tender Drafting - Navigating Non-Compliance](https://learning.theprocurementschool.com/courses/rfp-and-tender-drafting-navigating-non-compliance/lessons/rfp-and-tender-drafting-navigating-non-compliance/) - Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page.
- [RFP and Tender Drafting - Rethinking Contract Renewals](https://learning.theprocurementschool.com/courses/rfp-and-tender-drafting-rethinking-contract-renewals/lessons/rfp-and-tender-drafting-rethinking-contract-renewals/) - Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page.
- [RFP and Tender Drafting - Selecting Your Process](https://learning.theprocurementschool.com/courses/rfp-and-tender-drafting-selecting-your-process/lessons/rfp-and-tender-drafting-selecting-your-process/) - Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page.
- [RFP and Tender Drafting Program](https://learning.theprocurementschool.com/courses/rfp-and-tender-drafting-program/lessons/rfp-and-tender-drafting-program/) - Congratulations you have now completed the RFP and Tender Drafting series! All your certificates are accessible on your dashboard.
- [Contract Drafting Program](https://learning.theprocurementschool.com/courses/contract-drafting-program/lessons/contract-drafting-program/) - Congratulations you have now completed the Contract Drafting series! All your certificates are accessible on your dashboard.
- [Contract Drafting - Intellectual Property, Security and Confidentiality](https://learning.theprocurementschool.com/courses/contract-drafting-intellectual-property-security-and-confidentiality/lessons/contract-drafting-intellectual-property-security-and-confidentiality/) - Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page.
- [Contract Drafting - Risk Management](https://learning.theprocurementschool.com/courses/contract-drafting-risk-management/lessons/contract-drafting-risk-management/) - Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page.
- [Contract Drafting - Contract Structure](https://learning.theprocurementschool.com/courses/contract-drafting-contract-structure/lessons/contract-drafting-contract-structure/) - Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page.
- [Contract Drafting - Performance Management](https://learning.theprocurementschool.com/courses/contract-drafting-performance-management/lessons/contract-drafting-performance-management/) - Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page.
- [Contract Drafting - Practical Drafting Tips](https://learning.theprocurementschool.com/courses/contract-drafting-practical-drafting-tips/lessons/contract-drafting-practical-drafting-tips/) - Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page.
- [Contract Drafting - Scope Statements](https://learning.theprocurementschool.com/courses/contract-drafting-scope-statements/lessons/contract-drafting-scope-statements/) - Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page.
- [PSPP 101 Post-course Knowledge Assessment](https://learning.theprocurementschool.com/lessons/pspp-101-post-course-knowledge-assessment-2/) - Congratulations on completing your course. You can now move on to your post-course knowledge assessment. You have 3 tries to achieve a passing grade of 75% and you will receive a Letter of Completion with your final mark.
- [PSPP 101 Modules](https://learning.theprocurementschool.com/lessons/pspp-101-modules-2/) - PSPP 101: Public Sector Procurement Procurement Essentials Click on the Open Module button to begin your journey exploring the foundations of public sector procurement in Canada. Upon completion of the course, you can complete the post-course knowledge assessment. You will also receive a link to the course evaluation, a quick 3-question survey. Your feedback is
- [PSPP 101 Post-course Knowledge Assessment](https://learning.theprocurementschool.com/lessons/pspp-101-post-course-knowledge-assessment/) - Congratulations on completing your course. You can now move on to your post-course knowledge assessment. You have 3 tries to achieve a passing grade of 75% and you will receive a Letter of Completion with your final mark.
- [PSPP 101 Introduction](https://learning.theprocurementschool.com/lessons/pspp-101-introduction-2/) - Open the module for the PSPP 101 Introduction to become familiar with the course process, learning objectives, and expectations for this course. It also provides an overview of the PSPP Certificate program. Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page. At
- [PSPP 101 Modules](https://learning.theprocurementschool.com/lessons/pspp-101-modules-general-est-1980/) - PSPP 101: Public Sector Procurement Procurement Essentials Click on the Open Module button to begin your journey exploring the foundations of public sector procurement in Canada. Upon completion of the course, you can complete the post-course assessment. You will also receive a link to the course evaluation, a quick 3-question survey. Your feedback is greatly
- [PSPP 101 Introduction](https://learning.theprocurementschool.com/lessons/pspp-101-introduction/) - Open the module for the PSPP 101 Introduction to become familiar with the course process, learning objectives, and expectations for this course. It also provides an overview of the PSPP Certificate program. Click on the ‘Open Module’ button to begin. Once you have completed the module, close the tab to return to this page. At

## Quizzes

- [PSPP 201 Post-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-201/lessons/pspp-201-post-course-knowledge-assessment/quizzes/pspp-201-post-course-knowledge-assessment/) - As the final component of the course, to confirm your overall understanding of the material, please proceed to complete the post-course knowledge assessment. The assessment will take approximately 15-30 minutes to complete. You will have three chances to obtain the required pass mark of 75%. Take your time, and return to the course manual if
- [CMP 101 Post-course Assessment](https://learning.theprocurementschool.com/courses/cmp-101-v2/lessons/cmp-101-post-course-knowledge-assessment/quizzes/cmp-101-post-course-quiz/) - As the final component of the course, to confirm your overall understanding of the material, please proceed to complete the post-course knowledge assessment. The assessment will take approximately 15-30 minutes to complete. You will have three chances to obtain the required pass mark of 75%. Take your time, and return to the course manual if
- [CMP 201 Post-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/cmp-201-planning/lessons/cmp-201-post-course-knowledge-assessment/quizzes/cmp-201-post-course-knowledge-assessment/) - As the final component of the course, to confirm your overall understanding of the material, please proceed to complete the post-course knowledge assessment. The assessment will take approximately 15-30 minutes to complete. You will have three chances to obtain the required pass mark of 75%. Take your time, and return to the course manual if
- [CMP 201 Pre-course Assessment](https://learning.theprocurementschool.com/courses/cmp-201-planning/lessons/cmp-201-pre-course-knowledge-assessment/quizzes/cmp-201-pre-course-assessment/) - In preparation for the course, to self-assess your initial understanding of the material, please complete this pre-course knowledge assessment.
- [Copy of CMP 101 Pre-course Assessment](https://learning.theprocurementschool.com/quizzes/cmp-101-pre-course-assessment/) - In preparation for the course, to self-assess your initial understanding of the material, please complete this pre-course knowledge assessment.
- [PSPP 101 Pre-course Knowledge Assessment – Blended Learning](https://learning.theprocurementschool.com/courses/pspp-101-blended-learning/lessons/pspp-101-pre-course-knowledge-assessment-blended-learning/quizzes/pspp-101-pre-course-knowledge-assessment-blended-learning/) - In preparation for the course, to self-assess your initial understanding of the material, please complete this pre-course knowledge assessment.
- [PSPP 101 Post-course Knowledge Assessment - Blended Learning](https://learning.theprocurementschool.com/courses/pspp-101-blended-learning/lessons/pspp-101-post-course-knowledge-assessment-blended-learning/quizzes/pspp-101-post-course-knowledge-assessment-blended-learning/) - As the final component of the course, to confirm your overall understanding of the material, please proceed to complete the post-course knowledge assessment. The assessment will take approximately 15-30 minutes to complete. You will have three chances to obtain the required pass mark of 75%. Take your time, and return to the course manual if
- [PSPP101-Post-course Assessment 9](https://learning.theprocurementschool.com/quizzes/pspp101-post-course-assessment-9/)
- [PSPP101-Post-course Assessment 8](https://learning.theprocurementschool.com/quizzes/pspp101-post-course-assessment-8/)
- [PSPP101-Post-course Assessment 7](https://learning.theprocurementschool.com/quizzes/pspp101-post-course-assessment-7/)
- [PSPP101-Post-course Assessment 6](https://learning.theprocurementschool.com/quizzes/pspp101-post-course-assessment-6/)
- [PSPP101-Post-course Assessment 5](https://learning.theprocurementschool.com/quizzes/pspp101-post-course-assessment-5/)
- [PSPP101-Post-course Assessment 4](https://learning.theprocurementschool.com/quizzes/pspp101-post-course-assessment-4/)
- [PSPP101-Post-course Assessment 3](https://learning.theprocurementschool.com/quizzes/pspp101-post-course-assessment-3/)
- [PSPP101-Post-course Assessment 2](https://learning.theprocurementschool.com/quizzes/pspp101-post-course-assessment-2/)
- [PSPP101-Post-course Assessment 1](https://learning.theprocurementschool.com/quizzes/pspp101-post-course-assessment-1/)
- [CMP 101 Pre-course Assessment](https://learning.theprocurementschool.com/courses/cmp-101-v2/lessons/cmp-101-pre-course-knowledge-assessment/quizzes/cmp-101-pre-course-quiz/) - In preparation for the course, to self-assess your initial understanding of the material, please complete this pre-course knowledge assessment.
- [PSPP 101 Pre-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-101-v2/lessons/pspp-101-pre-course-knowledge-assessment-v2/quizzes/pspp-101-pre-course-quiz-v2/) - In preparation for the course, to self-assess your initial understanding of the material, please complete this pre-course knowledge assessment.
- [PSPP 203 Post-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-203/lessons/pspp-203-post-course-knowledge-assessment/quizzes/pspp-203-post-course-knowledge-assessment/) - As the final component of the course, to confirm your overall understanding of the material, please proceed to complete the post-course knowledge assessment. The assessment will take approximately 15-30 minutes to complete. You will have three chances to obtain the required pass mark of 75%. Take your time, and return to the course manual if
- [PSPP 203 Pre-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-203/lessons/pspp-203-pre-course-knowledge-assessment/quizzes/pspp-203-pre-course-quiz/) - In preparation for the course please complete this pre-course knowledge assessment.
- [PSPP 202 Post-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-202/lessons/pspp-202-post-course-knowledge-assessment/quizzes/pspp-202-post-course-knowledge-assessment/) - As the final component of the course, to confirm your overall understanding of the material, please proceed to complete the post-course knowledge assessment. The assessment will take approximately 15-30 minutes to complete. You will have three chances to obtain the required pass mark of 75%. Take your time, and return to the course manual if
- [PSPP 202 Pre-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-202/lessons/pspp-202-pre-course-knowledge-assessment/quizzes/pspp-202-pre-course-quiz/) - In preparation for the course please complete this pre-course knowledge assessment.
- [PSPP 201 Pre-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-201/lessons/pspp-201-pre-course-knowledge-assessment/quizzes/pspp-201-pre-course-quiz/) - In preparation for the course please complete this pre-course knowledge assessment.
- [PSPP 101 Post-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-101-v2/lessons/pspp-101-post-course-knowledge-assessment-v2/quizzes/pspp-101-post-course-quiz-v2/) - As the final component of the course, to confirm your overall understanding of the material, please proceed to complete the post-course knowledge assessment. The assessment will take approximately 15-30 minutes to complete. You will have three chances to obtain the required pass mark of 75%. Take your time, and return to the course manual if
- [PSPP 101 Post-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-101-ns-2022/lessons/pspp-101-post-course-knowledge-assessment-ns-2022/quizzes/pspp-101-post-course-quiz-ns-2022/) - As the final component of the course, to confirm your overall understanding of the material, please proceed to complete the post-course knowledge assessment. The assessment will take approximately 15-30 minutes to complete. You will have three chances to obtain the required pass mark of 75%. Take your time, and return to the course manual if
- [PSPP 101 Pre-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-101-ns-2022/lessons/pspp-101-pre-course-knowledge-assessment-ns-2022/quizzes/pspp-101-pre-course-quiz-ns-2022/) - In preparation for the course, to self-assess your initial understanding of the material, please complete this pre-course knowledge assessment.
- [PSPP 101 Post-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-101-2022/lessons/pspp-101-post-course-knowledge-assessment-2022/quizzes/pspp-101-post-course-quiz-2022/) - As the final component of the course, to confirm your overall understanding of the material, please proceed to complete the post-course knowledge assessment. The assessment will take approximately 15-30 minutes to complete. You will have three chances to obtain the required pass mark of 75%. Take your time, and return to the course manual if
- [PSPP 101 Pre-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-101-2022/lessons/pspp-101-pre-course-knowledge-assessment-2022/quizzes/pspp-101-pre-course-quiz-2022/) - In preparation for the course, to self-assess your initial understanding of the material, please complete this pre-course knowledge assessment.
- [PSPP 101 Post-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-101-ns-v2/lessons/pspp-101-post-course-knowledge-assessment-ns-v2/quizzes/pspp-101-post-course-quiz-ns-v2/) - As the final component of the course, to confirm your overall understanding of the material, please proceed to complete the post-course knowledge assessment. The assessment will take approximately 15-30 minutes to complete. You will have three chances to obtain the required pass mark of 75%. Take your time, and return to the course manual if
- [PSPP 101 Pre-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-101-ns-v2/lessons/pspp-101-pre-course-knowledge-assessment-ns-v2/quizzes/pspp-101-pre-course-quiz-ns-v2/) - In preparation for the course, to self-assess your initial understanding of the material, please complete this pre-course knowledge assessment.
- [PSPP202-07 Assessment 7](https://learning.theprocurementschool.com/quizzes/pspp202-07-assessment-7/)
- [PSPP202-06 Assessment 6](https://learning.theprocurementschool.com/quizzes/pspp202-06-assessment-6/)
- [PSPP 101 Post-Course Knowledge Assessment](https://learning.theprocurementschool.com/quizzes/pspp-101-final-assessment-2/) - As the final component of the course, to confirm your overall understanding of the material, please proceed to complete the post-course knowledge assessment. The assessment will take approximately 15-30 minutes to complete.You will have three chances to obtain the required pass mark of 75%.Take your time, and return to the course manual if needed.
- [PSPP 101 Post-Course Knowledge Assessment](https://learning.theprocurementschool.com/quizzes/pspp-101-final-assessment/) - As the final component of the course, to confirm your overall understanding of the material, please proceed to complete the post-course knowledge assessment. The assessment will take approximately 15-30 minutes to complete.You will have three chances to obtain the required pass mark of 75%.Take your time, and return to the course manual if needed.
- [PSPP 101 Post-Course Knowledge Assessment](https://learning.theprocurementschool.com/courses/pspp-101-public-sector-procurement-essentials-exam-only/lessons/pspp-101-post-course-knowledge-assessment-3/quizzes/pspp-101-final-assessment-3/) - As the final component of the course, to confirm your overall understanding of the material, please proceed to complete the post-course knowledge assessment. The assessment will take approximately 15-30 minutes to complete.You will have three chances to obtain the required pass mark of 75%.
- [PSPP 101 Pre-Course Knowledge Assessment](https://learning.theprocurementschool.com/quizzes/pspp-101-pre-course-quiz/) - In preparation for the course, to self-assess your initial understanding of the material, please complete this pre-course knowledge assessment.
- [PSPP 101 Pre-Course Knowledge Assessment](https://learning.theprocurementschool.com/quizzes/pspp-101-pre-course-quiz-2/) - In preparation for the course, to self-assess your initial understanding of the material, please complete this pre-course knowledge assessment.
- [PSPP202-05 Assessment 5](https://learning.theprocurementschool.com/quizzes/pspp202-05-assessment-5/)
- [PSPP202-04 Assessment 4](https://learning.theprocurementschool.com/quizzes/pspp202-04-assessment-4/)
- [PSPP202-03 Assessment 3](https://learning.theprocurementschool.com/quizzes/pspp202-03-assessment-3/)
- [PSPP202-02 Assessment 2](https://learning.theprocurementschool.com/quizzes/pspp202-02-assessment-2/)
- [PSPP202-01 Assessment 1](https://learning.theprocurementschool.com/quizzes/pspp202-01-assessment-1/)
- [PSPP203-07 - Assessment 7](https://learning.theprocurementschool.com/quizzes/pspp203-07-assessment-7/)
- [PSPP203-06 - Assessment 6](https://learning.theprocurementschool.com/quizzes/pspp203-06-assessment-6/)
- [PSPP203-05 - Assessment 5](https://learning.theprocurementschool.com/quizzes/pspp203-05-assessment-5/)
- [PSPP203-04 - Assessment 4](https://learning.theprocurementschool.com/quizzes/pspp203-04-assessment-4/)
- [PSPP203-03 - Assessment 3](https://learning.theprocurementschool.com/quizzes/pspp203-03-assessment-3/)
- [PSPP203-02 - Assessment 2](https://learning.theprocurementschool.com/quizzes/pspp203-02-assessment-2/)
- [PSPP203-01 - Assessment 1](https://learning.theprocurementschool.com/quizzes/pspp203-01-assessment-1/)
- [PSPP201-07 Assessment 7](https://learning.theprocurementschool.com/quizzes/pspp201-07-assessment-7/)
- [PSPP201-06 Assessment 6](https://learning.theprocurementschool.com/quizzes/pspp201-06-assessment-6/)
- [PSPP201-05 Assessment 5](https://learning.theprocurementschool.com/quizzes/pspp201-05-assessment-5/)
- [PSPP201-04 Assessment 4](https://learning.theprocurementschool.com/quizzes/pspp201-04-assessment-4/)
- [PSPP201-03 Assessment 3](https://learning.theprocurementschool.com/quizzes/pspp201-03-assessment-3/)
- [PSPP201-02 Assessment 2](https://learning.theprocurementschool.com/quizzes/pspp201-02-assessment-2/)
- [PSPP 201 Assessment 1](https://learning.theprocurementschool.com/quizzes/pspp-201-assessment-1/)
- [PSPP101-09 Pre-course Assessment 9](https://learning.theprocurementschool.com/quizzes/pspp101-09-pre-course-assessment-9/)
- [PSPP101-08 Pre-Course Assessment 8](https://learning.theprocurementschool.com/quizzes/pspp101-08-pre-course-assessment-8/)
- [PSPP101-07 Pre-Course Assessment 7](https://learning.theprocurementschool.com/quizzes/pspp101-07-pre-course-assessment-7/)
- [PSPP101-06 Pre-Course Assessment 6](https://learning.theprocurementschool.com/quizzes/pspp101-06-pre-course-assessment-6/)
- [PSPP101-05 Pre-course Assessment 5](https://learning.theprocurementschool.com/quizzes/pspp101-05-pre-course-assessment-5/)
- [PSPP101-04 Pre-course Assessment 4](https://learning.theprocurementschool.com/quizzes/pspp101-04-pre-course-assessment-4/)
- [PSPP101-03 Pre-course Assessment 3](https://learning.theprocurementschool.com/quizzes/pspp101-03-pre-course-assessment-3/)

## Certificates

- [Certificate of Completion (Non-PSPP)](https://learning.theprocurementschool.com/certificates/certificate-of-completion-non-pspp/)
- [Certificate of Completion](https://learning.theprocurementschool.com/certificates/certificate-of-comletion/)
- [PSPP 301 - Letter of Completion](https://learning.theprocurementschool.com/certificates/pspp-301-letter-of-completion/) - , https://theprocurementschool.com/newsletter/ https://www.linkedin.com/company/theprocurementschool/
- [PSPP 200 - Letter of Completion](https://learning.theprocurementschool.com/certificates/pspp-200-letter-of-completion/) - Please accept this letter as confirmation has successfully completed the following course with the Procurement School.
- [PSPP 101 - Letter of Completion](https://learning.theprocurementschool.com/certificates/pspp-101-letter-of-completion/) - Please accept this letter as confirmation has successfully completed the following course with the Procurement School.

## Groups

- [PSPP 203 - JULY 2026](https://learning.theprocurementschool.com/groups/pspp-203-july-2026/)
- [PSPP 202 - JUNE 2026](https://learning.theprocurementschool.com/groups/pspp-202-june-2026/)
- [PSPP 201 - MAY 2026](https://learning.theprocurementschool.com/groups/pspp-201-may-2026/)
- [PSPP 301 - APRIL 2026](https://learning.theprocurementschool.com/groups/pspp-301-april-2026/)
- [PSPP 203 - March 2026](https://learning.theprocurementschool.com/groups/pspp-203-march-2026/)
- [PSPP 202 - FEB 2026](https://learning.theprocurementschool.com/groups/pspp-202-feb-2026/)
- [CMP 201 - Feb 2026](https://learning.theprocurementschool.com/groups/cmp-201-feb-2026/)
- [PSPP 201 - JAN 2026](https://learning.theprocurementschool.com/groups/pspp-201-jan-2026/)
- [PSPP 101 - City of Whitehorse](https://learning.theprocurementschool.com/groups/pspp-101-city-of-whitehorse/)
- [PSPP 301 - NOV 2025](https://learning.theprocurementschool.com/groups/pspp-301-nov-2025/)
- [PSPP 203 - SNB DED](https://learning.theprocurementschool.com/groups/pspp-203-snb-ded/)
- [PSPP 203 - OCT 2025](https://learning.theprocurementschool.com/groups/pspp-203-oct-2025/)
- [PSPP 202 - SEPT 2025](https://learning.theprocurementschool.com/groups/pspp-202-sept-2025/)
- [PSPP 201 - JUL 2025](https://learning.theprocurementschool.com/groups/pspp-201-jul-2025/)
- [PSPP 203 - May 2025](https://learning.theprocurementschool.com/groups/pspp-203-may-2025/)
- [PSPP 301 - APR 2025](https://learning.theprocurementschool.com/groups/pspp-301-apr-2025/)
- [PSPP 202 - APR 2025](https://learning.theprocurementschool.com/groups/pspp-202-apr-2025/)
- [PSPP 201 - MAR 2025](https://learning.theprocurementschool.com/groups/pspp-201-mar-2025/)
- [CMP 101](https://learning.theprocurementschool.com/groups/cmp-101/)
- [PSPP 203 - MAR 2025](https://learning.theprocurementschool.com/groups/pspp-203-mar-2025/)
- [PSPP 202 - FEB 2025](https://learning.theprocurementschool.com/groups/pspp-202-feb-2025/)
- [PSPP 201 - JAN 2025](https://learning.theprocurementschool.com/groups/jan-201-2025/)
- [PSPP 301 - Nov 2024](https://learning.theprocurementschool.com/groups/pspp-301-nov-2024/)
- [PSPP 203 - OCT 2024](https://learning.theprocurementschool.com/groups/pspp-203-oct-2024/)
- [PSPP 203 - June 2024](https://learning.theprocurementschool.com/groups/pspp-203-june-2024/)
- [PSPP 101 - Nova Scotia v2](https://learning.theprocurementschool.com/groups/pspp-101-nova-scotia-v2/)
- [PSPP 101 - General 1 v2](https://learning.theprocurementschool.com/groups/pspp-101-general-1-v2/)
- [PSPP 202 - MAY 2024](https://learning.theprocurementschool.com/groups/pspp-202-may-2024/)
- [PSPP 201 - April 2024](https://learning.theprocurementschool.com/groups/pspp-201-april-2024/)
- [PSPP 301 - April 2024](https://learning.theprocurementschool.com/groups/pspp-301-april-2024/)
- [PSPP 203 - March 2024](https://learning.theprocurementschool.com/groups/pspp-203-march-2024/)
- [PSPP 202 - Feb 2024](https://learning.theprocurementschool.com/groups/pspp-202-feb-2024/)
- [PSPP 201 - JAN 2024](https://learning.theprocurementschool.com/groups/pspp-201-jan-2024/)
- [PSPP 301 - NOV 2023](https://learning.theprocurementschool.com/groups/pspp-301-nov-2023/)
- [PSPP 301 SNB - NOV 2023](https://learning.theprocurementschool.com/groups/pspp-301-snb-nov-2023/)
- [PSPP 201 - AUG 2023](https://learning.theprocurementschool.com/groups/pspp-201-aug-2023/)
- [PSPP 203 - OCT 2023](https://learning.theprocurementschool.com/groups/pspp-203-oct-2023/)
- [PSPP 201 - SNB OCT 2023](https://learning.theprocurementschool.com/groups/pspp-201-snb-oct-2023/)
- [PSPP 202 - SEPT 2023](https://learning.theprocurementschool.com/groups/pspp-202-sept-2023/)
- [PSPP 301 - June 2023](https://learning.theprocurementschool.com/groups/pspp-301-june-2023/)
- [PSPP 201 - MAY 2023](https://learning.theprocurementschool.com/groups/pspp-201-may-2023/)
- [PSPP 203 - MAY 2023](https://learning.theprocurementschool.com/groups/pspp-203-may-2023/)
- [PSPP 202 - APR 2023](https://learning.theprocurementschool.com/groups/pspp-202-apr-2023/)
- [PSPP 301 - APR 2023](https://learning.theprocurementschool.com/groups/pspp-301-apr-2023/)
- [PSPP 201 - MAR 2023](https://learning.theprocurementschool.com/groups/pspp-201-mar-2023/)
- [PSPP 203 - FEB 2023](https://learning.theprocurementschool.com/groups/pspp-203-feb-2023/)
- [PSPP 202 - Jan 2023](https://learning.theprocurementschool.com/groups/pspp-202-jan-2023/)
- [PSPP 203 - SNB Nov 2022](https://learning.theprocurementschool.com/groups/pspp-203-snb-nov-2022/)
- [PSPP 201 - October 2022](https://learning.theprocurementschool.com/groups/pspp-201-october-2022/)
- [PSPP 301 - October 2022](https://learning.theprocurementschool.com/groups/pspp-301-october-2022/)
- [PSPP 203 - Sept 2022](https://learning.theprocurementschool.com/groups/pspp-203-sept-2022/)
- [PSPP 201 - MAY 2022](https://learning.theprocurementschool.com/groups/pspp-201-may-2022/)
- [PSPP 202 - JULY 2022](https://learning.theprocurementschool.com/groups/pspp-202-july-2022/)
- [PSPP 203 - APRIL 2022](https://learning.theprocurementschool.com/groups/pspp-203-april-2022/)
- [PSPP 301 - March 2022](https://learning.theprocurementschool.com/groups/pspp-301-march-7-april-1-2022/)
- [PSPP 202 - February 2022](https://learning.theprocurementschool.com/groups/pspp-202-february-2022/)
- [Premium Community Membership](https://learning.theprocurementschool.com/groups/premium-community-membership/)
- [PSPP 201 - JAN 2022](https://learning.theprocurementschool.com/groups/pspp-201/)
- [PSPP 301 - OCT 2021](https://learning.theprocurementschool.com/groups/301-service-new-brunswick-nov-15-dec-10-2021/)
- [PSPP 301 - SNB NOV 2021](https://learning.theprocurementschool.com/groups/pspp-301-service-new-brunswick/)
- [PSPP 203 - SEP 2021](https://learning.theprocurementschool.com/groups/pspp-203-general-1/)
- [PSPP 301 - TEST BC Hydro - Jan 2022](https://learning.theprocurementschool.com/groups/pspp-301-bc-hydro-jan-2022/)
- [PSPP 202 - SNB SEP 2021](https://learning.theprocurementschool.com/groups/pspp-202/)
- [Free Community Membership](https://learning.theprocurementschool.com/groups/community-membership/)

## FAQs

- [What is the 301 Discussion Forum?](https://learning.theprocurementschool.com/blog/ufaq/what-is-the-301-discussion-forum/) - In this section, learners from PSPP 301 can exchange thoughts and questions regarding PSPP 301 course curriculum. It is accessible on the course page of PSPP 301.
- [Why won’t the quiz load?](https://learning.theprocurementschool.com/blog/ufaq/why-wont-the-quiz-load/) - The quiz may be slow to load due to a user's internet connection, network speed or bandwidth. To check your connection speed, visit https://www.speedtest.net/. A good internet speed is at or above 25 Mbps. If your connection is above 25Mbps and you are still experiencing issues, try to clear your cache, or try a different browser. To
- [Why is the course loading so slowly?](https://learning.theprocurementschool.com/blog/ufaq/why-is-the-course-loading-so-slowly/) - The course may be slow to load due to a user's internet connection, network speed or bandwidth. To check your connection speed, visit https://www.speedtest.net/. A good internet speed is at or above 25 Mbps. If your connection is above 25Mbps and you are still experiencing issues, try to clear your cache, or try a different browser. To
- [How do I register for a course?](https://learning.theprocurementschool.com/blog/ufaq/how-do-i-register-for-a-course/) - To register for a course, visit https://theprocurementschool.com/ and then click on REGISTER in the top right corner and navigate to the bottom of the page for your program of choice.
- [What is an LMS?](https://learning.theprocurementschool.com/blog/ufaq/what-is-an-lms/) - LMS stands for Learning Management System that users can leverage to access course content and related information online.
- [What are the advantages of becoming a paid community member over a free community member?](https://learning.theprocurementschool.com/blog/ufaq/what-are-the-advantages-of-becoming-a-paid-community-member-over-a-free-community-member/) - Join the paid community for an enhanced experience and network with procurement professionals from across the country, as well as PSPP alumni. You will receive all features in the free community PLUS: Chat: create paid member tags and customized avatarsThreaded Discussions: Hot Topics, links to procurement tools, weekly Q and A with procurement professionals, job
- [What is the Community Discussion Forum?](https://learning.theprocurementschool.com/blog/ufaq/how-do-i-access-the-discussion-forum/) - This forum is dedicated to share experiences on hot topics and is available to Paid Community members.
- [How do I access the online resources?](https://learning.theprocurementschool.com/blog/ufaq/how-do-i-access-the-online-resources/) - This is a feature of the Paid community and is located on the Paid member page.
- [Where do I find my course progress?](https://learning.theprocurementschool.com/blog/ufaq/where-do-i-find-my-course-progress/) - You can find your course progress under the My Courses link in the main menu or navigation bar at the top of the web page. This page is where you will find the courses you are enrolled in, the on-demand courses that come with your Community membership level, your course progress, your letters of completion,
- [Why is the site slow to load?](https://learning.theprocurementschool.com/blog/ufaq/why-is-the-site-slow-to-load/) - The site speed may be slow due to a user’s internet connection, network speed or bandwidth. To check your connection speed, visit https://www.speedtest.net/. A good internet speed is at or above 25 Mbps. If your connection is above 25Mbps and you are still experiencing issues, try to clear your cache, or try a different browser. To clear your
- [How do I reset my password?](https://learning.theprocurementschool.com/blog/ufaq/how-do-i-reset-my-password/) - To reset your password, go to the login link which you can find in the main menu or navigation bar at the top of the web page. Once you click the login link, you will be taken to the login form. At the bottom of the login form, you will see a link that says
- [I registered but I can't log in with my email address.](https://learning.theprocurementschool.com/blog/ufaq/i-registered-but-i-can-not-log-in-with-my-email-address/) - If you are having issues logging in with the email address that you had registered with, there are a few steps you can take: Make sure the email address and password are spelled correctly.Check your junk or spam folders of the email address you had registered with. Be sure you have received an email confirming
- [How do I cancel auto-renewal to the Paid Community?](https://learning.theprocurementschool.com/blog/ufaq/how-do-i-cancel-auto-renewal-to-the-paid-community/) - You will receive an email notification 7-Days prior to your auto-renew and you can cancel at that time.
- [Can I cancel my current membership to the Paid Community?](https://learning.theprocurementschool.com/blog/ufaq/can-i-cancel-my-current-membership-to-the-paid-community/) - Yes, you can cancel anytime. You will still have access to the Paid Community for the entire duration and money will not be refunded. However, if you are a procurement geek like us, we know that you will value all of the resources, procurement courses, interviews with professionals, and opportunities to learn from and network with colleagues from
- [What are the advantages of becoming a community member?](https://learning.theprocurementschool.com/blog/ufaq/what-are-the-advantages-of-becoming-a-community-member/) - Community Membership gives you access to additional resources depending upon your membership level (Free Community Membership, Paid Community Membership).It gives you access to the members directory where you will be able to find all the free and paid community members as well as view their profiles.It gives you access to the private messaging tool where
- [How do I become a community member?](https://learning.theprocurementschool.com/blog/ufaq/how-do-i-become-a-community-member/) - There are two kinds of community memberships: Free and Paid. Free Membership: Become a free community member by visiting the community page, select the “Free Member” option and complete the registration form. No payment is required for this membership level. Paid Membership: Become a paid community member by visiting the community page and select the “Paid Member”

## Assignments

- [Assignment 2_Manal Bouhnin.docx](https://learning.theprocurementschool.com/blog/assignment/assignment-2_manal-bouhnin-docx/)
- [Assignment 2 - Meals for Miles_Dona Thiem.docx](https://learning.theprocurementschool.com/blog/assignment/assignment-2-meals-for-miles_dona-thiem-docx/)
- [Michael Tsang - PSPP301 - Assignment 2 - 20260507.docx](https://learning.theprocurementschool.com/blog/assignment/michael-tsang-pspp301-assignment-2-20260507-docx/)
- [Assignment-2-Meals-for-Miles-Imane Bey zekkoub Cohort B.docx](https://learning.theprocurementschool.com/blog/assignment/assignment-2-meals-for-miles-imane-bey-zekkoub-cohort-b-docx/)
- [ASSIGNMENT #2_ Diana Calderon.docx](https://learning.theprocurementschool.com/blog/assignment/assignment-2_-diana-calderon-docx/)
- [Assignment #2 - Cohort B- Tolu Ogunrinde.docx](https://learning.theprocurementschool.com/blog/assignment/assignment-2-cohort-b-tolu-ogunrinde-docx/)
- [PSPP 301 Assignment 2 Laura Akao.docx](https://learning.theprocurementschool.com/blog/assignment/pspp-301-assignment-2-laura-akao-docx/)
- [Ogbeide Leonard Ihase - PSPP 301 assignment 2.doc](https://learning.theprocurementschool.com/blog/assignment/ogbeide-leonard-ihase-pspp-301-assignment-2-doc/)
- [Assignment 2_ Huici Guan.docx](https://learning.theprocurementschool.com/blog/assignment/assignment-2_-huici-guan-docx/)
- [PSPP 301 - Assignment 2 - Linza Wheeler.docx](https://learning.theprocurementschool.com/blog/assignment/pspp-301-assignment-2-linza-wheeler-docx/)
- [Ogbeide Leonard Ihase - PSPP 301 assignment 1.doc](https://learning.theprocurementschool.com/blog/assignment/ogbeide-leonard-ihase-pspp-301-assignment-1-doc/)
- [Assignment 1_Huici Guan.docx](https://learning.theprocurementschool.com/blog/assignment/assignment-1_huici-guan-docx/)
- [Assignment 1 Meals for Miles-Manal Bouhnin.docx](https://learning.theprocurementschool.com/blog/assignment/assignment-1-meals-for-miles-manal-bouhnin-docx/)
- [Assignment 1 - Meals for Miles_Dona Thiem.docx](https://learning.theprocurementschool.com/blog/assignment/assignment-1-meals-for-miles_dona-thiem-docx/)
- [Meal for Miles - PSPP 301.docx](https://learning.theprocurementschool.com/blog/assignment/meal-for-miles-pspp-301-docx/)
- [PSPP 301 - Assignment 1 - Linza Wheeler.docx](https://learning.theprocurementschool.com/blog/assignment/pspp-301-assignment-1-linza-wheeler-docx/)
- [Assignment-1-Meals-for-Miles-Imane Bey zekkoub Cohort B.docx](https://learning.theprocurementschool.com/blog/assignment/assignment-1-meals-for-miles-imane-bey-zekkoub-cohort-b-docx/)
- [ASSIGNMENT #1_ Diana Calderon.docx](https://learning.theprocurementschool.com/blog/assignment/assignment-1_-diana-calderon-docx/)
- [Michael Tsang - PSPP301 - Assignment 1 - 20260424.docx](https://learning.theprocurementschool.com/blog/assignment/michael-tsang-pspp301-assignment-1-20260424-docx/)
- [PSPP 301 - Assignment 1 - Meals For Miles Final.docx](https://learning.theprocurementschool.com/blog/assignment/pspp-301-assignment-1-meals-for-miles-final-docx/)
- [Meals for Miles Assgt V2.docx](https://learning.theprocurementschool.com/blog/assignment/meals-for-miles-assgt-v2-docx/)
- [PSPP 301 Assignment 1 Laura Akao.docx](https://learning.theprocurementschool.com/blog/assignment/pspp-301-assignment-1-laura-akao-docx/)
- [Monica Lee_Assignment 2.docx](https://learning.theprocurementschool.com/blog/assignment/monica-lee_assignment-2-docx/)
- [Connor MacInnis - Assigment 2 - Meals for Miles.docx](https://learning.theprocurementschool.com/blog/assignment/connor-macinnis-assigment-2-meals-for-miles-docx/)
- [Assignment-2-Meals-for-Miles-Matthew Tian.docx](https://learning.theprocurementschool.com/blog/assignment/assignment-2-meals-for-miles-matthew-tian-docx/)
- [Assignment 2 Kim Archibald.docx](https://learning.theprocurementschool.com/blog/assignment/assignment-2-kim-archibald-docx/)
- [Assignment PSPP_301_Assignment_2_Leonardo_Novais](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp_301_assignment_2_leonardo_novais/)
- [Assignment PSPP_301_Assignment_2_Upload](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp_301_assignment_2_upload/)
- [Assignment PSPP_301_Assignment_2_Teri_Vetter](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp_301_assignment_2_teri_vetter/)
- [Assignment Assignment_2_Meals_for_Miles_Gina_Gagliano](https://learning.theprocurementschool.com/blog/assignment/assignment-assignment_2_meals_for_miles_gina_gagliano/)
- [Assignment Marissa_Morin_Assignment_2_Meals_for_Miles](https://learning.theprocurementschool.com/blog/assignment/assignment-marissa_morin_assignment_2_meals_for_miles/)
- [Assignment PSPP301_Assignment_2](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp301_assignment_2/)
- [Assignment Assignment_2_pspp_301](https://learning.theprocurementschool.com/blog/assignment/assignment-assignment_2_pspp_301/)
- [Assignment Assignment_2_Lina_Yang_revision](https://learning.theprocurementschool.com/blog/assignment/assignment-assignment_2_lina_yang_revision/)
- [Assignment Final_Assignment](https://learning.theprocurementschool.com/blog/assignment/assignment-final_assignment/)
- [Assignment PSPP301_Assignment_2_Meals_for_Miles_Dawn_Hinks_](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp301_assignment_2_meals_for_miles_dawn_hinks_/)
- [Assignment PSPP301_Assignment_1](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp301_assignment_1/)
- [Assignment Assignment_1](https://learning.theprocurementschool.com/blog/assignment/assignment-assignment_1-3/)
- [Assignment Assignment_1_Leonardo_Novais](https://learning.theprocurementschool.com/blog/assignment/assignment-assignment_1_leonardo_novais/)
- [Assignment Assignment_1_Kimberley_Archibald](https://learning.theprocurementschool.com/blog/assignment/assignment-assignment_1_kimberley_archibald/)
- [Assignment Connor_MacInnis_Assigment_1](https://learning.theprocurementschool.com/blog/assignment/assignment-connor_macinnis_assigment_1/)
- [Assignment ASSIGNMENT_1](https://learning.theprocurementschool.com/blog/assignment/assignment-assignment_1-2/)
- [Assignment Assignment_1_Procurement_Strategy_Meals_for_Miles_G._Gagliano](https://learning.theprocurementschool.com/blog/assignment/assignment-assignment_1_procurement_strategy_meals_for_miles_g-_gagliano/)
- [Assignment PSPP_301_Assignment_1_Teri_Vetter](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp_301_assignment_1_teri_vetter/)
- [Assignment Assignment_1_Lina_Yang](https://learning.theprocurementschool.com/blog/assignment/assignment-assignment_1_lina_yang/)
- [Assignment Monica_Lee_Assignment_1](https://learning.theprocurementschool.com/blog/assignment/assignment-monica_lee_assignment_1/)
- [Assignment PSPP_301_Assignment_1_Revised](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp_301_assignment_1_revised/)
- [Assignment PSPP301assignment1_Matthew_Tian](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp301assignment1_matthew_tian/)
- [Assignment Marissa_Morin_Assignment_1_Meals_for_Miles](https://learning.theprocurementschool.com/blog/assignment/assignment-marissa_morin_assignment_1_meals_for_miles/)
- [Assignment Assignment_1_Meals_for_Miles](https://learning.theprocurementschool.com/blog/assignment/assignment-assignment_1_meals_for_miles/)
- [Assignment PP301_Assignment_2_Meals_for_Miles_Jill_Pineo](https://learning.theprocurementschool.com/blog/assignment/assignment-pp301_assignment_2_meals_for_miles_jill_pineo/)
- [Assignment Troy_Dudley_A2_PSPP_301_Final_Version](https://learning.theprocurementschool.com/blog/assignment/assignment-troy_dudley_a2_pspp_301_final_version/)
- [Assignment PSPP_301_Assignment_2_Trista_Baksa](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp_301_assignment_2_trista_baksa/)
- [Assignment Assignment_2_Meals_for_Miles_C.Bell](https://learning.theprocurementschool.com/blog/assignment/assignment-assignment_2_meals_for_miles_c-bell/)
- [Assignment Assignment_2_PSPP_301_Josee_Gelinas_V03](https://learning.theprocurementschool.com/blog/assignment/assignment-assignment_2_pspp_301_josee_gelinas_v03/)
- [Assignment Lynda_Caron_Assignment_2_Meals_for_Miles](https://learning.theprocurementschool.com/blog/assignment/assignment-lynda_caron_assignment_2_meals_for_miles/)
- [Assignment PSPP_301_Assignment_2_Zeel](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp_301_assignment_2_zeel/)
- [Assignment PSPP_301_Assignment_No_2_Prasoon_Final_Upload](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp_301_assignment_no_2_prasoon_final_upload/)
- [Assignment Guy_DeSilva_PSPP301_Assignment_2](https://learning.theprocurementschool.com/blog/assignment/assignment-guy_desilva_pspp301_assignment_2/)
- [Assignment Assignment_2](https://learning.theprocurementschool.com/blog/assignment/assignment-assignment_2-2/)
- [Assignment PSPP_301_Assignment_2_Kate_Burns](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp_301_assignment_2_kate_burns/)
- [Assignment Saroja_Manpadi_PSPP_301_Assignment_2](https://learning.theprocurementschool.com/blog/assignment/assignment-saroja_manpadi_pspp_301_assignment_2/)
- [Assignment Assignment_1](https://learning.theprocurementschool.com/blog/assignment/assignment-assignment_1/)
- [Assignment PSPP_301_Assignment_1_Meals_For_Miles_Jill_Pineo](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp_301_assignment_1_meals_for_miles_jill_pineo/)
- [Assignment PSPP_301_Assignment_1._CBELL](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp_301_assignment_1-_cbell/)
- [Assignment Troy_Dudley_A1_PSPP_301_Final_Version](https://learning.theprocurementschool.com/blog/assignment/assignment-troy_dudley_a1_pspp_301_final_version/)
- [Assignment PSPP_301_Assignment_1_Trista_Baksa](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp_301_assignment_1_trista_baksa/)
- [Assignment PSPP_301_Assignment_1](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp_301_assignment_1-3/)
- [Assignment Lynda_Caron_Assignment_1_Meals_for_Miles](https://learning.theprocurementschool.com/blog/assignment/assignment-lynda_caron_assignment_1_meals_for_miles/)
- [Assignment Saroja_Manpadi_Assignment_1_PSPP_301](https://learning.theprocurementschool.com/blog/assignment/assignment-saroja_manpadi_assignment_1_pspp_301/)
- [Assignment PSPP_301_Assignment_No_1_Prasoon_Final_Upload](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp_301_assignment_no_1_prasoon_final_upload/)
- [Assignment PSPP_301_Assignment_1_Kate_Burns](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp_301_assignment_1_kate_burns/)
- [Assignment PSPP_301_Assignment_1](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp_301_assignment_1-2/)
- [Assignment PSPP_301_B_Assignment_2_LLangston](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp_301_b_assignment_2_llangston/)
- [Assignment Assignment2_MealsforMiles_CohortB_MikeMacLean](https://learning.theprocurementschool.com/blog/assignment/assignment-assignment2_mealsformiles_cohortb_mikemaclean/)
- [Assignment P_301_Cohort_B_Assignment_No.2_Melas_for_Miles_Nicole_Clemens](https://learning.theprocurementschool.com/blog/assignment/assignment-p_301_cohort_b_assignment_no-2_melas_for_miles_nicole_clemens/)
- [Assignment Assigment_2_Meals_for_Miles_Lorne_Nelson](https://learning.theprocurementschool.com/blog/assignment/assignment-assigment_2_meals_for_miles_lorne_nelson/)
- [Assignment Shawn_Smith_PSPP_301_Assignment_2](https://learning.theprocurementschool.com/blog/assignment/assignment-shawn_smith_pspp_301_assignment_2/)
- [Assignment Assignment_2_Artem_Golotsukov](https://learning.theprocurementschool.com/blog/assignment/assignment-assignment_2_artem_golotsukov/)
- [Assignment Assignment_2_Meals_for_Miles_Hope_Rudolph](https://learning.theprocurementschool.com/blog/assignment/assignment-assignment_2_meals_for_miles_hope_rudolph/)
- [Assignment BIMBO_ASSIGNMENT_2](https://learning.theprocurementschool.com/blog/assignment/assignment-bimbo_assignment_2/)
- [Assignment PSPP_301_Assignment_2_Nallely_Guzman](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp_301_assignment_2_nallely_guzman/)
- [Assignment Renaux_E_Assignment_2_PSPP_301](https://learning.theprocurementschool.com/blog/assignment/assignment-renaux_e_assignment_2_pspp_301/)
- [Assignment PSPP_301_Assignment_2_Varun_Agrawal](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp_301_assignment_2_varun_agrawal/)
- [Assignment Cibele_Martins_PSPP_301_Cohort_B_Assignment_2](https://learning.theprocurementschool.com/blog/assignment/assignment-cibele_martins_pspp_301_cohort_b_assignment_2/)
- [Assignment Adrieana_Radu_Assignment_2_PSPP301](https://learning.theprocurementschool.com/blog/assignment/assignment-adrieana_radu_assignment_2_pspp301/)
- [Assignment Silvia_Yip_Cohort_B_Assignment_2_Meals_for_Miles](https://learning.theprocurementschool.com/blog/assignment/assignment-silvia_yip_cohort_b_assignment_2_meals_for_miles/)
- [Assignment xM4_Assignment_2_Cohort_A_Meals_for_Miles](https://learning.theprocurementschool.com/blog/assignment/assignment-xm4_assignment_2_cohort_a_meals_for_miles/)
- [Assignment PSPP_301_Assignment_2_Crumancik_Final](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp_301_assignment_2_crumancik_final/)
- [Assignment Jessica_Plowman_Assignment_2_Meals_for_Miles](https://learning.theprocurementschool.com/blog/assignment/assignment-jessica_plowman_assignment_2_meals_for_miles/)
- [Assignment Assignment_2](https://learning.theprocurementschool.com/blog/assignment/assignment-assignment_2/)
- [Assignment PSPP_301_Assignment_2_Melissa_Forrest](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp_301_assignment_2_melissa_forrest/)
- [Assignment Assignment_2_Meals_for_Miles_Cohort_B_Robert_Evans](https://learning.theprocurementschool.com/blog/assignment/assignment-assignment_2_meals_for_miles_cohort_b_robert_evans/)
- [Assignment PSPP_301_Assignment_2_Meals_for_miles_Chee](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp_301_assignment_2_meals_for_miles_chee/)
- [Assignment PSPP_301_Assignment_2_Tarun_Wadhwa](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp_301_assignment_2_tarun_wadhwa/)
- [Assignment Assignment_2_Meals_for_Miles_Steve_Power](https://learning.theprocurementschool.com/blog/assignment/assignment-assignment_2_meals_for_miles_steve_power/)
- [Assignment Assignment_2_Suzy_Sawires](https://learning.theprocurementschool.com/blog/assignment/assignment-assignment_2_suzy_sawires/)
- [Assignment PSPP301_Assignment_2_Michael_Lam](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp301_assignment_2_michael_lam/)
- [Assignment Cohort_B_Assignment_1](https://learning.theprocurementschool.com/blog/assignment/assignment-cohort_b_assignment_1/)
- [Assignment Cibele_Martins_PSPP_301_Cohort_B_Assignment_1](https://learning.theprocurementschool.com/blog/assignment/assignment-cibele_martins_pspp_301_cohort_b_assignment_1/)
- [Assignment Assignment_1_Meals_for_Miles_5](https://learning.theprocurementschool.com/blog/assignment/assignment-assignment_1_meals_for_miles_5/)
- [Assignment PSPP_301_Assignment_1_Shawn_Smith_Cohort_B](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp_301_assignment_1_shawn_smith_cohort_b/)
- [Assignment Assignment_1_Artem_Golotsukov](https://learning.theprocurementschool.com/blog/assignment/assignment-assignment_1_artem_golotsukov/)
- [Assignment PSPP_301_Assignment_1_Sharif_Shaikh](https://learning.theprocurementschool.com/blog/assignment/assignment-pspp_301_assignment_1_sharif_shaikh/)
- [Assignment BIMBO_ASSIGNMENT_1](https://learning.theprocurementschool.com/blog/assignment/assignment-bimbo_assignment_1/)
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- [Assignment ALIPO_NGOMA_ASSIGNMENT_2](https://learning.theprocurementschool.com/blog/assignment/assignment-alipo_ngoma_assignment_2/)
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- [Assignment Monty_Thibeault_Assignment_2_Cohort_A](https://learning.theprocurementschool.com/blog/assignment/assignment-monty_thibeault_assignment_2_cohort_a/)
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## Notifications

- [Welcome to PSPP 203: Managing & Evaluation (July 6 - July 31, 2026)](https://learning.theprocurementschool.com/blog/ld-notification/pspp-203-welcome-login-credentials-sept-13-oct-8-2021/) - Hi there, Welcome to PSPP 203: Managing & Evaluation, running July 6 - 31, 2026. Please reply to this email with RECEIVED to confirm you’ve received your course details. We’re excited to have you join us! — The Procurement School Team 🔐 Login Information Course Portal: https://learning.theprocurementschool.comAccess it via The Procurement School website → click
- [PSPP 202: Solicitation & Award Information - June 8 - July 3](https://learning.theprocurementschool.com/blog/ld-notification/pspp-202-welcome-login-credentials-service-new-brunswick-sep-13-oct-8/) - Welcome! Thank you for registering for PSPP 202: Solicitation & Award, running from June 8 - July 3, 2026. 👉 Please reply to this email with “RECEIVED” to confirm you have received your login credentials. You can access the course portal via the link below or by visiting The Procurement School website and clicking Course
- [PSPP 201: Planning | Welcome & Login Credentials (May 11 - June 5, 2026)](https://learning.theprocurementschool.com/blog/ld-notification/pspp-201-welcome-login-credentials-jan-10-feb-4-2022/) - Welcome! Thank you for registering for PSPP 201: Planning, running from May 11 - June 5, 2026. 👉 Please reply to this email with “RECEIVED” to confirm you have received your login credentials. You can access the course portal via the link below or by visiting The Procurement School website and clicking Course Login in
- [Welcome to PSPP 301: Procurement Expert (April 13 - May 8, 2026)](https://learning.theprocurementschool.com/blog/ld-notification/301-welcome-and-login-credentials-oct-18-nov-13-2021/) - Welcome to PSPP 301: Procurement Practice – Putting it all Together! This course runs from April 13 - May 8, 2026 . Below, you'll find everything you need to get started and succeed. Before You Begin Many learners find PSPP 301 quite different from the 200-level courses — both in structure and expectations. You’ve worked
- [CMP 201 Last Slide](https://learning.theprocurementschool.com/blog/ld-notification/cmp-201-last-slide/)
- [Getting Started: PSPP 101 - Public Sector Procurement Essentials](https://learning.theprocurementschool.com/blog/ld-notification/pspp-101-welcome-login-credentials/) - Welcome! Thank you for registering for PSPP 101: Public Sector Procurement Essentials. Below is everything you need to get started. 🔐 Step 1: Log In Course Portal: https://learning.theprocurementschool.com/ Username: Your email address Password: TPS1234 📚 Step 2: Complete the Course (In Order) Please complete each item in the following order: Pre-Course Knowledge Assessment (about 15
- [Getting Started: PSPP 101 - Public Sector Procurement Essentials (Nova Scotia)](https://learning.theprocurementschool.com/blog/ld-notification/pspp-101-welcome-login-credentials-nova-scotia-2/) - Welcome! Thank you for registering for PSPP 101: Public Sector Procurement Essentials. Below is everything you need to get started. 🔐 Step 1: Log In Course Portal: https://learning.theprocurementschool.com/ Username: Your email address Password: TPS1234 📚 Step 2: Complete the Course (In Order) Please complete each item in the following order: Pre-Course Knowledge Assessment (about 15
- [Getting Started: CMP 101 - Contract Management Essentials](https://learning.theprocurementschool.com/blog/ld-notification/cmp-101-welcome-login-credentials/) - Welcome! Thank you for registering for CMP 101: Contract Management Essentials. Below is everything you need to get started. 🔐 Step 1: Log In Course Portal: https://learning.theprocurementschool.com/ Username: Your email address Password: TPS1234 📚 Step 2: Complete the Course (In Order) Please complete each item in the following order: Pre-Course Knowledge Assessment (about 15 minutes)
- [CMP 201 Welcome & Login Credentials](https://learning.theprocurementschool.com/blog/ld-notification/cmp-201-welcome-login-credentials/) - Welcome! Thank you for registering for CMPSP 201: Planning, running from February 2 - 27, 2026. 👉 Please reply to this email with “RECEIVED” to confirm you have received your login credentials. You can access the course portal via the link below or by visiting The Procurement School website and clicking Course Login in the
- [CMP 201 Post-Course Knowledge Assessment](https://learning.theprocurementschool.com/blog/ld-notification/cmp-201-post-course-knowledge-assessment/) - ( ) has completed on . Digital Badge Within 72 hours of receiving your passing grade, you will receive a link to access and download your Digital badge from Credly.com, transforming your knowledge, skills, and achievements into verifiable evidence of success. Your digital badge can also be converted into a Certificate of Completion from
- [PSPP 301 Welcome & Login Credentials - Service New Brunswick (Nov 18 - Dec 13, 2024)](https://learning.theprocurementschool.com/blog/ld-notification/pspp-301-welcome-login-credentials-service-new-brunswick-nov-15-dec-10-2021/) - Welcome to PSPP 301: Procurement Practice – Putting it all Together. Here is the information you need to get started in PSPP 301, running from Nov 18 - Dec 13, 2024. Please reply to this email as 'RECEIVED'. Please note, the 301 delivery model is DIFFERENT than the 200-level courses. Other than the mandatory
- [PSPP 202 Post-Course Knowledge Assessment](https://learning.theprocurementschool.com/blog/ld-notification/pspp-202-post-course-knowledge-assessment/) - ( ) has completed on . Digital Badge Within 72 hours of receiving your passing grade, you will receive a link to access and download your Digital badge from Credly.com, transforming your knowledge, skills, and achievements into verifiable evidence of success. Your digital badge can also be converted into a Certificate of Completion from
- [PSPP 203 Post-Course Knowledge Assessment](https://learning.theprocurementschool.com/blog/ld-notification/pspp-203-post-course-knowledge-assessment/) - ( ) has completed on . Digital Badge Within 72 hours of receiving your passing grade, you will receive a link to access and download your Digital badge from Credly.com, transforming your knowledge, skills, and achievements into verifiable evidence of success. Your digital badge can also be converted into a Certificate of Completion from
- [PSPP 201 Post-Course Knowledge Assessment](https://learning.theprocurementschool.com/blog/ld-notification/pspp-201-post-course-knowledge-assessment/) - ( ) has completed on . Digital Badge Within 72 hours of receiving your passing grade, you will receive a link to access and download your Digital badge from Credly.com, transforming your knowledge, skills, and achievements into verifiable evidence of success. Your digital badge can also be converted into a Certificate of Completion from
- [PSPP 101 Course Feedback On Last Slide (Nova Scotia)](https://learning.theprocurementschool.com/blog/ld-notification/pspp-101-course-feedback-on-last-slide-nova-scotia-2024/) - Hello , Now that you have finished your course modules, you can move on to complete your Post Course Knowledge Assessment. You must receive a grade of 75% or better to pass. Digital Badge Within 72 hours of receiving your passing grade, you will receive a link to access and download your Digital badge from
- [PSPP 101 Course Feedback On Last Slide](https://learning.theprocurementschool.com/blog/ld-notification/pspp-101-course-feedback-on-last-slide-2024/) - Hello , Now that you have finished your course modules, you can move on to complete your Post Course Knowledge Assessment. You must receive a grade of 75% or better to pass. Digital Badge Within 72 hours of receiving your passing grade, you will receive a link to access and download your Digital badge from
- [AIPSP Welcome & Login Credentials](https://learning.theprocurementschool.com/blog/ld-notification/aipsp-welcome-login-credentials/) - Welcome! Thank you for registering for AIPSP 101: Artificial Intelligence for Public Sector. Here are your login credentials: Course Portal Username Password https://learning.theprocurementschool.com/ your email TPS1234 Please complete the course components in order: Modules 1 - 3 (Approx. 10 hours) You have six months of access to this course from today’s date. Work at your own
- [PSPP 101 Welcome & Login Credentials - Blended Learning](https://learning.theprocurementschool.com/blog/ld-notification/pspp-101-welcome-login-credentials-blended-learning/) - Welcome! Thank you for registering for PSPP 101: Public Sector Procurement Essentials - Blended Learning. We're excited to have you join us as you begin your learning journey in public sector procurement. Please review the following instructions below carefully to get started. COURSE ACCESS: Course Portal Username Password https://learning.theprocurementschool.com/ your email TPS1234 COURSE TIMELINE:
- [Learner Completes 101 - Blended Learning](https://learning.theprocurementschool.com/blog/ld-notification/learner-completes-101-blended-learning/) - ( ) has completed and passed on .
- [CMP 101 Course Expiring in 5 Days](https://learning.theprocurementschool.com/blog/ld-notification/cmp-101-course-expiring-in-5-days-2/) - Hello , A final reminder, if you haven't done so already, please be sure to log back into The Procurement School Course Portal to complete your CMP 101 before your access expires in 5 days from now. If you have any questions or have misplaced your login information, please email hello@theprocurementschool.com for assistance. Thank you!
- [CMP 101 Course Expires in 30 Days](https://learning.theprocurementschool.com/blog/ld-notification/cmp-101-course-expires-in-30-days-2/) - Hello , Just a friendly reminder, if you haven't done so already, please be sure to log into The Procurement School Course Portal to complete all components for CMP 101 before your access expires 30 days from now. If you have any questions or have misplaced your login information, please email hello@theprocurementschool.com for assistance. Thank
- [Learner Completes CMP 101](https://learning.theprocurementschool.com/blog/ld-notification/learner-completes-cmp-101/) - ( ) has completed and passed on .
- [PSPP 101 Course Expiring in 5 Days (Nova Scotia)](https://learning.theprocurementschool.com/blog/ld-notification/pspp-101-course-expiring-in-5-days-nova-scotia-2024/) - Hello , A final reminder, if you haven't done so already, please be sure to log back into The Procurement School Course Portal to complete your PSPP 101 before your access expires in 5 days from now. If you have any questions or have misplaced your login information, please email hello@procurementschool.com for assistance. Thank you!
- [PSPP 101 Course Expiring in 5 Days](https://learning.theprocurementschool.com/blog/ld-notification/pspp-101-course-expiring-in-5-days-2024/) - Hello , A final reminder, if you haven't done so already, please be sure to log back into The Procurement School Course Portal to complete your PSPP 101 before your access expires in 5 days from now. If you have any questions or have misplaced your login information, please email hello@procurementschool.com for assistance. Thank you!
- [PSPP 101 Course Expires in 30 Days](https://learning.theprocurementschool.com/blog/ld-notification/pspp-101-course-expires-in-30-days-2024/) - Hello , Just a friendly reminder, if you haven't done so already, please be sure to log into The Procurement School Course Portal to complete all components for PSPP 101 before your access expires 30 days from now. If you have any questions or have misplaced your login information, please email hello@procurementschool.com for assistance. Thank
- [AIPSP Course Expiring in 5 Days](https://learning.theprocurementschool.com/blog/ld-notification/aipsp-course-expiring-in-5-days/) - Hello , A final reminder, if you haven't done so already, please be sure to log back into The Procurement School Course Portal to complete your CMP 101 before your access expires in 5 days from now. If you have any questions or have misplaced your login information, please email hello@theprocurementschool.com for assistance. Thank you!
- [AIPSP Course Expires in 30 Days](https://learning.theprocurementschool.com/blog/ld-notification/aipsp-course-expires-in-30-days/) - Hello , Just a friendly reminder, if you haven't done so already, please be sure to log into The Procurement School Course Portal to complete all components for CMP 101 before your access expires 30 days from now. If you have any questions or have misplaced your login information, please email hello@theprocurementschool.com for assistance. Thank
- [PSPP 101 Course Expires in 30 Days (Nova Scotia)](https://learning.theprocurementschool.com/blog/ld-notification/pspp-101-course-expires-in-30-days-nova-scotia-2024/) - Hello , Just a friendly reminder, if you haven't done so already, please be sure to log into The Procurement School Course Portal to complete all components for PSPP 101 before your access expires 30 days from now. If you have any questions or have misplaced your login information, please email hello@theprocurementschool.com for assistance. Thank
- [Learner Completes 101](https://learning.theprocurementschool.com/blog/ld-notification/learner-completes-101-2024/) - ( ) has completed and passed on .
- [Learner Completes 101 (Nova Scotia)](https://learning.theprocurementschool.com/blog/ld-notification/learner-completes-101-nova-scotia-2024/) - ( ) has completed and passed on .

## Topic Tags

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## FAQ Categories

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