Prepare strategically, negotiate confidently and secure outcomes that can be implemented
Supplier negotiations now extend far beyond unit price. Capacity, indexation, service levels, payment terms, specifications, risk allocation, intellectual property, sustainability and continuity of supply can all determine the true value of an agreement.
This highly practical two-day workshop equips participants to negotiate with greater structure, confidence and control. Participants will define objectives, analyse leverage, develop alternatives, establish bargaining boundaries and build tradeable packages that protect organisational priorities.
Progressively challenging exercises, individual role briefs, observer feedback and facilitated debriefs enable participants to practise responding to tactics, managing concessions, resolving deadlock and converting negotiated outcomes into clear, workable agreements.
Reserve a place on the next run
Full outline, dates and fees
What you will take away
- A reusable negotiation-planning canvas
- Structured performance feedback
- A personal negotiation-improvement plan
Working documents built during the two days, ready to apply in your organisation.
Two days, built for practice
- Establish the Negotiation Mandate
Clarify business outcomes, stakeholder interests, governance requirements and ethical boundaries.
- Set Objectives, BATNA and Boundaries
Define targets, priorities, reservation points, alternatives and the zone of possible agreement.
- Analyse Suppliers, Markets and Leverage
Assess market structure, motivations, costs, dependencies, switching constraints and sources of negotiating power.
- Design the Negotiation Architecture
Structure issues, score priorities, create packages, assign team roles and plan openings, questions and sequencing.
- Use Discovery and Influence Techniques
Apply questioning, listening, framing, persuasion, summarising and signalling to uncover interests and shape the discussion.
- Manage Tactics and Concessions
Recognise supplier tactics, respond appropriately, make conditional concessions and prevent uncontrolled movement.
- Handle Difficult Negotiations
Manage price increases, sole-source suppliers, renewals, power imbalances, difficult behaviour, internal disagreement and deadlock.
- Simulate, Close and Review
Conduct an end-to-end team negotiation, document the agreement, confirm responsibilities and receive structured feedback.
For those who negotiate with suppliers
Procurement, purchasing, category, strategic sourcing, contract and commodity managers, plus experienced procurement executives who negotiate with suppliers. Also relevant to supply chain, operations, engineering and project professionals involved in discussions on price, capacity, specifications, service levels, risk or contractual terms.
Deliver this programme in-house
Run it for your team at your premises — in Singapore or overseas — tailored to your organisation's categories and operations, or go further with a fully customised engagement.
You may also consider: Strategic Sourcing & Negotiation · Managing Tender Evaluation & Contracting