Unit of competency Outline
Date retreived
23/07/2026 11:59 AM AWST
23/07/2026 11:59 AM AWST
Whilst all efforts are made to provide accurate and timely information from the relevant source/documentation, please be aware that the information supplied may not be the most current version. The accuracy of the detail has not been confirmed by the Department and therefore should not be relied upon without first confirming the contents.
Plan for procurement outcomes
Plan for procurement outcomes
Unit of competency
National Code
PSPPROC507A
PSPPROC507A
State Code
D3739
D3739
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
26/06/2013
Field of Education
080301 - Business Management
Original Release Date
26/06/2013
Nominal Hours
30
Description
This unit covers advanced planning for complex procurement within established guidelines, policies and procedures. It includes applying and managing procurement governance arrangements, developing procurement and market strategies, and undertaking analysis to support achievement of procurement outcomes through definition of requirements aligned to business needs, consultation with stakeholders, establishment of tender evaluation panels, and documentation of detailed procurement planning. In practice, planning for procurement outcomes may overlap with other public sector and local government generalist and specialist work activities, such as acting ethically, complying with legislation, providing client service, providing leadership, developing policy, and undertaking negotiations.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.
Notes
Elements and Performance Criteria
1. Establish, apply and manage procurement governance arrangements
- 1.1. Contribution is made to forward procurement planning in accordance with jurisdictional requirements and in alignment with organisational goals and objectives.
- 1.2. Organisational financial and budgetary framework is effectively applied to procurement.
- 1.3. Organisational objectives, policies and goals are researched and applied.
- 1.4. Relevant interacting legislative, policy and probity requirements are identified and applied to the proposed procurement activity.
- 1.5. Procurement needs are developed and/or assessed, aligned to organisational objectives, business plan and appropriate justification of estimated procurement expenditure.
- 1.6. Alternatives to procurement action are proposed where appropriate.
- 1.7. Probity principles are applied and managed when planning procurement activities.
2. Identify, consult with and manage procurement stakeholders
- 2.1. Internal and external stakeholders for procurement activities are identified.
- 2.2. Strategies are developed to effectively gather information from and distribute information to procurement stakeholders throughout the procurement process.
- 2.3. Stakeholders are informed and educated on the concept of value for money.
- 2.4. Strategies are developed for the ongoing consideration and management of key stakeholders.
3. Conduct market research and develop appropriate strategies to approach the market
- 3.1. Market research and analysis are conducted.
- 3.2. Strengths and weaknesses of the market are identified.
- 3.3. Appropriate procurement options and procurement methods are determined for approaching the market, taking into account relevant jurisdictional and organisational policy requirements.
4. Identify, source and manage resources to conduct procurement processes
- 4.1. Financial and budgetary resources required to effectively conduct procurement processes are identified, sourced and managed.
- 4.2. Technical and procurement expertise required to effectively conduct procurement processes is identified, sourced and managed, including the establishment of tender evaluation panel or working group.
- 4.3. Appropriate structures and processes to the conduct of the procurement are determined and applied, including operation of the tender evaluation panel or working group.
- 4.4. Appropriate lead times for conducting procurement processes are planned and communicated to stakeholders.
5. Define procurement specifications and requirements
- 5.1. Procurement requirements are aligned with organisational objectives and business plans and are realistic in terms of the capacity of the market to supply.
- 5.2. Statements of requirements and specifications that meet business needs of the organisation are developed and/or critically assessed.
- 5.3. Previous procurements are reviewed and stakeholders consulted to inform and define the specifications.
- 5.4. Viability of specifications are explored to ensure risks and whole-of-life costs and benefits are identified and to support value for money.
6. Undertake detailed procurement planning
- 6.1. Stakeholders are assisted to make meaningful contributions to procurement plans.
- 6.2. Procurement risk assessments are conducted and appropriate risk management strategies determined.
- 6.3. Jurisdictional and organisational legislative, policy and probity requirements are addressed.
- 6.4. Procurement process is designed that achieves a value for money outcome, including consideration of whole-of-life costs and benefits.
- 6.5. Detailed procurement plans and sub-plans are documented for the various activities that will be conducted throughout the procurement process, including evaluation and reporting requirements.
- 6.6. Timely execution of financial delegations and other approvals are planned in accordance with legislation and jurisdictional and organisational policy and procedures.
- 6.7. Procurement activity is undertaken in line with jurisdictional, organisational and best practice requirements for accountability and transparency, including record keeping and reporting regimes.
The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.
Forward procurement planning may include:
annual procurement planning
business plans
strategic plans
budget plans
Financial and budgetary framework may include:
financial management legislation
chief executive instructions
financial delegations
budget cycles and reporting processes
financial management systems
Organisational objectives may include and be contained in:
political directives
commonwealth, and state or territory government needs
responses to government strategic papers, such as White Papers, for example on long-term capability of the public sector to deliver government policy objectives
organisational strategic and business plans
Legislative, policy and probity requirements may include:
commonwealth or state and territory legislation
equal employment opportunity and anti-discrimination law
free trade and other international agreements
commonwealth, state or territory, and local government procurement policy guidelines
probity principles and issues that relate to procurement processes, systems, structures and delegations
code of conduct and standards of individual behaviour relating to procurement process and function
environmental and sustainable procurement
OHS legislation and policies
corporate social responsibility policies
organisational policies and practices
Alternatives may include:
providing services in-house
leasing
consolidation services rather than direct purchases (e.g. hotel and rental cars)
funding arrangements
public private partnerships
Probity principles:
may include:
accountability
transparency
confidentiality
management of conflict of interests
impartiality
are maintained to:
ensure conformity to processes
facilitate accountability
ensure proponents are treated in a fair and equitable manner
encourage commercial completion
preserve public and private sector confidence in government processes
Stakeholders may include:
end users, customers or clients, and sponsors
potential providers or suppliers
current providers or suppliers
technical or functional experts or advisers
commonwealth, state or territory, and local government
international governments
the buying organisation
other public sector organisations
employees, unions and staff associations
industry bodies
local communities
lobby groups and special user groups
Value for money may include:
benefits versus cost
fitness for purpose
whole-of-life costs, such as maintenance, warranty and operating costs
market considerations
government policy objectives, e.g. industry development and employment creation
strategic partnerships
quality
risks
supplier capacity
climate change, environmental considerations and energy conservation
disposal value
Aspects of market research and analysis may include:
capacity of the market to supply
maturity/life cycle placement of the goods and services
new technologies
structure of the market and key players
Procurement options may include:
whole of government arrangements
existing agency and departmental agreements
leasing arrangements
alliance and partnership arrangements
memoranda of understanding and memoranda of agreement
contracts
standing offers
deeds of agreement
inter and intra-government agreements
outsourcing arrangements
in-house agreements
Procurement methods may include:
open tender or proposal
select (restricted) tender
direct (sole) source
staged procurement
Tender evaluation panel may include:
tender evaluation working groups
selection panels
expert advisory sub-panels
subject and technical experts
users
past and present contract managers
probity experts
Risks may include:
risk identified during market research
criticality of the procurement to the organisation
supplier-related risk
product-related risk
organisation-related risk
market-related risk
national security risk
political risk
corruption risk
probity risk
Whole-of-life costs and benefits may include:
maintenance and support arrangements
warranty
firm or variable pricing regimes
industry development
environmental sustainability
transition costs (establishing and renewing/extending)
return on investment
calculations of volume discounts
operating costs
disposal
Plans and sub-plans may include:
offer evaluation plan
contract negotiation plan
risk management plan
contingency plan
probity plan
communication/public relations plan
human resource management plan
disposal plan
contract review plan
environmental sustainability plan
industry policy plan
business continuity plan
Procurement reporting requirements may include:
public notification of business opportunities
public notification of contracts and other agreements to supply (e.g. AusTender or similar)
annual or other forward procurement plans
annual reports
senate/parliament reports
internal reports
Forward procurement planning may include:
annual procurement planning
business plans
strategic plans
budget plans
Financial and budgetary framework may include:
financial management legislation
chief executive instructions
financial delegations
budget cycles and reporting processes
financial management systems
Organisational objectives may include and be contained in:
political directives
commonwealth, and state or territory government needs
responses to government strategic papers, such as White Papers, for example on long-term capability of the public sector to deliver government policy objectives
organisational strategic and business plans
Legislative, policy and probity requirements may include:
commonwealth or state and territory legislation
equal employment opportunity and anti-discrimination law
free trade and other international agreements
commonwealth, state or territory, and local government procurement policy guidelines
probity principles and issues that relate to procurement processes, systems, structures and delegations
code of conduct and standards of individual behaviour relating to procurement process and function
environmental and sustainable procurement
OHS legislation and policies
corporate social responsibility policies
organisational policies and practices
Alternatives may include:
providing services in-house
leasing
consolidation services rather than direct purchases (e.g. hotel and rental cars)
funding arrangements
public private partnerships
Probity principles:
may include:
accountability
transparency
confidentiality
management of conflict of interests
impartiality
are maintained to:
ensure conformity to processes
facilitate accountability
ensure proponents are treated in a fair and equitable manner
encourage commercial completion
preserve public and private sector confidence in government processes
Stakeholders may include:
end users, customers or clients, and sponsors
potential providers or suppliers
current providers or suppliers
technical or functional experts or advisers
commonwealth, state or territory, and local government
international governments
the buying organisation
other public sector organisations
employees, unions and staff associations
industry bodies
local communities
lobby groups and special user groups
Value for money may include:
benefits versus cost
fitness for purpose
whole-of-life costs, such as maintenance, warranty and operating costs
market considerations
government policy objectives, e.g. industry development and employment creation
strategic partnerships
quality
risks
supplier capacity
climate change, environmental considerations and energy conservation
disposal value
Aspects of market research and analysis may include:
capacity of the market to supply
maturity/life cycle placement of the goods and services
new technologies
structure of the market and key players
Procurement options may include:
whole of government arrangements
existing agency and departmental agreements
leasing arrangements
alliance and partnership arrangements
memoranda of understanding and memoranda of agreement
contracts
standing offers
deeds of agreement
inter and intra-government agreements
outsourcing arrangements
in-house agreements
Procurement methods may include:
open tender or proposal
select (restricted) tender
direct (sole) source
staged procurement
Tender evaluation panel may include:
tender evaluation working groups
selection panels
expert advisory sub-panels
subject and technical experts
users
past and present contract managers
probity experts
Risks may include:
risk identified during market research
criticality of the procurement to the organisation
supplier-related risk
product-related risk
organisation-related risk
market-related risk
national security risk
political risk
corruption risk
probity risk
Whole-of-life costs and benefits may include:
maintenance and support arrangements
warranty
firm or variable pricing regimes
industry development
environmental sustainability
transition costs (establishing and renewing/extending)
return on investment
calculations of volume discounts
operating costs
disposal
Plans and sub-plans may include:
offer evaluation plan
contract negotiation plan
risk management plan
contingency plan
probity plan
communication/public relations plan
human resource management plan
disposal plan
contract review plan
environmental sustainability plan
industry policy plan
business continuity plan
Procurement reporting requirements may include:
public notification of business opportunities
public notification of contracts and other agreements to supply (e.g. AusTender or similar)
annual or other forward procurement plans
annual reports
senate/parliament reports
internal reports
The Evidence Guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.
Overview of assessment
Competency must be demonstrated in the ability to plan for procurement outcomes consistently in accordance with legislative and organisational requirements.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Assessment must confirm the ability to:
contribute effectively to forward planning of procurement activities, including developing key documents, such as business case, long-term plans and/or approval documents
align planned procurement activities with the organisation's business direction
identify, consult with and manage procurement stakeholders
plan and conduct market research for procurement activities
use the results of stakeholder consultation and market research to inform procurement planning
define more complex procurement specifications and requirements to satisfy stakeholder needs
work within organisational processes to secure the resources needed to conduct procurement processes
act within own delegation and promptly refer matters outside own delegation to correct authority
uphold probity standards applicable to the procurement process.
Consistency in performance
Competency should be demonstrated by providing evidence of undertaking a range of relevant work tasks in an actual or simulated procurement environment on at least two separate occasions.
Context of and specific resources for assessment
The unit of competency is to be assessed in the workplace or a simulated workplace environment.
Access may be required to:
legislation, policy, procedures and protocols relating to procuring goods and services and managing contracts
codes of conduct and codes of practice
workplace scenarios and case studies relating to a range of procurement activities associated with planning for procurement outcomes
case studies that incorporate dilemmas, and probity requirements relating to planning for procurement outcomes.
Method of assessment
The following assessment methods are suggested:
questions to assess understanding of relevant legislation and procedures
review of strategies and approaches adopted for planning for procurement outcomes
review of business cases, procurement terms of reference, procurement plans, market analyses, budgets, resource requests, transition plans, approvals and sign-offs, risk assessments, procurement specifications and other documentation prepared by the candidate in a range of contexts
review of stakeholder engagement approaches adopted by the candidate.
In all cases, practical assessment should be supported by questions to assess underpinning knowledge and those aspects of competency which are difficult to assess directly. Questioning techniques should suit the language and literacy levels of the candidate.
Guidance information for assessment
Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments.
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:
PSPETHC501B Promote the values and ethos of public service
PSPGOV507A Undertake negotiations
PSPLEGN501B Promote compliance with legislation in the public sector
PSPPROC503B Manage contract performance
PSPPROC504B Finalise contracts
PSPPROC505A Manage procurement risk
PSPPROC506A Plan to manage a contract
PSPPROC508A Make procurement decisions.
Overview of assessment
Competency must be demonstrated in the ability to plan for procurement outcomes consistently in accordance with legislative and organisational requirements.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Assessment must confirm the ability to:
contribute effectively to forward planning of procurement activities, including developing key documents, such as business case, long-term plans and/or approval documents
align planned procurement activities with the organisation's business direction
identify, consult with and manage procurement stakeholders
plan and conduct market research for procurement activities
use the results of stakeholder consultation and market research to inform procurement planning
define more complex procurement specifications and requirements to satisfy stakeholder needs
work within organisational processes to secure the resources needed to conduct procurement processes
act within own delegation and promptly refer matters outside own delegation to correct authority
uphold probity standards applicable to the procurement process.
Consistency in performance
Competency should be demonstrated by providing evidence of undertaking a range of relevant work tasks in an actual or simulated procurement environment on at least two separate occasions.
Context of and specific resources for assessment
The unit of competency is to be assessed in the workplace or a simulated workplace environment.
Access may be required to:
legislation, policy, procedures and protocols relating to procuring goods and services and managing contracts
codes of conduct and codes of practice
workplace scenarios and case studies relating to a range of procurement activities associated with planning for procurement outcomes
case studies that incorporate dilemmas, and probity requirements relating to planning for procurement outcomes.
Method of assessment
The following assessment methods are suggested:
questions to assess understanding of relevant legislation and procedures
review of strategies and approaches adopted for planning for procurement outcomes
review of business cases, procurement terms of reference, procurement plans, market analyses, budgets, resource requests, transition plans, approvals and sign-offs, risk assessments, procurement specifications and other documentation prepared by the candidate in a range of contexts
review of stakeholder engagement approaches adopted by the candidate.
In all cases, practical assessment should be supported by questions to assess underpinning knowledge and those aspects of competency which are difficult to assess directly. Questioning techniques should suit the language and literacy levels of the candidate.
Guidance information for assessment
Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments.
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:
PSPETHC501B Promote the values and ethos of public service
PSPGOV507A Undertake negotiations
PSPLEGN501B Promote compliance with legislation in the public sector
PSPPROC503B Manage contract performance
PSPPROC504B Finalise contracts
PSPPROC505A Manage procurement risk
PSPPROC506A Plan to manage a contract
PSPPROC508A Make procurement decisions.
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| AWU37 | PSPPCM012 | Plan for procurement outcomes | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| D375 | PSP52510 | Diploma of Government (Procurement and Contracting) | Qualification |
| J321 | PSP52512 | Diploma of Government (Procurement and Contracting) | Qualification |
| J264 | LGA50712 | Diploma of Local Government | Qualification |