Course 12 of 20 · Emissions and Carbon Desk Academy

Corporate Carbon Procurement

Stage C, Price formation, hedging and procurement economics. Level 6 of 10.

The corporate buyer operating model: mandate, budget cycle, internal approval route, supplier panel and procurement governance.

118 chapters · 11 modules · every chapter one 8 to 10 minute explainer · builds on: Course 02, Course 07, Course 11

Enrol or enquire See the 118 chapters
How a chapter is delivered

One chapter is one idea taken to the point of use

Each chapter covers one idea to the point where you can use it, and comes two ways: a narrated explainer, and a deep dive audio discussion of around thirty minutes that works the same material at depth.

Self-paced throughout, and the same chapters can be taught as a cohort. Chapters run in order: each one assumes only what the chapters before it taught, and capability belonging to a later course is named and deferred rather than half-covered.

Curriculum

11 modules · 118 chapters

Open any module for its full chapter list, in teaching order.

M0 The Corporate Buyer as an Organisation Ch 1-11
  1. Why Buying Carbon Is a Company Decision, Not a Trade
  2. The Seats a Purchase Passes Through
  3. A Buying Programme Against a One-Off Purchase
  4. Whose Emissions the Purchase Is Sized Against
  5. The Vocabulary of Corporate Sourcing
  6. The Four Questions a Challenge Comes Down To
  7. Why Governance Arrangements Differ So Widely
  8. The Buyer Seen From the Seller's Side
  9. What a Good Operating Model Actually Produces
  10. Compliance Buying and Voluntary Buying Inside One Company
  11. How This Course Is Built and Where It Stops
M1 The Mandate Ch 12-21
  1. Where Buying Authority Comes From
  2. Translating a Public Target Into a Purchasing Instruction
  3. The Mandate Document and Its Clauses
  4. Setting the Quantity the Mandate Authorises
  5. Permitted and Excluded Unit Types
  6. Delegated Authority and the Threshold Ladder
  7. Mandate Duration, Renewal and Lapse
  8. Mandate Drift and How to Detect It
  9. Buying With No Written Mandate
  10. A Worked Mandate, Illustrative
M2 Internal Stakeholders and the Decision Map Ch 22-31
  1. The Sustainability Function as Requirement Owner
  2. Finance as the Holder of the Money
  3. Sourcing and Category Management
  4. Legal and the Question of What You Signed
  5. Risk, Audit and the Second and Third Lines
  6. The Business Units Whose Emissions These Are
  7. Communications as a Downstream Consumer
  8. The Committee That Finally Says Yes
  9. Building a Decision Map for Your Own Company
  10. The Register of Who Can Say No
M3 The Budget Cycle Ch 32-42
  1. How a Carbon Purchase Enters the Annual Plan
  2. Operating Expense, Capital or Neither
  3. Cost Centre Allocation and Internal Recharge
  4. The Internal Carbon Price and What It Is For
  5. Annual Appropriation Against Multi-Year Commitment
  6. When the Budget Window and the Market Window Disagree
  7. The Year-End Rush and the Price It Pays
  8. Accruals and Provisions for Volume Not Yet Delivered
  9. Re-Forecasting When Delivery Slips
  10. Writing the Budget Paper
  11. A Worked Budget Build, Illustrative
M4 Requirements and the Purchase Specification Ch 43-53
  1. From Mandate to Purchase Specification
  2. Specifying the Unit Type You Will Accept
  3. Vintage Bands in a Specification
  4. Volume, Tolerance and the Right to Vary
  5. The Delivery Window and Where It Goes Wrong
  6. Co-Benefit and Community Requirements
  7. Geographic Preference and Its Cost
  8. Drafting the Exclusion List
  9. Must, Should and Could
  10. Over-Constraint and the Empty Tender
  11. A Worked Specification, Illustrative
M5 Sourcing Routes and the Supplier Panel Ch 54-64
  1. The Routes by Which Supply Reaches a Buyer
  2. Buying Direct From a Project Owner
  3. Buying Through a Retailer or Portfolio Provider
  4. Principal or Agent, and Who Owes You the Units
  5. The Standardised Contract Route and What It Cannot Specify
  6. What a Supplier Panel Is and What It Replaces
  7. Sizing the Panel
  8. Onboarding a Counterparty
  9. Financial Standing of a Seller That Owes You Delivery
  10. Panel Refresh, Rotation and Removal
  11. Single Sourcing and the Justification It Requires
M6 Running a Competition Ch 65-75
  1. Choosing Between an Enquiry, a Tender and a Quotation Request
  2. What Goes Into the Pack You Issue
  3. Building the Evaluation Matrix
  4. Weighting Price Against Everything Else
  5. Scoring a Bid Without Re-Running Diligence
  6. The Clarification Round
  7. Shortlisting and the Site or Project Review
  8. The Negotiation Mandate and the Walk-Away
  9. Writing the Award Recommendation
  10. Debriefing the Bidders Who Lost
  11. A Worked Evaluation, Illustrative
M7 Approval and Authority Ch 76-86
  1. The Approval Route as a Sequence of Gates
  2. Writing the Committee Paper
  3. The Questions an Approval Body Will Ask
  4. Building the Approval File
  5. Thresholds, Signatures and Who Actually Binds the Company
  6. Conditional Approval and Its Conditions
  7. What Counts as a Material Change
  8. Expedited Approval When the Market Will Not Wait
  9. Approving a Framework Against Approving a Call-Off
  10. The Record an Approval Leaves
  11. A Worked Approval Pack, Illustrative
M8 Contracting, Execution and Handover Ch 87-96
  1. Framework Agreement or Single Purchase Order
  2. The Call-Off Mechanism
  3. Raising the Order and Matching the Invoice
  4. Payment Terms and What They Buy You
  5. Who Issues the Retirement Instruction
  6. Filing What Arrived
  7. The Supplier Performance Record
  8. Handover From Buying to Reporting
  9. The Internal Unit Ledger
  10. When a Delivery Fails and Procurement Has to Respond
M9 Governance, Assurance and Policy Ch 97-107
  1. The Procurement Policy Document
  2. Three Lines of Defence Applied to Carbon Buying
  3. Surviving an Internal Audit
  4. The Decision Register
  5. Conflict of Interest in a Concentrated Advisory Market
  6. Gifts, Hospitality and Site Visits Paid For by Sellers
  7. Procurement Fraud Typologies to Watch For
  8. Refreshing Due Diligence on a Counterparty You Already Use
  9. Management Information the Programme Should Produce
  10. Escalation and the Documented Exception
  11. What Governance Cannot Prevent
M10 Operating the Programme and Its Limits Ch 108-118
  1. Sequencing a Multi-Year Buying Programme
  2. Buy, Build or Fund Directly
  3. Reallocating Budget When a Source Fails
  4. Renegotiating With a Seller Mid-Arrangement
  5. Exiting a Supplier Relationship
  6. Organising This Work in a Company With Nobody Spare
  7. Group Buying, Shared Services and Subsidiary Autonomy
  8. Hiring, Outsourcing or Advising the Capability
  9. One Company's Purchase, Part One: Mandate to Specification
  10. One Company's Purchase, Part Two: Competition to Retirement
  11. What a Buyer's Operating Model Cannot Do

The brochure gives each of these 118 chapters a paragraph on what it covers and what you can do once you have worked through it.

This is course 12 of twenty

It stands alone, and it is also the entry point to the Emissions and Carbon Desk Academy pathway.

Enrol or enquire See the whole pathway