seven

BSBPUR301
Purchase goods and services
Learner Guide


 P a g e | 1

Table of Contents

Unit of Competency ............................................................................................................................. 3
Application ........................................................................................................................................... 3
Performance Criteria ........................................................................................................................... 4
Foundation Skills .................................................................................................................................. 5
Assessment Requirements .................................................................................................................. 6
1. Understand purchasing and own requirements ................................................................................ 8
1.1 – Read, understand and clarify organisation’s purchasing strategies as required ............................ 9
Your organisation’s purchasing strategies ........................................................................................... 9
Criteria for making purchasing decisions ........................................................................................... 11
Legislative and organisational procedures ........................................................................................ 11
Activity 1A .......................................................................................................................................... 14
1.2 – Determine own role and limits of authority in consultation with relevant personnel ................. 15
Limitations to be overcome ............................................................................................................... 15
Activity 1B .......................................................................................................................................... 18
2. Make purchases ............................................................................................................................. 19
2.1 – Receive purchase specifications from relevant personnel and clarify as required ....................... 20
Purchase specifications ...................................................................................................................... 20
Clarify purchasing requirements ....................................................................................................... 21
Activity 2A .......................................................................................................................................... 22
2.2 – Select purchasing methods most appropriate to particular purchases within limits of own role 23
Purchase methods ............................................................................................................................. 23
Activity 2B .......................................................................................................................................... 25
2.3 – Obtain approvals for purchases as required ................................................................................. 26
2.4 – Obtain quotations from suppliers as required .............................................................................. 26
Acquire approvals for purchase ......................................................................................................... 26
Quotations for your purchases .......................................................................................................... 26
Receiving your quotation back .......................................................................................................... 27
Competition and Consumer Act 2010 ............................................................................................... 28
Activity 2C .......................................................................................................................................... 30
2.5 – Select suppliers, place orders and make purchases ..................................................................... 31
Select the appropriate suppliers ........................................................................................................ 31
 P a g e | 2

Making orders and purchases ............................................................................................................ 31

Order confirmation ............................................................................................................................ 32
Activity 2D .......................................................................................................................................... 34
3. Receive purchases .......................................................................................................................... 35
3.1 – Receive goods or make arrangements to receive services ........................................................... 36
Arrangements for services ................................................................................................................. 37
Activity 3A .......................................................................................................................................... 38
3.2 – Advise relevant personnel of receipt of purchase ........................................................................ 38
3.3 – Ensure goods received are checked for compliance with specifications ...................................... 39
Receipt of purchase ........................................................................................................................... 39
Compliance of goods received ........................................................................................................... 40
Terms and conditions of your goods or services ............................................................................... 40
Activity 3B .......................................................................................................................................... 41
3.4 – Take action to resolve non-compliance with specifications ......................................................... 42
Delivery errors ................................................................................................................................... 42
Problems with item specifications ..................................................................................................... 43
Australian standards .......................................................................................................................... 43
Dealing with non-compliance ............................................................................................................ 43
Activity 3C .......................................................................................................................................... 44
3.5 – Facilitate registration of new assets ............................................................................................. 45
Registering new assets ...................................................................................................................... 45
Activity 3D .......................................................................................................................................... 48
3.6 – File and store purchase records .................................................................................................... 49
Keeping records ................................................................................................................................. 49
Filing records ..................................................................................................................................... 49
Activity 3E .......................................................................................................................................... 50
Summative Assessments ....................................................................................................................... 51
References ............................................................................................................................................. 52

 P a g e | 3

Unit of Competency
Application

This unit describes the skills and knowledge required to determine purchasing requirements and make
and receive purchases.

It applies to individuals who work under a level of supervision and who conduct low risk, low
expenditure purchasing for an organisation using established and documented purchasing strategies.

Individuals may be working in a small organisation with general responsibility for conducting purchasing
within an organisation, or they may be a purchasing specialist working in a large organisation. Some
judgement may be required to make decisions about purchasing strategies.

No licensing, legislative, regulatory or certification requirements apply to this unit at the time of
publication.

Unit Mapping Information

BSBPUR301B Purchase goods and services – Equivalent unit

Unit Sector

Administration – Purchasing and Contracting


 P a g e | 4

Performance Criteria
Element Performance Criteria
Elements describe the Performance criteria describe the performance needed to
essential outcomes. demonstrate achievement of the element.

1. Understand 1.1 Read, understand and clarify organisation’s purchasing
purchasing and own strategies as required
requirements 1.2 Determine own role and limits of authority in consultation
with relevant personnel

2. Make purchases 2.1 Receive purchase specifications from relevant personnel and
clarify as required
2.2 Select purchasing methods most appropriate to particular
purchases within limits of own role
2.3 Obtain approvals for purchases as required
2.4 Obtain quotations from suppliers as required
2.5 Select suppliers, place orders and make purchases

3. Receive purchases 3.1 Receive goods or make arrangements to receive services
3.2 Advise relevant personnel of receipt of purchase
3.3 Ensure goods received are checked for compliance with
specifications
3.4 Take action to resolve non-compliance with specifications
3.5 Facilitate registration of new assets
3.6 File and store purchase records


 P a g e | 5

Foundation Skills

This section describes language, literacy, numeracy and employment skills incorporated in the
performance criteria that are required for competent performance.

Reading

Ø Gathers and interprets a range of textual information to identify relevant key information.

Writing

Ø Creates everyday workplace documentation using terminology and format relevant to audience
and purpose.

Oral Communication

Ø Uses suitable language to liaise with suppliers and clarify information within the organisation

Ø Uses active questioning and listening techniques to confirm requirements.

Numeracy

Ø Interprets simple numerical data and makes basic calculations to determine costs of goods and
services.

Navigate the world of work

Ø Adheres to organisational procedures and policies

Ø Understands how own role connects with others and contributes to broader work goals.

Interact with others

Ø Selects from a small range of communication modes, forms and channels to meet a specific
purpose within the immediate work environment

Ø Seeks to cooperate with others to achieve results in immediate work context.

Get the work done

Ø Takes responsibility for planning, sequencing and prioritising tasks for efficient and effective
outcomes

Ø Responds to predictable routine problems and implements standard or logical solutions

Ø Uses the main features and functions of digital tools to complete work tasks.

 P a g e | 6

Assessment Requirements
Ø Performance Evidence

Evidence of the ability to:

Ø Obtain quotes from prospective suppliers

Ø Select appropriate purchasing methods

Ø Receive, check and document purchases.

Note: If a specific volume or frequency is not stated, then evidence must be provided at least once.

Knowledge Evidence

To complete the unit requirements safely and effectively, the individual must:

Ø Outline organisation policy and procedures relating to:

o purchasing strategies

o recordkeeping systems related to purchasing and assets

o standard contracting arrangements

Ø Explain purchasing and procurement principles for:

o accountability

o probity and transparency

o risk management

o value for money.

 P a g e | 7

Assessment Conditions

Assessment must be conducted in a safe environment where evidence gathered demonstrates

consistent performance of typical activities experienced in the administration – purchasing and
contracting field of work and include access to:

Ø Organisation policies and procedures

Ø Purchasing strategies and relevant purchasing records

Ø Office equipment and resources.

Assessors must satisfy NVR/AQTF assessor requirements.

Links

Companion Volume implementation guides are found in VETNet -

https://vetnet.education.gov.au/Pages/TrainingDocs.aspx?q=11ef6853-ceed-4ba7-9d87-4da407e23c10

 P a g e | 8

1. Understand purchasing and own requirements

1.1. Read, understand and clarify organisation’s purchasing strategies as required

1.2. Determine own role and limits of authority in consultation with relevant personnel

 P a g e | 9

1.1 – Read, understand and clarify organisation’s purchasing strategies as

required
By the end of this chapter, you should be able to:
Ø Identify your organisation’s purchasing strategies

Ø Summarise Kraljic’s purchasing model

Ø List possible criteria used in purchase decision-making process.

Purchasing for your organisation requires you to follow a clear strategy to maximise the benefits of
making purchases and to maintain the purpose of the business. Whether you are part of a purchasing
department or have been tasked to make occasional purchases by your manager, there will be set
procedures in place for you to follow.

Purchasing for your organisation

You may be purchasing office supplies for your organisation, or you may be purchasing merchandise
which will be sold to your clients or customers. Whatever your role is with purchasing goods and
services, you will need to account for your decisions and the purchases that you make.

The information that you need for your work should be given to you by your manager/senior member of
staff. This information should include your organisation’s purchasing strategy, which you will need to
read and understand.

Your organisation’s purchasing strategies

Once you have read and understood your organisation’s purchasing strategy, you will be aware of the
objectives of your task. A purchasing strategy should allow you to make cost-effective purchasing
decisions on mutually agreeable terms between your organisation and supplier(s).

Your organisation may have strategies that involve:

Ø Supplier optimisation – placing value on supplier
relationships and best service. Relationships will have
been developed over a period of time, and will be
based on trial and error with ordering goods/services
and preferred methods of working

Ø Total quality management – where quality of service

with no errors takes precedent. The quality assurance
standard ISO 9001 is a recognised worldwide standard
that organisations can gain certification for. This
provides proof of good standards and approaches to
customer care and relations

 P a g e | 10

Ø Risk management – minimising risk to service/product and the supply chain. This places
emphasis on using companies that work correctly to meet and follow Workplace Health and
Safety (WHS) legislation. Risk management ensures that a company you use will have
correct procedures in place to protect both their employees and to show good working
practices, such as using safety equipment

Ø Global sourcing and green sourcing – your organisation may have ethical standards and
support fair trade in using global companies and/or companies that use energy efficient
manufacturing and good environmental practices

Ø Supplier development – there may be a strategy in place to help companies in

manufacturing the goods that you purchase, such as supporting local suppliers. This would
look to help and improve manufacturing and standards with the supplier.

Many organisations use either a supplier partnering strategy, whereby the organisation will use the
same suppliers to fulfil their needs, or a competitive buying strategy that relies upon obtaining various
quotations from suppliers and choosing the supplier that offers the best value all round. These methods
work well, but it is also worth considering the overall purpose of your organisation and its development
needs to assess the best strategies.

The following purchasing model will show you how a strategy may be developed and some of the
considerations that need to be made. There will be other factors involved alongside this, such as
emotional responses, established supplier relationships and location of the organisation and supplier(s).

Kraljic’s purchasing model

Peter Kraljic developed this purchasing model in 1983; it is helpful when formulating a purchasing
strategy and can be applied to each product or service that is needed. The costs and risks should be
weighed-up to determine the correct strategy process that should be applied. This model looks at the
financial impact and the supply risk which shows the need for the four separate purchasing strategies as
shown in the diagram boxes that follow.

 P a g e | 11

Ø Leverage items – low supply risk item/high financial impact. There is a plentiful supply of
the items, but these are of high importance, e.g. computer equipment. The strategy will
need to be based upon competitive bidding

Ø Strategic items – high supply risk/high financial impact. These items are difficult to obtain
and come at a cost, e.g. precious metals. The strategy will need to be based upon
collaboration/partnership with another party to reduce risks

Ø Non-critical items – low supply risk/low financial impact. Items are easy to come by and
cost relatively little, e.g. stationery supplies. The strategy will need to be based upon
reducing administrative needs and in simplifying the process to obtain items

Ø Bottleneck items – high supply risk/low financial impact. The difficulty with these items
tends to be in maintaining a reliable supply source, e.g. technical parts. The strategy will
need to build upon a strong supply chain and developing more supply sources.

Criteria for making purchasing decisions

Set criteria will need to be formulated and assessed for your organisation’s purchasing strategy. This will
form the guidelines that you will need to follow, when you come to make any purchasing decisions.
Decisions on the criteria should be made by the appropriate person(s) when developing the correct
strategy for the particular product or service that you are tasked to buy.

Criteria should include:

Ø Products and services are fit for the intended purpose

Ø Products and services are of a certain standard and quality

Ø Purchasing products and services at a reasonable cost and to the expected budget

Ø Supply and demand requirements

Ø Location of suppliers/manufacturers.

Legislative and organisational procedures

Your organisation will need to follow the correct legal requirements with purchasing and all aspects of
trading. The relevant legislation will include the Competition and Consumer Act 2010 (this replaces the
Trade Practices Act 1974), which promotes fair trading and competition for business, as well as
protecting the consumers their products are aimed at. Alongside this, the Australian Consumer Law also
deals with aspects of selling goods and services and came into effect on January 1, 2011. More
information on these can be found in section 2.3/2.4 of this unit.

Individual states and territories will have their own Fair Trading
Act (in most cases) that governs consumer protection, for
more information see:
https://www.business.gov.au/info/run/fair-trading/fair-
trading-laws

 P a g e | 12

The following table shows the Acts for different states/territories in Australia:

State/territory Act Administered by

Australian Capital Territory Fair Trading Act 1992 ACT Office of Regulatory Services
NSW Fair Trading Act 1987
New South Wales NSW Fair Trading

Consumer Affairs and Fair

Northern Territory Consumer Affairs
Trading Act
Qld Fair Trading Act 1989
Queensland Qld Office of Fair Trading

Consumer and Business Services

South Australia SA Fair Trading Act 1987
(CBS)

Australian Consumer Law Act Consumer Affairs and Fair

Tasmania
2010 Trading

Victoria Victorian Fair Trading Act 1999 Consumer Affairs Victoria

Western Australia WA Fair Trading Act 2010 Department of Commerce

Work Health and Safety (WHS)

Workplace Health and Safety (WHS) legislation replaced Occupational Health and Safety (OHS)
legislation in 2011.

WHS legislation stipulates that employers must provide their staff with:
Ø “ Safe premises

Ø Safe machinery and materials

Ø Safe systems of work

Ø Information, instruction, training and supervision

Ø A suitable working environment and facilities.”

Sourced from the Australian Government Business website: http://www.business.gov.au/business-

topics/employing-people/workplace-health-and-safety/Pages/default.aspx

Employees are also obliged to ensure that they work safely and do not endanger the safety of their
colleagues, clients and others.

 P a g e | 13

Policies and procedures

Along with the relevant legislation, your organisation will have policies and procedures that underpin
strategies and will be relevant to the task. The purchasing strategy will need to take into account any set
procedures already in place and need to be maintained, for example, your customer service standards.

Your organisation may have guidelines and documentation formats for purchasing from suppliers that
will also be necessary for the task. Ensure that alongside the purchasing strategy you also have the
required documentation and information to carry out your work. This may also include any additional
guidelines and documentation that applies to any entities owned by your organisation, any partners,
alliance members and local and distant suppliers.
 P a g e | 14

Activity 1A

 P a g e | 15

1.2 – Determine own role and limits of authority in consultation with relevant
personnel
By the end of this chapter, you should be able to:
Ø Identify the purchasing tasks in your own role

Ø Troubleshoot potential problems in your purchasing role.

You will need to determine your role and the level of responsibility that has been assigned to you for
your task. Check with your manager/the appropriate person on your involvement and the expectations
that you will need to meet. If you are working within a purchasing department, you may have the
additional support of colleagues and a team leader, especially if there are a lot of requirements involved
in the job.

Each purchasing task will have its own needs; you may need to obtain quotations from suppliers and
make comparisons on pricing and product details, or you may just need to go ahead with ordering the
chosen items for purchase. It will depend upon the particular product or service, or possibly the person
you are making the purchase for.

Limitations to be overcome
You may experience hold-ups in the process while you wait for orders to be approved, or for the goods
to be sourced. You should allow for such factors and the time you may need to overcome any obstacles
in your task. If you have been given a time to complete your task by, plan your work to meet the
deadline and follow up on any outstanding parts as often as possible so nothing gets forgotten.

Your role may include the following:

Ø Identifying the goods or services required

Ø Contacting established suppliers to reorder or to enquire on

new products

Ø Sourcing new suppliers and evaluating their suitability

Ø Working from a list of selected suppliers that are new

Ø Obtaining quotes from a number of suppliers and comparing

results for best all-around value for making your purchase

Ø Producing the correct paperwork for purchasing, e.g. order

forms, agreements, terms and conditions and purchase orders

Ø Organising delivery and transportation needs, such as importing goods from abroad and
liaising with customs or meeting requirements such as additional declarations on risk items

Ø Responsibility for all processes in your purchasing task, from order through to delivery

Ø Appropriate communications with internal and external contacts

Ø Maintaining stock levels.

 P a g e | 16

If you need to reassess the time-scales because of additional factors that are beyond your control, speak
to your manager/the appropriate person to inform them of the issue and any potential delays. This will
help you to rearrange details with the correct authorisation and to manage everyone’s expectations.

Make sure you communicate clearly on any needs that arise and also to inform the appropriate
person(s) on the progress that you make. For example, if you are ordering ten tablet devices for staff to
use at an event, these will be of no use if you are unable to have them delivered before the day. If you
incur serious issues with meeting the purchasing requirements, a new supplier or a renegotiation of the
budget may be needed.

Issues may include:

Ø Delays in approval processes associated with
the purchase

Ø Purchase costs exceeding the budget (time

needed for renegotiating price or budget)

Ø Time for payments to be authorised/cleared

Ø Product or service issues, e.g. delay in supply or

product has been discontinued.

Your organisation will also have a process in place for all paperwork associated with your purchase.
Documentation that is needed for your records or for circulation to other personnel may include initial
enquiries with suppliers, goods/services details and the required forms/agreements needed to make
the purchase. You will need to ensure that all documentation is passed to the correct personnel so that
they can action your requirements. This document flow is an important part of the process, and you
may need to include extra time to complete this part of your task.

It is now common for most organisations to use computer-based systems to document and manage
their workflow and procedures. This may speed up processes and lessen the time on waiting for
paperwork versions to be received.

Communicate problems with the appropriate person(s)

You may need to have immediate face-to-face discussions on any problems that need to be solved
quickly, or you may be able to discuss issues by telephone and by email. It will depend upon the issue
and the availability of your contact person as to the method which is best. If you are working for a team,
or more than one contact person, make sure you relay the information to all that will need to be
involved in the decision-making process.

There may need to be a consultation period for making changes and before a new course of action can
be decided upon. Check with the correct person(s) on the approved action that is needed before you
proceed with your task.
 P a g e | 17

Relevant personnel may include:

Ø CEOs

Ø Managers

Ø Leaders

Ø Coordinators

Ø Supervisors

Ø Other persons authorised to commit the organisation to purchases

Ø Internal users of purchased goods and services

Ø Owner

Ø Board members

Ø Specialist personnel involved in purchasing, asset maintenance and finance.

 P a g e | 18

Activity 1B

 P a g e | 19

2. Make purchases
2.1. Receive purchase specifications from relevant personnel and clarify as required

2.2. Select purchasing methods most appropriate to particular purchases within limits of own role

2.3. Obtain approvals for purchases as required

2.4. Obtain quotations from suppliers as required

2.5. Select suppliers, place orders and make purchases

 P a g e | 20

2.1 – Receive purchase specifications from relevant personnel and clarify as

required
By the end of this chapter, you should be able to:
Ø Give the definition of a purchase specification document

Ø List elements to be considered in purchase specifications.

Purchase specifications
The purchase specifications are an important part of the
purchasing process, without a defined description of what is
required and what has been agreed upon by the relevant
persons, the chance for errors will increase.

This document should fully state the details of the required

goods and services, and should be accurate and complete for
the task. It should also convey the expectations of your
organisation in making any purchases and will act as a guide
to suppliers on your organisation’s needs. This document
serves as the basis of the purchasing requirements and in its
rawest form, the contract for buying any goods or services.

This will need to be produced and approved by the relevant person(s) within your organisation before
you are involved in the purchasing task. It should be constructed during the planning stage to enable all
elements to be considered thoroughly and be decided upon before you need to use it.

In order for this document to be produced, certain factors will need to be considered. The market for
current products and services that are available should be researched along with the suppliers and
manufacturers involved. This, in itself, is a project that will be performed before you receive the
purchase specifications – very rarely will the purchasing department/or person be involved in the initial
research and strategy phase. In larger organisations, this is more commonly undertaken by an
appointed team of senior personnel/managers who are assigned in decision-making processes.

Your organisation will also need to:

Ø Assess functionality and quality of the products and services on offer

Ø Look at the costs involved

Ø Make sure the quantity needed can be ordered

Ø Comply with regulations on all goods, including those with restrictions such as chemicals,
tobacco and fireworks (see section 2.5 for details on importing goods)

Ø Safety requirements

Ø Factor in the time-scales for obtaining the goods and services

 P a g e | 21

Ø Identify any issues which may affect the supply, such as only one factory in the locality
manufacture the goods

Ø Assess size and weight of items

Ø Check on contracts needed for purchasing.

Clarify purchasing requirements

When you receive the purchasing specifications, read these through and make sure that you understand
the requirements. If any parts, such as technical specifications, or model numbers, are unclear or do not
provide you with enough information, refer back to your contact person.

This is your opportunity to make sure you have all the information you need to fulfil the purchase
requirements. It also allows you to check that you understand the needs correctly.

 P a g e | 22

Activity 2A

 P a g e | 23

2.2 – Select purchasing methods most appropriate to particular purchases

within limits of own role
By the end of this chapter, you should be able to:
Ø List different purchase methods

Ø Give the definition of ‘the cost of goods’.

Once you have clarified the purchase specifications, you are

ready to begin your task. Look at the type of purchase that you
need to make; is it a large or small amount, high or low cost?
Factors such as these will help determine the method you will
use when making the purchase.

Purchase methods
The information below highlights the methods that may be
used by your organisation when making purchases. If you are
unsure on the payment methods within your organisation,
check this with your manager or your accounts department.

Purchasing methods may include:

Ø Credit card purchases – these will cover items for insurance purposes and offer a quick and
immediate method for making a transaction, for example, travel/flight costs or electronic
items such as mobile phones. This kind of sale can be performed online, by telephone or in
person (as long as you are the authorised signature holder). Your organisation may offer the
use of a credit card(s) on authorisation, or may appoint an accounts person to make the
purchase for you

Ø Direct purchases from retail outlets – some items may need to be bought from a specific
shop or trade outlet, for example, office stationery supplies or food purchases. Such items
will need to be paid for at the time of purchase, and the appropriate method of payment
should be taken. Alternatively, if you are a regular customer, you may be able to set up an
invoice account at some trade outlets. In this case, you can collect goods and sign a dispatch
note which acts as proof of your receipt of goods. You would then need to take the top copy
of the dispatch note for your organisation’s records, and the bottom copy is kept by the
outlet. An invoice is then sent on to your organisation for payment at a later date

Ø Online purchases – you may use this method for when you need to make convenient and
quick purchases, some online sites will also offer better rates than if visiting the
establishment itself. For example, ordering an item from another country, or reordering
your organisation’s letter-headed stationery. In this instance, you should check the delivery
charge in addition to the cost for the goods, as most sites will charge extra for this

 P a g e | 24

Ø Petty cash – money that is held at your place of work and is used for small cost purchases
such as buying tea and coffee for your staff. This is usually held under lock and key and
looked after by an appointed person/department such as your accounts department. You
will also need to write down information of your purchase in a petty cash book so that
records of purchases are kept. You will need to write down what you bought, how much it
cost, the date it was bought and who bought the item

Ø Purchases using standing agreements or accounts with suppliers – this method can be
used for regular purchases between your organisation and known suppliers. As mentioned
in online purchases above, a system of sending an invoice to your organisation for payment
will be made. You can order items by telephone, online or in person and the supplier will
hold information on your organisation such as address details, contact details and previous
order and payment history. You may wish to supply a purchase order with your order so
that the eventual payment can be married up to your order within your accounts
department

Ø Written and/or verbal quotations – you may need to obtain a quotation for your intended
purchase before you authorise any transaction to proceed. Typically this method serves
best when requesting two or three different suppliers/companies to quote the same
items/service. This enables you to compare the cost and service offered, before choosing
the supplier/company that you want to use. This allows you to make an informed choice on
your purchase

Ø Written and/or verbal supply agreements – you may also request a supply agreement from
a known source, whereby a particular service is agreed by both parties before proceeding to
make the purchase. This agreement will detail the service/goods being supplied, at the cost
agreed and the delivery on an expected date. It serves as an additional guarantee on
fulfilling the purchase requirements.

Note: a purchase order (PO) is a commercial document which is issued by a buyer to the seller. It
informs the seller of the types, quantity and agreed prices for goods or services. It may also state the
expected delivery date and may provide a unique reference number for your accounts department to
match payment to at a later date.

The cost of goods

This is the total cost of the product/service and includes all elements that have been involved in the
making of the product/service (production to the end result). This takes into account the design,
manufacturing, materials and labour involved in the product/service creation.

Your role requirements with purchase methods

Depending upon your level of responsibility, you may or may not be able to
perform all the payment methods that are possible within your organisation.
If you need to use a method that needs further authorisation, make sure
that you seek the correct person to obtain this and follow the
procedures as set out by your organisation.
 P a g e | 25

Activity 2B

 P a g e | 26

2.3 – Obtain approvals for purchases as required

2.4 – Obtain quotations from suppliers as required
By the end of this chapter, you should be able to:
Ø Explain the importance of gaining approval to make a purchase

Ø Explain the importance of obtaining a number of quotes from different suppliers for the
same product/service

Ø List checks you can make on a potential supplier

Ø Describe the Competition and Consumer Act 2010 in regards to fair trading.

Acquire approvals for purchase

Before you can proceed with your intended purchase, approval will need to be given by the appropriate
person(s). You should gather all the information that you have on the cost, product/service, and
supplier details, along with any terms and conditions or warranties on the goods or services. Your
superior will need to assess the intended purchase in order to approve this.

This process may be a simple verbal confirmation from your manager, or you may need to wait for an
officially signed approval form to be passed back to you. Your organisation will have set procedures for
this process that you will need to follow. If waiting for an approval form, make sure that the relevant
signature(s) and date are clearly visible on the paperwork. This is your proof to proceed, and you should
keep this with your records.

Never make an unauthorised purchase; the needs of your organisation may change as your purchasing
task progresses. You may order items that are no longer needed which may cause problems with
suppliers and your organisation.

Quotations for your purchases

You may need to obtain quotations for the supply and delivery of the product/service, and you should
make sure that your quotation includes all the details that will be needed by the supplier to provide this.
They will need to know as much information about your requirements as possible as even a simple
change of delivery address (made later in the process) could have cost implications. If you do not
include all the details, an accurate quotation cannot be given to you, and you will need to revise your
quotation when you have the final details confirmed.

If you do not have all the details, let your suppliers know
that the quotation is not complete and that they will need
to amend this when you do have the full details. This will
still give you an idea of the costs involved, but you should
make sure that you confirm a final cost before you proceed
with your order.

 P a g e | 27

Details needed for your quotation may include:

Ø Item code

Ø Item/service description

Ø Quantity required

Ø Date goods/service is required

Ø Delivery address.

Ø Request for proposal.

A request for proposal is a type of quotation that is sometimes needed for a more complicated set of
requirements. Potential suppliers receiving this form of quotation may also need to answer additional
requests for information such as their manufacturer’s credentials and productivity.

Receiving your quotation back

On receiving finished quotations back from your nominated suppliers, you should check the details
carefully to make sure they have given you all the information that you have asked for. If using new
suppliers, it may be necessary to perform background checks and to obtain references on the suppliers
that you may be considering to use. This will give you assurance that your choice of supplier will be a
fully-informed choice.

Your checks may include:

Ø Quality of products and services supplied

Ø After-sales service

Ø Installation/maintenance services (if applicable)

Ø Performance reviews

Ø Warranties and terms of business

Ø Samples of products

Ø Product trial.

Specifications to consider
In addition to your quotation received, you may also need to negotiate a final price, availability or any
additional customisation of your intended order. This may be required more for purchasing services
such as computer services and installations and services being provided by a third party company.

If you have specific delivery requirements, these will also need to be finalised pre-purchase. This may be
needed for items that are sourced overseas or for services/goods that need to be delivered in sequence.
You should look at all the factors needed to fulfil the requirements of your potential order and purchase
and make sure that these meet the standards of your organisation.

 P a g e | 28

Considerations should include:

Ø Terms of contract

Ø Payment terms

Ø Handling instructions

Ø Shipment and delivery requirements

Ø Pre-delivery damage checks

Ø Customer support and any training requirements.

The following information gives an overview of the Competition and Consumer Act 2010 that
provides guidance with fair trading.

Competition and Consumer Act 2010

The Competition and Consumer Act 2010 replaced the Trade Practices Act 1974.

It covers the following:

Ø Dealings with suppliers, wholesalers, retailers,
customers and competitors

Ø Industry codes of practices

Ø Product safety and labelling

Ø Unfair market practices

Ø Price

Ø Industry regulation (e.g. gas, electricity, airports,

telecommunications).

The Australian Competition and Consumer Commission is in charge of enforcing the Competition and
Consumer Act. The Trade Practices Act 1974 was superseded by the Competition and Consumer Act on
January 1, 2011 and is contained within Australian Consumer Law (ACL).

The Consumer Law website offers this overview:

“Since 1 January 2011, Australia has one national law for fair trading and consumer protection—the
Australian Consumer Law. This means that Australian consumers and businesses have the same rights
and obligations wherever they are in Australia.

The Australian Consumer Law fulfils key reforms in the Council of Australian Government’s National
Partnership Agreement to Deliver a Seamless National Economy, and will help to reduce regulatory
complexity and duplication for businesses and consumers. The Australian Consumer Law can be found
in Schedule 2 of the Competition and Consumer Act 2010.”

 P a g e | 29

The ACL includes:

Ø “A national unfair contract terms law covering standard form consumer contracts;

Ø A national law guaranteeing consumer rights when buying goods and services;

Ø A national product safety law and enforcement system;

Ø A national law for unsolicited consumer agreements covering door-to-door sales and
telephone sales;

Ø Simple national rules for lay-by agreements; and

Ø New penalties, enforcement powers and consumer redress.”

Information from the ACL website: http://consumerlaw.gov.au/the-australian-consumer-law/

 P a g e | 30

Activity 2C

 P a g e | 31

2.5 – Select suppliers, place orders and make purchases

By the end of this chapter, you should be able to:
Ø Explain how to choose the correct supplier

Ø Describe the process of receiving receipts/confirmations

Ø Identify potential issues with importing goods.

Select the appropriate suppliers

From your quotations received, you will need to select the
supplier that most closely meets all of the criteria needed for the
purchase. If there are several that match this, you may need to
discuss this with your manager/appropriate contact person to
refine this down to a chosen supplier.

You may have known and trusted suppliers already affiliated

with your organisation, if choosing one of these your
organisation will already have an account set-up with them that
should contain all the information that the supplier needs. This
will include contact details for your organisation and the agreed
payment methods. Check that all the details are correct when
you come to make your purchase.

If you are using a new supplier, make sure you allow time to set-up an account with them. The supplier
may need to perform a check on your organisation as part of their own requirements. Once this is
performed, you should agree terms and conditions for both your account and for the order you need to
make. This will include the payment method. Some companies will automatically put you onto an
invoice account system while others may request payment up-front for the first purchase made. You
may need to work with your manager or accounts department in setting-up a new supplier account.

Making orders and purchases

Once you have decided on the supplier and confirmed the purchasing details, you will be in a position to
proceed with your order. If you haven’t already done so, make sure you have a final quotation with the
confirmed costs. If costs have changed, let the appropriate person(s) know and make sure that this has
been approved before you make your order.

Once you have finalised costs and arrangements with your chosen supplier, you are ready to place your
order. Your order may take time to process, or it may be delivered next day, confirm this at the time of
making your purchase. Be aware of the payment requirements as your organisation may need to make
payment up-front, or it may be that the supplier will expect payment when the delivery is made to you
or within a specified time-frame such as 28 days from the purchase date. Check that this is clarified by
you and the supplier, and make sure that the payment is made when expected as this may impact your
order and supplier relationship.

 P a g e | 32

Orders can be placed by:

Ø Telephone

Ø Email

Ø Online

Ø Direct purchase from a retail outlet/supplier.

Note: if you are ordering replacement parts for machinery/equipment, you may need to order these
directly with the manufacturer and not the original supplier.

When making your purchase your organisation and the supplier will need to comply with the relevant
legislation and codes of practice with fair trading. You will also need to follow your organisation’s
policies and procedures.

Order confirmation
After placing your order, you should receive a confirmation with the agreed details of purchase.
Depending upon the terms and conditions, you may have made payment up-front or will receive an
invoice at a specified date for payment to be made later. Keep all confirmation and any receipt details
obtained for your organisation’s records.

You will need to pass any receipts and the details of your order to your accounts department/other
personnel for their notification and work requirements. Keep photocopies for your records so that you
have the correct information and a history of your purchase. You may need to refer to this at a later
date, or you may be asked certain details by your manager/another member of staff.

You may receive a receipt as:

Ø An online receipt – if ordering via a website, you should receive an
automatic confirmation of your order which may be emailed to you, or
viewable in your online account on your supplier’s site

Ø Electronic emailed receipt – this can be generated from an

online order or from your supplier

Ø Payment receipt – if purchasing direct at a place of

business which takes payment up-front you should
receive a card or cash till receipt

Ø Written receipt – most commonly received when dealing

face-to-face with your supplier or a trader

Ø Typed/printed receipt – your supplier may provide a typed invoice receipt as proof of your
purchase, most commonly sent on after the order has been made, or with the goods.

If you are receiving your receipt with the delivery of your goods and you need prior confirmation of your
purchase beforehand, you should request this from the supplier when making the order. If the delivery
address of the goods is different to your organisation, you will also need to be aware of requesting the
correct delivery address for your receipt, invoice and any accompanying paperwork.
 P a g e | 33

Imported goods
Your supplier will also need to follow regulations on any goods that may be
imported. These items will take longer to arrive as they will need to be
cleared by customs. Some goods carry restrictions and may need additional
registration, such as industrial chemicals that are used in products such as
plastics, printing/photocopying chemicals and solvents. Your supplier should
be aware of the needs of imported goods and should inform you of expected
delivery times or any issues.

Further information on importing goods can be found at the Australian

Government’s Department of Immigration and Border Protection website:
http://www.border.gov.au/Busi/cargo-support-trade-and-goods/importing-
goods

 P a g e | 34

Activity 2D

 P a g e | 35

3. Receive purchases
3.1. Receive goods or make arrangements to receive services

3.2. Advise relevant personnel of receipt of purchase

3.3. Ensure goods received are checked for compliance with specifications

3.4. Take action to resolve non-compliance with specifications

3.5. Facilitate registration of new assets

3.6. File and store purchase records

 P a g e | 36

3.1 – Receive goods or make arrangements to receive services

By the end of this chapter, you should be able to:
Ø Identify steps to be taken when goods are delivered

Ø List actions to take if items are damaged

Ø Identify services to be arranged with your organisation.

Receiving expected goods

When goods are delivered, these will normally be signed for by the person who takes the delivery. This
person has a responsibility to check that the delivery is both correct and is in the condition that is
expected. Items will need to be counted and checked to make sure that they correspond with the
delivery note/packing slip received along with the delivery. The goods should be handled appropriately
and with care for storing purposes.

Large organisations will have a dedicated post/delivery department that will take care of this for you.
Their role is to accurately carry our all policies and procedures with deliveries, and they will know what
is needed, to check that all is correct. If you work in a smaller organisation, you may need to take the
delivery yourself, or you will need to be made aware so you can check all is correct.

The post/delivery department, or your colleagues that may take the delivery, should be fully briefed on
the details of your delivery – when to expect it, what is being delivered and how many items. If there
are lots of items being delivered, it may not be possible for this to be checked straightaway, you should
make allowances and ensure the delivery is checked as soon as possible. Make sure that you receive the
signed delivery note and any other accompanying paperwork received with the delivery.

If you have special requirements, let the person receiving the delivery know.

Damage to goods
If goods have been damaged in transit to your organisation or to its destination, you should take as
much evidence as possible to show proof of the damage. Take or request that photographs are taken of
the damage, include close-up details of the battered or broken boxes and the packaging to show that
you have not removed items and broken anything after delivery. Taking photographs of the packaging
will also prove that this is the supplier’s specific delivery, if there are labels or stamps on the boxes to
prove ownership, make sure that you take photographs of these too.

Make a note of the damage, detailing the specific details such as

how many items are damaged and what the damage is.

You will need to contact your supplier as soon as possible to

inform them of the damage as they will be responsible for the
items in transit to you. Supply all information and photographs to
them as supporting evidence, so they have all the facts and are
able to act accordingly to make their own investigation/claim.
 P a g e | 37

Your supplier should have their own procedures in place to cover damage of goods in transit, and they
will value all evidence that you are able to give them.

Mutually arrange a re-delivery of any outstanding items with your supplier and also for them to collect
the damaged items.

Arrangements for services

If receiving a service, you should confirm that all is in
place for the service and that you know when and
where this will be provided. You may be the
appointed contact person for the person delivering
the service and need to direct the person to the
correct department/person who is receiving the
service. You may also need to record their visit and
confirm that the service was supplied as required,
noting any equipment that has been brought along
for the purpose.

Services will need to be checked to ensure that they

are provided as expected, and to the quality your
organisation requires.

You may need to monitor the service yourself, or it may be that another person will be appointed to
check on this. Your task may just have been to source the service and proceed with making the order.
Other personnel requiring the service within your organisation may need to take responsibility once
arrangements have been made. Check on your required involvement to make sure you know what is
expected of you.

Services may include:

Ø Delivery of training to personnel within your organisation

Ø Catering for a specific event, such as a board meeting

Ø Servicing machinery/equipment

Ø Computer software/hardware updates and services

Ø Telephone/internet requirements for your organisation.

 P a g e | 38

Activity 3A
 P a g e | 39

3.2 – Advise relevant personnel of receipt of purchase

3.3 – Ensure goods received are checked for compliance with specifications
By the end of this chapter, you should be able to:
Ø Identify the relevant person or department to communicate a receipt of purchase

Ø Describe action to take if you are unable to check a delivery

Ø Explain the importance of a goods receipt

Ø Identify specific storage requirements.

Receipt of purchase
Once your delivery has been received, you should make sure that the relevant person(s) are aware. Let
them know if there are any issues with the goods, or if all is as expected and whether the appropriate
checks have been made. This should be done as soon as possible after receiving as they may need to
perform further work tasks associated with this. If receiving a service, the person authorising this may
need to deal directly with the person who has come to deliver the service.

If items need specific storage requirements, this will need to be actioned straightaway and any checks
to confirm the delivery should be made when possible soon afterwards.

Items that need specific storage include:

Ø Perishable goods – to prolong the life
of the product

Ø Frozen/chilled foods – these will need

the correct storage to maintain the
correct temperature

Ø High-value items/alcohol or tobacco –

these may need storage under lock and
key due to the value and nature of the
items.

If the person authorising you to make the purchase is required to check the delivery personally, they will
check that the delivery is correct and in the expected condition. They may not be fully involved in your
processes and with maintaining records, and you should check that any outstanding procedures are
performed.

This may mean that you will need to inspect the goods confirm compliance also. It may be that the
person has already electronically confirmed receipt of the goods so that the workflow can continue. By
checking this off on your electronic system, it may also allow your accounts department to arrange
payment for the goods. Check that all parts are done correctly.
 P a g e | 40

Compliance of goods received

Always check that the goods have been received at their intended destination; never assume that the
goods have been delivered as expected. If you are unable to check the delivery yourself, make sure that
an appointed person within your organisation, or at the delivery address, can make the appropriate
checks on your behalf.

You will need to confirm that the goods are correct in type, quantity and condition. Request that all
paperwork received with the delivery of goods is kept and passed either to you or the appropriate
person. This paperwork is your proof of delivery; if you need your own copy for your records, make sure
that you obtain this.

Checking goods will ensure that you do not pay for goods that are faulty or damaged and it will also
mean that the job can be completed by confirming final checks. The delivery can be passed to the
correct department/person, and the paperwork and appropriate invoices can be finalised and payments
made. A goods receipt for your delivery will also provide proof of delivery and prevent misplacement
and/or loss of the goods within your organisation.

Records on compliance of goods may be performed manually or electronically, depending upon your
organisation’s capabilities. If manually processing this will take longer; electronic processing will be
quicker and will speed up the flow of work.

Terms and conditions of your goods or services

Your terms and conditions will specify the requirements of the sale/purchase; you should check this to
verify compliance of your goods/services received.

Compliance checks will verify that the goods are as expected and fulfil the order requirements.

When the agreement was made between your organisation and supplier for the purchase of the goods
a contract would have been made for the supply of the goods or services. As part of the Australian
Consumer Law, a contract is a binding agreement to fulfil the sale/purchase as agreed upon by the
buyer and seller.

A contract can be made:

Ø In writing

Ø Verbally, as in agreeing to the purchase by telephone

Ø By website, when clicking through the order process and

on the ‘I agree’ to terms and conditions of the sale.
 P a g e | 41

Activity 3B

 P a g e | 42

3.4 – Take action to resolve non-compliance with specifications

By the end of this chapter, you should be able to:
Ø Identify actions to take if goods or services are not received to the expected condition

Ø Explain the parts of an item specification

Ø Identify Australian standards.

If the delivery is not as expected, or as originally ordered, you will need to seek a resolution to correct
any issues with the goods or services received. The goods or services should be as specified in your
purchase specification document and as agreed between you and the supplier at the time of the order
and purchase. You should check the purchase specification and identify any errors with the delivery.

Delivery errors
It may be a case of goods being damaged in transit, the colour not matching the purchase specification
or that the wrong quantity has been received. Let your supplier know immediately of any problems with
your delivery so that you can rectify this as soon as possible. In most instances, your supplier will be
able to resend items to you quickly to ensure that the order is received correctly, or issue your
organisation with credit. If there are damaged items in the delivery, your supplier will need to see
evidence of this, as mentioned previously in section 3.1 of this unit.

You may also need to send a copy of your delivery note to your supplier so they can see the details on
the paperwork. In some instances, they may not have been directly involved with sorting and packing
your delivery or may have used a courier/despatch company and want to see a reference of this.

Make sure your records and electronic system at work is updated to show the delivery status and what
action is required.

Returning items to your supplier

If you have received the wrong colour or item, your supplier will need these back. You should organise a
suitable date with your supplier for the items to be ready for them to pick up, or for them to be
delivered back. If the error is with the supplier, the cost should be incurred by them; your terms and
conditions should clearly state the procedure in case of delivery errors/damage.

Finding an error with the delivery after a receipt is issued

If checks were not made at the time of delivery and a delivery receipt
was issued, you will still be able to take action to rectify any problems
found. A process of reversing the goods receipt can be made. All
person(s) involved with the purchase should be made aware of the
change of information. Update electronic systems to show the correct
details and inform your accounts department that no payment for
goods should be made yet. As mentioned above, your supplier should
be contacted and informed so that suitable arrangements for either
replacement items or credit back can be made.

 P a g e | 43

Problems with item specifications

If the items received do not match the specifications as shown in your order submitted to your supplier,
you will be able to request the correct items or credit, as mentioned above. Make sure that the details
in your order to match the purchase specifications; if the order shows the incorrect information, this
may be harder to sort and will rely on the relationship and goodwill of your supplier.

Item specifications include:

Ø Function – the purpose of the item

Ø Design – this includes both the aesthetics and the workings of the item

Ø Technical – this includes performance parameters and compliance of operations, quality,

safety, etc.

Australian standards
Standards are published specifications and procedures that are
developed to ensure goods and services are safe, reliable and
perform as intended. Set criteria are used to set the benchmark for
quality standards so that others using the goods/services can feel
confident in using them.

There are two specified standards:

Ø Mandatory – these need to be followed

Ø Voluntary – these do not need to be followed.

Mandatory standards in Australia are governed by law and goods and services should meet these
requirements. Voluntary standards are not governed by law, and this means that it is legal to supply
goods and services that do not meet voluntary Australian standards.

It is, therefore, illegal to claim that goods and services meet either mandatory or voluntary standards
when they do not. Check which standards your goods and services adhere to and make sure they are
accurate in their claim.

Dealing with non-compliance

If you find there are issues of non-compliance, you should contact your supplier to discuss the
implications. Your organisation should be aware of the impact that this may have upon them and look
to resolve them. When discussing this with your supplier, be fair but firm in your required outcome. If
any compliance of goods or service has not been met, you should make sure that this is rectified so that
they do. Seek to find a solution that both your organisation and supplier agree to.

If you find any non-compliance in the paperwork specifications, such as within the contract or purchase
documentation, this will also need addressing. If you find that any non-compliance breaches any part of
the contract or order process, this should be immediately looked into by your organisation’s legal advice
service. If you are in any doubt on issues of non-compliance with any part of your purchasing, discuss
this with your manager who will be able to help.
 P a g e | 44

Activity 3C

 P a g e | 45

3.5 – Facilitate registration of new assets

By the end of this chapter, you should be able to:
Ø Explain the importance of registering new assets

Ø List procedures to be considered when recording assets.

When goods or services are received, you should ensure that these are recognised and accounted for.
There is an organisational need to keep accurate and clear records of what comes in and what goes out.

Registering new assets

An asset is a resource with economic value to your organisation. Assets may be received by transfer,
purchase, donation or construction and your organisation’s finance/accounts department will need to
know for accounting purposes. When disposing of assets, a record of this will also need to be made and
the asset register updated.

A process of registration will document what has been received, which is vital to your organisation’s
records. An asset register will record the purchases made and any other assets that have been acquired,
and usually start at a specified amount of money that the organisation has set.

The process of registering may include:

Ø Manual or computer registration of the asset

Ø Date asset has been acquired

Ø Amount the asset is worth.

Registering assets will protect them and help prevent cases of fraud. It also helps to when organisations
need to produce their financial reports and shows compliance with organisational policies and
procedures and also with Australian accounting standards.

Procedures to record assets should cover the following:

Ø Are orders correctly authorised?

Ø Have all invoiced goods been ordered by the organisation?

Ø Have all invoiced goods been received?

Ø Are the goods correct in quantity and type

Ø Are the goods at the agreed price?

Ø Is payment made only after the above points have been

confirmed?

Ø Is the handling and storage of assets secured?

 P a g e | 46

Example asset register templates:

Asset register

Organisation:

Address of organisation:

Description of asset Asset serial Asset ID Purchase Value of

number number date asset

Manufacturer and model $

Asset disposal register

Organisation:

Address of organisation:

Description of asset Asset serial Asset ID Purchase Disposal

number number date date

Manufacturer and model

 P a g e | 47

Further examples:

Asset register

Organisation: Name:

Asset location: Address:

Asset ID Asset description Asset serial Supplier Location

number (item, make, model) number (name)

Asset register

Asset value Department funds used Financial year of Department program

funding

$ $

$ $

1. Accumulation depreciation in $:

2. Written down value in $:

3. Depreciation date:

Asset disposal

Asset ID number Disposal date Disposal method Disposal receipts

(Sale by public tender) $

(Sale by public auction) $

(Theft, etc.)

Comments






 P a g e | 48

Activity 3D

 P a g e | 49

3.6 – File and store purchase records

By the end of this chapter, you should be able to:
Ø Identify different purchase records

Ø Explain the importance of keeping and filing records.

You will need to keep clear records of the purchase made and of the processes involved. This may be a
one-off purchase, and the details may not be needed for reordering, but records will need to be kept of
all purchases for any accounting or auditing needs.

If it is to be a recurring order, you will need to keep clear information that is easy to find so that further
orders can be made and will be straightforward. If reordering goods or services, always confirm the cost
before proceeding, as this may be subject to change.

Purchase records may include:

Ø Corporate credit card transaction documentation

Ø Invoices, statements and payment requests

Ø Petty cash vouchers

Ø Purchase requests and orders

Ø Receipt advices for goods and services

Ø Records of supplier performance.

Keeping records
This is a legal requirement and records will need to be kept for a certain period of time. Records should
be kept for five years to fulfil the requirements by the Australian Taxation Office (charities must keep
them for seven years). Your place of work may have their own procedures for keeping records as part of
their organisational requirements.

You should keep records of finances, employees, and records of fringe benefits and capital gains for a
period of five years also. Be mindful that if you store records only as electronic files, you may be
required to produce hard copy versions by the tax office and the Australian Resources and Investments
Commission (ASIC).

Filing records
Records may be kept both physically and electronically and should be easily identifiable to those who
need to refer to them. Make sure that any restricted access records are only accessible by the persons
authorised. An example of this may be financial records, which should be treated as confidential.

All physical copies should be clearly filed in the appropriate area, and all electronic copies/records
should be stored in the correct location on your organisation’s computer system and named to your
organisation’s requirements. Any database records should be carefully maintained and updated as
needed.
 P a g e | 50

Activity 3E

 P a g e | 51

Summative Assessments
At the end of your Learner Workbook, you will find the Summative Assessments.

This includes:

Ø Skills Activity

Ø Knowledge Activity

Ø Performance Activity.

This holistically assesses your understanding and application of the skills, knowledge and performance
requirements for this unit. Once this is completed, you will have finished this unit and be ready to move
onto the next one – well done!

 P a g e | 52

References

These suggested references are for further reading and do not necessarily represent the contents of
this unit.

Websites

Australian Consumer Law (ACL): http://consumerlaw.gov.au/the-australian-consumer-law/

Australian Consumer Law (ACL) – Consumer’s Rights: https://www.accc.gov.au/business/treating-

customers-fairly/consumers-rights-obligations

Department of Immigration and Border Protection: http://www.border.gov.au/Busi/cargo-support-

trade-and-goods/importing-goods

Fair Trading Laws: https://www.business.gov.au/info/run/fair-trading/fair-trading-laws

How Long Should I Keep Company Records? http://hartiganlaw.com.au/tax-audits-objections/how-

long-should-i-keep-tax-records/

The Kraljic Portfolio Purchasing Model: https://www.mindtools.com/pages/article/newSTR_49.htm

Work Health and Safety (WHS): http://www.business.gov.au/business-topics/employing-

people/workplace-health-and-safety/Pages/default.aspx

All references accessed on and correct as of 23rd July 2018, unless otherwise stated.