Materiel Management Community Competencies

Core competencies

Core competencies are the basic skills that all public servants need, no matter what their job is. Every government employee should have these competencies, as they are essential for leadership and specific materiel management tasks. Core competencies involve:

• how employees work with others
• how they perform their work to achieve their objectives

Key leadership competencies for supervisors, managers and executives

The key leadership competencies define the behaviours expected of leaders in Canada’s public service leaders. No matter that their job is, executives, managers and supervisors are expected to model these competencies.

General competencies

General competencies are important for all employees, regardless of their job. Everyone, from entry-level employees to executives, should demonstrate these competencies.

Digital competencies for all public servants

Digital competencies (accessible only on the Government of Canada network) define the necessary digital skills, knowledge, attributes, and behaviors required in a modern public service, and in turn, ensure all public servants and their leaders can work efficiently in the digital age.

Foundational proficiency

At this level, the employee’s behaviour is reactive. An entry-level or junior materiel management practitioner has a basic understanding of the field but will need considerable guidance and direction to perform daily tasks. The employee can follow clear procedures and step-by-step instructions from a more experienced professional, and they need training to work independently without frequent supervision.

Intermediate proficiency

At this level, the employee’s behaviour is proactive. An intermediate-level materiel management practitioner has good grasp of the field and can complete tasks with minimal guidance. They handle unusual situations reasonably effectively by following organizational policies and procedures.

Advanced proficiency

At this level, the employee’s behaviour is strategic. An advanced-level materiel management practitioner applies their extensive knowledge and skills to plan, organize, manage and oversee the work of others. They are seen a leader and a resource to others. They turn complex ideas into practical solutions and are experts who guide, solve problems, predict issues and analyze trends strategically.

1. Planning

• Demand management
• Inventory planning
• Operations planning
• Capacity planning
• Transportation and networking design
• Logistics planning
• Sourcing strategies and plans
• Researching and evaluating accessibility criteria (identifying people and their needs through an intersectional lens)
• Disaggregated data analysis on end-user or stakeholder perspectives (feedback loop)

2. Acquisition

• Total cost analysis
• Environmental considerations
• Negotiating and contracting
• Risk management
• Sourcing decisions consistent with the Government of Canada’s objectives
• Acquiring adaptive technologies to promote equity

3. Operations and maintenance

• Inventory management, control and optimization
• Process control
• Quality management
• Logistics
• Warehouse
• Distribution
• Third-party or outsourced management
• Order management
• Delivery management
• Receiving
• Controlled goods management
• Customs clearance

4. Divesture

• Refit or reuse
• Divestment: transfer, sale, donation, or trade consistent with the Government of Canada’s objectives
• Auction
• Third-party valuations
• Waste management
• Records management

• Planning and governance (life-cycle management Phase 1)

  Planning and governance in life-cycle management involves:

  • working with business owners to manage, forecast, plan, establish, implement and maintain the strategy for managing materiel throughout its life cycle
  • ensuring that controlled goods are managed to prevent unauthorized access

  Responsibilities

  Responsibilities in the planning and governance of life-cycle management involves working with key departmental stakeholders to develop strategies for managing materiel, including:

  • estimating the expected life and full life-cycle costs of materiel
  • evaluating the performance, usage and environmental impact of materiel
  • assessing the physical condition and financial performance of capital assets
  • exploring options to acquire materiel to meet program needs
  • identifying, assessing and managing risks

  For further information, refer to subsections 4.2.1, 4.2.2 and 4.2.3 of the Directive on the Management of Materiel.

  Behavioural indicators

  Foundational proficiency

  Strategic planning and decision-making

  • Gathers disaggregated data and assesses information, materiel requirements and potential risks to make informed decisions
  • Plans for short-term and long-term materiel needs
  • Uses a GBA Plus approach to understand the needs of people and integrates opportunities for collaboration into materiel management plans

  Compliance and procedures

  • Applies relevant legislation, policies and procedures
  • Obtains information from various internal stakeholders to improve product information and identify any discrepancies

  Sourcing and evaluation

  • Identifies standard methods for sourcing, costing of goods (and services), and selecting suppliers that best meet program and business needs
  • Works with business owners to develop criteria for evaluating materiel,

  Continuous improvement and realization of benefits

  • Focuses on continuous improvement, enhancing processes and practices related to the materiel management life cycle
  • Focuses on achieving socio-economic, security and environmental benefits, aiming for equitable outcomes

  Intermediate proficiency

  Strategic planning and decision-making

  • Helps develop budgets and financial requirements
  • Creates effective strategies by analyzing data and trends, evaluating risks and setting priorities
  • Identifies systemic barriers and inequalities
  • Finds opportunities to collaborate with other functions and includes them in materiel management plans

  Stakeholder engagement and compliance

  • Consults with diverse stakeholders to gather detailed input to ensure alignment, ensuring alignment with department (program delivery) and Government of Canada objectives, and legislative requirements
  • Ensures compliance with regulations related to distribution systems, trade tariffs, duties on imported goods, security, and international agreements

  Operations and maintenance

  • Oversees operations and maintenance to ensure optimal performance and resource use, and to manage risks effectively
  • Coordinates warehousing, transportation and delivery of materiel
  • Manages materiel based on its characteristics, availability, condition and performance history

  Acquisition and stability

  • Works with business owners to include greening strategies consistent with providing value for Canadians and to clearly define complex requirements
  • Develops plans to acquire, redistribute or divest materiel, considering various needs
  • Keeps accurate records of asset portfolios, ensuring timely and proper documentation

  Advanced proficiency

  Budgeting and financial management

  • Helps develop budgets and financial requirements of the organization
  • Defines and communicates work unit priorities, budget, roles and responsibilities

  Strategic planning and decision-making

  • Develops strategic solutions that align with government priorities and the organization’s mandate
  • Makes decisions based on evidence to align materiel plans and processes with available resources, considering equitable access
  • Provides strategic advice for developing frameworks that align with long-term organizational priorities
  • Provides strategic guidance on investments required to maintain the integrity of materiel and optimize operational efficiency and performance
  • Develops action plans in response to audits
  • Contributes to the development and update of departmental policies

  Collaboration and stakeholder engagement

  • Leads opportunities for collaboration with other functions to include them in materiel management plans
  • Works collaboratively with diverse stakeholders to develop guidelines for complex requirements

  Life-cycle and compliance management

  • Monitors compliance with policies and procedures for the management of materiel
  • Develops strategies to measure efficiency, monitor compliance, and address challenges in an inclusive and respectful way
  • Creates life-cycle strategies for the organization or government, including industry trends and international regulations, focusing on inclusive and accessible practices
  • Ensures that strategies for life-cycle management include full life-cycle cost estimates, including environmental implications (refer to subsection 4.2.3.2 of the Directive on the Management of Materiel)
  • Develops processes for complex requirements that involve unusual or volatile materiels
  • Provides subject matter expertise on strategies for life-cycle asset management
  • Integrates complex requirements into plans for sensitive situations
• Acquisition (life-cycle management Phase 2)

  An acquisition is a transaction that adds assets or services to a department’s or the Government of Canada’s program or service delivery capabilities by:

  • purchase
  • lease
  • acceptance of a surrender or resiliation of a lease (ending a lease early)
  • licence
  • exchange
  • acceptance of a gift, devise, or legacy
  • easement
  • acceptance of a relinquishment of an easement or by abandonment of a servitude
  • expropriation
  • transfer of administration from another department or agent Crown corporation, or
  • a transfer of administration and control from the provincial Crown

  Materiel management practitioner responsibilities

  Responsibilities for managing materiel involve ensuring that decisions about materiel are made in a comprehensive way and include consideration of the following:

  • requirements
  • how the materiel will be used
  • options for acquiring the materiel
  • the risks involved
  • necessary investments
  • divestment^{Footnote 1}

  Behavioural indicators

  Foundational proficiency

  Procurement and supplier management

  • Provides quality assurance and testing of equipment on purchase orders for materiel, goods, supplies, equipment and services
  • Researches and identifies diverse suppliers to obtain quotes
  • Works with procurement officers, business owners and other stakeholders to manage storage and distribution
  • Follows up on deliveries and inspects goods to ensure they meet contract requirements and delivery documents

  Compliance and documentation

  • Understands and follows policies and procedures in work activities
  • Ensures that purchase entries comply with financial structures to accurately track materiel in asset management systems, with an emphasis on processes
  • Tracks status of requisitions, contracts and orders

  Communication and client service

  • Responds to or escalates enquiries within established time frames, maintaining respectful and inclusive communication

  Intermediate proficiency

  Information and guidance

  • Provides business owners and stakeholders with information on legislation, policies and procedures
  • Provides sound recommendations to business owners on how to track the life cycle, warranties, shelf life and other aspects of materiel management

  Selection and acquisition

  • Selects materiel based on needs and performance criteria
  • Plans and carries out acquisition transactions according to established service levels for lead time, quality, reliability, delivery or performance

  Procedural improvements

  • Suggests relevant procedural changes when appropriate, ensuring that all changes promote equitable outcomes

  Advanced proficiency

  Guidance and compliance

  • Provides business owners and stakeholders with clear guidance on legislation, policies and procedures
  • Ensures that controlled goods are acquired according to Appendix B: Mandatory Procedures for the Management of Controlled Goods of the Directive on the Management of Materiel
  • Protects the integrity of the materiel management process

  Data analysis and reporting

  • Collects, analyzes and reports information to identify key patterns from disaggregated data and other sources
  • Submits information for updates to the organization’s investment plan in support of materiel management strategies, ensuring inclusivity is considered

  Acquisition and decision-making

  • Helps draft complex approval documents with input from diverse stakeholders
  • Selects materiel based on needs and performance specifications.
  • Decides on the most cost-effective way to acquire materiel, for example, purchase or lease or rental
  • Uses and documents analytics and data for defendable decision making
• Operations and maintenance (life-cycle management Phase 3)

  Materiel management practitioner responsibilities

  Responsibilities for managing materiel at the Phase 3 level are to:

  • implement measures to:
    • minimize the risk of discrepancies, damage and unauthorized access to materiel
    • ensure the serviceability of materiel
    • manage controlled goods and prevent unauthorized access throughout their life cycle
  • identify materiel that is no longer needed^{Footnote 2}
  • manage materiel and operations in a sustainable and financially responsible way to support program delivery and operational requirements
  • meet all reporting obligations

  Behavioural indicators

  Foundational proficiency

  Asset verification and tracking

  • Physically verifies assets, reconciles information and tracks shelf life, usage, condition, performance and warranty information
  • Ensures that materiel records are maintained using automated systems, where practical and cost-effective, to track inventory and monitor costs, including turnover and discrepancies
  • Tracks inventory that must be divested in the organization’s automated asset management and financial systems
  • Conducts stock checks according to a specific plan and identifies any discrepancies

  Materiel management and maintenance

  • Decides on the most effective maintenance methods for materiel
  • Plans and schedules equipment inspections, testing, maintenance and warranty services
  • Monitors warranties and the performance of materiel
  • Protects controlled goods and reports any breaches according to Appendix B: Mandatory Procedures for the Management of Controlled Goods of the Directive on the Management of Materiel

  Logistics and distribution

  • Manages the reception, storage and dispatch of materiel
  • Tracks the movement, storage, distribution, repairs, overhaul, shelf life and life expectancy of materiel within a warehouse
  • Optimizes space by moving stock efficiently
  • Coordinates transportation operations and the inflow of orders according to priorities
  • Advises business owners on logistical liabilities during transit (Incoterms10^{Footnote 3}) to meet their needs
  • Follows the organization’s allocation planning process to meet client needs to obtain and distribute materiel appropriately

  Planning and forecasting

  • Forecasts changes in materiel and resource requirements based on diverse factors
  • Monitors the allocation, distribution and scheduled use of materiel based on program or operational needs and assessments
  • Applies relevant policies, processes, principles and methods to manage materiel
  • Follows guidance to improve effectiveness and efficiency in a way that supports the needs of diverse stakeholders

  Stakeholder engagement and compliance

  • Works with business owners and stakeholders to identify materiel that needs special handling or is no longer needed
  • Helps draft complex approval documents with input from diverse stakeholders
  • Follows the requirements set out in Appendix A: Mandatory Procedures for Land Vehicle Fleet Management of the Directive on the Management of Materiel in tracking internal or external fleet resources

  Intermediate proficiency

  Operational strategies and planning

  • Develops operational strategies, plans and processes to manage materiel, ensuring it meets the Government of Canada’s objectives
  • Uses a total systems approach to manage information, inventory and maintenance services
  • Develops fleet requirements and a replacement strategy based on transport or distribution requirements, considering budgeting requirements for the life cycle of vehicles with attention to the Government of Canada’s objectives

  Materiel handling and maintenance

  • Provides cost-benefit analysis and advice for complex materiel handling, movement, storage and divestment
  • Ensures that materiel is maintained by planning equipment inspections, testing, maintenance and warranty services
  • Provides guidance to reduce the time required for tasks by strategically placing frequently used items
  • Ensures the monitoring of materiel use, stock levels and performance to ensure that materiel meets program requirements
  • Reallocates underused materiel

  Transportation and distribution

  • Monitors transportation obligations to optimize the distribution network
  • Develops strategies to reduce energy and emissions while optimizing capacity
  • Advises business owners on logistical liabilities during transit (Incoterms10) to meet their needs

  Inventory and discrepancy management

  • Oversees stock-taking to ensure that discrepancies are resolved, and records are updated
  • Investigates discrepancies to determine appropriate actions
  • Tracks inventory that must be divested in the organization’s automated asset management and financial systems

  Stakeholder engagement and reporting

  • Informs stakeholders about options and recommendations to operational processes
  • Tracks outcomes to monitor impacts on stakeholders through feedback mechanisms
  • Identifies surplus materiel

  Advanced proficiency

  Investment and resource optimization

  • Addresses complex investments to make the best use of financial resources and sustain the life cycle of materiel
  • Integrates sustainability and environmental, social and corporate governance performance to support organizational investment planning
  • develops guidelines and strategies to optimize cost, allocate resources, replace fleets and divest resources in accordance with the Government of Canada’s objectives

  Supply chain and logistics management

  • Plans supply processes based on distribution needs, considering diverse requirements
  • Aligns strategies for network planning, facility design, client demand and transportation
  • Develops the requirements for service providers to handle multi-modal global logistics across various stakeholders
  • Develops a comprehensive strategy for global logistics and distribution
  • Uses a total systems approach to manage the flow of information, materiel and services, including raw materials, suppliers, factories, warehouses and delivery to the client

  Materiel handling and safety

  • Develops guidelines for the safe handling and use of controlled goods in accordance with Appendix B: Mandatory Procedures for the Management of Controlled Goods of the Directive on the Management of Materiel
  • Ensures that training is provided for proper materiel operation
  • Develops processes for handling of heritage assets and artifacts, respecting cultural diversity

  Information management and continuous improvement

  • Develops systems for managing information and improving business processes, including resolving unique cross-functional issues, ensuring equitable and diverse approaches

  Risk management and discrepancy prevention

  • Oversees risk-based stock-taking across all locations
  • Updates processes to prevent future discrepancies based on investigation results and reports discrepancies
• Divestiture (life-cycle management Phase 4)

  Divestiture:

  • identifies methods to sell, donate, transfer or otherwise divest of surplus materiel and tracks these processes
  • ensures that surplus controlled goods are clearly identified and handled according to the requirements of Appendix B: Mandatory Procedures for the Management of Controlled Goods of the Directive on the Management of Materiel

  Materiel management practitioner responsibilities

  Responsibilities for managing materiel at the Phase 4 level are to:

  • direct program leads to first consider the feasibility of repurposing, refitting and reusing all materiel
  • document the analysis and reasons for divestiture decisions
  • divest surplus materiel in an environmentally and sustainable way that is open, transparent and fair, and that optimizes overall benefits to the Crown^{Footnote 4}

  Behavioural indicators

  Foundational proficiency

  Divestiture preparation

  • Helps business owners prepare materiel for GCTransfer, GCSurplus or other divestiture method, following organizational policies and legislation, including the Government of Canada’s objectives
  • Prepares materiel for divestiture by removing all official Government of Canada symbols except for heritage materials being donated
  • Ensures that controlled goods are clearly identified in accordance with Appendix B: Mandatory Procedures for the Management of Controlled Goods of the Directive on the Management of Materiel

  Documentation and record-keeping

  • Documents auditable records of the analysis used to justify divestiture decisions, including valuations for materiel that has not exceeded its expected life
  • Removes materiel from inventory and financial systems

  Intermediate proficiency

  Divestiture planning and evaluation

  • Works with diverse stakeholders to create divestiture plans, ensuring business owners first consider repurposing, refitting and reusing all materiel before other options
  • Evaluates materiel before divestiture if it has not exceeded its expected life

  Research and life-cycle management

  • Researches new trends and developments to ensure that surplus materiel is divested in an appropriate, open, transparent, inclusive, equitable and fair way
  • Helps business owners determine the life cycle of complex goods

  Advanced proficiency

  Strategic development and enhancement

  • Develops strategies and procedures to handle exceptionally complex divestment, considering intersectional perspectives such as socio-economic and environmental impacts and cultural diversity
  • Develops strategies for the continuous enhancement of divestment practices, ensuring they are respectful and equitable
  • Develops a strategy to reallocate surplus materiel, such as internal repurposing, reusing, refitting or transferring to other government organizations

  Compliance and guidance

  • Provides guidance on legislative, regulatory and policy frameworks

  Develops cost-benefit analysis processes for determining best divestiture methods for business owners and stakeholders, in accordance with legislation, regulations and organizational policies and guidelines

  Financial and cultural management

  • Maximizes investment recovery in divestment
  • Uses the proceeds of divestment in accordance with organizational policies
  • Manages the donation of Indigenous artifacts to the appropriate Indigenous community or organization, ensuring culturally sensitive practices

• 1. Negotiations

  Negotiation in materiel management:

  • ensures that differences are settled between parties to achieve results and gain mutual acceptance
  • involves actively communicating, persuading, influencing and exploring positions and alternatives to obtain best value, in accordance with policies and the legal framework, and in the best interests of Canadians and the Government of Canada

  Materiel management practitioner responsibilities

  Responsibilities for managing materiel and negotiation involve ensuring that the market value of materiel is used as the basis of contract negotiation for trade-ins and accounted for in the proceeds of divestment^{Footnote 5}.

  Behavioural indicators

  Foundational proficiency

  Information-gathering and strategy

  • Collects information from the client on relevant issues and desired results
  • Uses knowledge of counterparts’ motivations to select an appropriate negotiation strategy

  Communication and understanding

  • Listens to different points of view and promotes mutual understanding
  • Clearly expresses own views without criticizing others’ opinions

  Negotiation and implementation

  • Negotiates objectively and ethically with professionalism, respect and equity
  • Stays flexible to reach agreements
  • Implements the agreement as negotiated

  Intermediate proficiency

  Strategic planning and knowledge application

  • Uses own knowledge and business acumen to develop strategies to achieve clear and well-understood negotiated agreements
  • Applies knowledge of goods and services to improve negotiation outcomes
  • Identifies the best alternative to a negotiated agreement (BATNA) if needed

  Negotiation skills and conflict resolution

  • Skillfully negotiates complex situations by questioning different viewpoints to reach mutual agreements
  • Resolves complex situations by addressing challenges openly and constructively while encouraging different opinions
  • Recognizes potential conflicts and finds ways to help parties work through issues, clarifying assumptions and expectations

  Advanced proficiency

  Cultural awareness and adaptability

  • Uses knowledge of different cultures during negotiations to help reach consensus and cooperation
  • Adapts negotiation style to fit different people and situations

  Constructive negotiation and relationship-building

  • Conducts complex negotiations openly and constructively
  • Reaches successful agreements while maintaining positive working relationships

  Creative solutions and long-term focus

  • Uses past experiences to create solutions that benefit everyone
  • Keeps everyone focused on long-term objectives and resolves disagreements when negotiations stall
• 2. Project management

  Managing projects in materiel management:

  • ensures that the workforce can initiate, plan, carry out, control, evaluate and close a series of activities
  • manages risks to meet specific objectives, criteria and deadlines

  Project manager practitioner responsibilities

  Responsibilities for project management in materiel management are to:

  • help initiate, plan, carry out, control, monitor, evaluate and close a series of activities
  • address and resolve risks to achieve objectives and meet criteria within a specific time
  • define constraints such as scope, time, quality and budget to use resources effectively
  • uses relevant information to help complete the project in compliance with objectives

  Behavioural indicators

  Foundational proficiency

  Project planning and risk management

  • Helps define project scope, tasks, timelines and deliverables for materiel management
  • Suggests equitable solutions to manage project risks and to ensure successful completion

  Stakeholder and financial management

  • Identifies key internal stakeholders and their interdependencies
  • Records materiel management expenses in a system and generates reports efficiently

  Intermediate proficiency

  Project methodology and monitoring

  • Advises on new project management methods to clarify and improve complex materiel management constraints and task breakdowns
  • Tracks the effects of project changes on materiel management using critical paths, key performance indicators and data collection methods

  Communication and reporting

  • Prepares and presents clear briefing documents and status updates to senior management

  Collaboration and innovation

  • Builds and maintains effective, inclusive and collaborative networks with project team members and external stakeholders
  • Shows flexibility and innovation while ensuring due diligence

  Advanced proficiency

  Project initiation and planning

  • Uses knowledge of materiel management to help initiate projects and contribute to the overall project plan in alignment with life-cycle management
  • Provides strategic advice to integrate life-cycle management activities into project documents

  Financial and governance strategies

  • Identifies funding sources, governance and approvals to develop strategies that provide the best overall value
  • Assesses the life-cycle costs of projects and recommends sustainable solutions
• 3. Risk management

  Managing risk in materiel management:

  • ensures the ability to assess and control risks throughout all phases of the materiel management life cycle^{Footnote 6}
  • arrives at evidence-based decisions to handle risks by assuming, avoiding, transferring, mitigating or sharing risks or by compensating for them

  Materiel management practitioner responsibilities

  Responsibilities for risk management in materiel management are to:

  • ensure that the strategy for life-cycle management includes identifying, assessing and managing risks
  • determine the best way to reduce risks
  • make evidence-based decisions to handle risks by assuming, avoiding, transferring, mitigating or sharing risks or by compensating for them

  Behavioural indicators

  Foundational proficiency

  Risk identification and analysis

  • Identifies, analyzes, explains and manages risks from a perspective of managing materiel throughout its life cycle
  • Identifies common risks in contracts and project delivery, such as scope, cost and schedule, related to materiel management

  Risk monitoring and management

  • Helps monitor and manage risks for non-complex materiel
  • Works with stakeholders to contribute to risk registers for requirements

  Decision support

  • Recommends corrective actions to support equitable decision-making

  Intermediate proficiency

  Risk management development and implementation

  • Analyzes, develops and implements risk management approaches for materiel management and life-cycle requirements
  • Uses best practices to develop environmental scans and a risk management plan

  Risk monitoring and adjustment

  • Monitors activities and risks, adjusting strategies as new information becomes available
  • Includes strategies for protecting the environment and the organization in risk mitigation strategies

  Decision support

  • Makes clear and concise risk-benefit management recommendations to management

  Advanced proficiency

  Risk management practices and learning

  • Promotes sound risk management approaches, practices and learning, emphasizing sustainability
  • Consults with other jurisdictions and businesses to align with the best risk management practices
  • Shares lessons learned with other internal stakeholders to ensure a global approach to risk management

  Strategic decision-making and continuity

  • Aims to make the most of opportunities to ensure business continuity, sustainability and reputation in high-risk contexts
  • Considers political, social, environmental and economic risks and issues and their impact in decision-making
• 4. Data analytics

  Data analytics in materiel management:

  • uses technology to analyze data and support of decision-making, procurement strategies, trends, supply chains and risk management
  • ensures a strong capability to provide insights and improve outcomes

  Materiel management practitioner responsibilities

  Practitioner fulfilling their responsibilities in materiel management ensures that the strategy for life-cycle management includes performance information on:

  • the functionality, utilization and environmental impact of all the organization’s materiel
  • the physical condition and financial performance of capital assets over their life-cycle, allowing for year-over-year comparison with government-wide benchmarks^{Footnote 7}

  Behavioural indicators

  Foundational proficiency

  Data collection and management

  • Collects and records data through the materiel’s life cycle to analyze information and develop inclusive strategies
  • Ensures data accuracy and availability of pertinent documentation
  • Ensures that data is entered accurately and protected in the appropriate database systems
  • Uses the most relevant technology to gather data from internal and external sources and propose solutions

  Data analysis and presentation

  • Validates data analytics and identifies gaps in data
  • Selects and adjusts data format for optimal clarity (using tables, charts and graphs)

  Intermediate proficiency

  Data analysis and strategy

  • Analyzes various statistical and organizational information to meet client needs, ensuring inclusivity and consideration of the Government of Canada’s objectives
  • Uses data analytics to create asset management plans
  • Identifies relationships and trends to find the cause of problems and suggest solutions

  Data management and accuracy

  • Ensures that the correct data is used for input and analysis
  • Leads stakeholders in using innovative data analysis techniques

  Communication and support

  • Provides clear and understandable explanations to questions

  Advanced proficiency

  Materiel management strategy development

  • Combines data analytics, supply and demand knowledge, government priorities and stakeholder perspectives to develop effective materiel management strategies
  • Considers assumptions, new applications and emerging technologies to make the materiel management process more efficient and responsive

  Data analytics leadership and consultation

  • Promotes the use of data analytics in materiel management
  • Leads consultations on complex data analytics to suggest changes to policies or business processes, considering diverse perspectives
• 5. Business acumen

  Business acumen in materiel management:

  • requires a clear and applicable understanding of how industry and the Government of Canada work to meet their respective goals
  • requires a thorough knowledge of the industry, government machinery, trends, economic sectors, money flows and market dynamics that influence public procurement
  • brings that thorough knowledge to procurement strategies to increase competition and encourage innovation and best value to Canada

  Business acumen responsibilities

  Responsibilities for business acumen in materiel management are to:

  • understand how business and the federal public service operate
  • know government processes, trends, economic factors, money flow and market dynamics
  • use this knowledge to manage or lead strategies in materiel management and supply chain principles
  • achieve best value by ensure that daily tasks are effective and efficient and that competition is considered

  Behavioural indicators

  Foundational proficiency

  Business fundamentals and strategic recommendations

  • Uses basic business principles, such as planning, supply and demand, marketing, debt, cash flow, and profit, to advise business owners
  • Keeps up to date with new trends and technologies to better meet business owners’ needs, incorporating sustainability and innovation

  Sustainability and innovation in life-cycle management

  • Incorporates sustainability into life-cycle management to ensure best value for Canada and to promote environmental stewardship
  • Actively looks for and communicates opportunities to innovate in life-cycle management

  Intermediate proficiency

  Leveraging knowledge and strategic planning

  • Uses knowledge of the organization and industry to obtain best value for business owners
  • Develops business requirements and strategic and operational plans, considering challenges, opportunities and trends in industry and government
  • Develops long-term strategic plans that align with future investments, activities, issues, challenges and opportunities

  Networking and market awareness

  • Builds and maintains professional networks to gather market information about the market and identify new opportunities, emphasizing inclusion

  Advanced proficiency

  Strategic planning and risk management

  • Plans strategies by examining local and global economic trends, best practices, diverse stakeholders, and the Government of Canada’s objectives
  • Identifies and manages risks using expertise in industry and government priorities, dynamics, and operations

  Leading change and innovation

  • Leads change using knowledge of government processes, budgets, investment plans, mandate letters and priorities to advise business owners
  • Uses innovative methods to influence organizational change and guide senior management and other stakeholders

• 1. Materiel management: overall general knowledge

  Management principles and practices

  • Supply chain management principles, processes, methodologies and practices
  • Competency-based management principles, processes, methodologies and practices
  • Program management principles
  • Principles of the life-cycle management of assets
  • Just-in-time management

  Legal, policy and regulatory frameworks

  • Materiel management legal and policy framework
  • Health and safety policies, programs and regulations
  • Applicable accessibility standards
  • The Government of Canada’s socio-economic, security and environmental objectives

  Information and decision-making

  • Information and access to information management
  • Knowledge of data analysis and application to decision-making

  Communication and leadership

  • Effective communication theories and practices
  • Leadership theories and practices

  Inclusivity and analysis

  • Gender-Based Analysis Plus (GBA Plus) principles
• 2. Functional competencies

  2.1 Planning and governance

  Governance and strategic frameworks

  • Departmental and Government of Canada governance structures
  • Departmental materiel management framework
  • Departmental materiel management strategy
  • Department or agency investment plans

  Compliance and regulatory requirements

  • Controlled goods and dangerous goods requirements
  • Security management regulations
  • Heritage-designated asset and Indigenous artifact requirements
  • Standards of quality assurance

  Roles and responsibilities

  • Roles of common service providers
  • Roles of other government departments in materiel management processes

  Financial and cost management

  • Life-cycle cost estimates

  2.2 Acquisition

  • Methods of acquisition
  • For acquisition competencies, behaviours and knowledge, consult the Government of Canada Procurement Competencies

  2.3 Operations and maintenance

  Fleet and logistics management

  • Fleet and transportation management
  • Logistics strategy development and implementation

  Inventory and warehousing

  • Warehousing and materiel-handling management
  • Inventory control and monitoring

  Information and security management

  • Information management, collection, tracking and analysis for costing
  • Security of assets

  2.4 Divestiture

  Asset management and disposal

  • Donation management (cultural property export and import, social responsibility, and Indigenous communities)
  • Transfer management (GCTransfer and GCSurplus)
  • Divestiture management (asset identification, disposition, and sales or donation practices)

  Assets sale management

  • Surplus identification and disposal management

  Regulatory and compliance considerations

  • Trade agreements, tariffs, duties and security regulations
  • Extraterritorial limitations of divesting of internationally acquired controlled goods

  Sustainability economy

  • Circular economy
• 3. Technical competencies

  3.1 Negotiations

  Dispute resolution and negotiation

  • Alternative dispute resolution principles and methodology
  • Negotiation techniques, strategies, approaches and tactics
  • International trade dispute resolution mechanisms

  Financial and profit management

  • Costing and profit principles

  Stakeholder engagement

  • Stakeholder engagement and relationship management

  3.2 Project management

  Project management fundamentals

  • Project management principles, processes, methodology, applications and lexicon
  • Project life-cycle, including project phases and gates
  • Project resource roles and responsibilities

  Client and stakeholder engagement

  • Clients’ requirement definition
  • Stakeholder engagement and relationship management

  Approvals

  • Project approval guidelines and process

  3.3 Risk management

  Risk management

  • Risk identification, assessment and planning principles
  • Risk-based decision-making principles
  • Risk and risk mitigation principles
  • Integrated risk management

  Procurement management

  • Liability in Crown procurement management

  Quality management

  • Quality assurance and control principles

  3.4 Data analytics

  Information technology and data management

  • Information technology principles, policies and tools
  • Web analytics and data management approaches in support of decision-making
  • Principles of life-cycle management for data collection and treatment
  • Data input practices for asset sourcing options
  • Data safeguarding practices

  Reporting and compliance

  • Trade agreement reporting management
  • Government reporting requirements and guidelines

  3.5 Business acumen

  Knowledge of government and innovation

  • Knowledge of the government’s priorities and business standards and linkages to materiel management
  • Knowledge of the government’s innovation agenda
  • Understanding of domestically emerging markets analysis related to materiel management

  Management practices

  • Performance management practices and techniques
  • Stakeholder engagement and relationship management

Legislation

• Access to Information Act
• Canada Labour Code
• Canadian Environmental Protection Act
• Canadian Free Trade Agreement
• Civil Code of Québec
• Conflict of Interest Act
• Competition Act
• Comprehensive land claims agreements
• Copyright Act
• Criminal Code
• Cultural Property Import and Export Act
• Defence Production Act
• Department of Justice Act
• Canadian Environmental Assessment Act
• Export and Import Permits Act
• Federal Accountability Act
• Financial Administration Act
• Historic Sites and Monuments Act
• Income Tax Act
• International trade agreements
• Library and Archives of Canada Act
• Museums Act
• Department of Public Works and Government Services Act
• Surplus Crown Assets Act
• Accessible Canada Act

Policy

• Canadian Content Policy
• Policy on the Planning and Management of Investments and its supporting directives
• Federal Contractors Program
• Framework for the Management of Risk
• Industrial and Technological Benefits Policy
• Policy on Government Security
• Policy on Green Procurement
• Policy on Gender-Based Analysis Plus

Regulations

• Government Contracts Regulations
• Controlled Goods Regulations
• US International Traffic in Arms Regulations (ITAR)
• Canada Occupational Health and Safety Regulations
• Public Property Loans Regulations

Guidance

• Guide to Materiel Management Frameworks
• Mandatory Procedures for Investment Plans