A view of procurement best practice

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What does good procurement management look like

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  • اسلایدیه ریوداریگ بیون. هر بژی
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  • For data visualization,data analytics,data intelligence and ERP Tools, online training with job placements, register at http://www.todaycourses.com
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  • Préstamo entre oferta individual grave o grave. Hola. Está buscando un préstamo hipotecario o un listo y constantemente rechazado las instituciones financieras. Pero los bancos de créditos a los consumidores, pero siempre a un precio muy alto, excluyendo gastos de procesamiento. Nos Permiten este crédito (todo el mundo hay personas Interés). Soy una persona que ofrece préstamos que van desde 3.000 €90,000,000 Para todos los que son capaces de devolver con tasa de interés es el 2% al 3% según la cantidad de la orden. Yo lo hago en los campos Siguiente: -Préstamo financial -Préstamos bienes raices -Préstamo inversión -Préstamo de auto -Consolidación de deuda -Rescate de crédito -Préstamo personal enlace Si usted realmente necesita un préstamo No dude en contactar con nosotros, vamos a eliminar el préstamo para encontrar un Solución a su demande.contacte el correo: jeangomezdelacega18@gmail.com , jeangomezdelacega18@gmail.com , jeangomezdelacega18@gmail.com , jeangomezdelacega18@gmail.com ,
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  • Préstamo entre oferta individual grave o grave. Hola. Está buscando un préstamo hipotecario o un listo y constantemente rechazado las instituciones financieras. Pero los bancos de créditos a los consumidores, pero siempre a un precio muy alto, excluyendo gastos de procesamiento. Nos Permiten este crédito (todo el mundo hay personas Interés). Soy una persona que ofrece préstamos que van desde 3.000 €90,000,000 Para todos los que son capaces de devolver con tasa de interés es el 2% al 3% según la cantidad de la orden. Yo lo hago en los campos Siguiente: -Préstamo financial -Préstamos bienes raices -Préstamo inversión -Préstamo de auto -Consolidación de deuda -Rescate de crédito -Préstamo personal enlace Si usted realmente necesita un préstamo No dude en contactar con nosotros, vamos a eliminar el préstamo para encontrar un Solución a su demande.contacte el correo: jeangomezdelacega18@gmail.com jeangomezdelacega18@gmail.com
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  • I think you've hit the nail on the head, it requires online collaboration to make tender management work - http://www.kahootz.com/your-kahootz/your-purpose/tender-management-software/
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  • Change Control Note
    This Change Control Note (CCN #XXX) is between XXX of XXX Co # and XXX
    CCN XXX is entered into by the Parties pursuant to a Services Agreement between the Parties dated XXX (the Agreement) and is effective as of the date of the later of the Parties signatures to this CNN# (the Effective Date)
    WHEREAS
    This CNN # and all non-contractual obligations arising out f or in connection with it are governed by the laws of XXX and The Parties submit to the exclusive jurisdiction of the courts of XXX
    CCN #: XXX
    Title of Change: XXX
    Originator: XXX
    Date: XXX
    Version: v0.1
    Priority: H/M/L Cost Impact XXX Schedule Impact: XXX
  • A view of procurement best practice

    1. 1. A view on procurement best practice Dr Gordon Murray
    2. 2. Agenda
    3. 3. Agenda Governance
    4. 4. Agenda Strategy
    5. 5. Agenda The day job
    6. 6. What do you mean when you refer to procurement?
    7. 7. Procurement Cycle 8. Closure / Review Need 7. Manage Implementation of Contract 6. Award Contract 5. Tender Evaluation 1. Identify problem 2. Develop Business Case 3. Define Procurement Approach 4. Competitive procurement 7
    8. 8. Gateway Stages 8. Closure / Review Need 1. Identify Need Challenge Challenge 7. Manage Implementation of Contract 2. Develop Business Case 6. Award Contract 3. Define Procurement Approach Challenge Challenge Challenge Challenge 5. Tender Evaluation 4. Supplier Appraisal 8
    9. 9. Structural options
    10. 10. Which is best – centralised or decentralised procurement?
    11. 11. Centralised The Market Procurement Unit Dept Dept Dept Dept
    12. 12. De-centralised The Market Dept Dept Dept Dept
    13. 13. Organizational structures within purchasing Advantages and disadvantages of decentralised purchasing Advantages Disadvantages  Direct responsibility of operating companies  Stronger customer orientation towards internal user  Less bureaucratic purchasing procedures/higher operational flexibility  Less friction costs due to coordination  Direct communication with suppliers  Dispersed purchasing power, lack of economies of scale  No uniform way of handling towards suppliers  Scattered supply market research  Limited possibilities for building up specific expertise on purchasing, supply markets and components  Different commercial purchasing conditions among different operating companies
    14. 14. Devolved The Market Procurement Unit Dept Dept Dept Dept
    15. 15. Procurement Collaboration
    16. 16. Procurement Collaboration Why bother?
    17. 17. Why collaborate?
    18. 18. Collaborative procurement options
    19. 19. Consortia The Market PBO Buyer Buyer Buyer Buyer
    20. 20. Collaboration strategy Collaboration Cooperation Coordination Conversation (networking) (Derived from Huxham, 1996)
    21. 21. Procurement decision-making tools
    22. 22. Spend analysis
    23. 23. ABC Analysis: 75/20, 15/30, 10/50
    24. 24. The implications of ABC Analysis
    25. 25. Kraljic’s Procurement Positioning Model Bottleneck Supply Market Complexity/ Risk Routine Impact on profit Strategic Leverage
    26. 26. Who does what? Procurement led Potential benefit from central management Coordinated Decentralised Need for business involvement
    27. 27. Relative Power
    28. 28. Supplier Positioning Model of potential customers Development Core Nuisance Exploit Attractiveness of account Relative value of account
    29. 29. eProcurement
    30. 30. P2P & Strategic procurement interfaces
    31. 31. eProcurement Strategy
    32. 32. A potential Procurement Applications Portfolio
    33. 33. Category management
    34. 34. Marketing view of brand management
    35. 35. Approach to Category Management
    36. 36. Potential sourcing options            Make/buy/lease Internal/external Standardisation Domestic/overseas Single/multiple sourcing Stockless/JIT Annual Blanket Orders/Systems contracting Partnership/Adversarial Distributors/Manufacturers Vertical integration/Arms length Vendor rationalisation             Consortia/Coordinated purchasing Forward/spot buying Quality/cost Short/long term contracts Earlier supplier involvement Supplier development Supplier councils Supplier certification Reverse marketing Supplier assistance Value analysis/value engineering Utilisation of IT/IS
    37. 37. Illustration of sourcing plan content
    38. 38. Supplier selection and contract award
    39. 39. View supplier selection and contract award as risk management
    40. 40. Mandatory and desirable features
    41. 41. Supplier selection
    42. 42. Award criteria
    43. 43. The award approach
    44. 44. Contract Management
    45. 45. Contract Management When does it start? When does it end? Who’s responsible?
    46. 46. The activities of a buyer during a contract period to ensure that all parties to the contract fulfil their contractual obligations Bailey, Farmer, Crocker, Jessop and Jones (2008) p. 419
    47. 47. Fundamentals  The contact is the agreement which is to be managed – it must be right  ‘Battle of the Forms’  The contract must be understood by all those managing the contract  A supplier can voluntarily add performance standards to the tender document  It is possible to include supplier improvement plans within a contract  Contract management approach creates the environment for determining whether or not the supplier will want to bid again
    48. 48. What could go wrong with a contract? 48
    49. 49. Managing risk Risk analysis Risk assessment Risk mitigation 49
    50. 50. Risk threat responses Reduction (treat) Removal Transfer Retention Share 50
    51. 51. Risk assessment Risk Probability Impact Proximity Mitigation 51
    52. 52. Relationship management 52
    53. 53. Relationship management Adversarial contracting does not necessitate adversarial relationships Effective relationship management requires  Mutual respect  Mutual trust  Mutual understanding  Creating an open and constructive environment  Contributing to joint management of contract delivery 53
    54. 54. Service delivery management 54
    55. 55. Performance management Shaped by the original customer definition of need KPIs identified prior to contracting Likely to be directly linked to tender evaluation criteria KPIs should be  Proportionate,  fit for purpose,  easy to support by evidence,  accepted by key stakeholders 55
    56. 56. Performance measures Cost and value obtained Performance and customer satisfaction Delivery improvement and added value Delivery capability Benefits realised Relationship strength Responsiveness 56
    57. 57. Change happens! Contract variations 57
    58. 58. What circumstances could justify a change in the contract? 58
    59. 59. What steps are required when a change takes place? 59
    60. 60. Managing contract change  Acceptance that change happens  Risk management predicts what might happen and potential responses  Changes require negotiation  Change management control is essential     Due process Principles of transparency, fairness, accountability and stewardship Appropriate record keeping Due authorisation  Accepted changes require scheduling to minimise adverse impact  Changes need to be communicated  Novation and assignment 60
    61. 61. CCR and CCN process 61
    62. 62. Change Control Form 1. 2. 3. 4. 5. 6. 7. 8. 9. Reason for change: Description (giving full description of any specification): Proposal for implementing the Change: Timetable: Likely impact on the Services, the Service Level and any Charges: The Price (if any) (including itemised breakdown): Further clarification of the Change/Charge/additional information: Signed for and on behalf of XXX Signed for and on behalf of XXX 62
    63. 63. Closing the contract 63
    64. 64. Contract exit circumstances Client contractual breach or changed circumstances Provider default Frustration of contract End of the contract term 64
    65. 65. Contract management review Aims to capture the lessons learnt for improving procurement Should include key stakeholders Complete a post-contract review report  What worked well?  What didn’t work?  What are the lessons for letting this type of contract in the future?  What are the lessons learnt for improving procurement performance? Capture and communicate 65
    66. 66. Success factors
    67. 67. Thank you for your attention

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