Purchasing departments contributes in product design, quality, cost of goods sold, manufacturing cycle time.
Ethical and Sustainable sourcing practices have become area of concern over the past five to ten years.
Global population growth, increasing environmental awareness, consumers desires for better corporate responsibility, and declining worldwide levels of natural resources has pressured companies to effectively implement these practices.
There is a major shift in the business operating requirements. This is caused by a critical shift in the mindset of the modern customer, who requires products and services produced in business cultures that are socially responsible.
Purchasing mangement - Puchasing Process - Make Or Buy Decisions - Supplier S...FaHaD .H. NooR
Purchasing department in any organization assist with the identification, selection and acquisition of required materials and services.
Accomplish this as economically as possible, within acceptable standards of quality and service.
“Purchasing profession can be defined as the act of obtaining merchandise; equipment; raw materials; services; or maintenance, repair and operating (MRO) supplies in exchange for money or its equivalent”.
Purchasing departments contributes in product design, quality, cost of goods sold, manufacturing cycle time.
Ethical and Sustainable sourcing practices have become area of concern over the past five to ten years.
Global population growth, increasing environmental awareness, consumers desires for better corporate responsibility, and declining worldwide levels of natural resources has pressured companies to effectively implement these practices.
There is a major shift in the business operating requirements. This is caused by a critical shift in the mindset of the modern customer, who requires products and services produced in business cultures that are socially responsible.
Purchasing mangement - Puchasing Process - Make Or Buy Decisions - Supplier S...FaHaD .H. NooR
Purchasing department in any organization assist with the identification, selection and acquisition of required materials and services.
Accomplish this as economically as possible, within acceptable standards of quality and service.
“Purchasing profession can be defined as the act of obtaining merchandise; equipment; raw materials; services; or maintenance, repair and operating (MRO) supplies in exchange for money or its equivalent”.
The Business Case for the Leverage of Strategic Procurement Thinking
1. Meet Organization Goals by Leveraging Expert Procurement Capabilities
2. Realize Enhanced Customer Experience
This presentation describes the ASQ QMD Globalization & Supply Chain Technical Committee efforts to inventory existing supplier scorecards for benchmarking and to support its efforts to create supplier scorecard standards
johncachat@hotmail.com
www.peproso.com
Purchasing Management
Principles of Purchasing Management OR (8 R'S)
Functions of Purchasing Management
Negotiating
Value Engineering
VALUE ANALYSIS
Receive Purchase Request
Supplier selection
Payment Authorization
Market research and Information
Selection of Source
Determination of Price and Availability
Follow Up
Our Senior Consultant Darina Eades has developed An Introduction to Sustainable Procurement, an insightful guide to help you understand what Sustainable Procurement is, what are the drivers and the business case for it.
The Business Case for the Leverage of Strategic Procurement Thinking
1. Meet Organization Goals by Leveraging Expert Procurement Capabilities
2. Realize Enhanced Customer Experience
This presentation describes the ASQ QMD Globalization & Supply Chain Technical Committee efforts to inventory existing supplier scorecards for benchmarking and to support its efforts to create supplier scorecard standards
johncachat@hotmail.com
www.peproso.com
Purchasing Management
Principles of Purchasing Management OR (8 R'S)
Functions of Purchasing Management
Negotiating
Value Engineering
VALUE ANALYSIS
Receive Purchase Request
Supplier selection
Payment Authorization
Market research and Information
Selection of Source
Determination of Price and Availability
Follow Up
Our Senior Consultant Darina Eades has developed An Introduction to Sustainable Procurement, an insightful guide to help you understand what Sustainable Procurement is, what are the drivers and the business case for it.
More and more customers, employees and investors expect companies to behave sustainably, i.e. showing respect for people and the environment. By responding to the need for sustainable products and services the company creates a foundation for sustainable profits.
Showing respect for the environment means reducing the negative environmental impact of a company’s products and services throughout the entire product life-cycle; in production, in use and at the end of its life.
Showing respect for people means ensuring that production is performed under safe and decent conditions and that products and services are safe to use. Companies should behave ethically and demonstrate respect for human rights. Customers, employees, business partners and owners then have confidence in the company and its management.
Effective and sustainable procurement can maximise the impact of social value demonstrating a positive effect for tenants and communities. In this session, we will explore how we can lead the way to drive sustainable procurement to maximise the impact of social value.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
2. My paper today
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•
•
•
Sustainable Supply Chains and FM
Sustainable Procurement- BS8903
Supply chain collaboration-BS11000
Where are we on the journey?
3. Sustainable Supply Chains & FM
•
•
•
•
Who is the customer?
Who can impact consumption?
What is the role of FM?
How is the supply chain
engaged?
• Can FM make a difference?
5. FM Matters
•The Facility is at the
heart of consumption
•Do you know what your
facility manager buys
•Do you know how
sustainable your supply
chain is
6. Sustainable Procurement
•
“Sustainable Procurement is a process whereby
organisations meet their needs for goods, services,
works and utilities in a way that achieves value for
money on a whole life basis in terms of generating
benefits to society and the economy, whilst minimising
damage to the environment”.
•
Sustainable Procurement should consider the
environmental, social and economic consequences of:
Design;
- Non-renewable material use;
- Manufacture and production methods;
- Logistics;
- Service delivery;
- Use; operation; maintenance;
- Reuse; recycling options; disposal;
•
Procuring the Future –
June 2006
- ... and suppliers' capabilities to address these
consequences throughout the supply chain.”
7. BS8903
Principles & Framework for Procuring
Sustainably – Guide
• World first standard for sustainable procurement
practice
• Builds on current thinking
• Drafted by Action Sustainability
• Published September 2010
8. Objectives
Examples of Key Sustainability Issues
Environmental Issues
Social Issues
Economic Issues
•Emissions to air (e.g. greenhouse
gases, such as carbon dioxide, and
other pollutants)
•Encouraging a diverse base of
suppliers (e.g. minority or underrepresented suppliers)
•Job creation (e.g. green
technologies, creating markets for
recycled products)
•Releases to water (e.g. chemical
pollution of water courses)
•Promoting fair employment
practices (e.g. fair wages, avoidance
of bonded labour, workforce equality
and diversity)
•Whole life costing
•Releases to land (e.g. chemical
fertilizers)
•Use of raw materials and natural
resources (e.g. sustainable forestry,
biodiversity)
•Use of energy (e.g. renewables)
•Energy emitted (e.g. heat, radiation,
vibration, noise)
•Waste and by-products (e.g.
recycling and waste prevention)
•Promoting workforce welfare (e.g.
health and safety, trade union
membership)
•Enabling training opportunities and
skills development (e.g.
apprenticeships)
•Community benefits (e.g.
supporting community groups,
volunteering)
•Fair trade and ethical sourcing
practices (e.g. fair pricing policies)
•Achieving value for money
•Supporting small and medium
enterprises (SMEs) (e.g. facilitating
opportunities for small businesses)
•Reducing entry barriers (e.g.
facilitating open competition)
•Ensuring operating business
remains a viable operation able to
provide employment
•Ensuring suppliers’ agreements are
at fair and viable margins
9. BS 8903 Process
Foundation
Level 1
Embed
Level 2
Practice
Level 3
Enhance
Level 4
Lead
Level 5
People
Sustainable procurement
champion identified. Key
procurement staff have received
basic training in sustainable
procurement principles.
Sustainable procurement is
included as part of a key
employee induction programme.
All procurement staff have
received basic training in
sustainable procurement
principles. Key staff have
received advanced training on
sustainable procurement
principles
Targeted refresher training on
latest sustainable procurement
principles. Performance
objectives and appraisals include
sustainable procurement factors.
Simple incentive programme in
place
Sustainable procurement included
in competencies and selection
criteria. Sustainable procurement
is included as part of employee
induction programme.
Achievements are publicised and used to
attract procurement professionals. Internal
and external awards are received for
achievements. Focus is on benefits
achieved. Good practice shared with other
organisations.
Policy, Strategy &
Communications
Agree overarching sustainability
objectives. Simple sustainable
procurement policy in place
endorsed by CEO.
Communicate to staff and key
suppliers.
Review and enhance
sustainable procurement
policy, in particular consider
supplier engagement. Ensure
it is part of wider Sustainable
Development strategy.
Communicate to staff,
suppliers and key
stakeholders.
Augment the sustainable
procurement policy into a strategy
covering risk, process integration
marketing, supplier engagement,
measurement and a review
process. Strategy endorsed by
CEO.
Review and enhance the
sustainable procurement strategy,
in particular recognising the
potential of new technologies. Try
to link strategy to EMS and
include in overall corporate
strategy.
Strategy is: reviewed regularly, externally
scrutinised and directly linked to
organisations EMS. The Sustainable
Procurement strategy recognised by
political leaders, is communicated widely. A
detailed review is undertaken to determine
future priorities and a new strategy is
produced beyond this framework.
Procurement
Process
Expenditure analysis
undertaken and key
sustainability impacts identified.
Key contracts start to include
general sustainability criteria.
Contracts awarded based on
value-for-money, not lowest
price. Procurers adopt Quick
Wins
Detailed expenditure analysis
undertaken, key suitability
risks assessed and used for
prioritisation. Sustainability is
considered at an early stage
in the procurement process of
most contracts. Whole-lifecost analysis adopted.
All contracts are assessed for
general sustainability risks and
management actions identified.
Risks managed throughout all
stages of procurement process.
Targets to improve sustainability
are agreed with key suppliers.
Detailed sustainability risks
assessed for high impact
contracts/ Project/ contract
sustainability governance is in
place. A life-cycle approach to
cost/ impact assessment is
applied.
Life-cycle analysis has been undertaken for
key commodity areas. Sustainability Key
Performance Indicators agreed with key
suppliers. Progress is rewarded or
penalised based on performance. Barriers
to sustainable procurement have been
removed. Best practice shared with other
organisations.
Engaging
Suppliers
Key supplier spend analysis
undertaken and high
sustainability impact suppliers
identified. Key suppliers
targeted for engagement and
views on procurement policy
sought.
Detailed supplier spend
analysis undertaken. General
programme of supplier
engagement initiated, with
senior manager involvement.
Targeted supplier engagement
programme in place , promoting
continual sustainability
improvement. Two way
communication between procurer
and supplier exists with
incentives. Supply chains for key
spend areas have been mapped.
Key suppliers targeted for
intensive development.
Sustainability audits and supply
chain improvement programmes
in place. Achievements are
formally recorded. CEO involved
in the supplier engagement
programme.
Suppliers recognised as essential to
delivery of organisations’ sustainable
procurement strategy. CEO engages with
suppliers. Best practice shared with other/
peer organisations. Suppliers recognise
they must continually improve their
sustainability profile to keep the clients
business.
Measurements &
Results
Key sustainability impact of
procurement activity have been
identified.
Detailed appraisal of the
sustainability impacts of the
procurement activity has been
undertaken. Measures
implemented to manage the
identified high risk impact
areas.
Sustainability measures refined
from general departmental
measures to include individual
procurers and are linked to
development objectives.
Measures are integrated into a
balanced score card approach
reflecting both input and output.
Comparison is made with peer
organisations. Benefit statements
have been produced.
Measures used to drive organisational
sustainable development strategy direction.
Progress formally benchmarked with peer
organisations. Benefits from sustainable
procurement are clearly evidenced.
Independent audit reports available in
public domain.
10. Supply Chain Collaboration
• Bringing together two world class
standards BS
11000 – BS 8903
• Collaboration is the only way we
can meet the sustainability
challenge
• Open communication and shared
objectives important
• Changing behaviours
• It is not just about cost reduction
11. BS 11000
Prepare
Partner
Awareness
Executive sponsor
Business objectives
Business case
Identify focus
Initial risk assessment
Key individuals
Working Relationship
Governance
Partnering charter
Joint objectives
Processes and plan
Joint risk management
Measurement
Knowledge
Identify drivers
Benchmark
Knowledge map
Strategy
Risk management
Exit strategy
Additional Value Creation
Define value
Functional improvement teams (FIT)
Continuous improvement process
Innovation groups
Staff development
Future options
Plan
Part
Internal Assessment
Self assessment
Constraints
Skills / processes
Appoint a leader
Partner profile
Action plan
Staying Together
Key performance indicators
Performance monitoring
Health checks
Improvement plans
Dispute management
Escalation
Partner Selection
Assess partners
Strength analysis
MAP assessment
Evaluate
Select partner
Joint objectives
Exit Strategy
Set boundaries
Monitor change
Establish change
Assess liabilities
Manage knowledge
Review future
12. Our Sustainable Procurement
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•
•
•
•
First FM company to achieve BS8903
Use sustainability criteria in our buying process
Educate our supply chain
Monitor supplier performance
Develop and demonstrate a whole life cost
approach
• Sustainability appraisals in key decisions
• Meet Government buying standards
• First FM company to achieve BS 11000
13. Where are we on the journey
Collaboration
• 120 people through KAM training
• 700 people through customer excellence programme
• Customer feedback reviews
• Staff feedback reviews
• Personal Performance Plans to 85% of staff
Sustainable Procurement
• Application of BS 8903 to our supply
chain
• Embedding procedures in our business
• Measuring our performance
14. In Summary
• It is all about working and collaborating
together
• Strategic partnerships
• Using best technology
• Using the best supply chain
• Meeting our customer challenge of
Sustainable business practise
This is the “official” definition of sustainable procurement from the Task Force paper. It is academically accurate but about as inspirational as a wet Wednesday.
It does what it says on the tin however and although I am not going to read the whole thing there are a few things to highlight.
It covers the needs for goods services works and utilities – meaning if you don’t think you buy anything you do and it is covered by this
Value for money is still important. It is not about bankrupting any organisation to save a tree it is about delivering sustainable solutions using standard procurement methods. However the caviat is that value for money includes whole life costing principles.
An interesting element of the definition is what is covered by the term procurement – look in the circle it covers nearly everything and if you think about who is responsible for these activities in your organisation it becomes clear – everyone has a part to play in the procurement process.
Need to tell the audience about BS8903 and show how this training is aligned with the thinking and guidance in it.
Here are some examples of sustainable procurement objectives … this list is not exhaustive and not all of these will be relevant to your procurement activity….
Ask the audience if they are addressing any of these issues at the moment through any of their activities
Source of flexible framework:-
Sustainable procurement task force (Government lead business appointed)