Procurement as an institutional priority - Laura Watson
Post on 31-Oct-2014
821 Views
Preview:
DESCRIPTION
Transcript
Procurement as an institutional priority
Workshop presentation by:
John Lakin, Procurement UKLaura Watson, Deputy Director of Procurement, Durham University
27th March 2014
∂
Procurement as a strategic asset
Research shows that strategic influence results from
• Raising the profile of procurement• Working at the top table• Delivering the vision of the institution
[See research and case studies from Durham University, University of Edinburgh, London South Bank University and University of East London at http://www.efficiencyexchange.ac.uk/2842/procurement-as-a-strategic-asset-report-for-efficiency-exchange-july-2013/ ]
∂
Raising the profile
∂
Working at the top table
∂
Delivering the vision
∂
Strategic procurement at Durham University – a case study• What is procurement?• What has worked well?• What remains to be done?• What has proved difficult?• Capability assessment• Training• Questions
∂
Procurement is….
… a cumbersome process… slow… lengthy… not necessary… bureaucratic… a policing function
… an enabler… necessary to ensure that fair treatment is provided to suppliers… necessary to ensure compliance with legislation… a supportive function … necessary to address environmental and social issues… there to award to the most economically advantageous tender… able to address whole life costing
OR
The customer view
Our customers need to be re-educated … this takes time
Procurement should be service orientated
Procurement’s view
∂
What has worked well?Strategic Sourcing StrategyTo ensure better planning of tenders, using a category management approach, to facilitate improved collaboration
CollaborationWith key customers and stakeholders – to understand their business needs and how procurement can support those needs to facilitate delivery of their requirements
• CIS with the New World Programme• Catering to improve the social and environmental aspects of food
procurement – won a combined Green Gown award in 2011
Working with other Universities – through NEUPC and through a regional group that meets to discuss collaborative opportunities
∂
What remains to be done?
eProcurement•Conclude the roll out of Purchase to Pay to all departments across the University (95% completed)
Category Management•Embed the category structure•Engage with key stakeholders to inform them of the purpose and benefits of category management
Marketing Plan•Need to market the procurement service to explain the benefits of what we can do and how this will help
∂
What proved difficult?
eProcurementImplementation of eProcurement has taken longer than expected due to:
• Ensuring the system was fully fit for purpose and would deliver what the departments and colleges required – as we have purchased an off the shelf system, there has been significant work to amend processes rather than system
• Engaging with Academics
Stakeholder EngagementTrying to remove the myth that procurement are blockers and will slow the process down, but instead provide strategic advice and guidance that will help
∂
Procurement Capability Assessment
Sections Status
1 Procurement leadership and governance Superior
2 Procurement strategy and objectives Improved
3 Defining the supply need Superior
4 Procurement Commodity / Project Strategies & Collaborative Procurement
Superior
5 Contract and Supplier Management Superior
6 Key Purchasing Processes and Systems Improved
7 People Superior
8 Performance Measurement Improved
Overall Procurement Status for the Organisation Superior
The first English University to attain a superior status on the first assessment
∂
Training
∂
Any questions?
Would this model work for your organisation?
What could your organisation do differently to facilitate strategic procurement?
What is the most difficult issue that you have to face?
top related