PANEL SESSION: Innovative sourcing and reducing cost for better outcomes John Wallace, Head of Procurement & Purchasing at Anchor Trust Leisa Hewitt, Procurement Director at PfH Mike Doyle, Assistant Director at NHS North West Procurement Development John Durrell, Director for Private Sector at Inprova Group
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Panel Session: Innovative sourcing for better outcomes
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PANEL SESSION: Innovative sourcing and reducing cost for better outcomes
John Wallace, Head of Procurement & Purchasing at Anchor Trust Leisa Hewitt, Procurement Director at PfHMike Doyle, Assistant Director at NHS North West Procurement DevelopmentJohn Durrell, Director for Private Sector at Inprova Group
Value Adding Procurement at Anchor
John WallaceHead of Procurement
Anchor Business Plan – 2015 to 2020
Business Objectives
• Best Customer Service• Best Place to Work• Best Run Company• Offer Anchor Services to More Older People
“Improve customer satisfaction across all services…….”“Ensuring value for money in all procurement decisions” “A culture of continuous improvement and innovation”
2nd June 2015 – Letter to NHS Chief Execs“It is important that the NHS acts together to ensure we
achieve the most from our collective bargaining power and work together to reduce these pressures where we can”.
David Williams Director General, Finance, Commercial and NHS
Dept. of Health
4th June 2015 – BBC NewsIn a speech at the NHS Confederation conference, Jeremy
Hunt said the Carter review’s findings would shortly be announced and they are “absolutely staggering”. The review by Lord Carter has investigated procurement practices across
trusts.In September Lord Carter will set out the amount of money trusts could save by adopting “best practice” procurement
processes.Jeremy Hunt said “the hard bit starts from January, when
trusts will be expected to make specific savings”
Financial Context
*Source: The King’s Fund, Quarterly Monitoring Report of DoFs – March 2015
Latest survey: 40 per cent of NHS trusts forecasting a deficit for the end of year (2014/15)
Results of an online survey of NHS trust finance directors carried out in March 2015. 257 NHS trust finance directors to take part and 93 responded (36 per cent response rate).
In addition 187 clinical commissioning group (CCG) finance leads were contacted and 40 responded (21 per cent response rate).
Financial Context
Source: The King’s Fund, Quarterly Monitoring Report of DoFs – March 2015
Organisation 2014/15 CIP Target as Percentage of Turnover
Trusts have been buying ‘together’ for years...
..but the results are not always great…why?
Silo working still prevailsThere are too many routes to market
Trust autonomy
Procurement Challenges
No mandating of contracts or centralised control
Procurement Challenges
Competition between hospitalsLack of willingness to share informationTrust allegiance to different procurement providers/partnersPoor data qualityMultiple P2P systems deployed of varying standardsLack of appropriate skill sets and capacity
• Creating a community & culture of collective working
• Raising the profile of procurement and building the case for investment
• Improving transparency & co-ordination
• Providing robust professional and organisational development
• Developing supplier relationship management
• Supporting Trusts to deal with the increased pressure for savings
NWPDs Role
Collective Procurement
Data & Knowledge
Learning & Development
Our 3 Workstreams
Achievements So Far
Established a coaching and mentoring network + robust
and nationally recognised peer review/accreditation process
39 out of 39 Trust signed up and committed to sharing
information
Circa £3 million savings identified by NWPD and
delivered by Trusts so far 10:1 ROI on funding
Governance CEO NWC AHSN and 6 DoFs - 2 from each of C&M, GM and
L&C
Procurement partners
NHS Supply Chain delivering strong returns through joint working MOU
Strong relationships with other procurement partner organisations across UK
‘Fit for Purpose’ strategy
Lancs Acutes first to develop potential cluster approachNW Excellence in Supply Awards 2015
Our unique approach to supplier engagement and recognition
Benchmarking
Co-ordinating price benchmarking activity and departmental structure benchmarking for NW trusts
Future Leaders Programme
Other Highlights
– £2.4bn of non-pay spend
– £1.1bn of influencable non-pay spend
– £319m NW CIP target for 2014/15
– 4.74% average CIP as percentage of Trust turnover (consistent with Kings Fund Survey)
– 0.40% average savings achieved by procurement in 2013/14 as a percentage of turnover
– 2.6% average savings achieved by procurement in 2013/14 as a percentage of influenceable non pay spend
– £29m savings achieved by procurement in 2013/14
– £39m savings targeted by procurement for 2014/15
2014 NWPD Survey Results*
Spend & Savings
*Based on 75% response rate
412 total staff in post (equal to approx 500 in total)Average of 16 per department
For Trusts that submitted data in both years there is an increase from 361 WTE in 2013 to 391 WTE 2014
An increase of 8.3% 250 staff in front line procurement roles 162 staff in stores, materials management, AP and secretarialThe largest team consists of 55 and smallest team of 5Total departmental budgets range from £172k to £1,489k33% MCIPS qualified in procurement roles
6 trusts have > 20 staff and 1 trust actively manages/influences a non pay spend > £100m (see Fit for
Purpose)
2014 NWPD Survey Results*
Staffing
*Based on 75% response rate
Pressure for savings…alternative approaches needed!
• Understanding price variation
• SRM
• Maximising use of resources – joint workplanning and ‘fit for purpose’ departments
• ‘Value based procurement’ project
Pricing Transparency
EIS logo 2015?
NWPD have conceived the idea of
£1billion turnover CLUSTER as being the optimum level where collaboration can work. This is supported by evidence collated by NWPD from across the region on performance against the NHS Standards of Procurement and annual savings and procurement efficiencies achieved.
Lancashire Acute Trusts represent an approximate £1.3 billion turnover.
0.2%
0.3%0.6%
0.8%
Trust
Regional
National
Complexityof implementation
High
Low
£10bn
£90bn
£1bn
£250m
Approx Turnover
Cluster
Fit For Purpose Strategy
Lancashire Procurement
ClusterJoint Working
Shared Contracting Teams
Single Department
Phase 1 Phase 2 Phase 3
This is big – but not too big
Optimal span of control
Retained ownership by the NHS
Engaged stakeholders
Fit For Purpose Strategy
Phase 1 underway - £7.1m additional savings identified across the 4 organisations for 15/16
Value Based Procurement
Focus on pathway costs and innovation and how this can be reflected in a robust and non challengeable way in procurement exercises E.g.
how supplier claims for reduced length of stay are factored in.
Sense of communityCollective workingSharing data & knowledgeDeveloping people & organisationsNew ideas==============================Savings & efficiencies==============================
+
Supplier Relationship Management
(SRM) Process and Scoring
Supplier Performance
John DurrellDirector, Director - Private Sector
June 2015
• Setting the scene; Overview of objectives and deliverables
• Why Supplier Relationship Management (SRM)? What are the benefits?
• Compliance• Management Reporting and Programme Management
The Procurement function’s service offering is wide-ranging. The Inprova Group deliver and support in all areas.
The Procurement Shop Window
Private sector procurement often applies a classic, proven category management process.
Stage 1. Establish Business
Requirements
Stage 2.Analyse &
Plan
Stage 3.Source
Stage 4.Negotiate
Stage 5.Contract & Implement
Stage 6.Supplier
Relationship Management
Define roles & responsibilities
Request existing spend data
Define high level requirements
Note potential / preferred suppliers
Open risk log & define any
known risks
Business Requirements
Research the market/ RFI
Perform spend analysis
Update risk & issues log
Create list of suppliers
Analysis
RFP
Scoring
Shortlist suppliers
Final recommendation
Negotiate
Examine business impact
of sourcing options
Award Contract
Finalise contract & exit strategy
Handover to business service
owner
Supplier Selection
Final Recommendation
Signed Contract
Handover
Agree sourcing strategy & plan
Plan
Task
Output / Documentation
Approval Required
Key:
Develop Negotiation
Strategy
Supplier Segmentation
Supplier Scorecard
Quarterly Performance
Review
Supplier Relationship Management
Policy
SRM
SRM focuses on areas of development to capture and maximise potential value in the supplier relationship and ensure continued commitment from both parties to a first class service
What is SRM?
ProcurementThe Business
The Supplier
Why care about SRM?
• Helping to gain competitive advantage through improving the customer experience and reaching new markets
• Minimising supplier underperformance by creating real accountability and incentives suppliers to deliver business values that meet our corporate objectives.
• Value engineering by bringing together different advantages and core competencies of the supplier/buyer relationship.
• Improving supply chain efficiency
• Reducing business risk
• Reducing management overhead by streamlining supplier relationships, reducing customer complaints and the work associated with rectifying issues
• Collaborating on cost reduction56
What’s in it for you?
• Fewer complaints from customers to deal with
• Less ‘fire fighting’; Moves companies from re-active to pro-active
• You can directly influence supplier behaviours through scoring and feedback of their performance
• Being part of a cross functional team gives others a greater understanding and appreciation of your role
• A fast growing business gives rise to opportunities to develop your own career
Allows managers more time to concentrate on their day job
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Segmenting suppliers is a good first step
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Critical
Operational
High
Spe
nd
Low
High
Strategic
Business CriticalityLow
SRM starts with Supplier Segmentation and understanding how critical a suppliers service is to UKDN Waterflow
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Strategic
Critical
OperationalOperational
High
Low
Spe
nd
LowHigh
Business Criticality
Strategic
Effective segmentation is based on level of spend and business criticality
Strategic Suppliers: Working collaboratively to build each others businesses rather then just reducing costs and increasing sales targets. If managed correctly would share innovation and ideas to drive mutual success in becoming market leaders. Strategic Suppliers have a significant impact on UKDN Waterflow’s business.
Critical Suppliers: Niche market or products. Manage risk and ensure continued supply. Have a critical effect on UKDN Waterflow’s business.
Operational Suppliers: Providing standard goods/ services available from many other sources. Supplier failure may cause some inconvenience but not of a serious nature.
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Working collaboratively to build each others businesses rather then just reducing costs and increasing sales targets. If managed correctly would share innovation and ideas to drive mutual success in becoming market leaders. Have a significant impact on Virgin’s business.
Strategic Suppliers
Key to Managing Strategic Relationships Sourcing Activities Strategies
• Senior management buy-in & total commitment on both sides
• Long term agreements and business continuity plans • Optimise specifications
Does it involve a key component to UKDN’s delivery to
our customer?
Does it involve direct contact with UKDN’s customers
(other than providing logistics)?
Involves processing or
having access to customer data?
Likely to be high risk in any other
way?
OPERATIONAL SUPPLIER
No
No
Are less than 3 suppliers in the market providing this
product/ service and where switching supplier would cause severe operating
issues/ delay?
Yes
Yes
Yes
Yes
Does it involve a material process where supplier
failure would cause UKDN severe
operating issues/ failure?
CRITICALSUPPLIER
STRATEGICSUPPLIER
Would partnering have the potential to deliver supply
chain efficiency, value engineering & strategic
value? (i.e. Have a positive impact on: competitive
position , brand awareness, speed to market)
No No No No
Yes Yes Yes
No
Screening Questions for Supplier Segmentation
Are there multiple suppliers where products can be
easily substituted at low cost within a minimal time
frame?
Yes
No
Note: This flow diagram should be used as a guide to segmenting your supply base, there will be ‘exceptions to the rule’ where you should use the other available tools and definitions to apply best judgement..
Understanding risk and applying the right level of supplier management
Relationship Management
Performance Management
Contract Management Management by Exception (E.g. Issue or risk arising/ likely to
arise)
Strategic Suppliers X X X X
Critical Suppliers X X X
Operational Suppliers X X
Supplier segmentation ensures resources and time invested in suppliers is allocated appropriately based on their criticality to the business
Risk Assessment Yes/No
Is the sourcing project likely to involve joint venture, joint alliance, joint branding or outsourcing?
Will suppliers will be in direct contact with UKDN Waterflow’s customers?
Does the supplier operate, either fully or in part, a process or a product critical to UKDN Waterflow’s business?
Does the supplier processes data on behalf of UKDN Waterflow? Might they retain this data or records after the processing is completed?
Does the supplier provide a storage service for data records?
Is this sourcing project likely to be high risk to UKDN Waterflow in any way not covered by the above?
If the answer to any of the above questions is ‘Yes’ suppliers should be ‘Management by Exception’ (see below).
Supplier segmentation should be completed in conjunction with an assessment of underlying risk.
It is a comprehensive task to attempt to change a culture founded on suspicion, confrontation, and inflexible attitudes, to one which favours and seeks: • Openness, co-operation, understanding and trust; • Equitable apportionment of risk and reward; and • Continuous improvement.
It also requires a process that provides:
Identification - of clear, mutually accepted objectives, which are stable and which encompass the key drivers of business. The achievement of objectives must be demonstrable and capable of measurement.
Partnering Forums - to initiate the partnering process. Goals and objectives for the project and for the parties will be aligned, and the ground rules of the arrangement established.
An Integrated Stakeholder Team made up of representatives from all partners.
Monitoring - to ensure that relationships achieve the objectives. Performance indicators will be formulated and an appropriate procedure agreed in the forum.
Partnering Principles (PPs) - that state the expectations of all partners, and the relationships they hope to achieve. It does not replace the contract, but is the forerunner to it and concentrates on working relationships.
A Framework Agreement - that takes the aspirations of the PPs and expands them into a comprehensive, legally-binding working document of the relationship, containing terms and conditions and all other contractual requirements. Communication - between UKDN Waterflow and its partner(s) on a frank and open basis. The structure of communications and relationships at all levels will be agreed in the Partnering Forum and recorded in the Partnering Agreement.
Risk Management - which identifies and allocates all known and expected risks to the parties best able to manage them. This means that the parties agree to avoid surprises, to communicate problems to each other immediately, and to work together as a single team to manage risk successfully.
Continuous Improvement - through seeking opportunities to improve performance.
Dispute Resolution - applying a jointly-agreed procedure for the resolution of contentious issues. The objective is to have an issue resolved at the earliest possible opportunity at the lowest level of authority.
PARTNERING ETHOSSuch cultural change requires:
Commitment - Openness - Fairness - Trust
Principles of partnering with strategic supplier
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W o r l d
C l a s s
S t r a t e g i c
C o m m e r c i a l
T r a n s a c t i o n a l
Incr
easi
ng S
ophi
stic
atio
n
Buyers & sellers exhibit certain behaviours seen in the Relationship Pyramid
6666
Transactional Relationship
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Transactional
Buyer’s Behaviour Seller’s Behaviour
Late payers Does not allocate any significant amount of resources to the account
Unimaginative Not bothered about quality of service delivery
Last minute panics Concentrates on price and uses time pressures to increase price
Adversarial Would be too bothered if they lost the account
Focus on price or discount Little understanding of the buyer’s requirements
Suppliers kept at a distance
Commercial Relationship
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Commercial
Buyer’s Behaviour Seller’s Behaviour
More collaborative negotiations Welcomes approach but slightly complacent
Supplier suggestions listened to Feels that their contributions are valued
Care about service delivery arrangements Concentrates on service delivery
Limited pre-assessment of capabilities Takes advantage of lack of understanding
Seeks different solutions Looks to provide alternative services with large profit margins
Buyer’s Behaviour Seller’s Behaviour
Emphasis on relationship management Dedicated account team and considers the buyer as an important customer
Spends time with the supplier On site regularly
Designs costs out Looks to deliver added value
Regular supplier performance monitoring Greater commitment to analysing and fixing service failures
Supplier suggestions warmly received Shares research and development costs
StrategicA Strategic Relationship
Very few world class relationships exist outside the motor industry
World
Class
Buyer’s Behaviour Seller’s Behaviour
Dedicated relationship team with board level commitment
Dedicated account team with board level commitment
Very close links with strategic hauliers Economies of scale levered for buyer’s benefit
Active supplier development programme Service delivery and added value benefits delivered above and beyond the contract
Continual performance assessment Synergy
Hauliers encouraged to take the initiative Thought leadership
World Class
A World Class Relationship
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It’s important to remember how UKDN Waterflow view our suppliers and how suppliers view UKDN Waterflow
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• Understand why SRM is important to UKDN Waterflow
• Establish roles and responsibilities for SRM
• Segment key suppliers
• Subcontractors performance baseline
Objectives for today
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It is important to have a central UKDN Waterflow SRM policy governing the management of Strategic Suppliers
SRM policy • Owner [to be agreed – generally sits within Operations]• Supports a consistent UKDN Waterflow approach to SRM driving continuous operational
improvement and harnessing talent and ideas from key supply partners. • SRM policy incorporates various activities;
Balanced Scorecard & Supplier Dashboard• Owned [to be agreed – generally sits within Operations]• Measures the performance of Strategic Suppliers• The scorecard & dashboard incorporate;
- A mix of quantitative and qualitative measures to develop two-way mutually beneficial relationships with UKDN Waterflows strategic carrier partners
- 360 view, scored by UKDN Waterflow, Supplier and Customer- Jointly reviewed with supplier - Action plan signed off by both parties
UKDN Waterflow Guidelines for Supplier Meetings are required to provide structure to meetings and support SRM Policy
Review and approval of Supplier ScorecardSupplier Name: [XXX] Review 1st Qtr Date of Supplier Review [xxxx]
ID Scorecard UKDN Waterflow Cross-Functional Group Score Total Score Possible Primeline
Metrics Purpose Measures (TO BE UPDATED) Evidence provided by: Owning Team Weighting Score Weighted