Public Procurement

 Procurement's growing importance has been driven by two economic changes:

•Increasing competitive pressures are forcing companies to check out procurement as a way of helping boost the main point here. CEOs are searching for areas to chop costs, and streamlining procurement processes is a practicable solution.

•A lot of information mill doing more outsourcing. This will make procurement decisions more and more vital that you business vitality. For more information on public procurement, visit our website.

There are many ways a highly effective procurement strategy improves performance, including:

•Eliminating maverick spending.

•Streamlining operations.

•Improving supplier relationships.

•Increasing bargaining power with suppliers.

•Strengthening supplier relationships.

•Aligning purchasing decisions with corporate goals and objectives.

How Mature Are You Currently?

Calculating an organization's procurement maturity involves assessing how close it's to achieving each of the aforementioned results. You will find four levels of maturity: novice, intermediate, advanced, and expert. There's no relationship between company size and procurement maturity. Companies of every size are in various stages in the development of their procurement functions.

Maturity Assessment Guide

1.Evaluate maverick spending in the IT department. Speak with supervisors and determine whether unauthorized purchases are now being made. If that's the case, what type of purchases? You might be shocked by the number of purchases occurring outdoors of formal procurement protocols. On the other hands, without any protocol in place, expect excessive amounts of maverick spending. Procurement maturity is usually characterised by the following levels of maverick spending:

oLevel 1: Significant maverick spending.

oLevel 2: Minimal maverick spending.

oLevel 3: Without any maverick spending.

oLevel 4: No maverick spending.

2.Examine your procurement processes and procedures. Find your written set of procedures detailing the procurement approaches for your organization. If there's no documentation, does your organization follow repeatable procedures? Or does each purchase result in an advertisement-hoc patchwork of steps? Procurement maturity is usually characterised by the following levels of procurement procedures:

oLevel 1: No processes or procedures.

oLevel 2: Processes and procedures exist, but aren't documented.

oLevel 3: Processes and procedures are documented and implemented.

oLevel 4: Major procurement decisions are based on a multi-function team.

3.Evaluate your relationship with suppliers. Look outside your internal procurement processes and concentrate on how good you realize your suppliers. Typically, the more details you've about the people you need to do business with, the better the relationship. Without any purchase info on hands, you can't create a partnership with suppliers and providers. With proper information, you are able to evaluate and rank suppliers.

Your procurement maturity level pertains to your supplier relationships the following:

oLevel 1: No purchase info on record have to ask suppliers for this.

oLevel 2: Use supplier information to judge cost, quality, and delivery.

oLevel 3: Rank suppliers and develop strong relationships with select suppliers.

oLevel 4: A supplier's percentage of business correlates with performance ranking.

4.Assess your bargaining power. Information also gives you purchasing leverage. As to the degree would you leverage details about suppliers to improve spending power? Would you coordinate purchases to improve leverage? Does your organization possess strong negotiating skills? Your procurement maturity level is characterised from your capability to leverage spending power:

oLevel 1: Company spending power isn't leveraged.

oLevel 2: Major purchases are negotiated and coordinated to improve leverage.

oLevel 3: All purchases are coordinated and leveraged.

oLevel 4: Supplier's cost-reduction ideas are introduced for your company first.

5.Determine procurement's strategic alignment. Experienced buyers understand the overall corporate strategy and the procurement strategy. The number of of your buying decisions are thought to be strategic decisions? Have you got a strategic plan in place? Procurement's strategic alignment pertains to maturity the following:

oLevel 1: No strategic plan governing procurement.

oLevel 2: Although no strategic plan exists, purchases are strategically relevant.

oLevel 3: Almost all purchases are aligned with corporate strategy.

oLevel 4: Perfect alignment with company goals and objectives.

6.Evaluate your buying experience. Do your buyers receive training? Will they understand the strategic relevance of buying decisions? Will they understand how to apply cost accounting to some settlement? For instance, will they know the distinction between direct and indirect costs, in addition to overhead? Your procurement maturity level regarding buying experience is characterised the following:

oLevel 1: Limited buying experience no training.

oLevel 2: Buyer training course is in place.

oLevel 3 & 4: Buyers understand strategic buying and the importance of cost.

In Summary

A strategic method of IT procurement might help spend less and improve efficiencies. The initial step to going for a strategic method of IT procurement technique is assessing your present procurement maturity.

Strategic Procurement Part Two

Many enterprises have acquired a strategic advantage by treating their procurement like a strategic function. Pre-plan your procurement process and make certain it encompasses these guidelines.

Strong procurement processes align purchasing decisions with corporate strategy, increase bargaining power with suppliers, and increase the value acquired from investments.

The secret is figuring out when you should put procurement via a detailed process. The dollar value of the purchase is definitely a powerful indicator of strategic relevance. For instance, ordering all of office supplies online in one supplier at predetermined times can increase purchasing leverage. More apparent these include replacing 50 CRT monitors with LCD monitors, purchasing 30 handheld devices, investing in a storage space network, or creating a radio lan. To attain maximum value from purchases like these, a procurement protocol should be adopted.

Guidelines

Add the following guidelines for your current procurement procedures to reduce maverick spending, maximize operational efficiency, achieve substantial bargaining power with suppliers, and align purchasing decisions with corporate goals and objectives.

1.Establish the procurement goal.

oDefine the target consumer and the borders of the area influenced by the purchase as precisely as you possibly can (i.e. dependencies on other projects, products and systems, the effects on business processes, etc.).

oDetermine whether the purchase is aligned with corporate goals and objectives. If the argument for the purchase can't be justified along strategic lines, save a great deal of work by aborting the purchase and turning your focus toward more strategically relevant procurements.

oInterview stakeholders and evaluate their stakes in the procurement.

oAnalyze costs and benefits.

2.Define procurement needs. The crucial part of the procurement process is preparing the details of the purchase. Keeping in mind that even good plans are inclined to change, it is important to ensure thorough version management of the goal and plan during the whole process. The list of needs demands completion of the following activities:

oDetermine scenarios for receiving the service or product from the supplier.

oAnalyze the risks involved in the purchase.

oPlan the procurement inside a risk management framework.

oIdentify the primary decision points, including timelines, type of supplier, type of tendering, versatility of contracts, and project needs.

3.Tender the offer. The objective of tendering would be to pick a supplier, and accept a selected supplier on the contract that defines deliverables and the responsibilities of both sides. The following activities are needed to accomplish this task:

oEvaluating the previous performance of suppliers (if the details are available).

oPreparing a request proposal (RFP).

oEvaluating the suppliers' response proposals.

oSelecting the supplier that best meets the strategic needs of the organization.

oPreparing a supplier contract for the delivery of products or services.

4.Monitor supplier deliverables. This task aims to watch the procurement objective as defined in the contract, i.e. to make sure that the deliverables comply with the needs. Therefore, a precise number of contract status reports ought to be prepared during the project. The purpose of these reports would be to minimize the risk of unfulfilled contract obligations, and to construct a performance understanding base of the supplier.

5.Complete the procurement. This helps to ensure that all outstanding issues regarding the procurement happen to be concluded for your satisfaction. Activities to do include:

oEnsure all contracts are completed.

oAssess the achievement of the procurement goal.

oEvaluate the recent results for future procurements, including supplier quality and areas to enhance the procurement process.

In Summary

A powerful procurement strategy aligns purchasing decisions with corporate strategy, increases bargaining power with suppliers, and boosts the value acquired from investments. In to build up your procurement function, concentrate on processes and people. Want to know more about procurement specialist? Visit our website today for more information.

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