Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

Procurement Services Strategy.Rev 1

An exclusive business pitch prezi for our fans! Click on 'Save a copy' above to copy it to your account and edit freely!
by

Miles Baxter

on 26 July 2016

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Procurement Services Strategy.Rev 1

PROCUREMENT SERVICES
VISION

FUTURE STATE
- Central Purchasing department
- Procurement Services
department
Technical
Amount of Spend / Buying Power
Technology
Competition
CURRENT STATE
- Central Purchasing department
TIMELINE / GOALS
SUMMARY
Central Purchasing is now
Procurement Services

Revised vision. Revised policy.
No agenda

I want your
feedback
... Really
GOALS
Short-Term
Mid-Range
(30-90 Days)

Long-Term
Solicit Feedback
Meet & Communicate Strategy
Publish & Communicate Policy
Revise Policy to align with Business
Culture
Resources
Right resources in the right roles
Lack of training
Departments unfamiliar with Procurement Services team
Procurement Services unfamiliar with Departments
Knowing BMI Business
Perception of Procurement Services (Order Clerks, Purchasing administrators, etc.)
Purchasing "Myths"
Trust in Procurement team
Burnt Bridges
Dissatisfied with service
Lack of participation or enthusiasm
Support
Senior Management buy-in
Authority to act
Departmental support of Policy
Barrier of entry into new "markets"
To refocus efforts on creating & growing
mutually beneficial partnerships.
Why?
1. To work collaboratively with our partner departments
2. To be PROactive, not REactive
3. To perform necessary due diligence for BMI
How?
1. Listening to honest feedback
2. Being flexible
3. Changing perceptions
What does this mean?
1. Policy Revision
3. Value-Added Services
2. Rethinking how we work
ROADBLOCKS

Transactional Purchasing
Policy enforcement
Reactive / Project Based
Run the Business
Inconsistent Planning/Teamwork
Strategic Purchasing
Flexible / Adaptable solutions
Proactive Project Based
Grow/Transform the Business
Causes
Value-Added Services
INTRODUCTION
Sourcing
Vendor Management
Supplier Evaluation
Supplier/SKU consolidation
Competitive Bidding
Spend Analysis
Contracting/Negotiation
Due diligence
What is your understanding of Purchasing?
What feedback/criticism do you have of Purchasing?
Where do our roles (mis)align?
Why do you use Purchasing?

Some things to think about during this meeting:
Revise & Publish Policy
Create a High level vision
Solicit feedback
Identify and work on Quick Wins
Meet with Key Departments & communicate vision
Analyze feedback received
BI Project
CRM Project
RFP for ISG/Gen. Serv.
RFP for Accounting / FP&A
RFP for FP&A
RFP for HR
Work on improving "broken" processes
Identify what Projects on the Horizon:
Other Non-Critical Projects:
(2)
Vehicle Leases
(1) Building Lease
Office Supply Program
Coffee Program
Contracts for HR
(1) Contract for ISG
Total Vendor Management
Contracts with Preferred Suppliers
Approved Supplier Lists (ASL's)
Vendor & Spend Categorization
establish Brand Standards
Defined RFP Schedules
Price trending
RFID / Tagging
Establish SLA's
Time Management
Capacity / Drains on Procurement resources
Speed to Market
End of company initiatives
Fighting fires
Lack of Communication
Not listening to feedback
Not getting feedback
Lost Motivation
Flexible solutions to pain points
Continue forward progress
Perceptions & Culture
Plan
Vendor Management
Purchase / Pay
(P2P)
Contract
Solicit
Specify
Contract Renewal
Strategic procurement process
Transactional procurement process
RFI''s
Budgeting
Market Analysis
Gap Analysis
Projection's
ROI
VOC
SOW / SLA Definition
Internal Discovery
Total Cost Projection
Lease vs Buy
Timeline projection
Vendor Sourcing
RFP / RFP Design
Pricing Design
Evaluation criteria
Vendor Discovery
MBE Partnerships
Contract Drafting
Negotiation Tactics
Objective setting
Risk Mitigation
Legal Liaison
Business Liaison
Offer / Counter-offering
Issue PO's
Verify Pricing
Ensure timely delivery
Quality Assurance
Account Allocation
Pricing Variances
Order Tracking
Supplier payment
Contract Compliance
Long-term Partnerships
Supplier Evaluations
Dispute Resolution
Quality Monitoring
Incumbent Negotiation
Incumbent Firing
Risk Mitigation
Proactive Re-evaluation
Capacity to add Value (cost, quality, time)
Purchasing Myths
Penny Pincher's
Know-It-All's
Effects
Response and delivery time
Inefficient Processes
(Approval, Reporting, Pay, etc.)
Increased Liability
eProcurement / Reverse Auctioning
Sept 2013
Oct 2013
Nov 2013
Establish and Work on Short-term goals
Dec 2013

Print Services RFP
Hear from your team
Analyze quick pay/buy options

Highlights:
2. How to "refocus" a vision.
1. Refocused Vision & Revised Policy
Site Visits
Reference Checking
Risk Mitigation
Response Logistics
Analysis
Objective Evaluation
What am I missing?
Example
Why don't you use Purchasing?
Value
Time
Full transcript