Procurement Services Strategic Plan
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1 Procurement Services Strategic Plan November 2014 Penny Green Head of Procurement This strategy is to be read in conjunction with the Corporate Strategy, which it links into. Please contact the Head of Procurement for further information.
2 Procurement value Procurement Services Your Professional Partners Vision and Context We want to be a recognised Centre of Excellence and a visible contributor to LSBU s success Procurement at LSBU: Influence 50m opex a year m capital investment plan Small team of strategic professionals with ability to mandate Award winning step change in 2012, moving to strategic category management. Procurement as a Profession: Value Beyond Savings focus by CIPS (innovation, risk, CSR and service). CIPS value enabler model cost reduction and business growth through supply competitive advantage. Procurement in the Sector: 2011 UUK Efficiency and effectiveness in HE report: Focus on Procurement s potential as a strategic asset. Improving capability, capacity and collaboration HEFCE new perspective on Value for Money and institutional effectiveness
3 Outcomes at a glance Engage supply base in employability Outcome based activities Capture student opinions Increase scope of delegated activities Enhance data management solutions Prioritise resources by outcome Develop Supplier Relationship Management Increase use of market intelligence Review level of value added
4 Outcome 1 Embed student needs and values Key Outcomes Our major change plans Engage supply base in employability initiatives All aspects of Procurement cycle to be business outcome based Capture student opinions in relevant procurement activities Our focus Stakeholders comprehensively mapped, to engage students where they re impacted Early engagement of Procurement professionals to shape outcome definitions Support corporate image and lower potential for reputational risk, through initiatives such as ethical and sustainable solutions Provide high level information on where student s fees are spent Where we ll be by % of targeted suppliers actively involved in employability initiatives 80% categories with outcomes embedded in their procurement cycle activities 80% initiatives with high student impact to have student input
5 Outcome 2 Empower staff Key Outcomes Our major change plans Increase scope of delegated procurement activities Enhance communication and data management solutions Our focus Make better use of those involved in procurement activities: Help develop their capabilities Widen their representation in stakeholder consultations Introduce common Procurement objectives for inclusion in their reviews Align Procurement resourcing and structures with business needs Improve how data is shared to enhance decision making at all levels Widen consultation for continuously developing our service Where we ll be by % category strategies with empowerment initiatives implemented 100% categories with knowledge shared through user friendly communications and data system outputs
6 Outcome 3 Be agile, innovative, efficient and commercial Key Outcomes Our major change plans Prioritise resourcing plans by business outcome Develop supplier relationship management (SRM) to increase competitive advantage Increase market intelligence throughout cycle Review levels of value added in categories against CIPS value enabler model Our focus Prioritise time with key suppliers Engage full supply chain to create ongoing innovative and efficient solutions Develop agile service model and contracts to respond quickly to changing needs Optimise resource time through technology, toolkits, templates, checklists Balance control with innovation Shape sector solutions and debates Where we ll be by % category strategies with SRM actively demonstrated 100% category strategies with market intelligence embedded Annual resourcing plan in place, justifying prioritisation decisions 100% categories meeting value enabler targets and tracking benefits including cost reduction and supply market competitive advantage
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