Appendix 1 - Procurement Strategy

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1 Appendix 1 Appendix 1 - Procurement Strategy Introduction This document sets out the strategic vision for procurement at Canterbury Christ Church University for the next five years. It has been prepared in response to the Efficiency and Effectiveness in Higher Education report by the Universities UK which recognises that procurement in HEIs needs to contribute to the University s strategic goals with the aim of leveraging spend and increasing Value for Money (VfM) through the use of advanced procurement techniques and processes. In order to enhance delivery of VfM from purchasing, the current Purchasing Team will be developed into a strategic procurement team, further developing electronic procurement systems and providing expert advice on tendering, governance, supplier management, sustainable and collaborative procurement. The Procurement Strategy aligns with the University s Strategic Framework through its effective and efficient use of resources and contribution to the University s sustainable development. 2. CCCU Overall Strategic Procurement Vision The following vision, based on sector best practice, describes a fully developed and effective procurement organisation. It is the overall objective of this Procurement Strategy to meet these criteria by 2020: The Procurement Strategy is aligned with the University s Strategic Framework, Value for Money (VfM) Strategy and the Universities UK Efficiency and Effectiveness report. It is well communicated and supported by the Senior Management Team (SMT) and heads of key department. It defines the University s position with regard to tendering, value for money, supplier management, ethical and sustainable procurement and collaborative contracts. High spend departments are clearly identified and are aware of the procurement responsibilities this places upon them and the support they are entitled to receive from the central Procurement Team. A central team of highly skilled and fully trained pro-active procurement professionals work as business partners to high spend departments and are fully integrated within the University s business planning process. The impact of procurement at CCCU is widely visible and is regularly reported to the SMT via the VfM Committee and the Sustainability Strategic Management Group (SSMG). Buyers in high spend departments are appropriately trained and experienced to carefully manage the procurement process and their supplier base with support from their Procurement business partner 1

2 All areas of influenceable spend are covered by procurement strategies, which are approved by senior managers. A total cost of ownership approach is adopted and significant benefits are consistently delivered. Clear performance measures are in place, covering the full range of Universities UK Best Practice Indicators (BPIs) plus additional, comprehensive metrics and KPIs. Reports are regularly produced for Heads of Department to allow them to monitor procurement improvement. Detailed management information reports are readily available which provide the central Procurement Team and buyers in high spend departments with the information they require to plan and execute procurement projects, identify areas for improvement, deliver on-going efficiencies and manage key contracts and suppliers effectively. Contract management information is analysed and actioned by the University as part of a programme of continuous improvement. A proactive supplier development programme has been implemented and there is evidence of benefits being realised. Fit for purpose IT systems are used to control all aspects of the procurement process including transactional purchasing (P2P), tendering, contract management and spend analysis. Collaborative procurement contracts exist, both internally within the University and externally with local, regional and national partners. 3. Strategic Procurement Governance The Procurement Team will be responsible to the Director of Finance for the implementation of the Procurement Strategy. The activities of the Procurement Team will be reported to the VfM Steering Group. A summary of those activities will be reported to the SMT termly and to the Audit Committee as part of the annual VfM Report. Any sustainability issues will also be reported to the Sustainability Strategic Management Committee via the Sustainable Procurement Working Group. Sustainable procurement issues will be reported to the SMT in the Sustainability Annual Report and to the Finance & General Purposes Committee if necessary. Procurement Governance Structure 2

3 4. CCCU Strategic Objectives To achieve the Strategic Procurement Vision a number of specific objectives have been defined. Strategic Objective 1: Delivering Value for Money The University defines Value for money (VfM) as the relationship between economy, efficiency and effectiveness. Economy is the price paid for providing a service and is about minimising the cost of resources for an activity. Efficiency is a measure of productivity: output in relation to input and is primarily associated with the process and delivery of services i.e. doing things in the right way. Effectiveness measures the impact achieved which may be qualitative or quantitative and is associated with outcomes i.e. doing the right things. In order to achieve VfM the University will: a) Ensure Value for Money and not just price is considered as part of all procurement decisions b) Calculate the Total Cost of Ownership of goods and services being tendered. It may not be possible to select the bid with the lowest TCO but it should at least be assessed c) Ensure that contracts deliver additional added value as well as the goods and services that have been contracted for (e.g. work placements for students, training for CCCU staff, sponsorship etc.) Strategic Objective 2: Governance a) To provide a fully documented and well communicated procurement strategy with a set of policies, controls and procedures to manage expenditure and to ensure full compliance with CCCU Financial Regulations and EU Procurement Directives b) To create governance structures, committees and groups which are clearly defined and report progress to SMT c) Formally designate high spend departments and make them aware of their responsibilities under the Procurement Strategy d) Regularly undertake audits to provide assurance that the strategy is being delivered Strategic Objective 3: Organisation & Resources a) To establish Procurement as a strategic activity within the University, with senior level representation. This will give clear authority for Procurement to work with all internal clients to successfully deliver procurement plans and savings b) To ensure the University has an appropriately resourced and skilled central procurement team working as business partners with a team of appropriately trained buyers in departments who are committed to delivering the procurement strategy Strategic Objective 4: Collaboration a) To promote internal and external collaboration to allow the University to maximise its buying power, influence the supply market and benefit from shared best practice b) To work towards the Universities UK target of channelling 30% of non-pay spend through collaborative agreements. 3

4 Strategic Objective 5: Corporate, Social and Environmental Responsibility a) Embed sustainability considerations into procurement activity, underpinning the University s sustainability objectives b) Identify sustainability impacts for commodities being tendered and incorporate these into specifications c) Use sustainability considerations as a criteria when selecting a supplier as part of a tender process d) Achieve Level 4 of the Flexible Framework in all high spend departments e) The University will work towards establishing a clear framework for scope 3 carbon emissions reporting for procurement activities in order that opportunities for carbon reductions are identified, tracked and reported Strategic Objective 6: Reporting and KPIs a) To develop a comprehensive set of KPIs that clearly measure and demonstrate the impact of good procurement practice on the organisation. These indicators include savings and efficiency targets, UUK Procurement Best Practice Indicators, policy compliance statistics, supplier performance, sustainability indicators and procurement risks b) Develop detailed management reports which allow high spend departments to manage their procurement activity in a more strategic way Strategic Objective 7: Information technology and systems a) Introduce an electronic tendering system which all departments are mandated to use to improve consistency of practice and visibility of high value procurement activity b) Establish a contract database and a spend analysis toolkit to provide detailed expenditure statistics which will in turn allow for better management of budgets c) Use these tools to improve transparency, collaboration and reporting on procurement and VfM activities Strategic Objective 8: Supplier Strategy and Policy a) To formally identify the University s key suppliers based on the value, risk or strategic importance of the supplier to the University b) Introduce a supplier relationship management programme for key suppliers to ensure contracts are managed efficiently and maximum value is obtained c) Staff involved in contract and supplier management to be provided with the necessary skills and tools to ensure optimum value and return on investment is realised. 5. Implementation of Procurement Strategy A plan to manage the implementation of the procurement strategy has been developed and included as Appendix 2. This is backed up by a detailed action plan which can be used by the central Procurement Team as well as high spend departments to embed the required processes into their day-to-day operations. Updates on the implementation will be provided to the Senior Management Team termly. 4

5 Appendix 2 Implementation Plan 1. Implementation Phases Once the Procurement Strategy has been formally approved by the Senior Management Team the implementation process will begin. Three separate phases will be required within that implementation process. Phase 1 Prepare CCCU Procurement Infrastructure (12 Months) A number of measures have to be put in place by the central Procurement Team before departments can begin working on the implementation of the Procurement Strategy in their own areas. These measures include: SMT approving the Procurement Strategy and implementation plan. Recruiting additional staff to the central Procurement Team. Selecting and introducing and e-tendering system, a contracts database and a spend analysis tool. Creating an audit framework to monitor progress. Identifying which departments should be designated high spend. Phase 2 High Level Faculty/Departmental Plans (13-18 Months) Once the procurement infrastructure is in place high spend departments can begin working on the implementation of the Procurement Strategy in their own areas. Identify key suppliers and contracts. List staff within the department who will undertake procurement activities (Procurement Decision Makers). Identify training and development requirements for Procurement Decision Makers Document the current state of procurement within the departments to help develop Key Performance Indicators (e.g. percentage of contracts with a formal service level agreement). Create a 3 year procurement plan showing contract expiry dates, tender processes, efficiency targets etc. Phase 3 Detailed Departmental Plans (19-36 months) When high-level plans have been developed it will then be possible to develop an action plan within each department or section. Arrange review meetings with key suppliers Write and agree formal contract documentation for key contracts Arrange training for Procurement Decision Makers Identify quick-wins to improve KPIs 5

6 2. Guiding Principles As part of the consultation which accompanied the development of the Procurement Strategy, many managers suggested that a set of guiding principles were required to assist the procurement decision making process. The principles would set out the University s key requirements and would help inform departments when, for example, sustainability should be considered or when lowest price was the most important consideration. The following principles were developed to support this requirement. It is important to state that no definitive guidance can be given as the importance of, for example, price or sustainability will vary dramatically depending on what goods or services are being tendered. However, advice can always be sought from the Procurement Team who will outline the issues to be considered. At the end of each tender the project team should be able to provide documentary evidence to show that these principles have been incorporated into their process. Training, advice and sample documents will be provided to all high-spend departments by the central Procurement Team to ensure they are able to provide evidence of their conformity with these principles. Principle Identify, document and consult with all stakeholders, especially users of the product or service being tendered. Identify, document and consider the sustainability implications of the contract before creating the tender specification. Produce a clear evaluation summary which demonstrates, objectively and measurably, the reason why the winning bidder was selected. All cashable & non-cashable efficiencies are to be reported to the Assistant Director of Finance Procurement & Contracts. Identify, consider & document both technical* and institutional Outcomes & Benefits Anyone who is impacted by a procurement contract has the opportunity to comment before specification is finalised and supplier selected. Lower levels of end-user dissatisfaction. Professional Service Departments do not have to retrospectively attempt to support a contract (e.g. Estates don t have to provide building work to accommodate new equipment, CIS don t have to pay additional licence fees from their budget). Sustainability issues considered in all contracts. All suppliers vetted to ensure minimum standards attained (e.g. a sustainability or environmental policy is in place). Provides transparency in procurement decision making and avoids personal preference. Ensures selection process can by fully justified. Reduces the risk of legal challenge. Highlights the good work undertaken by high spend departments. The University can report higher levels of efficiency saving to HEFCE via the EMM Return. All of the University s requirements are considered, not just the products or 6

7 requirements in specification. *Technical requirements are those which relate directly to the product or service being purchased (e.g. the type of laptop we buy or the details of the cleaning service to be provided). Institutional requirements relate to how the goods or services are delivered by the selected supplier and cover issues such as account management, ordering & invoicing procedures, security checks, implementation plans etc. Total Cost of Ownership (TCO) should be calculated, even if it is not used as the final decision making tool* *The lowest TCO cannot always be selected as sometimes the up-front costs are higher and may exceed the budget for the project. services we are purchasing. Reduces issues during the running of the contract as standards have been agreed as part of the tender. The University understands the cost of the procurement across the lifetime of the contract. May not be able to select lowest TCO offering if initial costs are too high. All collaborative procurement framework agreements* must be investigated to determine whether they are suitable and offer cost or efficiency savings. *Several bodies exist to negotiate collaborative contracts on behalf of Universities. These bodies include the Southern Universities Purchasing Consortium (SUPC), The University Caterers Organisation (TUCO) or Crown Commercial Services (CCS). Ensures collaborative procurement opportunities are maximised. Reduces the administrative burden of running tenders. Frameworks often offer reduced costs over locally negotiated contracts (but not always). 3. Implementation of Strategic Objectives To fully deliver the benefits that the Procurement Strategy outlines it is important to have clear, practical steps which allow individual departments to understand what they will be expected to deliver. For each of the eight strategic objectives the required high-level actions are listed in the tables below. 7

8 Strategic Objective 1: Delivering Value for Money (VfM) 1a) Ensure Value for Money and not just price is considered as part of all procurement decisions. Develop guidance for high spend departments explaining the University s vision of VfM. Increased value for money from all procurement activities. 1b) Calculate the Total Cost of Ownership of goods and services being tendered. It may not be possible to select the bid with the lowest TCO but it should at least be assessed. 1c) Ensure that contracts deliver additional added value as well as the goods and services that have been contracted for (e.g. work placements for students, training for CCCU staff, sponsorship etc.) Central procurement team to research and develop tools to allow departments to calculate TCO. Develop guidance for high spend departments explaining how to extract added value services from contracts. 8 Reduction in total cost of ownership of contracts. Increase added value services. Strategic Objective 2: Governance 2a) To provide a fully documented and well communicated procurement strategy SMT approve the Procurement Strategy & Implementation Plan. Procurement processes, issues and considerations clearly documented. with a set of policies, controls and procedures to manage expenditure and to ensure full compliance with CCCU Financial Regulations and EU Procurement Directives. Brief Heads of high spend departments. 2b) To create governance structures, Propose governance structure in Clear reporting lines. committees and groups which are clearly Procurement Strategy. Formal committee structure provides importance defined and report progress to SMT. Proposals agreed by SMT. and credibility to procurement agenda. 2c) Integrate procurement planning into the Business Planning Process of the University. Formally designate high spend departments and make them aware of Evaluate department and capital budgets to identify those with a high influencable procurement spend. Raise the profile and increase awareness of the importance of procurement to the achievement of University goals.

9 their responsibilities under the Procurement Strategy. 2d) Regularly undertake audits to provide assurance that the strategy is being delivered. Agree a threshold above which departments are designated high spend. Document the responsibilities for high spend departments. Agree audit deliverables with high spend departments. Provide audit training for central procurement team. Focus Procurement resource on areas where greatest efficiency savings can be made. Departments are aware of their procurement responsibilities. Audits provide objective data to report on implementation of Procurement Strategy. Strategic Objective 3: Organisation & Resources 3a) To establish Procurement as a strategic activity within the University, SMT approve the Procurement Strategy and implementation plan. Provides clear authority for Procurement to work with internal clients to successfully deliver with senior level representation. Briefings delivered for all departments procurement plans and savings. impacted by the Procurement Strategy. 3b) To ensure the University has an appropriately resourced and skilled Identify the resources required to deliver the Procurement Strategy. Increased resource will allow the Procurement Team to support departments to reduce costs central procurement team working as Recruit additional posts as appropriate. and risk as well as increasing added value services business partners with a team of appropriately trained buyers in departments who are committed to delivering the procurement strategy. Use the Higher Education Procurement Academy (HEPA) Capability Assessment tool to identify training requirements within high spend departments. from supply chain. Deliver appropriate training & development. Strategic Objective 4: Collaboration 4a) To promote internal and external Undertake detailed spend analysis Reduction in number of suppliers. collaboration to allow the University to programme to identify internal and Cost savings. maximise its buying power, influence the supply market and benefit from shared best practice. external collaboration opportunities. Increased influence over suppliers. 9

10 4b) To work towards the Universities UK target of channelling 30% of non-pay spend through collaborative agreements. Review all SUPC frameworks and benchmark against our current contracts. Achievement of national target. Strategic Objective 5: Corporate, Social and Environmental Responsibility 5a) Embed sustainability considerations into procurement activity, underpinning the University s sustainability objectives. Develop framework of sustainability considerations for use by high spend departments. Contributes to the University s sustainability strategies. 5b) Identify sustainability impacts for commodities being tendered and incorporate these into specifications. 5c) Use sustainability considerations as a criteria when selecting a supplier as part of a tender process. 5d) Achieve Level 4 of the Flexible Framework* in all high spend departments. *The Flexible Framework is a tool which identifies sustainable procurement impacts and provides strategies for improving performance in this area Work with external bodies to identify sustainability impacts of commonly purchased goods and services. Adopt sector best practice. Develop appropriate selection and award criteria which vary depending on the commodity or service being supplied. Work with Estates & Infrastructure to achieve Level 4. Develop Lessons Learned and standard documentation to help other departments achieve Level 4. Ensures specifications take into account sustainability issues to reduce the University s impacts. Ensures the University works with companies with sustainability credentials. Contributes to the University s sustainability strategies. Strategic Objective 6: Reporting and KPIs 6a) To develop a comprehensive set of KPIs that clearly measure and Identify indicators that are relevant and useful to managers. Simple, visual reports which allow managers to understand progress to date and future actions. demonstrate the impact of good procurement practice on the organisation. These indicators include savings and efficiency targets, UUK Procurement Best Identify how these indicators can be produced electronically using data from Agresso Business World, the e-tendering system, contracts database or spend 10

11 Practice Indicators, policy compliance statistics, supplier performance, sustainability indicators and procurement risks. analysis tool. Develop a dashboard-style procurement report for high spend departments. 6b) Develop detailed management reports which allow high spend departments to manage their procurement activity in a more strategic way. Work with departments to understand exactly what information they need to correctly manage their procurement. Liaise with teams within Finance to create and distribute reports on a monthly basis. Departments have a better overview of their procurement activity. Opportunities for improvement can be identified. Strategic Objective 7: Information technology and systems 7a) Introduce an electronic tendering system which all departments are Produce system specification and select preferred product. Central Procurement Team has full visibility of all tender activity and can work with departments to mandated to use to improve consistency of practice and visibility of high value procurement activity. Implement system and provide training to staff in high spend departments. improve the process. 7b) Establish a contract database and a spend analysis toolkit to provide detailed expenditure statistics which will in turn allow for better management of budgets. 7c) Use these tools to improve transparency, collaboration and reporting on procurement and VfM activities. Work with high spend departments to identify all supply contracts. Collate details of each supply contract (e.g. expiry date, contract document, renewal dates etc.) Appoint provider of spend analysis tool. Provide reports from procurement systems to high spend departments to develop a better understanding of procurement spend and how to achieve best value. Allows pre-planning of re-tender activity to ensure procurement resource is available to support the process. Ensures due diligence checks are undertaken regularly to reduce risk. Spend analysis allows procurement team to target areas where best value is not currently being achieved. Identify cost savings, collaboration opportunities, procurement risks etc. 11

12 Strategic Objective 8: Supplier Strategy and Policy 8a) To formally identify the University s Agree criteria to designate key suppliers Strategically important suppliers are managed key suppliers based on the value, risk or strategic importance of the supplier to the University. Work with high spend departments to identify key suppliers in their area. correctly to ensure high levels of performance and excellent value for money. 8b) Introduce a supplier relationship management programme for key suppliers to ensure contracts are managed efficiently and maximum value is obtained. Provide training & support for contract managers in high spend departments. Capture details of review meetings in contracts database. Reduce poor performance and the necessity to introduce corrective measures for key suppliers. 8c) Staff involved in contract and supplier management to be provided with the necessary skills and tools to ensure optimum value and return on investment is realised. Identify procurement decision makers in each high spend department. Use the HEPA Capability Assessment to identify training requirements for departmental contract managers. Procurement business partners support departmental contract managers during supplier review meetings. Contracts are managed correctly to deliver more value than just the contracted goods or services. 12

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