PROCUREMENT STRATEGY. 1. The University Vision
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- Sheila Hawkins
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1 PROCUREMENT STRATEGY 1. The University Visin 1.1. The Strategic Prcurement Department will prvide a centre f expertise fr the, minimising risks and delivering a psitive service in supprt f the University s missin, visin and values: Missin: T raise aspiratin thrugh the pursuit f excellence. Visin: Be ne f the leading emplyer engaged universities in the cuntry, playing a majr rle in taking frward the wrld class skills agenda. Be a business-facing University with a demand-led prtfli, delivered flexibly. Cntinue t be a 'University f chice and pprtunity' reaching ut t students f all ages and backgrunds Be the leading mdern University in Lndn specialising in the generatin, applicatin, and transfer f knwledge. Values Creativity: Facilitated by imaginatin, innvatin and challenge. Quality: Underpinned by excellent practical, prfessinal and academic learning. Inclusiveness: Enabling and empwering all t access educatin that meets their needs. Diversity: Celebrated thrugh a rich scial and ethnic mix. Integrity: Fulfilled by hnesty and penness, wrking fr the public gd The missin f the Strategic Prcurement Department is fully aligned t supprt the delivery f the University s missin and visin. The missin, which will fundamentally underpin the University s values, is t: Establish an efficient, effective and cherent infrastructure f infrmed at UWL. Prcurement Strategy April 2012 Page 1
2 2. Strategic Prcurement Objectives 2.1. Objective 1: Prvide ptimum value fr mney (VFM) fr all aspects f University expenditure thrugh surcing, supply, perfrmance mnitring and embedding a VFM eths in everyday management decisin making Objective 2: Intrduce and embed categry management fr all strategic nnpay expenditure, analyse nn pay expenditure and apply apprpriate strategies t deliver VFM and reduce cmmercial risk Objective 3: Imprve best practice awareness and use thrughut the University at all levels f expenditure t achieve ptimum VFM by prviding guidance t devlved staff Objective 4: Encurage and prmte c-peratin and cmmunicatin between devlved expertise and the strategic department in rder t better influence ttal University expenditure Objective 5: Imprve, embed and mnitr verall perfrmance (strategic and devlved). Build an eths f cntinuus imprvement thrughut the infrastructure t supprt and deliver the University thrugh the evlving envirnment Objective 6: Prmte cllabratin by pursuing and develping c-perative relatinships between the University and external stakehlder bdies such as HEFCE (Higher Educatin Funding Cuncil fr England), SUPC (Suthern Universities Purchasing Cnsrtium), LUPC (Lndn Universities Purchasing Cnsrtium), Gvernment Prcurement Services (GPS) and ther public and nn-public sectr bdies Objective 7: Embed sund ethical, scial and envirnmental plicies within the infrastructure 3. Strategic Prcurement Reprting 3.1. The Strategic Prcurement Department will be respnsible t the Executive Directr f Finance fr the implementatin f the Prcurement Strategy, reprting annually n prgress t the Vice Chancellr s Executive and specifically VFM t the Audit & Risk Cmmittee. Prcurement Strategy April 2012 Page 2
3 4. Delivery f Strategic Prcurement Objectives 4.1. Objective 1: Prvide ptimum value fr mney (VFM) fr all aspects f University expenditure thrugh surcing, supply, perfrmance mnitring and embedding a VFM eths in everyday management decisin making. - Eths f VFM at all levels f decisin making - Supprt natinal and reginal cntracts where apprpriate - Aggregate s (time and vlume) t tender at apprpriate level - Remve waste as part f nrmal specificatin prcess - Embed via VFM Grup reprting infrastructure - Review f available framewrks r central cntracts befre UWL tender cnsideratins - Only if nt suitable UWL tender prcess t be instigated - Review annual nn-pay expenditure via use f United Natins Standard Prducts and Services Cdes (UNSPSC) cding available frm Parabilis - Identify key purchases thrugh planning prcess - Embed the use f specificatins - Embed the need t challenge requirements - Embed whle life csting eths - Embed sustainable Indicatrs - Efficiencies recrded n Efficiency Measurement Mdel (EMM). - Annual EMM return. - Levels f spend n reginal and natinal cntracts - Annual EMM return - Increase prprtin f cntrlled, directed and delegated nnpay expenditure as per Categry Management Strategy. - Increased use f specificatins fr purchases - Whle life cstings as part f rutine evaluatins - Develp sustainability reprting via EMM Prcurement Strategy April 2012 Page 3
4 4.2.Objective 2: Intrduce, embed categry management fr all strategic nn-pay expenditure, analyse nn-pay expenditure and apply apprpriate strategies t deliver value fr mney and reduce cmmercial risk. - Undertake nn-pay spend analysis - Review spend categries and agree apprpriate strategies with lead user department and plans t minimise risk - Use f Efficiency Measurement Mdel (EMM) t recrd efficiencies generated by activity - Annual Prcurement Reprt recrds achievement against strategic bjectives - Imprved management f suppliers by means f perfrmance review with key suppliers - Include in the annual strategic plan- (priritise where apprpriate mst sustainable categries) - Prepare annual reprt n supplier analysis - Target efficiency gains and plan s - Agree strategies with lead buyers - Regular update f EMM - Cmmitment in the Finance Department annual develpment plan - Perfrmance data cllated n key suppliers by devlved lead prcurers and reprted centrally t Strategic Prcurement Department - Data shared by devlved prcurers with supplier t agree areas fr imprvement Indicatrs - Analysis f UNSPSC reprts frm Parabilis, shwing expenditure by categry - Include in annual reprt t Vice-Chancellr s Executive - Reductin f nncmpliant spend - Establishment f available cntracts/ framewrks fr rutine buying - Annual reprts generated using EMM - Submissin t HEFCE n annual basis - Prgress made n all strategic bjectives and reprted annually - Enhanced supplier perfrmance e.g. Higher % n time deliveries Higher % invice accuracy etc Innvative cst reductin initiatives intrduced. Increased value fr mney Innvatin arund sustainability Prcurement Strategy April 2012 Page 4
5 4.3. Objective 3 and Objective 4: Imprve best practice awareness and use thrughut the University at all levels f expenditure t achieve ptimum value fr mney by prviding guidance t devlved staff. Encurage and prmte c-peratin and cmmunicatin between devlved expertise and the strategic department in rder t better influence ttal University expenditure. - Annual training prgramme - Efficiencies recrded n EMM - - C-rdinated purchasing activity - Rll ut targeted training sessins t devlved prcurers - Ensure central prfessinals rutinely update and maintain knwledge. - Establish a netwrk f devlved lead buyers - VFM grup infrastructure and annual reprt t Vice Chancellr s Executive - Strategic Prcurement staff t instigate and c-rdinate initiatives - Strategic Prcurement staff t disseminate infrmatin frm external surces e.g. Indicatrs - Applicatin f knwledge, including sustainable. - Applicatin and use f framewrks, n and ff cntract. - Uptake f new cntracts r framewrks. - Devlved prcurers management f supplier cntracts - Reductin in ff cntract buying - Prgress reprted in annual reprt - Annual EMM reprt t HEFCE - Annual Prcurement Reprt - Overall time spent n devlved activity reduced - Respnd faster t University changes Prcurement Strategy April 2012 Page 5
6 - All relevant cntracts t be managed in cmpliance with EU public directives - Mnitring changes t EU legislatin and mdify internal prcedures as apprpriate cnsrtia etc. - Full review f annual expenditure - Strategic Prcurement staff, knwledge up t date n EU threshlds and directives - On-ging mnitring f new EU legislatin - Disseminate t devlved lead buyers and train - Full EU cmpliance with directives. - Full cmpliance with Financial Regulatins - Full cmpliance with Prcurement Plicy - Annual reprt t HEFCE - Annual Prcurement Reprt Prcurement Strategy April 2012 Page 6
7 4.4. Objective 5 - Imprve, embed and mnitr verall perfrmance (strategic and devlved). Build an eths f cntinuus imprvement thrughut the infrastructure t supprt and deliver the University thrugh the evlving envirnment. Indicatrs - See bjectives 3 and 4 - See bjectives 3 and 4 See bjectives 3 and 4 - Use f apprved cntracts - Efficient prcesses in terms f eg Requisitins, Apprvals, rder and invicing prcesses. - Further develp prcure t pay systems and prcesses - Further develp and embed market place slutins - Strategic Prcurement staff CIPS qualified by examinatin - Devlved lead buyers t be trained in. - Maintain a strng devlved internal devlved buyers netwrk - Strategic Prcurement staff t prvide guidance and training - Devlved lead buyers t embed supplier cntract perfrmance mnitring Develp and embed : - Electrnic requisitining and apprval - e- - e-tendering sftware system - GPC cards ( Gvernment Prcurement Cards ) - Electrnic invicing - Ensure all Strategic Prcurement staff receive apprpriate training either NVQ r MCIPS achieved by examinatin. - Establish annual training prgramme fr devlved lead buyers - Increased prprtin f nn-pay spend either cntrlled, directed r delegated - Number f suppliers reduced - Imprved supplier cntract perfrmance mnitring - Imprved quality and efficiency frm nn-pay spend. - Transactin cst f prcess reduced. - Transactin cst f invice prcessing and payment reduced. - Supplier base reduced and managed - Supplier perfrmance mnitred and actined - Number f Strategic Prcurement staff qualified r training t be qualified. - Imprve and develp capability f devlved lead buyers r devlved prcurers. - Develp sustainable Prcurement Strategy April 2012 Page 7
8 4.5. Objective 6: Prmte cllabratin by pursuing and develping c-perative relatinships between the University and external stakehlder bdies such as HEFCE (Higher Educatin Funding Cuncil fr England), SUPC (Suthern Universities Purchasing Cnsrtium), LUPC (Lndn Universities Purchasing Cnsrtium), Gvernment Prcurement Services (GPS) and ther public and nn-public sectr bdies. - Maximise pprtunities fr cllabratin within the sectr - Maximise pprtunities fr cllabratin external t the sectr - Jin and participate in wrk f reginal cnsrtia - Cnsider available natinal and cnsrtia cntracts when making surcing decisins - Cnsider and develp alternative cllabratins. Indicatrs - Participate in activity within regin - Increased use f natinal and cnsrtia agreements - Participate in sectr specific initiatives - Netwrk pprtunities when attending user grups, eg Parabilis and In-tend. Prcurement Strategy April 2012 Page 8
9 4.6. Objective 7 Embed sund ethical, scial, envirnmental and sustainable plicies within the infrastructure. - Head f Strategic Prcurement t prvide leadership, plicy and strategy n sustainable - Envirnmental Management Systems Manager t prvide leadership, plicy and strategy n Envirnmental Sustainability. - Cntribute t natinal initiatives - Develp prcedures/ prcesses that embed cnsideratin f ethical, scial, envirnmental and sustainability issues. - Supprt and embed Envirnmental Management System infrastructure. - Strategic Prcurement staff t disseminate gd practice - Devlved lead buyers t embed in every day buying decisins - Use categrised nn-pay spend date t enable annual return t HEFCE - Use HEFCE Scpe 3 mdel t infrm return Indicatrs - Invlvement in initiatives, Envirnmental Management Systems Manager and Head f Strategic Prcurement - Plicy and strategies develped and apprved - Reprting infrastructure established via, Envirnmental Review Bard (EMS) Value fr Mney Grup Vice Chancellr s Executive - Annual reprt t HEFCE n scpe 3 emissins - Measure against HEFCE / DEFRA Flexible Framewrk. - Recrd sustainability prgress n EMM. - Envirnmental Management System Transprt Waste Management Sustainable Prcurement Water Emissins and Discharges Cnstructin and Refurbishment Cmmunity Invlvement Bidiversity Prcurement Strategy April 2012 Page 9
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