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Join us for a Thought Leadership Webinar hosted by Tim Cummins, CEO, open exclusively to those that have completed the Bennchmarking Surveys. If you would like to join the call, please complete the suvereys via the links below.30 April 2015 - 4:00 PM London, 11:00 AM New York, 11:PM SingaporeWe are exploring three areas of organisation and performance:1. Performance Measurements: This survey looks at headcount, contract complexity, measurements used to gauge both individual and functional performance and a range of efficiency indicators (e.g. cycle times, number of contracts per professional etc.) www.iaccm.com/services/research/survey/?id=842. Primary Areas of Activity: This survey looks at scope of role, where responsibilities are performed, time allocated to different activities and use of outsourced or offshore services. www.iaccm.com/services/research/survey/?id=853. Value Proposition: The survey you are about to complete focuses on the value that you deliver to the business. It looks at reporting line, objectives, challenges you are facing, the use of automation and skills. www.surveymonkey.com/s/BValueProposition2014?
How can you know if you are competent to perform in your role? Many professional organisations produce competence frameworks which attempt to answer this question. Unfortunately most of these frameworks are limited to assessing what you know or what you can do. But knowledge and skills are only two of the elements which are required for a person to be competent in a role.
Government buyers are operating in an increasingly dynamic commercial and technological environment. Effective procurement planning and monitoring of supplier performance is critical to controlling the risks and costs involved in procurement.
This Guide has been developed to provide information about simple, practical tools for developing supplier performance monitoring strategies. It explains the concept of supplier performance monitoring and provides helpful hints on when and how it should be implemented.
Who should read this Guide? All Queensland Government officers who are involved in procurement management, planning and contract management should be aware of the importance of supplier performance monitoring strategies.
The findings of the review reveal long‐standing and significant weaknesses in contract management at the Department. It recommends that swift action be taken in order to secure necessary improvements and to narrow the gap between current and best practice across a wide range of key component activities. However, it must also be recognised that, in conducting this review, a focus has been placed on those high‐risk and high‐value contracts where the MoJ believed it most likely that issues would be uncovered and therefore the findings of this sample are likely to appear starker than if a full assessment of every contract held by MoJ had been conducted. Equally, the review has uncovered a number of risk areas but this is not to say that these risks would have materialised. Rather, it is important that the Department ensures that enhanced processes are in place to provide assurance and to manage and mitigate these risks.
Procurement, legal compliance, accounting, marketing ... These are all necessary activities within a business. The problem comes when those activities become enshrined within rigid policies and practices which are not well aligned and then undermine business goals and performance.
We are looking for experiences and recommendations for using social media for procurement in the public sector. Please post a response in this forum or send to firstname.lastname@example.org. All comments and suggestions are welcomed. Thanks.
As a government body engaging in international (Gov-to-Gov) trade, what is the position on the Environmental Information Regulations 2004 and Freedom of Information Act 2000? Do the Act and Regs have effect on Clients and Bodies outside the UK?
Thanks for your help!
IACCM REPORT FINDING: Private sector personnel are almost 80% more likely to be influenced by the need to promote competition and minimize operating costs -Please share your thoughts. Hoping this generates some activity.
When I read IACCM article, I was perplexed by the statement above and therefore I offer the following thoughts:
In the U.S. public sector procurement is the intersection between three interconnected non-complimentary forces; law, public policy, and industry. Public policy combined with Federal law dictates that competition is the single most important aspect of the U.S. Federal procurement process. In accordance with the law contracting professionals in the U.S. Government are required to consider/ research 7 different socioeconomic categories before they can compete an opportunity in a full and open environment. At each layer acquisition professionals make a business decision about the capability of industry to perform the work at hand for a reasonable price. Contracting professionals are required to do this for simple procurements and large strategically sourced contract vehicles.
In fact, at the Department of Homeland Security (DHS) the initial market research described above has helped create an industry base of 15,000 current contractors 11,000 of which are small and medium sized business. Each year over 3,000 new companies win a contract with the Department. This ensures that the Department has a highly competitive marketplace that is constantly competing to meet mission objectives and win contract awards. Although the Government incurs additional labor costs to perform the market research the cost savings from the robust market place and constant competition is tremendous. Furthermore, the companies that survive in the marketplace have a keen understanding of the mission and how to achieve it at the lowest cost. At DHS, performance metrics include rate of competition on each individual procurement ( 76% in FY 12) and operational cost savings (approximately $330M from strategic sourcing alone).
The interesting point here is that the level of competition is so high that contracts tend to be awarded to industry partners that have determined the best way to meet the mission at the lowest cost. This is much different than the goal of helping a corporation maximize shareholder wealth. In the public sector (many times in my experience) we are contracting for services that would normally be an individual company’s competitive advantage. Meaning that many of the contracts we write are to perform a service that many companies would never outsource.
The survey results posted above seem to indicate that public sector professionals do not value competition as a way to minimize operating costs. However, I believe public sector procurement professionals value competition just as much and work in a more complex environment that challenges them to think beyond a single value proposition (maximizing shareholder wealth).
I am wondering if the way the question is written generated misunderstanding. If not, then I believe we need to resuscitate the discussion around minimizing operating costs and promoting competition to ensure that public sector employees understand how valuable this can be. Thoughts?
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