BEST VALUE TOOLKIT: ASSESSMENT MATRIX PROCUREMENT LEADERSHIP & GOVERNANCE

Many sourcing groups have sourcing strategies, but they are not fully signed off. Where available, Category A and B collaborative contracts are being used.

Over 75% of spend covered by strategy, hich is signed!off by appropriate organisation sta"eholders. Where available, Category A and B collaborative contracts are being used. #he entire spend is covered by sourcing strategies hich are signed!off by senior $anage$ent. Where available, Category A and B collaborative contracts are being used. #he %cottish %ustainable &rocure$ent Action &lan is being adopted. %uppliers are chec"ed for financial stability at tender stage only.

An organisation specific delivery plan hich addresses ho procure$ent can help the organisation deliver sustainability ob'ectives has been produced. (ncu$bent "ey suppliers are chec"ed for financial stability on an ongoing basis. %ustainability is e$bedded into all procure$ent activity. (ncu$bent "ey suppliers are chec"ed for financial stability on an ongoing basis.

Basic practic

B tt r practic

A!"a#c ! practic

$% Ca# t& 'r(a#isati'# ! )'#strat a c* ar +#! rsta#!i#( ', &'- it ca# . st satis,/ its c'r s+pp*/ # !s0 $%1 H'- ar *'ca* S'+rci#( Strat (i s ! " *'p ! & r "i - !0 %ourcing options are developed ) revie ed but is variable in depth bet een sourcing groups, ) the transition process to ne suppliers is $anaged carefully by the procure$ent tea$. %o$e ele$ents of the %&* tool"it +or the Centre of ,-pertise branded version of the %&* tool"it. are used. $%2% H'- )+c& ', t& '" ra** sp #! 3Cat ('r/ A4 B & C5 is c'" r ! ./ si(# !6',, s'+rci#( strat (i s0
Linked to BPI5

#here are regular, planned and diarised revie s of sourcing options ithin the i$$ediate procure$ent tea$ ith little interaction ith other depart$ents each revie is conducted independently ) $ethods are applied on an individual basis. #he %&* tool"it +or the Centre of ,-pertise branded version. is used as a $atter of course.

#here are regular, planned and diarised revie s of sourcing options using a for$al $ethodology. Cross! functional/geographical tea$s are used here appropriate, ith a carefully $anaged transition process to ne suppliers. #he %&* tool"it +or the Centre of ,-pertise branded version. is used as a $atter of course.

$%$ T' -&at 7t #t !' s t& 'r(a#isati'# ta8 acc'+#t ', its s+stai#a.i*it/ a#! t& c+rr #t c'#')ic c*i)at i# its pr'c+r ) #t acti"it/0

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*etailed and accurate infor$ation e-ists on both current and future de$and, supplier and $ar"et changes3 $%9 T' -&at 7t #t ar s'+rci#( strat (i s ,'r cat ('ri s A4 Bcurrent & C process and perfor$ance3 (nfor$ation is easily for$atted and sp #! .as ! '# r *ia.* :r'.+st accessed. &rocure$ent regarded as i#t r#a* i#,'r)ati'#0 "ey source of infor$ation intelligence for supplier spend.

*etailed infor$ation is available, ho ever it is not used to develop reco$$endations that can be incorporated ithin the strategy. Only so$e spend data is available at co$$odity group level ! by supplier +i.e. fro$ accounts payable.. 1ittle line ite$ +detailed co$$odity. level info available. 2istoric spend data is available, at supplier and sourcing group level. %o$e data is available at line ite$ +detailed co$$odity. level. %o$e forecast data is available. (nfor$ation infor$s sourcing strategy.