Professional Documents
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«Commodity»
Version 0.0
Proposed Commodity Strategy
«Date»
1
Contents
Page/Slide Number
Key Contacts:
Foreword
«Name»
Executive Summary
«Title»
Stakeholder Engagement
Tel:
Commodity Charter
Email:
__________________ Current Situation:
«Name» - Commodity Profile
- Supply Market Analysis
«Title»
Proposed Strategy:
Tel: - Strategic Objectives
Email: - Sustainability
__________________ - Supplier and Contract Management
«Name»
- Principal Options
«Title» - Proposed Approach
- Selection Criteria
Tel:
- Award Criteria
Email: - Deployment
- Risk analysis
- Communication Plan
- Implementation Plan
Appendices
2
Foreword
Purpose
This document describes the commodity strategy for procuring «Commodity» .
The information within this document will be shared and developed with key stakeholders. It contains certain
sensitive commercial information and should not be shared beyond this environment. In particular this
document should not be shared with suppliers as it discussed several sourcing strategy options and makes
recommendations for implementation.
Approval
Approval of this document will come through the established governance route.
Notes
The data contained in this document is based on data provided from several sources. These include:
«i.e. data extracted from the Scottish Procurement Information Hub (formally known as Spikes
Cavell Observatory) »;
«i.e. market information provided by «source»»; and
«i.e. product and spend data provided by several of the major incumbent «commodity»
providers»
The document takes into account information gathered during «timeframe», including that obtained from
participants in the cross-sector User Intelligence Group held during this time.
3
Executive Summary
The initial insights, Key Findings
options considered • Total spend is over £«value»:
and recommended «i.e. breakdown of spend by organisation»
outcomes are based • Products purchased make up «No.» key sub-categories:
on careful «i.e. breakdown of spend by sub-categories»;
consideration of the
total addressable • More than x-number of suppliers are currently used to provide these products:
spend, cashable and «i.e. breakdown by supplier»;
non-cashable benefits.
Benchmarking and Opportunities, Options Considered
• Scope and Dependencies
«i.e. Department (s), Organisation (s) or sector( s) interested in proposed outcomes;
• Options XXXXXXXXXXXXXXXXXXXXXXX;
«i.e. xxxxxxxxxxxxxxxx;
Stakeholder workshops/presentations
Pre-qualification of suppliers
eAuction
Mobilisation
6
Stakeholder Engagement
Early engagement of key stakeholders will help to ensure the following benefits:
It is essential that key
The closer alignment of strategy and specification with requirements of users;
stakeholders, across The identification of leading practices already implemented at local level;
the organisation The ability to demonstrate increased buy-in to strategy, enhancing leverage in the supply market; and
The improved take up of contracts once awarded.
and/or Public Sector,
are consulted in the A number of stakeholder workshops are planned for «time frame» :
refinement and Focus on procurement managers within end user organisations
Sector based approach, reflecting different operating environments and status of current arrangements
validation of a number
of aspects of this Other stakeholders (see below) to be targeted later in the year, this will include developing:
commodity sourcing a standard information pack for users; and
a standard information pack/messages for suppliers
strategy.
High Tender &
Contract
Award
Impact on
success
Med
Low
Unaware Support and Commitment Advocacy and
Awareness Understanding Ownership
Buy-in and Action
7
Level of Engagement
Current Status of Commodity/Contracts
Provide details of
commodities covered
by the strategy. 1 - Commodity Definition
8
Current Status of Commodity/Contracts
Provide details of
existing contracts.
2 – Current Contracts
9
Current Status of Commodity/Contracts
It is essential that key
stakeholders, across
the organisation 3 – Relevant Policies/ Processes
and/or Public Sector,
are consulted in the
refinement and
Policy Reason of impact Source
validation of a number
detail
of aspects of this
commodity sourcing
strategy.
10
Current Situation
11
Spend Analysis
Create your Spend Analysis and add it here. This is an example of one format
Annual Spend
£900,000.00
£800,000.00
£700,000.00
£600,000.00
Monmouth
£500,000.00
Value
Keymed
£400,000.00
Diagmed
£300,000.00
Cook
£200,000.00
Conmed
£100,000.00
Boston
£0.00
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D
Sustainability
The Sustainability Test Area Aspects/Considerations Proposed Actions and
will help identify and Potential Impact
prioritise the
sustainable aspects Social
and impacts of your
requirement and
procurement .
Consideration and
actions identified
during strategy Economic
development should
be reviewed and
monitored throughout
the life of the contract
or framework
agreement.
Environment
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Commodity Profile
Product Profile
Summarise key
«product profile details including any relevant
findings.
graphs/tables »
Commodity Tree
Commodity
Examples of Templates
Sub Com 1 Sub Com 2
Sub Com 3 Sub Com 4 Sub Com 5 Sub Com 6 Sub Com 7 Sub Com 8 Sub Com 9 Sub Com 11
Segment Segment
Segment
Segment
Segment
14
Market Summary Template
Summarise key Factor Findings from research
findings. Market definition
Market Overview
Trade Associations
Key Suppliers
Market growth
Trends and
developments
15
Supply Market Analysis
Use the Market Include any relevant graphs/tables i.e. Public sector spend £ by supplier size (%),
Summary Template Total Scottish market (£) by supplier size «year» (%), total employment in Scotland
to populate the by supplier size «year» (%), and a synopsis of the SME market analysis”
following:
Market definition
SWOT Analysis
«definition»
Strengths Weaknesses The format of this slide is an
Market size Text Text example only. You may choose
«size» Text Text to present different analysis
Text Text
tools depending on your
Structure requirement.
«structure» Opportunities Threats
Text Text
Current supply Text Text
«supply» Text Text
ECONOMIC
Challenges
«challenges»
POLITICAL
SOCIAL-
Competition DEMOGRAPHIC
«competition»
16
Supply Market Analysis
Summarise findings Organisation spend as percentage of supplier turnover in Scotland
and conclusions e.g. The table below shows the annual turnover in Scotland for the top 10 suppliers in the UK and the Public
80% of the market is Sector spend with them.
with 20% of the The total Scottish Public Sector spend on «Commodity» is greater than any one of the suppliers’ current
suppliers. turnover in Scotland.
17
Supplier Profile Analysis
X Supplier is the global leader in the provision of Y solutions
Products, Service Range and Operations Key Financials and Other Developments
Insert commodity specific Supplier Data. Use 1 slide for each of the top 5 suppliers.
You should base the top 5 on whether you think the market is global, European, or UK only
18
Supplier Cost Drivers
19
Total Cost of Ownership: Considerations
20
Risk Analysis
Provide details of risks Risk Identification & Assessment
identified and • The following risks/issues have been identified.
assessed.
Mitigation strategies
Risk Description of Probability/ Date of Mitigating Next review
should be developed
ID Owner Risk Impact Result Assessment Actions date
where
possible/appropriate
Lack of Ensure clear
1 AN Other Stakeholder M/H 01/01/2010 comms and TBC
Buy-in engagement
Supplier Contract
2 AN Other performance L/H 01/01/2010 Mgmt & 01/02/2010
failure monitoring
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Best Value/Opportunity Analysis
Highlight your priorities Best value analysis
e.g. which proposals
will deliver the most Area Examples of leading practice Potential/Proposed/Approach to implementation
significant gains. • Reduce • Eliminate need • «approach»
consumption • Find alternative ways of meeting needs
• Policy changes
• Benchmarking usage and consumption across
comparable organisations
str ns
ific e
ec rov
ati
uc hip
•
Sp Im p
ture s
Co
Inc pe
Sp
• Increase • •
m
rea titio
nt d
m e an
da
se n
ge em
Su anag
oli
M
na e D
Cost
pp em
ns
Co
ly
Ma has
Cash
competition
Ba ent
rc
• •
se
Quality
Pu
str B
um ce
Innovation
pti
uc ase
ns du
ture
Sustainability
Co Re
22
Best Value Analysis (Cont’d.)
Best value analysis
str ns
ific e
ec rov
ati
uc hip
Sp Im p
Co
Inc pe
Sp
m
rea titio
nt d
te
m e an
da
se n
ge em
Su anag
oli
M
na e D
Cost
pp em
ns
Co
ly
Ma has
Cash
Ba ent
rc
se
Quality
Pu
Service
Re pply
Su
on
str B
um ce
Innovation
pti
uc ase
ns du
ture
Sustainability
Co Re
23
Proposed Strategy
24
Strategic Objectives
The strategy, and the Objectives
key options Implementation of this category strategy is intended to address «No.» key objectives:
considered, have been
• «i.e. To leverage the £«00»+ million, spent annually, to realise improvements in the value for money
tested against the
obtained in the sourcing of «Commodity» including reductions in product prices, enhancements to product
aims of the strategy
quality and improvements in service levels, where appropriate»;
and a number of other
important • «i.e. To increase the take up of leading processes and practices across the sector, including increases in
considerations. the efficiency of key transactional processes including order, delivery and payment»;
• «i.e. To release valuable ‘local’ and sector procurement resources to enable them to allow them address
Whilst the proposed other areas of spend, increasing the range and depth of third-party expenditure influenced by procurement
approach represents across the public sector»; and
the preferred option for
realising these aims a • «i.e. To reduce the negative environmental and social impact of the use of «Commodity».
number of options
were given careful
In striving to achieve these objectives, the strategy will also seek to consider its impact on:
consideration.
•«i.e. Incumbent and potential SME suppliers»;
•«i.e. The long term competition in the provision of «Commodity» to the public sector in Scotland»;
•«i.e. The need for continuity of service provision between current and proposed contracts»; and
•«i.e. The need for choice and flexibility to be retained in order to address certain, specific needs of individual
end user organisations».
Each of the options considered have been tested against its impact on these objectives and considerations.
25
Principal Options Appraisal
The Authority is Recommendation
Option 1 Option 2 Option 3 Option 4
& Justification
committed to
managing, monitoring Procurement Not Do nothing Use existing Develop
and developing Route applicable framework bespoke
supplier performance contract
Benefits &
Concerns
2
26
Principal Options Appraisal
Recommendation &
The Authority is Option 1 Option 2 Option 3 Option 4
Justification
committed to
Lots Not 1 Lot Geographical Product /
managing, monitoring applicable Service
and developing
Benefits &
supplier performance
Concerns
and understanding
whether our contracts 3
Benefits &
Concerns
27
Proposed Initiatives
The proposed Key Principles
approach is based on The proposed approach to the supply market includes:
«xxxx».
•«i.e. A single, national and cross-sector sourcing exercise to commence in «Month/year»»;
•«i.e. Contract(s) to be awarded by «Date» with a phased implementation and first orders being placed from
«Date»;
•«i.e. Contract(s) to cover an initial term of «Years» years with options to extend by a further «Year/s» year/s»;
and
•«i.e. Public sector organisations will be expected to confirm their commitment to using the/these contract(s)
during «Month/year» (regardless of their anticipated migration date)».
More detail on the specific requirements to be addressed with this/these contracts is provided in the Proposed
Statement of Requirements document (which is available separate to this strategy document).
Key Advantages
•«xxxx»;
•«xxxx»;
•«xxxx»;
•«xxxx».
It is anticipated to deliver savings of up to £«0.0» million per annum for the public sector in Scotland
28
Appendices
29
Supplier Selection Criteria
Potential suppliers will Areas to be included in Supplier Evaluation
be evaluated against a
broad range of criteria. Attributes Means of appraisal Minimum Expectations
The criteria listed here Financial Status «xxxx» «i.e. “Secure” or better»
are to be reviewed
further and provide Conviction of Criminal «xxxx» No conflictions
only an indication of Offences
the range of attributes
to be considered
during the supplier Business Probity «xxxx» No occurrences
selection process.
Technical and Professional «xxxx» Meets minimum standards
Ability
30
Supplier Award Criteria
Areas to be included in Supplier Evaluation
Potential suppliers will
be evaluated against a
broad range of criteria. Attributes Means of appraisal Minimum Expectations
Price «xxxx»
The criteria listed here
«xxxx»
are to be reviewed
further and provide Quality «xxxx» meets required quality
only an indication of
the range of attributes Technical Merit «xxxx» meets specification
to be considered
during the supplier Delivery «xxxx» « i.e. Delivery date, period or
period of completion »
selection process.
After-Sales Service
31
Communication Plan
In addition to the work carried out by the UIG outline how the category strategy and final outcomes will be
Comments…. communicated to individual organisations
- << i.e. road shows>>
- << workshops>>
- << website>>
- <<XXXXX>>
Do CoEs or individual organisations need to provide information or commitment and at what stage of the
strategy development or implementation?
- << i.e. intention to participate – before we go out to tender>>
- << sign an Agency Agreement – before the Framework is established>>
- << sign a Participation Agreement – after the Framework is established and
prior to the first order being placed>>
- <<XXXXX>>
Timescales for critical activities
- << outline key dates>>
- <<XXXXX>>
- <<XXXXX>>
32
Implementation Plan
Comments…. Key steps and requirements
• <<Outline requirements>>
• <<XXXXXXXXXXXX>>
• <<XXXXXXXXXXXX>>
Content Management requirements
• <<XXXXXXXXXXXX>>
•<<XXXXXXXXXXXX>>
Resources and structure
• <<outline>>
• <<XXXXXXXXXXXX>>
• <<XXXXXXXXXXXX>>
Timescales
• <<outline>>
• <<XXXXXXXXXXXX>>
• <<XXXXXXXXXXXX>>
Evaluation and Control
•<<outline>>
• <<XXXXXXXXXXXX>>
• <<XXXXXXXXXXXX>>
33
Contract and Supplier Management
Overview
The Authority is
committed to
managing, monitoring Strategic Objectives
and developing This approach to Contract & Supplier Management has been developed to;
supplier performance •Drive continual improvement and benefits from existing and future contractual relationships
and understanding •Ensure that all parties to contracts were meeting their obligations
whether our contracts •Measure performance against KPI’s & SLA’s
are delivering and •Measure behaviours such as communication, responsiveness and innovation
meeting the needs of •Provide end users with an opportunity to provide feedback on supplier & contract performance
our customers. •Be consistently applied across all categories
Scope
The term ‘contract & supplier management’ can be broken down into the following key component parts:
•Contract Implementation and Management
•Supplier Management and Development
•Operational Management
•Contract Administration
•Supply Chain Innovation & Development
34
Contract and Supplier Management
Approach
The Authority is
A balanced scorecard approach has been developed to manage, monitor and develop supplier performance.
committed to
The scorecard has 4 core indicators and suggested sub-criteria as follows:
managing, monitoring
and developing
supplier performance
and understanding
whether our contracts
are delivering and
meeting the needs of
our customers.
At this stage buyers should be aware of the requirement to consider CSM. Further development is required at
the ITT stage when Management Information needs will be defined and when KPIs will be identified. The
scorecard will be finalised at the contract award stage.
35