Peter Naujoks, Monash Uni, Director of Strategic Procurement
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Transcript of Peter Naujoks, Monash Uni, Director of Strategic Procurement
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Peter Naujoks, Director Strategic Procurement
Establishing a best practice procurement capability
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Establishing a best practiceprocurement capability
- Design- Procurement Framework- Deployment- Making the change stick- Next steps
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DESIGN
Establish a University wide strategic procurement framework to extract maximum value from external spend
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Organisational culture and structure
• 10 faculties and 10 divisions• 6 campuses• Autonomy and independence• Wide range of goods and services• High volume, low value transactions
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Not necessarily a “green field”!
• Organisational and compliance culture• Existing governance structure• Existing policy, procedures and
guidelines• Existing supply arrangements• Sources of influence and support• Change fatigue
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Avoid the temptation to start fixing things
time was taken to ensure a coherent approach was designed and developed
2007 Jan - Sep 2008 Oct -Dec 2008 to Dec 2010
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PROCUREMENT FRAMEWORK
Need to extract value, NOT the creation of a checklist/process approach based on policies and procedures
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3 key elements
• Capability• Compliance• Support
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Procurement Framework
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The devil is, as always, in the detail
• Ownership• Accountability• Consequence
Management
• Policy• Guidelines• Templates
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Procurement Processes
<$200K
>$200K
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• Performance monitoring• Compliance monitoring• Supplier management• Specification improvement• Data capture & analysis• Process improvement
Extracting maximum value
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DEPLOYMENTLong term view to establish the culture change
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Winning the hearts and minds
• Ensure credibility• Short term wins• Engagement• Communication• Training
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MAKING THE CHANGE STICKReinforcing the culture change
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Champions of change
• Promote the benefits of the framework• Identify and implement changes• Promote the co-ordination of
procurement• Sponsor the development and delivery of
procurement strategies
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Challenges
• Compliance• Influenceable spend • Number of staff• Accountability• Independence
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Top down…
• Monthly reporting• Linking lost opportunities with budget
increase requests• Professional, researched fact based
analysis• Direct engagement• Identifying improvement opportunities
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…bottom up
• Training• Best practice examples• Direct support and engagement• Strong customer focus• Pragmatic and realistic solutions• Utilising other organisational aims
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NEXT STEPSLong term objective, adoption is not expected until 2010
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After building and deploying
• Consolidate• Lift capability• Increase influence
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QUESTIONS