Responsibility Indicator
1
RESPONSIBLE PROCUREMENT RESPONSIBILITY INDICATOR © Responsible Procurement, Denmark 2012. All enquiries to the company, and strategic advisor in Responsible Procurement, Alis Sindbjerg Hemmingsen can be done via www.responsibleprocurement.dk LEVEL 1. BEGINNER 2. WELL STARTED 3. TRAINED 4. SUPER USER 5. LEAD Managing stakeholders - Champions have been identified and coordination board created. - Key personal have been trained - RP is part of the company’s intro- duction program. - All relevant sta! has received basic RP training. - Key professionals have received in depth training. - The coordination board is working well with participants from all organisational levels. - The company conducts targeted training within RP principles. - Incentive structures have been developed. - RP criterias have been developed and implemented in supplier selection but are also part of the company´s search and selec- tion process with regards to new employees. - Results of the RP actions are being used in attracting talent to the company. - Both internal and external prices are received for actions and results delivered. - Best practice sharing is part of the company’s DNA. The Responsible Procurement strategy - The overall RP strategy has been developed. - Suppliers and key professionals have received communication (burning platform). - The strategy has been revised and extended with greater supplier involvement. - The top management team are aligned and committed. - The RP strategy has been integrated into main business processes. - Key suppliers are driving the change within their own companies on their own. - The RP strategy has been reviewed in order to incorporate new tech- nologies and principles. - The RP strategy is regularly being revised internally and is also being watched externally. - The strategy is being acknowledged among political leaders and is being used as an example worldwide. Processes - Fact pack has been developed to identify the most low hanging fruits. - The most strategic contracts include goals for RP. - Contracts are signed from a value for money approach and not from a price approach. - Professionals are able to harvest the most low hanging fruits. - The fact pack has been extended with a risk analysis, which is being used in relation to prioritizing the efforts. - RP is being used early in the process along with TCO processes. - All contracts have been revised in order to identify risks in relation to RP. - Top management has an overview of risks and are actively working with bringing down or eliminating risks. - A contract has been signed with the most strategic suppliers in order to create a common approach. - A detailed risk analysis has been conducted for those contracts that have the highest impact on the company. - There is now a clear process for de- veloping contracts, which includes RP principles. - A lifecycle model has been imple- mented in the innovation process. - A life cycle analysis has been devel- oped in the biggest commodities: - Progress is being punished or rewarded. - Barriers for implementing RP have been removed or reduced. - Best practice is being shared with other companies. Involvement of suppliers - The most strategic suppliers are involved in the RP work and those suppliers that are considered as be- ing the biggest threat to the supply chain has been identified. - Both parties are aware of what RP can bring and acknowledge each others barriers for moving forward. - Fact pack, inclusive risk analysis has been developed and is now being used in the supplier relations as a strategic tool in terms of driving down costs. - Performance goals have been agreed with the biggest strategic suppliers. - A focused supplier program has been adopted by top management and launched. This also indicates a continuous work by procurement to support the company’s overall responsibility work. - A two way communication approach has been established among professionals and suppliers. - Idea generation workshops are being conducted and savings found based on the 7 waste types. - Common cost reduction projects are agreed between supplier and customer. - Top management is actively in- volved with working with suppliers. - Best practice is being shared with other companies, which are within the same industry. - Suppliers acknowledge that they must constantly improve their RP results in order to be a top priority supplier. Measuring the impact of the Responsible Procurement strategy - Strategic important performance indicators have been identified for both social and environmental principles. - The company has developed a set of RP performance indicators which fits the values and the DNA of the company. - RP goals have been broken down so professionals know what they have to deliver in terms of results. - Benchmarks with other companies have been conducted. - Initiatives itself are driving perfor- mance within the area.
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The Responsibility indicator - showing you how you can advance in Responsible Procurement.
Transcript of Responsibility Indicator
RESPONSIBLE PROCUREMENTRESPONSIBILITY INDICATOR
© Responsible Procurement, Denmark 2012. All enquiries to the company, and strategic advisor in Responsible Procurement, Alis Sindbjerg Hemmingsen can be done via www.responsibleprocurement.dk
LEVEL 1. BEGINNER 2. WELL STARTED 3. TRAINED 4. SUPER USER 5. LEAD
Managing stakeholders
- Champions have been identified and coordination board created.
- Key personal have been trained- RP is part of the company’s intro-
duction program.
- All relevant sta! has received basic RP training.
- Key professionals have received in depth training.
- The coordination board is working well with participants from all organisational levels.
- The company conducts targeted training within RP principles.
- Incentive structures have been developed.
- RP criterias have been developed and implemented in supplier selection but are also part of the company´s search and selec-tion process with regards to new employees.
- Results of the RP actions are being used in attracting talent to the company.
- Both internal and external prices are received for actions and results delivered.
- Best practice sharing is part of the company’s DNA.
The ResponsibleProcurement
strategy
- The overall RP strategy has been developed.
- Suppliers and key professionals have received communication (burning platform).
- The strategy has been revised and extended with greater supplier involvement.
- The top management team are aligned and committed.
- The RP strategy has been integrated into main business processes.
- Key suppliers are driving the change within their own companies on their own.
- The RP strategy has been reviewed in order to incorporate new tech-nologies and principles.
- The RP strategy is regularly being revised internally and is also being watched externally.
- The strategy is being acknowledged among political leaders and is being used as an example worldwide.
Processes
- Fact pack has been developed to identify the most low hanging fruits.
- The most strategic contracts include goals for RP.
- Contracts are signed from a value for money approach and not from a price approach.
- Professionals are able to harvest the most low hanging fruits.
- The fact pack has been extended with a risk analysis, which is being used in relation to prioritizing the efforts.
- RP is being used early in the process along with TCO processes.
- All contracts have been revised in order to identify risks in relation to RP.
- Top management has an overview of risks and are actively working with bringing down or eliminating risks.
- A contract has been signed with the most strategic suppliers in order to create a common approach.
- A detailed risk analysis has been conducted for those contracts that have the highest impact on the company.
- There is now a clear process for de-veloping contracts, which includes RP principles.
- A lifecycle model has been imple-mented in the innovation process.
- A life cycle analysis has been devel-oped in the biggest commodities:
- Progress is being punished or rewarded.
- Barriers for implementing RP have been removed or reduced.
- Best practice is being shared with other companies.
Involvement of suppliers
- The most strategic suppliers are involved in the RP work and those suppliers that are considered as be-ing the biggest threat to the supply chain has been identified.
- Both parties are aware of what RP can bring and acknowledge each others barriers for moving forward.
- Fact pack, inclusive risk analysis has been developed and is now being used in the supplier relations as a strategic tool in terms of driving down costs.
- Performance goals have been agreed with the biggest strategic suppliers.
- A focused supplier program has been adopted by top management and launched. This also indicates a continuous work by procurement to support the company’s overall responsibility work.
- A two way communication approach has been established among professionals and suppliers.
- Idea generation workshops are being conducted and savings found based on the 7 waste types.
- Common cost reduction projects are agreed between supplier and customer.
- Top management is actively in-volved with working with suppliers.
- Best practice is being shared with other companies, which are within the same industry.
- Suppliers acknowledge that they must constantly improve their RP results in order to be a top priority supplier.
Measuring the impact of the Responsible
Procurement strategy
- Strategic important performance indicators have been identified for both social and environmental principles.
- The company has developed a set of RP performance indicators which fits the values and the DNA of the company.
- RP goals have been broken down so professionals know what they have to deliver in terms of results.
- Benchmarks with other companies have been conducted.
- Initiatives itself are driving perfor-mance within the area.
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