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Procurement

Procurement. David Swinburne – Head of Procurement. AGENDA. Introduction. David Swinburne – Head of Procurement. Supplier Engagement. John Green – Supply Chain Assurance Manager. Supplier Engagement. Identification of Key Suppliers High Spend Analysis Category of spend Prioritisation.

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Procurement

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  1. Procurement David Swinburne – Head of Procurement

  2. AGENDA

  3. Introduction David Swinburne – Head of Procurement

  4. Supplier Engagement John Green – Supply Chain Assurance Manager

  5. Supplier Engagement • Identification of Key Suppliers • High Spend Analysis • Category of spend • Prioritisation

  6. Supplier Engagement • Update on Zero Harm and improved efficiency targets • Report on supplier performance/KPIs etc • Report on how things are working from supplier's perspective • Review of improvement initiatives and measurement of results (safety, efficiency and Sustainability) • Any concerns or blockages encountered on both sides

  7. Supplier Engagement • RELATIONSHIP MANAGER • To co-ordinate and arrange the specific 1 to 1 meetings • To liaise with SHEQ Representative • To Manage any “Strategic Agreements” • Not to get involved in “day to day” site issues • To manage interaction with suppliers to maximise value • Measuring and valuing relationship • To provide a close, more collaborative relationship • Realise new value, reduce risk and identify innovation • To provide a 2-way mutually beneficial relationship • To consider how any competitive advantage can be realised from working collaboratively with our strategic suppliers • To work with strategic suppliers to identify and realise Cost Savings

  8. Supplier Engagement • RELATIONSHIP CHAMPION • Appointed by Relationship Manager • Does not have to be a “Procurement” person • To communicate with supplier at one to one meetings • BBRail Business specific topics to be identified by SCAM to ensure that a consistent message is given. • May get involved with site specific issues • Performance statistics to be provided by SCAM • BBRail SHEQ representative may be present at 1-1 meetings • Business units can add business specific issues • Generally will be appointed from “lead” business unit (by spend) • Record meeting minutes.

  9. Supplier Engagement • SHEQ REPRESENTATIVE • To establish a close working relationship with the supplier • To keep the supplier informed on any key BB Rail SHE initiatives that may have a potential to impact upon their business (Zero Harm/ Sustainability/Fatal Risk Working Group outputs etc) • To review the monthly sub contractor SHE performance reports and provide feedback to the sub contractor • To act as a contact point for any ‘overall’ SHE issues that the relevant subcontractor may wish to raise, ensuring that the issues are adequately addressed

  10. Supplier Engagement

  11. Performance Reporting

  12. Performance Reporting What are Balfour Beatty Rail are doing? • Currently Birse Rail undertake performance reports each period. • This process is being rolled out to the whole of the Balfour Beatty Rail OpCo • Process provides information regarding: • Assurance • Programme • Quality & Competence • Commercial

  13. Performance Reporting Performance Ratings 75% - 100% Acceptable 50% - 74.99% Caution 0% - 49.99% Unacceptable

  14. Performance Reporting • Current Process: • The current process is only one way • It is a snap shot in time • May be distorted by individual’s bad experience • The Future: • Looking to develop a 360 process • Meeting with NWR to understand their “PRISM” process • BBRail are moving to ORACLE – what are the options? • Supplier help!

  15. Validation Process

  16. Validation Process What are Balfour Beatty Rail doing? • Single database • Collate all the various Balfour Beatty Rail Business’s information • Update supplier information • Company Details • Contact Details • Services Offered • Geographical areas covered. • Revalidate every 2 years

  17. Possible Validation Process

  18. Balfour Beatty Rail Category Councilfor Onsite Temporary Labour Simon Carr – Subcontract Manager

  19. Agenda • Introduction • Introduction to the Category Council for Rail ‘Blue Collar’ Labour • Introduction to the 6 Stage gate Sourcing Process • Data & Market Analysis • Determine Business Requirements for all areas of the Rail Business • Develop Blue Collar Labour Strategy for Rail UK

  20. Introduction to the Category Councilfor Rail ‘Blue Collar’ Labour • Cross Business Functional Representative • Provide Functional Category knowledge • Knowledge of current processes, practices and systems • Supplier relationships and supply market knowledge

  21. Introduction to the Category Councilfor Rail ‘Blue Collar’ Labour (cont…) • Access to spend/business requirements/other sources • Represent Business Function to ensure alignment

  22. Introduction to the 6 Stage Gate Sourcing Process

  23. Introduction to the 6 Stage Gate Sourcing Process

  24. Introduction to the 6 Stage Gate Sourcing Process

  25. Data & Market Analysis – Spend for 2011 • Total Spend for Blue Collar Labour across the Group was £125 million. • Total Spend for Blue Collar Labour across the Rail Business was £29 million • A Total of 29 Labour Suppliers used across the Rail Business • Out of the 29 Labour Suppliers, the Rail Business spent £21.5 million with 10 of those Labour Suppliers.

  26. Data & Market Analysis – Spend for 2012 • The recorded spend from Mid September 2012 was £19.8 million • UK Projects Spend - £8.7 million • Birse Rail Spend - £2.2 million • Track Partnership & Mainline Renewals - £8.9 million

  27. Data & Market Analysis – Spend for 2012 • Total of 31 Labour Suppliers used across the Rail Business • Out of the 31 Labour Suppliers, the Rail Business spent £15.4 million with 10 of those Labour Suppliers.

  28. Determine business requirements for allareas of the Rail Business • Current/Future requirements for on-site labour across the BB Group. • Supply Chain Selection & Engagement • Labour Types to include/exclude • Labour skills matrix

  29. Determine business requirements for allareas of the Rail Business • What type of Group agreement do we put in place? • Benefits & Savings • Risks to this Project? • How do we communicate this to all Operating Companies across the BB Rail? • Time Scales

  30. Development of a Blue Collar Labour Strategyfor Rail UK • Stage Gate 1 - Data & Market Analysis • Stage Gate 2 - Determine Business Requirements • ‘Without identifying the above we will be unable to develop an effective strategy for the Rail Business’

  31. What is Link-Up? • Link-up is the UK rail industry supplier qualification scheme, providing a single common registration, qualification and audit process for suppliers that is shared by the UK rail industry. • The Link-up scheme has three clear objectives:  • To provide a single shared qualification process for the rail community • To reduce duplication, administrative effort and to be recognised as efficient and cost-effective • To offer a fair, open and transparent process and supports compliance with EC Procurement Legislation.

  32. How can Link-Up help? • The benefits for a buyer using the Link-Up process include: • Reduction of duplication • Provides a single shared qualification scheme • Search Facility to source suppliers by category and / or location • Transparent process supporting EU Procurement Rules • Can be used as part of business Assurance Processes & Procurement Processes • Provision of up to date information for suppliers including • Audit information • Company Information • Insurances

  33. What is Link-Up? • In 1997 Achilles were requested to manage Link-Up by Railtrack • Link-Up (formerly Proof) was launched in 2000 • The level of industry change meant that necessary technical input from them into Link-Up and Proof was low priority • This led to Version 1 (V1) falling behind both Network rail and industry needs and proof not moving forward as originally intended • Network Rail and Achilles jointly developed Link-Up Version 2 (V2) to deliver an industry solution and this was launched in 2007 • Further changes in the Rail Industry & the recognition that V2 was not user friendly or was reflecting current issues has resulted in the need for Link-Up Engage

  34. Link Up “Engage” Annette Gevaert – Director Rail & Transport Achilles Information Ltd

  35. Link-up Engage – a new version is on its way October 9th 2012 services for professional procurement be better informed, make better decisions

  36. Link-up today “Link-up has provided us a valuable tool to manage risk, reputation and as a supplier, supported us with our business development requirements. Since our takeover in December 2011, the company has performed exceptionally well which has led us to winning even more business thanks to Link-up.” Rob Illsley, Sales & Commercial Manager, Alan Dick Communications • An active community uses Link-up extensively • 113 Buying Organisations • 3,500 Suppliers • 6,000 Portal Users • 11,000 Monthly Searches 36

  37. Link-up Engage at a glance The new version of Link-up will deliver great benefits to suppliers... Shortened & streamlined questionnaire Revised product coding structure Modern look and feel and intuitive navigation Easy questionnaire updates Price reduction for 75% of suppliers Introduction of a small supplier tier Global, cross-scheme platform – shared common data And to buyers... Flexible supplier search suite Additional questions – survey tool to identify the right supplier Reports from other audit programmes Furthermore... The revision of the Link-up audit programme is well under way A Sustainability module is soon to be introduced 37

  38. Link-up EngageCommunication Plan Q2 Q3 Q4 Q1’13 Q2 ‘13 2012/2013 Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Buyer Organisation specific communications: intranet, internal newsletters, meetings etc. Transition e-shots Buyer Training Link-up Newsletters to all Scheme members Letter from SG Chair to all members Suppliers Generic Communications Transition e-shots Media coverage: magazine articles, advertorials, press releases, interviews etc. Supplier Training Supplier engagement Conferences and exhibitions: Infrarail, Railtex, CECA/RIA/RICA/Rail Alliance Forums Scope agreed Refinements / Specifications Scheme configuration Developments and testing UAT, Data migration Link-up Engage Platform Supplier Launch Buyer Launch 38

  39. Overview of the new Pricing Model Supplier Buyer Standard Registration Basic buyer Premium package Super Buyer Patron Notice £365 + £485 + £425 £6,800 (Buyer only) + £1,500 £25,000 (TfL) and £50,000 (NR/NRIP) Small Supplier (max 2 PCs) £6,800 minus supplier fee (Buyer with Small, Standard or Large supplier record) £565 + £485 + £425 Standard Supplier (3 – 39 PCs) + £425 £1,050 Large Supplier (40 – 749 PCs) £7,450 (Buyer with super large supplier record) £1,700 + £425 Super Large Supplier (750+ PCs) • Supplier questionnaire • Company Profile (logo, marketing statement etc. – replaces MARKiT) • Supplier search via product or company name • Company Profile • Basic Q data • Contact persons • No audit reports • As before: • OJEU notifications service • Full search suite • Full Q information • Full Audit Reports • Account Mgmt • Option for Steering Group membership • Alerts (Supplier tracking) • Additional Questions • Very large Organisations: • NR, NR IP, TfL • Functionality same as Basic Buyer plus Premium package 39

  40. Thank you Annette Gevaert annette.gevaert@achilles.com Director Rail and Transport Achilles Information Limited Achilles.com/LinkedIn Twitter.com/Achillesltd Achilles.com/Facebook www.achilles.com 40

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