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Week 2 C - Procurement Opportunity Assessment Proposal to...

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August 12, 2002 Procurement Opportunity Assessment Proposal to Serve
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2 Contents Introduction 3 Our Understanding 5 Proposed Approach and Deliverables 7 Our Capabilities and Relevant Experience 13 Proposed Project Team, Timeline and Fees 19 Closing Remarks and References 24 Appendices: 27 A. Client Case Studies and Qualifications B. Representative Professional Resumes C. Select Sample Deliverables D. Project Accelerators E. Factors Used to Determine Savings Estimates F. Approach to Validate Spend Data Page
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3 Introduction Introduction Introduction
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4 Our Understanding Our Understanding Our Understanding
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5 We understand the proposed scope and objectives of the project to be as follows: Project Objective: Develop a quantifiable business case and prioritized improvement plan that identifies the benefits of procurement transformation and the strategies to enable the transformation Project Scope: Business Units Geography Business Processes - Requisitioning - Sourcing and Supplier Selection - Purchasing and PO Processing (including p-cards) - Accounts Payable (includes supplier terms & conditions) - T&E - Contract Management - Supplier Relationship Management Spend Categories - Direct Materials, with the exception of agriculture - Indirect Goods and Services Other - Procurement Organization Structure, Policies and Procedures - Procurement Technologies, especially e-procurement and e-sourcing Our Understanding
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6 Proposed Approach and Deliverables Proposed Approach and Proposed Approach and Deliverables Deliverables
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7 Consolidate Spend Reduce Costs Improve Process Efficiency Leverage Technology Define Organization Structure Prioritized Implementation Plan Business Objectives Recommendations Our approach provides for a comprehensive review of CCC’s procurement capabilities, with the outcomes setting the course for CCC to achieve its business objectives. 33 “Hybrid Centralization” Corp VP of Procurement/ Chief Purchasing Officer SBU Head of Purchasing and/or Materials SBU Leadership SBU Head of Purchasing and/or Materials SBU Leadership Spend Analysis Auto Fleet Office Supps & Svcs Travel Freight Supplier Programs The most common model is an SBU Procurement Manager who is a direct report of SBU leadership AND who reports on a “dotted-line” basis to a corporate or “center-led” VP of Procurement/Materials Management of commodities purchased across SBUs (example commodities are “typical” of organizations researched) Activities related to process development and management are typically present in this model but are very limited in scope. For example... CEO or Corporate Exec VP Companies employing this model elevate Procurement to a “strategic” positiion within their companies, typically by having the coporate procurement officer report directly to the CEO or an Executive VP IT P-060 Manage Procurement Contracts and Request for Proposal - 12 - Procurement Infrastructure 1. e-Procurement Base Application 2.
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