Options: Seeking an associates degree by taking the 60
recommended hours (see slide # 6) May obtain a Certificate of
Proficiency by taking only the public procurement section of
courses (non-degree seeking student)
http://www.asub.edu/dotAsset/54933.pdf Pages 82-83 and 86 and
208
Slide 5
Admission Status: Degree seeking student: Must make
application, provide immunization records, have a placement score
(ACT or Compass), high school or college transcript Non-Degree
seeking student: Must make application $85/hour plus required fees
(classes are 3 credit hours) Cost: Most of the 16 week classes will
be conducted on-line.
Slide 6
Slide 7
Slide 8
Slide 9
T.H.I.N.K.
Slide 10
Slide 11
Basic Procurement M&R Property Disposal Protests Freedom of
Information Act Value of Procurement AASIS Create Requisition
(MMREQ) AASIS Purchase Order Process (MMPO) Capitalizing for Fixed
Assets (Accounting) Accounting for Fixed Assets (Accounting) Fund
Accounting (Non-AASIS Users)
Slide 12
ONLINE CLASSES POWERPOINT WITH AUDIO
Slide 13
Slide 14
Slide 15
14 Access Class Enrollment and Schedule/Online Classes
Slide 16
Slide 17
OSP Transformation Project 2013 Periscope Holdings, Inc.
Confidential
Slide 18
Introductions Getting to the Next Level Arkansas OSP Project
Overview Next Steps Q&A Agenda 17
Slide 19
Matt Walker, Program Manager & Project Coordinator
Responsible for oversight of NIGP Code & Service Delivery
Public Sector process redesign, operational improvement &
efficiencies Deliverable QA, resource coordination & overall
project sponsorship Dustin Lanier, CPPO Highly experienced
Consultant Project Executive for procurement assessment/assistance
for a number of states Former Special Assistant for Technology,
Office of the Governor; former Director of Strategic Initiatives,
Texas CIO; former Director of the Texas Council on Competitive
Government Project Team Leaders 18
Slide 20
Master Data Clean-up Independent Procurement Process Evaluation
eProcurement ERP & Supporting Tech Step 1Step 2Step 3 Steps 1
& 2 are done together in preparation for eProcurement 19
Slide 21
Getting to the next level 20
Slide 22
Accurate and useable data is the key to proactive leadership of
a procurement shop Arkansas is actively working to fix its approach
to tracking spend information so we can put data to work We need
this to be a whole of government effort, working together as
procurement professionals to come up to a higher level. Getting to
the next level 21
Slide 23
22 data is the key to proactive leadership
Slide 24
How efficient is the process that you govern? What is the
quality of the contracts you are establishing? How do you ensure
that the policy of your jurisdiction is consistently applied to all
purchases? (ethics; transparency; preferences, etc. ) So what would
you say you do here? 23
Slide 25
Procurement: Putting the peoples money to work in a way that
upholds the peoples trust 24
Slide 26
Without usable data, used the right way, we cannot: Assess our
operating model for thrash Identify opportunities for savings that
should be our next priority Proactively plan our buyer focus Know
if the pricing continues to be in line with peers Negotiate from a
position of strength Meet anecdotes with data I saw this computer
at best buy that was lower than Ensure protection of the public
trust Spend data drives all positive performance 25
Slide 27
First in, first out Hyper transactional Contracts renewed
without assessment Staff at max Contracts dont act as a system
Category redos do we have categories? What is the (unfortunate)
alternative 26
Slide 28
We teach buyers to enforce the process Do we teach them
mission? Do we teach them prioritization? Do we teach them about
managing spend? Contract managers (and buyers) can always be busy,
and will self define their priorities without guidance Executives
have to set priority and focus on all three of the defining values
of procurement Our process churns within our model; do we
understand our model? Managing teams that manage spend 27
Slide 29
A proactive organization drives to a managed contract
portfolio, that we can optimize over time through a series of
planned bid events We create a managed contract portfolio through a
category management mindset, which is different than a
transactional bid mindset A procurement organization can meet all
of its perceived responsibilities through a transactional bid
mindset, yet miss the opportunity to manage the big picture We can
follow the process, yet miss the point 28
Slide 30
29 put data to work
Slide 31
OK, lets do this!! Umm 30
Slide 32
We enter the wrong codes is this a fuel or a lubricant was that
a blue pen or a red pen Our vendor files are unmanaged IBM? I.B.M.?
International Business Machines? IBM Texas? The buyer is
overwhelmed with the workload The person entering the data isnt a
trained buyer The person entering thinks it doesnt matter 11111 How
the data gets broken 31
Slide 33
We dont ask for enough detail level for spend analysis purposes
then we ask for data that overwhelms and is socially rejected We
create exceptions from data collection We dont translate between
different systems Reconciling p-card data with other spend a
notorious sinkhole NIGP vs. MCC; view vs. pull; 25k to Visa We
track the data in an accounting framework, but we want to use it in
a contracting framework How the data model breaks 32
Slide 34
33 working together
Slide 35
What is the Current Project? Objective review of current
procurement data, coding structure, and processes Utilize NIGP
coding experts to assist with data cleanse and transition to a more
detailed code structure Establish standardized and consistent
vendor and item master data for internal and external consumption
Enable future spend analysis, management reporting, and strategic
sourcing Drive direct and indirect cost savings by allowing
existing resources to move from a tactical to a strategic role
Improve effectiveness of the overall process and policies guiding
it Improve efficiency of the staff and the process 34
Slide 36
High Level Scope Definition 35 Materials Management &
Procurement Process Review Procurement Processes and Functions
Procurement Systems and Applications Data Governance NIGP Codes and
Account Types Peer State Analysis and Benchmarking KPIs and Future
Report Definitions Procurement Transformatio n Plan
Slide 37
Take part in our survey give input to the process! 1. What
services do you perceive OSP provides you? Are there services you
wish they would provide that they do not (if so what are they)? 2.
Do you find the staff at OSP to be knowledgeable and helpful in
executing your purchasing needs? Where can they improve? 3. What,
if anything, about the current purchasing process do you wish you
could change? 4. How effective would you say the OSP statewide
contract portfolio is at meeting your basic purchasing needs? 5.
What 3 contracts would you recommend OSP develop as statewide
contracts to make your purchasing more effective? 6. What are 3
things OSP can do to help the procurement professionals in Arkansas
work together to improve performance and stature of the profession
in Arkansas? How can you get involved? 36
Slide 38
Project Time Line 37 Master Data Core Coding October Inbound
Data Process Review - Current State Target Future State Current
State Assessment December February April June Inbound Data Process
Review- Future State Peer State Analysis / Bench- marking Peer
State Analysis / Bench- marking Gap Analysis Procurement
Transformation Plan Code Training Final Master Data Code Set Coded
Items New NIGP Codes
Slide 39
38
Slide 40
Slide 41
NIGP Meeting December 12, 2013, 10:00 am Negotiation Strategies
in the Public Sector by Phillip Ellison Holiday Inn Airport
Registration is needed (includes lunch) $15.00 AR NIGP Members
$25.00Non-members
Slide 42
2014 Procurement Forums Third Thursdays of Each Month Next
Forum will be January 16 th, 10:00 am UA Cooperative Extension
Service 2301 S. University Avenue, Little Rock Agenda will be
posted on eNews a few days prior to the meeting
