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Update on OECM (Ontario Education Collaborative Marketplace)
A Presentation to the
2017 OCSTA/OCSBOA
Business Seminar
April 27, 2017 Presented by: John A. Sabo, OECM President and CEO
OUR CONVERSATION TODAY 1. Governance “Matters”
• Sector Outreach
• OECM’s Transformation Journey
• Governance Renewal Update
2. Marketplace Update • Spend Analytics
• Products & Services
• Future Areas of Focus
3. Other Issues
• Communication Protocol(s)
• O4 and R3
2007 - 2011 2011 – 2015 2016 - 2020
3
2004 - 2006
Business Focus
• Grow the business
• Achieve sustainability
• Build strategic
partnerships
• Enhance service &
operational effectiveness
Board of Directors
• Education sector
executives, +
Independents, + Ontario
Government ex-officio
members
Business Focus
• Education Market Focus
• Customer-Centric Services
• Operational Excellence
• Governance and Reporting
Board of Directors
• “Competency-Based”
Independents +Sector
Experience
• Amended Letters Patent &
Bylaw
Business Focus
• Create awareness
• Foster collaboration
• Communicate
features & benefits
Board of Directors
• Education sector
“executive level”
Business Focus
• Feasibility funding
from OntarioBuys
• Proof of Concept
Study
• Engagement of
Education Sectors
Board of Directors
• Education sector
“operations-level”
Start Up Transform and Grow Sustain Concept
OECM IS “10 YEARS" OLD
OUR BUSINESS AND GOVERNANCE EVOLUTION
OECM IS OFTEN REFERRED TO
AS
“CSBSA
ON STEROIDS”
OECM Legal Framework “Amended”
5
Letters Patent Objects
Broaden OECM’s potential customer base
to reflect future business transformation
changes
OECM By-Law #1
Streamlined/key rules about Board,
membership structure, meetings and
policies/procedures
Objects (purposes)
To provide supply management, and other administrative, management or support services on a
non-profit basis to educational institutions, including universities, colleges and school boards,
and to any other organizations that may wish to benefit from the corporation’s services.
“Special provisions” (required by law) re: Not-for-Profit
The corporation shall be carried on without the purpose of gain for its members, and any profits
or other accretions to the corporation shall be used in promoting its objects.
OECM “Today”
6
Who We Are Who We Serve How We Create
Value
How We Deliver
Value
A trusted not-for-
profit group
procurement*
sourcing partner. *We are NOT an
SSO, supplier or
purchaser!
We contract with
innovative, reputable
suppliers to offer a
comprehensive
choice of quality
products and
services
Savings
Choice
Service
Ontario’s
education sector,
Broader Public
Sector and Not-
for-Profit
organizations
Our Mission Generate savings to support excellence in
education by unlocking the potential of
collaborative strategic sourcing.
Our Vision Be the premier member -driven supply
management partner for Ontario’s
education sector.
Module 1: Overview and Business Model
OECM SECTOR “PARTNERSHIP” GOALS:
Be your partner in developing “collaborative procurement.”
Be your partner of choice.
Be your “NOT-FOR-PROFIT” partner
7
When it comes to collaborative procurement,
always think of OECM as your preferred
sourcing partner.
VALUE PROPOSITION: THE OECM ADVANTAGE
8
How We Create and Deliver Value Customers Achieve Savings
• Approximately $ 60.0 M (product costs only) on 6
products and services from 2010 to 2016. Note:
Savings validation ongoing.
Customers Have Choice:
• 143 Suppliers
• 56 categories of products and services
Customers get Service Excellence:
How to access our services
oecm.ca
Voluntary participation
Free to access
No Commitment
“OECM is an excellent partner for School Boards and a
valuable resource. Every individual I have been in contact with
has provided outstanding customer service.
Thank you!” (2015 Voice of the Customer Survey)
VALUE CREATION THROUGH
COLLABORATION WITH OECM
Value
Increase Efficiency
Share Expertise
Leverage spend
Avoid duplication
Improve quality
Foster Innovation
Drive Savings
9
OECM VALUE PROPOSITION
• Simple & Straight Forward
o Collaboration & Partnership …Works
o Buying Multiple X (1000x vs 10x) Provides & Facilitates
Savings , Choice and Service
• Total Cost of Procurement
o Product Cost + Process Costs
o Iceberg Principle
• Only Product Costs are “Visible”
• “Invisible” Process Costs
10
Product Costs
Process Costs
Note: a PWC study for the European Union Commission (dated March 2011) found that the average cost of a formal procurement
process (over $100K) costs as much as $ 38,000.CDN
COLLABORATIVE PROCUREMENT
11
Customers
Supplier Partners OECM
Achieving common goals
through collaboration.
Collaboration
What makes a
successful
collaboration? A sense of “we”
Working together to
reach common goals
CURRENT “PERCEPTIONS”
& RESULTING “REALITIES”
12
13
Savings Support Students
Lower the Cost of Education for Students
• Collaborative purchasing enables cost savings to drive allocation of funds to
deliver more benefits for students.
• Cost savings can be used to reduce student fees, fund resources and allocate
staff to address priority student outcomes.
Reduced source to
contract process
timelines
Retained institutional
control of procurement
function
Cost avoidance
through economies of
scale
Effective knowledge
sharing of best
practices
Common online, self-
serve marketplace
Procurement capacity
returned to individual
institutions
Minimize duplication of
effort within 118
education institutions
SECTOR OUTREACH
Objective
To meet and dialogue with:
• those in the sector who are directly involved or who
influence procurement decisions; and
• those in the sector who are or should be
involved/interested/concerned about collaboration &
partnership
NOTE: Need to address/manage Protocol “Issues”.
14
EDUCATION SECTOR OUTREACH
KEY CONTACT GROUPS
Acronyms:
• ADM – Assistant Deputy Minister
• ASCC – Administrative Services Coordinating Committee
• CODE – Council of Ontario Directors of Education
• COFO – Colleges Ontario Finance Officers
• COP – Committee of Presidents - Colleges Ontario
• COSBO – Council of Senior Business Officials
• COU – Council of Ontario Universities
• CSAO – Council of Senior Administrative Officers
• CUCCIO – Canadian University Council of Chief Information Officers
• DM – Deputy Minister
• MAESD – Ministry of Advanced Education and Skills Development
• MEDU – Ministry of Education
15
• OAPPA – Ontario Association of Physical Plant Administrators
• OASBO – Ontario Association of School Business Officials
o FC – Finance Committee
o ICTC – Information & Communication Technology
o OMC – Operations, Maintenance & Construction Committee
o SCMC – Supply Chain Management Committee
o TC – Transportation Committee
• OCCCIO – Ontario College Council of Chief Information Officers
• OCFMA – Ontario Colleges Facilities Management Association
• OCPMA – Ontario Colleges Purchasing Managers Association
• OCSTA – Ontario Catholic School Trustees' Association
• OPSBA – Ontario Public School Boards' Association
• OUPMA – The Ontario University Procurement Management Association
• UCOFO – Universities Council of Financial Officers
School Boards Colleges Universities
Minister MEDU MAESD
Ministry DM DM
ADM ADM
Board OPSBA - -
OCSTA - -
CEO CODE COP COU
VP/CFO COSBO ASCC CSAO
IT OASBO-ICTC OCCCIO CUCCIO
Purchasing OASBO-SCMC OCPMA OUPMA
Finance OASBO-FC COFO UCOFO
Facilities OASBO-OMC OCFMA OAPPA
Transportation OASBO-TC
THE TRANSFORMATION JOURNEY SUPPORTS OUR
MISSION & VISION- WITH 4 AREAS OF FOCUS
We’re Focusing On… 1. Being the Preferred Partner in the Education Sector
2. Delivering Customer-Centric Services
3. Achieving Operational Excellence
4. Following Leading Governance and Reporting Practices
Customer
Driven
Business
Innovation
Sustain Our Business 2020
Vis
ion
20
20
Str
ate
gic
Pla
n
2016
2020
16
Our Mission
Generate savings to support excellence in education by unlocking the potential of
collaborative strategic sourcing
Our Vision Be the premier member-driven supply management partner
for Ontario’s education sector
CUSTOMER FEEDBACK HELPS TO SHARPEN OUR
FOCUS
17
Grow the
Marketplace - expand
range of offerings
Supplier Partnership
Management
Program (vendor
KPIs, contract
administration)
Enhance
partnerships &
collaboration
Service Delivery
Strategy
Knowledge sharing
through
professional
development
opportunities
New Board of
Directors
Customer Council
Collaborative spend
reporting
Education Market
Focus
Customer-Centric
Services Operational Excellence
Governance and
Reporting
Greater focus on the customer to enhance accountability, transparency and build sector trust.
Easier access and
reduced effort
Streamlined processes
with technology
solutions wherever
possible
“NEW” BOARD
(EFFECTIVE NOVEMBER 29, 2016)
Competency Based Board
Selected through leading governance process
Twelve (12) members:
• eight (8) Independents
• four (4) “sector” members
Three (3) year terms: maximum nine (9) years
Customer Council Committee will generate “additional” (up to 14)
customer reps
18
19
THE NEW GOVERNANCE FRAMEWORK
Key Components
Strategic/corporate governance is focused objectively and exclusively on strategy and policy, to ensure
success, sustainability and the best interests of OECM.
Governance is intentional and proactive in adapting to changing circumstances, in order to sustain
business performance.
Transparency, accountability and clearly articulated and reported performance commitments are critical.
Board members and leaders are selected based on competencies, aligned with addressing OECM’s
business challenges and opportunities, in order to direct OECM effectively.
New competency-based Board will incorporate a Customer Council Committee, as “voice of the
customer”
OECM BOARD OF DIRECTORS
20
Arnie Strub
Chair, Board of Directors
Jacqui Davidson
Vice Chair, Board of Directors
Farzad Alvi, Chair of the Audit and
Finance Committee
Debbie Fischer, Chair of the
Governance and Human
Resources Committee
Kevin Kobus, Chair of the
Customer Council Committee Eitan Dehtiar, Member of the Audit
and Finance Committee
OECM BOARD OF DIRECTORS
21
Kathy Pozihun, Member of the
Customer Council Committee
Anne-Marie Renaud, Member of
the Governance and Human
Resources Committee
Andrew Szende, Member of the
Audit and Finance Committee
David E. Yundt, Member of the
Governance and Human
Resources Committee
Rani K. Dhaliwal, Member of the
Customer Council Committee
John T. Dinner, Member of the
Governance and Human
Resources Committee
NEW GOVERNANCE & COMMITTEE STRUCTURE
OECM Governance Board
Board Committees
Governance
and HR Audit and
Finance
OECM Executive Team provides Secretariat Services
• Creates policies to enable
the Board to fulfill role
• Evaluate Board and CEO
performance
• Monitor and evaluate
succession planning
• Monitor and report
revenues and
expenditure
• Approve budgets,
investments
• Monitor/
evaluate audit
compliance
Customer Council
• “Voice of Customer” strategic
input into CRM, Service
Delivery Strategy
• Chaired by Board Director with
Board members reps
PLUS
• Senior leaders from the
customer community.
22
LOOKING FORWARD: CUSTOMER COUNCIL
Governance
and HR
Audit and
Finance
OECM Customer Council - A “pipeline” to the
Board for all OECM customers!
A forum for senior leaders representing their community’s business needs and concerns
from a customer perspective
Strategic input to OECM regarding customer-centric services such as:
• Products and services
• Service delivery strategy
• Customer/supplier relationship management
• And more to be determined when the Council is set up
Consolidated regular reporting to OECM’s Board of Directors from the Council , advisory
groups, working groups, etc., re:
• Input to the Board Work Plan and OECM’s business performance
• Customers’ strategic priorities or pending change initiatives that may impact their
needs
• Recommendations for how to partner in finding solutions
Customer Council
• “Voice of the Customer”
input into services and how
they are delivered
• Chaired by Board Member
with Board member reps
PLUS
Senior Leaders from
OECM’s Customer
Communities
23
GOAL OF CUSTOMER COUNCIL COMMITTEE
The Customer Council, reporting to the Board of Directors will embed OECM’s strategic ‘Customer
Centric Services’ priority at the Board level.
Specifically, it will be responsible for providing strategic input to the Board relative to:
The effectiveness and responsiveness of OECM’s Customer Relationship and Service
Delivery Strategies;
The relevance and effectiveness of OECM’s suite of products and services;
Emerging opportunities, or challenges within their sector;
New lines of business or services for the Board’s consideration
24
“POPULATING” THE CUSTOMER COUNCIL
COMMITTEE (CCC)
• The process for attracting sector committee members will follow similar principles and
processes recently used to recruit Board members, which established OECM’s current Board
Governance Framework.
• The Customer Council Committee Board members (3) will form the selection committee.
• The Customer Council Committee selection committee will determine the “qualifications” of
the ideal candidates for membership on the committee with consideration given to using the
following definitions as the foundation for selection:
– “those in the sector who are directly involved or who influence procurement decisions;
and
– those in the sector who are or should be involved/interested/concerned about
collaboration & partnership.”
25
MARKETPLACE UPDATE
26
VALUE PROPOSITION: A MARKETPLACE OF CHOICE
IT Hardware
IT Solutions
Print Transportation
/Courier
Education & Recreation
Finance
Facilities Professional Services
Furniture
Furnishings
Office Supplies
27
53 categories of Spend under management offering a comprehensive choice of
quality products and services.
VALUE PROPOSITION:
CHOICE OF SUPPLIER PARTNERS
Our managed agreements with 143 innovative, reputable suppliers (and growing)
offer a comprehensive
choice of quality products and services.
2016 Top 10 Suppliers With Highest Spend
28
CORE ACTIVITIES: COLLABORATIVE SOURCING,
CUSTOMER AND SUPPLIER RELATIONSHIP MGMT
• Research
• Industry and stakeholder engagement
• Flexible Sourcing strategies
• Collaborative Evaluation
• Negotiation
Agreement Management
• Commercially reasonable agreements
• KPIs
• Performance Management
• Continuous improvement
• Business Reviews
Relationship Management
• SRM competency
• Supplier
Segmentation
• Business Growth
Plans
• Knowledge sharing
• Executive
Engagement
Business Intelligence
• Supplier reporting analytics
• Competency in business analytics
• Forecasting
• Savings tracking& validation
• Enhanced
customer
reporting
Collaborative Sourcing Business Relationship Management
Evolving Toward a CRM and SRM Centre of Excellence
29
CORE ACTIVITIES: HOW WE WORK
30
Plan
Develop RFX
Post
Evaluate
Contract Award
Compliance with the BPS Procurement Directive
30
Agreement Management
Module 1: Overview and Business Model
CORE ACTIVITIES: ROBUST SOURCING, PROCUREMENT
AND AGREEMENT MANAGEMENT PROCESS
31
Planning
Gather information and data
Research the scope of products and or services
Perform supplier and client consultations
Engage client to create a Working Group (WG)
Conduct brainstorming session(s)
RFX Development
Hold WG kickoff meeting
Develop RFX strategy
Define requirements and scope
Distribute final RFX to WG for review
Finalize RFX
Posting
Post the RFX on the electronic tendering
systems
Hold information session, if applicable
Facilitate questions and answers period, two rounds, if applicable
Close RFX, submission management
Evaluation
Create an Evaluation Committee (EC)
Train EC
Perform RFX evaluation stages
Hold consensus meeting, if applicable
Complete the balance of the RFX evaluation stages
Inform the WG and EC of the overall evaluation
results
Award
Write the agreements
Finalize the agreements with the preferred
proponents
Execute agreements
Hold debriefing sessions with all proponents
Launch the agreements
Supplier welcome presentation
Agreement Management
Business review
Quarterly meeting
Performance review
Agreement extension
Pricing refresh
32
$ Millions
TOTAL *ANNUAL SPEND THROUGH OECM’S MARKETPLACE
(* SCHOOL BOARDS, UNIVERSITIES, COLLEGES & BPS) *Calendar Year
$15
$37
$59
$89
$126
$149
$195
-40
10
60
110
160
210
2010 2011 2012 2013 2014 2015 2016
BPS
University
College
School Board
33
QUICK FACTS ABOUT EDUCATION SECTOR PARTICIPATION
What Is Being Bought
$98 $123
$397
$621
0
100
200
300
400
500
600
700
Universities Colleges School Boards All
$M
M
What They’re Spending Though OECM
(December 2009 to December 2016) TOP products & services Universities Colleges School Boards
Desktop Products & Services
Office Supplies
Fine Copy Paper
Courier Services
Custodial Products
Multi-Functional Devices
Classroom Furniture
80% 100%
Universities
Colleges
School Boards
Participation
Actively participate in
OECM's Marketplace
70/72 (97%)
All 24 (100%)
21/22 (95%)
Who’s Participating
EDUCATION SECTOR’S * ANNUAL SPEND THROUGH
OECM’S MARKETPLACE (*SCHOOL BOARDS, COLLEGES & UNIVERSITIES, EXCLUDES BPS)
*Calendar Year
$-
$20
$40
$60
$80
$100
$120
$140
$160
$180
$200
2010 2011 2012 2013 2014 2015 2016
$15
$36
$57
$85
$117
$137
$181 $ Millions
34
EDUCATION SECTOR ANNUAL SPEND
35
$-
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
$18,000
Jan-16 Feb-16 Mar-16 Apr-16 May-16 Jun-16 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16 Dec16
Jan 2016 to Dec 2016 (000's)
School Board
College
University
63% of school boards participated in the
development of OECM’s sourcing projects in the
past two years.
36
QUICK FACTS ABOUT SCHOOL BOARDS’ PARTICIPATION
97% of School Boards actively participated in
the utilization of OECM’s Marketplace with 672
signed Client Suppler Agreements (CSAs’)
7 OECM School Board Advisory Committee meetings in
2015/2016
How We Are Partnering
$397M through OECM’s Marketplace (December 2009 to
December 2016)
What School Boards Are Buying
Top 5 products and services
Desktop Products and Services
Office Supplies
Custodial Products
Fine Copy Paper
Classroom Furniture
SCHOOL BOARD SECTORS *ANNUAL SPEND THROUGH
OECM’S MARKETPLACE *Calendar Year
$-
$20
$40
$60
$80
$100
$120
2010 2011 2012 2013 2014 2015 2016
$10
$26
$39
$55
$77 $85
$112 $ Millions
37
SCHOOL BOARD SPEND BY TYPE
38
$-
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
Jan-16 Feb-16 Mar-16 Apr-16 May-16 Jun-16 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16
Jan 2016 to Dec 2016 (000's)
Capital
Consumables
Services
75% of Colleges participated in the
development of OECM’s sourcing projects in the
past two years.
39
QUICK FACTS ABOUT COLLEGES’ PARTICIPATION
100% of Colleges actively participated in the
utilization of OECM’s Marketplace with 332 signed
Client Suppler Agreements (CSAs’)
7 OECM College Advisory Committee meetings in
2015/2016
How We Are Partnering
$123M through OECM’s Marketplace (December
2009 to December 2016)
What Colleges Are Buying
Top 5 products and services
Desktop Products and Services
Office Supplies
Multi-Function Devices
Fine Copy Paper
Courier Services
COLLEGE SECTORS *ANNUAL SPEND THROUGH
OECM’S MARKETPLACE *Calendar Year
$-
$5
$10
$15
$20
$25
$30
$35
2010 2011 2012 2013 2014 2015 2016
$3
$8
$13
$20
$23 $24
$33 $ Millions
40
COLLEGE SPEND BY TYPE
41
$-
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
Jan-16 Feb-16 Mar-16 Apr-16 May-16 Jun-16 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16
Jan 2016 to Dec 2016 (000's)
Capital
Consumables
Services
60% of universities participated in the
development of OECM’s sourcing projects in the
past two years.
42
QUICK FACTS ABOUT UNIVERSITIES’ PARTICIPATION
95% Universities actively participated in the
utilization of OECM’s Marketplace with 271 signed
Client Supplier Agreements (CSAs’)
8 OECM University Advisory Committee meetings in
2015/2016
How We Are Partnering
$98M University spend through OECM’s Marketplace
(December 2009 to December 2016).
What Universities Are Buying
Top 5 products and services
Desktop Products and Services
Office Supplies
Courier Services
Custodial Products
Fine Copy Paper
UNIVERSITY SECTORS* ANNUAL SPEND THROUGH
OECM’S MARKETPLACE *Calendar Year
$-
$5
$10
$15
$20
$25
$30
$35
2010 2011 2012 2013 2014 2015 2016
$1 $2
$6
$10
$17
$28
$35 $ Millions
43
UNIVERSITY SPEND BY TYPE
44
$-
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
$4,500
Jan-16 Feb-16 Mar-16 Apr-16 May-16 Jun-16 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16
Jan 2016 to Dec 2016 (000's)
Capital
Consumables
Services
COLLABORATIVE SPEND REPORTS – SCHOOL BOARDS
Collaborative Spend Reports for the fiscal year ending August 31st, 2016 were sent out November
28th, 2016 to all School Boards
• Summarized spend details on the products and services you’ve purchased through OECM’s
Marketplace.
• Breakdown for fiscal year September, 2015 to August 31st, 2016 by supplier and category
agreement, as well as information on sector participation.
• Report is based on OECM agreement information provided by our suppliers.
45
COLLABORATIVE SPEND REPORTS - COLLEGES
Collaborative Spend Reports for the fiscal year ending March 31st, 2016 were sent out June 28th,
2016 to all Colleges
• Summarized spend details on the products and services you’ve purchased through OECM’s
Marketplace.
• Breakdown for fiscal year April 1st, 2015 to March 31st, 2016 by supplier and category
agreement, as well as information on sector participation.
• Report is based on OECM agreement information provided by our suppliers.
46
COLLABORATIVE SPEND REPORTS - UNIVERSITIES
Collaborative Spend Reports for the fiscal year ending April 30th, 2016 were sent out in July,
2016 to all Universities.
• Summarized spend details on the products and services you’ve purchased through OECM’s
Marketplace.
• Breakdown for fiscal year May 1st, 2015 to April 30th, 2016 by supplier and category
agreement, as well as information on sector participation.
• Report is based on OECM agreement information provided by our suppliers.
47
A “New” Focus on Facilities
48
Why are we focusing on Facilities?
• Priority for School Boards, Colleges, Universities
• Large spend (multi Billion $) & potential for savings & collaboration
• To align with and support Ministries’ funding priorities
• Assist the sectors with help they have requested and/or “need”
Key Focus Areas
• Transition) contracts for Natural Gas and Electricity Management & Advisory Services from Catholic School
Board Services Association (CSBSA) to OECM
• Outreach & engagement with facility professionals through associations
• Introduce in-house subject matter Facility/Engineering experts
• Creation of a expert facilities cross-sector group to provide advice, guidance and to drive improvement
• Develop and implement collaborative facility agreements (goods and services)
Upcoming Facilities related
Sourcing Projects ( as at April 2017)
Projects Award
Natural Gas Management & Advisory Services (CSBSA) April
Strategic Electricity Management & Advisory Services (CSBSA) April
Electrical Products April
Facility Condition Assessments May
HVAC Air Filters June
Legend Power Voltage Harmonizers June
Professional Services – Facilities Project Managers July
Professional Services – LED Lighting Retrofit July
Contractors – LED Lighting Retrofit August
Real Time Energy System & Monitoring September
49
Other Upcoming Sourcing Projects (for 2017)
Projects Award
End-User Computing Devices & Services (re-tender) March
Chrome Devices & Related Services (re-tender) March
IT Vulnerability Assessment & Penetration Testing Services March
Courier Services (re-tender) April
School Bus Safety Training for Students April
Software Defined Wide Area Network (SD-WAN) May
Translation, Interpretation & ASL Services (re-tender) June
Anti-Plagiarism Tool (colleges & universities) November
Classroom Furniture (re-tender) December
Occupational, Health & Safety Training and Related Services TBD
Ethics Reporting (Whistleblowing) and Investigative Services TBD
50
Joint OECM/Supplier-Partner
KNOWLEDGE – BASED Webinars
At a Glance • Number of webinars - 20
• Involvement - 18 supplier-partners
3 Educational Themes • IT Solutions
• Cost & Risk Reduction
• Enhancing the Student Environment
(20 Webinars- 18 Suppliers)
Timelines • February to June 2017
• Weekly
Supplier-Partners
Joint OECM/Supplier-Partner
KNOWLEDGE – BASED Webinars continued:
IT Solutions
Joint OECM/Supplier-Partner
KNOWLEDGE – BASED Webinars continued:
Cost & Risk Reduction
Enhancing the Student Environment
Joint OECM/Supplier-Partner
KNOWLEDGE – BASED Webinars continued:
51
OECM’s Immediate Next Steps
& Concluding Comments
• Establish & “populate” the new customer council
committee
• Continue to grow the marketplace and provide “customer
partners” with savings, choice and service
• Demystify established (or implied) “protocols”
• Explore O4 (Out-Of-Ontario-Opportunities)
“When it comes to collaborative procurement, always
think of OECM as your preferred sourcing partner.”
55
Thank You!
56
Contact Me
John A. Sabo,
OECM President & CEO
T.: 416-847- 0081
57
