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Operational & Process Excellence
Procurement Transformation: Integrating New Engagement Approaches to Ensure Supplier Diversity
A large federal government, like the Government of Canada, is involved in a vast array of activities and processes, many of which affect and impact the lives of its citizens. Some of these services affect citizens in direct and obvious ways, whilst others are more indirect and less known. One of these indirect services – which is no less important – is the field of procurement. It may not seemingly impact the lives of citizens on a daily basis, but Clinton Lawrence-Whyte, the Director General of Procurement Assistance Canada within Public Services and Procurement Canada (PSPC), says that procurement is …
Operational & Process Excellence
Exclusive Interview with Jaime Schorr - Chief Procurement Officer at State of Maine Q&A
Jaime C. Schorr is the Chief Procurement Officer for the Maine Department of Administrative and Financial Services. In this capacity, she oversees Procurement Services, Information Technology Procurement, Central Services (Postal Operations and Surplus), Central Fleet Management, and the Central Warehouse. Jaime provides consolidated management and coordinates oversight over the various divisions of the Bureau. Her directional leadership and strategic management ensures purchases, procurements, and acquisitions of all contractual services, supplies, materials, and equipment facilitate the most economical use of public funds. Jaime holds a BA from The George Washington University, an MBA from New England College and a JD from …
Operational & Process Excellence
Speaker Spotlight Q&A: Gregory Spearman, Purchasing Director; City of Tampa
Gregory K. Spearman is a native of Glenwood, GA and received his B. S. Degree from Fort Valley State University, Fort Valley, Georgia, a Master’s Degree from Atlanta University in Atlanta, Georgia and his M.P.H. Degree from the University of Texas Health Science Center in Houston, TX. Having a supplier diversity program is extremely important because of the need to ensure diversity, equity, and inclusion (a/k/a DEI) in the bidding and contracting process. Small and minority owned businesses can and do perform well if there is a serious effort to de-mystify the bidding process, remove barriers that prevent them from …
Operational & Process Excellence
Navigating an Agile Procurement Team & Strategic Sourcing Function in Government
At our recent Digitising and Scaling Corporate Services for Back Office Transformation virtual event – Andrea Mayer, Director, Financial Services & Strategic Sourcing, Department of State Development, Infrastructure, Local Government & Planning (Qld) explored strategies on how to lay the foundations for repositioning procurement activities and resources. The agile methodology has two main pillars and a number of other principles that make it ideal for these times. The central pillars are “ongoing communication and flexibility.” The other supporting principles include “collaboration and feedback from clients; efficiency and speed, which includes transparency and responsiveness; motivation and shared goals; simplification through the …
Operational & Process Excellence
Reimagining Business Processes to Enable the Evolving Government
“The concept of eInvoicing is actually the digital exchange of invoice information between a buyer’s and a supplier’s accounting systems, with the eInvoice automatically showing up as a bill to be paid in the accounting software. This removes the need for manual data entry, making the whole process faster, more efficient, more accurate, and more secure.” While eInvoicing has been around for a while, there are two main drivers for the current push towards greater adoption of the practice. The first is to “create an open market that enables all businesses, especially small and medium enterprises, to participate in digital …
Operational & Process Excellence
Modernising & Maturing Australian Corporate Shared Services
The agency itself was created in 2012 through a merger of other organisations, but by 2019, the founding CEO had resigned and things started to feel stale. “Often with a new CEO comes a bit of change,” and one of the first things that the new CEO implemented “was the first-ever employment engagement survey.” This also led to a new 10-year strategy, which was “endorsed by the board in March 2020.” Separate from that, other changes happened in the sector and across government at around the same time, and just before COVID-19 became the focus of everyone’s attention, it was …
Operational & Process Excellence
Scaling, Digitising & Maturing NZ Public Sector Shared Services
The goal of any business, particularly a large-scale operation, is to be as efficient as possible, delivering the best possible services whilst expending the least number of resources, thereby maximising profit. For large institutions with long histories, changing behaviours and becoming more efficient is often particularly difficult. But not impossible. However, like every organisation of significant size, there are constant roadblocks. The finance team, in particular, they are constantly involved in “firefighting, managing our backlogs, solving problems, and coaching our people to be more efficient, though there’s never enough time to actually develop our people.” The goal of course is …
Operational & Process Excellence
Understanding the Impact of Covid-19 on NZ Public Sector Procurement
In procurement circles, people often “use the terms SRM and contract management interchangeably, but they are not the same thing.” Contract management is all about delivering the services or goods outlined in the contract. In many cases, this is procurement 101. SRM however is “about generating new value that goes beyond what’s written in a contract.” It is about performance and relationship management and “if we focus on that, then we will see value generated through continuous improvement and innovation over time.” This is particularly relevant now because, after events like “earthquakes, floods, security threats, and COVID-19, there is a …
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