Procurement Delivery Model Option Assessment (8 slides)
You wish to assess how procurement services and advice are provided within a government agency. Key considerations include:
- New methods of digital delivery
- The changing expectations of clients and stakeholders
- The scope of procurement services provided
- The role of the corporate procurement organization
- The involvement of sectors/programs in procurement activities, and the delineation of responsibilities between procurement and the sectors/programs
- Responsibility for the control of procurement funding
- The scope of procurement arrangements with external suppliers
- The reporting relationships of procurement staff.
Procurement service delivery assessment toolkit
The procurement delivery model option assessment tool (8 slides in PowerPoint) provides a work plan to assess delivery model options for procurement. The slides (see preview charts) include:
- A delivery model option assessment work plan
- A checklist to help assess the current delivery model
- Examples of potential delivery model options for procurement
- The typical contents of the profile used to describe the delivery model options
- An approach and framework to assess the delivery model options
- Outline of implementation plan to migrate to to the selected delivery model.
When you purchase the toolkit, you will receive an email with a link to download the Procurement Delivery Model Option Assessment Tool (8 slides in a PowerPoint editable format) as well as the Delivery Model Option Assessment Guide (12 pages in Word).
Procurement service delivery models
Service delivery model examples for procurement include:
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Decentralized—Each sector/branch/region manages and delivers its own procurement activities. The corporate procurement organization establishes overall strategic directions and procurement policies and standards, and provides functional direction.
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Mixed model—The corporate procurement organization establishes enterprise-wide strategy and provides procurement support to some sectors/branches/regions; the larger sectors/branches/regions deliver their own procurement activities.
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Centralized distributed model—The corporate procurement organization delivers all procurement activities on behalf of sectors/branches/regions; procurement advisors reporting to corporate procurement are dedicated to branches/sectors/regions.
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Centralized—The corporate procurement organization delivers all procurement activities on behalf of the whole organization.