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:
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.
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.
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.
Centralized—The corporate procurement organization delivers all procurement activities on behalf of the whole organization.