PROCUREMENT STRATEGY 2007-10
Procurement is part of Finance Services, with overall responsibility to facilitate the
delivery of savings and efficiencies through good procurement practice with Schools and
Services whilst mitigating operational commercial and compliance risk.
This Strategy is aligned to the University Corporate Plan 2006-10 and is consistent with
the Funding Council's goal of driving efficiencies in the Higher Education Sector.
Working together to progress the University's strategic goals through the development
and promotion of efficient and effective procurement policies and processes throughout
the University with due consideration for environmental and sustainability issues.
To facilitate the delivery of best value and cost effectiveness in support of Schools and
Services aims and objectives.
1) Ensure that procurement policies support the University’s strategy aims and
2) Deliver procurement policies to release savings, drive efficiencies, manage supply
chain risk and improve sustainability
3) Develop, manage and enhance supplier, purchasing consortia and other
partnership arrangements to deliver added value
4) Secure commitment to the effective and co-ordinated procurement from Council,
the senior management team and staff of the University
5) Encourage long-term thinking and commitment to a strategic approach to
6) Provide greater visibility of the procurement team and its performance
7) Develop skills and provide support for staff engaged in purchasing and
8) Improve the quality and usage of purchasing systems to improve transaction
efficiency, provide procurement management information, reduce errors and
The role of the procurement team in the delivery of the procurement strategy is set out
1) Develop and implement procurement policies and plans consistent and compliant
with University policies and regulations to release savings and efficiencies to
reinvest in University, school and service objectives.
2) The management and negotiation of contracts for commodities, equipment,
services and longer term projects equal to or above the EU threshold and for such
lower value contracts as directed by the Director of Finance or as resources allow
to achieve savings in the delivery of value adding and sustainable goods and
services to the University.
3) The management of the supplier database limiting the number of suppliers to
those necessary to maintain the efficient and effective operation of the University’s
activities. All suppliers with material business at the University should hold
procurement negotiated contracts and should be periodically vetted for contract
compliance and financial solvency.
4) To work in partnership with schools and services to tailor service delivery, assist in
the delivery of procurement efficiencies and identify value adding procurement
5) Assist in the development and implementation of effective and efficient purchasing
systems to reduce transaction costs, improve procurement management
information, reduce transaction errors and minimise “maverick” expenditure.
6) The provision of purchasing and procurement best practice training to buyers in
schools and services.
7) To establish and develop value adding relationships with suppliers, purchasing
consortia, other organisations with similar goods and services requirements and
other external bodies which enhance the University’s procurement capabilities.
8) To manage all procurement staff and resources in the University (either directly or
The role of the senior management team and staff in delivering the strategy is set out
1) The senior management team and staff have a key role to play in supporting the
procurement strategy. The assistance of the senior management team and staff in
the delivery of purchasing policies and procedures is crucial if the potential
improvements and savings are to be forthcoming.
2) Senior managers and staff in schools and services need to ensure that
procurement policies and plans are delivered in their areas of responsibility. Where
areas of non-compliance are identified it is important that they be brought within
the parameters of procurement policies. Failure to do so will compromise
relationships with suppliers and the ability of the University to achieve the
3) It is clear from the complex nature of many of the University’s activities that a
simple “one size fits all” approach to procurement will not be successful, however it
is also clear that deviation from the standard process should be kept to a minimum
to avoid administratively expensive and error prone sub processes being
developed. Senior managers and staff and the procurement team will need to work
together to develop suitable processes for unusual transaction types.
4) The expectation of support for any new (or existing but previously unenforced)
processes cannot be taken for granted. Indeed without processes to allow schools
and services to be involved in the key decisions regarding the procurement
policies, plans and processes affecting them it is expected that dissent will arise.
To prevent this from occurring schools and services are to be involved in
having an input into the development of the Procurement Strategy
appointing champions to chair key across school and service commodity
the creation of a procurement committee to oversee the work of the
procurement team chaired by the DVC (External Affairs/Resources?) and with
a majority of non-procurement team membership
all the benefits of improved procurement will remain with the schools and
services in which they arise.