UNIVERSITY OF GLOUCESTERSHIRE
Annual Procurement Report for 2008-2009
This report covers the procurement activities for the University of
Gloucestershire for the period 1st August 2008 to 31st July 2009.
This report reflects the low level of procurement activity during the year due
to the University’s financial constraints.
2 Procurement Policy
The policy has been updated to include:
• Procurement Managers support for small projects if required (Section
• All staff involved in procurement should attend the “Procurement –
What you need to know” training course (Section 7.1).
See Appendix 1 for the revised policy.
3 Tendering Activities
A review was undertaken into how the University purchases its utilities and
whether we should use a purchasing consortium such as The Energy
Consortium (TEC) or continue to undertake direct procurement with the help
of an energy consultant. The result of this review was to purchase gas through
TEC on a flexible contract and the University decided to purchase electricity
directly, as it required 100% “green” electricity which cannot be purchased on
a flexible contract.
The price of gas has fallen significantly since the summer of 2008, when we
agreed a 70% fixed 30% floating contract with Corona. The University “fixed”
the 30% portion at the end of February resulting in a reimbursement of
£20,557 for the period August 2008 to February 2009 and a further saving of
£5,167 to August 09.
The flexible contract through TEC has been awarded from 1st October 2009. A
flexible contract is one whereby gas is purchased in variable time periods
depending upon the market price. An overall budget figure is agreed at the
beginning of the year, which is the maximum price that will be paid. A “stop
loss” position is agreed below the budget figure, whereby if this point is
crossed all outstanding monthly volumes will be purchased. A series of
“purchase” triggers are set against monthly targets (below the “stop loss”
point) which become active twelve months prior to the month of delivery.
When prices are falling, purchases will be held off to get the maximum
benefit. When a trigger is crossed in a downward direction, 25% of the
monthly volume will be purchased. However once a trigger is crossed in an
upward direction, all outstanding volume will be purchased. TEC constantly
review the trigger points and if the market continues to fall, the trigger points
will be revised downward. Savings will be evaluated during the year.
As the University wanted to continue to purchase 100 percent “green”
electricity (which was proving difficult through TEC) it was decided to issue a
notice in the Official Journal of the European Union (OJEU), for the supply of
electricity using the open procedure. We requested prices based upon 12 and
24 month contracts. It was decided to place a 24 month contract to ensure
price certainty. The University received three quotations for both the 12 and
24 months. The 24month prices ranged from £390,915 (British Energy) to
£394,924 (Npower) per annum for the half hourly sites. A contract was signed
with British Energy for the supply of “green” electricity from small hydro and
The saving in electricity compared with 2008/09 will be £190,583 per annum.
A further exercise was then undertaken for the smaller electricity sites (such as
Cornerways and Hardwick) to obtain prices so that all contracts will have a
common renewal date of September 2011. New contracts were agreed with
British Energy for these sites, resulting in further savings. For the small
domestic sites, a contract has been awarded to Ecotricity until September
3.2 Internal Audit
A tender was issued in November 2008 for Internal Audit Services for the
University. The University had been with its previous Internal Auditors for
seven years and it was decided to tender the service to ensure value for money.
7 companies were invited to tender, 5 replied and 4 were interviewed.
PricewaterhouseCooper have been awarded a three year contract, with the
option of two, one year extensions, at a similar cost to the previous contract.
3.3 Print framework tender
An OJEU notice was issued on 15th May 2009 for printing services. The
following is a summary tenders:
• Expressions of Interest 57
• Tenders issued 28
• Tenders received 28
• Interviews September 2009
• Contract award October 2009
3.4 Held tenders
A number of tenders have either been undertaken and not awarded, or not
started during the year due to financial restrictions. These include a number of
Estates contracts for the repair and maintenance of the farmery buildings,
Estates survey, clothing and expenses management system.
4 Other Activities
4.1 Agresso Updates
During the year there have been two Agresso upgrades, which have resolved
the majority of outstanding procurement problems. The Procurement &
Contracts Manager continues to run ‘user’ training sessions.
4.2 Procurement Training
The following procurement training has been run during the year:
Number of Sessions Number of Attendees
Procurement – “What 3 21
you need to know”
Sustainable Procurement 1 5
4.3 Procurement Group
The Group has met regularly throughout the year and continues to be a
proactive vehicle for communicating and reviewing procurement activities
across the University.
4.4 Update of actions identified from the Good Practice Matrix
There has been no significant change during the year. With the introduction of
the Best Practice Indicators (BPI’s) see section 4.6 further benchmarking and
ongoing measurement has been undertaken, the benefits will be assessed
during 2009/10. See Appendix 2.
4.5 Non-Pay Expenditure Analysis : Recurrent and Capital
The following chart shows the percentage split of non pay expenditure
(including capital expenditure but excluding; depreciation, financing costs,
payments to schools, landlords, staff and students), “on” and “off” contract
where they exist, where no contract exists and where there is no purchasing
decision regarding the expenditure (uninfluencable) e.g. payments to Local
Authorities or water. The percentage of expenditure “on” contract has fallen
during 2008/09 due to reduced purchasing of goods and services, such as high
value, IT and Estates purchases (the majority of which are purchased through
University or HE sector agreements).
Pe rce ntage of Non Pay (Supplie rs) Expe nditure -
Of f Contract
As a comparator, percentage of purchases on contract was:
• 2005-06 56%
• 2006-07 63%
• 2007-08 56%
Influencable non pay expenditure by product group, spent on contract 2007/09
The following chart shows by product category the percentage of goods and
service which have been purchased against contract, by value, for the past two
years. Where the expenditure is less than 100% “on” contract, the balance
consists of expenditure where there is no contract or purchases are “off”
Percentage Influencable Spend 2007/09
n o tra t
%o c n c
l S ht
ss l /
4.6 Best Practice Indicators (BPI’s)
The UUK Strategic Procurement Group has published a set of Best Practice
Indicators (BPI’s) to measure the efficiency and effectiveness of procurement
within an Institution. There are three efficiency and three effectiveness
indicators, as shown in the following BPI chart:
BPI Efficiency BPI Effectiveness
1 Total cost of Procurement 1.08% 4 Percentage of influencable 86.42%
as a percentage of spend actively influenced
influencable spend (i.e. by the procurement
proportionate costs of 3 function
staff dedicated to
2 Percentage of 18.32% 5 Annual procurement 1.68%
influencable spend savings as percentage of
channelled through influencable spend
3 Percentage of orders 86.00% 6 Percentage of 33%
placed electronically and professionally qualified
via purchase cards procurement staff (as
calculated BPI 1)
Additional to these BPI’s a seventh indicator for sustainability has been
promoted. It is the use of the Sustainable Procurement Flexible Framework to
monitor an Institutions sustainable procurement. No targets have been set as to
the levels to be achieved or by when. The University has been measuring itself
against this framework since 2006/07. Currently the University is Level 5 (top
level) in People and Policy, Strategy and Communication and Level 3 in
Procurement, Engaging Suppliers and Measurement. See Appendix 3.
4.7 London Campus fit-out
The majority of the procurement activity for the fit-out of the new building at
the London Campus was undertaken during 2007/8. However the installation
and commissioning of the equipment did not take place until January 2009, in
time for the opening in February. The Procurement and Contracts Manager
was actively involved in ensuring that deliveries and installation teams had
access to the relevant areas as required to meet the schedule.
4.8 Supplier Management
Due to the financial constraints on the University during the year and the delay
in paying supplier invoices, maintaining a good working relationship with our
suppliers has been time consuming for all procurement staff.
A review of transport provision was undertaken to determine if the dedicated
bus service between campuses and access to the Stagecoach buses services
was appropriate. Following the review it was agreed that all journeys both
between sites and on the wider bus network will be subject to a 70p charge
from 1/9/09, thus the University reducing costs of just over £150,000 per year.
4.10 Post Graduate Prospectus
It was decided that the Post Graduate prospectus would not be printed in
2008/09 and it would only be available on the web. This resulted in costs
reduction of £14,500.
5 Liaison with third Parties
5.1 Southern Universities Purchasing Consortium (SUPC)
• The University is a member of SUPC and paid an annual subscription in
2008/09 of £8,750 plus VAT. Access to regional and national framework
agreements, which are awarded under the EU Procurement Directives
• Free or subsidised procurement training
• A network of contracts and the sharing of knowledge through commodity
The University purchased goods through SUPC contracts to the value of
£1,393,378 (interim not finalised) including VAT in 2008/09 and the savings
associated with these contracts are approximately £106,000.
Gloucestershire College are an affiliated member of SUPC through the
University, benefiting the University with an income of £1500 per year.
SUPC has continued to grow during the year and the membership numbers 51
higher education institutions, 55 further education institutions plus the Quality
Assurance Agency and UCAS making a total of 108 institutions.
SUPC Council is undertaking a strategy review of SUPC activities which will
be completed during 2009/10.
Towards the end of the year HEFCE agreed to fund the establishment of a
Procurement Shared Service, which followed the SUMS/University of Exeter
feasibility study and business plan. SUPC has begun work on re-assessing the
demand for such a service and if there is sufficient demand then an operating
blue print will then be developed. The SUPC Council, SUPC Management
Board and SUMS Management Committee would then have to agree the
establishment of this service prior to its implementation.
David Allen from University, University of Exeter has stood down as
Chairman of the SUPC Board and is replaced with Philip Waters, Registrar
and Secretary, University of Hertfordshire from September 2009.
5.2 English National Procurement Consortium (ENPC)
The ENPC which is a collaboration of the four English HE purchasing
consortia has continued to meet during the year and continues to practice and
promote collaboration between the four consortia and other related
An ENPC strategy paper has been agreed by the members of all the ENPC
constituent consortia as well as by the UUK Strategic Procurement Group.
This strategy paper formed the backdrop to an ENPC bid to the HEFCE
Leadership Governance and Management Fund (LGMF). The main aim of
this project is to enhance the workings of sector contracting groups,
particularly National Working Parties by providing administrative resources to
foster closer collaboration and more efficient and effective working. One
administrative officer will be located in SUPC and the other in North West
Universities Purchasing Consortium (NWUPC).
ENPC undertook a review of the tendering processes and documentation used
by the four consortia and these have been revised so that all parties are now
using the same documentation.
With the full support and encouragement of the ENPC, the NEUPC submitted
a bid to the HEFCE LGMF for a sustainable procurement centre of excellence.
This was approved and in autumn 2009 two members of staff will start
working in this new centre. Sustainability and Corporate Social Responsibility
are high on the government agenda and the work of this new centre is fully
welcomed by SUPC and in particular our sustainability advisory group will
support and compliment the centre’s work.
John Ritchie the Director of London Purchasing Consortium (LUPC) retired
during the year and has been replaced by Andy Davies.
6 Ongoing Activities
e-procurement or electronic procurement is the overarching term for all
aspects of procurement using electronic means of transferring information
through the procurement cycle. The key activities are: e-tendering; e-auctions,
e-marketplace which expands the procurement to pay cycle (P2P). The use of
purchase cards is another element.
The University has engaged in aspects of e-procurement since 2000 when it
introduced an electronic procurement system whereby orders were raised,
authorised and received and invoices processed and paid electronically. Since
then the process has been expanded to include the e-mailing of purchase
orders and remittance advices. Prospective suppliers can download tender
documents or pre-qualification questionnaires from www.tenders.ac.uk rather
than requesting them and the documents being posted to them from the
A sub-group of the Procurement Group met to discuss the potential for
expanding e-procurement within the University. The main area which would
benefit the end users would be the use of an e-marketplace provided it was
easy to use. A portal based e-marketplace for the purchase of standard items
allows the user to “punch out” to the suppliers’ web site, download all the
correct details (part number, description and price) of the item to be
purchased, directly into the requisition. This would then be authorised through
Agresso and the purchase order sent to the supplier via the portal. The order
would then be uploaded into the suppliers system and on despatch the invoice
is generated and sent to us electronically via the portal. Electronic invoicing
would be the second phase but would reduce purchase ledger processing and
the need to scan invoices. The use of an e-marketplace would significantly
reduce the number of mismatches between purchase orders and invoices as all
the data is coming from the same source. This will reduce the invoice
processing time per invoice.
SUPC awarded an e-market place portal contract with E Government
Solutions (EGS) Ltd called Parabilis in 2006. Parabilis is becoming the e-
procurement interface between the HE sector and its’ suppliers. A number of
SUPC members have, or are currently, implementing this marketplace,
integrated with Agresso Financials. EGS are also responsible the Local
Authority e-marketplace. SUPC have a member of staff who is working on the
6.2. Security Review
The contract for security provision has been extended by one year at a reduced
level in order for a full review to be undertaken during 2009/10. This review
will be undertaken once the Estates service provision has been re-aligned.
7 Sustainable Procurement
Sustainable procurement continues for form an integral part of all University
tenders in relation to both the goods and services supplied and the culture of
the suppliers selected. For example the continued use of 100% “green”
electricity, the purchase of furniture from Forestry Stewardship Council (FSC)
certified suppliers and the furniture is fully welded for longevity. A key
element in the print framework is suppliers who embrace the sustainable ethos
and will work with us to promote it.
The Procurement and Contracts Manager continues to Chair the SUPC
“Sustainable Advisory Group”. During the year this has continued to include
it’s members video conferencing facility as part of the meeting.
7.1 SHARE (Search Here and Recycle Equipment) web page
The SHARE web page was set up during the year so that staff could advertise
surplus equipment or request items which may be available around the
University rather than purchasing new items.
8 Market Influences
8.1 Price movements
The global recession has influenced the procurement market during the year
and whereas we were expecting price increases a year ago due to oil and utility
prices, these have generally been negated by the collapse of the global
economy. However with the devaluation of the pound against both the Euro
and the US Dollar some commodities have been subject to price increases.
These include computer consumables and laboratory supplies, especially
8.2 Company Failures
Despite the recession no major supplier to the University failed during the
year. The majority of these suppliers have significant contracts with the wider
public sector and this has shielded many from the effects of the recession.
However in the future, as public spending shrinks, they will not be so well
9 Value for money Aspects
Appendix 4 details the savings obtained through procurement activity during
the year. This report is generated from the HE Efficiency Model.
The monetary (cashable) interim savings for 2008/09 was £153,836 compared
with £354,939 for 2007/08. This represents 0.75% of non-pay spend and
compares with 1.35% in 2007/08. The savings figure has not been finalised for
2008/09 as SUPC have not completed the savings report. The reduced level of
saving reflects the reduced level of expenditure through the contracts during
The Procurement & Contracts Manager has worked with Academic and
Professional staff within the University to ensure Value for Money through:
• tendering for contracts
• negotiating with suppliers
• use of national and regional contracts
• contract management
10 Key Activities for 2009-2010
Undergraduate Prospectus printing
Tenders subject to EU
Mechanical & Electrical Maintenance
Further Competitions against EU frameworks
Consultants for Mechanical & Electrical Maintenance
• to note the achievements of the year
• to note the value for money aspects of the report
• to note the update of the good practice check list
• to note the update of the Flexible Framework
• to note the key activities for 2009/10
Procurement & Contracts Manager
University of Gloucestershire
Section 4.2.1 Procurement Policy Issue 2 Draft October 2008
16/10/08 Incorporated into the Financial Regulations, replacing Section
1.1 of the Procurement Manual
10/09 Section 3.2 added that the Procurement Manager will support
on smaller tenders if required
Section 7.1 Title changed to Director of Finance and Planning.
Procurement training should be undertaken by all staff involved
Section 9.1 Reference to Senior Management Group removed
University of Gloucestershire.
Section 4.2.1 Procurement Policy Issue 2 Draft October 2009
1.1. This strategy is to support the University’s overall Strategic Plan by
ensuring that it obtains value for money including sustainable criteria
in purchasing activities.
1.2. The aim of the Procurement function is to make a recognised and
measurable contribution to the success of the University particularly
through this strategic aim. Procurement personnel will work to become
recognised experts in supply management.
2.1. To simplify the procurement process and eliminate non-value added
activities within the process and identify areas for further
rationalisation and savings.
2.2. To ensure that all staff responsible for procurement are fully trained
and working to the published procurement procedures, satisfy the
standards required by their internal customers, meet regularly with
their main suppliers and customers to identify problems, place
corrective actions to prevent re-occurrence of problems and overall
create a philosophy of continuous improvement.
2.3. To work with internal customers so that they can provide the
information and necessary authorisations to enable a “right first time”
service to be provided by procurement personnel.
2.4. To develop through partnership “a pool” of first class suppliers to
ensure that the University receives high class quality of goods,
delivery, service, responsiveness, contribution to innovation and value
2.5. To analyse regularly the non-pay purchasing activities using
benchmarking methodology / key performance indicators to monitor
effectiveness of the Procurement function.
2.6. To ensure that the Value for Money and sustainability strategies are
incorporated into procurement activities throughout the University. See
Section 4.2.2. of the Financial Regulations.
2.7. To identify and utilise best procurement practice.
2.8. To ensure that the University through its suppliers and potential
suppliers promotes equality of opportunity for all.
2.9. To investigate and develop an e-procurement policy.
2.10. To ensure transparency of procurement activities to meet the needs of
the Freedom of Information Act and other legislation.
2.11. Share procurement / sustainable procurement good practices with local
enterprises and public sector bodies as appropriate.
3. Major Purchases
3.1. The Procurement and Contracts Manager will maintain a register of all
tenders over £10,000 and will support all projects above the tendering
thresholds detailed in the European Union Procurement Directives and
ensure compliance with the directives in relation to long term
3.2. The Procurement and Contracts Manager will act in an advisory
capacity on smaller projects, especially in respect of the contractual
terms of the tender and support as required.
4. Tendering and quotation Guidelines
4.1. A formal tendering process will be used, for values greater than those
specified in the Section 4.3.1 of the Financial Regulation.
4.2. The Procurement and Contracts Manager will maintain an Approved
Suppliers list for tendering and ordering purposes.
5. Authorisation for the acquisition of goods or services
5.1. All purchases of goods and services must be correctly and
6. Procurement of general goods and services
6.1. To obtain best value for money aggregation will be used wherever
appropriate to maximise purchasing power. National, Inter-Regional
and SUPC agreements will be used to avoid duplication of effort and
dilution of benefits.
6.2. Contracts should only be awarded to approved suppliers. Where these
suppliers are found not to provide best value for money, the
Procurement and Contracts Manager should be informed.
6.3. The Procurement and Contracts Manager will disseminate purchasing
information to all staff throughout the University.
6.4. Procurement will be undertaken by the relevant personnel in Schools
or Departments, working to the procedures detailed in the Financial
7.1. The Procurement and Contracts Manager will determine with the
Director of Finance and Planning the appropriate level of purchasing
skills required and will in conjunction with line managers, arrange /
monitor training and purchasing skills development for all staff
involved in a significant level of spend on behalf of the University. All
staff involved on procurement should attend the “Procurement – What
you need to know” course.
8. Procurement procedures manual
8.1. The Procurement and Contracts Manager will review and maintain a
Procurement Manual (Section 4.3 of the Financial Regulations). It will
contain a series of detailed procedures documenting both mandatory
and advisory guidance on the procurement process. Procedures will be
reviewed annually and form part of the University’s quality procedures
and subject to audit.
9. Internal Reporting and Monitoring
9.1. The Procurement and Contracts Manager will produce an annual report
in compliance with the Quality Procedures of the University, which
will be presented to Audit and General Purposes Committees, and
9.2. The Procurement and Contracts Manager will identify and implement
key performance purchasing indicators, the results of which will be an
integral part of the annual report.
10. Register of Interests
10.1. The Procurement and Contracts Manager will maintain a Register of
Interests to cover the Senior Management Group and all other
University personnel involved in authorising major areas of University
expenditure (Section 4.8 of the Financial Regulations).
11. Ethical Code
11.1. The code of ethics of the Chartered Institute of Purchasing and Supply
will be observed by all staff and representatives engaged in the
institution’s procurement activities.
Procurement attributes and performance assessment – 2008/09
Attributes Assessed status
Governance role No involvement Adequate Proactive High-priority focus
Meets minimum One of top-level
Poor standards Seen as key function organisations
Resources and skills Inadequate Meet minimum standards Valued Seen as investment
Pursuing advanced Achieving advanced
Practices and processes
Weak Meet minimum standards procurement procurement
Information systems Inadequate Supportive Adding good value Fully capable
Involvement in collaboration None Intent Developing Established
Corporate and social
responsibilities No recognition Intent Pursuit Inclusion
Comprehensive and basis
Inadequate Minimum Adding value for action
Practice routine and basis
None Intent Some for action
EU guidelines Not met Meet minimum Developed Advantageous
Supplier policy and strategy None Basic Developed An asset
Overall value of results Weak Just adequate Better value Best value
Overall procurement status for
the organisation Nonconformance Conformance Improved performance Superior performance
Action points to address weaknesses in Nonconformance and Conformance Columns
o Further develop bench marks / KPIs to compare levels of non-pay expenditure against key criteria
o Improve procurement information reporting
Appendix 3 -Flexible Framework October 2009
Foundation Embed Practice Enhance Lead
Actions Actions Actions Actions
Level 1 Level 2 Level 3 Level 4 Level 5
- Sustainable - All procurement - Targeted refresher Sustainable - Achievements are
People procurement staff have received training on latest procurement included publicised and used to
champion basic training in sustainable in competencies and attract procurement
identified. sustainable procurement selection criteria. professionals.
- Key procurement - Key staff have - Performance - Sustainable Enhance the - Internal and external Sustainable procurement
staff have received received advanced objectives and procurement is induction awards for included in Green Gown
basic training in training on appraisal include included as part of programme to achievements are continuous improvement
sustainable sustainable sustainable employee induction include further received. award
procurement procurement procurement factors. programme examples.
- Sustainable - Simple incentive - Focus is on benefits Report benefits in the
procurement is programme in place. achieved. annual procurement and
included as part of a sustainability report
- Good practice shared Developing contacts with
with other public and private sector
organisations. bodies to share good
Policy, Strategy - Agree overarching - Review and - Augment the - Review and Identify new - Strategy is: reviewed Include in the Entropy
& sustainability enhance sustainable sustainable enhance the technologies and regularly, externally system to monitor. This
Communication objectives. procurement policy, procurement policy sustainable work with the scrutinised and will then be formally
in particular consider into a strategy procurement strategy, relevant depts to directly linked to reviewed by British
supplier engagement. covering risk, in particular pursue benefits if organisations’ EMS. Standards as part of
process integration, recognising the applicable ISO14401.
marketing, supplier potential of new
measurement and a
- Simple sustainable - Ensure it is part of a - Strategy endorsed - Try to link strategy Sustainable - Sustainable Communicated through
procurement policy wider Sustainable by CEO. to EMS and include procurement Procurement strategy annual procurement and
in place endorsed by Development in overall corporate policy linked into recognised by political environmental reports to
CEO. strategy. strategy. EMS and leaders and is University Council.
ISO14001 communicated widely. Available on the University
programme web site
-Communicate to - Communicate to - Detailed review Include in the work of the
staff and key staff, suppliers and undertaken to University Sustainability
suppliers. key stakeholders. determine future Institute & incorporate into
priorities and new EMS
Procurement - Expenditure - Detailed - All contracts are - Detailed Using the risk - Life-cycle analysis
Process analysis undertaken expenditure analysis assessed for general sustainability risks profile include in has been undertaken
and key undertaken, key sustainability risks assessed for high Entropy for key commodity
sustainability sustainability risks and management impact contracts. areas.
impacts identified. assessed and used for actions identified.
- Key contracts start - Sustainability is - Risks managed - Project /contract - Sustainability Key
to include general considered at an early throughout all sustainability Performance
sustainability stage in the stages of the governance is in Indicators agreed with
criteria. procurement process procurement place. key suppliers.
of most contracts. process.
- Contracts awarded - Whole-life-cost - Targets to improve For SUPC - A life-cycle Identify where - Progress is rewarded
on the basis of analysis adopted. sustainability agreed framework approach to applicable and or penalised based on
value-for-money, with key suppliers. agreements this is cost/impact incorporate into performance.
not lowest price. carried out by SUPC assessment is tender evaluation
- Procurers adopt - Barriers to
‘quick wins’. sustainable
- Best practice shared
Engaging - Key supplier - Detailed supplier - Targeted supplier From the risks - Key suppliers Short list key - Suppliers recognised
Suppliers spend analysis spend analysis engagement analysis identify the targeted for intensive suppliers for as essential to delivery
undertaken and high undertaken. programme in place, suppliers to monitor development. development. of organisations’
sustainability promoting continual continual Possibly in sustainable
impact suppliers sustainability improvement. conjunction with procurement strategy.
identified. improvement. Ongoing SUPC
- Two-way Included as part of - CEO engages with
communication the contract review suppliers.
between procurer process. (No
and supplier - with incentives exist)
incentives - exists.
Key suppliers - - General programme - Supply chains for Work with identified -Sustainability audits - Best practice shared
targeted for of supplier key spend areas suppliers on mapping and supply chain with other/peer
engagement and engagement initiated, have been mapped. the supply chain improvement organisations.
views on with senior manager programmes in place.
procurement policy involvement.
- CEO involved in - Suppliers recognise
the supplier they must continually
engagement improve their
programme. sustainability profile
to keep the business.
Measurements & - Key sustainability - Detailed appraisal Use Entropy to - Sustainability Define key users - Measures are - Measures used to
Results impacts of of the sustainability record impacts measures refined Work with them to integrated into a drive organisational
procurement impacts of the from general identify objectives balanced score card sustainable
activity have been procurement activity departmental approach reflecting development strategy
identified. has been undertaken. measures to include both input and direction.
individual procurers output.
and are linked to
- Measures - Comparison is - Progress formally
implemented to made with peer benchmarked with
manage the identified organisations. peer organisations.
high risk impact
- Benefit statements - Benefits from
have been produced. sustainable
- Independent audit
reports available in the
University of Gloucestershire
Efficiency Measurement Report - High Level Savings Summary
Financial Year: 2008-2009 Cashable: 153,836
Total Spend: Uncashable: 0
Non-pay 20,544,000 As % of Non-Pay Spend 0.75 %
Influenceable Spend: 8,207,167 As % of Influenceable 1.68 %
Total Efficiencies: 153,836 External Efficiencies: 0
Project Ref Project Title Total By
Gas 0809 30% gas cost – floating 25,724
EP011 ULF Fit out 9,878
ICT 0708 General ICT savings 2007/08 2061
Tractor Tractor lease renewal 190
Software Adobe discounts 9,472
SUPC SUPC savings (2008/09 interim) 106,000
London Campus Franking Machine 511